CHRM 2475 Leadership Principles WELCOME CHRM 2475 Leadership Principles

Agenda Ground Rules Warm Up Activity Syllabus Review Leadership Website NRAEF ManageFirst Program Chapter One – The Dynamics of Leadership in the Hospitality and Restaurant Industry

Ground Rules Be on time – start on time All cell phones, pagers and IPods should be turned to silent during class….if it rings  No Internet use during class, unless part of classroom activity Appreciate other points of view Respect others’ desire to learn End on time

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

Warm Up Activity Break into pairs Interview each other 2-3 minutes each person Name, Occupation, What is one characteristic of the best leader you have worked for or known Introduce each other to the group

How can this book help me? NRAEF ManageFirst Program Competency Guide IS REQUIRED FOR THIS COURSE How can this book help me? Part of a certificate program Industry-driven Resume builder

NRAEF ManageFirst Program Competency Guide IS 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

Competency Guide Content NRAEF ManageFirst Program Competency Guide IS 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

How will this certificate help me? NRAEF ManageFirst Program Competency Guide IS 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

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

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 – Inventory and Purchasing CHRM 1550 Customer Service – Customer Service (beginning 13/FA) CHRM 2350 Nutrition – Nutrition CHRM 2410 Marketing & Industry Perspectives – Hospitality & Restaurant Marketing CHRM 2465 Financial Management – Hospitality Accounting

Syllabus Review Course Information Course Assessment Schedule of Assignments Projects Attendance Sheets U:\Leadership\CHRM 2475 - 4A Leadership Syllabus Spring 2013.doc U:\Leadership\360 Project.doc

QUESTIONS???

Syllabus Quiz/Contract

Hospitality and Restaurant Management 1 Dynamics of Leadership OH 1-15

Chapter Learning Objectives Explain ways in which leadership and management differ. Identify leadership behaviors. Discuss the importance of ethics and how to know if a decision is ethical. Identify factors contributing to stress and how it can be reduced. Identify key elements in an effective time management plan. Explain procedures that are helpful when delegating work tasks. Describe the role of a mentor. Review professional development planning and career building activities. Instructor’s Notes

Leadership and Management Is there is a difference? Let’s explore more……….

What Is Management? The ability to plan, organize, direct, staff, control, and evaluate the functions in a foodservice organization to attain goals The art & science of getting things done

Management Resources Labor Money Products Equipment Time Processes Tools Energy Instructor’s Notes Explain that it is a challenge for managers to perform their many functions since resources are in limited supply.

Management Process/Activities Planning Identifying goals, determining how to achieve the goals, and developing ways to complete the work Examples: Writing a business plan for your restaurant Organizing Arranging the work tasks in the most efficient way Examples: Defining an organizational chart Coordinating Defining work groups and how they will work together most efficiently Examples: Identifying span of control, authority and levels of management Organizing: Organizational chart would define the Authority, Relationships, Unity of Command, Line positions and Staff positions Coordinating: Span of control

Organization Chart for a Full-Service Hotel (pg. 83) OH – 5.3

Organization of Sports and Recreation Foodservices in a Large Stadium OH- 25.1

Management Process/Activities, cont. Staffing Recruiting, selecting, hiring, orienting and training Examples: writing job specifications, job descriptions, recruitment ads, establishing effective orientation and training programs Directing Motivating, supervising and monitoring employees Examples: administering reward and recognitions programs, defining and consistently implementing disciplinary programs

Management Process/Activities, cont. Controlling Establishing standards, measuring results and implementing action plans to achieve goals Examples: writing budgets, evaluating daily, weekly and monthly results and identifying improvements Evaluating Constantly reviewing management functions against standards and plans, i.e. employee performance, marketing, budget, etc. Examples: conducting employee performance evaluations, reviewing marketing plan results, budget analysis, etc.

Types of Management/Leadership Styles Management Style Description Autocratic Characterized by a domineering individual who has ultimate authority over workers Bureaucratic Characterized by regularized procedures, division of responsibilities, hierarchy, and impersonal relationships Democratic Characterized by considering and treating others as equals; more participation in the tasks performed Laissez-faire Characterized by noninterference; that is, letting people do as they decide Instructor’s Notes

Types of Management/Leadership Styles, cont. Situational Leadership Most managers adapt their leadership style to the situation and people with whom they are working Characteristics of the employees they are managing and the type of work being done impact which style is used The organization’s culture influences the style used by managers as well.

Management vs. Leadership Effective management is putting first things first. While leadership decides what “first things” are, it is management that puts them first, day-by-day, moment-by-moment. Management is discipline, carrying it out. ~ Stephen Covey

Management vs. 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. Instructor’s Notes

Leadership article reviews The Masters – Entrepreneur, March 2012 10 Leadership Lessons from the IBM Executive School – Forbes, March 2012 6 Habits of True Strategic Thinkers – Inc., March 2012 Five Leadership Lessons from James T. Kirk – Forbes, March 2012 Leader vs. Manager: What’s the Distinction? – Achieveglobal, 2010 A Leadership Job Description – Forbes, Sept. 2012

Qualities of Effective Leaders Instructor’s Notes

Many Leadership Models and Gurus Trait theories Behavioral theories Contingency theories Transformational theories

Management vs. Leadership Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the “Titanic”. ~ Stephen Covey

Management vs. Leadership Effective leadership means more than just “talking” to staff members. Instructor’s Notes

ETHICS In order to discuss Ethics we need to understand- The rareness of teaching ethics The historical basis of common ethics Early 20th century - Belief in God was common Belief in common values and standards Situation ethics of the later part of the 20th century- sometimes referred to as “postmodernism”

ETHICS-Postmodernism Little reliance on “Faith” Little reliance on shared values Lot of reliance on “me” Lot of reliance on “feelings” Little reliance on “truth-searching” in life More reliance on experience than reason and logic A belief that all belief systems are valid No “common” belief system in society

Examples of Postmodernism From the book “The Day America Told the Truth” which is based on extensive research In the 50’s and 60’s there was a moral consensus-now-- 74% say they would steal from someone who would not miss it (how will this affect you as a manager??) The Day America Told the Truth, 1991, James Patterson and Peter Kim National survey on private morals

Examples, Continued 64 % will lie if they perceive it will hurt no one 53% will cheat on their spouse No leader in the political, religious, business, or education worlds was graded higher than a C+ 93% say they, and no one else determines what is right morally

EXAMPLES, Continued Profit has surpassed most all goals driving many companies Greed is prevalent at the top, in many businesses Loyalty is often non-existent in many workplaces Many bosses have a hard time giving employees credit for well done work

EXAMPLES, Continued Many employees work far less than the amount they are paid one example, 5.4 of 8.5 hours on the job was actually worked Drug and alcohol use on the job is far reaching Religion is made fun of We have no positive heroes/role models

EXAMPLES, CONTINUED We have a lack of real leaders- in public life in the workplace few people want to give much, but want a lot in return- and no one wants to work too hard leaders are to be visionary, honest, inspirational, risk-takers, and willing to serve managers are just functional people hired to make $$$ 1

Workplace Ethics The standards of conduct or set of values and principles an individual or organization applies to work Codes of ethics help to remove the “guess work” about what is right or wrong behavior. Instructor’s Notes

Ethical Principles Honesty Integrity Trustworthiness Loyalty to organization Fairness Concern and Respect Commitment to excellence Leadership Reputation and morale Accountability

Is an Action or Behavior Ethical? Will it hurt anyone? Does it represent the company? Does it make anyone uncomfortable? Does it convey respect for others? Have others been asked for their perspectives about the situation? Instructor's Notes

More Questions to Judge Ethical Behavior Is the decision fair & just based on the circumstances? Does the decision uphold the organization’s core values? Can I tell the decision to my boss, family, and society? How would others like it if the decision was disclosed? Will my position be valid over a long period of time? Instructor’s Notes

Ethical Organizational Behavior Corporate Code of Conduct Starts with the interview → hiring → training Model expected behaviors → do what you say Use clarity in words and actions, stay predictable Believe in others and hold them accountable

Managers are professionals

What do you expect??

You and Your Supervisor Effective communication is critical. Meet regularly with your supervisor to discuss Progress on operational goals Review of business performance Feedback on own performance Instructor’s Notes

Stress Management Stress is a condition or feeling a person has when demands exceed what he or she has available to deal with them. System Employees Self Stress management is a process used to identify what causes stress in the workplace and in one’s personal life and to apply various strategies to minimize its effects. Instructor’s Notes

Stress Management Tactics Minimize unanticipated situations. Involve employees in planning and scheduling. Delegate work. Manage by “walking around.” Set realistic goals. Identify company resources to assist. Instructor’s Notes

Time Management Tactics Avoid wasting time on low-priority, Stephen Covey – Unimportant tasks! Set goals. Plan activities. Make effective decisions. Delegate. Schedule effectively. Instructor’s Notes

PLANNING THE DAY’S ACTIVITIES Spend time before the workday begins to plan necessary activities. Franklin Day-Timer Outlook iPhone Etc……… Instructor’s Notes .

Delegation – WHY? Time Management Tool Staff Development Tool Succession Planning Surround yourself with the best people you can find, delegate authority, and don't interfere. ~Ronald Reagan

Delegation - Basics Identify the task to be delegated Identify the correct person/team The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. ~Theodore Roosevelt Share the goal (SMART) Delegate the whole task ~ match level of responsibility with level of authority

Delegation – to whom shall I delegate?

Delegation – Basics (continued) Assure understanding of the task Appropriate adequate resources & support Establish regular follow-up or feedback times (assure availability) Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. ~ George S Patton Acknowledge completion Reward performance

~Stephen Covey~ Many people refuse to delegate to other people because they feel it takes too much time and effort and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is

Professional Development Professional development is the sum of activities that people undertake to meet goals and/or to further their career. Written plan Assessment of professional goals Assessment of skills/ experiences needed Timeline Self-evaluations Instructor’s Notes

Mentors A mentor is someone who can provide valuable career advice to a less experienced person. Ideally, a mentor should have a higher position in the company and be willing to serve in the mentoring capacity. Supervisors can be good mentors…..

Methods for Continuing Professional Development Certification Join professional organizations Read industry resources Networking Instructor’s Notes

Professional Development Opportunities Instructor’s Notes

Hospitality leaders and their community Networking with other business leaders “Give back”, share ideas, work for community improvement Chamber of Commerce Convention and Visitors Bureau Lobby efforts to represent industry Community benefits

How Would You Answer the Following Questions? What is the single most powerful activity to help save time in the restaurant? A _____ can play the role of the wise advisor for you. Certification programs are usually administered by a government agency. (True/False) It’s possible to have professional development opportunities on the job. (True/False) Instructor’s Notes

Chapter Learning Objectives— What Did You Learn? Explain ways in which leadership and management differ. Identify leadership behaviors. Discuss the importance of ethics and how to know if a decision is ethical. Identify factors contributing to stress and how it can be reduced. Instructor’s Notes

Chapter Learning Objectives— What Did You Learn? Identify key elements in an effective time management plan. Explain procedures that are helpful when delegating work tasks. Describe the role of a mentor. Review professional development planning and career building activities. Instructor’s Notes

Next Week Due: Article Review for any topic discussed in Chapter 1 Read Chapter 1 (as review for today) and Read Chapter 2 (in preparation for lecture) Review articles – 2 to 3 students to share Finish Chapter 1 – The Dynamics of Leadership Review questions Chapter 2 – Goal Setting