CHRM 2475Leadership Principles

Ground RulesWarm Up Activity Syllabus ReviewLeadership WebsiteNRAEF ManageFirst ProgramChapter One – The Dynamics of Leadership in the Hospitality and

Restaurant Industry

AGENDA

Be on time – start on timeAll cell phones, pagers and IPods should be turned to silent

during class….if it rings No Internet use during class, unless part of classroom activityAppreciate other points of view Respect others’ desire to learnEnd on time

GROUND RULES

Please fill out the following information on the index cardSide ONE

Name Phone Email Address

Side TWO Business affiliation & current position Hospitality industry background

INFORMATION CARD

Break into pairsInterview 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

WARM UP ACTIVITY

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

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

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

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

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 ProfessionalTM (MFP®) Credential

MCC offers classes that support the following courses:

NRAEF ManageFirst Core Credential TopicsCHRM 2475 Leadership – Hospitality and Restaurant ManagementCHRM 2460 Cost Management – Controlling Foodservice CostsCHRM 2470 Supervision – Hospitality Human Resources Management & SupervisionCHRM 1020 Sanitation – ServSafe® Food Safety

NRAEF ManageFirst Foundation TopicsCHRM 2480 Purchasing – Inventory and PurchasingCHRM 1550 Customer Service – Customer Service (beginning 13/FA)CHRM 2350 Nutrition – NutritionCHRM 2410 Marketing & Industry Perspectives – Hospitality & Restaurant MarketingCHRM 2465 Financial Management – Hospitality Accounting

ManageFirst Professional (MFP)

Course Information

Course Assessment

Schedule of Assignments

Projects

Attendance Sheets

U:\Leadership\CHRM 2475 - 4A Leadership Syllabus Spring 2013.doc

U:\Leadership\360 Project.doc

SYLLABUS REVIEW

QUESTIONS???

Syllabus Quiz/Contract

Dynamics of Leadership

HOSPITALITY AND RESTAURANT MANAGEMENT

OH 1-15

Explain ways in which leadership and management differ.Identify leadership behaviors.Discuss the importance of ethics and how to know if a decision is

ethical. Identify factors contributing to stress and how it can be reduced.Identify key elements in an effective time management plan.Explain procedures that are helpful when delegating work tasks.Describe the role of a mentor.Review professional development planning and career building

activities.

CHAPTER LEARNING OBJECTIVES

Is there is a difference? Let’s explore more……….

LEADERSHIP AND 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

WHAT IS MANAGEMENT?

LaborMoneyProductsEquipment

TimeProcessesToolsEnergy

MANAGEMENT RESOURCES

Planning Identifying goals, determining how to achieve the goals, and

developing ways to complete the workExamples: Writing a business plan for your restaurant

OrganizingArranging the work tasks in the most efficient wayExamples: Defining an organizational chart

CoordinatingDefining work groups and how they will work together most efficientlyExamples: Identifying span of control, authority and levels of

management

MANAGEMENT PROCESS/ACTIVITIES

ORGANIZATION CHART FOR A FULL-SERVICE HOTEL

(pg. 83)

OH – 5.3

OH- 25.1

ORGANIZATION OF SPORTS AND RECREATION FOODSERVICES IN A LARGE STADIUM

Staffing Recruiting, selecting, hiring, orienting and training Examples: writing job specifications, job descriptions, recruitment ads,

establishing effective orientation and training programs

Directing Motivating, supervising and monitoring employees Examples: administering reward and recognitions programs, defining and

consistently implementing disciplinary programs

MANAGEMENT PROCESS/ACTIVITIES, CONT.

Controlling Establishing standards, measuring results and implementing

action plans to achieve goals Examples: writing budgets, evaluating daily, weekly and

monthly results and identifying improvements Evaluating

Constantly reviewing management functions against standards and plans, i.e. employee performance, marketing, budget, etc.

Examples: conducting employee performance evaluations, reviewing marketing plan results, budget analysis, etc.

MANAGEMENT PROCESS/ACTIVITIES, CONT.

TYPES OF MANAGEMENT/LEADERSHIP 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

Situational LeadershipMost managers adapt their leadership style to the

situation and people with whom they are working Characteristics of the employees they are managing and

the type of work being done impact which style is usedThe organization’s culture influences the style used by

managers as well.

TYPES OF MANAGEMENT/LEADERSHIP STYLES, CONT.

Effective management is putting first things first. While leadership decides what “first things” are, it is management that puts them first, day-by-day, moment-by-moment. Management is discipline, carrying it out.

~ Stephen Covey

MANAGEMENT VS. LEADERSHIP

MANAGEMENT VS. 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.

LEADERSHIP

The Masters – Entrepreneur, March 2012

10 Leadership Lessons from the IBM Executive School – Forbes, March 2012

6 Habits of True Strategic Thinkers – Inc., March 2012

Five Leadership Lessons from James T. Kirk – Forbes, March 2012

Leader vs. Manager: What’s the Distinction? – Achieveglobal, 2010

A Leadership Job Description – Forbes, Sept. 2012

LEADERSHIP ARTICLE REVIEWS

QUALITIES OF EFFECTIVE LEADERS

Trait theories

Behavioral theories

Contingency theories

Transformational theories

MANY LEADERSHIP MODELS AND GURUS

Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the “Titanic”.

~ Stephen Covey

MANAGEMENT VS. LEADERSHIP

Effective leadership means more than just “talking” to staff members.

MANAGEMENT VS. LEADERSHIP

In order to discuss Ethics we need to understand- The rareness of teaching ethics The historical basis of common ethics

Early 20th century - 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”

ETHICS

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

ETHICS-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??)

EXAMPLES OF POSTMODERNISM

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

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 workplacesMany bosses have a hard time giving employees credit for well done

work

EXAMPLES, CONTINUED

Many employees work far less than the amount they are paid

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 ofWe have no positive heroes/role models

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 $$$

EXAMPLES, CONTINUED

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.

WORKPLACE ETHICS

HonestyIntegrityTrustworthinessLoyalty to organizationFairnessConcern and RespectCommitment to excellenceLeadershipReputation and moraleAccountability

ETHICAL PRINCIPLES

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?

IS AN ACTION OR BEHAVIOR ETHICAL?

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?

MORE QUESTIONS TO JUDGE ETHICAL BEHAVIOR

Corporate Code of ConductStarts with the interview → hiring → trainingModel expected behaviors → do what you sayUse clarity in words and actions, stay predictableBelieve in others and hold them accountable

ETHICAL ORGANIZATIONAL BEHAVIOR

MANAGERS ARE PROFESSIONALS

WHAT DO YOU EXPECT??

Effective communication is critical.

Meet regularly with your supervisor to discuss Progress on operational goals Review of business performance Feedback on own performance

YOU AND YOUR SUPERVISOR

Stress is a condition or feeling a person has when demands exceed what he or she has available to deal with them. System Employees Self

Stress management is a process used to identify what causes stress in the workplace and in one’s personal life and to apply various strategies to minimize its effects.

STRESS MANAGEMENT

Minimize unanticipated situations.

Involve employees in planning and scheduling.

Delegate work.

Manage by “walking around.”

Set realistic goals.

Identify company resources to assist.

STRESS MANAGEMENT TACTICS

Set goals.

Plan activities.

Make effective decisions.

Delegate.

Schedule effectively.

TIME MANAGEMENT TACTICS

Spend time before the workday begins to plan necessary activities.

Franklin Day-Timer Outlook iPhone Etc………

PLANNING THE DAY’S ACTIVITIES

Time Management Tool

Staff Development Tool

Succession Planning

Surround yourself with the best people you can find, delegate authority, and don't interfere.

~Ronald Reagan

Delegation – WHY?

Identify the task to be delegatedIdentify the correct person/team

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

~Theodore Roosevelt

Share the goal (SMART) Delegate the whole task ~ match level of responsibility with level of

authority

DELEGATION - BASICS

Delegation – to whom shall I delegate?

Assure understanding of the taskAppropriate adequate resources & supportEstablish regular follow-up or feedback times (assure availability)

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

~ George S Patton

Acknowledge completionReward performance

Delegation – Basics (continued)

Many people refuse to delegate to other people because they feel it takes too much time and effort and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is

~STEPHEN COVEY~

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

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 can be good mentors…..

MENTORS

METHODS FOR CONTINUING PROFESSIONAL DEVELOPMENT

Certification

Join professional organizations

Read industry resources

Networking

PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Networking with other business leaders“Give back”, share ideas, work for community improvementChamber of CommerceConvention and Visitors BureauLobby efforts to represent industryCommunity benefits

HOSPITALITY LEADERS AND THEIR COMMUNITY

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)

HOW WOULD YOU ANSWER THE FOLLOWING QUESTIONS?

• Explain ways in which leadership and management differ.

• Identify leadership behaviors.

• Discuss the importance of ethics and how to know if a decision is ethical.

• Identify factors contributing to stress and how it can be reduced.

Chapter Learning Objectives— What Did You Learn?

• Identify key elements in an effective time management plan.

• Explain procedures that are helpful when delegating work tasks.

• Describe the role of a mentor.

• Review professional development planning and career building activities.

Chapter Learning Objectives— What Did You Learn?

Due: Article Review for any topic discussed in Chapter 1Read Chapter 1 (as review for today) and Read Chapter

2 (in preparation for lecture) Review articles – 2 to 3 students to share Finish Chapter 1 – The Dynamics of Leadership Review questions Chapter 2 – Goal Setting Review questions

NEXT WEEK