Modle 4: Management and Leadership

Prioritization of Patient Care by Dietitians

• Definition of Prioritization/Triaging:
  • Identifying criteria for determining how and when patients receive nutrition screening/assessment by dietitians or nutrition professionals.
  • Objective: Manage time/resources efficiently, ensuring timely and safe patient care.
• Importance of Triaging:
  • Ensures accountability in decisions about patient care.
  • Minimizes risk of missing patients who need care.
• Policy Development:
  • Organizations develop unique policies/procedures based on population and resources.
  • Tools like decision trees, matrices, or guidelines help classify nutrition risk.
• Classification of Nutrition Risk:
  • Risks classified as High, Moderate, or Low, each with specific timeframes for assessment.
  • Responsible professionals for care determined (dietitian vs. nutrition assistant).
• Professional Judgment in Dietetics:
  • Despite structured tools, dietitians must utilize their professional judgment in patient assessment.
  • Reference: Cohen, D. (2015). What is Professional Judgment?

Quality in Food Service

1. Definition of Quality:
   • Quality refers to characteristics of products/services that satisfy needs; a quality product is free from defects.
2. Components of TQM (Total Quality Management):
   • Change processes, not people.
   • Focus on customer satisfaction.
   • Empower employees.
   • Use team approaches for changes.
   • Implement sequential control steps.
   • Commitment to long-term organizational improvement.
3. Benchmarking:
   • Comparing performance to best practices in the field; a tool for identifying improvement areas and enhancing quality management.
4. Six Sigma and Reengineering:
   • Six Sigma: Data-driven approach aiming for fewer than 3.4 defects/million opportunities.
   • Reengineering: Focuses on complete business processes rather than isolated practices, aiming to improve quality and efficiency.

Deming’s 14 Points for Quality Improvement

1. Focus on purpose in product improvement.
2. Adopt a new quality philosophy.
3. Reduce reliance on inspection.
4. Avoid supplier selection based solely on price.
5. Pursue constant improvement in processes.
6. Provide comprehensive on-the-job training.
7. Prioritize quality over production quantity.
8. Promote an environment free from fear.
9. Encourage collaborative efforts across departments.
10. Eliminate slogans and numerical quotas.
11. Remove obstacles hindering employee pride in workmanship.
12. Abandon performance reviews based on numerical quotas.
13. Implement self-improvement education programs for all.
14. Mobilize all employees towards achieving improvement goals.

Foodservice Management Principles

1. Roles of a Foodservice Manager:
   • Integrate resources to meet objectives via planning, organizing, staffing, leading, and controlling.
2. Management Roles and Functions:
   • Interpersonal: Relationships (figurehead, leader, liaison).
   • Informal: Monitor, disseminator, spokesperson roles.
   • Decisional: Entrepreneur, disturbance handler, resource allocator, negotiator.
3. Human Resources Management:
   • Division of work can be vertical (hierarchical) or horizontal (emphasizes communication and collaboration).

Management Skills Required in Foodservice

• Three skill categories from Katz:
  • Technical Skills: Knowledge of production methods and equipment.
  • Human Skills: Understanding interpersonal dynamics.
  • Conceptual Skills: Ability to see the organization as a whole and recognize interdependencies between parts.

Leadership and Job Satisfaction

1. Differences Between Leadership and Management:
   • Managers organize and control; leaders create motivating environments.
2. Job Satisfaction & Organizational Citizenship Behaviors:
   • Happy employees engage more in positive behaviors that enhance efficiency.
3. Theory X vs. Theory Y:
   • Theory X assumes employees need oversight and motivation by fear.
   • Theory Y focuses on motivation through self-direction and satisfaction.

Traits and Styles of Leadership

• Traits of Effective Leaders:
  • Character, charisma, commitment, communication, competence, courage, discernment, focus, etc.
• Situational Leadership Style:
  • Leadership behavior depends on context; flexibility is key to effectiveness.

Human Resource Planning in Foodservice

1. HR Planning Process:
   • Anticipate staffing needs and manage employee transitions effectively.
2. Controlling Labor Costs:
   • Effective recruitment, orientation, training, and performance appraisals are vital for managing costs and improving productivity.
3. Staffing Variables:
   • Operational factors, meal numbers/types, preparation time, and operational hours impact staffing needs.

Financial Resources and Budgeting in Foodservice

1. Financial Terms Definitions:
   • Auditing: Independent review of financial records.
   • Depreciation: Allocation of asset costs over its useful life, calculated as: (cost - salvage\, value)/years\, of\, useful\, life.
   • Materiality Principle: Only disclose significant information that affects financial statement users.
   • Assets and Liabilities: Resources and debts of a company.
   • Capital Budget: Expenditures for improvements/extensions.
   • Time Value of Money: $1 today is worth more than $1 in the future.
2. Operating Ratios:
   • Measure financial success, e.g., analyzing food/beverage sales relative to total sales.
3. Fixed Costs and Break-even Point:
   • Break-even point involves total costs equaling revenues, influenced by fixed costs.

Marketing in Foodservice

1. Marketing Environment:
   • Encompasses legal, political, economic, and competitive factors affecting marketing strategies.
2. Marketing Concept:
   • Organization should meet customer needs effectively. This aligns with foodservice goals to deliver quality.
3. Marketing Mix Segmentation:
   • Product, price, place, promotion factors driven by customer preferences represented through geographic, demographic, psychographic, etc., segmentation.