Chapter 8 Management Essentials

1. Chapter 8 Management Essentials

2. Diversity Diversity: variety of people and their backgrounds, experiences, opinions, religions, ages, talents, and abilities. • Stereotypes are generalizations that individuals make about particular groups that assume that all members of that group are the same. • Prejudice is a general attitude toward a person, group, or org. on the basis of judgments unrelated to abilities. • 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 should set a climate in which employees honor cultural tendencies and break down stereotypes. 8.1 Chapter 8 | Management Essentials

3. Diversity (cont.) • a manager needs to help break down the stereotypes that people hold and manage activities that impact diversity. • Managers should model expected employee behavior. A manager who encourages and honors diversity helps to establish a hospitable and welcoming environment for all employees. • Encouraging positive cross-cultural interaction, or meaningful communication among employees from diverse cultures and backgrounds, helps break down stereotypes and prejudices, and improves the workplace environment. 8.1 Chapter 8 | Management Essentials

4. Respectful Workplaces Two critical aspects of a positive work environment are respectfulness and equal treatment for all employees. • Harassment happens when slurs or other verbal or physical conduct related to a person’s: • 1. race 5. religion • 2. gender 6. sexual orientation • 3. color 7. disability • 4. ethnicity religion • Managers are legally liable for maintaining a harassment-free environment. 8.1 Chapter 8 | Management Essentials

5. Teamwork • Teamwork uses each member’s strengths, so the group has more success working together than working alone. • Teamwork benefits: • Learn from each other • Bring different skills and experiences • Get more done than working individually • Provides support for team members 8.1 Chapter 8 | Management Essentials

6. Leadership Leadership: to inspire and motivate employees to support the vision of an organization. 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. 8.2 Chapter 8 | Management Essentials

7. Motivation Motivation is comprised of the reasons why a person takes action or behaves in a certain way. • A leader motivates and influences other people through his or her own actions every day. • Internal motivation: personal drive to do your best with or without rewards • External motivation: drive to do well comes from desire for rewards (paychecks, bonuses) • Professionalism is the combination of the knowledge, skills, attitudes, and behavior a person shows while performing a job. 8.2 Chapter 8 | Management Essentials

8. Problem Solving Successful managers recognize a problem when it occurs. Then they: • 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

9. 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. 8.2 Chapter 8 | Management Essentials

10. 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. These codes act as a safety check for evaluating decisions before making them. (p. 490) 8.2 Chapter 8 | Management Essentials

11. Organizational Goals Goals are statements of desired results. Management uses them to measure actual performance within an organization. • Organizational goals provide structure for an operation, and help evaluate the operation’s progress. • An objective is a specific description or statement of what a manager wants to achieve. • A vision statement describes what an organization wants to become and why it exists. • A mission statement refines the vision statement by stating the purpose of the organization to employees and customers. 8.2 Chapter 8 | Management Essentials

12. Job Descriptions A job description is a document that defines the work involved in a particular assignment or position. (p. 501) • Many job descriptions also include educational and legal requirements for holding the position. • Positions that are exempt (managers, chefs) from the Fair Labor Standards Act (FLSA) are not paid overtime or minimum wage (they are salaried) 8.3 Chapter 8 | Management Essentials

13. InterviewingJob Applicants • The process of selecting and interviewing applicants is strictly regulated by laws that protect the civil rights of job applicants. • To avoid charges of discrimination, employers should use identical application forms and tests for everyone who applies for the same job. • Questions that can’t be asked during interview: • 1. Marital status 5. religion • 2. Children 6. Former name • 3. Age 7. national origin • 4. race 8. parents’ name 8.3 Chapter 8 | Management Essentials

14. InterviewingJob Applicants (cont.) • Interviewers need to keep all job requirements and interview questions directly related to the job. • 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

15. 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

16. Lawful Hiring Practices • Managers for restaurant or foodservice operations need to know the legal environment in which they operate. • Antidiscrimination laws can impact job descriptions, recruiting, screening, hiring, employee development, training, and promotions. • A zero-tolerance policy means that no violation is forgiven. • The Fair Labor Standards Act (FLSA), established protections related to wages and child labor. • Child labor laws restrict the hours young employees can work and the type of work they can do. 8.3 Chapter 8 | Management Essentials

17. 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 (learn policies and meet team members) • Training (role playing, videos) • Scheduled follow-up 8.3 Chapter 8 | Management Essentials

18. Orientation Orientation is the process that helps new employees learn about the procedures and policies of the operation and introduces them to their coworkers. • The type of orientation employees receive depends on the size of the organization. • Orientation programs usually have two focuses: providing information about the company and providing information about 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

19. Training Training improves the skill, knowledge, and attitude of employees and encourages employees to work together as a team • Training should: • Improve quality of work • Promote employee growth • Keep employees challenged • Create talent to help organization grow • Cross-training: when employees learn the functions of another job within the operation making them more productive. 8.4 Chapter 8 | Management Essentials

20. Training (cont.) • On-the-job training (OJT) is appropriate for teaching skills that are easily demonstrated and involves equipment (preparing menu items, operating cash registers, using tools and equipment) • Before trainers can demonstrate a task, they themselves must be able to perform the task very well. • Group training is usually the most practical choice when many employees need the same type of training. • Benefit of group training: • Training is uniform (everyone hears the same thing) • Encourages group discussion 8.4 Chapter 8 | Management Essentials

21. 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 a chance to communicate, discuss how well the employee is doing, and set performance goals. • The most effective way to rate employee performance is to use a performance appraisal form. • Self evaluation form: provides info. from the employee and the manager so they can work together to create goals 8.4 Chapter 8 | Management Essentials

22. Management Equipment • Point-of-sale (POS) systems allow servers to enter orders and prompts for other order information (temperature of steak, etc.) • 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