1. common reasons for resistance to organizational change:
    • parochial self interest
    • misunderstanding and lack of trust
    • difference assessments
    • low tolerance for change
  2. strategies to deal with resistance:
    • education and communication
    • participation and involvement
    • facilitation and support
    • negotiation and agreement
    • manipulation and co-optation
    • explicit and implicit coercion
  3. organizational climate
    recurring patterns of behaviours and attitudes, more easily amenable
  4. organizational leadership
    • create climate within an organization
    • influence creativity and innovation necessary for growth
  5. SOQ dimensions
    • challenge/involvement
    • freedom
    • trust/openess
    • idea-time
    • playfulness/humour
    • conflict
    • idea-support
    • debate
    • risk-taking
  6. McGregor
    • theory x theory y
    • x - authoritative
    • y- open democratic
  7. Argyris's matrity theory
    immature vs. mature
  8. theory z
    a mix of authoritative and collective leadership
  9. university of michigan
    task-oriented, relationship oriented partiticpative leadership
  10. ohio state
    consideration vs initiating
  11. blake and moulton leadership grid
    concern for people vs. concern for production
  12. tannenbaum and Schmidt
    boss centered vs subordinate centered
  13. fiedler
    personality, character traits and the situation play a role in stress and an effective leader
  14. hersey& Blanchard
    • leadership style vs. individual/groups maturity level
    • directing, coaching, supporting, delegating
  15. Path-goal
    path is dependant on the goal
  16. basic fucntions of personnel management
    • selection
    • training
    • development
    • compensation
  17. human resources management
    • recruiting
    • selecting
    • training
    • developing
    • compensating
    • supervising
    • maintaining
  18. human resource planning
    • process of anticipating and making provision of themovement of people into, within and out of an organization
    • strategic plan
    • forcasting supply and demand
    • supply analysis
    • balancing supply and demand
    • job analysis
    • job design
    • job enlargement
    • job enrichment
    • job characteristics
  19. external influences of HR planning
    • government
    • economic
    • society
    • union
  20. diversity management
    • maximize diversity's potential benefits while minimizing the potential barriers
    • pursuing inclusive culture
    • create supportive culture
    • valuing individuals and their needs and contributions
    • encouraging continued development of a diverse workforce
  21. job analysis
    process of obtaining information about jobs by determining the duties adn tasks/activies of those jobs
  22. job description
    tasks, duties, responsibilities of a job, the job's working conditions/ tools/ materials/equipment used
  23. job specification
    job conditions relating to health/safety/comfort
  24. performance standards
    define desired resutls at a definite level of quality for a specified job
  25. job enlargement
    increasing total number of tasks taht employees perform
  26. job enrichment
    • increasing opportunities so employees experience feelings of responsibility, achievement, growth and recognition
    • achievement, recognition, growth, responsibility, performance
  27. job dimensions
    skill variety, task identity, task significance, autonomy, feedback
  28. Hackman
    Job characteristics theory
  29. job title
    gives and indicate their level in the organization
  30. job identification
    departmentallocation of the job, number of employees in the department
  31. job duties
    indicate weight and value of each duty
  32. qualifications
    knowledge and skills required for someone to successfully perform the position
  33. employment process
    recruitment/sourcing; selection; orientation
  34. selection process
    application/screening, employment testing, background and references checks, interviews, medical examination, hiring decision
  35. types of interviews
    structures vs unstructured
  36. developing and maintaining the workforce
    training and development; performance appraisal; personnel action; employee discipline; compensation management
  37. characteristics of an effective performance appraisal system
    job-related criteria; performance expectations; standardization; trained appraisers; continuous open communication; performance reviews; due process
  38. performance appraisal
    objectives;participants; methods; interviews
  39. methods of performance appraisal
    checklist; rating scale; critical incident; management by objectives; 360 feedback
  40. personnel actions
    leave with/without pay; promotion; demotion; transfer; separation
  41. compensation management
    compensation; wage mix; benefits; government influence
  42. benefits
    legally required; health insurance; retirement; insurance; paid time off; employee services;
  43. master schedule
    days on and off duty and vacations
  44. shift schedule
    indicate position and hours worked - numbers of days a week worked
  45. production schedule
    tasks to becompledted for the production of a meal
  46. compressed work week
    less days more hours; more days less hours
Card Set
nutrition revenue management