FSS EXAM 1

Quick Service restaurant

fast food style of restaurant that involves speed and convenience, big chains like McDonalds and focuses on marketing fast

Fast casual

more upscale than QSR, can include reusable dishes and organic products

known as an enhancement of the key features of a QSR while still being affordable

family/midscale/casual

this involves a moderate pricing, including table side service and non-disposable dishes

follows a specific pattern that includes appetizers, soups & salads, entrees, side dishes, desserts, and beverages

moderate/theme

this is designed to evoke a historical era or style of food; some may emphasize the idea of family fun

the ambiance of these restaurants reflect the ethnic authenticity, which in turn reflects in the food. May include menus with original language side-by-side with english translations

fine dining

typically expensive, paying for what you get in experience and quality

typically have knowledgeable servers and ambiance is important

standard menus

remains virtually constant; little to no change

(most fast food restaurants follow this)

advantages of standard menus

simplifies ordering process

large selection of menu items

easy to record preference data

disadvantages of standard menus

does not utilize leftovers well

difficult to respond to product changes

daily menus

these involve changes daily, like holiday menus or resident choice

advantages of daily menus

ability to respond quickly to product and cost demands

leftovers can be incorporated into the next day’s meals

disadvantages of daily menus

preference data difficult to acquire

product purchasing difficult

guests may be disappointed if favorite dish not served that day

cycle menus

these stay into effect for a period of time, examples are seen in hospitals and rotation

advantages of cycle menus

ability to incorporate leftovers

simplifies ordering process

easy to record preference data

organizational, customer, operational, and managerial

what are the categories of influence for menus?

organizational influences

menu must meet organizations mission and goals; this includes profit, nutrition, and customer satisfaction

customer influences

this focuses on the population being served, their demographic, sociocultural influences, and eating habits

operational influences

this includes what it takes, meaning the budget, equipment and skill of workers

managerial influence

this includes the level of staffing that is required to help prepare the menu

menu planning

determine type of menu based on needs/desires

determine financial limitations/economics

plan for palatability

plan for satiety

plan for practicality

plan for time

plan for nutritive value

plan for appearance - texture, eye appeal, variety

hospital menu

specific nutrition adjustments

foods that the texture can be easily altered

naturally low sodium, low sugar foods

avoid food allergies

avoid drug/nutrient interactions

avoid highly disliked foods

foods that take low skill and taste good

low cost

feel good foods

foods that can be produced in high quantity

factors affecting menu price

local competition

service levels

guest type

product quality

portion size

ambiance

meal period

location

sales mix

raw food cost x pricing factor = menu sales price

what is the pricing method for product cost percentage?

raw food cost + contribution margin

what is the pricing method for product contribution margin?

ABC Approach

A items = expensive items should comprise <20% of total available products on buffet

B items = moderate price should comprise \~30% of items

C items = inexpensive in price should comprise \~50% of items

buffet pricing

total buffet product cost/guest served = buffet product cost per guest

\
cost per person/food cost % = selling price

wine pricing

product cost of wine/food cost % = selling price

calorie display regulations

must include all standard menu items

calories must be disclosed on all menus and must include for all menu items

Referent power

based on followers identification and liking for the leader; political candidates may have this power over their supporters

expert power

based on followers’ perceptions of the leader’s competence; the lead cook knows how to run the kitchen so everyone looks to him for help

legitimate power

associated with having status or formal job authority; the general manager has power over their employees based on title

reward power

derived from having the capacity to provide rewards to others; A leader provides rewards to their supporters if they do what they are told

coercive power

derived from having the capacity to penalize or punish others; judges hold this when deciding the outcome of cases

power

a resource that enables a leader to induce compliance or influence on other

empowerment

technique of leaders, a resource that when understood helps to make employees feel significant

functions of managers

planning

organizing

staffing

directing

coordinating

reporting

budgeting

\
these are the…

classical theory

emphasis on tasks, structure, authority and high productivity (not on people)

belief in only one way to do something

Frederick taylor, max weber, the gilbreths and henry fayol follow this theory

division of work

this is a principle that is essential for efficiency

unity of command

each person should be accountable to only one superior

scalar chain

authority and responsibility flow in a direct vertical line from highest to lowest

order

people and materials must be in appropriate places at the proper time for max efficiency

Human relations theory

a theory of management that views the organization as a social system and recognizes the existence of the informal organization

Maslow’s Hierarchy of needs

structured as a pyramid with 5 being at the peak and 1 being the base:


1. biological
2. safety
3. socialization
4. self-esteem
5. self-actualisation

Theory X

management assumes that employees are inherently lazy, hate work, and avoid work

this means workers must be closely supervised and comprehensive systems of control are developed

theory Y

management assumes employees may be ambitious and self-motivated and exercise self-control

management science/operations research theory

combines some of the ideas from classical and human relations theory

emphasizes research on operations and the use of quantitative techniques to help managers make decision

Management Information System (MIS)

method of using technology to help organizations better manage people and make decisions

used to gather and analyze information about various aspects of the organization

used to evaluate the performance of the organization as a whole, certain departments or even individuals

Program Evaluation and Review Technique (PERT)

used when developing the project schedule for very large, complex, and one time projects where usually no historical records are available to be reviewed

where time is a more important factor than the cost

systems theory

a system can be looked at as having inputs, processes, outputs and outcomes. systems share feedback among each of these four aspects of the systems

contingency theory

asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand

Chaos theory

recognizes that events are rarely controlled, managers have to work with the process and be flexible to changing circumstances

trait approach

one of the first systematic attempts to study leadership

people are born with it (intelligence, self-confidence, determination, integrity, sociability)

Skills approach

leader-centered perspective; shift from a focus on personality characteristics to an emphasis on skill and ability that can be learned and developed

style approach

emphasizes the behavior of the leader

leadership styles

can be learned, but is also partly a function of personality

Autocratic leadership

a leadership style illustrated by a leader who takes total control, assumes full authority, and takes full responsibility for the area managed

participative leadership

a commonly used leadership style in which the leader gathers information and seeks the opinions of colleagues and/or subordinates before taking action

democratic leadership

a style based on majority rules, in which decisions are made by the group rather than by the manager alone

consensus leadership

a style that requires that decisions or plans be made by a group and is based on all members working together until agreement is reached

managers

individuals found with organizations who can effectively manage finances, production, and purchasing but not be considered effective leaders

leaders

individuals who are considered good managers, work well with staff, and demonstrate respect, concern, and empathy for employees

intelligence, self-confidence, determination, integrity, sociability

what are the 5 main characteristics of a leader?

formal leader

a type of leader who is usually a manager and is recognized as one with a position and a title that reflect the individual’s status

informal leader

a type of leader who exhibits many characteristics of the formal leader but is not recognized as a leader by an organization and holds no title or authority

technical

knowledge about and proficiency in a specific type of work or activity

human

knowledge about and ability to work with people

conceptual

ability to work with ideas and concepts

hearing

a physical sense that is involuntary and passive and often done automatically without paying attention

listening

an active process that requires effort or attention from the listener; used to decode messages

sender

the person who creates and transmits a message to another person or people

encode

create a message and determine how it is to be sent

message

the information that is communicated by the sender to the receiver

channel

a communication pathway through which a message is transmitted

receiver

the person who gets the message from the sender

decode

decipher the message that was received