Transcript Hospitality

2015 Summer Institutes Level 1
FRMCA Level 1, Chapter 8
Management Essentials
1
Session Objectives
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Identify the benefits of diversity to a workplace.
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Explain how stereotypes and prejudices can negatively affect
teamwork.
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List ways to promote diversity in the workplace.
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Describe harassment-free environments and mutually respectful
workplaces.
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List guidelines for handling harassment claims.
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Session Objectives continued
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Describe ethics, and explain their importance to the restaurant and
foodservice industry.
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Identify the behaviors of a leader.
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Define motivation, and explain a leader’s responsibility to motivate
employees.
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Define organizational goals, and explain why this type of goal should be
SMART.
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Session Objectives continued
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List the steps for solving a problem, and explain how each step
contributes to finding a solution.
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Explain the importance of individual development to your restaurant or
foodservice career.
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Explain what is included in a job description and explain the importance
of these documents to a business.
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Explain a manager’s responsibility for maintaining labor law knowledge.
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Session Objectives continued
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Identify discriminatory language and practices in the hiring process.
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Identify methods for ensuring a fair and consistent hiring process.
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Identify the key points of effective employee training.
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Diversity
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Diversity: The great variety of
people and their backgrounds,
experiences, opinions, religions,
ages, talents, and abilities.
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Diverse environments require
people to learn to value and
respect others, no matter their
differences.
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Diversity continued
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Stereotypes: Generalizations individuals make about particular
groups, assuming all members of the group are the same.
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Prejudice: A general attitude toward a person, group, or
organization on the basis of judgments unrelated to abilities.
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Cultural tendencies: Common beliefs and habits shared by a
cultural group.
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Diversity continued
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Building a work environment in
which people are honored for
their contributions makes a real
difference in an operation.
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To promote a culture of mutual
respect and realize the benefits
of diversity, a manager needs to
help break down the
stereotypes that people hold
and manage activities that
impact diversity.
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Diversity continued
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Creating an environment that values all people has many benefits.
Encouraging and honoring differences can mean a larger and higherquality labor pool, a more enjoyable and productive environment,
improved public relations, and ultimately, more guests.
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Managers should model expected employee behavior.
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A manager who encourages and honors diversity helps to establish a
hospitable and welcoming environment for all employees.
8.1
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Diversity continued
Encouraging positive cross-cultural interaction, or meaningful
communication among employees from diverse cultures and backgrounds:
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Helps break down stereotypes and prejudices
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Improves the workplace environment
8.1
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Respectful Workplaces
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Two critical aspects of a positive work environment are:
– Respectfulness
– Equal treatment for all employees
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8.1
Harassment: Occurs 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.
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Respectful Workplaces
8.1
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Most companies have some type of harassment-free workplace
policy that provides guidelines and procedures on how to behave in
the workplace.
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Managers have significant responsibility for addressing harassment
in the workplace. They are legally liable for maintaining a
harassment-free environment.
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Teamwork
8.1
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Team: A group of individuals with different skills and experience
levels who are working to complete a task or meet a goal
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Teamwork : Uses each member’s strengths to improve group
effectiveness
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Teamwork continued
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The most successful teams
respect each other’s opinions
and find ways to work together to
create positive results.
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People on successful teams are
more likely to feel a responsibility
to their fellow team members to
achieve goals.
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Leadership
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
8.2
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Leadership continued
Good leaders demonstrate these behaviors:
• Provide direction
• Lead consistently
• Influence others
• Motivate others
• Coach and develop others
• Anticipate change
• Foster teamwork
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Motivation
Motivation: Comprised of the reasons why a person takes action or
behaves in a certain way
8.2
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A leader motivates and influences other people through his or her
own actions every day with every decision.
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Employees respond to and are more easily motivated by managers
whom they respect and trust.
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Motivation continued
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Managers need to understand
the importance of
communication and how
communication—or lack
thereof—can impact a
foodservice operation.
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Professionalism is the
combination of the knowledge,
skills, attitudes, and behavior a
person shows while performing
a job.
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Problem Solving
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Successful managers recognize a problem when it occurs. Then, they
define it, come up with a solution, and implement that solution quickly.
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Problem solving depends on an intentional process followed in a
logical sequence. It is critical that managers follow a problem-solving
model to explore all of a problem’s potential causes.
8.2
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Problem Solving Model
1.
2.
3.
4.
5.
6.
7.
Define the problem.
Determine the root cause.
Determine alternative solutions and consequences.
Select the best solution.
Develop an action plan.
Implement the action plan.
Document the problem and solution for future reference.
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Professional Development
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Professional development is the sum of activities a person performs to
meet goals and/or to further his or her career.
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A professional development plan includes:
– A written plan identifying two-year, five-year, and ten-year goals, and beyond
– A written assessment of professional goals
– An assessment of what is needed to meet these goals
– A timeline establishing key milestones for achieving these goals
8.2
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Ethics
Ethics: A set of moral values held by society as a whole
8.2
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Ethics are typically based on the principles of honesty, integrity,
and respect for others.
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Workplace ethics serve as guiding principles that effective
leaders use to set a professional tone and behavior in their
operations. Many establishments have written codes of ethics
that help employees evaluate decisions before acting on them.
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Knowing that an organization practices ethical decision-making
helps employees make choices with integrity and honesty.
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Organizational Goals
Goals are statements of desired
results. Management uses them to
measure actual performance within
an organization.
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Organizational Goals continued
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Organizational goals: Provide structure and a destination for an
operation and help evaluate operational progress
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Objective: A specific description or statement of what a manager
wants to achieve
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Effective goals are SMART:
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–
–
–
–
8.2
Specific: Clearly stated and list exactly what is expected
Measurable: Should be able to determine if the goal has been met
Achievable: Should be realistic
Relevant: Connected to the organization’s vision and mission
Time bound: Have a date for accomplishment
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Job Descriptions
Job description: Defines the work involved in a particular assignment or
position
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Includes position title and job responsibilities or duties
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Responsibilities include essential and nonessential functions performed
by the person holding the position
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Job descriptions often include educational and legal requirements for
holding the position
8.3
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Interviewing Job Applicants
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The interviewer’s job is to ask questions and think about how well the
person will fit with the operation.
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The process of selecting and interviewing applicants is strictly regulated
by laws that protect the civil rights of job applicants.
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Hiring and interviewing practices must be fair and directly related to the
job.
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To avoid allegations of discrimination, or making decisions based on a
prejudice, employers should use identical application forms and tests
for each person applying for the same job.
8.3
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Interviewing Job Applicants
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Job requirements and interview
questions must be directly
related to the job.
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The U.S. Equal Employment
Opportunity Commission
(EEOC) and other government
agencies enforce laws
guaranteeing that everyone—
regardless of race, age, gender,
religion, national origin, color, or
ability/disability—has a fair
chance at any job opening.
8.3
continued
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Interviewing Job Applicants
continued
Hiring tools used by managers include:
•Job application
•Screening interviews
•Cover letters and résumés
Successive interviewing: Interview candidates complete a series of
interviews as part of the screening process
8.3
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Lawful Hiring Practices
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Managers for restaurant or foodservice operations need to know the
legal and regulatory environment in which they operate.
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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.
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Antidiscrimination laws can impact many aspects of daily operations,
including job descriptions, recruiting, screening, hiring, employee
development, training, and promotions.
8.3
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Lawful Hiring Practices continued
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A zero-tolerance policy means that no violation is forgiven.
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The Fair Labor Standards Act (FLSA) of 1938, as amended,
establishes various occupational protections primarily related to
wages, but it also establishes provisions for child labor.
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Generally, child labor laws restrict the amount of hours that young
employees can work, as well as the type of work they can do.
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Onboarding
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Onboarding: The process a company uses to integrate new
employees into an organization
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Onboarding programs give companies a better chance at making sure
the people they hire stay in their jobs.
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An onboarding program demonstrates the hospitality and customer
service standards that all employees should meet.
8.3
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Onboarding continued
There are typically four phases of
onboarding:
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8.3
Hiring
Orientation
Training
Scheduled follow-up
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Orientation
Orientation: The process that helps new employees learn about
procedures and policies of the operation and introduces them to their
coworkers
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8.3
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 like a part of the team.
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Orientation continued
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The type of orientation employees receive depends on the size of the
organization.
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Orientation programs usually have two focuses: providing information
about the company and providing information about the job.
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An employee manual contains general information about employment,
including company policies, rules and procedures, employee benefits,
and other topics related to the company.
8.3
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Training
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8.4
Training improves the skill,
knowledge, and attitude of
employees for their jobs.
Effective training is essential to
productive functioning.
Cross-training is when
employees learn the functions
of another job within the
operation, making them more
productive.
On-the-job training (OJT) is
appropriate for teaching skills
that are easily demonstrated
and practiced.
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Training continued
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Trainers should explain to new employees why it is important to learn
the skills being covered in training.
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Before trainers can demonstrate a task, they themselves must be able
to perform the task very well.
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Group training is usually the most practical choice when many
employees need the same type of training.
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Group training is also ideal for training a group of new employees or
many temporary employees who must begin working right away.
8.4
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