NHM372Ch9.pdf NHM 372
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This 5 page Class Notes was uploaded by Regan Dougherty on Wednesday September 30, 2015. The Class Notes belongs to NHM 372 at University of Alabama - Tuscaloosa taught by Denise DeSalvo in Fall 2015. Since its upload, it has received 38 views. For similar materials see Intro to Food Service Management in Nutrition and Food Sciences at University of Alabama - Tuscaloosa.
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Date Created: 09/30/15
Monday September 28 2015 NHM 372 Chapter 9 Management Principles Management is the process of integrating resources for accomplishment of objectives An organization is a group of people working together in a structured and coordinated way to achieve goals Basic Management Functions planning organizing staffing directing controlling Authority delegation from top down right of a manager to direct others Responsibility obligation to perform assigned activities Accountability the state of being responsible to one s self the organization and possibly the public Efficiency and Effectiveness efficiency doing things right getting the most from the very least effectiveness doing the right things You should have a blend of efficiency and effectiveness Managerial Levels Monday September 28 2015 top managers leaders visionaries middle managers communicators filtering information down and up top to firstline and firstline to top firstline managers supervisory but also functional may have to fill in different positions general managers submanagers under the general manager functional managers management is more specific to one thing Manager Roles interpersonal figureheadrepresentative informational spokesperson decisional Management Skills human conceptual be able to see the big pictureexplain the big picture be able to break the big picture down to make it understandable technical Top managers probably do not use these skills on a daily basis but they probably had to use these skills to get to their top position Monday September 28 2015 figure 95 pg 279 5 Management Functions POSDC Planning determining in advance what should happen repetitiveness time span level of management flexibility Plan is the goal policies procedures how do we accomplish our goals difference between single use plan and standing pan Organizing grouping activities delegating authority and coordinating relationships organizational charts give employees clear cut and distinct understanding of where they fit in who is their supervisor relationships lines of authority figure 911 pg 285 Staffing determining the appropriate number of employees needed by the organization recruitment and selection orientation training development performance appraisals set expectations Directing Monday September 28 2015 directing human resources for the accomplishment of objectives motivate employees Controlling ensuring that plans are being followed standards corrective action Organizational Structure Traditional Organizations organizational charts departments integration of service from department to department delegation of authority policies and procedures more common in foodservice Innovative Organizations less vertical more horizontal empowered decision making sociability power shift personal consideration teambased flat hierarchy people are getting along working together seen in less traditional industries Division of Labor Vertical lines of authority chain of command Monday September 28 2015 report to only 1 supervisor span of control more common in foodservice Horizontal grouping of similar work crosstraining Departmentalization larger organizations more specialization organized by function product geography customer process equipment time goal improve control and communication PosMons Line Position direct chain of command responsible for achieving organizational goals Staff Position intended to provide expertise advice or support Management Issues social responsibility sustainability globalization economic environment political and legal environment sociocultural management practices politics
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