1. 1 FRMCA Level 1, Chapter 8 Management Essentials 2015 Summer Institutes Level 1

2. 2 Session Objectives Identify the benefits of diversity to a workplace. Explain how stereotypes and prejudices can negatively affect teamwork. List ways to promote diversity in the workplace. Describe harassment-free environments and mutually respectful workplaces. List guidelines for handling harassment claims.

3. 3 Session Objectives continued Describe ethics, and explain their importance to the restaurant and foodservice industry. Identify the behaviors of a leader. Define motivation, and explain a leader’s responsibility to motivate employees. Define organizational goals, and explain why this type of goal should be SMART.

4. 4 Session Objectives continued List the steps for solving a problem, and explain how each step contributes to finding a solution. Explain the importance of individual development to your restaurant or foodservice career. Explain what is included in a job description and explain the importance of these documents to a business. Explain a manager’s responsibility for maintaining labor law knowledge.

5. 5 Session Objectives continued Identify discriminatory language and practices in the hiring process. Identify methods for ensuring a fair and consistent hiring process. Identify the key points of effective employee training.

6. 6 Diversity: The great variety of people and their backgrounds, experiences, opinions, religions, ages, talents, and abilities. Diverse environments require people to learn to value and respect others, no matter their differences. Diversity

7. 7 Diversity continued Stereotypes: Generalizations individuals make about particular groups, assuming all members of the group are the same. Prejudice: A general attitude toward a person, group, or organization on the basis of judgments unrelated to abilities. Cultural tendencies: Common beliefs and habits shared by a cultural group.

8. 8 Building a work environment in which people are honored for their contributions makes a real difference in an operation. 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. Diversity continued

9. 9 Creating an environment that values all people has many benefits. Encouraging and honoring differences can mean a larger and higher- quality labor pool, a more enjoyable and productive environment, improved public relations, and ultimately, more guests. Managers should model expected employee behavior. A manager who encourages and honors diversity helps to establish a hospitable and welcoming environment for all employees. 8.1

10. 10 Diversity continued Encouraging positive cross-cultural interaction, or meaningful communication among employees from diverse cultures and backgrounds: Helps break down stereotypes and prejudices Improves the workplace environment 8.1

11. 11 Respectful Workplaces Two critical aspects of a positive work environment are: –Respectfulness –Equal treatment for all employees 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. 8.1

12. 12 Respectful Workplaces Most companies have some type of harassment-free workplace policy that provides guidelines and procedures on how to behave in the workplace. Managers have significant responsibility for addressing harassment in the workplace. They are legally liable for maintaining a harassment-free environment. 8.1

13. 13 Teamwork Team: A group of individuals with different skills and experience levels who are working to complete a task or meet a goal Teamwork : Uses each member’s strengths to improve group effectiveness 8.1

14. 14 The most successful teams respect each other’s opinions and find ways to work together to create positive results. People on successful teams are more likely to feel a responsibility to their fellow team members to achieve goals. Teamwork continued

15. 15 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 Leadership 8.2

16. 16 Leadership continued Good leaders demonstrate these behaviors: Provide direction Lead consistently Influence others Motivate others Coach and develop others Anticipate change Foster teamwork

17. 17 Motivation Motivation: Comprised of the reasons why a person takes action or behaves in a certain way A leader motivates and influences other people through his or her own actions every day with every decision. Employees respond to and are more easily motivated by managers whom they respect and trust. 8.2

18. 18 Managers need to understand the importance of communication and how communication—or lack thereof—can impact a foodservice operation. Professionalism is the combination of the knowledge, skills, attitudes, and behavior a person shows while performing a job. Motivation continued

19. 19 Problem Solving Successful managers recognize a problem when it occurs. Then, they define it, come up with a solution, and implement that solution quickly. 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

20. 20 Problem Solving Model 1.Define the problem. 2.Determine the root cause. 3.Determine alternative solutions and consequences. 4.Select the best solution. 5.Develop an action plan. 6.Implement the action plan. 7.Document the problem and solution for future reference.

21. 21 Professional Development Professional development is the sum of activities a person performs to meet goals and/or to further his or her career. 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

22. 22 Ethics Ethics: A set of moral values held by society as a whole Ethics are typically based on the principles of honesty, integrity, and respect for others. 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. Knowing that an organization practices ethical decision-making helps employees make choices with integrity and honesty. 8.2

23. 23 Goals are statements of desired results. Management uses them to measure actual performance within an organization. Organizational Goals

24. 24 Organizational Goals continued Organizational goals: Provide structure and a destination for an operation and help evaluate operational progress Objective: A specific description or statement of what a manager wants to achieve Effective goals are SMART: –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 8.2

25. 25 Job Descriptions Job description: Defines the work involved in a particular assignment or position Includes position title and job responsibilities or duties Responsibilities include essential and nonessential functions performed by the person holding the position Job descriptions often include educational and legal requirements for holding the position 8.3

26. 26 Interviewing Job Applicants The interviewer’s job is to ask questions and think about how well the person will fit with the operation. The process of selecting and interviewing applicants is strictly regulated by laws that protect the civil rights of job applicants. Hiring and interviewing practices must be fair and directly related to the job. 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

27. 27 Job requirements and interview questions must be directly related to the job. 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. Interviewing Job Applicants continued 8.3

28. 28 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

29. 29 Lawful Hiring Practices Managers for restaurant or foodservice operations need to know the legal and regulatory environment in which they operate. 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. Antidiscrimination laws can impact many aspects of daily operations, including job descriptions, recruiting, screening, hiring, employee development, training, and promotions. 8.3

30. 30 Lawful Hiring Practices continued A zero-tolerance policy means that no violation is forgiven. 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. Generally, child labor laws restrict the amount of hours that young employees can work, as well as the type of work they can do.

31. 31 Onboarding Onboarding: The process a company uses to integrate new employees into an organization Onboarding programs give companies a better chance at making sure the people they hire stay in their jobs. An onboarding program demonstrates the hospitality and customer service standards that all employees should meet. 8.3

32. 32 There are typically four phases of onboarding: Hiring Orientation Training Scheduled follow-up Onboarding continued 8.3

33. 33 Orientation Orientation: The process that helps new employees learn about procedures and policies of the operation and introduces them to their coworkers 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. 8.3

34. 34 Orientation continued The type of orientation employees receive depends on the size of the organization. Orientation programs usually have two focuses: providing information about the company and providing information about the job. 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

35. 35 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. Training 8.4

36. 36 Training continued Trainers should explain to new employees why it is important to learn the skills being covered in training. Before trainers can demonstrate a task, they themselves must be able to perform the task very well. Group training is usually the most practical choice when many employees need the same type of training. Group training is also ideal for training a group of new employees or many temporary employees who must begin working right away. 8.4