1. CHRM 2475 Leadership Principles
WELCOME
CHRM 2475
Leadership Principles

2. 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

3. 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

4. Information Card
Please fill out the following information on the index card
Side ONE
Name
Phone
Address
Side TWO
Business affiliation & current position
Hospitality industry background

5. 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

6. 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

7. 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

8. 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

9. 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 restaurant, foodservice and hospitality organizations
Resume builder
Tangible accomplishment
Can give you a hiring advantage over peers who didn’t use ManageFirst

10. 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

11. 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

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

13. QUESTIONS???

14. Syllabus Quiz/Contract

15. Hospitality and Restaurant Management1
Dynamics of Leadership
OH 1-15

16. 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

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

18. 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

19. 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.

20. 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

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

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

23. 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

24. 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.

25. 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

26. 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.

27. 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

28. Management vs. Leadership

29. 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

30. 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

31. Qualities of Effective Leaders
Instructor’s Notes

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

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

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

35. 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”

36. 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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

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

44. 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

45. 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

46. 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

47. Managers are professionals

48. What do you expect??

49. 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

50. 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

51. 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

52. 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

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

54. 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

55. 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

56. Delegation – to whom shall I delegate?

57. 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

58. ~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

59. 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

60. 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…..

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

62. Professional Development Opportunities
Instructor’s Notes

63. 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

64. 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

65. 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

66. 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

67. 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