FSM Final Study Guide PDF

Measurement of Performance Ongoing and repeated process Time should be uniformed and not spaced appropriately Compare performance to criteria Plan corrective action Quality control integrates quality standard acceptable Collection of Data and Monitoring Assign personnel...

Measurement of Performance Ongoing and repeated process Time should be uniformed and not spaced appropriately Compare performance to criteria Plan corrective action Quality control integrates quality standard acceptable Collection of Data and Monitoring Assign personnel Describe scope of care and type of patients served Identify the important aspects of care delivered Identify quality indicators Establish threshold for evaluation Collect and organize the data Evaluation of Effectiveness Degree of variation between intended goal of a product or service and its actual performance 100% performance is a challenge Establish Threshold: designate a point at which collected data requires further investigation Threshold of 100% are set for sentinel events in which even one error is unacceptable Compliance Rate: percentage established for each item monitored Key Concepts (Performance, Performance Improvement, Different Models of Approach) Performance: measure of results (output achieved) Performance Improvement: continuous study and adaptation of a foodservice organization’s functions and processes to increase probability of achieving desired outcomes (customer/patient needs) ○ Systematically making changes to improve desire results ○ Key tenet of Total Quality Management (TQM) → management process and set of disciplines that are coordinated to ensure that the organization consistently meets or exceeds quality standards ○ Fundamental Questions: What are you trying to improve? How will you know that a change is an improvement? What change can you make that will result in improvement? Different Models/Approaches PDCA (Plan Do Check Act): continuous quality improvement (CQI) model consisting of a logical sequence of repetitive steps ○ Cyclic method for planning, implementing, collecting, and analyzing data in improvement process ○ Plan: analyze current process, be open minded and flexible, brainstorm and be selective, be persistent and listen to employees, learn from others, establish objects and processes necessary to deliver results ○ Do: execute the plan, train and develop employees and management on how to use tools for problem solving and measurement ○ Check: check and study results, develop and implement tools, programs, and performance improvement strategies, establish goals and time bound steps ○ Act: take action, standardize or improve, review, measure, evaluate results, adjust as needed  Six Sigma: approach to TQM helps organizations focus on delivering near perfect products or eliminating system defects towards six standard deviations from the mean ○ Clear focus on achieving measurable and quantifiable financial returns ○ Emphasis on management leadership and support ○ Identification of key roles including different belt designations ○ DMAIC: define, measure, analyze, improve, control Define: goals consistent with customer desires and org strategies Measure: key aspects of current process and collect relevant data Analyze: date to determine cause effect relationship considering all factors Improve: process based on data analysis Control: pilot testing changes, set up control methods, continuously monitor and maintain gains ○ DMADV: define, measure, analyze, design, verify and validate, Define: establish project purpose and scope Measure: customer desires translate into critical or quality characteristics Analyze: innovate concepts generated and best selected Design: selected designs are developed and tested Verify and Validate: design requirement are verified and validated against intended use prior to implementation and control ○ Lean Sigma: performance improvement program in which the focus on reducing waste has been added to the original six sigma concepts 14 TQM Principle 1. Create consistency of purpose for improvement 2. Adopt a new philosophy 3. Cease dependence on mass inspections (fix mistakes before they happen) 4. End the practice of awarding business on basis of price alone 5. Improve constantly and forever the system of production and service 6. Institute training 7. Adopt and institute leadership 8. Drive out fear 9. Break down barriers between staff areas (encourages team building) 10. Eliminate slogans 11. Eliminate numerical quotas for the workforce and numerical goals for people in management 12. Remove barriers that rob people of pride and workmanship 13. Encourage education and self improvement for everyone 14. Take action to accomplish transformation TQM Tools Key performance indicators, benchmarking measurements, brainstorming, flow charts, cause/effect diagrams, scatter diagrams, histograms, etc. Brainstorming: method of collecting data based on observations and may show a pattern of opportunities for improvement Pareto Chart: bar charts in which the strategy is to work on the tallest bar or problem that occurs most frequently (work on biggest problem first) Cause/Effect or Fish Diagram: focus on different cause of problem  Just in Time: production and inventory control management ISO 9000: series of 5 international standards that describe elements of an effective quality system Productivity, Productivity Improvement, Applications Productivity: measure of level of output of goods and services produced in relationship to input according to time, money spent, or other resources used ○ RELATIONSHIP BETWEEN OUTPUTS AND INPUTS Productivity Improvement Quality of Work Life: focus on improving values important to individuals in the workplace ○ People are responsible for improving productivity ○ Multifaceted, incentive plans, worker involvement and responsibility Work Design: objective is to improve productivity, improve job safety and provide better work environment (improve content of a job) ○ Foodservice: job content improved through automation of production and distribution services ○ Reducing fatigue and rework Applications Eliminate unnecessary operations, delays, and moves with adverse effects on product or employee Combining operations, change in operational sequences Selection of multiple use equipment Relocating equipment for better workflow and safety Reduction in transportation and movement of materials Use of different product Different Category of Service (Include Examples) Table Service (most common): dine in, restaurants ○ American Style ○ French Style ○ Family Style Counter Service: speedy service, efficiency, counter attendant ○ Fast food, cafes and coffee shops (order at counter, pick up at counter) ○ Quick Service (like fast food) → food carts, refreshment stands Self-Service ○ Cafeteria Service ○ Buffet ○ Vending Machines Tray Service ○ Airlines ○ Hospitals Takeout Service: meals ordered and picked up, short delivery (on premise) ○ Patient meal delivery Delivery Service: fasting growing, direct delivery, touchless delivery ○ Direct order or through delivery company (UberEats, Doordash) Distribution Methods Heat Thermal Retention: heat based (pellet, unitized base, induction heat base)  ○ Insulated components, heat support carts Hot and Cold Thermal Retention: split tray with insulated components Cold Thermal Retention/Food Reheating: refrigerated carts with conduction heat units ○ Split Cart: with refrigerated and conduction heat ○ Heat Processing Methods: microwave oven, convection oven, conduction heat units No Thermal Support: covered tray Management vs Leadership Management Focuses on orderly function Doing things right Authority (direct others and take action), responsibility (obligation to perform assigned activity or see someone perform it), accountability (responsible to oneself, organization, or even to public) Leadership Focuses on change, management, actions, and agility Doing the right thing Types of Managers 1. Top Management: small group of executives and control organization 2. Middle Management: coordinate activities that implement policies of the organization and facilitate activities and the technical level 3. First-line Managers: at technical core, responsible for day to day operational activities Responsibilities and Roles of Managers 1. Interpersonal Roles: focus on relationship, includes figurehead, leader, and liaison role 2. Informational Roles: focus on communication, includes monitor, disseminator, and spokesperson roles 3. Decisional Roles: help determine new courses of action and unit strategies, includes entrepreneur, disturbance handler, resource allocator, and negotiator role Management Skills 1. Technical Skill: understanding of, and proficiency in, a specific kind of activity, particularly one involving methods or techniques 2. Human/Interpersonal Skill: concerns working with people and understanding their behavior 3. Conceptual Skill: ability to view organization as a whole, recognizing how various parts depend on one another and how changes in one part affect other parts 5 Basic Functions of Managers 1. Planning: determining in advance what should happen ○ Goal: desired future outcome ○ Objective: end point/goal ○ Policies: general guide to organizational behavior developed by top management ○ Procedures: chronological sequence of activities (detailed guides on achieving objectives) ○ Method: details for one step of a procedure (how to instructions) ○ Rules: written statements of what should or should not be done 2. Organizing: process of grouping activities, delegating authority to accomplish activities, providing for coordination of relationships, facilitating decision making ○ Planning responsibilities by level of management  Top: goals/objectives Middle: policies First-Line: procedures, methods 3. Staffing: determine appropriate number of employees needed by organization for work that must be accomplished 4. Directing: includes morale, employee satisfaction, productivity, communication ○ HR: function concerned with individual and group behavior ○ Manager: create an environment where members of organization are motivated to contribute to achieving goals 5. Controlling: making sure plans are followed, comparing what should be done vs what is being done, meeting standards, taking corrective action Standing Plan vs Single Use Plan Standing Plans Ongoing and long term plans (company policies, employee handbook guidelines, SOPs, quality control) Single Use Plans Temporary and specific to a particular situation (new product launch plan, marketing campaigning, project plan, budget) Different Organizational Structure 1. Traditional Organization: organization chart and job description/position guide ○ Differentiation and departmentalization ○ Integration and coordination of separate activities and tasks ○ Delegation of authority ○ Administration system→ formalized policies and procedures 2. Innovative Organization: empowered decision making ○ Sociability: sense of belonging to the organization created for all members ○ New Bases of Management Power: shift from use of only downward authority to inclusion of upward and lateral lines of authority and input ○ Personal Consideration: greater recognition given to importance of individual employees, not just the job they perform Motivational Theories (Maslow. ERG achieve power affiliation, two factor, expectancy, reinforcement) Maslow’s Hierarchy (needs theory- 5 levels) 1. Physiological (bottom): need of human body to be satisfied to fulfill life (food) ○ Pay, benefits, working conditions 2. Safety: protection from physiological and psychological harm ○ Insurance and retirement plan, job security, safe and healthy working conditions, fair leadership 3. Social: need for love, affection, belonging ○ Friendly coworkers, organized activities (baseball games, picnics) 4. Esteem: need relating to self respect and self worth (respect and esteem from peers) ○ Title, responsibility of job, praise/reward (recognition for accomplishments, promotion, competent management) 5. Self Actualization: needs related to one’s potential or desire to fulfill one’s potential ○ Challenging work allowing creativity, opportunity for personal growth Existence Related Growth (ERG): simplistic model of human needs (3 tiers) 1. Existence: basic needs for existence (food, water, shelter, safety) →physiological 2. Relatedness: involvement with family, friends, coworkers, employers→ social 3. Growth: desire to be creative, productive, and complete meaningful tasks→ self actualization Achievement Power Affiliation: achievement motive, power motive, achievement motive 1. Achievement: respond to goals, seek challenge within moderate degree of risk, exhibit greater concern for personal achievement than rewards of success, desire concrete feedback on performance, takes personal responsibility for finding solutions in problems, maintains high energy level and willingness to work hard (FOCUS ON ACHIEVING GOALS) 2. Power: enjoys competition with others in situations allowing dominance, desires acquiring and exercising power or influence over others, seeks confrontations with others (GAIN POWER) 3. Affiliation: want to be liked by others, seeks to establish and maintain friendship, enjoy social activities, joins organizations (SOCIAL) Two Factor: focuses on rewards or outcomes of performance that satisfy needs Motivators: achievement, recognition, responsibility, advancement, work itself, potential for growth Maintenance/Hygiene: pay, supervision, job security, working conditions, organizational policies, interpersonal relationships on the job Expectancy Theory: people act in a manner to increase pleasure and decrease displeasure Assumes individuals can determine outcome they prefer and make realistic expectations of achieving them Two competencies→ increased effort will lead to increased performance, increased performance will lead to increased reward (effort→ performance→ reward) ○ Reward meaningful to employees (pay increase) Valence → review value offered by organization (factors of valence and expectancy determine motivation must be present for high level of motivation) High expectancy or high valency alone does not lead to high levels of motivation (need both) ○ HIGH EXPECTANCY + HIGH VALENCY → HIGH MOTIVATION Goals of employees influence behavior at work (different goals, expectations, incentives, values) Reinforcement Theory (Behavior Modification): focuses on consequences of past actions and how they influence future actions (Skinner Experiment) Employees will most likely follow the rules because they learned that disobedience leads to punishment (reinforced behaviors will be repeated) Intrinsic vs Extrinsic Motivation Intrinsic: motivation coming from within an individual (completely absorbed and concentrated on activity for its own sake) Extrinsic: factors outside the individual that drive behavior Types of Leadership Powers 1. Legitimate: formal position held by leader in the organization 2. Reward: ability to reward people 3. Coercive: authority of leader to punish those who do not comply 4. Expert: held by those who are viewed as being competent in their job 5. Referent: charisma, identification of followers with a leader 6. Informational: leader’s possession of or access to info that others perceive as valuable  7. Connection: leader’s connection with influential or important persons inside or outside their org Philosophies of Human Nature (mcgregor, immaturity-maturity) McGregor’s Theory X and Theory Y Theory X (Negative): motivation through fear and the supervisor required to maintain a close watch of employees if organizational goals are to be met (constant supervision puts fear in employees to make them get work done) ○ Employees are lazy, dislike work, dislike responsibility, coerced to perform Theory Y (Positive): manager permits employees to experience personal satisfaction and to be self directed ○ Employees are creative, seek responsibility, can exercise self direction Immaturity-Maturity Theory Immaturity: passive, dependence, behave in a few ways, erratic, shallow interest, short time perspective, subordinate position, lack self awareness Maturity: increased activity, independence, capable of behaving in many ways, deeper and stronger interests, long time perspective (past and future), equal or superordinate position, self direction and control Leadership Dimensions Two Dimensions of Leadership: consideration and initiating structure Consideration: behavior express friendship, develop mutual trust and respect, and develops strong interpersonal relationship with subordinates (being considerate) Initiating Structure: behavior establish work and establish well defined communication patterns and clear relationships between the leader and subordinates (establishing order/structure) Leaders who show high consideration for people and initiated structure tend to have higher performing and more satisfied employees (HAVE BOTH = HIGHER PERFORMANCE) Leadership Grid: 5 leadership styles 1. Impoverished Management: minimal effort on management, laissez-faire style, hoping to avoid blame for errors 2. Country Club Management: creating safe, comfortable working environment, minimal conflict 3. Task Management (X): Theory X management, workers have to complete tasks— nothing else 4. Team Management (Y): staff closely involved in decision making and feel valued (Theory Y) 5. Middle of the Road Management: compromises made to achieve acceptable performance Approaches to Leadership Transformational Leadership: inspires followers to become motivated to work towards organizational rather than personal gain Leaders change their followers in ways that lead the follower to trust the leader, perform at high level, perform behaviors that contribute to achievement of org goals Transactional Leadership: clarifying roles and responsibilities and use of reward/punishment to achieve goals Transaction→ reward and punishment in exchange for performance Servant Leadership: individuals were servants first, not leaders first (i work for you) Worked to be sure others needs were met and helped others grow physically and emotionally Encourage collaboration, trust, listening, foresight, ethical use of power and empowerment Charismatic Leadership: those who inspire their followers’ devotion and allegiance  High degree of self confidence, strong conviction about ideas, high energy and enthusiasm, excellent communication skills, actively able to create impressions on followers High degree of respect, affection, esteem, loyalty for leader Authentic Leadership: self aware, strong values, use of these values to guide their decisions and actions Aware of their strengths and limitations and are willing to show their true selves to followers Lead with heart and not afraid to show emotion Primal Leadership: stresses the emotional task of a leader is primal Emotional intelligence by empathetic listening and ability to perceive and influence emotion of others Linking Process: helps facilitate and coordinate activities in the system towards stated goals Involved: Decision making, communication, balance Decision Making Stages of Decision Making 1. Recognition of decision requirement (impetus or alert that a problem exist) 2. Diagnosis and analysis of causes 3. Development of alternatives (must be identified and examined keeping in mind restrictions) 4. Selection of desired alternative (consider all alternatives and feasibility of executing in relation to organizational needs) 5. Implementation of chosen alternation (based on value) 6. Evaluation and Feedback Types of Decisions: programmed vs nonprogrammed Programmed: decisions reached by following establishments, policies, and procedures Nonprogrammed: unstructured decisions that take a higher degree of judgment Conditions for Making Decisions: certainty, risk, uncertainty Certainty: information available to make decision and maximize outcome Risk: use of probabilities in forecasting future outcomes (results of decision are uncertain) Uncertainty: occurrence of future events cannot be predicted Decision Making Techniques Decision Trees: steps in the decision making process Cost Benefit: comparing costs and financial benefits of project or decision (may include intangible benefits) Cost Effectiveness: compare alt course of action in relation to costs and effectiveness in achieving desired goal (used to maximize or minimize desired outcome) Individual vs Group: ○ Individual: managers make decisions themselves using info available to them ○ Group: manager allow decisions to be made by group (manager is a member) Interacting Group: members discuss, argue, agree upon best alternative Delphi Group: develop a consensus of expert opinion (use panel of experts who contribute individually, make predictions→ opinions combined and averaged to make decision for the group) Nominal Group: members of group meet together but do not talk freely among themselves (manager presents problems→ members present solutions by writing them down)  Focus Group: 10-20 people brought together for one time meeting of about 2 hours to discuss specific aspects of establishment ○ Combination: manager make decisions after consulting with others Communication Barriers to Communication Hearing an expected message Ignoring conflicting information Differing perception Evaluating the source Interpreting words differently Ignoring verbal cues Becoming emotional Cultural differences Linguistics, language barriers Improving Communication Feedback Many channels Face to face communication Sensitivity to receiver Awareness of symbolic meanings Careful timing Reinforcing words with action Simple language (avoid acronyms, abbreviations for those unfamiliar) Repetition Direction of Internal Communications Downward: individuals at higher levels of org communicate downward to those on lower level ○ Oral: speech, meetings, instructions, telephone, loud speaker, grapevine ○ Written: memorandum, letters, handbooks, pamphlets, procedures, electronic news displays Upward: effective organization need open channels of upward communication as much as it needs downward communication ○ Suggestion systems, complaint system, joint setting of objectives, group meetings, morale questionnaires, appeal and grievance procedure, counseling, grapevine, open door policy, exit interviews Balance: managerial adaptation to changing environmental, political, social, and technological conditions Organization can be stable, turbulent, or changing Manager must maintain stability in order to continue to produce output and profit