Unit Title: Food
Service Management
Unit Number: 25
Unit Level: Level 5
Presentation by:
Yili Zhao
y.zhao@nelsoncollege.ac.uk
Recap of P 6
Review of management practices versus best practice
• Foodservice quality monitoring and control processes
• Performances against standard specifications and
standard operating procedures (SOPs)
• Monitoring and evaluations tools
Problem-solving techniques and management
solutions/alternatives:
• A range of techniques:
benchmarking, balanced scorecards, Hoshin Kanri
model
• Management solutions:
recruitment and talent management, restructuring and
change management, redundancies, refurbishment,
mergers and acquisitions, strategic alliances, re-branding
Learning Outcomes
• Learning Outcome to be covered:
LO4:Produce an improvement plan for a given organisational
challenge within a food service organisation
•Pass Criterion P7， M4 and D3:
•P7:Implementation and action planning
•M4:Devise appropriate management solutions to address shortcomings
within a specific foodservice operation, using a range of management tools
and performance review techniques
•D3: Justify recommendations to resolve organisational challenges applying
measurement tools for monitoring an implementation plan for improved
performance within a given food service organisation
Implementation plan
• Implementation and action planning it is the process of
putting a decision or plan into effect; execution
• From another perspective, an implementation plan can
be viewed as the process that turns strategies and plans
into actions in order to accomplish strategic objectives
and goals.
Action plan
• This is a document that lists what steps must be taken in
order to achieve a specific goal.
• The main purpose of an action plan is:
• to clarify what resources are required to reach the goal,
• formulate a timeline for when specific tasks need to be
completed and
• determine what resources are required
difference between implementation and action plan
• Whereas an action plan refers to the schedule for
implementing required activities to achieve a desired
goal, implementation plan has a more holistic view of
identifying required resources, developing assumptions,
forecasting short and long-term outcomes, budgeting,
allocating authority responsibility and scheduling of
activities as a prelude to achieving desired objectives.
• In a nutshell, while an Implementation plan relates to
what needs to (and is going to) be done, an action plan
deals with ways it can be done.
SMART Planning
Every successful business has clearly set and articulated
goals to attain specific objectives.
• SMART is an acronym for the 5 elements of:
• specific,
• measurable,
• achievable,
• relevant,
• time-based goals.
• It’s a simple tool used by businesses to go beyond the
realm of fuzzy goal-setting into an actionable plan for
results.
SMART Specific
A vague goal will not provide a real plan on how a goal
will be achieved. For example, a person using a social
care services wishes to take up a new activity (a new
goal). It is not just a matter of recording the wishes of the
person but:
1.How will the goal be accomplished?
2.Who will be are involved in supporting the person to
achieve the goal?
3.What resources will be needed?
4.When is it going to happen?
5.Why is this goal important to the person?
SMART Measurable
• Each SMART goal has a starting point as well as a
finishing point. The goal must be measurable and clearly
state when the goal has been achieved.
SMART Achievable
• The goal must be based on something the person wants
to do and that is important to them and they believe
achievable.
SMART Realistic (Relevant)
• A realistic goal takes into account the practical situation
and the work and resources involved. Goals should
never be set without taking account of the work
involved.
SMART Time-bound
• It is especially important that short-term goals are
formulated the SMART way. This is not always possible
for long-term goals. Time-bound is actually about the
time that is allocated to reach the goal. A SMART goal
therefore has a clear starting time and a clear end date.
Seven Cs
7 C’s are:
• Clarity: When going through the change process everything
needs to be made clear.
• Continuity: For effective learning, and change, the change
process needs to be continuous.
• Certainty: Leaders need to express certainty that change will
occur and certainty that the company will continue to succeed
• Consistency: Change comes easier when it is done
consistently and in small doses.
• Cooperation: Managers can work with employees to involve
them in the change.
• Confidence: Managers need to instil confidence in their
employees during a change process.
• Communication: Communication is key when it comes to
change.
BEER Six steps to effective change
1. Mobilise commitment to change via joint diagnosis of
business problems.
2. Develop a shared vision of how to organise and
manage for competitiveness
3. Foster consensus for the new vision, competence to
enact it and cohesion to move it along.
4. Spread revitalisation to all the departments without
pushing it from the top.
5. Institutionalise revitalisation via formal policies,
systems and structures.
6. Monitor and adjust strategies in response to problems
in the process.
Kotter’s 8-Steps to successful change model
The Kotter Change Model breaks down organizational change
leadership into the following change management steps:
1. Create a sense of urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the changes in corporate culture
Create a sense of urgency
• Identifying and highlighting the potential threats and
the repercussions which might crop up in the future.
• Examining the opportunities which can be tapped
through effective interventions.
• Initiate honest dialogues and discussions to make
people think over the prevalent issues and give
convincing reasons to them.
• Request the involvement and support of the industry
people, key stakeholders and customers on the issue
of change
Form a powerful coalition
This can be achieved in the following ways:
• Identifying the effective change leaders in your
organizations and also the key stakeholders,
requesting their involvement and commitment
towards the entire process.
• Form a powerful change coalition who would be
working as a team.
• Identify the weak areas in the coalition teams and
ensure that the team involves many influential people
from various cross functional departments and
working in different levels in the company.
Create a vision for change
This can be achieved by:
• Determining the core values, defining the ultimate
vision and the strategies for realizing a change in an
organization.
• Ensure that the change leaders can describe the vision
effectively and in a manner that people can easily
understand and follow.
Communicate the vision
• Communicate the change in the vision very often
powerfully and convincingly.
• Connect the vision with all the crucial aspects like
performance reviews, training, etc.
• Handle the concerns and issues of people honestly and
with involvement.
Remove obstacles
• Ensure that the organizational processes and structure
are in place and aligned with the overall organizational
vision.
• Continuously check for barriers or people who are
resisting change.
• Implement proactive actions to remove the obstacles
involved in the process of change.
• Reward people for endorsing change and supporting in
the process
Create short-term wins
• By creating short term wins early in the change process,
you can give a feel of victory in the early stages of
change.
• Create many short term targets instead of one long-term
goal, which are achievable and less expensive and have
lesser possibilities of failure.
• Reward the contributions of people who are involved in
meeting the targets.
Build on the change
Achieve continuous improvement by analysing the
success stories individually and improving from those
individual experiences.
• This can be done by:
• Analysing what went right and what went wrong after each
victory.
• Setting gradually more ambitious goals that can build
exponential momentum upon achievement.
• Bringing on additional influential stakeholders or change
agents.
Anchor the changes in corporate culture
The final step to the change process is ensuring that it is
embedded into the company culture.
• To ensure that your change remains part of the company
culture:
• Talk about progress at every opportunity possible. Share
stories about success from your change vision, and repeat
stories from others.
• Continue to recognize key coalition and change members,
creating opportunities to honour their contribution and
their legacy to the change you envisioned.
• Instil the core values of your change into every new hire
and in your orientation process.
• Gain buy-in early on from all new leadership in order to
sustain the legacy of the leaders before them in your
succession plan.
Prioritisation matrices
• A prioritization matrix is a business process analysis
tool.
• It is often used alongside other techniques for comparing
choices using specific criteria, and figuring out what to
prioritize.
• It can be applied to anything, from simple tasks to
complex projects, by anyone, from single individuals to
large organizations.
• A prioritization matrix provides stakeholders with a
reliable process for resolving disagreements, and
deciding on which proposals to focus on.
1.Important and urgent tasks are your top priorities.
2.Important but not urgent tasks are lower priorities—
things you should schedule for later.
3.Urgent but not important tasks are good candidates for
delegation.
4.Not urgent or important tasks are things you probably
just shouldn’t do.
Any Question?
Reference:
• CHON, K. and MAIER, T. (2010) Welcome to Hospitality: An
Introduction. 3rd ed.Delmar, New York: Cengage Learning.
• HANNAGAN, T. (2008) Management Concepts and Practices.
5th ed. Harlow: Pearson.
• HILL, A. and HILL, T. (2012) Operations Management. 3rd ed.
Hampshire: Palgrave Macmillan.
• PAYNE-PALCIO, J. and THEIS, M. (2016) Foodservice
Management: Principles and Practices. 13th ed. Harlow: Pearson.
• REYNOLDS, D. and McCLUSKY, K. (2013) Foodservice
Management Fundamentals. Chichester: John Wiley & Sons Inc.