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COURSE SYLLABUS

CUA 255 Foodservice Supervision

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6. COURSE OBJECTIVES:
  By the end of the course, students will
  (A) to understand what it means to become a supervisor, to join management side of an operation.
  (B) to describe the supervisor's obligations and responsibilities to owners, customers and employees.
  (C) to list several management skills and personal qualities necessary to supervisory success in a hospitality operation.
  (D) to become familiar with some management functions and theories.
  (E) to describe and contrast the major theories of people management and comment on their application in hospitality operations.
  (F) to list several management skills and personal qualities necessary to supervisory success in a hospitality operation.
  (G) to become familiar with typical hourly jobs in foodservice establishments and the kinds of people who work at these jobs.
  (H) to understand the concepts of authority as delegated from the top down and the reality of authority as acknowledged from the bottom up.
  (I) to understand and explain the meaning of leadership on the job.
  (J) to recognize what workers expect and want from the boss.
  (K) to learn how to build a positive work climate.
  (L) to become familiar with current theories of leadership style and draw from them in developing a style of your own.
  (M) to perceive communication as a two-way interaction and analyze what happens -- or should happen -- at each step.
  (N) to list and discuss the many obstacles to good communication and learn how to avoid at least some of them.
  (O) to appreciate fully the central role of good communication in directing people and discuss strategies for overcoming obstacles.
  (P) to list the essential steps in giving instructions and explain how to carry them out effectively.
  (Q) to describe techniques of effective listening and explain how they contribute to good communication.
  (R) to understand and explain the importance of defining jobs clearly and telling employees what to do and how to do it.
  (S) to learn to analyze the content of a job and set measurable or observable standards for doing that job.
  (T) to learn how to write performance-based objectives for a performance standards system.
  (U) to discuss the kinds of procedural materials needed for meeting the objectives.
  (V) to explain how performance-based objectives can be used to develop an entire system of managing the work and the way people do it.
  (W) to discuss the many benefits of a performance-based objectives system and explain why some PBO systems succeed and some fail.
  (X) to understand how the labor market works and find out where to look for people who are looking for you.
  (Y) to identify your labor needs and make them specific.
  (Z) to describe the most used methods of recruiting and evaluate their usefulness.
  (AA) to discuss and evaluate the standard tools and practices for screening people and selecting the best person for the job.
  (BB) to identify and avoid discriminatory language and practices in recruiting, interviewing, and hiring.
  (CC) to recognize the need for training and cite both the benefits of training and the problems of providing it.
  (DD) to explain the importance of orientation and enumerate the kinds of information that should be covered
  (EE) to identify the essential elements in a successful training program and the major steps in developing such a program.
  (FF) to list the major steps in job instruction training and describe how to apply them.
  (GG) to identify when retraining is needed and know how to go about it.
  (HH) to explain the complimentary relationship between ongoing day-by-day evaluation and periodic performance reviews.
  (II) to learn how to evaluate employee performance fairly and objectively.
  (JJ) to describe how to handle an appraisal interview to make the whole evaluation process pay off.
  (KK) to explain how follow-up extends the benefits of the performance review.
  (LL) to define the concepts of responsibility, authority, and accountability and explain their relationships and their role in delegation.
  (MM) to explain how delegation benefits the supervisor, the workers, and the entire operation.
  (NN) to enumerate and discuss the many reasons why both managers and workers avoid delegation.
  (OO) to list the essential steps in delegation and discuss the importance of each.
  (PP) to discuss the conditions essential for successful delegation and learn how to avoid the most common mistakes.
  (QQ) to define the term motivation and explain why it is critical for the supervisor to understand the concept and apply it.
  (RR) to explain the essential points of current theories and practices for motivating workers on the job.
  (SS) to understand and explain why some techniques used to motivate people to be productive often have the opposite effect.
  (TT) to discover what motivates different individuals and learn how to use their motivations to produce their best work.
  (UU) to explain how the job itself can be a motivator and discuss how jobs can be enriched to increase motivation.
  (VV) to give several possible explanations for the behaviors described in selected narratives.
  (WW) to define the three essential elements of successful discipline and explain the importance of each.
  (XX) to describe two different approaches to discipline--progressive and positive--and compare their chances of success.
  (YY) to describe two different approaches to discipline--progressive and positive--and compare their chances of success.
  (ZZ) to discuss the legal implications of disciplinary action and learn how to avoid unwarranted charges of discrimination.
  (AAA) to weigh and discuss the problems of terminating a worker who has not measured up.
  (BBB) to arrive at your own answers to five common truisms regarding discipline.
  (CCC) to identify the three essential elements of a managerial decision and explain how they help to clarify the decision-making process.
  (DDD) to describe the steps in making good decisions and learn how to put them to work.
  (EEE) to explain the relationship of problem-solving and decision-making and apply decision-making techniques in solving problems.
  (FFF) to discuss the pros and cons of participative problem-solving and decide when it is appropriate.
  (GGG) to learn how to approach various kinds of people problems.
  (HHH) to develop your own decision-making skills.
  (III) to understand the nature of planning and the special steps of the planning process.
  (JJJ) to describe different types of plans and their uses.
  (KKK) to discuss the special problems of planning for change and overcoming resistance to change.
  (LLL) to learn how to plan your own time of the job.
  (MMM) to learn how to plan and organize a department for maximum success.