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2. Learning Objectives Describe what the term organization means. Define operative, manager, and span of control. Differentiate between frontline, middle, and top-level managers. Differentiate among the various types of organizational structures. Discuss how an organization’s mission and philosophy relate to its structure.

3. © 2006 Thomson-Wadsworth Learning Objectives List the characteristics of organizational culture. Discuss why internal congruity is important to an organization. Outline the systems approach to viewing an organization. Describe the skills needed by managers at different levels. Identify the functions that managers perform.

4. © 2006 Thomson-Wadsworth Learning Objectives Describe what is included in the planning function. Describe how managers organize the activities for which they are responsible. State how planning and organizing interrelate with the other managerial functions. Describe each of the four outcome criteria for management.

5. © 2006 Thomson-Wadsworth Learning Objectives Cite examples of each of the three management roles - interpersonal, informational, and decisional.

6. © 2006 Thomson-Wadsworth The Organization Organization –A systematic arrangement of people to accomplish a specific purpose.

7. © 2006 Thomson-Wadsworth Organizational Structure Lines of Authority –The vertical relationships within an organization; chain of command.

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9. Organizational Structure Hierarchy - A description of the vertical relationships in an organization, which dictates the reporting relationship among workers and the various levels of management. –Line Managers - Managers whose reporting relationships, both upward and downward, are vertical. –Operative - A person who does the work of the organization or produces the product; also called a worker.

10. © 2006 Thomson-Wadsworth Organizational Structure Hierarchy –Managers - People who oversee and direct the work of others. –Management - Planning, organizing, leading, and controlling the use of resources to achieve objectives. –Frontline Managers - Managers who oversee employees responsible for production; need a high level of technical skills, good human relations skills, and some conceptual skills.

11. © 2006 Thomson-Wadsworth Organizational Structure Hierarchy –Top-Level Managers - Managers who direct the activities of large segments of an organization rather than the actual production; need a high level of conceptual skills, good human relations skills, and some technical skills. –Middle Managers - Managers whose level is above that of frontline managers, but who are subordinate to top-level managers; need technical and conceptual skills in equal amounts and good human relations skills.

12. © 2006 Thomson-Wadsworth Organizational Structure Hierarchy –Chain of Command - The vertical relationships between members of an organization that are based on authority and power.

13. © 2006 Thomson-Wadsworth Organizational Structure Span of control –A measure of the influence a manager has on an organization; usually measured by the number of people who report to the manager. –Downsizing/rightsizing – the process of deliberately increasing the span of control of managers in order to flatten the organization.

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15. Organizational Structure Line/staff relationships –Staff Managers - Managers who oversee supportive departments or groups; they report laterally, not vertically.

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18. Organizational Structure Centralization –The concentration of decision making and power at the upper levels of an organization. –Decentralization - The ability for individuals at lower levels of an organization to make decisions appropriate to their own areas of responsibility.

19. © 2006 Thomson-Wadsworth Organizational Structure Departmentalization –The specialization of groups in an organization, which may be based on product, function, clients, location, or work processes. –Inherent problems: Lack of coordination between groups Competition

20. © 2006 Thomson-Wadsworth Organizational Structure Departmentalization –Approaches to dealing with these problems: Total quality management (TQM) Dual-reporting model, also called matrix management

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22. Organizational Structure The Organization Chart –A graphic representation of an organization’s structure. –Cannot show: Manager’s non-vertical work Centralization/decentralization of power Division of Labor - The practice of assigning each worker a few specialized tasks to perform, rather than a large number of more general tasks.

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24. Organizational Mission Mission Statement –The statement of philosophy or purpose that drives an organization. –ex: “We’re here for the children.” “Every Cal Dining employee is a leader, a stakeholder, and an invaluable part of our team. Each one of us is committed to: SERVCAL: Service 1st, Enthusiasm, Respect, Value, Communication, Accountability, Learning.”

25. © 2006 Thomson-Wadsworth Organizational Mission Organizational Culture –The “personality” of an organization. Internal Congruity –Consistency within the organization, related to managers, employees, processes, communications, philosophy, culture, and so on. It is the thread that unifies the whole.

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27. The Organization as a System

28. © 2006 Thomson-Wadsworth The Organization as a System Inputs –Resources brought into a system; for example, money, people, technology, and materials. Transformation –The production or work of an organization that changes inputs into outputs. Outputs –The results that occur when inputs are transformed in a system.

29. © 2006 Thomson-Wadsworth The Organization as a System Outcomes –The term used for outputs in clinical or community nutrition settings. Feedback –Outputs from a system that are recycled as inputs to prevent errors or to improve the system in the future.

30. © 2006 Thomson-Wadsworth Foodservice

31. © 2006 Thomson-Wadsworth Clinical practice

32. © 2006 Thomson-Wadsworth Community nutrition

33. © 2006 Thomson-Wadsworth Management Skills needed by managers –Technical Skills - Managerial skills related to the production work of the organization. –Human Skills - A managerial skill set composed of personal attributes, knowledge, and learned behavior that enables managers to work effectively and communicate with others. –Conceptual Skills - Managerial skills related to working with abstract ideas and concepts.

34. © 2006 Thomson-Wadsworth Management Functions Planning –A management function that involves developing mission statements, setting goals, and outlining the steps needed to meet those goals. –Short-Term Plans - The interim plans of an organization geared toward fulfilling long-term goals; usually projected in days, weeks, or months. A.K.A. process goals.

35. © 2006 Thomson-Wadsworth Management Functions Planning –Long-Term Plans - The projected outcomes or strategic plans of an organization based on its mission or philosophy; usually covering a period of from three to five years. A.K.A. outcome goals. –Strategic Plans - Global plans that set the direction for the organization within the context of its internal and external environments.

36. © 2006 Thomson-Wadsworth Management Functions Organizing –A management function that deals with establishing an orderly, systematic method of dealing with issues. Leading –A management function that deals with the direction, motivation, and coordination of staff and their activities.

37. © 2006 Thomson-Wadsworth Management Functions Controlling –A management function that involves inspecting the work that is done, ensuring that standards are met, and monitoring to see that the work is done as planned. Other management functions

38. © 2006 Thomson-Wadsworth Outcome Criteria Efficient - A criterion for management defined as doing things in the best way relative to resource utilization. Effective - A criterion for management focused on meeting defined goals and objectives. Appropriate - A criterion for management based on the ability to adapt to the specific environment.

39. © 2006 Thomson-Wadsworth Outcome Criteria Adequate - A criterion for management that considers whether what was done was done in the correct amount.

40. © 2006 Thomson-Wadsworth Outcome Criteria

41. © 2006 Thomson-Wadsworth Roles of Managers Interpersonal Role –A managerial role in which a manager acts as a figurehead, a leader, or a liaison.

42. © 2006 Thomson-Wadsworth Roles of Managers Informational Role –A managerial role in which the manager monitors and disseminates information or acts as a spokesperson for the organization. Decisional Role –A managerial role based on being an entrepreneur, disturbance handler, resource allocator, and negotiator; this role allows a manager to take charge, make changes, handle conflicts, determine how resources are used, and arrange deals.

43. © 2006 Thomson-Wadsworth Conclusion The elements that characterize an organization’s structure are hierarchy, span of control, line/staff relationships, centralization, and departmentalization. The organization’s purpose is reflected in both its mission and its culture. The organization can be viewed as a system, in which inputs are transformed into outputs.

44. © 2006 Thomson-Wadsworth Conclusion The skills needed by all managers are technical, human, and conceptual, though different levels of managers need these in differing amounts. Functions of managers are planning, organizing, leading, and controlling. The criteria for measuring management outcomes are efficiency, effectiveness, appropriateness, and adequacy. Roles of managers are interpersonal, informational, and decisional.

45. © 2006 Thomson-Wadsworth In Health Care Facilities, Where Do Nutrition Services Belong? Dietitians were once responsible for food preparation Foodservice and nutrition services in hospitals were closely linked Since then, they have grown apart, and the gap continues to widen

46. © 2006 Thomson-Wadsworth In Health Care Facilities, Where Do Nutrition Services Belong? Nutrition services are patient- focused; foodservice may be geared to non-patient customers Hospitals must decide whether to separate foodservice from dietetics based on the individual situation