WELCOME

1. WELCOME CHRM 2475 Leadership Principles

2. Agenda • Ground Rules • Warm Up Activity • Syllabus Review • Leadership Website • NRAEF ManageFirst Program • Chapter One – The Dynamics of Leadership in the Hospitality and Restaurant Industry

3. Ground Rules • Be on time – start on time • All cell phones, pagers and IPods should be turned off during class • No Internet use during class, unless part of classroom activity • Appreciate other points of view • Respect others’ desire to learn • End on time

4. Information Card • Please fill out the following information on the index card • Side ONE • Name • Phone • Email Address • Side TWO • Business affiliation & current position • Hospitality industry background

5. Warm Up Activity • Break into pairs • Interview each other – 2-3 minutes each person • Name, Occupation, What is one characteristic of the best leader you have worked for or known • Introduce each other to the group

6. Syllabus Review • Course Information • Course Assessment • Schedule of Assignments • Projects • Optional Leadership Project • Attendance Sheets • Website: http://resource.mccneb.edu/ICA/default.shtm

7. Optional Leadership Project • In place of Book Report • First-come, First-serve project working with the ICA High School Culinary Invitational • Volunteer recruitment staffing and management • Individual Leadership Project

8. NRAEF ManageFirst Program Competency GuideIS REQUIRED FOR THIS COURSE How can this book help me? • Part of a certificate program • Industry-driven • Resume builder

9. NRAEF ManageFirst Program Competency GuideIS REQUIRED FOR THIS COURSE Who is the NRAEF? • Educational arm of the National Restaurant Association • Bridge between academia and industry • Work with over 60,000 restaurant, hospitality and foodservice members companies

10. NRAEF ManageFirst Program Competency GuideIS REQUIRED FOR THIS COURSE Competency Guide Content • Management-focused • Application-based, not just theory • Professional Profiles give you a “sneak peek” into the field • “Real world” activities help build job skills

11. NRAEF ManageFirst Program Competency GuideIS REQUIRED FOR THIS COURSE How will this certificate help me? • Validated by over 200 restaurant, foodservice and hospitality organizations • Resume builder • Tangible accomplishment • Can give you a hiring advantage over peers who didn’t use ManageFirst

12. Academic Scholarship for NRAEF ManageFirst Program® Students • Undergraduate students are eligible to apply for this scholarship who have earned at least one ManageFirst certificate (not including ServSafe® Food Safety and ServSafe Alcohol®) and are studying culinary arts and/or foodservice management. • Application deadlines: March 31, 2009 • Award amount: $2,000 • Application and Instructions available at: • http://www.nraef.org/scholarships/managefirst/

13. Let’s Take a Break Please be back in 10 minutes

14. The Dynamics of Leadership in the Hospitality and Restaurant Industry • Hospitality and Restaurant Management 1 OH 1-14

15. Chapter Learning Objectives • Identify leadership behaviors. • Discuss the importance of ethics and how to know if a decision is ethical. • Describe how vision, mission, values, and goals affect job performance. • Identify factors contributing to stress and how it can be reduced. • Identify key elements of time management. • Describe the role of a mentor. • Explain common professional development opportunities.

16. Test Your Knowledge • Questions on page 2 of the Competency Guide • Read the question and give your answer

17. What Is Management? • The ability to plan, organize, direct, staff, control, and evaluate the functions in a foodservice organization to attain goals • The art & science of getting things done

18. Labor Money Products Equipment Time Processes Tools Energy Management Resources

19. Types of Management Styles

20. Management vs. Leadership

21. Leadership • The ability to inspire and motivate employees to behave in accordance with the vision of an organization and to accomplish the organization’s goals.

22. Qualities of Effective Leaders • Provide directions. • Lead consistently. • Influence others. • Foster teamwork. • Motivate others. • Coach and develop employees. • Champion change.

23. Qualities of Effective Leaders continued Effective leadership means more than just “talking” to staff members.

24. ETHICS • In order to discuss Ethics we need to understand- • The rareness of teaching ethics • The historical basis of common ethics • Belief in God was common • Belief in common values and standards • Situation ethics of the later part of the 20th century- sometimes referred to as “postmodernism”

25. ETHICS-Postmodernism • Postmodernism • Little reliance on “Faith” • Little reliance on shared values • Lot of reliance on “me” • Lot of reliance on “feelings” • Little reliance on “truth-searching” in life • More reliance on experience than reason and logic • A belief that all belief systems are valid • No “common” belief system in society

26. Examples of Postmodernism • (from the book “The Day America Told the Truth, which is based on extensive research) • In the 50’s and 60’s there was a moral consensus-now-- • 74% say they would steal from someone who would not miss it (how will this affect you as a manager??)

27. Examples Continued • 64 % will lie if they perceive it will hurt no one • 53% will cheat on their spouse • No leader in the political, religious, business, or education worlds was graded higher than a C+ • 93% say they, and no one else determines what is right morally

28. EXAMPLES Continued • Profit has surpassed most all goals driving many companies • Greed is prevalent at the top, in many businesses • Loyalty is often non-existent in many workplaces • Many bosses have a hard time giving employees credit for well done work

29. EXAMPLES Continued • Many employees work far less than the amount they are paid for • one example 5.4 of 8.5 hours on the job was actually worked • Drug and alcohol use on the job is far reaching • Religion is made fun of • We have no positive heroes/role models

30. EXAMPLES CONTINUED • We have a lack of real leaders- • in public life • in the workplace • few people want to give much, but want a lot in return- and no one wants to work too hard • leaders are to be visionary, honest, inspirational, risk-takers, and willing to serve • managers are just functional people hired to make $$$

31. Workplace Ethics • The standards of conduct or set of values and principles an individual or organization applies to work • Codes of ethics help to remove the “guess work” about what is right or wrong behavior.

32. Is an Action or Behavior Ethical? • Will it hurt anyone? • Does it represent the company? • Does it make anyone uncomfortable? • Does it convey respect for others? • Have others been asked for their perspectives about the situation?

33. More Questions to Judge Ethical Behavior • Is the decision fair & just based on the circumstances? • Does the decision uphold the organization’s core values? • Can I tell the decision to my boss, family, and society? • How would others like it if the decision was disclosed? • Will my position be valid over a long period of time?

34. Setting the Right Course Core Values • Are a company’s key elements of operation • Serve as a foundation for developing a vision statement and mission statement • Drive value statements—the standards by which an organization operates

35. Creating a Vision • Describes what an organization wants to become and why it exists • Is driven by its value statements

36. Mission Statement • Refines the vision statement through stating the purpose of the organization by communicating goals to its employees and customers • Provides a source of accountability for the organization

37. Flow of Values to Goals

38. Creating Vision and Mission Statements • Consider core values. • Seek input from stakeholders. • Write a draft of the vision statement and mission statement. • Review with stakeholders. • Distribute copies of final documents. • Reinforce them as a reminder of “Why employees work for the organization.”

39. Implement Vision and Mission Statements • Begin during orientation. • Be sure that training materials emphasize the statements. • Post for all staff to see. • Document in employee handbooks. • Discuss at employee meetings.

40. Implement Vision and Mission Statements continued

41. How Would You Answer the Following Questions? • The ________ management style considers and treats others as equals. • Standards of conduct or a set of values that apply to work are called ________. • The set of standards by which an organization operates is its ________. • A ________ defines the vision statement and includes the organization’s purpose.

42. Stress Management • Stress is a condition or feeling a person has when demands exceed what he or she has available to deal with them. • Stress management is a process used to identify what causes stress in the workplace and in one’s personal life and to minimize its effects.

43. Stress Management Tactics • Minimize unanticipated situations. • Involve employees in planning and scheduling. • Delegate work. • Manage by “walking around.” • Set realistic goals. • Identify company resources to assist.

44. Time Management Tactics • Set goals. • Plan activities. • Make effective decisions. • Delegate. • Schedule effectively.

45. Planning the Day’s Activities • Spend time before the workday begins to plan necessary activities.

46. Professional Development • Professional development is the sum of activities that people undertake to meet goals and/or to further their career. • Written plan • Assessment of professional goals • Assessment of skills/ experiences needed • Timeline • Self-evaluations

47. Mentors • A mentor is someone who can provide valuable career advice to a less experienced person. • Ideally, a mentor should have a higher position in the company and be willing to serve in the mentoring capacity. • Supervisors

48. You and Your Supervisor • Effective communication is critical. • Meet regularly with your supervisor to discuss • Progress on operational goals • Review of business performance • Feedback on own performance

49. Methods for Continuing Professional Development • Certification • Join professional organizations • Read industry resources • Networking

50. Professional Development Opportunities