welcome hospitality supervision chrm 2470. agenda ground rules information card warm up activity...

Welcome

Hospitality Supervision

CHRM 2470

Agenda

• Ground Rules• Information Card• Warm Up Activity• Syllabus Review

• Chapter 1: Restaurant and Foodservice Operations are Labor-Intensive

Ground Rules

• Be on time – start on time• All cell phones at mute/turned off during

class, if it rings………..I will answer !• 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, someone you do not know• Interview each other for introductions• Please share with the class the following:

– Name– Program of study– Life beyond school (work, family, etc.)– Tell the class about the best supervisor you ever

had (characteristics/skills)

Syllabus Review

&

• The Institute for the Culinary Arts is “teaming up” with the National Restaurant Association Educational Foundation (NRAEF) to provide a double benefit for our students.

• By using the Competency Guide offered by the NRAEF, and using the Certification exam as the final exam for this course, the student benefits twice!

• If you complete the Certification Exam with a score of 75% or higher, and complete the requirements of this course, you will receive college credit for the course and certification in Hospitality Human Resources Management and Supervision through the NRAEF ManageFirst Program.

• The next couple of slides tell some of the benefits of the ManagaFirst Program.

NRAEF ManageFirst Program Competency Guide

IS REQUIRED FOR THIS COURSE

How can this book help me?

Metropolitan Community College

Part of a certificate program

Industry-driven

Resume builder

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




Management-focused

Application-based, not just theory

Professional Profiles give you a “sneak peek” into the field

“Real world” activities help build job skills

Competency Guide Content




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

How will this certificate help me?




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 ProfessionalTM (MFP®) Credential

MCC offers classes that support the following courses:

NRAEF ManageFirst Core Credential TopicsCHRM 2475 Leadership – Hospitality and Restaurant ManagementCHRM 2460 Cost Management – Controlling Foodservice CostsCHRM 2470 Supervision – Hospitality Human Resources Management & SupervisionCHRM 1020 Sanitation – ServSafe® Food Safety

NRAEF ManageFirst Foundation TopicsCHRM 2480 Purchasing – PurchasingCHRM 2465 Foodservice Financial Management – Hospitality Accounting CHRM 2350 Nutrition – Nutrition

ManageFirst Professional (MFP)

OH 1-14

Additional Info - COMMERCIAL

Inclement Weather Policy

2013 ICA High School Culinary Invitational

Calling all Volunteers!!

Let’s Take a Break

Please be back in 15 minutes

OH 1-15

OH 1-16

Restaurant and Foodservice Operations Are Labor-Intensive

Hospitality Human Resources Management and Supervision1

OH 1-16

OH 1-17

Chapter Learning ObjectivesAfter completing this chapter, you should be able to:

Explain management activities and how evolving employee expectations can influence managers as they facilitate the work of their employees.

Describe strategies for facilitating the work of employees.

Explain how skills, abilities, leadership style, and corporate culture impact a manager’s human resources activities.

Identify the benefits of and procedures for promoting employee diversity within restaurant and foodservice operations.

OH 1-18

Chapter Learning Objectives continued:After completing this chapter, you should be able to:

Define diversity and identify benefits of a diverse workplace

List categories of people protected from discrimination by federal law.

Define stereotypes, prejudices, and cultural tendencies, and indicate how they affect a workplace

Recognize practices that promote workplace diversity and cross-cultural interaction and communication.

Explain the importance of ethical decision making; the role of codes of ethics in restaurant and foodservice operations; and tasks involved in developing, implementing, and enforcing codes of ethics.

OH 1-19

Case Study

Let’s review the Case Study on page 3 of the text book

What do you think about the kitchen manager’s analysis of the situation?

What are some points Jeremy should make in his next meeting with the kitchen manager?

OH 1-20

Management of Human Resources Is Important

OH 1-21

Management of Human Resources Is Important continued

Pre-Management Activities Define goals

Policies and Procedures Establish strategies Define ways to get the work done

OH 1-22


Initial Operation Activities Organization of tasks and duties

Determining how and by whom Coordination of resources Staffing opportunities

Job/Position descriptions & specification Recruit the right candidates

OH 1-23


Secondary Operation Activities Supervision of process and team

Directing, planning and facilitating Controlling and keeping on track of

established goals

OH 1-24


Post-Management Activity Evaluate and assessment:

Are goals attained Evaluate employee performance

OH 1-25


Prime Expenses/Cost Approximately 65% of the Operating Budget

Labor Food and Supplies

On-going supervision and management required for both for the business to survive

Typically managers and supervisors spend more time on staff-related issues than any other activity.

OH 1-26

Employment Cycle

OH 1-27

Changing Employee Expectations

OH 1-28

Changing Employee Expectations continued

Employees may have different perceptions about work

What influences their perception?

How does this change the way you manage?

OH 1-29

Managers Facilitate Their Employees’ Work

What is the definition of facilitate?

How can managers help in preparing their team for the work at hand?

Is there a difference between ‘leaders’ and managers?

OH 1-30

Managers Facilitate Their Employees’ Work continued

Leadership Factors: Provide Direction Lead Consistently Influence Others Foster Teamwork Motivate Others Coach & Develop employees Champion Change

OH 1-31


Supervision Skills and Abilities

OH 1-32


Financial management

Quality management

View problems as opportunities

OH 1-33

Leadership Styles

OH 1-34

Leadership Styles continued

Which specific types of food service operations might each of these styles work best and why? Autocratic Bureaucratic Democratic Laissez-Faire

OH 1-35

Corporate Culture

What comes to mind when you think of the ‘Corporate Culture’

Is this a good or bad thing - from your perspective?

OH 1-36

Corporate Culture continued

Employers of Choice Employees are treated with respect and

dignity Emphasize careers rather than jobs Employees are treated as an asset Jobs are continually challenging Work-Life Flexibility Low turnover rate

OH 1-37

Corporate Culture continued

OH 1-38

Actions to improve Employer of Choice status

Hire the right people

Provide ongoing training and development

Understand/listen to employees

Take action to keep employees involved and engaged

OH 1-39

What Is Diversity?

Differences among people (employees, vendors, and guests)

All people must be treated equally without regard to race, color, national origin, or any other trait related to that person’s role at the foodservice operation.

OH 1-40

Diversity

Thinking about what you heard in your introductions alone……..

List the differences among the students in this class

OH 1-41

Bases of Possible Differences Between People

Gender

Age

Group affiliation

Physical/learning abilities

Physical/mental disabilities

Nationality

Ethnic background

Skill level

OH 1-42

Bases of Possible Differences Between People continued

Sexual orientation

Physical appearance

Economic level

Skin color

Educational level

Political references

Career goals

Religion

Race

OH 1-43

Benefits of a Diverse Working Environment

Creates a more enjoyable and productive workplace

Attracts more customers

Increases the labor pool

Improves legal protection

OH 1-44

Avoiding Illegal Discrimination

Definition—Making an arbitrary distinction between job applicants or employees on any employment action on the basis of any personal characteristic protected under federal, state, or local laws

Employers cannot create or allow a hostile environment based on protected characteristics.

OH 1-45

Federally Protected Personal Characteristics

Race

Color

Religion

Sex

National origin

Age (forty or over)

Disability

Military service

Pregnancy

Citizenship

OH 1-46

Federal Equal Opportunity Employment Laws

The ten federally protected characteristics are called “protected categories.”

Individuals who share a federally protected characteristic are called federally protected classes (groups).

Persons in federally protected classes (groups) along with all other persons cannot be discriminated against.

OH 1-47

Other Anti-Discrimination Requirements

Additional rules affect businesses contracting with the federal government and operations that accept federal grants or funds.

State and some local laws may also address equal employment opportunity.

OH 1-48

How Would You Answer the Following Questions?

1. The task of recruiting potential employees occurs (before/after) they are screened.

2. How many federally protected characteristics comprise the “protected categories” in federal equal opportunity employment laws?

3. The best way to ensure compliance with all laws is to treat everyone equally. (True/False)

4. Personal characteristics that are addressed in equal opportunity employment laws are referred to as federally protected ______.

OH 1-49

Let’s Define Terms!

Stereotypes—generalizations about particular groups of people that assume all members of the group are the same

Prejudice (bias)—general attitude about a person or group based on a judgment unrelated to abilities

Cultural tendencies—common ways of acting, based on beliefs and habits shared by persons in a group

OH 1-50

Activity

Let’s list together how we might “describe” each of the following: Doctors Baptists Muslims African-Americans Plumbers Secretaries Computer professionals Short-Order cooks New Englanders Texans

OH 1-51

Diverse Employees Working as a Team

This diverse group of restaurant employees work together as a team in a welcoming environment.

OH 1-52

Prejudice and Stereotypes Affect the Workplace

Problems of prejudice and stereotypes counter the benefits of diversity.

Actions may be contrary to law.

Results can create a culture of distrust and frustration.

OH 1-53

Limits the labor poolIncreases turnover; lowers moraleStifles new ideas, talents, and perspectivesIncreases conflict and misunderstandingDecreases productivityDecreases profitabilityDecreases customer serviceIncreases likelihood of discrimination claims and litigation

Negative Effects of Prejudice

OH 1-54

Increases the labor pool

Promotes the operation as a viable employerEncourages new ideas, talents, and perspectivesEncourages appreciation of other culturesCreates a positive work environment Builds business with new customersCreates an environment where a diverse group of customers is comfortableFulfills regulatory guidelines

Positive Effects of Diversity

OH 1-55

Promoting Diversity

Step 1 – Recruit for diversity. Recruitment of members of minority

groups should be an active process. A recruiting goal should be to employ a

diverse workforce. Candidates will not be judged by

immutable characteristics.

OH 1-56

Promoting Diversity continued

Step 2 – Increase cross-cultural interaction. Develop a mission statement that

emphasizes diversity. Develop policies/procedures driven by the

mission statement. Implement aggressive recruiting practices. Assure that managers model expected

behavior. Conduct diversity training sessions.

OH 1-57


Additional ways to increase cross-cultural interaction Improve communication. Assist employees with literacy problems.

OH 1-58


Step 3 – Educate employees and set expectations.

Employees must be educated about behaviors that are and are not acceptable in the workplace.

The Equal Employment Opportunity Commission requires the posting of notices about laws prohibiting discrimination.

Continuing education about the value of diversity and the encouragement of tolerance should be ongoing.

OH 1-59


Step 4 – Address issues and accountability. Look for signs of behavior or elements of a

hostile environment. Stop discriminatory behavior as soon as it

is seen or heard about. Hold employees accountable for their

behavior. Remember the long-range goal; focus on

correcting employees’ behavior.

OH 1-60

Ethical Concerns

Ethics relates to rules or principles that help define what is right and what is wrong

Does something have to be illegal to be wrong?

OH 1-61

Ethical Concerns continued

Managers should Lead by Example!

Basic principals managers should follow: Trustworthiness Loyalty to organization Fairness Concern and respect Commitment to excellence Reputation and morale Accountability

OH 1-62

Code of Ethics

Code of Ethics is a written set of guidelines to indicate the preferred behavior of an establishment employees.

Code might include the following topics: Overview Responsibilities to: customers, employees,

community & society, vendors Employees to Employer and vise versa Violations to the code

OH 1-63

Code of Ethics continued

In business, if an action is legal and profitable, is it therefore ethical?

What is an example of an action that is legal and profitable but not ethical?

In what specific ways can ethical behavior “cost” a manager and his or her operation?

In what specific ways can ethical behavior “benefit” a manager and his or her operation?

OH 1-64

How Would You Answer the Following Questions?

1. Stereotypes can produce _______, which is a general attitude toward a person or group based on judgments unrelated to abilities.

2. Discriminatory treatment, including harassment, is _______.

3. Recruiting a diverse staff is typically all that is necessary to foster positive cross-cultural interaction. (True/False)

4. Teasing can be a sign of a hostile work environment. (True/False)

OH 1-65

Key Terms:

Authority The power to direct the work of employees.

Autocratic (leadership style) A leadership style in which the manager generally makes decisions and resolves problems without input from employees.

Bureaucratic (leadership style) A leadership style that relies on rules, regulations, policies, and procedures.

Code of ethics A formal statement developed by an operation that explains how its employees should relate to each other and to the persons and groups with whom they interact.

OH 1-66

Key Terms: continued

Competitive advantage A strategy, tactic, or process that is not offered by a competitor of an establishment.

Controlling Keeping an establishment on track to achieve goals.

Corporate culture The shared beliefs, experiences, and standards that characterize a company.

Democratic (leadership style) A leadership approach that encourages employees to participate in the decision-making process.

OH 1-67


Discrimination The act of treating persons unequally for reasons that do not relate to their abilities, including race, color, religion, gender, national origin, age, and mental or physical abilities.

Diversity The concept that people are unique with individual differences and variations in race, ethnicity, gender, socioeconomic status, age, and physical abilities, among others.

Employer of choice A company that is a desired place of employment because employees are treated with dignity and respect.

Ethics The rules or principles that help define what is right and what is wrong.

OH 1-68


Evaluating Assessing the extent to which plans are attained, and identifying issues or problems.

Job description A description of the tasks a person in a position must be able to perform.

Job specification A listing of the personal requirements such as skills and abilities needed to successfully perform tasks in a position.

Laissez-faire (leadership style) A leadership style in which the manager does not direct work but instead delegates most decisions.

OH 1-69


Morale The feelings that employees have about their employer, their workplace, and other aspects of the operation.

Orientation program A formal plan for welcoming new employees and teaching them general information that all staff members must know.

Prejudice A general attitude toward a person, group, or organization based on judgments unrelated to abilities or reality, also called bias.

Quality The consistent production and delivery of products and services according to expected standards.

OH 1-70


Sexual harassment Unwelcome sexual advances, sexual favor requests, and other verbal or physical conduct that is sexual in nature and may create an offensive, intimidating, or hostile work environment.

Span of control The number of employees that can be supervised by one person.

Staffing The process of finding the right people for the job.


OH 1-71






OH 1-72





Stereotype A belief about particular groups that assumes all members of that group are the same.

OH 1-73


Supervising Planning for and facilitating the work of employees, also called directing.

Turnover The rate at which employees leave an operation and are replaced with new employees.

Vision An idea about what an organization would be like if it were ideal.

OH 1-74

Next Week

Read Chapters 1 & 2

Article Review: Restaurant & Foodservice Operations are Labor Intensive

Project: Written Summary of Business1 page description of the business you will be designing in the development of a Human Resource Plan. Include name of company, hours of operation, seats/beds/rooms or other unit of volume or size, general location and any theme or genre that would define your operation.

welcome hospitality supervision chrm 2470. agenda ground rules information card warm up activity...

Documents

time slide

characteristicsskills

laborintensive slide

syllabus review slide

managafirst program

hospitality organizations

certification exam

didnt use managefirst