RD Exam: Management Of Food And
Nutrition Programs And Service
Questions And Answers.
Organizational chart -
\who reports to whom
Report to person above you
Line = -
\needed for day to day
Staff = -
\only called when needed
Organizational chart concentric model -
\No distinct top or bottom so employees don't feel "above" or "below" other employees
Pareto chart -
\Bar chart of issues
Tackle the biggest problem first
Functions of management -
\PODCE
Planning
Organizing
Directing
Controlling and evaluate (together)
Planning -
\basic function of management.
(1) Objectives: predetermined; towards which management directs its efforts
(1a) serve as motivators, provide direction
(2) Policies: guides that define scope of permissible activity
(3) Procedures: daily operations
Planning time span -
\(a) Short range or operational planning: covers a period of 1 year or less; usually the
operating budget; projected in days, weeks, months
(b) Long range planning: up to 5 year cycle, focus on goals and objectives
(1b) requires a mission statement of long range vision
,(c) Strategic planning: concentrates on decisions, not plans. Strategic = way in the
future 10+ years
(1c) Broad technological and competitive aspects; sets direction for organization.
(2c) SWOT ANALYSIS: STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
Disaster planning -
\ONE GALLON OF WATER/PERSON/DAY FOR MINIMUM OF 3 DAYS (water
recommendation)
Personnel should be -
\screened, addresses and numbers updated, ID badges, orientation session, practice
drills.
The plan should be posted and updated, emergency numbers and warning signals
listed, evacuation route posted, OSHA and HAZMAT numbers posted, location of
emergency doors, supplies, menu; water safety supplies; backup storage for computer
records.
Procurement, receiving, storage -
\MOU (memo of understanding) with vendors, list of companies that supply food, name
and ID of delivery persons; delivery routes, days, times; inspect loading dock for
suspicious materials
Security -
\doors/windows locked when not in use; surveillance cameras on docks, security
personnel
Production and service -
\safe food practices followed, issued foods checked, hands washed, authorized
personnel prepare and serve food
Organizing functions -
\(a) Identify tasks and activities, divide tasks into positions
(b) Establish relationships among all other functions of management
Organizational structure -
\Organizational chart: shows how the employee fits into the organization
(1) Shows relationship of positions and functions
(2) DEPICTS LINES OF AUTHORITY SHOWN WITH SOLID LINES
(3) ADVISORY (STAFF) POSITIONS SHOWN WITH DOTTED LINES
(4) Not shown: degree of authority at each level, informal relationships
Chain of command -
\shows command relationships from top to lowest level
(1) Begins with one person and extends downward
Staff - advisory; specialists -
,\(1) Advise and support the line, but NOT involved in day to day operations
(2) Personnel Director, Consultant Dietitian in a Nursing Home
Functional - serves as both line and staff -
\(1) Has limited authority over a segment of activity because of specialized knowledge,
units are defined by the nature of the work. The responsibility of purchasing may be
given to a head purchasing agent who oversees that function in all departments
Span of control -
\number of individuals or departments under the direction of one individual
(1) NARROW SPAN- more level are created; need more managers; NEEDED WITH
NEWLY HIRED PERSONNEL
(2) Wide span - fewer levels and fewer managers are needed, used with highly trained,
highly motivated workers
Concentric model of organization -
\CIRCULAR
(1) Improves representation of dynamics of personnel relationships because functions
are centered around individuals, not above and below them
(2) Eliminates above and below concepts
(3) Presents an organization without loose ends
Staffing patterns -
\(1) ACUTE CARE CONVENTIONAL: 17 MINUTES PER MEAL OR 3.5 MEALS PER
LABOR HOUR
(2) Extended care facilities: 5 meals/labor hour
(3) Cafeteria: 5.5 meals/labor hour
(4) School foodservice: 13-15 meals/labor hour
(5) These reflect averages and are only used as guides, do not need to know these
numbers
(6) When determining meals served, consider meal equivalents. If it takes as much
labor to produce 6 nourishments as it does 1 meal, then 6 nourishments are equivalent
in labor to 1 meal.
(7) MEAL EQUIVALENT IS A MEASURE OF PRODUCTIVITY DEFINED AS THE
AMOUNT OF ALL FOOD SALES DIVIDED BY THE AVERAGE COST OF A TYPICAL
(PROTOTYPE) MEAL
Work schedule is usually include -
\an 8 hr work day, 30 min lunch break, and 1-2 15 minute breaks
FTE -
\full time equivalent
Absolute FTE -
, \MINIMUM NUMBER OF EMPLOYEES NEEDED TO STAFF THE FACILITY;
*COUNTS PRODUCTIVE HOURS (HOURS ACTUALLY WORKED*
Adjusted FTE -
\Takes into account the benefit days and days off
Calculate FTE -
\by dividing total number of hours used in operating the foodservice for a period of time
by the normal workload hours of one employee
FTE/day -
\labor hours worked per day / 8 hour normal workload
FTE/week -
\labor hours worked per week / 40 hour normal work load
FTE/YEAR -
\LABOR HOURS WORKED THAT YEAR / 2080
Labor hours worked includes -
\full-time and part-time workers
On exam questions about FTE -
\pay attention to if they're asking for absolute or adjusted
Example: a foodservice has seven 40 hour employees, five 20 hour employees, and
three 16 hour employees. How many FTE's are involved? -
\(7)(40) + (5)(20) + (3)(16) = 428 hours
428 hours/40 hours = 10.7 FTEs
To determine the actual number of employees needed -
\MULTIPLY THE NUMBER OF FULL-TIME POSITIONS BY 0.55 (129/236) TO GET
THE NUMBER OF RELIEF WORKERS NEEDED TO COVER 365 DAYS PER YEAR.
(a) If you have 20 full-time positions: 20 x 0.55 = 11 relief employees
(b) Employees + relief employees = total number required. 20 + 11 = 31 total employees
needed
(c) Another approach: multiply 1.55 x the number of employees. 20 x 1.55 = 31 total
employees needed
Hospital foodservice positions cover a 7 day week -
\Employees work 5 days and have 2 days off. A RELIEF WORKER COVERS THOSE 2
DAYS OFF AND CAN ALSO WORK A 5 DAY WEEK.
SO A RELIEF WORKER CAN COVER THE "DAYS OFF" OF 2.5 FULL TIME
WORKERS EACH WEEK. 5/2 = 2.5
Nutrition Programs And Service
Questions And Answers.
Organizational chart -
\who reports to whom
Report to person above you
Line = -
\needed for day to day
Staff = -
\only called when needed
Organizational chart concentric model -
\No distinct top or bottom so employees don't feel "above" or "below" other employees
Pareto chart -
\Bar chart of issues
Tackle the biggest problem first
Functions of management -
\PODCE
Planning
Organizing
Directing
Controlling and evaluate (together)
Planning -
\basic function of management.
(1) Objectives: predetermined; towards which management directs its efforts
(1a) serve as motivators, provide direction
(2) Policies: guides that define scope of permissible activity
(3) Procedures: daily operations
Planning time span -
\(a) Short range or operational planning: covers a period of 1 year or less; usually the
operating budget; projected in days, weeks, months
(b) Long range planning: up to 5 year cycle, focus on goals and objectives
(1b) requires a mission statement of long range vision
,(c) Strategic planning: concentrates on decisions, not plans. Strategic = way in the
future 10+ years
(1c) Broad technological and competitive aspects; sets direction for organization.
(2c) SWOT ANALYSIS: STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
Disaster planning -
\ONE GALLON OF WATER/PERSON/DAY FOR MINIMUM OF 3 DAYS (water
recommendation)
Personnel should be -
\screened, addresses and numbers updated, ID badges, orientation session, practice
drills.
The plan should be posted and updated, emergency numbers and warning signals
listed, evacuation route posted, OSHA and HAZMAT numbers posted, location of
emergency doors, supplies, menu; water safety supplies; backup storage for computer
records.
Procurement, receiving, storage -
\MOU (memo of understanding) with vendors, list of companies that supply food, name
and ID of delivery persons; delivery routes, days, times; inspect loading dock for
suspicious materials
Security -
\doors/windows locked when not in use; surveillance cameras on docks, security
personnel
Production and service -
\safe food practices followed, issued foods checked, hands washed, authorized
personnel prepare and serve food
Organizing functions -
\(a) Identify tasks and activities, divide tasks into positions
(b) Establish relationships among all other functions of management
Organizational structure -
\Organizational chart: shows how the employee fits into the organization
(1) Shows relationship of positions and functions
(2) DEPICTS LINES OF AUTHORITY SHOWN WITH SOLID LINES
(3) ADVISORY (STAFF) POSITIONS SHOWN WITH DOTTED LINES
(4) Not shown: degree of authority at each level, informal relationships
Chain of command -
\shows command relationships from top to lowest level
(1) Begins with one person and extends downward
Staff - advisory; specialists -
,\(1) Advise and support the line, but NOT involved in day to day operations
(2) Personnel Director, Consultant Dietitian in a Nursing Home
Functional - serves as both line and staff -
\(1) Has limited authority over a segment of activity because of specialized knowledge,
units are defined by the nature of the work. The responsibility of purchasing may be
given to a head purchasing agent who oversees that function in all departments
Span of control -
\number of individuals or departments under the direction of one individual
(1) NARROW SPAN- more level are created; need more managers; NEEDED WITH
NEWLY HIRED PERSONNEL
(2) Wide span - fewer levels and fewer managers are needed, used with highly trained,
highly motivated workers
Concentric model of organization -
\CIRCULAR
(1) Improves representation of dynamics of personnel relationships because functions
are centered around individuals, not above and below them
(2) Eliminates above and below concepts
(3) Presents an organization without loose ends
Staffing patterns -
\(1) ACUTE CARE CONVENTIONAL: 17 MINUTES PER MEAL OR 3.5 MEALS PER
LABOR HOUR
(2) Extended care facilities: 5 meals/labor hour
(3) Cafeteria: 5.5 meals/labor hour
(4) School foodservice: 13-15 meals/labor hour
(5) These reflect averages and are only used as guides, do not need to know these
numbers
(6) When determining meals served, consider meal equivalents. If it takes as much
labor to produce 6 nourishments as it does 1 meal, then 6 nourishments are equivalent
in labor to 1 meal.
(7) MEAL EQUIVALENT IS A MEASURE OF PRODUCTIVITY DEFINED AS THE
AMOUNT OF ALL FOOD SALES DIVIDED BY THE AVERAGE COST OF A TYPICAL
(PROTOTYPE) MEAL
Work schedule is usually include -
\an 8 hr work day, 30 min lunch break, and 1-2 15 minute breaks
FTE -
\full time equivalent
Absolute FTE -
, \MINIMUM NUMBER OF EMPLOYEES NEEDED TO STAFF THE FACILITY;
*COUNTS PRODUCTIVE HOURS (HOURS ACTUALLY WORKED*
Adjusted FTE -
\Takes into account the benefit days and days off
Calculate FTE -
\by dividing total number of hours used in operating the foodservice for a period of time
by the normal workload hours of one employee
FTE/day -
\labor hours worked per day / 8 hour normal workload
FTE/week -
\labor hours worked per week / 40 hour normal work load
FTE/YEAR -
\LABOR HOURS WORKED THAT YEAR / 2080
Labor hours worked includes -
\full-time and part-time workers
On exam questions about FTE -
\pay attention to if they're asking for absolute or adjusted
Example: a foodservice has seven 40 hour employees, five 20 hour employees, and
three 16 hour employees. How many FTE's are involved? -
\(7)(40) + (5)(20) + (3)(16) = 428 hours
428 hours/40 hours = 10.7 FTEs
To determine the actual number of employees needed -
\MULTIPLY THE NUMBER OF FULL-TIME POSITIONS BY 0.55 (129/236) TO GET
THE NUMBER OF RELIEF WORKERS NEEDED TO COVER 365 DAYS PER YEAR.
(a) If you have 20 full-time positions: 20 x 0.55 = 11 relief employees
(b) Employees + relief employees = total number required. 20 + 11 = 31 total employees
needed
(c) Another approach: multiply 1.55 x the number of employees. 20 x 1.55 = 31 total
employees needed
Hospital foodservice positions cover a 7 day week -
\Employees work 5 days and have 2 days off. A RELIEF WORKER COVERS THOSE 2
DAYS OFF AND CAN ALSO WORK A 5 DAY WEEK.
SO A RELIEF WORKER CAN COVER THE "DAYS OFF" OF 2.5 FULL TIME
WORKERS EACH WEEK. 5/2 = 2.5
