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.
Competencies for The Supervisor and the Management Process • Define management and describe different management levels. • 2. Identify basic management principles. • 3. Explain the management functions of authority, responsibility, and accountability. (continued)
Competencies for The Supervisor and the Management Process (continued) 4. Describe the traditional components of management (planning, organizing, coordinating, staffing, directing, controlling, and evaluating). 5. Distinguish strategic planning from operational planning activities. 6. Identify fundamental supervisory responsibilities.
Management Resources · People · Money · Time · Work procedures and methods · Energy · Materials (food and beverage products, room linens, etc.) · Equipment
Management Levels · Top Management—General Manager and Vice Presidents · Middle Management—Department Heads · Supervisory Management—Department and Area Supervisors
Key Management Principles · Organizational Hierarchy · Unity of Command · Division of Labor · Matching · Employee Initiative · Team Spirit
Authority, Responsibility, and Accountability • Supervisors are accountable for the performance of their employees. • · When assigning tasks to employees, supervisors delegate the authority get the job done, but they do not relinquish responsibility for getting the job done.
Components of Management · Planning · Organizing · Coordinating · Staffing · Directing · Controlling · Evaluating
Strategic Planning 1. Values Statement 2. Mission Statement 3. Vision Statement 4. Long-Range Plan 5. Business Plan
Operational Planning 1. Business Plan 2. Marketing Plan 3. Operations Budget
Fundamental Supervisory Responsibilities · Understanding the role of the supervisor · Providing leadership · Improving communications · Conducting orientation and training · Handling problems and conflict (continued)
Fundamental Supervisory Responsibilities (continued) · Motivation and team building · Staffing and scheduling · Improving employee performance · Managing time
Competencies for Effective Communication • 1. Identify common misconceptions about communication and how they may arise in supervisory situations. • Describe barriers and biases that interfere with effective communication. • Explain the steps that supervisors can take to speak effectively on the job. (continued)
Competencies for Effective Communication • Identify factors that may prevent supervisors from listening effectively. • Explain a four-stage listening model (focusing, interpreting, evaluating, and responding) and how it can help supervisors improve their listening skills. • Identify active listening skills and apply them in supervisory situations. (continued)
Competencies for Effective Communication (continued) • Describe nonverbal communication and explain how knowledge of it can help you on the job. • Explain the importance of good writing, and identify how you can make your business writing more effective.
Communication Myths • “We communicate only when we want to communicate.” • “Words mean the same to me and to you.” • “We communicate chiefly with words.” • · “Nonverbal communication is silent communication.” • · “The best communication is a one-way message—from me to you.” (continued)
Communication Myths (continued) · “The message I communicate is the message that you receive.” · “There is no such thing as too much information.”
Barriers to Effective Communication · Distractions · Differences in background · Poor timing · Emotions · Personality differences · Prejudice · Differences in knowledge and assumptions · Stress
Biases Affecting Communication ·First impressions · Stereotypes · Just-like-me · Halo or pitchfork effect · Contrast effect · Leniency/severity effect
Obstacles to Listening · Mind wanders · Tuning out · Distractions · Prejudices · Too many notes
Four Stages in Active Listening 1. Focusing 2. Interpreting 3. Evaluating 4. Responding
Active Listening—Focusing · Decide to listen. · Create the proper atmosphere. · Focus on the speaker. · Show that you are paying attention.
Active Listening—Interpreting · Keep from judging. · Determine the speaker’s meaning. · Confirm that you understand the meaning. · Show that you understand. · Reach a common understanding.
Active Listening—Evaluating · Gather more information. · Decide whether the information is genuine. · Evaluate the information. · Communicate your evaluation.
Active Listening—Responding · Learn what the speaker expects. · Consider your own time and energy. · Decide what to do.
Active Listening Skills · Mirroring—repeating exactly some of the speaker’s key words · Paraphrasing—using your own words to restate the speaker’s feelings or meaning · Summarizing—condensing and stressing the speaker’s important points (continued)
Active Listening Skills (continued) · Self-disclosure—showing how you feel about what the speaker said · Questioning/Clarifying—asking questions to ensure understanding
Open-Ended Questions Ask open-ended questions to: · Begin a discussion—“What do you think about …” · Understand the speaker’s ideas—“Can you tell me …” · Examine a touchy subject—“How do you feel about …” · Avoid influencing an answer—“Tell me more about …”
Specific Questions Ask specific (or closed-ended) questions to get details: · Who · What · Where · When · Why · Which · How many
Keeping the Speaker Speaking · “I understand.” · “Tell me more.” · “Let’s talk about it.” · “I see.” · “This seems very important to you.” · “I’d like to hear your point of view.” · “Really.”
Non-Verbal Communication · Facial expression · Eyes · Posture · Gestures · Body movement
Writing Tips · Plain English · Short sentences · Inverted pyramid · Topic sentence · Clear, concise, to the point
Chapter 3Recruitment and Selection Procedures
Competencies for Recruitment and Selection Procedures 1. Describe how supervisors work with the human resources department to recruit new employees. 2. Explain how supervisors can make open positions easier to fill. 3. Identify the advantages and disadvantages of internal recruiting. (continued)
Competencies for Recruitment and Selection Procedures (continued) 4. Identify the benefits and drawbacks of external recruiting. 5. Describe what supervisors should do before, during, and after interviewing applicants. 6. Explain how supervisors can contribute to human resources planning.
Line and Staff Departments Line Departments—provide services or products directly to guests: · Front Office · Food and Beverage Staff Departments—provide services or products to line departments. · Human Resources · Accounting
Duties of Human Resources Staff · Recruit applicants · Screen applicants · Establish employee’s record · Help develop the orientation/training program
Job Descriptions/Job Specifications Recruitment Tools Job Description: For a specific job, a written summary of: · Duties · Responsibilities · Working conditions · Activities (continued)
Job Descriptions/Job Specifications (continued) Job Specification: To adequately perform a specific job a summary of critical: · Knowledge · Skills · Abilities · Experience
Alternative Schedules · Flex-time—allowing employees to vary their times of arrival and departure · Job Sharing—allowing two or more part-time employees to assume responsibilities of one full-time job · Compressed Scheduling—allowing employees to work the equivalent of a standard workweek in less than the usual five days
Internal Recruiting—Advantages · Improves morale of promoted employee · Improves morale of other staff members · Managers can better assess the abilities of internal recruits · Successions help reinforce a company’s internal career ladder · Lower costs than external recruiting · Reduces training costs
Internal Recruiting—Disadvantages · Promotes inbreeding · Lower morale for those skipped over for promotions · Skipped over staff may feel favoritism exists · Filling a gap in one department may create a more critical gap in another
Implementing Internal Recruiting · Develop a career ladder · Inventory employees’ skills · Cross train employees · Post job openings
External Recruiting—Advantages · Brings new talent, new ideas into a company · Enables recruiter to find out about competing companies · Reinforces positive aspects of a company · Avoids “politics” of internal recruiting · Serves as a form of advertising
External Recruiting—Disadvantages · Difficult to find a good fit with company’s culture · May create morale problems if no opportunities for current staff · Orientation takes longer · Lowers productivity in the short run · Conflicts with internal and external recruits
Implementing External Recruiting · Friends/relatives of current employees · Educational work-study programs · Networking
Open-Ended Questions Prompt applicants to answer with more than just “yes” or “no” responses: · “What do you dislike about your current job?” · “Can you describe the best boss you’ve had?” · “How would your co-workers describe you?” · “What was the worst thing that happened to you at work? How did you handle it?” · “What do you want to be doing three years from now?”
Closed Questions Prompt applicants to answer with short “yes” or “no” responses: · “Do you like your current job?” · “When did you graduate?” · “How long have you lived in this city?” · “Who suggested that you apply for this position?”
Categories to Avoid When interviewing job applicants, avoid asking questions about: · Birthplace, age, religion · Race, creed, color · Height, weight · Marital status · National origin · Arrest records