Second Edition
This nine-workbook modular series is loaded with "need-to-know" information on how supervisors should carry out their responsibilities to management as well as employees.
Ideal as a self-trainer or for learning in groups, the hands-on series helps supervisors:
- meet management’s objectives for productivity and quality guest service
- solve everyday workplace challenges
- gain respect, trust, and support from the people who work for them
Each workbook provides a case-study approach to building supervisory skills.
Contents
- You as a Supervisor
- How Well Do You Understand Foodservice Supervision?
- Supervision in the Food Service Industry - Responsibilities to Customers, Management, Employees and to other Supervisors
- Becoming a Supervisor - Personal Appearance: Looking the Part, Good Manners: Acting the Part, Ethics: Thinking the Part, Self-Esteem: Being the Part
- Functions of Management - Planning, Organizing, Leading, Controlling
- A Final Exercise
- Leadership
- How Well Do You Use Your Leadership Skills?
- What is Leadership?
- Traits of Leaders
- Power
- Leadership Styles - Autocratic Leadership, Beraucratic Leadership, Laissez-Fair Leadrership, Democratic Leadership
- Varying Your Leadership Style
- Assertiveness - Passive, Aggressive, Assertive Personalities, Being Assertive - A Caution
- Time Management
- How Well Do You Manage Your Time?
- Where Does the Time Go?
- Prioritizing Job Tasks - Daily "To-Do" Lists, Delegation
- Interruptions - Phone Calls
- Procrastination
- Crises
- Stress - Stressors
- Improving Communication
- How Well Do You Communicate?
- Myths of Communication
- Roadblocks to Effective Communication
- Elements of Communication
- Nonverbal Communication
- Verbal Communication
- Listening
- Using the Telephone
- Handling Problems and Conflict
- How Well Do Your Handle Problems and Conflict?
- Problem Solving - Where Problems Come From, Solving Problems With a Team, Six Steps to Problem Solving With a Team
- Conflict - It's Not Always What It Seems, Causes of Conflict, Preparing Yourself to Resolvve Conflict, Four Steps to Conflict Resolution
- Managing Difficult People - Employee Complaints, Employee Grievance Process
- Conducting Orientation and Traning
- How Well Do You Conduct Orientation and Training?
- Orientation - Importance of Orientation, General Orientation, Specific Job Orientation, New Employee Orientation Checklist
- Training - What Employees Expect From Training, Types of Training, Reward Training Buddies, You as a Trainer, Task Lists and Job Breakdowns, Job Descriptions, Training to Standards
- Four-Step Training Method
- Make Training Stick
- Leading a Group Meeting
- Motivation and Team Building
- How Well Do You Motivate Employees and Promote Team Building?
- What Motivates Employees? - Employee Motivators, Motivational Strategies, Praise, Competition, and Recognition, Incorporating Motivation Activities Into Your Job
- Team Building
- Formal and Informal Group Dynamics - Formal Work Groups, Informal Work Groups
- Stages of Team Development
- Should I Join?
- Who's in Charge?
- Can I Say What I Think?
- How Can I Contribute?
- How Can We Work Together?
- Maintaining Teamwork With Problem-Solving Strategies
- Maintaining Teamwork With Employee Suggestion Programs
- Staffing and Scheduling
- How Well Do You Conduct Staffing and Scheduling?
- Staffing - Recruitment, Selection
- Scheduling - Forecasting Information, Staffing Guide, Fixed and Variable Staff Positions, Using the Staffing Guide, Schedule Worksheet, Developing Employee Work Schedules, Alternative Scheduling, Evaluating the Scheduling Process
- Legal Aspects of Job Interviews
- Improving Employee Performance
- How Well Do You Improve Employee Performance?
- Performance Improvement Techniques - Coaching, Feedback, Counseling, Discipline
- Performance Reviews - Task- and Trait-Based Performance Reviews, Before, During, and After the Performance Review
- Termination
- Legal Aspects of Discipline
Index
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