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Food Service mngmnt
foodservice management - final exam
| Question | Answer |
|---|---|
| the right granted to individuals or entities to market a co.'s concepts and successes | franchising |
| the characteristic of an open system that refers to a continuous response and adaption of a system to its internal and external environment | dynamic equilibrium |
| The characteristic of an open system that refers to the idea that same or similar outputs could be attained by using different inputs is | equifinity |
| t/f: the systems approach focuses on the totality of an organization, rather than its processes or parts | true |
| which type of system is based on an interaction with the environment | open |
| The 5 M's of management | money, minutes, manpower, machines, materials |
| the following are what: comments from customers employees performance and morale | ways managers use to evaluate their food service on a regular basis |
| senior care where residents live in an apt sytle w/ help in daily living activities | assisted living |
| procurement to production to hot holding to meal assembly to transportation to customer represents the flow of food in what type of hospital operation | conventional |
| procurement to production to chilling/chilled storage to bulk heating to hot holding to meal assembly to meal reheating to service represents what type of service | ready prepared foodservice operation using bulk reheating |
| method cooks the food and then chills it in bulk for later portioning and service | cook-chill |
| foodservice that involves foods purchased in various stages of preparation with production, distribution, ans service being done on premises | conventional |
| defining size, shape, style and decoration of a space | design |
| step in design planning process that shows a layout of the planned space; mechanics, electrical, and plumbing details, and proposed finishing materials | blueprint |
| t/f: Stainless steel that is 20 gauge is thinner than 10 gauge | true |
| equal to 1 lumen of light on 1 sq foot of space | foot-candle |
| the following are principles of what: minimize material movement remove waste at point of creation use gravity to move material | material handling |
| t/f: positive air pressure means that there is more air removed than brought in to a space | false |
| primary control for the food service op | menu |
| these menu choices can be chosen for service in what type of operation: NuMenus and Assisted NuMenus food based menus and traditional | schools |
| this improves overall operating efficiency | good menu |
| consider these factors when planning_________: customer mix, profit objective, past prices | specific menu item prices |
| primary and recency and eye gaze motion are key element in | menu psychology |
| Deming 14 pts does not include | extensively train |
| continuous monitoring to ensure standards are met is key to good ___________ program | quality assurance |
| proactive process that is a component of the management and transformation process | TQM |
| provides quality standards for child nutrition programs | keys to excellence |
| consultation, education, guidance, evaluation are functions of the _________________process | TJC accreditation |
| TQM tool that is used to identify trends or shifts over several observation pd. | run chart |
| TQM tool not used exclusively for problem identification | flow chart |
| involved comparing one's performance with those believed to be "best in class" | benchmarking |
| contains a set of int. standards on quality mngmnt | ISO 9000 standards |
| component entering a sys; product, human, operation | input |
| the changing of an input to an output | transformation |
| the product which is generated after the conversion of an input | output |
| historical documentation of an organization | memory |
| internal or external constraints or rules designed to maximize the efficiency and effectiveness and operation of a system | control |
| response from those within and outside of system on its effectiveness, etc | feedback |
| program based on minimizing errors, data driven in which acceptibility is defined by having less than 3.4 errors/1,000,000 | six sigma |
| 4 sections of demings cycle | plan, do, check, act |
| set of interrelated parts working together to achieve a common goal | system |
| compassion is not a top 10 skill of | compassion |
| t/f: for the marketing channel, value-addes refers to the increase in value caused by processing or manufacturing and marketing or distribution, exclusinve of cost of materials, packaging, or overhead | false |
| govt agency is responsible for supporting the domestic and international conservation of living marine resources | us dept of commerce |
| ensures foods other than meat, poultry, and fish are pure, wholesome, safe to eat, and produced under sanity conditions | Food, Drug, Cosmetic Act of 1938 is enforced by the FDA |
| federal standards identifying what a given food product contains | standards of identity |
| government agency is responsible for regulating food irradiation, genetically engineered foods, and nutrition labeling | food and drug administration |
| conducts microbial testing for e.coli in poultry plants | fsis (food safety and inspection service) |
| not a choice the manager has for production of a menu item | have employees produce part of the itme at home |
| type of purchasing where price quotations are given and orders made by phone or in person | informal purchasing |
| are not situations when informal purchasing would be used | when the stability of the market is good |
| legal consideration that defines the buyers authority to act for an organization is called | law of agency |
| purchasing refers to foodservice managers from different operations doing cooperative buying | group purchasing |
| type of purchasing refers to the purchasing activity being done by one person or dept | centralized purchasing |
| During what stage of selecting a supplier does a purchasing agent explore all possible sources for the product | survey |
| when the buyer pays the freight charges but the seller owns the product during the transit, it is known is | FOB destination |
| refers to inventory shrinkage | Pilferage |
| have different person responsible for purchasing and receiving in order to | maintain security |
| digits 2-6 of the universal product code refers to the | manufacturer's or processor's code |
| receiving uses a blank quantity column on invoices or purchase orders and then the amount received is entered. it is later checked with the amount ordered | blind |
| inventory valuation method charges out the purchases prices of the oldest stock first | LIFO |
| when products are sent from the receiveing dock to the production areas without going through storage it is known as what type of issue | direct |
| Not true from the A items in the ABC method of inventory control | they are the items that are placed closest to the storeroom door when setting up the inventory placement |
| efforts to gain inside info and receiving kick backs or gifts are considered | ethical dilemmas |
| the process used to supply food to purchasing units after it has been received | issuing |
| for food production and control, which of the following refers to assuring day-in, day-out consistency in each product | quality control |
| for effective historical production record, they should include all but which of the following | employee that prepared the item |
| recipe format that lists ingredients on the left and procedures on the right | block recipe format |
| not an advantage of standardized recipes | increases amt of time needed to test and implement recipes |
| during which phase of the recipe standardization would your make the recipe, confirm the recipe yield, and then record changes to the recipe | recipe verification |
| t/f: key to success for recipe standardation is ensuring that recipes are followed carefully and consistently each time an item is produced | true |
| evaluating flavor, labor time, employee skill and ability to obtain ingredients are ex. of which type of product evaluation | informal |
| t/f: when adapting home-size recipes, you should proceed in incremental stages when expanding the recipe | true |
| method and duration of holding food items in all stages from procurement through service and type and quality of raw ingredients are primary factors that will affect | quality of any cooked food |
| recipe that has been adjusted to accommodate a higher or lower quantity yield | quantity recipe |
| recipe that has been adjusted to fit the needs of a specific operation. It has been tested and proven to yield a certain quantity and quality of product | standardized recipe |
| funx of mngmnt that creates a structure of task and authority relationship | organizing |
| examples of the decisional roles of managers | entrepreneur-disturbance handler - resource allocation |
| right of a manager to direct others and take actions because of their position in the organization | authority |
| management skill that involves and understanding of and proficiency in a specific kind of activity | technical |
| classification of manger that is responsible for only one area of organizational activity | functional manager |
| facilitate control, sets and focuses on objectives, reduces the role of ambiguity and uncertainty | benefits of planning |
| what planning is short term | operational planning |
| t/f: guideline for providing quality of work life, is to have decisions made at the lowest possible level | true |
| planning that is continuous systematic process that focuses on future outcomes | strategic planning |
| specific taskes must be assigned clearly and sufficient authority must be granted are elements that must be present for | effective delegation |
| In Kast & Rosenweig's Four Dimensions of Planning the dimensions of repetitiveness deals with | the relationship of standing and single use plans |
| management effectiveness deals with | doing the right thing |
| the broadest of the standing plans that are general guides to organized behavior are called | policies |
| Hawthorne studies found that this influences worker performance | participation in decision making process |
| function of management compares actual performance with desired performance to determine deviation | controlling |
| unity of command, lines of communication, and span of control is depicted by | organizational chart |
| which type of department groups activities according to the places in which the activities are carried out | geographic |
| type of committee is created for a short pd of time to perform specific task | ad hod |
| when the concentration of authority is at the top level of management the power distribution is said to be | centralized |
| factors that influcen the departmental structure include all but | hours of operation |
| operational chart structure meets the unique needs of a prarticipative org | matrix model |
| not a characteristic of high performance teams | vaguely defined roles and purposes |
| create and environment that fosters teamwork and provides flexibility are | resposibilities of a leader/manager |
| t/f: the primary difference bw a disaster and an emergency is that in most cases a warning or some sort precedes and emegency | false |
| disaster plan must not | have regualrly scheduled hours for serving of food to emergency personnel so food service to the patients is not interrupted; especially for the first 24 hours |
| MOU | memorandum of understanding |
| evacuation route, coded intercom message alert of the impending event, & method to determine if all employees on duty can be accounted for are elements of | internal disaster plan |
| this type of disaster involves a loss of utilities, water, and technological services | technological |
| not true about disaster relief plan | most states require a 7-10 day supply of water |
| all food should be dated with permanent ink or color dots that designate the date of storage to avoid | potential problems with stored foods |
| phf should be used within | 24 hours |
| cell phone and non electric clocks, manual can openers and large trash bags and upt to date call list are | supplies that should be stored incase of disaster |
| t/f: disaster plan should provide for enough food for 1-2 wks | true |
| pictorial presentation of all jobs with the number of emp in the those jobs and future emp requirements refer to | staffing tables |
| describes the qualifications required of the person responsible for performing those tasks; identifies the abilities, skills, or traits necessary for successful performances | job specification |
| administration intensity is the degree to which managerial positions are concentrated in staff positions. Many staff positions relative to line position is know as | high intensity |
| type of authority exist because of the position in the organization | formal |
| t/f: the higher the skill variety and feedback from emp the higher the job satisfaction | true |
| not one of the three elements of a performance standard | determine who will establish the performance standard |
| not one of the criteria to be used in evaluating a performance standard | standards must adhere to set national policies and goals that are set forth for food service operations |
| considerations to be taken into acct for human resource forecasting include | economic conditions and turnover rate |
| quid pro quo and hostild work environment are ex of | sexual harrassment at the work place |
| t/f: to obtain peak performance from employees set high standards and stick to them | true |
| father or scientific management; used time and motion studies to dertermine work standard and provide accurate work instruction and determining salary | Frederick W Taylor |
| developed the 12 principels of efficiency; believed in the virtues of thrift and economical use of resources | Harrington Emerson |
| From Scotland, 1800's; started work reforms and forbade punishment of employees: used a human relations approach to mngmnt | Robert Owen |
| American, 19210, develped better work methods through extensive study of time and motion. Know as Fathre of Motion Study | Frank & Lillian Gilbreth |
| Developed profess charts which compare what is done with what was done | H L Gantt |
| American industrialist, 1886, who felt each ind should be give a guaranteed wage | Henry R Towne |
| Father of Modern Mngmnt Theory: provide the basis for teaching of administration | Henry Fayol |
| Prohibits discrimination against person w physical or mental disabilities or the chronically ill | Americans w Disabilities Act 1990 |
| Est Affirmative Action to eliminate present effect of past discrimination | Rehabilitation Acto of 1973 |
| Forbids discrimination on the basis of race, color, religion, gender, or national origin; est EEOC | Title VII of Civil Rights Act 1964 |
| Places severe limitations on person who remain in US longer than permitted by their visa and/or who violate their non-immigrant status | Illegal Immigration Reform and immigrant Responsibility Act of 1996 |
| Provides remidies for intentional discrimination and harassment, expands protection for victims of discrimination, est Glass ceiling Commission, broadens coverage to include government employeess | Civil Rights Act 1991 |
| Deals with sexual and ethnic harassment; states the employer is responsible for the actions of its employees | Civil Rights Acts of 1980 |
| Increased the levels of immigrations, esp for highly skilled professionals and executives | Immigration Act 1990 |
| Equal pay for equal work regardless of gender | Equal pay Act of 1963 |
| not a permissible q that can be asked during and interview | are you at least 18 and under 70 |
| what % of those entering the workforce will be minorities and women | 75% |
| % of women will be in workforce | 2/3 |
| when you ask specific q, prepared in advance, and you ask all applicants the same ones is known as | structured interview |
| when a manager allows a single predominant trait to dominate their judgment during an interview | halo effect |
| if an interviewee was asked t "explain the types of duties that your performed at your last job" what type of q is is | open-ended |
| t/f: interviews should be planned in advance only if they are structured interviews | false |
| when formulationg the decision as to which applicant is to be selected, the type of approact where the decision-maker reviews all data and makea a decision, bae on understanding the job and personal experience in hiring personnel | judgmental |
| and objective of employee orientation is to | help create realistic job expectations |
| which type of on-the-job training combines training with classroom instruction | internship |
| extensive knowledge of job requirements, the respect of trainees, and a sense of humor are characteristics of a | good trainer |
| train/orient new employee, instruct in new techniques or methods and imporve efficiency of overall operations are purposes for | in-service training |
| not an employee benefit of in-service | lower operation costs |
| a file iskept on every employee and each time that employee does something pos or neg it is written up and put into file. called | critical incident techniques |
| improve the effectiveness of the employee, proved a basis for future job assignments, and provides and a structure for communication between employees and management is the purpose of | performance evaluation |
| when a manager tends to give all employees similar ratings on a performance evaluation | central tendency error |
| untrue statement about appraisal interviews | open the interview with negative results and end with positive results |
| not a way to improve evaluation problems | assign one person to do all departmental evaluations |
| when an employee moves to a new position in the same organization and at the same or equivalent level of status, pay, and performance requirements is known as | transfer |
| untrue about employee disclipe line | the manager should not get feedback from the employee when giving the disciplinary action. They should wait until a later time |
| a set of rules with performance standards & clear and concise consequences for breaking the rules are essential for | effective discipline |
| ensure employees have due process in disciplinary situations is the main purpose of | grievance procedures |
| t/f: legal implications of discipline are that you cant discriminate whe you do it and that it needs to be based on standards | true |
| help mangement identify problem areas and to correct them & identify the real reason for the employees leaving is the purpose of the | exit interview |
| t/f: to reduce the number of grievances an employer must have accurate job descriptions and specifications | true |
| referrals for advice or treatment & dignosis and counseling are service provided by | Employee Assistance Programs |
| the combination of external and internal factors that can influence rates at which employees are pd is known as | wage mix |
| which of the following legislation is also called the Wagner Act and allows employees the right to orgnaize and join unions | national labor Relations Acto of 1935 |
| Taft-harly Act and limited power of union managementq | Labor Management Relations act of 1947 |
| problems with mangement, improved benefits and working conditions, a desire to be heard are reasosn | emp join unions |
| t/f: a union shop is illegal | false |
| t/f: a mediator is one who can render a decision that is binding on both the union and management | false |
| not a major bargaining issue | input input into new construction |
| a program of continuing effort to increase the effectiveness of work systems | work design |
| ex of an internal factor that affects compensations | employees relative worth |
| flexible benefits packages allows the employee to select from among a list of benefits or different levels of benefits | modular plans |
| defines as rewards that provide security to employees and their family members | benefits |
| not a factor that needs to be known when determining or planning the work load or when starting on scheduling | all employee wages |
| this shedule is ideal schedule or the pattern/plan for scheduling if not one is out sick, on vacation, or on holiday | master |
| alternate work schedule that the org defines a range of hours w/i which emp may select their starting and ending time and/or days worked | flex-time |
| which type of relief employees are scheduled to work during peak hours only | split shift |
| not a part of the managers role in compensation and benefits administrations | negotiate for employee wages with the union representative |
| t/f: productivity is defines as the efficient use of human, equipment, and financial resources | true |
| not a planning/decision making technique | FMP |
| advantage of informal channels of communication | it is fast and the manager can get info from secret places |
| accounting term refers to transactions being recognized when revenues and expenses are | accrual basis of accounting |
| accounting term refers to using historical and estimated financial data to assist in daily operations and in planning future operations | managerial accounting |
| statement of revenue, expenses, and profit or loss for a pd of time is called | income statement |
| not true about depreciation | it is based on the longest permissible useful life of the asset |
| not done when anylyzing financial statements | using a standardized industry wide analysis sheet |
| ratios and trend analysis and common size statements are tools of | comparison and analysis of financial statements |
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