NUTR Exam 3

75 continuing education credits are needed every 5 years to maintain registration.

• 1. promotion through a series of jobs with increasing responsibilities
• 2. seeking opportunities to recieve training beyond job responsibilities

taking a job and expanding on it

using education to imporve on skills for a job

• 1. communication techniques
• 2. human relations issues
• 3. management and marketing
• 4. Fianace/Accounting

• 1. programmed instruction- do it on your own
• 2. correspondance/distance learning
• 3. Formal courses

• 1. colleges and universities
• 2. National Resterant Association (like serv safe)
• 3. Dietary Manager's Association
• 4. American School Foodservice Association

deligation- sharing of responsibilities, authority, and accountability

• 1. improves supervisory skills
• 2. develops abiliteis and provides valuable experiences
• 3. increases employee morale

• 1. routine tasks
• 2. tasks that stimulate interest
• 3. tasks that strengthen skills and abilities

• 1. those dealing with confidential information
• 2. those concerning budget matters
• 3. those involvoign personnel matters

• 1. define expectations
• 2. explain why you are delegating
• 3. trust your employee
• 4. tell them when, where and why but not how
• 5. provide training and support
• 6. provide feedback and encouragement

Group of persons in an organization who function collectively on an organized bases to perform some administrative activity

• 1. slow in getting things done
• 2. time pressures may result in inadequate deliberations
• 3. poorly propared members
• 4. group pressure can dilute decisions

• - how to express themselves in a group
• - how to keep to the point and discuss issues
• - how to give information that advances thinking (no negative talking)
• - how to be organized
• - not to speak just to be heard or to say what powerful members want to hear

permanent factual record of a meeting- they should reflect on what was done not everything that was said

• 1. assessment
• 2. planning
• 3. implementation
• 4. evaluation

establish objectives for learners

A specific statement of learner responses formulated to give evidence of instructional results and to give direction to instructional planning

• 1. attitude objectives
• 2. skill objectives - using equipment
• 3. knowledge objectives
• 4. job behavior objectives

• - should be established before training objectives are written
• - all should lead to this at the completion of the training

• 1. problem solving
• 2. video/overheads
• 3. instructional games
• 4. role playing
• 5. case studies
• 6. Audio cassettes
• 7. discussion
• 8. demonstrations

Person should be flexible, responsive to the needs of the student, patient, organized and well versed in the topic that is to be covered

• 1. pictorial aids
• 2. chalk or white board
• 3. audio aids
• 4. audio visual aids

• 1. funds available
• 2. skill of the instructor
• 3. availability of materials
• 4. what points are to be stressed

• 1. tell them what you are going to tell them
• 2. tell them
• 3. tell them what you told them

Have considered the length of the session, any language barriers, state of learning readiness, motivation and the learning environment

• 1. temperature
• 2. lighting
• 3. seating

• 1. program is never complete without evaluation
• 2. must determine if objectives have been met

• 1. questionnaires
• 2. pre and post tests
• 3. direct observations

• 1. attain a standard of quality
• 2. imporve performance
• 3. validate salary increases
• 4. suggest changes in attitudes, skills and knowledge

we need to put the praise back into appraisals

• 1. should cover essential performance requirments
• 2. provide maximum objectivity
• 3. short form with a simple rating system

• 1. single sheet
• 2. numerical rating scale on one side
• 3. reverse side lists areas for improvement and goals

• - From the word discipline or follower, process of leading, shaping, correcting and affirming the actions of others.
• - It is a force that develops within people that causes them to want to follow high standards

• 1. the employee
• 2. the supervisor
• 3. the organization

• 1. lack of knowledge
• 2. personal problems
• 3. external problems (outside the worker's control)

• 1. be firm and fair - same for everyone but slightly flexible
• 2. be understanding
• 3. discipline in private
• 4. keep careful records of diciplinary action
• 5. let the discipline fit the violation

• 1. identify the problem
• 2. gather accurate facts
• 3. review the factors that caused the situation
• 4. examing past performance to see if it is chronic.

• 1. verbal warning
• 2. writen warning
• 3. suspension
• 4. termination

• - employee and managers names
• - behavioral or performance problems
• - description events preceding this action
• - consequenst
• - duration of warning
• - signatures of the employee and manager

• - privacey
• - fairness and compassion
• - ground for termination must be justifiable
• - infor on insurance, paid leave and serverance pay must be given

• - physical endangerment of others
• - Consuming alcohol or taking drugs on the job
• - Willful destruction of property
• - Possession of firearms or weapons
• - Stealing, embezzling
• - Falsification of documents

• 1. insubordination- could have fear behind it
• 2. failure to perform the job
• 3. absenteeism/tardieness

• - Disagreement over wages
• - Inequitable work schedules
• - Disagreement over hours of work
• - Unfair conditions of employment
• - Discrimination and harassment
• - Inappropriate discipline

• 1. time
• 2. supervisor may be threatened
• 3. employees may feel intimidated

a condition that results when individuals or groups feel that other individuals or groups are causing them frustration and concern about an issue or issues

• 1. decrease productivity
• 2. cause health problems
• 3. disrupt cpmmunications and teamwork
• 4. result in an unpleasant workplace

1. intrapersonal- usually personal problems do to a goal being both positive and negative

2. interpersonal- conflict between employees pr employee and supervisor or 2 supervisors

• 1. compromising
• 2. smoothing
• 3. avoidance
• 4. forcing
• 5. accommodating
• 6. competing
• 7. problem solving (best way to solve a ocnflict)

Process whereby a group of employees sharing similar interests voluntarily agree to form an association for the purpose of maintaining or improving wages, hours of work and working conditions.

-Ended yellow dog contracts

-The act established as United States law that employees should be free to form unions without employer interference

• - this act had the most impact on labor management relations of any legislation
• - It: Identified unfair labor practices. Protected the employee’s efforts to bargain collectively.

It: Balanced the powers of labor management. Exempted health care facilities (until amended in 1974). Set conditions for striking

• - Union must give a 90 day notification for strike planning and contract renewal.
• - A 60-day notice must be given before contract termination.
• - Union must give a health care facility a 10-day notice before striking

workers must join the union within a specified period of time after hiring

employer is required to hire union members only (not many around)

non-union employees must pay a fee equal to union dues

• 1. policies and procedures are improved
• 2. employees are supported to express grievances so improvemnets can be made
• 3. higher job satisfaction

• 1. decreases managmen's flexibility in relation to hiring and firing, job assignments
• 2. management cannot do the employee's job
• 3. overtime pay costs when employees go on strike
• 4. wages are higher

• 1. the labor agreement is the basis for operation of the workplace
• 2. managment must understand the union contract
• 3. managment must work with the union steward (the official spokesperson from the union)
• 4. Show willingness to compromise on issues

method of negotiation

3rd party who acts as a facilitator

3rd oarty whose decision is binding

• 1. keep employees satisfied and appreciated
• 2. maintain a pleasant and safe work environment
• 3. provide competative wages and benefits
• 4. mantina open chanels of communication
• 5. listen and respond to employee concerns

intense displeasure as a result of real or imagined threat, insult or putdown. It is a feeling of being irritated, irked or annoyed

• 1. extreme fatigue
• 2. sarcastic remarks
• 3. rejection
• 4. embarrassment
• 5. insecurity
• 6. frustration

- The act of bullying or pushing others around.

arrogant, demanding, critical and overbearing

Jealousy involves fear of loss. It relates to the feeling someone feels when more attention, praise and power are given to another person

Envy is an extension of jealousy.It is a resentful feeling that an employee may have toward a fellow employee who seems to have more possessions, talents, friends,than he/she and is perhaps on a higher pay scale.

—Resentment is closely related to envy, and is usually felt by a group---related to not being treated fairly

A feeling of being unworthy,remorseful self-blaming and self hating

to hold responsible, to accuse, to find fault with or to place responsibility for something on a person

Criticism is the act of making judgments either favorable or unfavorable

- This reduces the effectiveness of employees working together

- Employees may resist any changes that might threaten their beliefs or habits including procedures and routines to which they have become accustomed