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Chapter 8 Management Essentials. Diversity. Diversity refers to the great variety of people and their backgrounds, experiences, opinions, religions, ages, talents, and abilities. Value and respect others, no matter how different they are:

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Chapter 8 Management Essentials


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    1. Chapter 8 Management Essentials

    2. Diversity Diversity refers to the great variety of people and their backgrounds, experiences, opinions, religions, ages, talents, and abilities. • Value and respect others, no matter how different they are: • Avoid Stereotypes: generalizations that individuals make about particular groups that assume all members of that group are the same. • Avoid Prejudice: a general attitude toward a person, group, or organization on the basis of judgments unrelated to abilities. • Bias is leaning toward an idea based on prejudice • Many groups of people, however, have common beliefs, such as religion, or share common ways of acting. These groups have cultural tendencies to do some things based on their beliefs and their habits. • Managers help set the climate to promote diversity and break down stereotypes * 8.1 Chapter 8 | Management Essentials

    3. Diversity (cont.) • Managers should model expected employee behavior. • Use sensitivity training • Study other languages • Creating an environment that values all people has many benefits. • Encouraging and honoring differences can mean: • a larger and higher-quality labor pool • a more enjoyable and productive environment • improved public relations • more guests. • Cross-cultural interaction: meaningful communication among employees from diverse cultures and backgrounds • Businesses can also integrate diversity into the mission statement. How can cross cultural interaction benefit a work environment? * 8.1 Chapter 8 | Management Essentials

    4. Respectful Workplaces Workplaces should be respectful and offer equal treatment for ALL employees • Harassment happens when slurs or other verbal or physical conduct related to a person’s race, gender, gender expression, color, ethnicity, religion, sexual orientation, or disability interferes with the person’s work performance or creates an unhealthy work environment. • EEOC looks into harassment claims, and says prevention is the best way to eliminate harassment in the workplace • Employees must have the ability to voice complaints without fear of retribution (open door policy) Is a pleasant work experience the same as a fun one? Is work supposed to be pleasant? * 8.1 Chapter 8 | Management Essentials

    5. Teamwork A team is a group of individuals with different skills and experience levels who are working to complete a task or meet a goal. • Teamwork uses each member’s strengths, so the group has more success working together than working alone. • The most successful teams respect each other’s opinions and find ways to work together to create positive results. • List advantages and disadvantages of working in teams. How can working in teams provide better guest service? In what ways can teams be more or less efficient than individuals? * 8.1 Chapter 8 | Management Essentials

    6. Review Questions Please answer these questions on a seperate sheet of paper List the benefits of diversity to a workplace? Describe a harassment free environment. Explain the concept of teamwork. How can diversity be promoted in the workplace? How are sterotypes and prejudices connected? How can managers help employees work together in a culturally diverse environment?

    7. 8.2 Leadership Leadership is the ability to inspire and motivate employees to behave in accordance with the vision of an organization and to accomplish the organization’s goals. Good leaders demonstrate these behaviors: • Provide direction • Lead consistently • Influence others • Motivate others • Coach and develop others • Anticipate change • Foster teamwork • People skills are also known as interpersonal skills. • Relate to, and work well with others. * 8.2 Chapter 8 | Management Essentials

    8. Motivation Motivation is comprised of the reasons why a person takes action or behaves in a certain way. • A leader must be respected and trusted to motivate employees • Internal motivation is personal drive to accomplish things. • External motivation is driven by the desire to receive something (pay, bonuses, benefits, etc) * 8.2 Chapter 8 | Management Essentials

    9. Expectations of Managers • Professionalism is the combination of the knowledge, skills, attitudes, and behavior a person shows while performing a job. • Personal treatment is the ways managers interact with staff and the values that govern daily conduct • Managers must know how to communicate with employees and promote a “safe” working environment • They want to know if there are problems Should managers be able to do every task employees are required to do? Why or why not?

    10. Problem Solving Successful managers recognize a problem when it occurs. Then they define it, come up with a solution, and implement that solution quickly. • Problem solving depends on an intentional process followed in a logical sequence. It is critical that managers follow a problem-solving model to explore all of a problem’s potential causes: • Define the problem. • Determine the root cause. • Determine alternative solutions and consequences. • Select the best solution. • Develop an action plan. • Implement the action plan. • Document the problem and solution for future reference. * 8.2 Chapter 8 | Management Essentials

    11. Professional Development Professional development is the sum of activities a person performs to meet goals and/or to further his or her career. • Managers must keep pace with changes in the workplace. • Continuous learning is key to professional development and goal setting. • A good development plan includes: • Written plan identifying two-year, five-year, and ten-year goals, and beyond • Written assessment of professional goals • Assessment of what is needed to meet these goals • Time line establishing key milestones for achieving these goals * 8.2 Chapter 8 | Management Essentials

    12. Ethics Ethics are a set of moral values that a society holds. • Ethics are typically based on the principles of honesty, integrity, and respect for others. • Workplace ethics serve as guiding principles that effective leaders use in setting the professional tone and behavior in their operations. • Many establishments have created written codes of ethics. • A code of ethics is made up of broad general statements that guide decision making • Workers must determine if decisions are ethical (p 491) • Employees seek ethical employers, and employers seek ethical employees. * 8.2 Chapter 8 | Management Essentials

    13. Organizational Goals Goals are statements of desired results. Management uses them to measure actual performance within an organization. • Organizational goals provide structure and a destination for an operation, and functions to evaluate the operation’s progress. • An objective is a specific description or statement of what a manager wants to achieve. • Identify the SMART goals • A vision statement describes what an organization wants to become and why it exists. • Describes the company’s approach to business • A mission statement refines the vision statement by stating the purpose of the organization to employees and customers. • What the company is selling, to whom, and sometimes where * 8.2 Chapter 8 | Management Essentials

    14. Review Activities Please do the review activity on a separate sheet of paper Think about an employer or instructor who has demonstrated positive or negative leadership skills. How did his or her behavior affect your attitude about the job or class? Please give in paragraph form.

    15. 8.3 Job Descriptions A job description is a document that defines the work involved in a particular assignment or position. • A job description includes the position title and the responsibilities or duties of a position. • Many job descriptions also include educational and legal requirements for holding the position. • Jobs can be: • Exempt- salary employees • Non Exempt- hourly employees, get paid overtime * 8.3 Chapter 8 | Management Essentials

    16. InterviewingJob Applicants • The process of selecting and interviewing applicants is strictly regulated by laws that protect the civil rights of job applicants. • Hiring processes must be fair and questions must be related to job performance. • Discrimination - making decisions based on prejudice • Application forms should be standard • Employers CANNOT ask about: • Race, age, religion, gender, sexual orientation, parent’s names, birthplace, national origin, marital status, children, height, weight, or other physical characteristics * 8.3 Chapter 8 | Management Essentials

    17. InterviewingJob Applicants (cont.) • The Equal Employment Opportunity Commission (EEOC) and other government agencies enforce laws that ensure everyone, regardless of race, age, gender, religion, national origin, color, or ability/disability, gets a fair chance at any job opening. * 8.3 Chapter 8 | Management Essentials

    18. InterviewingJob Applicants (cont.) • Hiring tools used by managers include: • Job application • Screening interviews • Cover letters and résumés. • Some applicants go through a series of interviews as part of the screening process for a job. This is known as successive interviewing. * 8.3 Chapter 8 | Management Essentials

    19. Lawful Hiring Practices • There are numerous laws and regulations governing the restaurant and foodservice industry. Many of these laws protect employees from discriminatory, unsafe, unfair, or unethical treatment. • Laws are in place to prevent discrimination in the workplace • A zero-tolerance policy means that no violation is forgiven. • Discipline can go up to termination • The Fair Labor Standards Act (FLSA) of 1938, as amended, established various occupational protections primarily related to wages • It also established provisions for child labor (hours and type of work allowed). * 8.3 Chapter 8 | Management Essentials

    20. Onboarding Onboarding is the process that a company uses to integrate new employees into an organization. • Onboarding programs give companies a better chance at making sure the people they hire stay in their jobs. • There are typically four phases of onboarding: • Hiring • Orientation • Training • Scheduled follow-up • An onboarding program demonstrates the hospitality and customer service standards that all employees should meet. * 8.3 Chapter 8 | Management Essentials

    21. Orientation Orientation is the process that helps new employees learn about the procedures and policies of the operation and introduces them to their coworkers. • Orientation makes new employees feel comfortable in their new jobs, know what their responsibilities are, and make them part of the team. • The type of orientation depends on the size of the organization. • Orientation focuses on providing information about: • the company • the job. • An employee manual contains general information about employment, including company policies, rules and procedures, employee benefits, and other topics related to the company. * 8.3 Chapter 8 | Management Essentials

    22. Review Please answer the following questions with a partner. How can managers ensure that the hiring process is fair and consistent for all employees? List and explain each item that is included in a job description Explain the concept of onboarding. How does the FSLA affect employed students? What are the benefits of onboarding?

    23. 8.4 Training Training improves the skill, knowledge, and attitude of employees for their jobs. • Properly trained employees can do their jobs better, and the organization functions better. • Trainers should be experts and should be good teachers • The ability to train replacements is a critical skill in the restaurant industry. • Cross-training is when employees learn the functions of another job within the operation making them more productive. • Employees become more skilled and more valuable to the company * 8.4 Chapter 8 | Management Essentials

    24. Training (cont.) • On-the-job training (OJT) is appropriate for teaching skills that are easily demonstrated and practiced. • Cash registers, preparing menu items, etc • Trainers should explain why these skills are being taught • Group training is usually the most practical choice when many employees need the same type of training. • Provides consistency, very cost effective • Encourages discussion * 8.4 Chapter 8 | Management Essentials

    25. Performance Appraisals • An employee performance appraisal is a formal evaluation of a person’s work performance over a specific period of time. • Formal evaluations give the manager and employee an chance to communicate, discuss how well the employee is doing, and set performance goals. • Managers should document appraisals on company forms. * 8.4 Chapter 8 | Management Essentials

    26. Management Equipment • Point-of-sale (POS) systems allow servers to enter orders and prompts for other order information. • POS systems also allow managers to track the number of menu items sold and employee activity, and analyze worker productivity. • Advanced POS systems are networked and integrate with inventory tracking and purchasing systems. * 8.4 Chapter 8 | Management Essentials

    27. Activity Work with a partner on this activity Identify some task that you perform regularly. How would you train someone else to do it? Explain the task in six steps. Please use a separate sheet of paper and explain in great detail.