Management Essentials: Embracing Diversity and Building Strong Teams

1. Chapter 8 Management Essentials

2. Learning to Work Together Diversity refers to the great variety of people and their backgrounds, experiences, opinions, religions, ages, talents, and abilities. Stereotypes Generalizations that individuals make about particular groups that assume that all members of that group are the same. Ex: Blondes must be stupid. Ex: Southerners are all red-necks and stupid hillbillies. Prejudice A general attitude toward a person, group, or organization on the basis of judgments unrelated to abilities. Ex: Idea of people of Arab descent after 9-11. When a person takes action based on a prejudice then that is DISCRIMINATION. Cultural tendencies The common beliefs or behaviors that produce tendencies in certain groups of people to do things based on their beliefs. A group of people with common beliefs, such as religion, or share common ways of acting. Ex: Jewish religion—won’t eat pork.

3. Managers should set a climate in which employees honor cultural tendencies and break down stereotypes. If harassment is allowed, employees will learn it is acceptable. Opens the door for a lawsuit Allowing prejudices, bias and harassment to continue can create a hostile work environment. Diversity 8.1 Chapter 8 | Management Essentials

4. Managers should model expected behavior. Shouldn’t participate in teasing, joke-telling, or other behaviors that are detrimental to others. Ex: The Office Benefits of Diversity A more enjoyable and productive environment, Attracts more customers Becomes an employer of choice Improved public relations and legal protection Diversity (cont.) 8.1 Chapter 8 | Management Essentials

5. Diversity Encouraging positive cross-cultural interaction Meaningful communication among employees from diverse cultures and backgrounds, helps break down stereotypes and prejudices improves the workplace environment. Ways to develop diversity in the workplace: Recruit a diverse work force Employee events, share food from their cultures and socialize with other employees Ms. Herrera Educate about diversity Set expectations of behavior to others Hold employees accountable

6. Two critical aspects of a positive work environment respectfulness and equal treatment for all employees. Ways to provide a respectful workplace Harassment-free workplace policy provides guidelines and procedures for how to behave in the workplace. Harassment happens when slurs or other verbal or physical conduct related to a person’s race, gender, gender expression, color, ethnicity, religion, sexual orientation, or disability interferes with the person’s work performance or creates an unhealthy work environment. Respectful Workplaces • Examples of Harassment • Sexual • Ethnic • Age • Religion • Physical limitations 8.1 Chapter 8 | Management Essentials

7. Respectful Workplace Facts about Sexual Harassment for the EEOC (p. 470) Most companies have some type of policy that provide guidelines and procedures for how to behave Managers have significant responsibility for addressing harassment in the workplace. They are legally liable for maintaining a harassment-free environment. Open-door policy that protects the person with the complain from retaliation. North Country ***Note!*** Documentation of complaint Investigation of complaint If harassment took place, appropriate disciplinary procedures, including being fired.

8. Teamwork • A team • A group of individuals with different skills and experience levels who are working to complete a task or meet a goal. • Teamwork • Teamwork • uses each member’s strengths, so the group has more success working together than working alone. • Ex: Kitchen Team • One person doesn’t make each dish from start to finish • Advantages and Disadvantages • p. 473 • The most successful teams respect each other’s opinions and find ways to work together to create positive results. • People on successful teams are also more likely to feel a responsibility to their team members to achieve the goals. 8.1 Chapter 8 | Management Essentials

9. Guidelines when preparing to lead a team Define your goals What are you trying to accomplish? Timelines? Be clear with coworkers Make resources available Set positive examples Create accountability How is everyone responsible for the project? Remember you’re part of a team, not a group of individuals Developing a Strong Team 8.1 Chapter 8 | Management Essentials

10. Being a Successful Leader 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.

11. Leadership Skills • Good leaders demonstrate these behaviors: • Provide direction • Employees know what is expected of them • Lead consistently • Treat everyone fairly • Influence others • Earn the respect of others • Give and take dialogue • Motivate others • Coach and develop others • Anticipate change • Continuously improve and better way of doing things • Foster teamwork • Puts others before themselves 8.2 Chapter 8 | Management Essentials

12. Interpersonal Skills Interpersonal skills People skills. A person who can generally relate to and work well with others. Ways to practice “people skills”. Acknowledge guests Eye contact, welcome guests with a smile and greeting Show empathy The act of showing understanding and sensitivity to someone else about a situation. Not excusing an issue but leading a ear to a problem. Praise others Be aware of cultural differences Be ethical, approachable, and professional Be open and approachable

13. Motivation the reasons why a person takes action or behaves in a certain way. What motivates you? Managers responsibility to keep team members motivated to do a good job and work hard toward the team’s success. Constructive feedback Feel valued and important to the team Walk the walk. Motivation 8.2 Chapter 8 | Management Essentials

14. Motivation Internal motivation Personal drive to do the best work possible Rewards or no rewards Satisfaction or accomplishment External motivation Drive comes from the desire to receive something Paychecks Bonuses Health benefits

15. Stop! Bobby Flay Gordon Ramsey A Day in the Life of... Career Advice on Being...

16. Problem Solving Successful managers recognize a problem when it occurs define it, come up with a solution, and implement that solution quickly It is critical that managers follow a problem-solving model to explore all of a problem’s potential causes: Problem Solving Game Ex: p. 488 Define the problem. Ask questions to find out exactly what is happening. Identify who or what is affected. Determine the root cause. What is causing the problem? Determine alternative solutions and consequences. Potential solution to the problem. 16 8.2 Chapter 8 | Management Essentials

17. Problem Solving • Select the best solution. • Develop an action plan. • A strategy of steps to carry out so a problem doesn’t recur. • List plan step by step. • Policy change or employee handbook change. • Implement the action plan. • Put it into action. • Document the problem and solution for future reference. 17

18. Professional Development • Professional development • activities a person performs to meet goals and/or to further his or her career. • Managers must keep pace with changes in the workplace. • I have to complete 150 hours of PD in 5 years to keep my license. • Keep up with recent trends and new information in the field of teaching. • A good development plan (professional goals) includes: • Written plan identifying two-year, five-year, and ten-year goals, and beyond • Written assessment of professional goals • Assessment of what is needed to meet these goals • Time line establishing key milestones for achieving these goals 18 8.2 Chapter 8 | Management Essentials

19. Ethics Ethics A set of moral values that a society holds. Based on 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. Ethics Quiz Many establishments have created written codes of ethics. These codes act as a safety check for evaluating decisions before making them. A code of ethics guides businesses in good decision making. 19 8.2 Chapter 8 | Management Essentials

20. Organizational Goals Goals Statements of desired results. Management uses them to measure actual performance within an organization. Organizational goals provide structure and a destination for an operation, and function like a yardstick to help evaluate the operation’s progress. An objective A specific description or statement of what a manager wants to achieve. 20 8.2 Chapter 8 | Management Essentials

21. Organizational Goals A vision statement… describes what an organization wants to become and why it exists. The company’s dream/ vision…their future! Ex: Kraft Foods: (p. 494) “Helping People Around the World Eat and Live Better” A mission statement… refines the vision statement by stating the purpose of the organization to employees and customers. The company’s present status. Ex: Heinz: (p. 495) “As the trusted leader in nutrition and wellness, Heinz—the original Pure Food Company—is dedicated to the sustainable health of people, the planet, and our Company.” Employee roles and responsibilities are based on the vision, mission, and goals of the organization. 21

22. Job Descriptions A job description a document that defines the work involved in a particular assignment or position. Includes the position title and the responsibilities or duties of a position. p. 501 The responsibilities include both essential and nonessential functions performed by the person holding that position. Many job descriptions also include educational and legal requirements for holding the position. Exempt vs Non-exempt positions Exempt: Not covered by the Fair Labor Act No overtime Usually salaried workers Non-exempt: Covered by the Fair Labor Act Specifies a minimum wage Overtime pay is required 22 8.3 Chapter 8 | Management Essentials

23. InterviewingJob Applicants • The interviewer’s job is to ask questions and think about how well that person will fit in to the operation. • Most Common Interview Questions p. 509 • The process of selecting and interviewing applicants is strictly regulated by laws that protect the civil rights of job applicants. • All hiring and interviewing practices must be fair and directly related to the job. • To avoid charges of discrimination, or making a decision based on a prejudice, employers should use identical application forms and tests for everyone who applies for the same job. 23 8.3 Chapter 8 | Management Essentials

24. InterviewingJob Applicants (cont.) • Interviewers need to keep all job requirements and interview questions directly related to the job. • Cannot ask about: • Race • Age • Religion • Gender • Sexual Orientation • Parent’s Names • Birthplace (or birthplace of parents) • National orgin or ethnic background • Former name or maiden name • Prior arrests • Marital status (info about spouse) • Children, plans to have children • Disabilities • Height, weight, hair color, physical characteristics—unless relevant to job • Questions You Don't Have to Answer • 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. • Ex: p. 504 24 8.3 Chapter 8 | Management Essentials

25. InterviewingJob Applicants (cont.) • Hiring tools used by managers include: • Job application • Kept on file • Screening interviews • In person or by phone • Cover letters and résumés. • Personality or ability tests • Some applicants go through a series of interviews as part of the screening process for a job. This is known as successive interviewing. 25 8.3 Chapter 8 | Management Essentials

26. Lawful Hiring Practices Managers for restaurant or foodservice operations need to know the legal and regulatory environment in which they operate. There are numerous laws and regulations governing the restaurant and foodservice industry. Many of these laws protect employees from discriminatory, unsafe, unfair, or unethical treatment. Antidiscrimination laws can impact many aspects of daily operations, including 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) of 1938, as amended, established various occupational protections primarily related to wages, but it also established provisions for child labor. Generally, child labor laws restrict the hours young employees can work and the type of work they can do. Hours worked: 14-15 years—limited hours afterschool. 16-17 years—no limit Operating hazardous equipment: No driving jobs Work permits and/or age certificates 26 8.3 Chapter 8 | Management Essentials

27. Onboarding Onboarding The process that a company uses to integrate new employees into an organization. Give companies a better chance at making sure the people they hire stay in their jobs. Usually lasts up through the first year of employment. There are typically four phases of onboarding: Hiring Welcome letters, websites with the company’s history Orientation Complete paperwork and learn about company policy. Training Games, videos, role-playing Scheduled follow-up Surveys, discussions 27 8.3 Chapter 8 | Management Essentials

28. Orientation • The purpose of orientation is to make new employees feel comfortable in their new jobs, to know what their responsibilities are, and to make them feel part of the team. • 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. • Ex: p. 518 28 Orientation is the process that helps new employees learn about the procedures and policies of the operation and introduces them to their coworkers. 8.3 Chapter 8 | Management Essentials

29. Training Training improves the skill, knowledge, and attitude of employees for their jobs. The trainer must be a qualified expert in the subject, and should also be good at training others. Being a good trainer helps employees reach the next level. The ability to train replacements is a critical skill in the restaurant industry. Types of Training Cross-training when employees learn the functions of another job within the operation On-the-job training Teach skills that are easily demonstrated and practiced Ex: using tools and equipment Group training When many employees need the same type of training. 29 8.4 Chapter 8 | Management Essentials

30. Performance Appraisals An employee performance appraisal a formal evaluation of a person’s work performance over a specific period of time. Give the manager and employee an chance to discuss performance and set goals. The most effective way to rate employee performance is to use a performance appraisal form. The process may start with a self-evaluation, where the employee provides information about their own performance. 30 8.4 Chapter 8 | Management Essentials

31. Management Equipment Point-of-sale (POS) systems allow servers to enter orders and prompts for other order information. Ex: Temperature of steak 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. 31 8.4 Chapter 8 | Management Essentials

32. Employee Expectations of Managers Employees respond managers whom they trust and respect. Employees and expectations (p. 483) Professionalism (in a good way) is the combination of the knowledge, skills, attitudes and behaviors a person shows at work. Personal treatment refers to the ways in which managers interact with staff and the value system that governs their daily conduct. Work and task support is providing the tools, resources and time needed for employees to do their jobs well.