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Hospitality and Restaurant Management Dynamics of Leadership Chapter 1.

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Presentation on theme: "Hospitality and Restaurant Management Dynamics of Leadership Chapter 1."— Presentation transcript:

1 Hospitality and Restaurant Management Dynamics of Leadership Chapter 1

2 Learning Objectives After completing this chapter, you should be able to: Explain ways in which leadership and management differ. Review basic leadership qualities. Discuss basic management activities and management styles. Explain factors to consider to help ensure that decisions are ethical. Explain that managers have professional responsibilities.

3 Learning Objectives continued: After completing this chapter, you should be able to: Identify key elements in an effective time management plan. Explain procedures that are helpful when delegating work tasks. Review professional development planning and career- building activities. Describe the need for restaurant and foodservice managers to be active in their business communities.

4 Chapter 1 Dynamics of Leadership INTRODUCTION

5 Chapter 1 Dynamics of Leadership LEADERSHIP AND MANAGEMENT ARE DIFFERENT

6 Chapter 1 Dynamics of Leadership LEADERSHIP QUALITIES

7 Chapter 1 Dynamics of Leadership OVERVIEW OF THE MANAGEMENT PROCESS Planning Organizing Basic Management Activities Coordinating Staffing Directing Controlling Evaluating

8 Chapter 1 Dynamics of Leadership Basic Management Styles

9 Chapter 1 Dynamics of Leadership Factors Influencing the Use of Management Styles Implications for Managers

10 Chapter 1 Dynamics of Leadership LEADERSHIP ETHICS Ethics: A Foundation for Success A Closer Look at Ethical Decisions

11 Chapter 1 Dynamics of Leadership MANAGERS ARE PROFESSIONALS

12 Chapter 1 Dynamics of Leadership More About Professionalism

13 Chapter 1 Dynamics of Leadership Managers Must Maintain a Professional Relationship with Their Own Supervisors Technical Competence Is Important Legal Considerations

14 Chapter 1 Dynamics of Leadership TIME MANAGEMENT: KEEPING THINGS IN BALANCE Set Priorities Delegate to Manage Time Stress Management Concerns Time Management Concerns

15 Chapter 1 Dynamics of Leadership PROFESSIONAL DEVELOPMENT PRACTICES

16 Chapter 1 Dynamics of Leadership Continuous Improvement Is Essential

17 Chapter 1 Dynamics of Leadership Remember to Network

18 Chapter 1 Dynamics of Leadership RESTAURANT AND FOODSERVICE LEADERS AND THEIR COMMUNITY Managers Participate in Community Groups Managers Join Community Organizations

19 Chapter 1 Dynamics of Leadership - Summary 1. Explain ways in which leadership and management differ. Leadership focuses on the “what” and “why” of the organization, and management deals with the “how” that is needed to achieve the “what” and the “why.” Leadership involves long-term planning and directing the work of employees. Management activities involve shorter-term and often day-to-day activities to meet financial goals without losing sight of required standards. Both leadership and management activities are required to operate a successful establishment.

20 Chapter 1 Dynamics of Leadership - Summary 2. Review basic leadership qualities. Leadership involves inspiring and motivating employees to act in concert with the establishment’s vision and to attain its goals. Effective leaders provide direction, lead consistently, influence others, and foster teamwork. They also motivate, coach, and develop their employees and they are the champions of change within their organization.

21 Chapter 1 Dynamics of Leadership - Summary 3. Discuss basic management activities and management styles. Management is a process that involves several activities. Managers plan in order to define goals, determine how to achieve them, and develop ways to get work done. They organize as they develop and group work tasks, and they coordinate when they arrange group efforts in an orderly manner. Managers staff as they implement human resources tasks such as recruiting applicants, selecting qualified candidates, making job offers, and orienting and training staff members to their new positions. The management task of directing involves supervising employees, the task of controlling involves determining the extent to which the organization “keeps on track” of achieving goals, and the task of evaluating addresses whether plans are attained. Managers can use several management styles based on the situation and the employee involved. The best managers vary their management styles based on the situation.

22 Chapter 1 Dynamics of Leadership - Summary 4. Explain factors to consider to help ensure that decisions are ethical. Managers must determine that proposed decisions are legal and will not hurt anyone. Other factors include determining if the proposed decision best represents the company, will make anyone uncomfortable, and whether their decision will convey respect for others. Other factors may include the need to involve other persons and to ensure that the decision is fair and upholds the organization’s core values. Finally, decision makers can ask themselves if they would like to make their decisions public and whether their view of the situation may change over time.

23 Chapter 1 Dynamics of Leadership - Summary 5. Explain that managers have professional responsibilities. Professional managers share many characteristics with other professionals. They are concerned about doing their job as well as they can and trying to improve their profession in the process. They also understand the need to meet the reasonable expectations of their employees and supervisors.

24 Chapter 1 Dynamics of Leadership - Summary 6. Identify key elements in an effective time management plan. Managers should review activities that need to be completed, set priorities for those that are most important, and develop a daily plan to work on priority activities before doing others. Managers can also evaluate the success of their planning efforts to determine if their time management skills require further improvements.

25 Chapter 1 Dynamics of Leadership - Summary 7. Explain procedures that are helpful when delegating work tasks. A four-step delegation process is helpful. First, in the preparation phase, the manager should select the task to be delegated and determine how it will be monitored. Next, planning is needed to select the employee to whom the task will be delegated. Details of the task should be discussed with the employee, and procedures for determining the employee’s level of involvement must be determined. During the implementation phase, the task is assigned, and the manager monitors the situation as necessary to address any problems. Finally, the assessment and appreciation phase allows the manager to discuss the results, process, and lessons learned as well as provide a sincere “thank you” for a job well done.

26 Chapter 1 Dynamics of Leadership - Summary 8. Review professional development planning and career-building activities. Steps in developing a professional development plan include establishing professional goals, identifying learning activities, establishing a schedule, obtaining learning resources, and completing necessary training. Continuous learning and improvement are critical for managers to develop into effective leaders. Memberships in professional organizations and certifications are essential in a management’s development, as are continuous education courses and workshops. Other sources of industry information can be found in industry magazines and on the Internet.

27 Chapter 1 Dynamics of Leadership - Summary 9. Describe the need for restaurant and foodservice managers to be active in their business communities. Establishments and the community benefit when the manager is active in civic organizations such as the chamber of commerce and convention and visitors bureau. Managers who actively participate can provide advice to numerous organizations, and the networking that results can provide helpful information and even new business for their properties.

28 Chapter 1 Dynamics of Leadership Key Terms: Authority Formal power within an organization. Certification A process that requires an employee to demonstrate a high level of skill and to meet specific performance requirements by participating in a rigorous process to become certified. Controlling The basic management activity that involves determining the extent to which the organization keeps on track of achieving goals. Coordinating The basic management activity that involves arranging group efforts in the best way. Cross-functional teams A team of employees from different departments who consider problems that impact their areas and the operation as a whole. Delegation The process of assigning authority to employees to do work that a manager at a higher organizational level would otherwise do. Job description A listing of the tasks that a person working within a position must be able to perform.

29 Chapter 1 Dynamics of Leadership Key Terms continued: Job specification A listing of the personal requirements needed to successfully do the tasks listed on the job description. Leadership The ability to inspire and motivate employees to act in ways that are in line with the vision of an organization and that help accomplish its goals. Line position A position ranging from the establishment’s owner or manager, to department heads such as the kitchen or beverage manager, to entry-level employees such as servers and bartenders. Managing by walking around The process of moving around the restaurant or foodservice operation constantly, praising workers who perform well and correcting employees if work is not being done correctly. Management Using what you have to do what you want to do. Mentor Someone who can serve as a wise adviser for an employee. Negative discipline Actions that discourage improper worker behavior.

30 Chapter 1 Dynamics of Leadership Key Terms continued: Negligence A legal term that indicates a failure to use reasonable care as a manager, which is grounds for legal action. Networking A process in which several people build relationships to help with career advancement and keep updated about the industry. Organizational culture The beliefs, values, and norms shared by workers in the organization that are then passed on to new employees. Positive discipline Actions that encourage desired worker behavior. Professional development The actions people take to further their careers. Resources The food and beverage products, money, time, equipment, energy, and work methods that can be used to reach goals. Responsibility The obligation that workers have to their own bosses. Staffing The job of recruiting and selecting new workers, making job offers, and orienting the new employees.

31 Chapter 1 Dynamics of Leadership Key Terms continued: Staff position Technical, advisory specialists such as accountants and purchasing personnel whose jobs are to provide good advice to the actual decision makers employed in line positions. Standards Baselines of quality and quantity that can be compared to actual operating results. Stress management A process managers can use to identify what causes them stress in the workplace or in their personal lives. Time management Planning and using procedures and tools to increase a person’s efficiency and productivity. Unity of command principle The principle that each staff member should have only one boss. Workplace ethics Rules of appropriate behavior toward others at work.

32 Chapter 1 Dynamics of Leadership Chapter Images

33 Chapter 1 Dynamics of Leadership Chapter Images continued


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