NUT 468 Chapter 1, Spring 2017

Introduction to Management NUT 468 Cosette El Khoury Spring 2017 Definition of Management Definition of Management The process of working with people & resources to accomplish organizational goals How do we Manage? What Makes Someone a Good manager? What Makes Someone a Good Manager? A good manager is one who does things efficiently and effectively EFFECTIVE EFFICIENT ACHIEVE ORGANIZATIONAL GOALS ACHIEVE ORGANIZATIONAL GOALS WITH MINIMAL WASTE OF RESOURCES Outcome criteria Effective Doing the right thing Efficient Doing things the right way Appropriate Adapted for the circumstances Adequate In the correct amount Outcomes of management functions Practice  What is more effective? A. A diet plan that aims at a weight loss of 500g per and the patient losing 500g per week B. An industry that produces 2000 cereal bars per week while sales are 100 per week THE ANSWER IS A Practice What is more efficient? A. 100 meals produced by 8 employees B. Same 100 meals produced by 12 employees THE ANSWER IS A Practice appropriate vs adequate  What is more appropriate for a healthy low fat fast food restaurant to purchase A. Hot- air Fryer B. Deep fat fryer  What is more adequate for a fast food restaurant serving 100 portions of fries during a 3 hour peak time to: A. Purchase a fryer that can fry 3 portions at once in 10 min B. Purchase a fryer that can fry 4 portions at once in 6 min How do Managers Work Efficiently & Effectively? Skills Needed by Managers Abilities that result in managerial skills Managerial skills are specific abilities that result from: • Knowledge/Information • Practice • Aptitude (talent)  Three essential skill categories needed by managers: • Technical • Human (Interpersonal & communication) • Conceptual and decision Skills Needed by Managers Technical Skills  These are the skills that require a specialized knowledge of techniques, methods, procedures, and processes that accomplish the work of an organization  Related to the production work of the organization  Acquired through experience and/or education Examples of technical skills • A clinical dietitian performing a nutritional assessment • Clinical Nutrition Manager who supervises the Dietitian should be capable of performing a nutrition assessment but there would no need for the same level of proficiency Human Skills “Knowledge of a particular field gets you in the door, but social intelligence gets you to the top.” Michael Morris Human Skills  Human skills are a combination of personal attributes, knowledge, and learned behavior  Human skills are vital for any organization and they are a requirement for managers at all levels  Requires knowing the rules and regulations relative to working with employees  Requires the ability to communicate with subordinates and those in authority  Mainly needed by middle managers Human Skills  Some common human skills include: • Communication • Coaching • Mentoring • Managing conflict • Networking Conceptual Skills  Conceptual skills urges the manager or the leader to perform a certain number of activities based on thinking about the bigger picture beyond the technical aspects of the position  More abstract ideas and concepts are involved  They are the skills required to: • Visualize the future • Plan and set goals • Provide direction in an organization • Model professional behavior Conceptual Skills  Some common conceptual skills include: • Strategic planning (what will the company develop into?) • Goal setting (what objectives are expected) • Ethical conduct • Managing change Skills Needed by Managers HIGH MANAGEMENT RANK Conceptual skills Technical skills Human skills Skills needed to do actual production of work Skills needed to communicate with subordinates and those in authority Skills needed to assess and look beyond the actual. Focus on the global picture. Skills Needed by Managers Top Managers Middle Managers Supervisors Employees Technical skills Human Relations skills Conceptual skills Management Functions Management Functions  There are four fundamental functions of management • Planning • Organizing • Leading • Controlling  All managers participate in these functions as routine parts of their jobs Planning  Planning is the management function of determining the mission of the organization or work group, setting goals, and outlining a blueprint for action that will enable goals to be met  Planning involves: • Developing a mission statement that provides an overall direction for the organization Mission Statement •The mission should be the driving force behind the establishment and revision of plans. The best mission statements are clear, memorable, and concise. Mission statements TED: Spreading Ideas. (2 words) Academy of Nutrition and Dietetics: Empowering members to be food and nutrition leaders (8) UMH-RH: UMC-RH is committed to excellence in patient care, clinical outcomes, academics and research (13) Planning  3 types of plans are made & executed by managers 1.Short term plans: Goals & objectives of an organization that intend to be achieved in a 12 month frame 2.Long term plans: Goals & objectives that cover a period of 3-5 years 3.Strategic plans: These are closely aligned with the organization’s mission and set the direction for the organization within its internal and external environment. (Daily, weekly and monthly steps to take to reach the S & LTG) Tell you “where” you want to end up Tells you “how” to proceed Examples  Short term plans: The yearly budget  Long term plans : a new clinic has a long term plan of having 75 physicians referring patients to the practice within a 3 year time frame  Strategic plan: the combination of short & long term plans and where they drive the institution Organizing  Management function that deals with establishing an orderly systematic method of dealing with issues  Common organizing tasks include: • Specifying job responsibilities • Grouping jobs into work units • Allocating resources • Employee schedules • Establish policies and procedures • Attracting people to the organization • Creating conditions so that people and resources work together  Organizing involves building a dynamic organization Leading  Leading is stimulating people to be high performers  Common leadership tasks include • Motivating & communicating with employees individually and in teams • Helping to guide and inspire employees to achieve their team and organizational goals  Leading takes place in teams, departments, and divisions, as well as the tops of large organizations Controlling  Controlling is the management function that monitors performance and implements necessary change  Controlling function ensures that goals are met  Large or small organization pay attention to the controlling function  “Inspect what you expect” Examples of controlling?  Audit forms  Checklists  Competency checklists (onsite audits while a person is performing a task) Management: Functions Functions Planning Organizing Controlling Leading In the Day of a Typical Manager … The day of a typical manager will not be neatly divided into four functions but he/ she will be doing many more things simultaneously Roles of Managers WHAT MANAGERS DO!! Roles of Managers  During the course of a day managers move from from one activity to the other performing a variety of roles  These roles according to Henry Mintzberg can be grouped into three categories as below: • Interpersonal • Informational • Decisional Source: "Mintzberg on Management: Inside our Strange World of Organizations" Roles in this category provide information and ideas Roles in this category process information Roles in this category involve using information Management Roles of Dietetic Practitioners  Dietetic Practitioner in Foodservice Management  Dietetic Practitioner in Clinical Nutrition  Dietetic Practitioner in Public Health The Field of Dietetics…  In the field of dietetics you will most likely encounter people as: • Registered Dietitian (RD) • Dietetic Technician, Registered (DTR) WHAT ROLES/ POSITIONS DO THESE RDs AND DTRs HAVE???  Dietetic practitioners in clinical nutrition can acquire one of the following (managerial) positions: • Clinical Nutrition Manager • Chief Clinical Dietitian • Clinical Dietitian • Clinical Dietetic Technician Dietetic Practitioner in Clinical Nutrition  In community nutrition, dietitians can acquire one of the two following roles: • Public Health Nutritionist • Community Dietitian (Community Nutritionist) Dietetic Practitioner in Public Health Example Achrafieh Verdun Zahle Jounieh Hamra Bekaa Public health nutritionist Community dietitian Common Managing Bodies in Dietetics  Accreditation Council for Education in Nutrition & Dietetics (ACEND)  Commission on Dietetic Registration (CDR)  Academy of Nutrition & Dietetics (AND) – EatRight  Academy of Nutrition & Dietetics Political Action Committee (ANDPAC) Thank you