Exam 1 Flashcards
1
Q
Basic Systems Model
A
inputs–>transformation–>outputs
2
Q
5 Different levels of a system
A
environment, macrosystem, system, subsystem, components
3
Q
Environment Level examples
A
economy, community
4
Q
Macrosystem examples
A
hospital, company
5
Q
System examples
A
dietary department
6
Q
subsystem examples
A
kithchen, cafe, patient services
7
Q
Components examples
A
bakery, dishroom
8
Q
Characteristics of a basic system
A
1-operate within an environment
2- built of subsystems
3- have a central purpose
4-focus on interrelatedness among subsystems
9
Q
Inputs of a system
A
Human: direct/indirect labor
Materials: food, supplies, energy
Technology: Type of operation
Capital Resources: Money, physical plant
10
Q
Subcategories of transformation
A
Culture, task, people, structure, processes
11
Q
Transformation: task
A
interdependence, skill required, information required
12
Q
Transformation: People
A
Needs, abilities, expectations, values
13
Q
Transformation: Structure
A
Organization design, layout and design, personnel system and policies, control systems: menu, financial, quality assurance, standardize recipies, forecasting
14
Q
Transformation: Processes
A
Leadership and supervision Communication Integration Comflict Management Decision Making Problem solving Planning and goal setting Interpersonal relationsips Evaluation and control
15
Q
System Outcomes
A
Profit: labor, food, and operational costs
Product (food): quality, quantity, nutritional, aesthetic, microbes
Product (service): level, quality
Growth and renewal
16
Q
Individual Outcomes
A
Behavior: turnover, absenteeism, tradiness
Affect: job satisfaction, commitment
17
Q
Culture:
A
open vs closed; formal vs informal; impersonal vs. warm
18
Q
Dominant coalition
A
personal values, functional experience, managerial values, personality
19
Q
Flow of Food
A
menu planning –> purchasing –> recieving –> storing –> preparing –> cooking –> holding –> serving –> cooling –> reheating
20
Q
Conventional food service advantages
A
High quality
Menu flexibility
Food served soon
Standardized Recipies
21
Q
Conventional food service disadvantages
A
labor intensive
high labor costs
bad consistency
food costs hard to control
22
Q
Conventional food service food flow
A
Purchase from all areas
food produced
hold heated/chilled
served
23
Q
Centralized food service Advantages
A
lower cost purchasing power effective usda commodities ingredient contro inventory control low labor cost quality control flexible prep
24
Q
Centralized food service disadvantages
A
high initial investment need tech. skilled employees monotonous major impact of equipment malfunctions trans cost food safety loss of quality restandardization required many different employees
25
Centralized food service food flow
Mostly ingredients not ready to go foods
production
stored
transport to recieving kitchen
26
Ready prepared food service advantages
Fleibility of food prep
| labor savings
27
Ready prepared food service disadvantages
```
limited menu varitey
high initial capital investment
percieved loss of quality
recipie modified as needed
food safety
```
28
Ready prepared food service food flow
```
all types of food purchased
production
store frozen or chilled
reheat
serve
```
29
assembly serve food service advantages
low labor
| limited equipment
30
assembly serve food service disadvantages
high foos cost
limited menu
loss of quality
31
assembly serve food service food flor
mostly ready preared foods
store chilled or frozen
portion and heat
serve
32
Effective
doing the right things
| ex: making 100 pies for pie day at work
33
Efficient
doing things right
| ex: making 100 pies in an hour
34
Clinical RD
clinical nutrition manager
35
Community RD
WIC coordinator
36
Research RD
priciple investigator
37
Food service RD
Director or VP
38
Wellness RD
Worksite wellness supervisor
39
Collaborators
other groups not directly involved in food service but enhanse the FSO
40
TQM/CQI
Decrease managerial levels and everyone gets an input
41
Gould, R., & Canter, D. (2008). Management matters. Journal of the American Dietetic Association, 108, 1834-1836. Authors Purpose
empasize that managerment is a very important skill in all areas of dietetics; align management with the profession
42
Gould, R., & Canter, D. (2008). Management matters. Journal of the American Dietetic Association, 108, 1834-1836. Systems model
```
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
```
43
Mathieu, J. (2008). Moving into management. Journal of the American Dietetic Association, 108, 1423-1425. authors purpose
keeping an open mind to management can be rewarding and how we can get those positions
44
Mathieu, J. (2008). Moving into management. Journal of the American Dietetic Association, 108, 1423-1425. Systems model
```
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
```
45
Canter, D., Sauer, K., & Shanklin, C. (2012). Management is a multifaceted component essential to the skill set of successful dietetics practitioners. Journal of the Academy of Nutrition and Dietetics, 112, S5. Authors purpose
Show the imporatnace of management skills and a different way of viewing management
46
Canter, D., Sauer, K., & Shanklin, C. (2012). Management is a multifaceted component essential to the skill set of successful dietetics practitioners. Journal of the Academy of Nutrition and Dietetics, 112, S5. systems model
```
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
```
47
Howells, A., Sauer, K., & Shanklin, C. (2017). Evaluating Clinical Nutrition Managers’ involvement in key management functions. Journal of the Academy of Nutrition and Dietetics, 117, 1339-1348. Authors purpose
establish tasks needed by a cnm and the frequency of these tasks and compare findings with other research
48
Howells, A., Sauer, K., & Shanklin, C. (2017). Evaluating Clinical Nutrition Managers’ involvement in key management functions. Journal of the Academy of Nutrition and Dietetics, 117, 1339-1348. systems model
```
Input-Labor
Transformation-task: skill
people: abilities
proceses: leadership and supervision, conflict management, decision making, planning and goal setting
Output-job satisfaction and commitment
```
49
Berthelsen, R., Barkley, W., Oliver, M., McLymont, V., & Puckett, R. (2014). Academy of Nutrition and Dietetics: Revised 2014 Standards of Professional Performance for registered dietitian nutritionists in dietitians in management of food and nutrition systems. Journal of the Academy of Nutrition and Dietetics, 114, 1104-1112. authors purpose
update SOPP in food and nutrition services
50
Berthelsen, R., Barkley, W., Oliver, M., McLymont, V., & Puckett, R. (2014). Academy of Nutrition and Dietetics: Revised 2014 Standards of Professional Performance for registered dietitian nutritionists in dietitians in management of food and nutrition systems. Journal of the Academy of Nutrition and Dietetics, 114, 1104-1112. systems model
Transformation: personnel systems and policies
organizational design
Outputs: job satisfaction
51
6 Domains of SOPP
```
quality in practice
competence and accountability
provision of servie
application of research
communication and application of knowledge
utilize and manage resources
```
52
Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. authors purpose
RDs and food service serve a huge aspect of the patient experience
53
Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. Overall systen
input: patient, supplies, employee
Process: order, food prep
output: patient gets tray
feedback
54
Rollins, C. & Dobak, S. (2018). Creating a great patient experience: Improving care with food and nutrition services. Journal of the Academy of Nutrition and Dietetics, 118, 805-808. systems model
Inputs: patient, room service, food, supplies, labor
Transformation: open culture,
people: needs
order taken
Outputs: meal trat, quality, satisfaction
55
Trend
definite, predictable, direction or sequence of events that has social economic and political importance
56
Fad
widely shared enthusiasm for something that is short lived
57
Trend vs Fad speed
T-slowly emerges
| F-come on quickly
58
Trend vs Fad Peak
T-peaks later
| F- peaks earlier
59
Trend vs Fad Declin
T-later
| F-Earlier
60
Trend vs Fad change
T-net change
| F-no net change
61
FSO Trend examples (5)
```
cost center to profit center
generational shifts
globalization
food allergies/intolerances
climate change-patient dignity and food selling feature
```
62
SWOT analysis
strength, weakness, opportunity, threat
63
Peregrin, T. (2011). Sustainability in foodservice operations: An update. Journal of the American Dietetic Association,111, 1286-1294. authors purpose
emphasize the importnce of sustainability in FSO and how the RD is important
64
Peregrin, T. (2011). Sustainability in foodservice operations: An update. Journal of the American Dietetic Association,111, 1286-1294. systems model
Inputs-labor, food/supplies, energy, technology, money
Transformation- layout and design, menu, financial
Outputs-quality, operational costs, job satisfaction
65
Thiagarajah, K., & Getty, V. (2013). Impact on plate waste of switching from a tray to a trayless delivery system in a university dining hall and employee response to the switch. Journal of the Academy of Nutrition and Dietetics, 113, 141-145. authors purpose
determine if trayless decreases food waste in a university dining hall and how employees are affected
66
Thiagarajah, K., & Getty, V. (2013). Impact on plate waste of switching from a tray to a trayless delivery system in a university dining hall and employee response to the switch. Journal of the Academy of Nutrition and Dietetics, 113, 141-145. systems model
Inputs-labor, supplies, technology
Transformation- layout and design
Outputs-quality, labor cost, job satisfaction, service quality
67
Hayes, D., & Dodson, L. (2018). Practice paper of the Academy of Nutrition and Dietetics: Comprehensive nutrition programs and services in schools. . Journal of the Academy of Nutrition and Dietetics, 118, 920-931. authors purpose
RD role in child nutrition programs and overview of programs
68
Hayes, D., & Dodson, L. (2018). Practice paper of the Academy of Nutrition and Dietetics: Comprehensive nutrition programs and services in schools. . Journal of the Academy of Nutrition and Dietetics, 118, 920-931. systems model
Inputs-technology, materials
Structure: policies
Outputs: quality, satisfaction, food/labor cost
69
Mission
why an organizaion or unit exists
70
Vision
what an organization or unit aspires to be
71
Goals
what an organization or unit wants to accomplish over a long perios
72
Objectives
concrete and specific statements that explain how one intends to accomplish goals
73
strategies
precise plan for acheiveing goals nd objectives while best utilizing resources
74
Mission statement
guide organization as it seeks long term objectives
75
SMART goals
specific, measurable, attainable, results-focused, timely
76
Strategic plan steps
Develop/evaluate mission (environment/SWOT)-->new mission/goals-->formulate strategies-->allocate resources-->implement-->evaluate
77
Rogers, D. (2017). Report on the Academy/Commission on Dietetic Registration 2016 Needs Satisfaction Survey.Journal of the Academy of Nutrition and Dietetics, 117, 626-631. authors purpose
discover needs of members, whats currently working what can be improved and what can be improved elswhere
78
Rogers, D. (2017). Report on the Academy/Commission on Dietetic Registration 2016 Needs Satisfaction Survey.Journal of the Academy of Nutrition and Dietetics, 117, 626-631. systems model
Transformation-planning and goal setting, evaluation
structure:organizational design
Outputs-job satisfaction
FEEDBACK
79
Marketing
process of planning and executing the conception, pricing promotion, and distribution of ideas good, services to create exchanges that satisfy individual objectives
80
Marketing concept
management philosphy that states determinign needs and wants of customers is the objective
81
Importance of target market
clear understanding of needs and wants and greater precision in techniques
82
4 ps of marketing
product, price, place, promotion
83
4 p's: product
anything that is offered to a market for attention, acquisition, use or consumptin that might satisfy a want or need
84
4p's: price
amount of money charged
85
4p's: place
location and how products ar sold
86
4 p's: promotion
communication with customer to increase awareness
87
Freedman, M. R., & Connors, R. (2010). Point-of-Purchase nutrition information influences food-purchasing behaviors of college students: A pilot study. Journal of the American Dietetic Association,110, 1222-1226. authors purpose
to see is POP strategie are successful marketing strategies
88
Freedman, M. R., & Connors, R. (2010). Point-of-Purchase nutrition information influences food-purchasing behaviors of college students: A pilot study. Journal of the American Dietetic Association,110, 1222-1226. systems model
Inputs-food
Transformation-people: values
process: layout or design
Outputs-quantitiy qualiy
89
Product quality
what is being served; evaluated by test trays and trat audits
90
Service quality
service; meal rounds
91
5 step process of quality improvement
```
1-define standars
2-assess current situation
3-develop improvement strategies
4-implement
5-assess
6-feedback, recognition, awards
```
92
Boyce, B. (2011). Satisfying customers and lowering costs in foodservice: Can both be accomplished simultaneously? Journal of the American Dietetic Association, 111, 1458-1466. authors purpose
to see if customer satisfaction and cost control are possible
93
Boyce, B. (2011). Satisfying customers and lowering costs in foodservice: Can both be accomplished simultaneously? Journal of the American Dietetic Association, 111, 1458-1466. systems model
inputs-tehnology, money, food
transformation-planning, values
output-cost, quality, satisfaction
94
McCray, S., Maunder, Kl, Krikowa, R., & MacKenzie-Shalders, K. (2018). Room service improves nutrition intake and increases patient satisfaction while decreasing food waste and cost. Journal of the Academy of Nutrition and Dietetics, 118, 284-293.authors purpose
demonstrate improvement inFSO with room service model
95
McCray, S., Maunder, Kl, Krikowa, R., & MacKenzie-Shalders, K. (2018). Room service improves nutrition intake and increases patient satisfaction while decreasing food waste and cost. Journal of the Academy of Nutrition and Dietetics, 118, 284-293. systems model
input-food supplies, tehnology
transformation-values, expectations, layout, design, evaluation and control
output-quality, quantitiy, satisfaction
96
Benchmark
meausres to gauge performance
97
Benchmarking
ongoing process of investigating internal and external practices that produce external performance
98
Internal benchmarking
within the FSO (meals in feb vs august)
99
External benchmarking
Withib different FSOs. (meals at mercy and mary greely)
100
Productivity
effective use of a given set of resources
101
General productivity equation
meals/labor hours
102
Gregoire, M. B., & Theis, M. L. (2015). Practice paper of the Academy of Nutrition and Dietietcs: Principles of productivity in food and nutrition services: Applications in the 21st century health care reform era. Journal of the Academy of Nutrition and Dietetics, 115, 1141-1147. authors purpose
emphasize importance of productivity, relate it to healthcare, adn discuss the role of maager
103
Gregoire, M. B., & Theis, M. L. (2015). Practice paper of the Academy of Nutrition and Dietietcs: Principles of productivity in food and nutrition services: Applications in the 21st century health care reform era. Journal of the Academy of Nutrition and Dietetics, 115, 1141-1147. systems model
inputs-labor materials, information, money
transformation-info requires, goal setting, needs
outputs-meals, sales, consults
104
Phillips, W. (2015). Clinical nutrition staffing benchmarks for acute care hospitals. Journal of the Academy of Nutrition and Dietetics, 115, 1054-1056. authors purpose
set RD benchmarks for patients seen in hospitals
105
Phillips, W. (2015). Clinical nutrition staffing benchmarks for acute care hospitals. Journal of the Academy of Nutrition and Dietetics, 115, 1054-1056. systems model
inputs-labor, money
transformation-skill, expectations, structure of org
outputs-satisfaction and quality
106
5 Functions of Management
Planning, organizing, controlling, directing, staffing
107
SW of SWOT
Strengths and weaknesses; internal
108
OT of SWOT
Opportunity and threat; external
109
Need
Things needed to to survive (food water shelter etc.)
110
Want
Desires
