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78 Cards in this Set
- Front
- Back
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Controling
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making sure goals and objectives are met when comparing performance to standars
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what does controlling relates most closely to?
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planning
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What is most important with controlling
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reducing labor costs
save money/downsize |
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what is the most important cost in hospitality operations
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labor costs
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Ways to control labor costs
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hiring freeze
cut wellness programs fire/layoff decrease hours Right sizing hours |
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Ways to control food costs
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buy generics
eliminate waste by monitoring buying in bulk dono't buy fresh foods |
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other ways to control foodservice
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downsize operation
cross train volunteers and interns |
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Three steps to decision making
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1. define problem
2. identify and analyse possible action 3. actual selection of course of action |
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Parts of identify and analyse in making decision
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Identiy alternatives
evalulate the alternatives |
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Parts of actual selection of course of action in making decisision
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selecting best alternative
implement the chosen alternative follow up and evaluate |
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Types of decisions
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Programmed
non programed |
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Programmed decisions
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following established policies and procedures
routine or repetitive low level managers quantitative reached in short time |
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Non programmed decisions
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more creative approach
relys on wisdon, experience high level managers |
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Two kinds of nonprogrammed decisions
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1.organizationals:
related to purpose of the organization 2.personal related to manager's individual goals |
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Conditions for making decisions
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conditions of certanity
condition of risk conditions of uncertantiy |
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conditions of certanty
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choseing the alernative that will maximize the objective
linear programming break-even analysis inventory control models |
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conditions of risk
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can use past info to predict the future
various probabilty techniques possibility that nay one of several things may occur forecasting |
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conditions of uncertanty
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future evens cannot be predicted
apply their experience, judgment to narrow range of choices |
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types of conditions of uncertanity
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1. optimistic approach
2.pessimistic approach 3. risk averting apprach |
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optimistic approach
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maximum approach
best of all possible outcomes |
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pessmistic approach
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maximin approach
take min hit with least negative outcome |
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risk-averting approach
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no great benefit or negative
safe |
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Types of decision making techniques
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Individual: managers make decisions themselves
combination:managers make decision after consulting with others group: managers allow decisions to be made by the group |
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Decision tree
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assess the consequences of a swquence
starts iwth a primary decision that has at least two alternatives |
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individual decision making tech
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decision tree
cost benefit cost effectineness |
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cost benefit
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cost vs cost
comparing the cost and financial benefitss intangeable to tangeable |
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cost effectivness
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alternative course of action in terms o their cost and effectiness
cost to however you define effective the alternative slected may or may not be theleast costly bc potential effectiveness |
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Networks
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helps plan events
graphic rep of a project, depicting the flow as well as swquence of defined activities and events |
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PERT definition
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Program Evaluation and Review Technique
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PERT
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specific activites that listed and described
times plotted for activities |
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How do you calculate critcal pathway with PERT
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optimistic time(shortest)
Likely(realistic) pessimistic(longest) and get average of three |
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Game theray
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cometition
look at what the competitors do highest gain with smallest amount of losses |
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Queuing theory
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balance of cost of watiting in lines aginst preventing them by expanding
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simulation
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seeing before doing
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artificial intelligence
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computer (based on experts) making decisions for you
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Decision making
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the selection of a course of actions fro a variety of aleternative
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communication
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vehicle wherby decisions and other info are transmitted
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Balance
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concerns magements ability to maintain organizational stability where effective decision making and communication
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Individual decision
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managers can make decisions themselves using the info avalible to them
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combination decision
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managers can make decisions after consulting with others
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Group decision
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can allow decisions to be ade by the group, of which the manager is ually a member
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Methods of group decision making
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Interacting grouus
Nominal groups delphi groups focus groups |
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interacting groups
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no clear leader, discuss, argue, and agree upon best alternative-how most make decisions
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Nominal groups
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Individuals have a chance to think
each presents an idea and then everyone discuss, silent vote the group decision is then pooled and then it can be accepted or rejected by the manager |
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Delphi group
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Open ended questions at first, then ranking
using expert opinion do not meet face to face anonymous general final summary and feed back report takes time |
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Focus groups
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using target audiance
one time meeting explains WHY people do things, not What |
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Advantage of group decision making
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greater pool of info
more variety better communication of decisions |
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Disadvantage of group decision making
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Group think::
deveoping of a close knit group-we-ness-preoccupideed with consensus not critical thinking |
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Vroom-Yetton Management Decision Rules
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A1-autocratic
AII-autocratic, lacking info CI-consultative wiht individuals CII- consultative with group GII-democratic group decisions |
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AI
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Autocratic
Manager solves the problem...no consulting |
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Aii-
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Autocratic, lacking info
manager obtains information from subordinate decision is on manager Does not introduce problem |
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CI
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Consultative with individuals
manager consults iwth subordinates and shares problems and opinions one-on one manager makes final decision |
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CII
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consultative with groups
mangers meet with entire group managers makes the final decision |
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GII
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democratic group decision
shares the problem with subordinate as a group, they solve it manager is coach final decision rest with thr group |
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Managers choise between Vroom depends on
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quality req in the sit and by the needs for subordinates to accept the decision
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Individual vers group decsion making largely depends on
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Complexity and importance of problem
time available degree of acceptance required amount of info needed to make a decision the usual manner in which decisions are made group composition |
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Communication
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process of transmitting and receiving info
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Effective communication
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process of sending a message in such a way that the message recieve is as close in meaning as possible to the origional
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Model of communication
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sender-message-reciever
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types of communication directive
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one way:
communication without expecting feedback form reviever two way: sender communicates and feedback is provided |
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Barriers to communication
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Hearing an unexpected message
ignoring conflicting info differing perceptions evaulating the source interpreting words differently ignoring nonverbal cues becoming emotional inference Allness |
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Techniques for improved communication
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Feedback
many channels face to face communication sensitivity to reciever awareness of symbolic meanings carefultiming; reinforcing words with action simple language repetition listening |
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Organizational communication is
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sharing infor within the formal organizational structure
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Factors that influences effective organzational communication
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The formal channel of communication
the authority structure job specilization information ownership |
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Formal channels
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trickle down or up effect
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The authority structure
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status and power differences among organizational members
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Job specialization
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Same jargon
comunication between work gorups, however, may be inhibited |
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Information ownership
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information is power
sometimes make them unwilling to share the info |
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Directions of internal communication
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Downward
upwards horizontal-interdepartment communication diagnal |
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Informal vs formal communication
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informal-promotes quick feedback to verbal questions
messages may be filtered or distorted. Written or word formal:Must be written used when consitent action is required and a record of the comunication is neccessary |
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Balance
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not geting too low or too big
organization has driving forces that keep performance from falling too low as well as restraining forces that keep it from rising too high driving forces push in one direction while restraining forces push in the other |
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change
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movement from one state to another
a break in an old way to allow one to look at a situation very differently |
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Organziation undergo three basic types of changes
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In structure-right sizing
In work processes-renginering-driven by ecomonic reasons improves quality and performace In organization culture-moral/job satisfaction |
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Restraining forces
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equal and opposite reaction
resistance to change 20-50-30 rule 80 percent need to be convinced taht change is good to make change |
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20-50-30
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20 percent are positive about change
50 percent are ambivalent 30 percent are resistant |
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why individuals resit change
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lack of understanding of the ned for change
lack of understanding of context or enivornment belief that the proped changes violate cor values misunderstanding of change believ that the change is no the best lack of trust lack of believe that leader is serious lack of belief that leadership is cabable |
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Change causes
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stress wehter its positive or negative
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How to minimize stress
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establish trust
use leadership effectivly make good decisions maintain positive commun give employeess support and assistance to stress of change |
