Nutrition And Foodservice Management Test 1

Front 1

System

Back 1

Collection of interrelated parts or subsystems unified by design to obtain one or more objectives.

Front 2

Input

Back 2

Any human, physical, or operational resources required to accomplish objectives of the system.

Front 3

Transformation

Back 3

Action or activity used to change inputs into outputs

Front 4

Outputs

Back 4

Goods and services produced

Front 5

Control

Back 5

Ensures efficiency, effectiveness, legal correctness, and standards are being met.

Front 6

Memory

Back 6

Stored information. Will be your data for projecting future needs.

Front 7

Environmental Factors

Back 7

Things outside the system that impact the system

Front 8

Feedback

Back 8

Processes for information flow into the system

Front 9

Management

Back 9

The attainment of organizational goals in an effective (doing the correct things) and efficient (doing things correctly) manner

Front 10

Planning

Back 10

Selecting goals and ways to obtain them

Front 11

Organizing

Back 11

Assigning responsibility for accomplishing job tasks

Front 12

Leading

Back 12

Using influence to motivate employees

Front 13

Controlling

Back 13

Monitoring activities and making corrections as needed.

Front 14

What are the three managerial levels?

Back 14

First line, middle, and top

Front 15

Conceptual Skills

Back 15

A management skill; ability to view the organization as a whole, recognize how various parts depend on one another and how changes in one affect others; the higher you move up in an organization, the more you will need this skill

Front 16

Interpersonal (human) Skills

Back 16

A management skill; ability to work with people and understand their behavior; requires effective communication; requires leadership within the manager’s own unit and skill in intergroup relationships; involves being sensitive to the needs and motivations of others in the organization

Front 17

Technical Skills

Back 17

A management skill; involves an understanding of, and proficiency in a specific kind of activity; requires specialized knowledge, analytical ability, and expertise in the use of the tools and procedures; managers need these skills to understand and supervise activities in their areas of responsibility

Front 18

Political Skills

Back 18

A management skill; ability to enhance one’s position, build a power base and establish the right connections

Front 19

Figurehead

Back 19

An interpersonal managerial role; represents the organization; includes ceremonial duties, writing proclamations, and appearing at important events

Front 20

Leader

Back 20

An interpersonal managerial role; responsible for the work of the staff; includes hiring and training employees, creating an environment that will motivate the employees

Front 21

Liaison

Back 21

An interpersonal managerial role; communicate with people both inside and outside of the organization; relate to peers in other departments, to suppliers, and to clients

Front 22

Monitor

Back 22

An informational managerial role; manager constantly searches for information to use to become more effective; asks questions to liaison contacts and subordinates, must be alert to unsolicited information that may result from the network of contacts previously developed; must take this information and discern implications for is use for the organization

Front 23

Disseminator

Back 23

An informational managerial role; manager transmits information to subordinates who otherwise would probably have no access to this information; must make decisions concerning the information needs of the staff

Front 24

Spokesperson

Back 24

An informational managerial role; very much like the figurehead role; manager transmits information to people inside and outside the organization or unit; may also include providing information to legislators, suppliers and community groups

Front 25

Entrepreneur

Back 25

A decisional managerial role; the voluntary initiator of change; e.g. makes decision to change the menu after networking with other restaurants or customers

Front 26

Disturbance Handler

Back 26

A decisional managerial role; manager responds to situations that are beyond his or her control; must act because the pressures of the situation are too severe to be ignored

Front 27

Resource Allocator

Back 27

A decisional managerial role; the manager decides who and to whom the resources of the organization will be distributed; must be mindful of the needs of the unit while considering priorities of the overall operations

Front 28

Negotiator

Back 28

A decisonal managerial role; manager participates in a process of give and take until a satisfactory compromise is reached

Front 29

What are the two basic research designs?

Back 29

Quantitative and Qualitative

Front 30

Descriptive Research

Back 30

Research that provides information about one or more variables (anything in a research situation that varies or can be measured)

Front 31

Comparative Research

Back 31

Research, also known as correlation research, that provides an explanation about the extent of relationship between two or more variables

Front 32

Experimental Research

Back 32

Research, also known as causative research, that provides information about how one or more variables influences another variable

Front 33

Qualitative

Back 33

Research which is concerned with understanding the issue from the study subject’s perspective,

Front 34

Quantitative

Back 34

Research which seeks to explain causes primarily through objective measurement and numberial analysis

Front 35

Abstract

Back 35

A summary of a research report

Front 36

Introduction

Back 36

Introduces the reader to the research study. It includes background information detailing why the researchers felt this study was important. Often called the literature review. States the purpose of the study.

Front 37

Methodology

Back 37

This section describes the research methods used to conduct the study. It should include the setting in which the study was conducted; how variables were controlled; sample size; number of study groups; treatment of variables being observed; length of the study; how data were collected; and statistical procedures used and how they were analyzed.

Front 38

Results

Back 38

This section provides the answers to the research questions.

Front 39

Discussion

Back 39

This section tries to shed light on the meaning of the results. It should include a discussion of the limitations of the study and recommendations for future research

Front 40

References

Back 40

A full list of citations used throughout the study report; they should be cited according to the journal's format.

Front 41

Funding Source

Back 41

Results of a study can be biased in the study was provided compensation by an impartial industry or interested party

Front 42

Leadership

Back 42

Process of influencing activities of an individual or group toward achieving organization goals

Front 43

Formal Leaders

Back 43

Those who have formal authority to exert influence on others

Front 44

Informal Leaders

Back 44

Those who may have no formal job authority, yet may exert considerable influence because of special skills or talents

Front 45

Autocratic Leadership

Back 45

Basic leadership style where the leader makes most of the decisions

Front 46

Laissez-faire

Back 46

Basic leadership style where the leader allows the group to make decisions.

Front 47

Democratic

Back 47

Basic leadership style where the leader guide and encourages groups to make decisions.

Front 48

Emotional Intelligence

Back 48

Set of competencies that reflects how people manage their feelings and the interactions they have with other people. People with this trait can identify and regulate their emotions, as well as identify the emotions of those with whom they work.

Front 49

Personal Competencies

Back 49

A part of emotional intelligence that reflects how effectively people manage themselves. Includes self-awareness and self-management.

Front 50

Social Competencies

Back 50

Part of emotional intelligence that reflects how effectively people manage their relationships with others. Includes social awareness and relationship management.

Front 51

How are effective leaders described?

Back 51

Develop and provide a complete vision, earn and return trust, listen and communicate effectively, encourage risk taking, keep their cool, invite dissent, persevere when others give up

Front 52

What are ethics?

Back 52

A code of morals, values that guide behavior that help us to distinguish right from wrong.

Front 53

Emotional Self-Awareness

Back 53

Emotional Intelligence- Self-Awareness. Reading one's own emotions and recognizing their impact; using "gut sense" to guide decisions.

Front 54

Accurate Self-Assessment

Back 54

Emotional Intelligence- Self-Awareness. Knowing one's strengths and limits.

Front 55

Self-Confidence

Back 55

Emotional Intelligence- Self Awareness. Having a sense of one's self-worth and capabilities.

Front 56

Emotional Self-Control

Back 56

Emotional Intelligence-Self-Management. Keeping disruptive emotions and impulses under control.

Front 57

Transparency

Back 57

Emotional Intelligence- Self-Management. Displaying honesty and integrity; trustworthiness.

Front 58

Adaptability

Back 58

Emotional Intelligence- Self-Management. Showing flexibility in adapting to new situations or overcoming obstacles.

Front 59

Achievement

Back 59

Emotional Intelligence- Self-Management. Demonstrating the drive to improve performance to meet inner standards of excellence.

Front 60

Initiative

Back 60

Emotional Intelligence- Self-Management. Being ready and willing to act and seize opportunities.

Front 61

Optimism

Back 61

Emotional Intelligence- Self-Management. Looking for, and seeing, the up side in events.

Front 62

Empathy

Back 62

Emotional Intelligence- Social Awareness. Sensing others' emotions, understanding their perspective, and taking an active interest in their concerns.

Front 63

Organizational Awareness

Back 63

Emotional Intelligence- Social Awareness. Reading the currents, decision networks, and politics at the organizational level.

Front 64

Service

Back 64

Emotional Intelligence- Social Awareness. Recognizing and meeting follower, client, or customer needs.

Front 65

Inspirational Leadership

Back 65

Emotional Intelligence- Relationship Management. Guiding and motivating with a compelling vision.

Front 66

Influence

Back 66

Emotional Intelligence- Relationship Management. Possessing a range of tactics for persuasion.

Front 67

Developing Others

Back 67

Emotional Intelligence- Relationship Management. Bolstering others' abilities through feedback and guidance.

Front 68

Change Catalyst

Back 68

Emotional Intelligence- Relationship Management. Initiating, managing, and leading in a new direction.

Front 69

Conflict Management

Back 69

Emotional Intelligence- Relationship Management. Resolving disagreements.

Front 70

Building Bonds

Back 70

Emotional Intelligence- Relationship Management. Cultivating and maintaining a web of relationships.

Front 71

Teamwork and Collaboration

Back 71

Emotional Intelligence- Relationship Management. Cooperating with others and building effective teams.

Front 72

Strongest Leadership Relationship Traits

Back 72

Intelligence, task-relevant knowledge, dominance, self-confidence, energy/activity level, tolerance for stress, integrity and honesty, emotional maturity