DNU 701 Advanced Food Service Management - Unit 1

DNU 701 Advanced Food Service Management Unit 1 Management Principles  The Management Process Management – a Organization – a group of people working process whereby together in a structured unrelated & coordinated way to...

DNU 701 Advanced Food Service Management Unit 1 Management Principles  The Management Process Management – a Organization – a group of people working process whereby together in a structured unrelated & coordinated way to achieve goals. (Griffin, resources are 2001). integrated into a total system for Management is a set of accomplishment activities directed at an organization’s resources of objectives. for achieving goals effectively & efficiently.  Managerial Efficiency & Effectiveness Management But the method of requires co- reaching them ordination of must be socially human and and morally material accepted. resources. A manager’s job is Also maintaining unpredictable & concern for full of challenges morals, ethics and but is also filled ideals. with opportunities Goals are to make a  Management Concepts Authority – delegation Accountability – is from top to lower levels the responsibility of management & the for achieving results right of managers to not merely to direct others & take perform. action of their position. Efficiency – is Responsibility – doing things right. obligation to perform an assigned activity or Effectiveness – is see that someone else doing the right performs it. thing.  Managerial Levels Manager – Managerial Levels: First-line –supervises anyone employees responsible for Middle – coordinates people & other activities implementing an organizational organization’s resources. policies Top – executives that control the organization Managerial Levels Mintzberg’s Roles of Managers  Mintzberg’s Interpersonal Roles Focus on relationships. Interpersonal Roles:  Figurehead – responsible for representing the management (ceremonial duties).  Leader – responsible for creating an environment that will motivate the staff.  Liaison – responsible for dealing with people both inside & outside the organization.  Mintzberg’s Informational Roles Focus on communication. Informational Roles:  Monitor – searches for information to become more effective.  Disseminator – transmits information to subordinates.  Spokesperson – transmits information to people inside & outside the organization or unit.  Mintzberg’s Decisional Roles Focus on unit strategy. Decisional Roles: Entrepreneur – voluntary initiator of change. Disturbance handler – responds to situations that are beyond his or her control. Resource allocator – decides how & to whom the organization’s resources will be distributed. Negotiator – participates in a process of give & take until a satisfactory compromise is reached.  Management Skills Skill – an ability that can be developed & that is manifested in performance. Katz’s Management Skills: Technical – understanding of, & proficiency in, a specific kind of activity. Human – working with people & understanding their behavior. Conceptual – ability to view the organization a whole. Managerial Levels & Skills  Management Functions Five management functions: Planning Organizing Staffing Leading Controlling Performed during coordinating activities of the subsystems of the organization.  Planning Determining in advance what should happen. Hierarchy of plans: Goals – desired future conditions that organizations strive to achieve. Objectives – goals that set the direction for all managerial planning. Policies – guidelines for action Procedures & methods – define steps for implementation. Planning  Dimensions of Planning (Repetitiveness) Standing Plans Plans for repetitive action Used many times Examples Policies Procedures Methods Rules  Standing Plans Policy – general guide to organized behavior developed by top-level management. Procedure – Chronological sequence of activities. Method – details for one step in a process. Rules – specification of action, stating what must or must not be done.  Characteristics of policies & procedures Policies Procedures Guide decision making Specify guides to action. throughout the organization. Delimit an area within which a Delineate steps in decision can be made. descending order for completion of a task. Activate goals and objectives of Order sequential actions the organization. for performance of workers. Give direction for action Dimensions of Planning (Level of Management)  Organizing Process of: Grouping activities Delegating authority to accomplish activities Providing or coordinating relationships Facilitating decision making. Formal Organization – the outcome of organizing, usually in chart form.  Span of Management Number of employees that can be effectively supervised by one manager. Factors in determining proper number: Organizational policies Availability of staff experts Competence of staff Objective standards Nature of the work Distribution of workforce  Delegation Delegation - assigning job activities & authority to a specific employee within the organization. Authority is delegated down the hierarchy of the organization. Effective delegation elements: Specific tasks must be assigned clearly. Sufficient authority must be granted. Responsibility must be created.  Staffing Most valuable resources of an organization. People – provide the organization with their work, talent, drive and commitment. Most critical part of the manager’s role.  Staffing The recruitment, selection, training, & development of people who will be most effective in helping the organization meet its goals. Primarily carried out by a personnel department. Line managers are responsible for training, & development.  Directing Management function of directing human resources for the accomplishment of objectives. Includes: Morale Employee satisfaction Productivity Communication  Controlling Management function of ensuring that plans are being followed. Involves: Measuring actual performance & comparing it with desired performance or standards. Analyzing deviations between actual & desired performance & determining whether or not deviations are within acceptable limits. Taking actions to correct unacceptable deviations.  Summary Management is about:  Planning – determines what is to be done.  Organizing – how it is done & by whom.  Leading  Staffing  Controlling – making sure it is done. Managers set priorities, objectives and implementation plans & ensuring that resources are used widely & appropriately. Must resolve conflict and act as leaders.  References i. Gregoire, MB. 2017, Food Service Organizations: A Managerial and System Approach, 9th ed. Pearson Education Inc, USA. ii. Payne-Palacio J. & Theis, M. 2016. Introduction to Foodservice; 12th edition. Prentice Hall, New Jersey. iii. Capra, S.2000. PUB 506 Food Service Management, SPH. Queensland University of Technology.