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Supervision for Food Service Professionals > Final > Flashcards

Final Flashcards

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1
Q

Boomerang Management

A

occurs when a manager reverts from management POV to employee POV

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2
Q

Exempt Employee

A

not covered by federal and state wage and hour laws… includes supervisors who are paid >$455 hourly and spend >50% of their time with >2 employees

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3
Q

Nonexempt Employee

A

covered by federal and state wage and hour laws

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4
Q

Scientific Management

A

created by Frederick Taylor

  1. Standardization of work methods
  2. Careful selection of people
  3. Complete Supervision
  4. Incentive Pay
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5
Q

Types of Managerial Skills

A
  1. Technical Skill
  2. Human Skill
  3. Conceptual Skill
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6
Q

Working Supervisor

A

performs tasks of hourly employees

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7
Q

Traits of Leaders

A
  1. Drive
  2. Confidence
  3. Influential
  4. Intelligence
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8
Q

Mission Statement

A

describes the purpose of the organization and outlines the kinds of activities performed for guests

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9
Q

Situational Leadership

A

adaptation of leadership style to the needs of the situation

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10
Q

Theory Y

A

created by McGregor

  1. Work is natural
  2. People will work at their own accord towards objectives
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11
Q

Transformational

A

act as a coach, lead by example

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12
Q

Vision

A

articulation of the mission o the organization in such an appealing way that it vividly conveys what it can be like in the future

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13
Q

Management by Exception

A

training employees so the supervisor needs only to oversee that workers are meeting the standards and then deal with unexpected events that the standing plan doesn’t cover

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14
Q

Span of Control

A

the number of employees that a manager supervises directly

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15
Q

Unity of Command

A

the organizational principle that each person should only have one boss

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16
Q

Body Language

A

expression of attitudes and feelings through body movements, positions and gestures

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17
Q

Communication

A

productive expression of ideas; the key to building trust and resolving conflict

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18
Q

Interpersonal Communication

A

the sending and receiving of messages between people

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19
Q

Listening

A

paying complete attention to what people have to say; hearing them out; staying interested but neutral

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20
Q

Open Communication

A

free movement of messages back and forth between supervisor and coworker, as well as up and down the channels of communication

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21
Q

The 5 Principles of Good Listening

A
  1. Undivided Attention
  2. Hear the Person Out
  3. Look for the real message
  4. Leep your emotions out of the communication for a clear understanding
  5. Maintain your role
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22
Q

Cultural Bound

A

believing that your culture and value system are better than all others

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23
Q

Culture

A

socially transmitted behavior patterns and all other products of human work or thought characteristic of a community or population

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24
Q

The Age Discrimination of 1967

A

(ADEA) an act that makes it unlawful to discriminate in compensation, terms, or conditions of employment based on a person’s age (applies to everyone 40 years and older)

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25
The Family Medical Leave Act of 1993
an act that allows employees to take an unpaid leave of absence from work for up to 12 weeks a year for birth or adoption of a child or a serious health condition of the employee or his or her spouse, child, or parent
26
Interview
conversation with the purpose of obtaining information, often used in screening job applicants
27
Cognitive Ability Tests
measures intelligence
28
Negligent Hiring
the failure of an employer to take reasonable and appropriate safeguards when hiring employees to make sure that they are not the type to harm guests or other workers
29
Orientation
a new worker's introduction to a job
30
Recruiting
actively looking for people to fill jobs
31
External Recruiting Direct Recruiting Internal Recruiting
- looking outside - going to where job seekers are - looking within the company
32
Halo Effect
the tendency to extend the perception of a single outstanding personality trait to a perception of the entire personality
33
Units of Work
any one of several work sequences that together form the content of a given job
34
Carrot-and-Stick
use of promised reward plus punishment to motivate performance
35
Dissatisfier
a factor in a job environment that produces dissatisfaction, usually reducing motivation
36
Economic Person Theory
belief that people work for money alone
37
Job Loading
adding more work to a job without increasing interest, challenge, or reward
38
Maslow Hierarchy of Needs
1. Self- Fulfillment 2. Ego 3. Social Needs 4. Safety Needs 5. Physiological Needs
39
Motivation
the why of behavior; the energizer that makes people behave the way they do
40
Motivation-Hygiene Theory
inadequacies in the job that create dissatisfiers or hygiene maintenance factors
41
Positive Reinforcement
providing positive consequences for desired behavior
42
Coaching
training on the job that is focused on improving performance
43
Counseling
occurs when a counselor meets with a client in a private and confidential setting to explore a difficulty the client is having
44
Feedback
giving information about the performance of an individual or group back to them during or after performing a task or job
45
Group
large # of people working together or considered together because of similarities
46
Type of Empowerment
Structured: allows employees to make decisions within limited specifics Flexible: gives employees some scope in making decisions
47
Formative Evaluation
an ongoing form of evaluation that uses observation, interviews, and surveys to monitor training
48
Learning
acquisition of knowledge or skill
49
Magic Apron Training Method
people train themselves the easiest ways to get the job done
50
New Employee/ Pretesting
testing an experienced workers job performance before training
51
Steps in Job Instruction Training
1. Prepare associate for training 2. Demonstrate what associate is to do 3. Have the associate do the task 4. Follow up
52
Summative Evaluation
1. Reaction 2. Knowledge 3. Behavior 4. Attitudes 5. Productivity
53
Accommodation
strategy in which concern for your own interest is low, results in an outcome where the opposing party is allowed to satisfy its interests while ones own interests are neglected
54
Artbitration
disputes are settled by an arbitrator and can either be binding or nonbonding depending on the participant's wishes
55
Avoidance
strategy in which conflict is avoided by both sides, resulting in a lose/ lose outcome where problems remain unresolved
56
Collaboration
strategy in which concern for others is high and both parties try to cooperate with each other to come to a solution that completely satisfies both
57
Compromise
concern for both sides; finding ways of agreeing
58
Conflict Management
the application of strategies to settle opposing ideas/ goals
59
Mediation
via voluntary and confidential prices, a neutral 3rd party facilitator trained on mediation techniques negotiates a mutually acceptable settlement
60
Open Door Policy
employees have the opportunity to meet with managers to discuss issues
61
Third Party Investigation
neutral 3rd party confidentially investigates complaints and proposes resolutions
62
Violence in the Workplace
on the rise
63
Discipline
1. condition or state of orderly conduct and compliance with rules, regulations, and procedures 2. action to ensure orderly conduct and compliance to rules - both 1 and 2 are the manager's responsibility
64
Environmental Sexual Harassment
acts are considered a violation when they interfere with employee work
65
Intervention
an orchestrated strategy that emphasizes convincing someone to discuss problems with a counselor as opposed to confronting them directly with their shortcomings
66
Negative Discipline
maintaining discipline through fear ad punishment with progressively severe penalties for rule violations
67
Positive Discipline
a punishment free disciplinary action that replaces penalties with reminders and feats a decision- making leave with pay
68
Quid Pro Quo Sexual Harassment
giving something in exchange for something
69
Third Party Sexual Harassment
involves a customer or client and an employee
70
Uniform Discipline System
system of specific penalties for each violation of each company tool to be applied uniformly throughout the company
71
Brainstorming
generating ideas without considering the drawbacks, limitations, or consequences
72
Impulsive
making off the cut decisions based on a whim
73
Steps in Decision Making
1. Define the problem and set objectives 2. Analyze the problem 3. Develop alternative solution 4. Decide on the best decision 5. Convert the decision into action 6. Follow up
74
Accountability
a worker's obligation to a supervisor to carry out the responsibilities delegated to produce the results expected
75
Authority
possessing the rights and powers needed to make the decision and take the requisite actions to get a job done
76
Contract
an agreement between two parties that is fully understood and accepted by both
77
Delegation
giving a portion of one's responsibility and authority to a subordinate
78
Reverse Delegation
situation in which you can delegate a job to an employee and he or she tries to give it back to you
79
Three Aspects of Delegation
1. Responsibility 2. Authority 3. Accountability

Supervision for Food Service Professionals (8 decks)

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