Culinary Leadership Test Units 1-3

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Culinary Leadership Test Units 1-3
2014-09-10 20:50:40
Culinary Leadership
Culinary Leadership units 1-3
Culinary Leadership Units 1-3
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  1. What is a supervisor's role and responsibilities?
    • A supervisor is anyone who manages people who make products &/or perform services. His/her responsibilities include:
    • The output of the people supervised
    • The quality and quanitity of the products and services
    • Meeting the needs of the employees by motivating and stimulating proper job performance
  2. What is the difference between a first line and working supervisor?
    • First line leads and manages hourly employees. Their focus is on supervision.
    • A Working Supervisor performs tasks of hourly employees. Their focus is on work as well as supervising workers
  3. Be able to explain the concept of "Boomerang Management"
    This occurs when management reverts from a manager's point of view to an employee's point of view; you've got to stay in charge.

    If you try and manage from an employees point of view, they'll take advantage of you.
  4. Know the 4 main functions of management
    Planning, Organizing, Leading, and Controlling
  5. Compare and contrast "opportunity thinkers" and "obstacle thinkers"
    When faced with a challenge, opportunity thinkers concentrate on creative ways to deal with the circrumstances

    Obstacle thinkers think about why the situation is impossible to retreat.
  6. Compare and contrast legitimate and reward power.
    Legitimate power is derived from and individual's position in an organization.

    Reward power is derived from and individual's control over reward.
  7. Compare and contrast Coercive vs. Expert power.
    Coercive is derived from an individual's ability to threaten negative outcomes

    Expert is derived from and individual's personal charisma and the respect and admiration the individual inspires.
  8. Be able to describe autocratic, bureaucratic, democratic, and laissez-faire leadership styles.
    • Autocratic- Needs of employees come second. Supervisor makes decisions without input from staff, gives orders and expects them to be obeyed.
    • Bureaucratic- Leading "by the book", relies on rules, regulations and procedures for decisions. Appropriate for when employees can be permitted no discretion in the decisions to be made.
    • Democratic- Almost the reverse of autocratic. The supervisor wants to share and consult w/the group in decision making. Informs employees about all matters concerning them. Laissez-Faire- The hands-off approach. The supervisor does as little as possible and delegates all power and authority to employees
  9. Compare directed and supportive behavior
    • Directed - Telling employees exactly what you want done, as well as when, where, and how to do it. The focus is to get the job done.
    • Supportive- Showing care and support for your employees by praising, encouraging, and involving them in decision making, and helping them reach solutions. This is best to use when and employee lacks commitment to the job.
  10. Compare/contrast the directing, coaching, supporting, and delegating styles of leadership
    • Directing is high on directive, but low on supportive behaviors
    • Coaching is high both both directive and supportive
    • Supporting is high on supportive, and low on directive
    • Delegating is low on both.
  11. Compare transactional and Transformational leaders
    • Transactional leaders motivate through appealing to a worker's self-interests (rewards)
    • Transformational leaders act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs.
  12. Know the 4 cornerstones of the management process: Planning, Organizing, Leading, Decision-Making, and Control.
    • Planning is looking ahead to chart the best courses of future action
    • Organizing is what will be done by whom, by when, with which resources
    • Leading is communicating and motivating individuals and groups to achieving goals.
    • Decision-Making is making streagic and operational decisions necessary to achieving goals.
    • Control is Monitoring activities and results to ensure goal accomplishment.
  13. Familiarize yourself with the Gantt and PERT charts
    • A Gantt chart is a bar diagram showing the activity and timing of each activity. (The chart shows actual progress and the goal over a period of time).
    • A PERT is a diagram of a sequence of activities to complete a project. (Shows the time for each activity and plans for activities that can be done ahead of time or simultaneously).
  14. Know strategies of dealing with change resistance.
    • 1. A climate of open communication and trust
    • 2. Workers must feel free to express their feelings
    • 3. Don't oversell the change
    • 4. Your people should feel that you want to make the change as easy for them as possible
    • 5. Involve your workers in planning and carrying out the change. (People will respond positively to being included in planning changes that include them).
  15. List steps and prioritization of managing your own time as a supervisor
    • Planning, organizing, and communicating the day's work
    • Responding the the immdiate needs/demands of others.
    • Managing your people: hiring, training, etc.
    • Making reports, keeping records.
    • Don't waste too much time socializing
    • Don't procrastinate
    • Don't say No too often.