Leaders Facilitate the Planning Process

HOSPITALITY AND RESTAURANT MANAGEMENT

OH 2-1

Explain basic principles of planning, with an emphasis on how employees can assist, and procedures useful in managing planning information.

Describe how a value statement, vision statement, and mission statement are developed and implemented.

State the importance of SMART goals in the planning process.

Review procedures for conducting a SWOT analysis.

CHAPTER LEARNING OBJECTIVES

Identify how restaurant and foodservice managers use long-range, business plans, marketing plans, and operating budgets and explain the relationship among these planning tools.

Explain the need to consider employees’ abilities and to use an organized process in implementing effective plans.

CHAPTER LEARNING OBJECTIVES

Let’s review the case study on page 35 Good leaders have loyal staff because they have involved them in the planning process A formal planning process is needed All information required must be available Planning must be done at the right organizational level Necessary resources must be committed to the process

PLANNING - REVISITED

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

SETTING THE RIGHT COURSE, CONT.

What do I Value?Looking at the list provided (or adding any as you wish),

Identify your top TEN Big RocksCompare each against each other to identify your Top 5 Big

Rocks

CREATING A VISION

Describes what an organization wants to become and why it exists

Is driven by its value statements

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

FLOW OF VALUES TO GOALS

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.”

http://www.businessethicsalliance.org/products-and-services/organizational-ethics-course/

PERSONAL MISSION STATEMENT

If you don’t set your goals based upon your Mission Statement, you may be climbing the ladder of success only to realize, when you get to the top,

You’re on the WRONG BUILDING!

~ Stephen Covey

7 Habits of Highly Effective People

Step 1- Identify an Influential Person in Your Life

Who has been one of the most influential people in your life?

Which qualities do you most admire in that person?

What qualities have you gained (or desire to gain) from that person?

PERSONAL MISSION STATEMENT, CONT.

Step 2- Define what you want to be, and do, and have

What do you want to be

What would you like to do

What would you like to have

PERSONAL MISSION STATEMENT, CONT.

Step 3- Define your Life RolesDefine up to 7 life roles.For each role project yourself forward in time and write a brief statement of how you would most like to be described in that role.

PERSONAL MISSION STATEMENT, CONT.

Role Statement

Step 4- Draft your Personal Mission Statement

Reflecting on your values (Big Rocks), life roles, what you want to be and do create a rough draft of your own Personal Mission Statement. Take this with you to continue to further refine, add to, delete, etc.

PERSONAL MISSION STATEMENT, CONT.

Step 5- EvaluateContinue to review and evaluate your draft mission statement and ask yourself some questions:

Does this represent the best that is within me?Do I feel direction, purpose, challenge and motivation when

I review this statement?Am I aware of the strategies and skills that will help me

accomplish what I have written?What do I need to start doing now to be where I want to be

tomorrow?

PERSONAL MISSION STATEMENT, CONT.

Step 6- Write a Permanent Draft

Keep the rough draft for awhile to revise and evaluate. Once you do have a permanent mission statement review it often until it becomes committed to memory and you can set goals and make decisions with that clarity.

PERSONAL MISSION STATEMENT, CONT.

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.

Another example: Chapter 2 resources\FNS Mission and Goals.jpg

Implement Vision and Mission Statements continued

What are goals and why are they important?

Statements of desired resultsGoals are like taking a trip-you need a map, a driver and a destinationWithout goals, an organization would not know if it achieved preferred situations.

GOALS

Think about what you want to accomplish:todaytomorrowthe rest of your lifepersonally and in your career

Establish long range and short term plans

GOALS

Provide directionProvide milestonesDivide activities into smaller partsClarify employee rolesMotivate and challenge employees

PURPOSES OF GOALS

SEQUENCE OF PLANNING TOOLS

FOCUS ON GOALS

LEVEL OF GOALS IN AN ORGANIZATION

Chapter 2 resources\FNS Goals and Strategies.jpg

Specific—to communicate what is expectedMeasurable—quantifiableAchievable—realisticRelevant—to the vision and missionTime bound—specific dates for accomplishment

SMART GOALS AND OBJECTIVES

A method to identify important goals by analyzingStrengthsWeaknessesOpportunitiesThreats

SWOT ANALYSIS

Long- Range Plan – 3 to 5 year goals and activities to move operation toward mission.

OTHER CONSIDERATIONS

Business Plan – 12 month goals and activities to move operation toward mission.

Breaks down long- range plan into parts to achieve within 12 months

OTHER CONSIDERATIONS, CONT.

Marketing Plan – 12 month - Specific activities designed to meet the revenue goals of the operationActivities designed to attract, retain and expand the customer

baseOperating Budget – Annual plan on expected revenue,

associated expenses and resulting profit. Outlined on an income statement and actual results are compared monthly (or weekly) against the plan.

OTHER CONSIDERATIONS, CONT.

PUTTING IT ALL TOGETHER

What are their current skills and knowledge?How well can teams work together?How much accountability should they have?How responsive are they to change?

CAN TEAMS AND INDIVIDUALS CONTRIBUTE TO GOALS?

All members of a team working together to accomplish a common goal:

A manager challenges the waitstaff to increase total appetizer sales by 10%. This is an example of a team objective to accomplish a team goal!

TEAM OBJECTIVES

These staff members are working on a project to help the restaurant.

CONTRIBUTING TO ORGANIZATIONAL GOALS

Step 1 – PlanningConsider goals that are critical.Each goal is a project with specific activities (steps) to be

completed.Consider task due dates, follow-up activities, responsibilities

and resources required.Determine how the project and its results

will be measured (benchmarks).Communicate the plan and goals to the whole team.Chapter 2 resources\FNS Manager CRA and PI's pg 1.jpgChapter 2 resources\FNS Manager CRA and PI's pg 2.jpg

ACHIEVING GOALS

Step 2 – ImplementationThis requires monitoring and charting each activity.Goals must be constantly reviewed to ensure plan stays on

track.Continue to communicate progress to team.Revise and update as necessary

ACHIEVING GOALS CONTINUED

Step 3 – Evaluate the PlanSince SMART goals are used, they can be measured.Results can be analyzed and compared to the goals.Communicate success.De-brief.Celebrate…………………………..

ACHIEVING GOALS CONTINUED

Recognize teams during staff meetings.Thank individuals during performance reviews.Be creative in considering ways to celebrate and recognize

successes.

CELEBRATE SUCCESS

Step 4 – Apply the ResultsEnsure employees know about changes implemented.Plan how changes will be announced.Provide feedback immediately and regularly.Support changes and be a ROLE MODEL.

ACHIEVING GOALS CONTINUED

Productivity Pyramid from Stephen CoveyAnother quote…………Seven Habits Profile

Chapter 2 resources\7_habits_profile.pdf

Because.. Failing to Plan IS

Planning to Fail…I’m too busy……………

ADDITIONAL THOUGHTS………….

1. Which of the following is a SMART goal?A. We will decrease employee accident rates.B. The entry-level employee turnover rate will decrease by 20% during the

next 6 months.

2. The first step in the process to achieve goals is ______.

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

AccountabilityBenchmarkDepartmental objectivesGoal Individual performance objectives

KEY TERM REVIEW

Measurable resultsObjectiveOrganizational goalsStrategic prioritySWOT analysisTeam objectives

KEY TERM REVIEW CONTINUED

Explain basic principles of planning Describe how a value statement, vision statement, and mission

statement are developed and implemented. State the importance of SMART goals in the planning process. Review procedures for conducting a SWOT analysis. Identify how restaurant and foodservice managers use long-

range, business plans, marketing plans, and operating budgets and explain the relationship among these planning tools.

Explain the need to consider employees’ abilities and to use an organized process in implementing effective plans.

CHAPTER LEARNING OBJECTIVES—WHAT DID YOU LEARN?