Welcome
Hospitality Supervision
CHRM 2470
Agenda
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Ground Rules
Information Card
Warm Up Activity
Syllabus Review
• Chapter 1: Restaurant and Foodservice
Operations are Labor-Intensive
Ground Rules
• Be on time – start on time
• All cell phones at mute/turned off during
class, if it rings………..I will answer !
• No Internet use during class, unless part of
classroom activity
• Appreciate other points of view
• Respect others’ desire to learn
• End on time
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
Warm Up Activity
• Break into pairs, someone you do not know
• Interview each other for introductions
• Please share with the class the following:
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–
–
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Name
Program of study
Life beyond school (work, family, etc.)
Tell the class about the best supervisor you ever
had (characteristics/skills)
Syllabus Review
&
•The Institute for the Culinary Arts is “teaming up” with the National Restaurant Association
Educational Foundation (NRAEF) to provide a double benefit for our students.
•By using the Competency Guide offered by the NRAEF, and using the Certification exam as the
final exam for this course, the student benefits twice!
• If you complete the Certification Exam with a score of 75% or higher, and complete the
requirements of this course, you will receive college credit for the course and certification in
Hospitality Human Resources Management and Supervision through the NRAEF ManageFirst
Program.
•The next couple of slides tell some of the benefits of the ManagaFirst Program.
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
Metropolitan Community College
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
Metropolitan Community College
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
Metropolitan Community College
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
Metropolitan Community College
ManageFirst ProfessionalTM (MFP®) Credential
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 Professional (MFP)
MCC offers classes that support the following courses:
NRAEF ManageFirst Core Credential Topics
CHRM 2475 Leadership – Hospitality and Restaurant Management
CHRM 2460 Cost Management – Controlling Foodservice Costs
CHRM 2470 Supervision – Hospitality Human Resources Management & Supervision
CHRM 1020 Sanitation – ServSafe® Food Safety
NRAEF ManageFirst Foundation Topics
CHRM 2480 Purchasing – Purchasing
CHRM 2465 Foodservice Financial Management – Hospitality Accounting
CHRM 2350 Nutrition – Nutrition
Additional Info - COMMERCIAL
 Inclement Weather Policy
 2013 ICA High School Culinary
Invitational
Calling all Volunteers!!
OH 1-14
Let’s Take a Break
Please be back in 15 minutes
OH 1-15
Restaurant and Foodservice
Operations Are Labor-Intensive
1
OH 1-16
1-16
 Hospitality Human Resources Management and
Supervision
Chapter Learning Objectives
After completing this chapter, you should be able to:
 Explain management activities and how
evolving employee expectations can
influence managers as they facilitate the
work of their employees.
 Describe strategies for facilitating the work
of employees.
 Explain how skills, abilities, leadership style,
and corporate culture impact a
manager’s human resources activities.
 Identify the benefits of and procedures for
promoting employee diversity within
restaurant and foodservice operations.
OH 1-17
Chapter Learning Objectives continued:
After completing this chapter, you should be able to:
 Define diversity and identify benefits of a




OH 1-18
diverse workplace
List categories of people protected from
discrimination by federal law.
Define stereotypes, prejudices, and cultural
tendencies, and indicate how they affect a
workplace
Recognize practices that promote workplace
diversity and cross-cultural interaction and
communication.
Explain the importance of ethical decision
making; the role of codes of ethics in
restaurant and foodservice operations; and
tasks involved in developing, implementing,
and enforcing codes of ethics.
Case Study
 Let’s review the Case Study on page 3 of the
text book
 What do you think about the kitchen manager’s
analysis of the situation?
 What are some points Jeremy should make in
his next meeting with the kitchen manager?
OH 1-19
Management of Human Resources Is
Important
OH 1-20
Management of Human Resources Is
Important continued
 Pre-Management Activities
 Define goals
 Policies and Procedures
 Establish strategies
 Define ways to get the work done
OH 1-21
Management of Human Resources Is
Important continued
 Initial Operation Activities
 Organization of tasks and duties
 Determining how and by whom
 Coordination of resources
 Staffing opportunities
 Job/Position descriptions & specification
 Recruit the right candidates
OH 1-22
Management of Human Resources Is
Important continued
 Secondary Operation Activities
 Supervision of process and team
 Directing, planning and facilitating
 Controlling and keeping on track of
established goals
OH 1-23
Management of Human Resources Is
Important continued
 Post-Management Activity
 Evaluate and assessment:
 Are goals attained
 Evaluate employee performance
OH 1-24
Management of Human Resources Is
Important continued
 Prime Expenses/Cost
 Approximately 65% of the Operating Budget
 Labor
 Food and Supplies
 On-going supervision and management required
for both for the business to survive
 Typically managers and supervisors spend
more time on staff-related issues than any other
activity.
OH 1-25
Employment Cycle
OH 1-26
Changing Employee Expectations
OH 1-27
Changing Employee Expectations
continued
 Employees may have different perceptions
about work
 What influences their perception?
 How does this change the way you manage?
OH 1-28
Managers Facilitate Their
Employees’ Work
 What is the definition of facilitate?
 How can managers help in preparing their team
for the work at hand?
 Is there a difference between ‘leaders’ and
managers?
OH 1-29
Managers Facilitate Their
Employees’ Work continued
 Leadership Factors:
 Provide Direction
 Lead Consistently
 Influence Others
 Foster Teamwork
 Motivate Others
 Coach & Develop employees
 Champion Change
OH 1-30
Managers Facilitate Their
Employees’ Work continued
 Supervision Skills and Abilities
OH 1-31
Managers Facilitate Their
Employees’ Work continued
 Financial management
 Quality management
 View problems as opportunities
OH 1-32
Leadership Styles
OH 1-33
Leadership Styles continued
 Which specific types of food service operations
might each of these styles work best and why?
 Autocratic
 Bureaucratic
 Democratic
 Laissez-Faire
OH 1-34
Corporate Culture
 What comes to mind when you think of the
‘Corporate Culture’
 Is this a good or bad thing - from your
perspective?
OH 1-35
Corporate Culture continued
 Employers of Choice
 Employees are treated with respect and
dignity
 Emphasize careers rather than jobs
 Employees are treated as an asset
 Jobs are continually challenging
 Work-Life Flexibility
 Low turnover rate
OH 1-36
Corporate Culture continued
OH 1-37
Actions to improve Employer of Choice status
 Hire the right people
 Provide ongoing training and development
 Understand/listen to employees
 Take action to keep employees involved and
engaged
OH 1-38
What Is Diversity?
 Differences among people (employees, vendors,
and guests)
 All people must be treated equally without
regard to race, color, national origin, or any
other trait related to that person’s role at the
foodservice operation.
OH 1-39
Diversity
 Thinking about what you heard in your
introductions alone……..
List the differences among the students in this
class
OH 1-40
Bases of Possible Differences
Between People
 Gender
 Age
 Group affiliation
 Physical/learning
abilities
OH 1-41
 Physical/mental
disabilities
 Nationality
 Ethnic background
 Skill level
Bases of Possible Differences
Between People continued
 Sexual orientation
 Political references
 Physical appearance
 Career goals
 Economic level
 Religion
 Skin color
 Race
 Educational level
OH 1-42
Benefits of a Diverse Working
Environment
 Creates a more enjoyable and productive
workplace
 Attracts more customers
 Increases the labor pool
 Improves legal protection
OH 1-43
Avoiding Illegal Discrimination
 Definition—Making an arbitrary distinction
between job applicants or employees on any
employment action on the basis of any personal
characteristic protected under federal, state, or
local laws
 Employers cannot create or allow a hostile
environment based on protected characteristics.
OH 1-44
Federally Protected Personal
Characteristics
OH 1-45
 Race
 Age (forty or over)
 Color
 Disability
 Religion
 Military service
 Sex
 Pregnancy
 National origin
 Citizenship
Federal Equal Opportunity
Employment Laws
 The ten federally protected characteristics are
called “protected categories.”
 Individuals who share a federally protected
characteristic are called federally protected
classes (groups).
 Persons in federally protected classes (groups)
along with all other persons cannot be
discriminated against.
OH 1-46
Other Anti-Discrimination
Requirements
 Additional rules affect businesses contracting
with the federal government and operations that
accept federal grants or funds.
 State and some local laws may also address
equal employment opportunity.
OH 1-47
How Would You Answer
the Following Questions?
OH 1-48
1.
The task of recruiting potential employees
occurs (before/after) they are screened.
2.
How many federally protected characteristics
comprise the “protected categories” in federal
equal opportunity employment laws?
3.
The best way to ensure compliance with all
laws is to treat everyone equally. (True/False)
4.
Personal characteristics that are addressed in
equal opportunity employment laws are
referred to as federally protected ______.
Let’s Define Terms!
 Stereotypes—generalizations about particular
groups of people that assume all members of
the group are the same
 Prejudice (bias)—general attitude about a
person or group based on a judgment unrelated
to abilities
 Cultural tendencies—common ways of acting,
based on beliefs and habits shared by persons
in a group
OH 1-49
Activity
 Let’s list together how we might “describe” each of the following:
 Doctors
 Baptists
 Muslims
 African-Americans
 Plumbers
 Secretaries
 Computer professionals
 Short-Order cooks
 New Englanders
 Texans
OH 1-50
Diverse Employees Working as a
Team
This diverse group of restaurant employees work together
as a team in a welcoming environment.
OH 1-51
Prejudice and Stereotypes Affect
the Workplace
 Problems of prejudice and stereotypes counter
the benefits of diversity.
 Actions may be contrary to law.
 Results can create a culture of distrust and
frustration.
OH 1-52
Negative Effects of Prejudice
Limits the labor pool
Increases turnover; lowers morale
Stifles new ideas, talents, and perspectives
Increases conflict and misunderstanding
Decreases productivity
Decreases profitability
Decreases customer service
Increases likelihood of discrimination claims and
litigation
OH 1-53
Positive Effects of Diversity
Increases the labor pool
Promotes the operation as a viable employer
Encourages new ideas, talents, and perspectives
Encourages appreciation of other cultures
Creates a positive work environment
Builds business with new customers
Creates an environment where a diverse group of customers is
comfortable
Fulfills regulatory guidelines
OH 1-54
Promoting Diversity
 Step 1 – Recruit for diversity.
 Recruitment of members of minority
groups should be an active process.
 A recruiting goal should be to employ a
diverse workforce.
 Candidates will not be judged by
immutable characteristics.
OH 1-55
Promoting Diversity continued
 Step 2 – Increase cross-cultural interaction.
 Develop a mission statement that
emphasizes diversity.
 Develop policies/procedures driven by the
mission statement.
 Implement aggressive recruiting practices.
 Assure that managers model expected
behavior.
 Conduct diversity training sessions.
OH 1-56
Promoting Diversity continued
 Additional ways to increase cross-cultural
interaction
 Improve communication.
 Assist employees with literacy problems.
OH 1-57
Promoting Diversity continued
 Step 3 – Educate employees and set
expectations.
 Employees must be educated about
behaviors that are and are not acceptable
in the workplace.
 The Equal Employment Opportunity
Commission requires the posting of
notices about laws prohibiting
discrimination.
 Continuing education about the value of
diversity and the encouragement of
tolerance should be ongoing.
OH 1-58
Promoting Diversity continued
 Step 4 – Address issues and accountability.
 Look for signs of behavior or elements of a
hostile environment.
 Stop discriminatory behavior as soon as it
is seen or heard about.
 Hold employees accountable for their
behavior.
 Remember the long-range goal; focus on
correcting employees’ behavior.
OH 1-59
Ethical Concerns
 Ethics relates to rules or principles that help
define what is right and what is wrong
 Does something have to be illegal to be wrong?
OH 1-60
Ethical Concerns continued
 Managers should Lead by Example!
 Basic principals managers should follow:
 Trustworthiness
 Loyalty to organization
 Fairness
 Concern and respect
 Commitment to excellence
 Reputation and morale
 Accountability
OH 1-61
Code of Ethics
 Code of Ethics is a written set of guidelines to
indicate the preferred behavior of an
establishment employees.
 Code might include the following topics:
 Overview
 Responsibilities to: customers, employees,
community & society, vendors
 Employees to Employer and vise versa
 Violations to the code
OH 1-62
Code of Ethics continued
 In business, if an action is legal and profitable, is
it therefore ethical?
 What is an example of an action that is legal and
profitable but not ethical?
 In what specific ways can ethical behavior “cost”
a manager and his or her operation?
 In what specific ways can ethical behavior
“benefit” a manager and his or her operation?
OH 1-63
How Would You Answer
the Following Questions?
OH 1-64
1.
Stereotypes can produce _______, which is a
general attitude toward a person or group
based on judgments unrelated to abilities.
2.
Discriminatory treatment, including
harassment, is _______.
3.
Recruiting a diverse staff is typically all that is
necessary to foster positive cross-cultural
interaction. (True/False)
4.
Teasing can be a sign of a hostile work
environment. (True/False)
Key Terms:
 Authority The power to direct the work of
employees.
 Autocratic (leadership style) A leadership style
in which the manager generally makes
decisions and resolves problems without input
from employees.
 Bureaucratic (leadership style) A leadership
style that relies on rules, regulations, policies,
and procedures.
 Code of ethics A formal statement developed
by an operation that explains how its
employees should relate to each other and to
the persons and groups with whom they
interact.
OH 1-65
Key Terms: continued
 Competitive advantage A strategy, tactic,
or process that is not offered by a
competitor of an establishment.
 Controlling Keeping an establishment on
track to achieve goals.
 Corporate culture The shared beliefs,
experiences, and standards that
characterize a company.
 Democratic (leadership style) A
leadership approach that encourages
employees to participate in the decisionmaking process.
OH 1-66
Key Terms: continued
OH 1-67

Discrimination The act of treating persons
unequally for reasons that do not relate to their
abilities, including race, color, religion, gender,
national origin, age, and mental or physical
abilities.

Diversity The concept that people are unique with
individual differences and variations in race,
ethnicity, gender, socioeconomic status, age, and
physical abilities, among others.

Employer of choice A company that is a desired
place of employment because employees are
treated with dignity and respect.

Ethics The rules or principles that help define what
is right and what is wrong.
Key Terms: continued
 Evaluating Assessing the extent to which plans
are attained, and identifying issues or
problems.
 Job description A description of the tasks a
person in a position must be able to perform.
 Job specification A listing of the personal
requirements such as skills and abilities
needed to successfully perform tasks in a
position.
 Laissez-faire (leadership style) A leadership
style in which the manager does not direct
work but instead delegates most decisions.
OH 1-68
Key Terms: continued
 Morale The feelings that employees have
about their employer, their workplace, and
other aspects of the operation.
 Orientation program A formal plan for
welcoming new employees and teaching
them general information that all staff
members must know.
 Prejudice A general attitude toward a person,
group, or organization based on judgments
unrelated to abilities or reality, also called
bias.
 Quality The consistent production and
delivery of products and services according
to expected standards.
OH 1-69
Key Terms: continued
 Sexual harassment Unwelcome sexual
advances, sexual favor requests, and
other verbal or physical conduct that is
sexual in nature and may create an
offensive, intimidating, or hostile work
environment.
 Span of control The number of employees
that can be supervised by one person.
 Staffing The process of finding the right
people for the job.
 Quality The consistent production and
delivery of products and services
according to expected standards.
OH 1-70
Key Terms: continued
 Sexual harassment Unwelcome sexual
advances, sexual favor requests, and
other verbal or physical conduct that is
sexual in nature and may create an
offensive, intimidating, or hostile work
environment.
 Span of control The number of employees
that can be supervised by one person.
 Staffing The process of finding the right
people for the job.
 Quality The consistent production and
delivery of products and services
according to expected standards.
OH 1-71
Key Terms: continued
 Sexual harassment Unwelcome sexual
advances, sexual favor requests, and
other verbal or physical conduct that is
sexual in nature and may create an
offensive, intimidating, or hostile work
environment.
 Span of control The number of employees
that can be supervised by one person.
 Staffing The process of finding the right
people for the job.
 Stereotype A belief about particular
groups that assumes all members of that
group are the same.
OH 1-72
Key Terms: continued
 Supervising Planning for and
facilitating the work of employees,
also called directing.
 Turnover The rate at which
employees leave an operation and
are replaced with new employees.
 Vision An idea about what an
organization would be like if it were
ideal.
OH 1-73
Next Week
 Read Chapters 1 & 2
 Article Review: Restaurant & Foodservice
Operations are Labor Intensive
 Project: Written Summary of Business
1 page description of the business you will be designing
in the development of a Human Resource Plan.
Include name of company, hours of operation,
seats/beds/rooms or other unit of volume or size,
general location and any theme or genre that would
define your operation.
OH 1-74