Chapter 21 monitoring performance and taking corrective action
This presentation is the property of its rightful owner.
Sponsored Links
1 / 6

Chapter 21 Monitoring Performance and Taking Corrective Action PowerPoint PPT Presentation


  • 192 Views
  • Uploaded on
  • Presentation posted in: General

Chapter 21 Monitoring Performance and Taking Corrective Action. Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition. Four Sources of Information for Indirect Monitoring Performance. Customers Employees External agencies/organizations/groups Managers .

Download Presentation

Chapter 21 Monitoring Performance and Taking Corrective Action

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Chapter 21 monitoring performance and taking corrective action

Chapter 21Monitoring Performance and Taking Corrective Action

Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition


Four sources of information for indirect monitoring performance

Four Sources of Information for Indirect Monitoring Performance

  • Customers

  • Employees

  • External agencies/organizations/groups

  • Managers


External agencies organizations groups

External Agencies/ Organizations/Groups

  • Government agencies

  • Chain organizations

  • Food critics

  • Rating organizations


The five step approach to identifying causes and solving problems

The Five-Step Approach to Identifying Causes and Solving Problems

  • Meet with appropriate staff to point out the problem and to determine its cause.

  • Identify all appropriate corrective measures that might be adopted.

  • Select the best corrective measure from among the alternatives.

  • Institute the selected measure.

  • Monitor performance to be sure that the corrective measure has the desired effect.


Possible reasons for performance discrepancies

Possible Reasons for Performance Discrepancies

  • Inadequate performance

  • Unsuitable standards

  • Inappropriate organization


Causes of inadequate performance

Causes of Inadequate Performance

  • Improper materials provided to workers

  • Lack of required equipment or tools

  • Need for additional training

  • Inadequate management or supervision

  • Poor union/management relations

  • Personal problems away from the job

  • Difficulties with inter-personal relations on the job

  • Inadequate compensation

  • Illness

  • Poor working conditions

  • Improper work schedules

© John Wiley & Sons, Inc. 2009


  • Login