1. Hospitality and Restaurant Management
Leaders Facilitate the Planning Process 2
OH 2-1

2. Chapter Learning Objectives
Explain basic principles of planning, with an emphasis on how employees can assist, and procedures useful in managing planning information.
Describe how a value statement, vision statement, and mission statement are developed and implemented.
State the importance of SMART goals in the planning process.
Review procedures for conducting a SWOT analysis.
Instructor’s Notes

3. Chapter Learning Objectives
Identify how restaurant and foodservice managers use long-range, business plans, marketing plans, and operating budgets and explain the relationship among these planning tools.
Explain the need to consider employees’ abilities and to use an organized process in implementing effective plans.
Instructor’s Notes

4. Planning - Revisited Let’s review the case study on page 35
Good leaders have loyal staff because they have involved
them in the planning process
A formal planning process is needed
All information required must be available
Planning must be done at the
right organizational level
Necessary resources must be
committed to the process
Instructor’s Notes

5. Setting the Right Course
Core Values
Are a company’s key elements of operation
Serve as a foundation for developing a vision statement and mission statement
Drive value statements—the standards by which an organization operates
Instructor’s Notes

6. Setting the Right Course, cont.
What do I Value?
Looking at the list provided (or adding any as you wish), Identify your top TEN Big Rocks
Compare each against each other to identify your Top 5 Big Rocks
Instructor’s Notes

7. Creating a Vision
Describes what an organization wants to become and why it exists
Is driven by its value statements
Instructor’s Notes

8. Mission Statement
Refines the vision statement through stating the purpose of the organization by communicating goals to its employees and customers
Provides a source of accountability for the organization
Instructor’s Notes

9. FLOW OF VALUES TO GOALS
Instructor’s Notes

10. Creating Vision and Mission Statements
Consider core values.
Seek input from stakeholders.
Write a draft of the vision statement and mission statement.
Review with stakeholders.
Distribute copies of final documents.
Reinforce them as a reminder of “Why employees work for the organization.”
services/organizational-ethics-course/
Instructor’s Notes

11. Personal Mission Statement
If you don’t set your goals based upon your Mission Statement, you may be climbing the ladder of success only to realize, when you get to the top,
You’re on the WRONG BUILDING!
~ Stephen Covey
7 Habits of Highly Effective People
Instructor’s Notes:

12. Personal Mission Statement, cont.
Step 1- Identify an Influential Person in Your Life
Who has been one of the most influential people in your life?
Which qualities do you most admire in that person?
What qualities have you gained (or desire to gain) from that person?

13. Personal Mission Statement, cont.
Step 2- Define what you want to be, and do, and have
What do you want to be
What would you like to do
What would you like to have

14. Personal Mission Statement, cont.
Step 3- Define your Life Roles Define up to 7 life roles. For each role project yourself forward in time and write a brief statement of how you would most like to be described in that role.
Role
Statement

15. Personal Mission Statement, cont.
Step 4- Draft your Personal Mission Statement
Reflecting on your values (Big Rocks), life roles, what you want to be and do create a rough draft of your own Personal Mission Statement. Take this with you to continue to further refine, add to, delete, etc.

16. Personal Mission Statement, cont.
Step 5- Evaluate
Continue to review and evaluate your draft mission statement and ask yourself some questions:
Does this represent the best that is within me?
Do I feel direction, purpose, challenge and motivation when I review this statement?
Am I aware of the strategies and skills that will help me accomplish what I have written?
What do I need to start doing now to be where I want to be tomorrow?

17. Personal Mission Statement, cont.
Step 6- Write a Permanent Draft Keep the rough draft for awhile to revise and evaluate. Once you do have a permanent mission statement review it often until it becomes committed to memory and you can set goals and make decisions with that clarity.

18. Implement Vision and Mission Statements
Begin during orientation.
Be sure that training materials emphasize the statements.
Post for all staff to see.
Document in employee handbooks.
Discuss at employee meetings.
Another example: Chapter 2 resources\FNS Mission and Goals.jpg
Instructor’s Notes

19. Implement Vision and Mission Statements continued
Instructor’s Notes

20. Goals What are goals and why are they important?
Statements of desired results
Goals are like taking a trip-you need a map, a driver and a destination
Without goals, an organization would not know if it achieved preferred situations.
Instructor’s Notes

21. Goals Think about what you want to accomplish: today tomorrow
the rest of your life
personally and in your career
Establish long range and short term plans

22. Purposes of Goals Provide direction Provide milestones
Divide activities into smaller parts
Clarify employee roles
Motivate and challenge employees
Instructor’s Notes

23. Sequence of Planning Tools
Instructor’s Notes

24. Focus on Goals
Instructor’s Notes

25. Level of Goals in an Organization
Instructor’s Notes
Chapter 2 resources\FNS Goals and Strategies.jpg

26. SMART Goals and Objectives
Specific—to communicate what is expected
Measurable—quantifiable
Achievable—realistic
Relevant—to the vision and mission
Time bound—specific dates for accomplishment
Instructor’s Notes

27. SWOT Analysis A method to identify important goals by analyzing
Strengths
Weaknesses
Opportunities
Threats
Instructor’s Notes

29. Other considerations
Long- Range Plan – 3 to 5 year goals and activities to move operation toward mission.

30. Other considerations, cont.
Business Plan – 12 month goals and activities to move operation toward mission.
Breaks down long- range plan into parts to achieve within 12 months

31. Other considerations, cont.
Marketing Plan – 12 month - Specific activities designed to meet the revenue goals of the operation
Activities designed to attract, retain and expand the customer base
Operating Budget – Annual plan on expected revenue, associated expenses and resulting profit. Outlined on an income statement and actual results are compared monthly (or weekly) against the plan.

32. Putting it all Together

33. Can Teams and Individuals Contribute to Goals?
What are their current skills and knowledge?
How well can teams work together?
How much accountability should they have?
How responsive are they to change?
Instructor’s Notes

34. Team objectives
All members of a team working together to accomplish a common goal: A manager challenges the waitstaff to increase total appetizer sales by 10%. This is an example of a team objective to accomplish a team goal!
Instructor’s Notes

35. CONTRIBUTING TO ORGANIZATIONAL GOALS
These staff members are working on a project to help the restaurant.
Instructor’s Notes

36. Achieving Goals Step 1 – Planning Consider goals that are critical.
Each goal is a project with specific activities (steps) to be completed.
Consider task due dates, follow-up activities, responsibilities and resources required.
Determine how the project and its results will be measured (benchmarks).
Communicate the plan and goals to the whole team.
Chapter 2 resources\FNS Manager CRA and PI's pg 1.jpg
Chapter 2 resources\FNS Manager CRA and PI's pg 2.jpg
Instructor’s Notes

37. Achieving Goals continued
Step 2 – Implementation
This requires monitoring and charting each activity.
Goals must be constantly reviewed to ensure plan stays on track.
Continue to communicate progress to team.
Revise and update as necessary
Instructor’s Notes

38. Achieving Goals continued
Step 3 – Evaluate the Plan
Since SMART goals are used, they can be measured.
Results can be analyzed and compared to the goals.
Communicate success.
De-brief.
Celebrate…………………………..
Instructor’s Notes

39. Celebrate Success Recognize teams during staff meetings.
Thank individuals during performance reviews.
Be creative in considering ways to celebrate and recognize successes.
Instructor’s Notes

40. Achieving Goals continued
Step 4 – Apply the Results
Ensure employees know about changes implemented.
Plan how changes will be announced.
Provide feedback immediately and regularly.
Support changes and be a ROLE MODEL.
Instructor’s Notes

41. Additional thoughts………….
Productivity Pyramid from Stephen Covey
Another quote…………
Seven Habits Profile
Chapter 2 resources\7_habits_profile.pdf
Because.. Failing to Plan IS
Planning to Fail…
I’m too busy……………

42. How Would You Answer the Following Questions?
Which of the following is a SMART goal?
We will decrease employee accident rates.
The entry-level employee turnover rate will decrease by 20% during the next 6 months.
The first step in the process to achieve goals is ______.
Instructor’s Notes

43. Key Term Review Accountability Benchmark Departmental objectives Goal
Individual performance objectives
Instructor’s Notes
Accountability—degree of responsibility an individual has for an activity
Benchmark—standard by which something can be measured or judged
Departmental objectives—objectives that link to the organizational goals and help produce the desired outcomes
Goal—statement of desired results
Individual performance objectives—objectives that further refine and divide the organizational goals and departmental objectives into smaller components that focus on an individual’s contribution
Indicate that there were additional key terms used in the chapter.

44. Key Term Review continued
Measurable results
Objective
Organizational goals
Strategic priority
SWOT analysis
Team objectives
Instructor’s Notes
Measurable results—outcomes that can be assessed by some means within the areas of performance, learning, and perception
Objective—specific description or statement of what a manager wants to achieve
Organizational goals—goals that focus on broad statements of what the organization as a whole wants to achieve
Strategic priorities—select few of the highest concerns of the company that are linked to the company’s vision and that inspire employees to meet them
SWOT analysis—tool used to identify strengths and weakness and to examine opportunities and threats that employees face in the organization
Team objectives—same as departmental objectives

45. Chapter Learning Objectives— What Did You Learn?
Explain basic principles of planning
Describe how a value statement, vision statement, and mission statement are developed and implemented.
State the importance of SMART goals in the planning process.
Review procedures for conducting a SWOT analysis.
Identify how restaurant and foodservice managers use long-range, business plans, marketing plans, and operating budgets and explain the relationship among these planning tools.
Explain the need to consider employees’ abilities and to use an organized process in implementing effective plans.
Instructor’s Notes