Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 11 - Jack E. Miller, John R. Walker, Karen Eich Drummond
lượt xem 4
download
Chapter 11 - Planning and organizing. This chapter presents the following content: The nature of planning, types of plans and planning, planning for change, planning your own time, organizing for success.
Bình luận(0) Đăng nhập để gửi bình luận!
Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 11 - Jack E. Miller, John R. Walker, Karen Eich Drummond
- Chapter 11 Planning and Organizing • The Nature of Planning • Types of Plans and Planning • Planning for Change • Planning Your Own Time • Organizing for Success 1
- The Nature of Planning • Planning: looking ahead to chart the best courses of future action. • Strategic planning: Long range planning to set organizational goals, objectives, and policies to determine strategies, tactics, and programs for achieving them. – Top management makes strategic plans. – Middle Management makes annual plans (to implement the above). – For supervisors the planning period is usually a week, day, or shift ( to deal with daily work). 2
- The Management Process • Plan what is to be done • Organize how it is to be done including staffing and coordinating • Direct the work that is to be done • Control or evaluate what has been done 3
- The Planning Process • Define the purpose or problem and set objectives • Collect and evaluate data relevant to forecasting the future (focus on the present) • Develop alternative courses of action • Decide on the best course of action • Carry out the plan4
- Forecasting • Forecasting: Predicting future needs on the basis of historical data, present conditions, and assured future. • Forecasting controls staffing, purchasing, and production decisions. • Forecasting is a very important function! 5
- The Risk Factor • You reduce risk when you collect relevant data and apply it to your forecast. • In some foodservices the degree of certainty about tomorrow is high. • Contingency Plan: Reduce risk by having a alternate plan in reserve. • Keeping records can reduce the risks for repetitive situations. • Consulting with people that have more experience also can help to reduce risk. 6
- Qualities of a Good Plan • Provides a workable solution and meets the stated objectives. • Is comprehensive; it raises all relevant questions and answers them. • Minimizes the degree of risks. • Is specific as to time, place, supplies, tools, etc. • Is flexible (can be adapted to a change in the situation). 7
- Types of Plans and Planning • Standing Plan: established routine, formula, or set of procedures designed to be used in a reoccurring situation. • They standardize actions so the supervisors need to manage is reduced to seeing that workers meet standards and dealing with unexpected events known as management by exception. • Potential drawback: Rigidity, must make them flexible enough to deal with daily realities. • These plans must be updated regularly. 8
- The Single Use Plan • A one time plan developed for a single occasion or purpose. • The amount of time you spend on it depends on its nature and importance. • Often its purpose is a major change of some sort or budgets. 9
- DaybyDay Planning • Top priority of the first line supervisor. • Primary concern is what is to be done, who will be doing it, and adjusting various standing plans. • Plan before the day begins. • Establish routines simplify planning. • Whenever possible reduce risks by increasing predictability. 10
- Planning for Change • Define problem and set objectives • Gather past, present, and probable future data • Evaluate pros and cons, generate alternatives • Make the nessicary decisions • Implement the plan 11
- Planning for Change • Planning for change must be done carefully and thoroughly. • It is very much like making other plans but the main differences are the extent of forecasting, the degree of risk, and providing for the impact of the change. 12
- Workers Response and Resistance • Workers respond to change through: resistance, insecurity, anxiety, resentment of personal losses, and rumors. • How to deal with resistance to change: – Establish open communication – Emphasize advantages (avoid overselling) – Involve the workers in planning and carrying out change 13
- Planning Your Own Time • Track your present time use, and analyze your use of time. • Get rid of activities that waste your time (socializing, poor organization, procrastination, etc.). • Set priorities. • Initiate longrange solutions. • Set aside regular periods of time without interruption for interviews, etc. 14
- Organizing • Lack of organization is a major contributor to crisis. • A wellorganized and efficient unit is one in which: – Lines of authority and responsibility are clearly drawn—and observed. – Jobs, procedures, and standards are clearly defined—and followed. – People know what to do and how to do it—and they do it. – Standards of quality, quantity, and performance are clearly set—and met. 15
- Organizing for Success • Organizing: setting things up to run efficiently • Step 1:Clarify how you an your job fit into the organization • Step 2: Investigate possible sources of problems – Chain of command – Job content and procedures – Evaluation and controls – Standing plans • Step 3: Evaluate the situation • Step 4: Plan for improvement 16
CÓ THỂ BẠN MUỐN DOWNLOAD
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 9 - Jack E. Miller, John R. Walker, Karen Eich Drummond
21 p | 61 | 4
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 10 - Jack E. Miller, John R. Walker, Karen Eich Drummond
23 p | 41 | 3
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 5 - Jack E. Miller, John R. Walker, Karen Eich Drummond
21 p | 55 | 3
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 13 - Jack E. Miller, John R. Walker, Karen Eich Drummond
14 p | 35 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 12 - Jack E. Miller, John R. Walker, Karen Eich Drummond
19 p | 33 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 7 - Jack E. Miller, John R. Walker, Karen Eich Drummond
21 p | 38 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 6 - Jack E. Miller, John R. Walker, Karen Eich Drummond
28 p | 40 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 3 - Jack E. Miller, John R. Walker, Karen Eich Drummond
18 p | 49 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 2 - Jack E. Miller, John R. Walker, Karen Eich Drummond
14 p | 34 | 2
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 8 - Jack E. Miller, John R. Walker, Karen Eich Drummond
17 p | 44 | 1
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 4 - Jack E. Miller, John R. Walker, Karen Eich Drummond
16 p | 36 | 1
-
Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 1 - Jack E. Miller, John R. Walker, Karen Eich Drummond
16 p | 37 | 0
Chịu trách nhiệm nội dung:
Nguyễn Công Hà - Giám đốc Công ty TNHH TÀI LIỆU TRỰC TUYẾN VI NA
LIÊN HỆ
Địa chỉ: P402, 54A Nơ Trang Long, Phường 14, Q.Bình Thạnh, TP.HCM
Hotline: 093 303 0098
Email: support@tailieu.vn