Supervision in the Hospitality Industry

John R. Walker, DBA, CHA, FMP, is a Fulbright Senior Specialist and the McKibbon Professor of Hotel and Restaurant Management at the School of Hotel and Restaurant Management at the University of South Florida, Sarasota-Manatee.

Preface ix

Chapter 1 The Supervisor as Manager 1

The Supervisor’s Role 2

Obligations and Responsibilities of a Supervisor/Executive Chef 3

Functions of Management 13

Theories of People Management 16

Managerial Skills 19

Tips for New Supervisors 23

Chapter 2 The Supervisor as Leader 29

Characteristics of Leaders 29

The Nature and Foundations of Leadership 31

Choosing a Leadership Style 33

Developing Your Own Style 40

Ethics 42

The Supervisor as Mentor 43

Chapter 3 Planning, Organizing, and Goal Setting 51

The Nature of Planning 52

Types of Plans and Planning 56

Planning for Change 63

Planning Your Own Time 69

Organizing for Success 74

Chapter 4 Communicating Effectively 79

The Importance of Good Communication 79

Why Communication is So Important 82

Obstacles to Good Communication 83

Listening 90

Directing People at Work 95

Business Writing 102

Meetings 103

Chapter 5 Equal Opportunity Laws and Diversity 107

Equal Opportunity in the Workplace 108

Equal Employment Opportunity Laws 109

EEO Laws and the Hiring Process 112

Equal Opportunity in the Workplace: What Leaders Need to Know 114

Diversity 114

Why Does Cultural Diversity Matter? 117

How to Increase Personal Awareness 118

How to Recognize and Practice Cross-Cultural Interaction 118

Leading Cultural Diversity in the Workplace 120

Establishing a Diversity and Inclusion Program 122

Managing Diversity Issues Positively 122

Chapter 6 Recruitment, Selection, and Orientation 127

The Labor Market 127

Determining Labor Needs 132

Recruiting 137

Selecting the Right Person 144

Negligent Hiring 154

Orientation 155

Chapter 7 Performance Effectiveness 161

Performance Improvement 161

Performance Standards 162

What a Good Performance Standard System Can Do 163

Setting Up a Performance Standard System 165

Implementing a Performance Standard System 173

Essentials of Performance Evaluation 175

Making the Evaluation 178

The Appraisal Interview 185

Follow‐Up 189

Legal Aspects of Performance Evaluation 189

Chapter 8 Motivation 195

Employee Expectations and Needs 195

Motivation 200

Theories of Motivation 202

Applying Theory to Reality: Limiting Factors 207

Building a Positive Work Climate 209

Focus: The Individual 210

Motivational Methods 212

Focus: The Job—Providing an Attractive Job Environment 217

Focus: The Leader 220

Chapter 9 Supervising Teams, Team Building, and Coaching 225

What is a Team? 225

Working Together 226

Building Teams 232

Installing Total Quality Management 236

Empowering Employees 239

Overcoming Team Challenges 240

Coaching 241

Chapter 10 Employee Training and Development 249

Importance of Training 249

Who Will Do the Training? 254

How Employees Learn Best 255

Developing a Job‐Training Program 257

Retraining 267

Overcoming Obstacles to Learning 268

Turnover and Retention 269

Chapter 11 Conflict Management, Resolution, and Prevention 275

What is Conflict? 275

Conflict Management 278

Conflict Resolution 281

Workplace Violence 284

Conflict Prevention 285

Chapter 12 Discipline 289

Essentials of Discipline 289

Approaches to Discipline 294

Administering Discipline 298

Termination 303

Employee Assistance Programs 310

Employee Safety 311

Harassment 312

The Supervisor’s Key Role 316

Chapter 13 Decision Making and Control 321

Decision Making 321

How to Make Good Decisions 324

Problem Solving 331

Building Decision-Making Skills 338

Controlling 339

Chapter 14 Delegating 347

What Delegation Means 347

Essentials of Delegation 348

Benefits of Delegation 350

Why People Resist Delegation 351

Why Some Employees Won’t Accept Responsibility 354

How to Delegate Successfully 354

Glossary 365

Index 375