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CHRM 2475Leadership Principles
Ground RulesWarm Up Activity Syllabus ReviewLeadership WebsiteNRAEF ManageFirst ProgramChapter One – The Dynamics of Leadership in the Hospitality and
Restaurant Industry
AGENDA
Be on time – start on timeAll cell phones, pagers and IPods should be turned to silent
during class….if it rings No Internet use during class, unless part of classroom activityAppreciate other points of view Respect others’ desire to learnEnd on time
GROUND RULES
Please fill out the following information on the index cardSide ONE
Name Phone Email Address
Side TWO Business affiliation & current position Hospitality industry background
INFORMATION CARD
Break into pairsInterview 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
WARM UP ACTIVITY
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
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
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
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
The MFP credential recognizes students as having the academic and practical knowledge they need to succeed in the restaurant, foodservice, and hospitality industry. To earn the MFP credential, students must:
• Pass four Core Credential exams and one Foundation/Elective exam
• Provide documentation for 800 hours of industry work experience
ManageFirst ProfessionalTM (MFP®) Credential
MCC offers classes that support the following courses:
NRAEF ManageFirst Core Credential TopicsCHRM 2475 Leadership – Hospitality and Restaurant ManagementCHRM 2460 Cost Management – Controlling Foodservice CostsCHRM 2470 Supervision – Hospitality Human Resources Management & SupervisionCHRM 1020 Sanitation – ServSafe® Food Safety
NRAEF ManageFirst Foundation TopicsCHRM 2480 Purchasing – Inventory and PurchasingCHRM 1550 Customer Service – Customer Service (beginning 13/FA)CHRM 2350 Nutrition – NutritionCHRM 2410 Marketing & Industry Perspectives – Hospitality & Restaurant MarketingCHRM 2465 Financial Management – Hospitality Accounting
ManageFirst Professional (MFP)
Course Information
Course Assessment
Schedule of Assignments
Projects
Attendance Sheets
U:\Leadership\CHRM 2475 - 4A Leadership Syllabus Spring 2013.doc
U:\Leadership\360 Project.doc
SYLLABUS REVIEW
QUESTIONS???
Syllabus Quiz/Contract
Dynamics of Leadership
HOSPITALITY AND RESTAURANT MANAGEMENT
OH 1-15
Explain ways in which leadership and management differ.Identify leadership behaviors.Discuss the importance of ethics and how to know if a decision is
ethical. Identify factors contributing to stress and how it can be reduced.Identify key elements in an effective time management plan.Explain procedures that are helpful when delegating work tasks.Describe the role of a mentor.Review professional development planning and career building
activities.
CHAPTER LEARNING OBJECTIVES
Is there is a difference? Let’s explore more……….
LEADERSHIP AND 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
WHAT IS MANAGEMENT?
LaborMoneyProductsEquipment
TimeProcessesToolsEnergy
MANAGEMENT RESOURCES
Planning Identifying goals, determining how to achieve the goals, and
developing ways to complete the workExamples: Writing a business plan for your restaurant
OrganizingArranging the work tasks in the most efficient wayExamples: Defining an organizational chart
CoordinatingDefining work groups and how they will work together most efficientlyExamples: Identifying span of control, authority and levels of
management
MANAGEMENT PROCESS/ACTIVITIES
ORGANIZATION CHART FOR A FULL-SERVICE HOTEL
(pg. 83)
OH – 5.3
OH- 25.1
ORGANIZATION OF SPORTS AND RECREATION FOODSERVICES IN A LARGE STADIUM
Staffing Recruiting, selecting, hiring, orienting and training Examples: writing job specifications, job descriptions, recruitment ads,
establishing effective orientation and training programs
Directing Motivating, supervising and monitoring employees Examples: administering reward and recognitions programs, defining and
consistently implementing disciplinary programs
MANAGEMENT PROCESS/ACTIVITIES, CONT.
Controlling Establishing standards, measuring results and implementing
action plans to achieve goals Examples: writing budgets, evaluating daily, weekly and
monthly results and identifying improvements Evaluating
Constantly reviewing management functions against standards and plans, i.e. employee performance, marketing, budget, etc.
Examples: conducting employee performance evaluations, reviewing marketing plan results, budget analysis, etc.
MANAGEMENT PROCESS/ACTIVITIES, CONT.
TYPES OF MANAGEMENT/LEADERSHIP STYLES
Management Style Description
Autocratic Characterized by a domineering individual who has ultimate authority over workers
Bureaucratic Characterized by regularized procedures, division of responsibilities, hierarchy, and impersonal relationships
Democratic Characterized by considering and treating others as equals; more participation in the tasks performed
Laissez-faire Characterized by noninterference; that is, letting people do as they decide
Situational LeadershipMost managers adapt their leadership style to the
situation and people with whom they are working Characteristics of the employees they are managing and
the type of work being done impact which style is usedThe organization’s culture influences the style used by
managers as well.
TYPES OF MANAGEMENT/LEADERSHIP STYLES, CONT.
Effective management is putting first things first. While leadership decides what “first things” are, it is management that puts them first, day-by-day, moment-by-moment. Management is discipline, carrying it out.
~ Stephen Covey
MANAGEMENT VS. LEADERSHIP
MANAGEMENT VS. 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.
LEADERSHIP
The Masters – Entrepreneur, March 2012
10 Leadership Lessons from the IBM Executive School – Forbes, March 2012
6 Habits of True Strategic Thinkers – Inc., March 2012
Five Leadership Lessons from James T. Kirk – Forbes, March 2012
Leader vs. Manager: What’s the Distinction? – Achieveglobal, 2010
A Leadership Job Description – Forbes, Sept. 2012
LEADERSHIP ARTICLE REVIEWS
QUALITIES OF EFFECTIVE LEADERS
Trait theories
Behavioral theories
Contingency theories
Transformational theories
MANY LEADERSHIP MODELS AND GURUS
Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the “Titanic”.
~ Stephen Covey
MANAGEMENT VS. LEADERSHIP
Effective leadership means more than just “talking” to staff members.
MANAGEMENT VS. LEADERSHIP
In order to discuss Ethics we need to understand- The rareness of teaching ethics The historical basis of common ethics
Early 20th century - 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”
ETHICS
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
ETHICS-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??)
EXAMPLES OF POSTMODERNISM
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
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 workplacesMany bosses have a hard time giving employees credit for well done
work
EXAMPLES, CONTINUED
Many employees work far less than the amount they are paid
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 ofWe have no positive heroes/role models
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 $$$
EXAMPLES, CONTINUED
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.
WORKPLACE ETHICS
HonestyIntegrityTrustworthinessLoyalty to organizationFairnessConcern and RespectCommitment to excellenceLeadershipReputation and moraleAccountability
ETHICAL PRINCIPLES
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?
IS AN ACTION OR BEHAVIOR ETHICAL?
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?
MORE QUESTIONS TO JUDGE ETHICAL BEHAVIOR
Corporate Code of ConductStarts with the interview → hiring → trainingModel expected behaviors → do what you sayUse clarity in words and actions, stay predictableBelieve in others and hold them accountable
ETHICAL ORGANIZATIONAL BEHAVIOR
MANAGERS ARE PROFESSIONALS
WHAT DO YOU EXPECT??
Effective communication is critical.
Meet regularly with your supervisor to discuss Progress on operational goals Review of business performance Feedback on own performance
YOU AND YOUR SUPERVISOR
Stress is a condition or feeling a person has when demands exceed what he or she has available to deal with them. System Employees Self
Stress management is a process used to identify what causes stress in the workplace and in one’s personal life and to apply various strategies to minimize its effects.
STRESS MANAGEMENT
Minimize unanticipated situations.
Involve employees in planning and scheduling.
Delegate work.
Manage by “walking around.”
Set realistic goals.
Identify company resources to assist.
STRESS MANAGEMENT TACTICS
Set goals.
Plan activities.
Make effective decisions.
Delegate.
Schedule effectively.
TIME MANAGEMENT TACTICS
Spend time before the workday begins to plan necessary activities.
Franklin Day-Timer Outlook iPhone Etc………
PLANNING THE DAY’S ACTIVITIES
Time Management Tool
Staff Development Tool
Succession Planning
Surround yourself with the best people you can find, delegate authority, and don't interfere.
~Ronald Reagan
Delegation – WHY?
Identify the task to be delegatedIdentify the correct person/team
The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.
~Theodore Roosevelt
Share the goal (SMART) Delegate the whole task ~ match level of responsibility with level of
authority
DELEGATION - BASICS
Delegation – to whom shall I delegate?
Assure understanding of the taskAppropriate adequate resources & supportEstablish regular follow-up or feedback times (assure availability)
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
~ George S Patton
Acknowledge completionReward performance
Delegation – Basics (continued)
Many people refuse to delegate to other people because they feel it takes too much time and effort and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is
~STEPHEN COVEY~
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
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 can be good mentors…..
MENTORS
METHODS FOR CONTINUING PROFESSIONAL DEVELOPMENT
Certification
Join professional organizations
Read industry resources
Networking
PROFESSIONAL DEVELOPMENT OPPORTUNITIES
Networking with other business leaders“Give back”, share ideas, work for community improvementChamber of CommerceConvention and Visitors BureauLobby efforts to represent industryCommunity benefits
HOSPITALITY LEADERS AND THEIR COMMUNITY
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)
HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?
• Explain ways in which leadership and management differ.
• Identify leadership behaviors.
• Discuss the importance of ethics and how to know if a decision is ethical.
• Identify factors contributing to stress and how it can be reduced.
Chapter Learning Objectives— What Did You Learn?
• Identify key elements in an effective time management plan.
• Explain procedures that are helpful when delegating work tasks.
• Describe the role of a mentor.
• Review professional development planning and career building activities.
Chapter Learning Objectives— What Did You Learn?
Due: Article Review for any topic discussed in Chapter 1Read Chapter 1 (as review for today) and Read Chapter
2 (in preparation for lecture) Review articles – 2 to 3 students to share Finish Chapter 1 – The Dynamics of Leadership Review questions Chapter 2 – Goal Setting Review questions
NEXT WEEK