Htm 3050 week 3 class notes

Supervision and Training Hans van Wees [email_address]

Planning, Job Analysis, Job Description, and Organizing What does planning mean to you?

The Nature of Planning Mission driven: Once the mission & goals have been set the next step is planning the appropriate human resources to meet or exceed the goals.

Levels of Planning Top Level: Makes long-range strategic plans. This includes setting organizational mission, goals, & strategies to meet or exceed the goals, & policies. This level of planning is called strategic planning .

Levels of Planning Middle managers with long-range plans typically make annual plans (& sometimes plan for longer periods). These plans carry forward the strategies, tactics, & programs of the strategic plans within a manager’s own function & area of responsibility.

Levels of Planning As plans move down through channels to first-line supervisors at the operating level, management translates them into specific supervisory duties & responsibilities. Here the planning period is typically 1 month, 1 week, 1 day, or 1shift. Plans deal with getting daily work done.

Exercise Types of plans in hotels/restaurants

The Planning Process Steps Define the goal, purpose or problem & set goals. Collect & evaluate data relevant to forecasting the future. Develop alternative courses of action. Decide on the best course of action. Carry out the plan. Control & evaluate results.

Goals & Goal Setting A goal is a desired outcome for individuals, groups, or entire organizations. Goals should be relevant to the vision & mission, specific, clear, challenging yet achievable & made with employee input. Goals should also be written down along with strategies for how to reach the goals.

Goals & Goal Setting Goals are set in each of the key result areas of a business: HR, marketing, finance, operations, product, & service quality. HR goals include but are not limited to labor costs, staffing levels, guest service, training, employee compensation & benefits, employee turnover. Goal setting is an important because it establishes “ where we are now & where we want to go & when we want to be there. ”

Goals & Goal Setting Goals have 4 key ingredients: Goals should be specific & measurable . Goals should have time limits . Participation . Performance feedback . Benchmarking: the search (amongst competitors) for the best method of doing something & implementing the method to improve performance & meet or exceed goals.

SWOT Analysis Strengths, weaknesses, opportunities, & threats (SWOT) analysis. This forces management to look carefully & objectively at strengths & weaknesses (internal) & opportunities & threats (external) aspects of its operation to identify areas of opportunity & concern. A major goal of a SWOT analysis is to identify core competencies.

Forecasting Find out what happened in the past to estimate what will happen today. If no conditions change, you can predict what can reasonably be expected to happen in the future. Controls staffing, purchasing, & production decisions.

Managing Risk The future is always more-or-less uncertain. You reduce the degree of uncertainty, the risk , when you collect the relevant data & apply it to your forecast. If you have less than 1% of the relevant data, conditions are completely uncertain & the degree of risk is 99%.

The Risk Factor In some foodservices the degree of certainty about tomorrow is high (nursing home, cruises). Airline catering is preplanned according to number of seats reserved & is updated as boarding passes are issued. Hotel occupancy is also fairly predictable, since most people make reservations ahead. In planning repetitive work, most of the data are known or predictable, the risk factor is low. You can reduce the risk by having an alternative plan in reserve (a contingency plan), keeping records, & consulting with people with more experience .

Qualities of a Good Plan Provides a workable solution to the original problem & meets the objectives. Is comprehensive; raises all relevant questions & answers them. Minimizes the degree of risk necessary to meet the objectives. Is specific as to time, place, supplies, tools, & people. Is flexible/can be adapted.

Standing Plans Established routines, formulas, blueprints, or procedures used in recurring/repetitive situations (i.e. daily reports, procedures manual, recipe). Any standing plan will simplify a supervisor’s task of planning & organizing. If the situation recurs every day, the supervisor’s need to manage is reduced to seeing that the workers meet the standards set & to dealing with the unexpected events. This is known as management by exception . Most workers are happier with standing plans than they are being dependent on the supervisor. Large companies usually have them, but smaller operations may not.

Standing Plans Every hospitality operation must have standing plans & policies for dealing with matters affecting health & safety (i.e. sanitation, fires, & accidents). The law requires such plans. Usually, they consist of 2 parts: preventive routines & standard emergency procedures.

Standing Plans Standing plans have certain potential drawbacks: Rigidity. Changes often evolve in practice but written plans are not kept up to date.

Single-Use Plans One-time plan developed for a single occasion. Often, the purpose of a single-use plan is a major change of some sort. For such changes the planning must be very thorough. The risks must be carefully assessed & the effects of each alternative weighed carefully. May involve a change in the way the work is done Sometimes a supervisor is required to make a departmental budget, another kind of single-use plan. A budget is an operational plan for the income & expenditure of money by the department for a given period. Preparing the budget requires forecasting costs of labor, food products, supplies, & so on.

Day-by-Day Planning Planning the day’s work has top priority for the first-line supervisor. Examples: Purchasing Scheduling may be planned by the week & updated daily as necessary.

Day-by-Day Planning Some advice: Plan before the day begins. Make it a regular routine. Established routines simplify planning but do not take its place entirely. Wherever possible, reduce risks by increasing predictability (more facts) & flexibility (more options).

Management by Objectives (MBO) Planning goal setting. Employees jointly set goals & plan strategies as to how to meet or exceed them. Progress toward the goals is monitored & rewards are given for outstanding performance.

Management by Objectives (MBO) 5 key ingredients in an MBO program: Goal specificity Participation Time limits Who will do what Performance feedback

Planning for Change Most people resist change. Change upsets the environment, routines, habits, & relationships, it creates anxiety & insecurity in those affected. People also resist change if it means a loss for them: less status, less desirable hours, etc.

Planning for Change The 1 st essential for dealing with resistance to change is a climate of open communication & trust. Workers must feel free to express their feelings. Don’t oversell the change. Your people should feel that you want to make the change as easy for them as possible. Involve your workers in planning & carrying out the change. People will respond positively to being included in planning changes that concern them.

Case Study Case study: Dealing with change

Dealing with change Describe a situation at work or at home where you were faced with change

Dealing with change What was your initial reaction, or of those around you? How did you deal with this change? What was the outcome? What worried you most?

5 Steps of dealing with change Define problem and set objectives Gather relative data from past, present what future might be What alternatives are there? What are their pros and cons? What risks and benefits does each have?

5 Steps of dealing with change 4. Choose alternative most suitable weighing off: Risk versus benefit Economics Feasibility Acceptability Meeting objectives

5 Steps of dealing with change 5. Implement the plan (what may be involved? Training? Meetings?

Planning your own time http://www.youtube.com/watch?v=u4S8rQaOupU&playnext=1&list=PL6FAA287E7A69331A

Planning Your Own Time There is never enough private time for planning & reflective thinking. There are never enough long blocks of time in which to plan your time. Your job requires that you spend the time in your day in several different ways. There are certain parts of the day when the job controls your time, when customer needs & demands are high, you must be at the disposal of anyone & everyone who needs you.

Planning Your Own Time If you analyze the ways in which you spend your time now, you can probably find ways to spend it better. Keep a running log for at least 1 typical day, several if possible. Next, see what the record shows. Total the time you spent in each activity, & divide by the number of days to figure your daily average for each. Get rid of activities that waste time or are not worth the time they take.

Planning your own time Exercise: http://www.studygs.net/schedule/

5 Major Reasons for High Turnover & Low Productivity 1. Workers don’t know what they are supposed to be doing. 2. They don’t know how they are supposed to be doing it. 3. They don’t know how well they are doing it. 4. The supervisor has not given them any direction. 5. They have a poor relationship with the supervisor.

Job Description Describes the job as a whole. Performance standards: what how to How well are you doing it

Job Description Job Title: the name of a job. Job Summary: a brief summary of the major duty & purpose of this job. Units of Work: work sequences that together comprise the content of the given job. Job Setting: conditions under which the job will be done. Social Environment: the extent of interpersonal interaction required to perform the job.

Organizing for Success Long-range plans that will help you solve time problems will also result in your unit running more efficiently & effectively. Setting everything up to run efficiently is organizing . Keeping it running efficiently & effectively is managing.

Organizing for Success A well-organized & efficient unit is one in which: Lines of authority & responsibility are clearly drawn & observed. Jobs, procedures, & standards are clearly defined & followed. People know what to do & how to do it & they do it. Standards of quality, quantity, & performance are clearly set & met.

Organizing for Success Set out to organize things better: Find out what you need to know about your own job. Find out where poor organization is causing problems. Chain of command Job content & procedures Training Evaluation & controls Standing plans Plan what you will do to improve the organization & efficiency of your operation. © 2010 John Wiley & Sons, Inc

Next class Recruitment, Selection and Orientation Compensation Read: Chapter 4 Homework: Page 141 review questions 1, 3, 4, 8 and 9 Time management exercise: http://www.studygs.net/schedule/

Htm 3050 week 3 class notes

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Htm 3050 week 3 class notes