NHM 372 Chapter 9 || Solved Correctly.
management process correct answers Management is a critical element in helping transform
inputs of the foodservice system into outputs. In this chapter, management concepts are reviewed
and applied to the foodservice operation. The importance of management functions in the
transformation element of the foodservice system is emphasized. Ways to structure the
organization, social responsibility, and globalization also will be discussed. Management has
been defined as a process whereby unrelated resources are integrated into a total system for
accomplishment of objectives. Management, involving the basic functions of planning,
organizing, staffing, directing, and controlling, is the primary force that coordinates the activities
of subsystems within organizations. Management was explained by Robbins, Decenzo, and
Coulter (2011) as the process of coordinating work activities so that they are completed
efficiently and effectively by working with and through other people. All these definitions
underscore how important it is that managerial activity be directed toward achieving the goals
and objectives of the organization. As shown in Figure 9-1, management is part of the
transformation process, turning inputs into outputs.
managing organizations correct answers Management concepts have broad applications because
much of an individual's activity takes place within an organizational context. The tendency to
develop cooperative and interdependent relationships is a basic human characteristic. All
organizations, ranging on a continuum from informal ad hoc groups to formal, highly structured
organizations, require managing. An organization is defined as a group of people working
together in a structured and coordinated way to achieve goals (Griffin, 2001). Resources come
together in an organization; the manager is responsible for coordinating them in a sensible way
by acquiring, organizing, and combining resources to accomplish goals. Management is a set of
activities (planning, organizing, staffing, directing, and controlling) directed at an organization's
resources (human, materials, facilities, and operational) for achieving goals effectively and
efficiently (Griffin, 2001).
efficiency correct answers Management requires coordination of human and material resources
while maintaining concern for morals, ethics, and ideals. Goals are determined by values and
preferences, but the method for reaching them must be socially and morally acceptable. A
manager's job is unpredictable and full of challenges, but it is also filled with opportunities to
make a difference. Authority, responsibility, and accountability are concepts important to the
process of management. Authority is delegated from the top level to lower levels of management
and is the right of a manager to direct others and take actions because of his or her position in the
organization. Responsibility is the obligation to perform an assigned activity or see that someone
else per-forms it. Because responsibility is an obligation a person accepts, it cannot be delegated
or passed to another; essentially, the obligation remains with the person who accepted the
,responsibility. Accountability is the state of being responsible to one's self, to some organization,
or even to the public. In the systems context, management was described as a process for
accomplishment of objectives, implying, therefore, that accountability is an integral aspect of the
managerial role. Managers must show results in an era when scarce resources are an increasing
concern. Efficient and effective use of these resources to produce desired results is a requisite for
a viable organization. In contemporary jargon, efficiency is described as "doing things right," and
effectiveness as "doing the right things."
efficiency 2 correct answers According to Robbins, Decenzo, and Coulter (2011), managerial
efficiency, the ability to get things done correctly, means getting the most output from the least
amount of input. Food-service managers who can reduce the cost of food products to attain goals
are acting efficiently. Effectiveness, in contrast, is the ability to choose appropriate objectives; an
effective foodservice manager selects the right things to accomplish certain ends, such as
interviewing customers to determine if quality expectations have been met. The foodservice
manager who plans a menu featuring grilled orange roughy when the customer would prefer fish
and chips may be performing efficiently but not effectively. No amount of efficiency can
compensate for lack of effectiveness. Drucker (1964), one of the first management authorities to
discuss efficiency and effectiveness in relation to managerial performance, stated that the
question is not how to do things right but how to find the right things to do. Thus, effectiveness is
at the heart of accountability.
types of managers 264 correct answers Most organizations have first-line, middle, and top
managerial levels (Figure 9-2). First-line, or first-level, managers generally are responsible for
supervising employees. In the foodservice organization, these managers usually are referred to as
foodservice supervisors. Functional responsibilities may be indicated as part of their title. For
example, in a college residence hall foodservice, first-line supervisors may be assigned to
production, service, or sanitation. In Chapter 1, a model (see Figure 1-3) was presented that
showed there are three levels of
an organization: technical, organizational, and policy making. Figure 9-2 shows how the
management levels work within the organizational levels. First-line managers function at the
technical core and are responsible for day-to-day operational activities. Middle management may
refer to more than one level in an organization, depending on the
complexity of the organization. The primary responsibility of middle managers is to coordinate
activities that implement policies of the organization and to facilitate activities at the technical
level. Middle managers direct the activities of other managers and sometimes those of functional
employees. This level of management also is responsible for facilitating communication between
the lower and upper levels of the organization, and it functions at the organizational level. Top
,managers make up the relatively small group of executives that control the organization. They
develop the vision for the organization's future, are responsible for its overall management,
establish operating policies, and guide organizational interaction with the environment. These
managers operate at the policy-making level of the organization. Multiunit managers in
restaurant chains are responsible for policy implementation, sales promotions, facili
educational correct answers The lower-level managers in foodservice organizations are often
employees who work up through the ranks of the organization and may not have formal
management training. In the healthcare segment of the industry, however, many first-line
supervisors have completed a 1-to 2-year training program for dietary managers or dietetic
technicians at vocational technical schools, junior or community colleges, or by correspondence.
Increasingly, in healthcare organizations, dietetic technicians are being employed as first-line
supervisors because of the responsibility of patient nutritional care. Middle-and upper-level
foodservice managers are likely to be professionally educated. The current trend is to recruit
managers with college degrees, typically with a foodservice or hospitality management focus.
TQM correct answers The traditional organization model is a pyramid with first-line managers as
a base (see Figure 9-2). Inverting the components of the pyramid provides a model for an
organization committed to TQM implementation, as shown in Figure 9-3. Placing customers at
the top suggests an organization that is focused on the needs and wants of their customers. The
model shows that managers must support and coach employees as they are producing menu
items and serving customers. Top managers must focus on creating a vision for the future of the
foodservice organization by developing a change strategy (Huge & Vasily, 1990). The goal of
organizations should be to satisfy customers, exciting them about the food and service. Dessler
(2002) indicated that companies are reacting to competitive and technical change by:
• Creating smaller organizational units. • Forming cross-functioning teams. • Empowering
employees to make decisions. • Reducing the number of organization levels. • Placing an
emphasis on vision and values. • Finding ways to take advantage of the Internet.
TQM 2 correct answers Robbins and Coulter (2007) suggested that organizations of the future
will be flexible,
customer oriented, skills focused, dynamic, and involvement oriented. In many cases, traditional
top-management activities will need to be shared and performed by others in the organization.
Managers are now asked to create an environment that encourages all employees to solve
problems and make improvements and that empowers them to implement solutions. Managers
should share business or competitive information with all employees because they need to
, understand where their organization stands in terms of profit and loss and market share. Only
then can employees make good decisions that fit into the mission of the organization (Gufreda,
Maynard, & Lytle, 1990).
general correct answers Earlier in this chapter, managers were classified by their level in the
organization; managers also can be classified according to the range of organizational activities
for which they are responsible. In this second classification, managers can be considered either
general or functional managers. A general manager is responsible for all the activities of a unit.
In a restaurant, every-thing that happens on a specific shift is the responsibility of the general
manager on duty. A functional manager is responsible for only one area of organizational
activity, such as the bar. If the bartender is absent, the bar manager must make arrangements for
coverage. If, however, the bar manager is absent, the general manager would be responsible for
covering the position or appointing someone to take the manager's place. Although a small
organization may have only one general manager, a larger, more complex
organization may have several. A college foodservice director and unit managers and assistant
unit managers at university foodservice centers typically are all considered general managers.
Depending on the size of the units, two or more functional managers may be responsible for
various areas of activity within each of the units.
roles correct answers Mintzberg (1980) described the manager's job in terms of various roles,
which he referred to as organized sets of behaviors identified with a position. He depicted the
manager's position as be-ing composed of 10 different but closely related roles, shown in Figure
9-4. The formal authority of a manager gives rise to interpersonal, informational, and decisional
roles.
interpersonal roles correct answers Interpersonal roles of figurehead, leader, and liaison focus on
relationships. The figurehead role has been described by some management experts as the
representational responsibility of management. By virtue of a manager's role as head of an
organization or unit, ceremonial duties must be performed and may involve a written
proclamation or an appearance at an important function. For example, a manager's ceremonial
tasks may include greeting a group of touring dignitaries or signing certificates for a group of
employees who have completed a training program. The manager in charge of an organization or
unit also is responsible for the work of the
staff; this constitutes the leader role. Functions of this role range from hiring and training
employees to creating an environment that will motivate the staff. Mintzberg (1975) contended
that the influence of the manager is seen most clearly in the role of leader. Although formal
management process correct answers Management is a critical element in helping transform
inputs of the foodservice system into outputs. In this chapter, management concepts are reviewed
and applied to the foodservice operation. The importance of management functions in the
transformation element of the foodservice system is emphasized. Ways to structure the
organization, social responsibility, and globalization also will be discussed. Management has
been defined as a process whereby unrelated resources are integrated into a total system for
accomplishment of objectives. Management, involving the basic functions of planning,
organizing, staffing, directing, and controlling, is the primary force that coordinates the activities
of subsystems within organizations. Management was explained by Robbins, Decenzo, and
Coulter (2011) as the process of coordinating work activities so that they are completed
efficiently and effectively by working with and through other people. All these definitions
underscore how important it is that managerial activity be directed toward achieving the goals
and objectives of the organization. As shown in Figure 9-1, management is part of the
transformation process, turning inputs into outputs.
managing organizations correct answers Management concepts have broad applications because
much of an individual's activity takes place within an organizational context. The tendency to
develop cooperative and interdependent relationships is a basic human characteristic. All
organizations, ranging on a continuum from informal ad hoc groups to formal, highly structured
organizations, require managing. An organization is defined as a group of people working
together in a structured and coordinated way to achieve goals (Griffin, 2001). Resources come
together in an organization; the manager is responsible for coordinating them in a sensible way
by acquiring, organizing, and combining resources to accomplish goals. Management is a set of
activities (planning, organizing, staffing, directing, and controlling) directed at an organization's
resources (human, materials, facilities, and operational) for achieving goals effectively and
efficiently (Griffin, 2001).
efficiency correct answers Management requires coordination of human and material resources
while maintaining concern for morals, ethics, and ideals. Goals are determined by values and
preferences, but the method for reaching them must be socially and morally acceptable. A
manager's job is unpredictable and full of challenges, but it is also filled with opportunities to
make a difference. Authority, responsibility, and accountability are concepts important to the
process of management. Authority is delegated from the top level to lower levels of management
and is the right of a manager to direct others and take actions because of his or her position in the
organization. Responsibility is the obligation to perform an assigned activity or see that someone
else per-forms it. Because responsibility is an obligation a person accepts, it cannot be delegated
or passed to another; essentially, the obligation remains with the person who accepted the
,responsibility. Accountability is the state of being responsible to one's self, to some organization,
or even to the public. In the systems context, management was described as a process for
accomplishment of objectives, implying, therefore, that accountability is an integral aspect of the
managerial role. Managers must show results in an era when scarce resources are an increasing
concern. Efficient and effective use of these resources to produce desired results is a requisite for
a viable organization. In contemporary jargon, efficiency is described as "doing things right," and
effectiveness as "doing the right things."
efficiency 2 correct answers According to Robbins, Decenzo, and Coulter (2011), managerial
efficiency, the ability to get things done correctly, means getting the most output from the least
amount of input. Food-service managers who can reduce the cost of food products to attain goals
are acting efficiently. Effectiveness, in contrast, is the ability to choose appropriate objectives; an
effective foodservice manager selects the right things to accomplish certain ends, such as
interviewing customers to determine if quality expectations have been met. The foodservice
manager who plans a menu featuring grilled orange roughy when the customer would prefer fish
and chips may be performing efficiently but not effectively. No amount of efficiency can
compensate for lack of effectiveness. Drucker (1964), one of the first management authorities to
discuss efficiency and effectiveness in relation to managerial performance, stated that the
question is not how to do things right but how to find the right things to do. Thus, effectiveness is
at the heart of accountability.
types of managers 264 correct answers Most organizations have first-line, middle, and top
managerial levels (Figure 9-2). First-line, or first-level, managers generally are responsible for
supervising employees. In the foodservice organization, these managers usually are referred to as
foodservice supervisors. Functional responsibilities may be indicated as part of their title. For
example, in a college residence hall foodservice, first-line supervisors may be assigned to
production, service, or sanitation. In Chapter 1, a model (see Figure 1-3) was presented that
showed there are three levels of
an organization: technical, organizational, and policy making. Figure 9-2 shows how the
management levels work within the organizational levels. First-line managers function at the
technical core and are responsible for day-to-day operational activities. Middle management may
refer to more than one level in an organization, depending on the
complexity of the organization. The primary responsibility of middle managers is to coordinate
activities that implement policies of the organization and to facilitate activities at the technical
level. Middle managers direct the activities of other managers and sometimes those of functional
employees. This level of management also is responsible for facilitating communication between
the lower and upper levels of the organization, and it functions at the organizational level. Top
,managers make up the relatively small group of executives that control the organization. They
develop the vision for the organization's future, are responsible for its overall management,
establish operating policies, and guide organizational interaction with the environment. These
managers operate at the policy-making level of the organization. Multiunit managers in
restaurant chains are responsible for policy implementation, sales promotions, facili
educational correct answers The lower-level managers in foodservice organizations are often
employees who work up through the ranks of the organization and may not have formal
management training. In the healthcare segment of the industry, however, many first-line
supervisors have completed a 1-to 2-year training program for dietary managers or dietetic
technicians at vocational technical schools, junior or community colleges, or by correspondence.
Increasingly, in healthcare organizations, dietetic technicians are being employed as first-line
supervisors because of the responsibility of patient nutritional care. Middle-and upper-level
foodservice managers are likely to be professionally educated. The current trend is to recruit
managers with college degrees, typically with a foodservice or hospitality management focus.
TQM correct answers The traditional organization model is a pyramid with first-line managers as
a base (see Figure 9-2). Inverting the components of the pyramid provides a model for an
organization committed to TQM implementation, as shown in Figure 9-3. Placing customers at
the top suggests an organization that is focused on the needs and wants of their customers. The
model shows that managers must support and coach employees as they are producing menu
items and serving customers. Top managers must focus on creating a vision for the future of the
foodservice organization by developing a change strategy (Huge & Vasily, 1990). The goal of
organizations should be to satisfy customers, exciting them about the food and service. Dessler
(2002) indicated that companies are reacting to competitive and technical change by:
• Creating smaller organizational units. • Forming cross-functioning teams. • Empowering
employees to make decisions. • Reducing the number of organization levels. • Placing an
emphasis on vision and values. • Finding ways to take advantage of the Internet.
TQM 2 correct answers Robbins and Coulter (2007) suggested that organizations of the future
will be flexible,
customer oriented, skills focused, dynamic, and involvement oriented. In many cases, traditional
top-management activities will need to be shared and performed by others in the organization.
Managers are now asked to create an environment that encourages all employees to solve
problems and make improvements and that empowers them to implement solutions. Managers
should share business or competitive information with all employees because they need to
, understand where their organization stands in terms of profit and loss and market share. Only
then can employees make good decisions that fit into the mission of the organization (Gufreda,
Maynard, & Lytle, 1990).
general correct answers Earlier in this chapter, managers were classified by their level in the
organization; managers also can be classified according to the range of organizational activities
for which they are responsible. In this second classification, managers can be considered either
general or functional managers. A general manager is responsible for all the activities of a unit.
In a restaurant, every-thing that happens on a specific shift is the responsibility of the general
manager on duty. A functional manager is responsible for only one area of organizational
activity, such as the bar. If the bartender is absent, the bar manager must make arrangements for
coverage. If, however, the bar manager is absent, the general manager would be responsible for
covering the position or appointing someone to take the manager's place. Although a small
organization may have only one general manager, a larger, more complex
organization may have several. A college foodservice director and unit managers and assistant
unit managers at university foodservice centers typically are all considered general managers.
Depending on the size of the units, two or more functional managers may be responsible for
various areas of activity within each of the units.
roles correct answers Mintzberg (1980) described the manager's job in terms of various roles,
which he referred to as organized sets of behaviors identified with a position. He depicted the
manager's position as be-ing composed of 10 different but closely related roles, shown in Figure
9-4. The formal authority of a manager gives rise to interpersonal, informational, and decisional
roles.
interpersonal roles correct answers Interpersonal roles of figurehead, leader, and liaison focus on
relationships. The figurehead role has been described by some management experts as the
representational responsibility of management. By virtue of a manager's role as head of an
organization or unit, ceremonial duties must be performed and may involve a written
proclamation or an appearance at an important function. For example, a manager's ceremonial
tasks may include greeting a group of touring dignitaries or signing certificates for a group of
employees who have completed a training program. The manager in charge of an organization or
unit also is responsible for the work of the
staff; this constitutes the leader role. Functions of this role range from hiring and training
employees to creating an environment that will motivate the staff. Mintzberg (1975) contended
that the influence of the manager is seen most clearly in the role of leader. Although formal
