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Restaurant and Foodservice Operations Are Labor-Intensive. Chapter 1. Learning Objectives After completing this chapter, you should be able to:. • Explain management activities and how evolving employee expectations can influence managers as they facilitate the work of their employees.
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Restaurant and Foodservice Operations Are Labor-Intensive Chapter 1
Learning Objectives After completing this chapter, you should be able to: •Explain management activities and how evolving employee expectations can influence managers as they facilitate the work of their employees. • Describe strategies for facilitating the work of employees. • Explain how skills, abilities, leadership style, and corporate culture impact a manager’s human resources activities. • Identify the benefits of and procedures for promoting employee diversity within restaurant and foodservice operations.
Learning Objectives continued: After completing this chapter, you should be able to: •Explain the importance of ethical decision making; the role of codes of ethics in restaurant and foodservice operations; and tasks involved in developing, implementing, and enforcing codes of ethics.
Management of Human Resources Is Important Managers Must Manage
Managers Facilitate Their Employees’ Work Leadership Behaviors Supervision Skills and Abilities
Diversity in Restaurant and Foodservice Operations Benefits of Diversity Promotes Positive Workplace Attracts More Customers Increases Labor Pool Improves Legal Protection
Promoting Diversity Recruiting for Diversity Increasing Cross-Cultural Interaction Educating Employees and Setting Expectations Addressing Issues and Accountability
Ethical Concerns Ethical Decisions and Actions Code of Ethics
1. Explain management activities and how evolving employee expectations can influence managers as they facilitate the work of their employees. • Management activities include planning, organizing, coordinating, staffing, supervising, controlling, and evaluating. • While all of these activities are involved in managing the work of employees, staffing and supervising directly focus on this area. • Managers must assist with activities in the employment cycle that begin with finding, recruiting, and screening applicants. • The cycle continues with hiring, orienting, and supervising new employees. • It concludes with activities relating to employee terminations and then begins again. • Three generations of employees comprise the majority of today’s workforce: Baby Boomers, Generation X, and Millennials.
1. Explain management activities and how evolving employee expectations can influence managers as they facilitate the work of their employees continued… • While some basic supervisory strategies are useful with employees of all ages, strategies will ideally be changed to address the concerns of employees in specific age groups.
2. Describe strategies for facilitating the work of employees. • Effective managers provide direction, lead consistently, influence others, and foster teamwork. • In addition, they can motivate employees, coach and develop them, and champion change.
3. Explain how skills, abilities, leadership style, and corporate culture impact a manager’s human resources activities. • Managers manage within financial restraints, implement quality management processes, and make effective decisions to turn problems into opportunities. • They can use several different leadership styles including autocratic, bureaucratic, democratic, and laissez-faire. • Ideally, they will modify their leadership style based on the needs of specific employees. • The organization’s corporate culture impacts how managers supervise. • Operations that are thought of as employers of choice work hard to treat employees with respect. • Supervisory strategies can be an important employee retention factor.
4. Identify the benefits of and procedures for promoting employee diversity within restaurant and foodservice operations. • Benefits of diversity include a more positive workplace, the ability to attract more customers and employees, and improved legal protection. • Managers must work to reduce the impact of prejudice and stereotypes that hinder team development. • They can promote diversity by using appropriate recruiting strategies, increasing cross-cultural interactions, educating employees and setting expectations, and addressing accountability.
5. Explain the importance of ethical decision making; the role of codes of ethics in restaurant and foodservice operations; and tasks involved in developing, implementing, and enforcing codes of ethics. • Ethical principles help define what is right and wrong. • Managers should be honest, should not mislead others, and should always do what is right. • They should use a questioning approach to determine whether a decision is based on sound ethics. • Written codes of ethics, driven by corporate culture and implemented with policies and procedures, provide a foundation for employee behavior. • These codes also guide decision making, facilitate decision evaluation, and support the obligation managers have to the corporation, operation, customers, society, and the law.
5. Explain the importance of ethical decision making; the role of codes of ethics in restaurant and foodservice operations; and tasks involved in developing, implementing, and enforcing codes of ethics continued… • Input from all employee levels is helpful as codes are developed, and the support of top-level leadership is required. • Education and enforcement are critical.
Key Terms: Authority The power to direct the work of employees. Autocratic (leadership style) A leadership style in which the manager generally makes decisions and resolves problems without input from employees. Bureaucratic (leadership style) A leadership style that relies on rules, regulations, policies, and procedures. Code of ethics A formal statement developed by an operation that explains how its employees should relate to each other and to the persons and groups with whom they interact. Competitive advantage A strategy, tactic, or process that is not offered by a competitor of an establishment. Controlling Keeping an establishment on track to achieve goals. Corporate culture The shared beliefs, experiences, and standards that characterize a company.
Key Terms continued: Democratic (leadership style) A leadership approach that encourages employees to participate in the decision-making process. Discrimination The act of treating persons unequally for reasons that do not relate to their abilities, including race, color, religion, gender, national origin, age, and mental or physical abilities. Diversity The concept that people are unique with individual differences and variations in race, ethnicity, gender, socioeconomic status, age, and physical abilities, among others. Employer of choice A company that is a desired place of employment because employees are treated with dignity and respect. Ethics The rules or principles that help define what is right and what is wrong. Evaluating Assessing the extent to which plans are attained, and identifying issues or problems.
Key Terms continued: Job description A description of the tasks a person in a position must be able to perform. Job specification A listing of the personal requirements such as skills and abilities needed to successfully perform tasks in a position. Laissez-faire (leadership style) A leadership style in which the manager does not direct work but instead delegates most decisions. Morale The feelings that employees have about their employer, their workplace, and other aspects of the operation. Orientation program A formal plan for welcoming new employees and teaching them general information that all staff members must know. Prejudice A general attitude toward a person, group, or organization based on judgments unrelated to abilities or reality, also called bias. Quality The consistent production and delivery of products and services according to expected standards.
Key Terms continued: Sexual harassment Unwelcome sexual advances, sexual favor requests, and other verbal or physical conduct that is sexual in nature and may create an offensive, intimidating, or hostile work environment. Span of control The number of employees that can be supervised by one person. Staffing The process of finding the right people for the job. Stereotype A belief about particular groups that assumes all members of that group are the same. Supervising Planning for and facilitating the work of employees, also called directing. Turnover The rate at which employees leave an operation and are replaced with new employees. Vision An idea about what an organization would be like if it were ideal.
