Management Flashcards by Natalie Navarre

Plan, organize, direct, control, and Evaluate are all…

Functions of management

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Needed with newly hired personnel who need close supervision; requires more managers

Narrow span of control

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Used with highly trained employees requiring less supervision and less managers

Wide span of control

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Formula for actual number of employees needed

of employees * 1.55 PT employees

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Staffing pattern schdule for a particular opperation; i.e. dish line or tray line

Shift schedule

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Schedule with time sequencing; tells what to do when

production schedule

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Labor turnover rate =

(# employees terminated AND replaced/total positions in department) *100

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Behavior is motivated by the desire to satisfy specific needs

Maslow’s Hierarchy of Needs

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Basic Needs (Maslow’s theory)

Physiological (survival needs, food, clothing, shelter, pay, benefits)
Security and safety (insurance, retirement plans, job security)
When basic needs are met –> the Higher needs become motivators

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Higher human needs (Maslow’s theory)

Social
Self Esteem: job title, praise, promotions
Self realization/actualization: job enrichment

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motivational factors = job enrichment; maintenance factors = satisfiers and dissatisfiers

Herzberg’s Two-Factor theory

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People have 3 needs: need to achieve, need for power, need for affiliation

McClellands: Achievement-Power Affiliation

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The attitude of the manager to the employee impacts job performance;
Theory X: manager believes employees inherantly dislike work; autocratic, authoritarian, and negative
Theory Y: Manager believes employees like work and have fun; positive, participating management

Macgreggor’s theory of motivation

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Involve people in the process and they become more involved; placebo effect –> special attention improves productivity

Hawthorne Studies – Wester Electric-Elton Mayo

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Rewards serve as motivators IF employees believe effective performance leads to rewards and employees find the reward attractive

Beer’s Expectancy theory

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5 Types of leadership styles

Autocratic (most control)
Consultative
Bureaucratic: by the book
Participative: sharing power
Laissez- Faire (least control

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Most desireable and effective form of management

-Participative/Team management: high concern for workers and for work that needs to be done

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Promoting someone to a level of incompetence; negative concept, don’t use this!

Peter Principle

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Traditional management approach

-focuses on tasks, structure, authority; coordinates

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Human relations Management approach

(behavioral)
Employee participation in decision making; increased morale and productivity
Participative leadership

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Systems approach to management

organized whole composed of interdependent parts;
Open system: interactive with external factors; i.e. customers and suppliers
CHANGE in one part of the system affects all parts!!

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Scientific management approach

Taylor
Work centered –> must work at fastest pace and highest efficiency possible
Focuses on physical (scientific) aspects of the job, not the human aspects

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Management by objectives

Drucker
democratic management
participative management

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Transactional Approach to management

-Rewards and punishments to achieve goals ; leader tells employee what they need to do to obtain rewards

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Transformational Approach to management

-Inspire followers to be motivated to work towards ORGANIZATIONAL goals -> group mission, participative

Organizational change theory

- manager recognizes a need for change and brings awareness for need to the workers - Increasing their dissatisfaction to promote a change - Proactive leaders

- Understanding and proficiency in a particular position; lower levels of management - Ex: trayline supervision needs these type of skills

Technical skills

- Skills to work well with people - Important at ALL levels of management, but IMPERATIVE at lower levels - Ex: kitchen supervisor who interacts with a lot of people (Upper and lower management)

Human Skills

- Skills to see the organization as a hole; important at HIGHER management - i.e. Boss

-Conceptual skills

First step in decision making/problem solving

-Recognize and assess the problem THEN develop possible solutions and gather data

Brainstorming, but develops more ideas; prioritized decision making group technique -Group RANKS items in order of priorirty

Nominal group technique (Delbecq)

Group technique that probes the expert minds to come into a consensus -- participants don't meet and ideas are all in writing

-Delphi group technique

SOP - shown through NCP and ability to critically think an dproblem solve to provide high quality nutrition care

-Standards of Practice in Nutrition Care

SOPP - competent levels of BEHAVIOR in the professional role; i.e. competency, accountability, communcation

Standards of Professional Performance

Point in legislative process where dietitians can present their views

Public hearings

Agency that regulates content of food and advertisements

Federal Trade Commission

Agency that regulates nutrient composition section of food label; ensures safety of some domestic and imported foods

Food and Drug administration

Agency that regulates and licenses radio and TV nutrition ads

Federal Communications Commission

One of the best reources for public policy RDs; public hearings and proposed/final rules are published weekly -lists changes in USDA food programs

Federal Registrar

Law that provides insurance against loss of income; payroll tax

Unemployment compensation

Labor unions; created the National Labor Relations Board (NLRB) -- listened to claims of "unfair labor practice" *Pro-Labor

National Labor Relations Act (NLRA) | -Aka "wagner act"

Act that specifies unfair labor practices of the union; ammended the wagner act -PRO Management

Tafft-Hartley Labor Act | "Labor Management Relations Act"

Prevents discrimination on basis of race, color, or origin; sexual harassment -Overseen by EEOC (Equal Employment Opportunity Commission)

Civil rights act

Sets minimum wage and OT laws - Equal pay act prohibits discrimination based on sex - Child labor laws

Fair Labor Standards Act (FLSA)

Up to 12 work weeks unpaid, job protected leave annually - Guaranteed an equal job, but not he SAME job - Companies of > 50 employees

Family and Medical Leave Act

Must provide accommodations for employees with disabilities - Wide aisles (36") and doors (32") - Install ramps, lower shelves and phones, and flashing alarm lights - Companies with > 15 employees

Americans with Disabilities Act

Employees can transfer coverage for current illnesses to new employers insurance plan

Health Insurance Portability and Accounting Act (HIPAA)

Studies ALL aspects of the job

Job analysis

Required skills and responsibilities of a position; matches applicants to the job; orientation and training; employee appraisal

Job Description

The duties, conditions, qualifications, of a job - Written for each job, not each position - Used by HR for hiring purposes

Job Specification

Promotions

Criteria for promotions = merit and seniority | -Unions primarily use seniority

Illegal "shops" in public employment

Union Shops: Forced to join union upon hire Closed Shop: must be union member before hiring

Ability to join the union or not

Open Shop

Employee who reps fellow employees as the union representative; ellicited by members

Union Steward

What happens if collective bargaining fails?

Mediation --> neutral person helps settle differences; not binding THEN Arbitration: hearing to resolve the dispute between management and laborer *FINAL step in bargaining

Budget that begins with this years expenses PLUS an inflation factor; uses existing budget as a base

Traditional "incremental" budget

Budget begins at ZERO; must justify each expense; no assumptions; planning oriented

Zero-Based Budget (ZBB)

Budget that fluctuates throughout the year based on revenue and expenses

Flexible budget

Type of budget that Details what it costs to perform an activity; i.e. how much it costs to supervise the cafeteria

Performance budget

Costs that are NOT affected by sales volume - Not evident in day to day business but required for business to exist - Ex: rent, taxes, interest, insurance

Indirect (fixed) costs

Costs that vary directly with the changes in sales (revenue) | -Ex: China, Food, laundry, uniforms

Direct (variable, flexible) costs

Fixed and Variable component of cost | -Ex: Labor --> have a set # of employees and more are hired as revenue increases

Semi-Variable Costs

Most readily controlled budget item ; most fluctuation

Food costs

Summary of all expenses and revenues for the month by category Ex: meat, fruit, dairy

General Ledger

Income (revenue), expenses, and profit over the course of a budget period

Profit and Loss Statement (aka Income Statement)

Lists the ASSETS (good and products OWNED; cash; inventory; $ owed to you) and the LIABILITIES (amounts you OWE others) -Assets = Liabilities + Equity

Balance sheet

Inventory turnover rate

Measures how often inventory is consumed and replenished Cost of sales (food cost) / Avg inventory cost

Average desireable turnover rate =

2-4 times per month HIGH turnover = limited inventory being kept; theft; waste; increaed customer count LOW turnover = a lot of money tied up in stock; decrease in customers; risk for spoilage

Daily Food Cost %

Tels what % of income was spent on food sold Daily FC / Daily income

Food cost per meal =

(Inv at Beg of month - Inventory at end of month + Food Cost) / # of meals per month

Profit Margin

portion of sales remaining after all expenses are paid = net profit / revenue

Gross profit

profit after deducting cost of food/drinks sold from sales = (sales) - (Cost of goods sold)

Cost of sales

cost of what your selling/what has sold (i.e. food and beverages sold)

FIRST step in marketing process

identify a NEED that is not being filled (market niche)

Marketing Mix 4 Ps

Product Place Price Promotion

Breakeven Point in # of Units Sold

To find out how much you need to sell to break even = FC (Fixed Costs) / (Selling Price - Variable Cost)

Breakeven Point in Sales Volume

The $ you need to bring in to break even = Fixed Costs/ (1 - Variable Costs/Sales)

Prime Cost

= Food + Labor

Cost of Profit Pricing

Guarantees a certain profit with each sale

Cost Benefit Analysis

Determines if goal of intervention is worth the cost of the efforts *Benefits should be > costs

Cost Effectiveness Analysis

ASSUMES that the goal of the intervention is worthwhile --> ? is which intervention is the MOST EFFECTIVE * compares cost of alternative methods * HOW should we..

Management Flashcards

(81 cards)