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OH 1-1
WELCOME
CHRM 2475
Leadership Principles
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
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
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
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
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
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
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
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
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
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
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, 2009Award amount: $2,000Application and Instructions available at:http://www.nraef.org/scholarships/managefirst/
Academic Scholarship for NRAEF ManageFirst Program® Students
OH 1-13
Let’s Take a Break
Please be back in 10 minutes
OH 1-14
The Dynamics of Leadership in the Hospitality and Restaurant Industry
Hospitality and Restaurant Management
1OH 1-14
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.
OH 1-16
Test Your Knowledge
Questions on page 2 of the Competency Guide
Read the question and give your answer
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
OH 1-18
Management Resources
Labor
Money
Products
Equipment
Time
Processes
Tools
Energy
OH 1-19
Types of Management 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
OH 1-20
Management vs. Leadership
Manager Leader
Plans & Budgets Charts a course that provides direction
Oversees staffing Offers guidance and counsel
Solves problems Motivates and inspires a call to action
Maintains order Creates an environment for change
Writes reports, checklist, etc. Trains and teaches
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.
OH 1-22
Qualities of Effective Leaders
Provide directions.
Lead consistently.
Influence others.
Foster teamwork.
Motivate others.
Coach and develop employees.
Champion change.
OH 1-23
Effective leadership means more than just “talking” to staff members.
Qualities of Effective Leaders continued
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”
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
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??)
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
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
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
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 $$$
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.
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?
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?
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
OH 1-35
Creating a Vision
Describes what an organization wants to become and why it exists
Is driven by its value statements
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
OH 1-37
Flow of Values to Goals
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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.”
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.
OH 1-40
Implement Vision and Mission Statements continued
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.
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.
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.
OH 1-44
Time Management Tactics
Set goals.
Plan activities.
Make effective decisions.
Delegate.
Schedule effectively.
OH 1-45
Spend time before the workday begins to plan necessary activities.
Planning the Day’s Activities
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
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
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
OH 1-49
Methods for Continuing Professional Development
Certification
Join professional organizations
Read industry resources
Networking
OH 1-50
Professional Development Opportunities
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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)
OH 1-52
Key Term Review
Certification
Core values
Delegation
Leadership
Management
Mentor
Mission statement
Networking
OH 1-53
Key Term Review continued
Principles
Professional development
Stress
Stress management
Time management
Value statement
Vision statement
Workplace ethics
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.
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.
