Module 1: Food Service Organization And Management Flashcards
1
Q
What is an organization?
A
A social unit of people that is structured and managed to meet a need or to pursue collective goals.
2
Q
4 Components of an organization
A
Work
Internal environment
Interpersonal relationships
Personnel
3
Q
Define work.
A
What to be done; divide the tasks in different departments or committees
4
Q
Define personnel.
A
Refers to the social unit or the people; must fit the job designated by the division of work.
5
Q
Influences the activities and behavior of the employees
A
Internal environment
6
Q
Acceptance of authority by the subordinate
A
Interpersonal relationships
7
Q
Classify the components of organization
A
Tangible (W&P)
Intangible (II)
8
Q
What are the organizational divisions?
A
Functional division
Geographical division
Product division
Information division
Client division
9
Q
Work is divided by the function of the workers (departments, committees, etc.)
A
Functional division
10
Q
Supervision is determined by geographical chain
A
Geographical division
11
Q
Organization based on the flow of information
A
Information division
12
Q
Organization depends on the product (ex.: Japanese/American brand)
A
Product division
13
Q
Organization based on the client served
A
Client division
14
Q
Give the 4 organizational structures
A
Line organization
Staff organization
Functional organization
Matrix organization
15
Q
The personnel are primarily directed to carry out the functions needed to achieve organizational goals.
There are clear lines of authority.
A
Line organization
16
Q
Performs tasks contributing indirectly in the achievement of goals
Provide advice or counsel
A
Staff organization
17
Q
People are organized by the functional nature of their work. Divided into groups.
A
Functional organization
18
Q
Horizontal flow of skills and information
Multiple reporting lines
A
Matrix organization
19
Q
10 Classical principles of organization
A
Objectives
Specialization
Chain of command
Span of control
Delegation
Unity of command
Balance
Centralization and Decentralization
Division of labor
Esprit de corps
20
Q
Objectives
A
Purpose of the organization
The job specifications and descriptions
21
Q
Specialization
A
Increase productivity
Makes supervision easier
Produce better control
22
Q
Chain of command
A
Hierarchy of power
If you have the authority to do something, you are responsible for the results
23
Q
Span of control
A
Number of people that can effectively work together under one superior
24
Q
Delegation
A
Authority is distributed downward through an organization
25
Unity of command
Every person is accountable to a single superior
26
Balance
Difficulty in establishing standards
27
Centralization and decentralization
Amount of power and authority retained
28
Division of labor
Grouping of functions or activities
29
Esprit de corps
Teamwork and strength in unity
30
Management
The effective and efficient planning, organizing, leading, and controlling of resources to achieve organizational objectives.
31
A statement that predicts the results of actions and the rationale behind.
Theory
32
Significance of theories
Help in predicting outcomes with some degree of confidence
Help in understanding and interpreting the current situation
Help in decision-making process under different circumstances
33
Managers are _______ of theories
Consumers
34
Managers, as consumers of theories, have to
Describe the causal mechanism.
Describe the circumstances under which the mechanism does not work.
Adjust managerial actions under different circumstances.
35
Enumerate the four theories
Classical management theory
Human relations theory
Management science theory
Modern management theory (systems, contingency, chaos)
36
Grouping of similar ideas that focus on the tasks, structure, productivity, and authority
Classical management theory
37
Pioneers of the classical management theory
F. Taylor
M. Weber
F. & L. Gilbreth
H. Fayol
38
Principles developed by H. Fayol encompass the basic tenets of this theory
Classical Management Theory
39
Characteristics and treatment of employees according to the classical management theory
Characteristics:
More attention on structure to achieve goals
Relies strongly on rules, operating regulations, and formal procedures
Employees:
Focuses more on work goals than workers
Theory X by Douglas McGregor
Mechanistic approach
40
Theory X by Douglas McGregor
Authoritarian management style
Employees are lazy and dislike their jobs
No trust in employees
Micromanaging
Carrot stick strategy
41
Views the organization as a social system
Recognizes the existence of the informal organization
Introduced behavioral sciences
Human relations theory
42
T or F. Human relations theory recognizes that social groups are formed within the framework of formal organization.
T.
43
Behavioral science pertains to
Motivation of employees to produce positive effects on morale and productivity
44
Combination of ideas from classical and human relations theory
Emphasis on research and quantitative techniques in decision-making (MIS, PERT)
Management science theory
45
Integration of ideas from classical, human relations, and management science theories
Recognizes the complexity of organizations and people
Modern management theory
46
3 theories under the modern management theory
Systems
Contingency
Chaos
47
Emphasizes on the interdependency of the different elements making up the organization
Systems theory
48
Believes that activities should be adjusted to fit the situation
Contingency theory
49
3 considerations in the contingency theory
Individual motivation varies
Adjustments in leadership behavior
Organizational structure must fit the organization’s environment and technology
50
Organizational events are rarely controlled
Managers should work with rather than against the process
Chaos theory
51
Characteristics and treatment of employees according to modern management theory
Characteristics:
Focuses on individuals and how they act in groups
Exhibits minimum formal duty divisions
Employees:
Believe that people will not always act rationally
Theory Y
Organic approach
52
Theory Y by Douglas McGregor
Participative management style
Trust their employees
Collaborative
53
Organic vs Mechanistic approach
54
Trends in FS management
ISO Series
MBWA/MBWAL
TQM
Strategic Management
55
Promotes the development of standards to facilitate exchange of goods and services
ISO Series
56
Example of ISO series used in FS
ISO 22000
57
T or F. A third party involvement is not necessary to assess the company against ISO standards
F
58
Requires personal involvement, good listening skills, and open recognition
MBWA/MBWAL
59
Emphasis is on the continuous process of quality improvement with sustained customer satisfaction as the ultimate goal.
TQM
60
Guiding principles of TQM (ACCEPPTS)
Aim for customers satisfaction
Communicate and coordinate all activities
Continuous improvement
Empower employees
Performance measures
Process centered
To integrate systems
Strategic and systematic approach
61
Strategic management
Management system that requires balancing the demands of the internal and external forces with the overall functioning of the organization and the efficient use of resources.
62
Tasks in strategic management
Identification of values, vision, objectives, and goals
Assessment of external factors as threats or opportunities
Assessment of resources and capabilities
Formation of organizational components
Crafting of strategic plan or management and decision-making structure
63
Managerial functions
Planning
Organizing
Staffing
Directing/Leading
Coordinating
Reporting
Budgeting/Controlling
Evaluating
64
[MF] Objectives, mission statements, strategies, outline of the steps to take to meet goals
Planning
65
Long term plans
Outcome goals
Strategic plans based on the mission statement
3-5 years
66
Short-term plans
Process goals
Interim plans to meet long-term goals
Days, weeks, months
67
[MF] Development of formal structure which work is divided, defined, and coordinated
Organizational chart, SOPs, programs and training
Organizing
68
[MF] Employing and training people; Maintaining favorable work conditions
Staffing
69
[MF] Directing, motivating, and coordinating staff and their activities
Motivational programs, establishment of atmosphere, delegating responsibilities
Directing/leading
70
[MF] Harmonizing activities to achieve objectives THROUGH Good organizational principles and communication
Coordinating
71
[MF] Keeping supervisors, managers, subordinates informed
Records, research, inspection, and other methods
Reporting
72
[MF] Control measures/activities to ensure that the organization is moving toward its goal
Fiscal planning, accounting, and controlling costs (food, labor, operating)
Budgeting/controlling
73
[MF] Process of comparing actual performance with desired performance (labor and operating costs)
Evaluating
74
Phases of management
Planning: setting of goals and strategies
Organizing and budgeting
Orientation and training of staff
Leading/directing and coordination
Monitoring and evaluation of performance
Controlling
75
Mintzberg’s Managerial Roles
Interpersonal (Figurehead, leader, liaison)
Informational (monitor, disseminator, spokesperson)
Decisional (entrepreneur, resource allocator, negotiator, disturbance handler)
76
Top management
Responsible for the long-term and perspective plans (3.5-10 years
77
Middle management
Lead specific functions in the organization and prepares the annual plan for their department
78
Junior management
Leads day to day operations
79
Supervisors
Also called first line managers
Link between management and operations staff
80
Skills needed by managers
Technical/customer skills
Human skills
Conceptual skills/administrative
81
Technical/customer skills
Skills related to the production work of the organization
82
Human skills
Attributes, knowledge, and learned behavior to work effectively and communicate with others
83
Conceptual/administrative skills
Related to working with abstract concepts and ideas
84
T or F. Top management must still know how day to day operations are executed.
T
85
T orF. It is not ideal that top management starts from the bottom.
F
86
Types of Power (French & Raven, 1960)
Legitimate
Information
Coercive
Connection
Reward
Referent
Expert
87
Comes from formal position held by the individual in an organization
Legitimate power
88
Comes from a leader’s ability to provide rewards
Reward power
89
Comes from the authority of the leader to punish those who do not comply
Coercive power
90
Held by leaders who are viewed as competent in their jobs
Expert power
91
Based on identification of followers with a leader
Also called charisma
Referent power
92
Based on the leader’s possession or access to information perceived as valuable
Information power
93
Based on the leader’s connections with influential or important persons
Connection power
94
Types of managers
Doer, facilitator
Reactive, proactive
Cutter, builder
95
Doer vs facilitator
Doer:
Lacks belief or confidence in his subordinates and hesitant to to delegate responsibility and authority
Facilitator:
Delegates responsibility and authority
96
Reactive vs proactive
R: reacts to crises as they arise
P: anticipates events based on organized evaluation and analysis of data; plans strategies and contingency measures
97
Cutter vs builder
C: responds to increasing costs with negative solutions
B: responds to increasing costs with positive solutions
98
Pinoy management styles
Pakiramdam (conservative)
Takutan or sindakan (dictatorial)
Kulit (micromanager)
Patsamba-tsamba (guesswork)
99
Ineffective managers
Commandant
Nice guy but won’t make decisions
Mobile manager
Petty bureaucrat
Free wheeler
Panic button boss
Empire builder
Climber
Ostrich
Buck passer
100
Efficiency vs effectiveness
Effective: selects/prioritizes the right things to accomplish (which one has the most impact)
Efficient: achieving outputs with minimum inputs
101
Presents the organizational structure
organizational chart
102
Blueprint of the organization
Organizational manual
103
Organizations involve the _____________ of people
Collective work
104
The challenge lies in ________ in the most __________ and ________ way
Putting the people to work together; effective;efficient
