MANAGEMENT

1. MANAGEMENT Submitted by:- Submitted to:- Karishma Singh Dr. HarjotKaur Mann MSc (FN) 3rdSem Roll no. 705

3. PRINCIPLES OF MANAGEMENT 14. control 1. Division of work 13. unity 2. Authority and responsibility 12. initiative 11. Work stability 3. discipline 10. Loyalty and devotion 4. Unitary command 5. Unitary direction 9. orderliness 6. Individual goals subordinate to establishment goals 8. hierarchy 7. remuneration

4. 1.DIVISION OF WORK • This is based on the concept of specialization and since food production activities are each quite distinct in the skills they require, jobs are generally divided according to abilities of staff. • The idea is to make skills more efficient by performing each task repeatedly, till production speeds up and staff gain confidence. • As the size of establishment increases, the principle of division of work becomes more applicable as against a small coffee shop in which a cook and his assistant do most of the kitchen work, and shift to the service counter when production is over. • Similarly, an owner-manager of a small canteen would probably perform the tasks of the cashier, accounts clerk, purchasing manager, recruiting staff, catering supervisor and so on. • But as the establishment increases in size and the amount of work increases, the jobs would be delegated to people having the required abilities to handle them.

5. 2. AUTHORITY AND RESPONSIBILITY • The principle of authority works in two ways:- • That which is exercised because of position in the organization, through the chain of command formally laid out, • that which is attributed to the person’s intelligence, experience and the sense of values he holds. • Both types of authority compliment each other. • In any work situation some of the official authority may be delegated along with the responsibility a task carries. • For eg: the task of meal production and job distribution may be delegated by the catering manager to the head chef in the kitchen. • He then also gets with the delegated job, responsibility of ensuring correct portions, standards, quality, customer’s satisfaction and profits. • Authority may also be dispersed or centralized in principle.

6. 3. DISCIPLINE • It covers punctuality, courtesy, adherence to rules and regulations, obedience and so on, all of which are essential for smooth functioning of establishments where group activities are involved and directed towards common goals.

7. 4.UNITARY COMMAND • This principle goes a long way in establishment of loyalty to the senior in command in the organization. • It removes chances of confusion and improves communications through understanding of particular personalities. • Where more that one person gives different instructions, loyalties get divided and subordinates take advantage of conflicting situation to evade work. • The result is that time gets wasted, work gets disorganized and performance and efficiency drop.

8. 5.UNITARY DIRECTION • People engaged in the same kind of activities must have the same objectives in a single plan. • This is essential to ensure unity and coordination in the enterprise. • It exist without unity of direction but does not necessarily flows from it.

9. 6. SUBORDINATION OF INDIVIDUALS INTEREST • This principle is important for the success of any establishment, because if every individual start working to achieve his own goals first and those of the establishment, there is no doubt that the organization will have to close down. • This is because there is no end to individual needs and when one is satisfied another will crop up, at the cost of food service.

10. 7. REMUNERATION • All work must be paid for in order to motivate people to do their best. • The methods of payment agreed upon should satisfy employees and the organisation, the term in principle being, as far as possible, impartial.

11. 8. HIERARCHY • This refers to the chain formed by staff placed at different levels in an organization, and corresponds to the various levels of management-line, middle, and top management.

12. 9. ORDERLINESS • This principle is most applicable to catering establishments which are constantly handling materials, heavy equipment and working with steam and other fuels. • Material orderliness is of utmost importance because perishables need to be kept for different periods of time in raw, partly prepared and prepared forms. • Orderliness helps to avoid cross-contamination, saves time looking for materials and equipment when required and ensures safety for all concerned. • Orderliness with regard to staff is helpful in placing people in position so that the right staff is in the right place at the right time-a reflection of good organisation.

13. 10.LOYALTY AND DEVOTION • This principle ensures an atmosphere at work which is bound to generate a unified attachment to the organization and its interest and goals. • While is takes a lot to build a sense of loyalty and devotion in employees, it is the managements prerogative to work towards this goal, through the development of harmonious relations at work.

14. 11.WORK STABILITY • Employees work better if job security and career progress are assured to them. • An insecure tenure and a high rate of employee turnover will affect the organization adversely.

15. 12.INITIATIVE • Allowing all personnel to show their initiative in some way is a source of strength for the organization. • This helps may raise morale , develop initiative to generate new ideas and increases deficiency and standards. • For example, if a recipe idea offered by an assistant cook is accepted and prepared by the head cook, initiative develops in the staff.

16. 13.UNITY • This principle emphasis the spirit of group work, and helps to establish smooth communications between people, as result developing healthy team spirit and positive group behavior.

17. 14.CONTROL • This principle suggests that limiting the area of control a leader or supervisor to cover the work of only 5 or 6 people having related jobs, bring about greater efficiency. • This is often referred to as the span of control. • Thus, principles used with good judgment enhance- • the chances of achieving set goals, • increase understanding between people, • help in decision-making • encourage better use of resources.

18. FUNCTIONS OF MANAGEMENT PLANNING DIRECTING CONTROLLING ORGANISING EVALUATING COORDINATING

19. PLANNING • Planning is decision making process. • It is making decisions on future course of actions. • Planning involves taking decisions on vision, mission, values, objectives, strategies and policies of an organization. • Planning is done for immediate, short term, medium term and long term periods. • It is a guideline for execution/implementation. • It is a measure to check the effectiveness and efficiency of an organization

20. CONT… • It involves three main steps:- • First- gathering information for chalking out broad policies relating to building, standards, finances, staff needs, food service methods, type and number and type of customers desired. • Second- actually developing a blueprint of the structures, arrangement of spaces and activity details that can be conveniently translated into action from the information collected. • Third- setting goals or targets to be achieved in a predetermined period of time.

21. ADVANTAGES OF PLANNING • It helps to: • Minimize time wasting activities, involving waiting for instructions or ingredients because of last minute purchasing, leading to an indefinite cycle of uncertainties of what is to be done next and so on. • See future possibilities making managers alert to changes in trends that may affect the activities of the department. • Organize and integrate activities in proper sequences, match skills to jobs and increase overall efficiency by helping to see the inter-relationship of the various activities in the light of total objectives of the organization, and of individual. • Eliminated confusion if the plan is communicated well to those involved in its implementation. • Provide an important basis for control through budgeting of time, energy, space and money, while forming targets for achievements. • Direct subordinates effectively towards the goals at all levels of management.

22. ORGANISING • Organizing is a process to organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital. • Steps in Organization: • Each activity is broken down into specific action units. • Each action unit is then allotted to a manageable group of people, and authority delegated to a group leader for task performance. • Staff are allocated to each action unit and placed in position according to their skills with levels of authority clearly defined. • Adequate resources are then allocated for each activity. • Work load is equally distributed to avoid stress areas and fatigue.

23. DIRECTING • While planning and organising require mental effort on the part of the manager, directing is the function that initiates actual performance of tasks and requires greater interaction between people.

24. Activities involved in directing people at work • Instructing • Guiding • Supervising • Teaching • Reviewing staff

25. Instructing:-In this a manager may have worked out a perfect plan of activities indicating who is to do what. • All instruction should be clearly written out in a language understood by the staff. • Verbally communicated to the staff so that any queries arising from them can be clarifies before the work actually starts. • Copies of the written instructions may be placed on notice boards and at suitable points in the kitchen and service areas to reinforce the instructions communicated. • Instructions must ensure that each member understands how his work fits into the total scheme of work to be achieved at the end of the day, week, month and so on.

26. Guiding:- The task of directing people involves guiding them in their jobs in a manner that will help them to achieve the standards of performance desired and also gradually develop themselves their jobs. • Supervising:-supervision involves keeping a watch on what is going on at the production, service and other related activity levels. • Teaching:-The person responsible for motivating people to achieve goals, has got to be able to demonstrate methods of work which will relieve stress situations in the production and service centers. • Reviewing:-Reviewing the effect of every activity on individual and total performance is the job of every food director.

27. COORDINATING • Coordination is the act of organizing, making different people or things work together for a goal or effect to fulfill desired goals in an organization. • Co-ordination is an integral element or ingredient of all the managerial functions as discussed below: - • Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. • Co-ordination through Organizing - Money considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind.

28. Co-ordination through Staffing - A manager should bear in mind that the right no. of persons in various positions with right type of education and skills are taken which will ensure right men on the right job. • Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates. • Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals.

29. CONTROLLING • Controlling is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. • Controlling has got two basic purposes • It facilitates co-ordination • It helps in planning

30. Features of Controlling Function • Following are the characteristics of controlling function of management- • Controlling is an end function- A function which comes once the performances are made in confirmities with plans. • Controlling is a pervasive function- which means it is performed by managers at all levels and in all type of concerns. • Controlling is forward looking- because effective control is not possible without past being controlled. Controlling always look to future so that follow-up can be made whenever required. • Controlling is a dynamic process- since controlling requires taking reviewal methods, changes have to be made wherever possible. • Controlling is related with planning- Planning and Controlling are two inseparable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds planning.

31. EVALUATING • Evaluation is a process of determining how well people performs their functions, by ascertaining and compairing actual results with expected ones, over a period of time.

32. TOOLS OF MANAGEMENT • Tools of Management refers to materials which have been developed by managers in the past and used as an aid to effective management. • Tools of management can be distinctly classified into two categories namely, tangible and intangible tools.

33. TANGIBLE TOOLS • Tangible tools are those aids to management that have been developed by experience of managers in different work situations and organizations and represent a collection of those tools that resulted in successful decisions in the past.

34. TANGIBLE TOOLS • Production Plans • standard • costing sheets • menu plans • menu cards • price lists • ready reckoners • production • sheets • sales records • Staff appraisal forms • duty lists • work schedules • job evaluation forms • job analysis sheets • recruitment lists • leave records • retirement plans • medical records • staffing plans and • profiles • Inventory records • stock records • order sheets • requisition slips • issue forms • Bin cards • weighing • equipment • storage • equipment • Budgets • Master • capital • operative • OTHERS • Benchmarking • Organisation • chart • Job • description • Job • specification • Contract of • employment • Computers

35. ORGANISATIONAL CHART:-An organization chart tells us about the subordinate-superior relationships and the lines of decision making authority that exist in an establishment, in other words who reports to whom. • JOB DESCRIPTION:-It refers to the definition of a job in a precise manner indicating exactly what is to be done by people who are occupying or would be occupying a job position in an establishment. • Job descriptions need to be more detailed, clear-cut and expressed in a language and form which can be understood by less educated workers. • At higher levels people have a better knowledge of the work for which they are appointed and are expected to have a higher mental calibre.

36. JOB SPECIFICATION:-It is a statement indicating standards to be achieved for a particular job. • It also covers duties expected to be performed, working conditions in which the job would be carried out, and the qualifications required.

37. SAMPLE JOB SPECIFICATION • Job Title: Cook • Department: Kitchen • Supervisor: Catering Manager • Job summary: As under job description • Education: Craft course in catering • Experience required: At least two years experience in an institutional kitchen • Knowledge and skills: Knowledge of Indian and continental cooking • Personal standards: Clean appearance and habits • References required: One at work and one personal • Hours of work: 40 hours a week • Promotional opportunities: To head cook, and with extra qualification to kitchen supervisor. • Ability tests: Actual performance tests to be passed to expected standards.

38. WORK SCHEDULE:-This represents an outline of the work to be done by an employee. When this is to be completed within a time schedule as well, then it is referred to as a time and activity plan.

39. JOB ANALYSIS:-It is referred to as task analysis and is a way of looking at jobs and situations in which a number of variables are involved. • BUDGET:-A budget is a projected plan for the operation of a business. It is sometimes expressed in terms of money, but at other times may also be expressed in units or percentages.

40. BUDGETS IN FOOD SERVICES Master Budgets • Operating Budgets • Sales budget • Labour cost budget • Overhead cost • Office and administration • Maintenance • Food and materials • Capital Budgets • Cash budget • (Fixed assets, Debtors, • Stock, etc.)

41. BENCHMARKING:-It a structural method of learning better processes or techniques from other similar establishments and implementing them in ones own system.

42. INTANGIBLE TOOLS • Intangible tools are the qualities with which people are naturally endowed or to some extent acquired through training and conditioning. • Intangible tools help to motivate and carry a work force from diverse backgrounds towards preset goals of an organization, by utilizing them in decision making processes.

43. Intangible tools of management Intangible Tools • Personality • Trust • Experience • Social and interactive skills • Self confidence • Knowledge • Communication skill • Leadership quality • Goodwill • Appreciation • Training • Decision making

44. PERSONALITY:- This is the sum total of a manager’s physical stature, mental and emotional status, social habits, outlook or vision with respect to his total work and the environment. • TRUST:- used effectively in situations when work along with authority and responsibility needs to be transferred to colleagues or subordinates in order to get work done efficiently and on time. • EXPERIENCE:- when any organization thinks of appointing new employees experience counts, as evidenced through any qualification request seen in employment advertisements of various job positions.

45. SOCIAL AND INTERACTIVE SKILLS:- People vary in the ways in which they interact with others at work depending on their inherent nature in terms of being extrovert or introvert, the former being more easily able to approach people irrespective of their position in the hierarchy, than the latter. • Social skills may be used effectively as a tool by managers in the form of getting together informally with their employees over tea.

46. SELF CONFIDENCE:- It is the ability to express oneself without hesitation because one is sure of one’s own capabilities. • This trait shows in a manager’s personality, posture, voice and conviction in what is said or done in different circumstances. • KNOWLEDGE:- It is a very important tool of management because degrees alone do not impart decision making abilities, and people with more book knowledge do not necessarily become good managers. • Knowledge is acquired generally by interest and interaction with ones environment through informal and formal training.

47. COMMUNICATION SKILLS:-Communication is therefore the most important tool of management when dealing with people, yet it is the most difficult to achieve effectively, because it involves much more than just sending and receiving messages. • LEADERSHIP QUALITY:-Leadership quality makes people look up to a manager for advice, feel motivated to work for him and respect, loyalty and love are generated in the work environment.

48. GOODWILL:- Goodwill is the feeling of oneness with people whether colleagues at work or customers who visit an establishment. • It is an important tool for harmony at work as it inhibits ill feelings or jealousy in an otherwise competitive environment. • It is that quality which makes customers come back to an establishment repeatedly because they feel at home, being served with quality food in an atmosphere infused with love and consideration, exhibiting good manners in a happy comfortable environment.

49. APPRECIATION:- All managers are quick to criticize even if a small mistake is detected, but the tendency to praise employees for work well done and appreciate their talents is generally absent or very infrequent. • TRAINING:- With catering becoming more and more competitive, professional training of employees at all levels is becoming an indispensable tool for the management of operations. • This is because training imparts knowledge of the various aspects of the operation, and skills to deal with the influences of the ever-changing environment.

50. DECISION-MAKING:- Decision-making (DM) is the ability to forecast changes in the organization and its external environment and react in advance or be prepared to react in any eventuality. No work at any level can be performed without making decisions.