Exam 1 NUTR 504

A manager plans, organizes, leads and controls resources to achieve the objectives of an organization

• -dietitians
• - dietetic technicians

cater to customers who have choices of where to eat and are profit driven

ex. supermarkets, food courts, resturants

typically serve people who have little chice in where thy eat; not considered profit driven

ex. healthcare facilities, prisions, schools, some workplace cafeterias

1) assistant foodservice director

2) purchasing manager

3) production manager

4) catering manager

5) cafeteria manager

6) foodservice supervisor

cooking form scratch, purchased in unprepared or partially prepared ex. UNH

• -purchased with little preparation
• - large facilities used for pre-preparation; transported to remote locations for final prep.

-ex. Albert's and Zeek's

hot foods are pre-prepared then chilled and held at cool temperatures and rethermalized prior to serving

ex. olive garden, etc.

food brought up to serving temperature and kept at hot temperature

ex. cafeterias

organization that recieves the service owns and operates it

ex. UNH

provides food service to other organizaitons; contracts vary for services desired

• responsible for overall nutrition care of patients and supervisor of a team of slinical dietitians, diet techs, and diet clerks
• - coordinates with the food service director
• -does very little with patient care

work in healthcahre setting; evaluate client needs, counsel clients, etc

check trays for quality control and insuring nutrition directives are being carried out

ususally has an MPH and supervise community nutirion agencies or programs

• works in community nutrition agencies or programs
• some do not require RD

Wic, national dairy council, nutrition screening initiatives (NHANES)

can be private or governmental

• maintain program within an umbrella agency such as adult day care, home healthcare
• these might be nutirtion educaiton of client and workers, food safety, assessment and evaluation or services etc.

manages several sites that provide service

knowledge for a vairety of jobs

personal attributes, knowlede of behavior, communication skills

• related for working with abstract ideas and concepts
• how creative you are and can you think outside the box

• geared toward attaining long term goals
• can change with circumstances
• days, weeks or months

projected outcomes or end goals

global plan for organizaiotn and made up of short term and long term goals for different parts of organization

unh 10 year plan

• figurehead- knows facts, figures, and budget and can explain them to employees
• leader

liaison- work between ceo and lower people or between hospital departments

• monitor
• disseminator
• spokes person

• - entrepreneur
• -disturbance handler- deals with problems
• -resource allocator- make sure resources needed are available to employees
• -negotiator

• -A systematic arrangement of people to accomplish a specific purpose
• - what you manage ex. school, restaurant, hospital

what they are responsible and who they should report to

- authority provides the right to direct others to conform to the decisions, policies and procedures of the organization (means you have the authority)

• porvides advice and service
• usually they are specialist in their fields (don't have authority)

the workers

responsible for produciton, oversee workers

direct large segments of the organization (ex. vice president)

above the frontline but under the top level managers

• - size of the organization - more
• - discrete work units - more
• - geographic divisions - more
• - number of people to be supervised - more

Managers who oversee supportive departments or groups ex. legal departments

• Acquired through experience or education
• Needed to produce a product of some sort --> care plan or food that is served

• - Personal attributes
• - Knowledge - of peoples issues
• - Learned behavior

• -This requires
• - Knowing the rules and regulations
• - Ability to communicate with subordinate as well as with authority figures

- thinking outside of hte box


Allows one to see beyond the reality of the immediate situation

Look at the global picture and visualize what is possible

Deals with abstract stuff

• decreased productivity
• unsatisfactory work environment

• - Facts
• - Feelings - frustration, stress
• - Values
• - Ideas
• - Beliefs
• - Priorities
• - Plans
• - Perceptions

• Missinterpretations
• misdirection
• missed opportunities
• contradictions
• duplication of efforts
• voids
• hurt feelings

people above and below you

between 2 departments

in department

between 2 departments

in organization

between organizations

within profession

between professions (ex. ada and diabetes association)

information which is restricted to certain individuals, confidential in nature

- keeping patient information confidential --> only see confidential stuff to do your own job

• - We hear what we expect to hear
• - We all have different perceptions
• - We evaluate the source
• - Our emotional state conditions what we hear
• - We ignore information that conflicts with what we know
• - Words have different meanings to different people especially regional language and cultural variations
• - Words have symbolic meaning

• - Give feedback
• - Provide fact to face communication
• - Be sensitive to the world of the receiver
• - Be aware of symbolic meaning
• - Carefully time messages
• - Reinforce words with action --> don't make empty promises
• - Use direct simple language

• - To be qualified
• - Know skills needed for each job
• - Fairness and consistency
• - To communicate well
• - To know how to motivate
• - To be qualified
• - Know skills needed for each job
• - Fairness and consistency
• - To communicate well
• - To know how to motivate

• - Be yourself
• - Be flexible
• - Learn to delegate
• - Be innovative
• - Set priorities
• - Coach, support, provide feedback
• - Keep communication lines open
• - Keep your word

• - Characterized by extensive rules and procedures
• - Rigid hierarchical structure - old style boss --> has authority doesn’t know workers
• - Impersonal relationships
• - Centralized authority

• - Division of work is the foundation of the organization
• - If work is divided, it must be coordinated
• - Orders flow from superior to subordinate
• - To avoid confusion in inefficiency, the principle of unity of command ( at every level there is a boss) exists
• - There is a limit to the number of persons an individual can manage

• 4-5 people at higher levels
• 8-12 at lower levels

• - Uses good judgement to arrive at management principles
• - Very different from the other two theories
• - Work is arranged and jobs are designed so as to maximize efficiency by economically motivating people (ex. being paid per part made)

• - Maintenance Factors
• -economic security - low base pay then paid per part
• - social working conditions
• status - career ladder

• - Motivation Factors
• - Challenging work - job rotation
• - Feelings of personal accomplishment
• - Recognition of achievement - employee of the month
• - Increased responsibility
• - Senses of importance
• - Access to information
• - Involvement in decision making - some not a lot (ex. box for people to put ideas

• - Man's needs exist in a hierarchical structure
• - 5 basic needs -
• - Physical, safety (OSHA) , social, esteem, self-realization (creative, innovative)
• - one need must be met before the nest need can be met

• - Organization is composed of many
• subsystems of management
• - Most important concept of modern management
• - Deals with changes and inter-relationships between departments
• - Sees the organization as more
• than an economic unit

• Reward power- raises and bonuses
• Coercive power - taking stuff away
• Legitimate power - part of your work duties
• Expert power - knowledge in a particular area
• Referent power - charismatic power

getting people to do something

telling/making people do what you want

• not great
• boss makes all decisions

• not great
• consult with people but boss makes final decision

• many ocnsider ideal
• open ended to all employees

• not great
• every one gets a vote and majority wins

let it go any one is the boss

Theory x

theory z

• participative management theory
• 1st woman to create a management theory

managment by objective (most used today)

A logical stepwise approach that is used to make a choice between options, to solve a problem or to resolve a dilemma

Good decision making requires the use of critical thinking skills which involves evaluating a series of criteria on which to base a judgment or decision

• Making a decision ahead of time so that it can be implemented in a timely manner
• Example: Disaster Planning

Identify the problem

Define objectives/criteria for solving the problem

Assign weight to these factors

Develop and analyze potential solutions/ alternatives --> very important to have alternatives

• Make the decision
• Evaluate the outcome

Problems are routine and predictable

Relate to day to day decisions

Information to solve the problem is readily available: precedent, rules and regulations, policies and procedures, labor contracts etc

Is a learned behavior, the more experienced the person is, the easier it is and there is a greater chance that the decision will be a good one

Examples of structured decisions: purchasing, scheduling, dealing with equipment malfunction

Unstructured problems are new and unusual, and often unpredictable

Less easily identified and goals less clear

• Information to make the decision is often incomplete and/or ambiguous
• These decisions take longer to make and each step of the decision making process must be used

These types of problems occur more often in new institutions and those with no institutional memory

A nonprogrammed decision calls for the formulation of rules or policies and procedures

Tries to evade reality

• Does not recognize a problem or chooses to avoid it
• May be a procrastinator, puts it off
• Remember deciding not to make a decision is making a decision, often a poor one
• Routine avoidance can have employees question managerial effectiveness

Reacts to problems

Slogan---if it ain’t broke, don’t fix it

Deals with problems as they occur

Primarily deals with urgent issues

Proactive individual

• Can identify slight discrepancies
• Thrives on making and implementing decisions

• Anticipates problems and is ready with solutions---contigency planning
• Subordinates however are constantly adjusting to change…can cause stress if changes are major

• Efficient and logical---rapid decisions
• Requires little information to make a decision

Simple solutions

• Looks at few alternatives
• Low tolerance for ambiguity, need hard facts
• Effective for programmed decisions

Open to new ideas--- creative, think outside the box

Looks at many alternatives

High tolerance for ambiguity

Relies on instinct (gut feeling)

Effective for nonprogrammed decisions

Enjoys solving problems, esp. unusual ones

Likes to seek alternatives and information

Can tolerate ambiguity

Applies a rational approach, not intuitive

Solutions are often complex

Uses intuition, feelings and perceptions

Dislikes ambiguity though

• Worries about others
• Relies heavily on meetings

group accepts the position of the dominant member(s) of the group for various reasons

b/c people are afraid of bc person is charismatic

occur passively, may or may not be unanimous and may or may not be a good one….common characteristic is lack of dissent

lack or urgency, time constraints, boredom, uncertainty about who is responsible

cohesiveness of the group is more important than the decision; avoidance of dissent and disagreement is upmost

Members of the group are loyal to each other and so not want to jeopardize this unity by expressing opposing opinions

contributing as many ideas as possible without analysis or criticism

• 1. Each member contributes ideas independently
• 2. Each takes a turn to present an idea to the group
• 3. Group discussion about the ideas prresented
• 4. Independent ranking of ideas generated with the ideas getting the highest rankings considered

similar to the Nominal Group but individuals never meet as a group

Questionnaire is sent to generate ideas

Results are compiled and redistributed to members who comment in writing

Pros: Saves time(sometimes), minimizes personal influences

Cons: May limit the generation of new ideas that verbal discussion promotes, may take time to go back and forth with information

• may be individual or group practice
• May offer contract services including patient counseling, screenings in workplaces, teaching food preparation classes to groups, writing articles for a newsletter.
• When duties increase, they may hire associates and manage them, plan projects etc.

start company providing a particular product such as computer software nutrition education materials, internet website, commercial food products

pharmaceuticals, food manufacturing, and food distributing

director of DPD and internship project

some coordinate activities of several allied health departments like patient services which can include dietary, lab, and pharmaceutical

such as regional managers

national and international UNICEF, Red Cross, CDC, WHO, World Bank, National Institutes of Health

global plan for organization and made up of short term and long term goals for different parts of organization

• Content of the message
• Type of wording (vocabulary)
• Nonverbal cues
• Delivery style
• Complexity of the message - parts of the message
• Focus of the message (I, you or neutral)

• accent, speed, tone, pitch, rhythm
• sometimes these can disstort a message

artifacts, proxemics (like body language), body language, physical shcacteristics

contains all information pertinent to maintaining consistent operation of dietetic functions

• free and open exchange of information
• it incrases in size as the level of trust increases

Person communicates information that he/she doesn’t realize that he/she is communicating

Things person keeps for others

things unknown by everyone

To improve communication, the arena must be enlarged by reducing the blind spot or hidden area

person that asks alot of questions but do not volunteer any information

person who gives alot of feedback but will not accept it

• everyone is in the dark
• no one knowns anythign about themselves or others

• žType of workž
• Degree of training of the worker
• žOrganizational stability
• žFlow of work
• žGeographical location
• žSupervisor’s qualifications
• žAvailability of staff specialists

• Real power is in interpersonal relationships - bosses should get to know there employees
• Highlights employee responsibility

De-emphasizes assembly line work

• Provides concern for employee welfare - ex. health insurance
• Emphasizes training and participation

• McGregor
• worker is naturally lazy and needs constant supervision

Work is inherently distasteful to most people

People lack ambition and need to be directed

• People lack creativity to solve problems
• Employees need coercion to meet objectives

• Work is as natural as play
• Self-control (self direction) is indispensable in achieving goals
• Everyone has some creativity

People can be self-directed if properly motivated

• Ouchi
• emphasizes on long range planning
• consensus decision making
• stong employer-worker loyalty (popular in japan)

• Drucker and Odiorne
• important tool to improve employee morale and productivity involving them in decisions that enhance their job effectiveness
• Individual acountability important
• - self control
• - self direction

State factors that are important to achieving the best possible outcome

Criteria can come from the manager or an outside source like from an expert, government regulations

All relevant factors must be spelled out and irrelevant ones eliminated

not knowing everything

few decision have absolute certanty that wthey will be correct

unknown or uncertain factors or outcomes

has higher probability because there is data behind it