Chapter 21 Monitoring Performance and Taking Corrective Action - PowerPoint PPT Presentation

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Chapter 21 Monitoring Performance and Taking Corrective Action

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  1. Chapter 21Monitoring Performance and Taking Corrective Action Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition

  2. Four Sources of Information for Indirect Monitoring Performance • Customers • Employees • External agencies/organizations/groups • Managers

  3. External Agencies/ Organizations/Groups • Government agencies • Chain organizations • Food critics • Rating organizations

  4. 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.

  5. Possible Reasons for Performance Discrepancies • Inadequate performance • Unsuitable standards • Inappropriate organization

  6. 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