WELCOME
CHRM 2475
Leadership Principles
OH 1-1
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 1-2
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 1-3
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 1-4
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 1-5
Syllabus Review
 Course Information
 Course Assessment
 Schedule of Assignments
 Projects
 Optional Leadership Project
 Attendance Sheets
 Website: http://resource.mccneb.edu/ICA/default.shtm
OH 1-6
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 1-7
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 1-8
NRAEF ManageFirst Program
Competency Guide
IS REQUIRED FOR THIS COURSE
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
OH 1-9
NRAEF ManageFirst Program
Competency Guide
IS REQUIRED FOR THIS COURSE
Competency Guide Content
Management-focused
Application-based, not just
theory
Professional Profiles give
you a “sneak peek” into the
field
“Real world” activities
help build job skills
OH 1-10
NRAEF ManageFirst Program
Competency Guide
IS REQUIRED FOR THIS COURSE
How will this certificate help me?
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
OH 1-11
Academic Scholarship for NRAEF
ManageFirst Program® Students
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, 2009
Award amount: $2,000
Application and Instructions available at:
http://www.nraef.org/scholarships/managefirst/
OH 1-12
Let’s Take a Break
Please be back in 10 minutes
OH 1-13
The Dynamics of Leadership in the
Hospitality and Restaurant Industry
1
OH 1-14
1-14
 Hospitality and Restaurant Management
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 1-15
Test Your Knowledge
 Questions on page 2 of the Competency Guide
 Read the question and give your answer
OH 1-16
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 1-17
Management Resources
OH 1-18
 Labor
 Time
 Money
 Processes
 Products
 Tools
 Equipment
 Energy
Types of Management Styles
OH 1-19
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
Management vs. Leadership
OH 1-20
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
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 1-21
Qualities of Effective Leaders
 Provide directions.
 Lead consistently.
 Influence others.
 Foster teamwork.
 Motivate others.
 Coach and develop employees.
 Champion change.
OH 1-22
Qualities of Effective Leaders continued
Effective leadership means more than just “talking”
to staff members.
OH 1-23
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 1-24
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 1-25
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 1-26
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 1-27
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 1-28
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 1-29
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 1-30
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 1-31
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 1-32
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 1-33
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 1-34
Creating a Vision
 Describes what an organization wants to
become and why it exists
 Is driven by its value statements
OH 1-35
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 1-36
Flow of Values to Goals
OH 1-37
Creating Vision and Mission Statements
OH 1-38
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.”
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 1-39
Implement Vision and
Mission Statements continued
OH 1-40
How Would You Answer
the Following Questions?
OH 1-41
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.
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 1-42
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 1-43
Time Management Tactics
 Set goals.
 Plan activities.
 Make effective decisions.
 Delegate.
 Schedule effectively.
OH 1-44
Planning the Day’s Activities
 Spend time before
the workday begins to
plan necessary
activities.
OH 1-45
Professional Development
 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
OH 1-46
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 1-47
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 1-48
Methods for Continuing
Professional Development
 Certification
 Join professional organizations
 Read industry resources
 Networking
OH 1-49
Professional Development Opportunities
OH 1-50
How Would You Answer
the Following Questions?
OH 1-51
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)
Key Term Review
OH 1-52
 Certification
 Management
 Core values
 Mentor
 Delegation
 Mission statement
 Leadership
 Networking
Key Term Review continued
 Principles
 Time management
 Professional
 Value statement
development
 Stress
 Stress management
OH 1-53
 Vision statement
 Workplace ethics
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 1-54
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.
OH 1-55