1. OH 1-1 WELCOME CHRM 2475 Leadership Principles

2. OH 1-2 Agenda Ground Rules Warm Up Activity Syllabus Review Leadership Website NRAEF ManageFirst Program Chapter One – The Dynamics of Leadership in the Hospitality and Restaurant Industry

3. OH 1-3 Ground Rules Be on time – start on time All cell phones, pagers and IPods should be turned off during class No Internet use during class, unless part of classroom activity Appreciate other points of view Respect others’ desire to learn End on time

4. OH 1-4 Information Card Please fill out the following information on the index card Side ONE Name Phone Email Address Side TWO Business affiliation & current position Hospitality industry background

5. OH 1-5 Warm Up Activity Break into pairs Interview each other – 2-3 minutes each person Name, Occupation, What is one characteristic of the best leader you have worked for or known Introduce each other to the group

6. OH 1-6 Syllabus Review Course Information Course Assessment Schedule of Assignments Projects Optional Leadership Project Attendance Sheets Website: http://resource.mccneb.edu/ICA/default.shtm

7. OH 1-7 Optional Leadership Project In place of Book Report First-come, First-serve project working with the ICA High School Culinary Invitational Volunteer recruitment staffing and management Individual Leadership Project

8. OH 1-8 NRAEF ManageFirst Program Competency Guide IS REQUIRED FOR THIS COURSE How can this book help me?  Part of a certificate program  Industry-driven  Resume builder

9. OH 1-9 Who is the NRAEF?  Educational arm of the National Restaurant Association  Bridge between academia and industry  Work with over 60,000 restaurant, hospitality and foodservice members companies NRAEF ManageFirst Program Competency Guide IS REQUIRED FOR THIS COURSE

10. OH 1-10  Management-focused  Application-based, not just theory  Professional Profiles give you a “sneak peek” into the field  “Real world” activities help build job skills Competency Guide Content NRAEF ManageFirst Program Competency Guide IS REQUIRED FOR THIS COURSE

11. OH 1-11  Validated by over 200 restaurant, foodservice and hospitality organizations  Resume builder  Tangible accomplishment  Can give you a hiring advantage over peers who didn’t use ManageFirst How will this certificate help me? NRAEF ManageFirst Program Competency Guide IS REQUIRED FOR THIS COURSE

12. OH 1-12  Undergraduate students are eligible to apply for this scholarship who have earned at least one ManageFirst certificate (not including ServSafe ® Food Safety and ServSafe Alcohol ® ) and are studying culinary arts and/or foodservice management.  Application deadlines: March 31, 2009  Award amount: $2,000  Application and Instructions available at:  http://www.nraef.org/scholarships/managefirst/ http://www.nraef.org/scholarships/managefirst/ Academic Scholarship for NRAEF ManageFirst Program ® Students

13. OH 1-13 Let’s Take a Break Please be back in 10 minutes

14. OH 1-14 The Dynamics of Leadership in the Hospitality and Restaurant Industry Hospitality and Restaurant Management 1 OH 1-14

15. OH 1-15 Chapter Learning Objectives Identify leadership behaviors. Discuss the importance of ethics and how to know if a decision is ethical. Describe how vision, mission, values, and goals affect job performance. Identify factors contributing to stress and how it can be reduced. Identify key elements of time management. Describe the role of a mentor. Explain common professional development opportunities.

16. OH 1-16 Test Your Knowledge Questions on page 2 of the Competency Guide Read the question and give your answer

17. OH 1-17 What Is Management? The ability to plan, organize, direct, staff, control, and evaluate the functions in a foodservice organization to attain goals The art & science of getting things done

18. OH 1-18 Management Resources Labor Money Products Equipment Time Processes Tools Energy

19. OH 1-19 Types of Management Styles Management StyleDescription AutocraticCharacterized by a domineering individual who has ultimate authority over workers BureaucraticCharacterized by regularized procedures, division of responsibilities, hierarchy, and impersonal relationships DemocraticCharacterized by considering and treating others as equals; more participation in the tasks performed Laissez-faireCharacterized by noninterference; that is, letting people do as they decide

20. OH 1-20 Management vs. Leadership ManagerLeader Plans & BudgetsCharts a course that provides direction Oversees staffingOffers guidance and counsel Solves problemsMotivates and inspires a call to action Maintains orderCreates an environment for change Writes reports, checklist, etc.Trains and teaches

21. OH 1-21 Leadership The ability to inspire and motivate employees to behave in accordance with the vision of an organization and to accomplish the organization’s goals.

22. OH 1-22 Qualities of Effective Leaders Provide directions. Lead consistently. Influence others. Foster teamwork. Motivate others. Coach and develop employees. Champion change.

23. OH 1-23 Effective leadership means more than just “talking” to staff members. Qualities of Effective Leaders continued

24. OH 1-24 ETHICS In order to discuss Ethics we need to understand- The rareness of teaching ethics The historical basis of common ethics Belief in God was common Belief in common values and standards Situation ethics of the later part of the 20th century- sometimes referred to as “postmodernism”

25. OH 1-25 ETHICS-Postmodernism Postmodernism Little reliance on “Faith” Little reliance on shared values Lot of reliance on “me” Lot of reliance on “feelings” Little reliance on “truth-searching” in life More reliance on experience than reason and logic A belief that all belief systems are valid No “common” belief system in society

26. OH 1-26 Examples of Postmodernism (from the book “The Day America Told the Truth, which is based on extensive research) In the 50’s and 60’s there was a moral consensus-now-- 74% say they would steal from someone who would not miss it (how will this affect you as a manager??)

27. OH 1-27 Examples Continued 64 % will lie if they perceive it will hurt no one 53% will cheat on their spouse No leader in the political, religious, business, or education worlds was graded higher than a C+ 93% say they, and no one else determines what is right morally

28. OH 1-28 EXAMPLES Continued Profit has surpassed most all goals driving many companies Greed is prevalent at the top, in many businesses Loyalty is often non-existent in many workplaces Many bosses have a hard time giving employees credit for well done work

29. OH 1-29 EXAMPLES Continued Many employees work far less than the amount they are paid for one example 5.4 of 8.5 hours on the job was actually worked Drug and alcohol use on the job is far reaching Religion is made fun of We have no positive heroes/role models

30. OH 1-30 EXAMPLES CONTINUED We have a lack of real leaders- in public life in the workplace few people want to give much, but want a lot in return- and no one wants to work too hard leaders are to be visionary, honest, inspirational, risk-takers, and willing to serve managers are just functional people hired to make $$$

31. OH 1-31 Workplace Ethics The standards of conduct or set of values and principles an individual or organization applies to work Codes of ethics help to remove the “guess work” about what is right or wrong behavior.

32. OH 1-32 Is an Action or Behavior Ethical? Will it hurt anyone? Does it represent the company? Does it make anyone uncomfortable? Does it convey respect for others? Have others been asked for their perspectives about the situation?

33. OH 1-33 More Questions to Judge Ethical Behavior Is the decision fair & just based on the circumstances? Does the decision uphold the organization’s core values? Can I tell the decision to my boss, family, and society? How would others like it if the decision was disclosed? Will my position be valid over a long period of time?

34. OH 1-34 Setting the Right Course Core Values Are a company’s key elements of operation Serve as a foundation for developing a vision statement and mission statement Drive value statements—the standards by which an organization operates

35. OH 1-35 Creating a Vision Describes what an organization wants to become and why it exists Is driven by its value statements

36. OH 1-36 Mission Statement Refines the vision statement through stating the purpose of the organization by communicating goals to its employees and customers Provides a source of accountability for the organization

37. OH 1-37 Flow of Values to Goals

38. OH 1-38 Creating Vision and Mission Statements 1. Consider core values. 2. Seek input from stakeholders. 3. Write a draft of the vision statement and mission statement. 4. Review with stakeholders. 5. Distribute copies of final documents. 6. Reinforce them as a reminder of “Why employees work for the organization.”

39. OH 1-39 Implement Vision and Mission Statements Begin during orientation. Be sure that training materials emphasize the statements. Post for all staff to see. Document in employee handbooks. Discuss at employee meetings.

40. OH 1-40 Implement Vision and Mission Statements continued

41. OH 1-41 How Would You Answer the Following Questions? 1. The ________ management style considers and treats others as equals. 2. Standards of conduct or a set of values that apply to work are called ________. 3. The set of standards by which an organization operates is its ________. 4. A ________ defines the vision statement and includes the organization’s purpose.

42. OH 1-42 Stress Management Stress is a condition or feeling a person has when demands exceed what he or she has available to deal with them. Stress management is a process used to identify what causes stress in the workplace and in one’s personal life and to minimize its effects.

43. OH 1-43 Stress Management Tactics Minimize unanticipated situations. Involve employees in planning and scheduling. Delegate work. Manage by “walking around.” Set realistic goals. Identify company resources to assist.

44. OH 1-44 Time Management Tactics Set goals. Plan activities. Make effective decisions. Delegate. Schedule effectively.

45. OH 1-45 Spend time before the workday begins to plan necessary activities. Planning the Day’s Activities

46. OH 1-46 Professional development is the sum of activities that people undertake to meet goals and/or to further their career. Written plan Assessment of professional goals Assessment of skills/ experiences needed Timeline Self-evaluations Professional Development

47. OH 1-47 Mentors A mentor is someone who can provide valuable career advice to a less experienced person. Ideally, a mentor should have a higher position in the company and be willing to serve in the mentoring capacity. Supervisors

48. OH 1-48 You and Your Supervisor Effective communication is critical. Meet regularly with your supervisor to discuss Progress on operational goals Review of business performance Feedback on own performance

49. OH 1-49 Methods for Continuing Professional Development Certification Join professional organizations Read industry resources Networking

50. OH 1-50 Professional Development Opportunities

51. OH 1-51 How Would You Answer the Following Questions? 1. What is the single most powerful activity to help save time in the restaurant? 2. A _____ can play the role of the wise advisor for you. 3. Certification programs are usually administered by a government agency. ( True/False ) 4. It’s possible to have professional development opportunities on the job. ( True/False )

52. OH 1-52 Key Term Review Certification Core values Delegation Leadership Management Mentor Mission statement Networking

53. OH 1-53 Key Term Review continued Principles Professional development Stress Stress management Time management Value statement Vision statement Workplace ethics

54. OH 1-54 Chapter Learning Objectives— What Did You Learn? Identify leadership behaviors. Discuss the importance of ethics and how to know if a decision is ethical. Describe how vision, mission, values, and goals affect job performance. Identify factors contributing to stress and how it can be reduced.

55. OH 1-55 Chapter Learning Objectives— What Did You Learn? continued Identify key elements of time management. Describe the role of a mentor. Explain common professional development opportunities.