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Types of Foodservice Operations

Types of Foodservice Operations. Conventional (cook/serve) Commissary Ready prepared (cook/chill) Assembly/serve (thaw/serve). Managing the Organization: Outline. Levels/Skills/Roles of Managers Theories of Management Functions of Managers POSDCoRB CLAAM Tools of Management.

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Types of Foodservice Operations

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  1. Types of Foodservice Operations • Conventional (cook/serve) • Commissary • Ready prepared (cook/chill) • Assembly/serve (thaw/serve)

  2. Managing the Organization: Outline • Levels/Skills/Roles of Managers • Theories of Management • Functions of Managers • POSDCoRB • CLAAM • Tools of Management

  3. Roles of Managers • Manage ___________ • Manage ___________ • Manage ___________

  4. Levels / Skills of Managers Skills: Top (Policy) Conceptual Goals, etc. Middle (Organizational) Human Policies Technical First-line (Day-to-day) Procedures, methods

  5. Theories of Management • __________ theory: Tenets • one best way to do a job • one best way to organize • the organization should function in a _____________ manner

  6. Fayol’s Principles (1949) • specialization is efficient • authority • discipline • unity of command • unity of direction • subordination of interests • fair remuneration • centralization is efficient • order brings efficiency • equity • stability • initiative • esprit de corps

  7. Theories of Management • _________________ theory • organization as a social system • involvement promotes efficiency • ___________________ • use quantitative techniques to help managers make decisions

  8. Theories of Management • _____________ approach • system is open • dynamic equilibrium is goal • feedbackreceived • adjustments made • _________________: any change affects other parts of the system • ______________ • ____________approach: __________ to the situation

  9. Expanded Systems Model of an Organization • Input • Transformation • Output • Also: control, memory, feedback

  10. Glossary • Management • arrangement of individuals/groups to accomplish the goals of an organization • Hawthorne effect • people respond to efforts on their behalf • System • set of parts that work together to achieve a designed purpose • Contingency • something dependent on something else

  11. Glossary • Technology • ____________________ • Power • ____________________

  12. Glossary • Authority • granting of power for a purpose within certain limits • Responsibility • obligation to perform an assigned activity • Parity principle • ______________________ • Accountability • state of accepting ____________ internally to oneself or externally to another

  13. Functions of Management • Planning • Organizing • Staffing • Directing • COordinating • Reporting • Budgeting • Communicating • Leading • Activating, Actuating • Motivating

  14. Tools of Management • Plans • Organizational chart • Job analysis • Records: financial, purchasing, production, etc.

  15. Planning • Planning = • “Big Picture” thinking • vision • goals/objectives • core values statement • mission statement, slogan

  16. Dimensions of Planning • Repetitiveness • standing vs. single-use • Time span • short vs. long term • Level of management • broad vs. specific • Flexibility

  17. Plans • Standing vs strategic plans • Outcomes developed: • goals/objectives: • policies: • operatingplans: day-to-day

  18. Work Schedules • Outline of: • workto perform • proceduresto use • timeallotted • Types of schedules: • production(N321) • individual(fig. 13.10) • **daily unit(fig. 13.11)** • organization(fig. 13.12)

  19. Daily Unit Schedule • Consider: • work to perform (menu analysis, experience) • working conditions • equipment availability • physical conditions • worker efficiency • _____________ = estimated labor hours needed ÷ working hours in a day

  20. Criteria • ___________________ • Evenly distribute _________ • Include ___________ duties • Minimize employee _______ • +20-30% • Be _________

  21. Tools of Management • Plans • Organizational chart • Job analysis • Records: financial, purchasing, production, etc.

  22. Organizational Chart • Creating the ______________ structure • ___________: delegation • chain of command • authority is delegated; responsibility is shared • parity principle • _________________: departmentalization • empowerment • cross-training • communication

  23. Departmentalization Organize by: • _____________ • production, sales, finances, personnel, purchasing • _____________ • _____________ • _____________ • school vs. college vs. healthcare • grocery vs. institutional • _____________ • equipment use • time shifts

  24. Chart depicts: • _________________, which depends on: • Authority and Delegation • accountability

  25. Line vs. staff organization • Line: based on _____________ • responsibility is clear and primarily vertical • vertical growth via delegation • horizontal growth via departmentalization • divide by function, product, or location • Staff: based on ___________ • ________________________ • categorize by: • service -- initiation • advisory -- innovation • control

  26. Job Analysis • Job ______________ • Job ______________ • title • positional identity: department, supervisor, supervisees • ____________ • Performance ____________ • define

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