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Supervision for Food Service Professionals > Final > Flashcards

Final Flashcards

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
Q

The Family Medical Leave Act of 1993

A

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

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26
Q

Interview

A

conversation with the purpose of obtaining information, often used in screening job applicants

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27
Q

Cognitive Ability Tests

A

measures intelligence

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28
Q

Negligent Hiring

A

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

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29
Q

Orientation

A

a new worker’s introduction to a job

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30
Q

Recruiting

A

actively looking for people to fill jobs

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31
Q

External Recruiting
Direct Recruiting
Internal Recruiting

A
  • looking outside
  • going to where job seekers are
  • looking within the company
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32
Q

Halo Effect

A

the tendency to extend the perception of a single outstanding personality trait to a perception of the entire personality

33
Q

Units of Work

A

any one of several work sequences that together form the content of a given job

34
Q

Carrot-and-Stick

A

use of promised reward plus punishment to motivate performance

35
Q

Dissatisfier

A

a factor in a job environment that produces dissatisfaction, usually reducing motivation

36
Q

Economic Person Theory

A

belief that people work for money alone

37
Q

Job Loading

A

adding more work to a job without increasing interest, challenge, or reward

38
Q

Maslow Hierarchy of Needs

A
  1. Self- Fulfillment
  2. Ego
  3. Social Needs
  4. Safety Needs
  5. Physiological Needs
39
Q

Motivation

A

the why of behavior; the energizer that makes people behave the way they do

40
Q

Motivation-Hygiene Theory

A

inadequacies in the job that create dissatisfiers or hygiene maintenance factors

41
Q

Positive Reinforcement

A

providing positive consequences for desired behavior

42
Q

Coaching

A

training on the job that is focused on improving performance

43
Q

Counseling

A

occurs when a counselor meets with a client in a private and confidential setting to explore a difficulty the client is having

44
Q

Feedback

A

giving information about the performance of an individual or group back to them during or after performing a task or job

45
Q

Group

A

large # of people working together or considered together because of similarities

46
Q

Type of Empowerment

A

Structured: allows employees to make decisions within limited specifics
Flexible: gives employees some scope in making decisions

47
Q

Formative Evaluation

A

an ongoing form of evaluation that uses observation, interviews, and surveys to monitor training

48
Q

Learning

A

acquisition of knowledge or skill

49
Q

Magic Apron Training Method

A

people train themselves the easiest ways to get the job done

50
Q

New Employee/ Pretesting

A

testing an experienced workers job performance before training

51
Q

Steps in Job Instruction Training

A
  1. Prepare associate for training
  2. Demonstrate what associate is to do
  3. Have the associate do the task
  4. Follow up
52
Q

Summative Evaluation

A
  1. Reaction
  2. Knowledge
  3. Behavior
  4. Attitudes
  5. Productivity
53
Q

Accommodation

A

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
Q

Artbitration

A

disputes are settled by an arbitrator and can either be binding or nonbonding depending on the participant’s wishes

55
Q

Avoidance

A

strategy in which conflict is avoided by both sides, resulting in a lose/ lose outcome where problems remain unresolved

56
Q

Collaboration

A

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
Q

Compromise

A

concern for both sides; finding ways of agreeing

58
Q

Conflict Management

A

the application of strategies to settle opposing ideas/ goals

59
Q

Mediation

A

via voluntary and confidential prices, a neutral 3rd party facilitator trained on mediation techniques negotiates a mutually acceptable settlement

60
Q

Open Door Policy

A

employees have the opportunity to meet with managers to discuss issues

61
Q

Third Party Investigation

A

neutral 3rd party confidentially investigates complaints and proposes resolutions

62
Q

Violence in the Workplace

A

on the rise

63
Q

Discipline

A
  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
Q

Environmental Sexual Harassment

A

acts are considered a violation when they interfere with employee work

65
Q

Intervention

A

an orchestrated strategy that emphasizes convincing someone to discuss problems with a counselor as opposed to confronting them directly with their shortcomings

66
Q

Negative Discipline

A

maintaining discipline through fear ad punishment with progressively severe penalties for rule violations

67
Q

Positive Discipline

A

a punishment free disciplinary action that replaces penalties with reminders and feats a decision- making leave with pay

68
Q

Quid Pro Quo Sexual Harassment

A

giving something in exchange for something

69
Q

Third Party Sexual Harassment

A

involves a customer or client and an employee

70
Q

Uniform Discipline System

A

system of specific penalties for each violation of each company tool to be applied uniformly throughout the company

71
Q

Brainstorming

A

generating ideas without considering the drawbacks, limitations, or consequences

72
Q

Impulsive

A

making off the cut decisions based on a whim

73
Q

Steps in Decision Making

A
  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
Q

Accountability

A

a worker’s obligation to a supervisor to carry out the responsibilities delegated to produce the results expected

75
Q

Authority

A

possessing the rights and powers needed to make the decision and take the requisite actions to get a job done

76
Q

Contract

A

an agreement between two parties that is fully understood and accepted by both

77
Q

Delegation

A

giving a portion of one’s responsibility and authority to a subordinate

78
Q

Reverse Delegation

A

situation in which you can delegate a job to an employee and he or she tries to give it back to you

79
Q

Three Aspects of Delegation

A
  1. Responsibility
  2. Authority
  3. Accountability

Supervision for Food Service Professionals (8 decks)

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