Welcome

1. Welcome Hospitality Supervision CHRM 2470

2. Agenda • Ground Rules • Information Card • Warm Up Activity • Syllabus Review • Chapter 1: Restaurant and Foodservice Operations are Labor-Intensive

3. Ground Rules • Be on time – start on time • All cell phones at mute/turned off during class, if it rings………..I will answer ! • 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, someone you do not know • Interview each other for introductions • Please share with the class the following: • Name • Program of study • Life beyond school (work, family, etc.) • Tell the class about the best supervisor you ever had (characteristics/skills)

6. Syllabus Review

7. & • The Institute for the Culinary Arts is “teaming up” with the National Restaurant Association Educational Foundation (NRAEF) to provide a double benefit for our students. • By using the Competency Guide offered by the NRAEF, and using the Certification exam as the final exam for this course, the student benefits twice! • If you complete the Certification Exam with a score of 75% or higher, and complete the requirements of this course, you will receive college credit for the course and certification in Hospitality Human Resources Management and Supervision through the NRAEF ManageFirst Program. • The next couple of slides tell some of the benefits of the ManagaFirst Program.

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 Metropolitan Community College

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 Metropolitan Community College

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 Metropolitan Community College

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 Metropolitan Community College

12. ManageFirst ProfessionalTM (MFP®) Credential • The MFP credential recognizes students as having the academic and practical knowledge they need to succeed in the restaurant, foodservice, and hospitality industry. • To earn the MFP credential, students must: • Pass four Core Credential exams and one Foundation/Elective exam • Provide documentation for 800 hours of industry work experience

13. ManageFirst Professional (MFP) • MCC offers classes that support the following courses: • NRAEF ManageFirst Core Credential Topics • CHRM 2475 Leadership – Hospitality and Restaurant Management • CHRM 2460 Cost Management – Controlling Foodservice Costs • CHRM 2470 Supervision – Hospitality Human Resources Management & Supervision • CHRM 1020 Sanitation – ServSafe® Food Safety • NRAEF ManageFirst Foundation Topics • CHRM 2480 Purchasing – Purchasing • CHRM 2465 Foodservice Financial Management – Hospitality Accounting • CHRM 2350 Nutrition – Nutrition

14. Additional Info - COMMERCIAL • Inclement Weather Policy • 2013 ICA High School Culinary Invitational Calling all Volunteers!!

15. Let’s Take a Break Please be back in 15 minutes OH 1-15

16. Restaurant and Foodservice Operations Are Labor-Intensive • Hospitality Human Resources Management and Supervision 1 OH 1-16

17. Chapter Learning ObjectivesAfter 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.

18. Chapter Learning Objectives continued:After completing this chapter, you should be able to: • Define diversity and identify benefits of a diverse workplace • List categories of people protected from discrimination by federal law. • Define stereotypes, prejudices, and cultural tendencies, and indicate how they affect a workplace • Recognize practices that promote workplace diversity and cross-cultural interaction and communication. • 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.

19. Case Study • Let’s review the Case Study on page 3 of the text book • What do you think about the kitchen manager’s analysis of the situation? • What are some points Jeremy should make in his next meeting with the kitchen manager?

20. Management of Human Resources Is Important

21. Management of Human Resources Is Important continued • Pre-Management Activities • Define goals • Policies and Procedures • Establish strategies • Define ways to get the work done

22. Management of Human Resources Is Important continued • Initial Operation Activities • Organization of tasks and duties • Determining how and by whom • Coordination of resources • Staffing opportunities • Job/Position descriptions & specification • Recruit the right candidates

23. Management of Human Resources Is Important continued • Secondary Operation Activities • Supervision of process and team • Directing, planning and facilitating • Controlling and keeping on track of established goals

24. Management of Human Resources Is Important continued • Post-Management Activity • Evaluate and assessment: • Are goals attained • Evaluate employee performance

25. Management of Human Resources Is Important continued • Prime Expenses/Cost • Approximately 65% of the Operating Budget • Labor • Food and Supplies • On-going supervision and management required for both for the business to survive • Typically managers and supervisors spend more time on staff-related issues than any other activity.

26. Employment Cycle

27. Changing Employee Expectations

28. Changing Employee Expectations continued • Employees may have different perceptions about work • What influences their perception? • How does this change the way you manage?

29. Managers Facilitate Their Employees’ Work • What is the definition of facilitate? • How can managers help in preparing their team for the work at hand? • Is there a difference between ‘leaders’ and managers?

30. Managers Facilitate Their Employees’ Work continued • Leadership Factors: • Provide Direction • Lead Consistently • Influence Others • Foster Teamwork • Motivate Others • Coach & Develop employees • Champion Change

31. Managers Facilitate Their Employees’ Work continued • Supervision Skills and Abilities

32. Managers Facilitate Their Employees’ Work continued • Financial management • Quality management • View problems as opportunities

33. Leadership Styles

34. Leadership Styles continued • Which specific types of food service operations might each of these styles work best and why? • Autocratic • Bureaucratic • Democratic • Laissez-Faire

35. Corporate Culture • What comes to mind when you think of the ‘Corporate Culture’ • Is this a good or bad thing - from your perspective?

36. Corporate Culture continued • Employers of Choice • Employees are treated with respect and dignity • Emphasize careers rather than jobs • Employees are treated as an asset • Jobs are continually challenging • Work-Life Flexibility • Low turnover rate

37. Corporate Culture continued

38. Actions to improve Employer of Choice status • Hire the right people • Provide ongoing training and development • Understand/listen to employees • Take action to keep employees involved and engaged

39. What Is Diversity? • Differences among people (employees, vendors, and guests) • All people must be treated equally without regard to race, color, national origin, or any other trait related to that person’s role at the foodservice operation.

40. Diversity • Thinking about what you heard in your introductions alone…….. List the differences among the students in this class

41. Gender Age Group affiliation Physical/learning abilities Physical/mental disabilities Nationality Ethnic background Skill level Bases of Possible Differences Between People

42. Sexual orientation Physical appearance Economic level Skin color Educational level Political references Career goals Religion Race Bases of Possible Differences Between People continued

43. Benefits of a Diverse Working Environment • Creates a more enjoyable and productive workplace • Attracts more customers • Increases the labor pool • Improves legal protection

44. Avoiding Illegal Discrimination • Definition—Making an arbitrary distinction between job applicants or employees on any employment action on the basis of any personal characteristic protected under federal, state, or local laws • Employers cannot create or allow a hostile environment based on protected characteristics.

45. Race Color Religion Sex National origin Age (forty or over) Disability Military service Pregnancy Citizenship Federally Protected Personal Characteristics

46. Federal Equal Opportunity Employment Laws • The ten federally protected characteristics are called “protected categories.” • Individuals who share a federally protected characteristic are called federally protected classes (groups). • Persons in federally protected classes (groups) along with all other persons cannot be discriminated against.

47. Other Anti-Discrimination Requirements • Additional rules affect businesses contracting with the federal government and operations that accept federal grants or funds. • State and some local laws may also address equal employment opportunity.

48. How Would You Answer the Following Questions? • The task of recruiting potential employees occurs (before/after) they are screened. • How many federally protected characteristics comprise the “protected categories” in federal equal opportunity employment laws? • The best way to ensure compliance with all laws is to treat everyone equally. (True/False) • Personal characteristics that are addressed in equal opportunity employment laws are referred to as federally protected ______.

49. Let’s Define Terms! • Stereotypes—generalizations about particular groups of people that assume all members of the group are the same • Prejudice (bias)—general attitude about a person or group based on a judgment unrelated to abilities • Cultural tendencies—common ways of acting, based on beliefs and habits shared by persons in a group

50. Activity • Let’s list together how we might “describe” each of the following: • Doctors • Baptists • Muslims • African-Americans • Plumbers • Secretaries • Computer professionals • Short-Order cooks • New Englanders • Texans