Foodservice Management Principles And Practices 13th Edition June Payne Palacio, Monica Theis - Solutions

Who else would need to be consulted when making a decision on a college campus to do composting?
Are there food products that should not be composted?
What items, other than food waste, can be composted?
What signs need to be posted at the tray return area to inform customers of expectations for composting? What additional equipment would need to be purchased?
What is the difference between “front-of-the-house” composting and “back-of-thehouse composting? Should both be implemented? Why? Why not?
Would an outside contractor need to be employed to do the composting or could it be done on campus?
How can the odor generated by food waste be controlled?
To be effective, an educational program would need to be implemented. How would you suggest this be done?
Identify some of the most common energy “wasters” in a foodservice operation.
Describe how preventive maintenance and routine cleaning can reduce energy usage.
Compare and contrast energy use on an open-burner range versus a hot-top range.
In what ways do utility companies help foodservices to reduce energy use?
List and describe several ways in which air-conditioning costs can be controlled.
Why is solid waste management such a concern for today’s foodservice manager?
Give several specific examples of source reduction to control foodservice waste.
List and describe several solid waste management “tools” employed in the foodservice industry.
Describe the steps in the recycling of polystyrene.
What is it necessary to recycle No. 10 food cans? Why is it particularly important that foodservices recycle this product?
In addition to division of labor, what other tenets of the classical theory are evident in the organization design for the UW–Madison Dining and Culinary Services department?
Is this a line organization, staff organization, or a line and staff organization? Justify your answer.
To whom does the Dining and Culinary Services Director report?
If a foodservice worker has a complaint about his or her position, to whom should the employee go first to explain and resolve the issue?
Recalling Katz’s three skills of managers, describe which positions on the organization chart (Figure 13.5) will use each skill, predominantly, in performing the functions of the job specified by the position.
If advisory responsibility and lines of communication are shown with dotted lines, where on this organization chart would dotted lines be used?
What is not shown on this organization chart?
To whom do the assistant directors of Purchasing/Systems and catering managers report?
Who on the organization chart would be most affected by a change in procurement policy to buy more local products?
Describe how this organization chart depicts an interdependent, open system.
Where does organizational design fit on the systems model?
Discuss how concepts from the classical, human relations, and management science theories have been incorporated into the modern management theories today.
Give several examples of the application of human relations theory used today.
Describe the systems approach as it pertains to the management of a foodservice organization.Why is interdependency considered such a key concept in systems theory?
Discuss the statement: “A foodservice operation is an interdependent, open system.”
Explain how contingency theory is really a combination of many other theories.
How do strategic management and systems management differ? How are they alike?
Explain the difference between a line and a line and staff organization. What are the advantages and disadvantages of each?
What are the seven widely accepted functions of management? Compare and contrast the division of managerial work into functions versus roles.
List and briefly explain (or diagram) the relationship among Katz’s three managerial skills and the manager’s level in the organizational hierarchy.
List the steps required to establish an organizational structure.
Outline the sequence of steps required in an effective planning process. Where do you find some concepts from historical management theory applied to planning?
How do job descriptions, job specifications, and work schedules differ? For what purpose is each used?
As a new manager, how would you first go about earning the trust of your employees?
Make a daily checklist for yourself in order to make sure you effectively complete the routine supervision needed in your operation.
What changes or practices might you implement in terms of the menu in your new position?
Who would be impacted by these menu changes?
How would you go about implementing these changes?
In the area of service, suggest some ways that you might reduce the amount of employee turnover.
If the corporate mission statement is “We satisfy customers by serving high-quality food at reasonable prices while achieving a desired profit for the organization,” write a mission statement for your particular restaurant in the chain that is in concert with corporate’s statement.
As you transition into your new position, what style of leadership do you see yourself using?
If the key characteristics of a successful leader are a sense of responsibility, technical and professional competence, enthusiasm, communication skills, high ethical standards, flexibility, and vision, then assess your own strengths and weaknesses in terms of these characteristics. Which one do
What communication tools will you employ in effecting the changes you propose and to become a successful manager in this operation?
Explain the need hierarchy, achievement motivation, motivation-hygiene, operant conditioning, and expectancy theories of motivation. Describe one management strategy using each of these theories.
Compare and contrast the concepts of management and leadership.
Describe the difference between McGregor’s Theory X and Theory Y approaches to leadership.
Trace the history of leadership theories, and describe the contributions that each theory has made to the current approaches.
What is situational leadership?
Describe how the Tannenbaum-Schmidt continuum of manager behavior fits into a contingency theory of leadership.
Define the five types of leader power and give an example of the judicious use of each.
Define communication.
List the various modes of communication that are used in an organization and give an example of each.
List and briefly describe some of the barriers to good communication.
Describe some ways in which communication can be made a two-way process.
Identify some other techniques that may be used to improve communication.
Describe how social responsibility has been legally mandated.
Discuss a foodservice manager’s professional responsibilities.
Use the Web site USDA.gov to research this act. What are the specific provisions of the act?
Which provisions might potentially cause a decrease in participation rates?
Which provisions might increase food costs? Which might lower food costs?
Since participation rate is a key performance indicator (KPI) for a school foodservice, what are some ways you could improve your district’s participation rate?
Looking at the definitions of participation rate and food cost, describe how they are related?
How might Lean Six Sigma help to control food costs?
Draw a cause-and-effect fish diagram with the head of the fish being “Healthy/Appetizing School Lunch.”
What baseline data should you collect as you implement the act?
How might the TQM tool, benchmarking, be used in this situation?
If the upper quartile of schools in your district reports participation rates of 73 percent to over 85 percent and the lowest quartile reports 54 percent down to 11 percent, outline a Six Sigma model that could be used in this school district.
Why are issues such as performance improvement, productivity, and TQM so important in today’s work environment?
What are the goals of any performance improvement program?
How is performance improvement related to TQM?
Give some foodservice management examples of Quality Assurance measures, other than those given in the chapter.
What is one way of reducing variation in transformational activities within a foodservice operation that might result in performance improvement?
How does Six Sigma differ from the PDCA Cycle model of performance improvement?
What are primary goals of lean manufacturing?
Define productivity as it relates specifically to foodservice management.
Describe the quality of work life (QWL) concept. What are some key words that embody the QWL approach?
What are the overall objectives of work design?
List and briefly discuss some environmental factors that can minimize worker fatigue.
List and briefly explain the principles of motion economy.
What research could you do prior to spending money on a marketing program?
What are some other ways to market your foodservice, other than social media?
Think about your own campus foodservice operations. Do they do any marketing? And, if so, what are they using?
How effective is your campus marketing program? Evaluate what seems to have an impact on you personally.
What are the market segments for a college or university foodservice?
Is branding used in your university’s foodservice? If not, do you think it would be an effective way to increase revenue? If branding is used, do you think it is effective? Why or why not?
Suggest a marketing mix for the foodservice operation described in the case study.
Design a table tent that could be used to promote a special offering in this foodservice.
Suggest a way to evaluate the effectiveness of this table tent. Was it worth the cost incurred?
In what ways could your marketing program help to avoid the customer boredom that seems to occur in college or university foodservices?
What is marketing, and why is it referred to as a cyclical management function?
What is a target market? How can it be identified and segmented?
What are the elements of a marketing mix? What factors influence this mix in a given foodservice operation?

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Foodservice Management Principles And Practices 13th Edition June Payne Palacio, Monica Theis - Solutions

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