Answer only one question below:

1. What are some key actions you need to take prior to forming a decision?
2. Not everyone is always happy with the decisions management makes. How will you deal with those that oppose decisions you have made. Will you compromise your decision to appease others?
3. How will you know if the decision you made was effective or provided a needed solution?

> Verbal Counselling > Written Warning(s) V Performance Improvement Plan (PIP) Courtesy of the Research Foundation New York State - 2011 https://www.rfsuny.org/media/rfsuny/procedures/per_implementing-progressive- disciplineguid.htm A Performance Improvement Plan (PIP) is generally the third step of progressive discipline. A PIP is a formal written plan used by the manager/supervisor as a final attempt to resolve a serious issue that has not been addressed by the employee after a verbal warning(s) and/or a written warning(s) have been given. The PIP is given for a specified time period, usually 30, 60 or 90 days. A manager/supervisor should use reasonable judgment to decide the length of a PIP or contact and work with the campus HR office for assistance. A PIP should include key information about the issue, including a prior verbal counseling(s) or written warning(s), the work performance and/or behavior issue that must be addressed and corrected during the PIP period, and the dates on which the employee's work performance and/or behavior will be reviewed. For assistance in developing a PIP, contact and work with the campus HR office. The manager/supervisor should meet privately with the employee to discuss the issue and to provide the PIP to the employee. Prior to the end of the meeting, the employee should be asked to sign the PIP indicating that he/she has read and understands it. If the employee refuses to sign the PIP, the manager/supervisor should note this on the PIP and should date the document. The original PIP should be placed in the employee's Personnel File and a copy provided to the employee. The intent of a PIP, as it is in all other progressive discipline steps, is successful resolution of the issue. Even if the employee successfully meets the terms of a PIP, that employee can be subject to additional disciplinary action if the same or other performance and/behavior issues arise in the future. If a serious incident occurs while an employee is on a PIP, the employee may be subject to termination of employment. > Termination of Employment C Reuse I am confused o Step 4: Brainstorm and analyze the different choices For this step, brainstorming to list down all the ideas is the best option. Before the idea generation step, it is vital to understand the causes of the problem and the prioritization of causes. For this, you can make use of the Cause-and-Effect diagrams and the Pareto Chart tool. The cause-and-Effect diagram helps you to identify all possible causes of the problem and the Pareto chart helps you to prioritize and identify the causes with the highest effect. Then, you can move on to generating all possible solutions (alternatives) for the problem at hand. Step 5: Evaluation of alternatives Use yourjudgement principles and decision-making criteria to evaluate each alternative. In this step, the experience and effectiveness of the judgement principles come into play. You need to compare each alternative for its positives and negatives. Step 6: Select the best alternative Once you go through from Step 1 to Step 5, this step is easy. In addition, the selection of the best alternative is an informed decision since you have already followed a methodology to derive and select the best alternative. Step 7: Execute the decision Convert your decision into a plan or a sequence of activities. Execute your plan by yourself or with the help of subordinates. Q Deciding When to Decide Courtesy of Principles of Management by Openstax While some decisions are simple, a manager's decisions are g Decision Making in Management often complex ones that involve a range of options and ' ' uncertain outcomes. When deciding among various options and uncertain outcomes, managers need to gather information, which leads them to another necessary decision: how much information is needed to make a good decision? Managers frequently make decisions without complete information; indeed, one of the hallmarks of an effective leader is the ability to determine when to hold off on a decision and gather more information, and when to decide with the information at hand. Waiting too long to decide can be as harmful for the organization as reaching a decision too euurmama: uYuuTube quickly- Failing to react quickly enough can lead to missed opportunities yet acting too quickly can lead to organizational resources being poorly allocated to projects with no chance of success. Effective managers must decide when they have gathered enough information and must be prepared to change course if additional information becomes available that makes it clear that the original decision was a poor one. For individuals with fragile egos, changing course can be challenging because admitting to a mistake can be harder than forging ahead with a bad plan. Effective managers recognize that given the complexity of many tasks, some failures are inevitable. They also realize that it's better to minimize a bad decision's impact on the organization and its stakeholders by recognizing it quickly and correcting it. Q Learning Activity - Decision Making Process Q Decision-making Styles There are a number of perspectives and strategies the food service manager must consider for effective decision-making. However, there are a few key points in decision-making theory that are central to understanding how different styles may impact organizational goals. Decision-making styles can be divided into three broad categories: Psychological Decisions are derived from the needs, desires, preferences, and/or values of the individual making the decision. This type of decision- making is centred on individual decisions. Cognitive This is an integrated feedback system between the individual/organization making a decision, and the broader environment's reactions to those decisions. This type of decision- making process involves iterative cycles and constant assessment of the reactions and impacts of the decision. Normative In many ways, decision-making (particularly in groups, such as within an organization) is about communicative rationality. This is to say that decisions are derived based on the ability to communicate and share logic, using rm premises and conclusions to drive behaviour: k Learning Activity We have learned that foodservice managers are faced daily with decision-making that impacts the organization. One paramount decision challenge is the recruitment of when and whom to hire. One of the most difficult decisions a manager will face and often struggle with is when and who to hire when they are first starting out. This is a paramount decision to who will make up the team because an effective leader must be supportedWW thus far when making decisions, a manager Image source: iStock As a manager, your priority in any conflict situation is to take control early and maintain good relationships within your 7 team. It is important the manager makes sure that everyone ' ' ' , _ g understands how the conflict could be a mutual problem, and n t\" ' ' . that it's important to resolve it through respectful discussion ' ,A ' , _ ' and negotiation. The manager needs to ensure that all parties u I ' . concerned understand that it's essential for them to be able ~ } to work together happily, effectively, and without resentment so that the team and organization can function effectively. Personality and upbringing of the team members in conflict influence the way each will deal with conflict and its ' resolution. Depending upon an individual's experience with EEL'X'FSFE'MEI IIYuuTube id Problems Separate conflict they may respond differently. It is important the manager approaches the situation with both empathy and objectivity and problems are discussed rationally until a compromise is reached. Imagine having three team members who have different responses to conflict. One may walk away, another is going to attempt to have a conversation and the third might raise their voice and become emotional. Each one thinks they're handling conflict in a normal way and views the behaviour of the other two co-workers as unacceptable. The manager must find a resolve. Conflict management's definition is an attempt to bring everyone to an acceptable place of resolve with a process for addressing cause and resolutions. For conflict resolution to be successful, each employee must be trained in the process to give everyone common ground. We learned previously this begins with the manager recruiting team member with the right attitude and behaviours which makes conflict resolution training easier and managing the risk of conflicts in the workplace. Understanding the Team To be successful the food service manager needs to develop a strategy to resolve conflict. The rst conflict resolution strategy involves having the team discuss conflict and how to manage it before a problem occurs. While workplace conflicts can happen between employees and upper management or employees and customers, most conflicts occur between employees who spend most of their time together. The manager needs to focus on team dynamics and ensure respect, diversity, and honesty is part of the team's values and goals working together. Q Progressive Discipline Policies and Procedures Courtesy of Human Resources In the Food SerVIce and Hosprtallty Industry by the BC Cook Articulation Committee Is used under a CC BY 4.0 International Licence. Company policies on discipline should strive for fairness by adhering to these criteria: - Develop clear, fair rules and consequences. I Clearly communicate policies. - Conduct a fair investigation. - Balance consistency with flexibility. - Use corrective action, not punishment. When an employee must be disciplined, typically these steps are followed: Verbal counselling Written warning Suspension without pay PPP!" Termination After each step before termination, the employee should be given an opportunity to correct the problem or behaviour. If he or she fails to do so, the final step is taken: Termination. The appropriate level of discipline It is important to determine the proper level of discipline in each situation. In other words, \"the discipline must be appropriate for the cause.\" How others have been treated for similar infractions should provide the primary basis for determining appropriate action, but there are several factors that may justify increasing or decreasing the level of discipline: 1. The employee's length of service Understanding the Team To be successful the food service manager needs to develop a strategy to resolve conflict. The first conflict resolution strategy involves having the team discuss conflict and how to manage it before a problem occurs. While workplace conflicts can happen between employees and upper management or employees and customers, most conflicts occur between employees who spend most of their time together. The manager needs to focus on team dynamics and ensure respect, diversity, and honesty is part of the team's values and goals working together. Five common conflict resolution behaviours are: Avoidance Competition Accommodation Compromise Collaboration > Avoiding the Conflict > Competing to Win Conflicts > Accommodating the Other Person > Compromising During Conflicts > Collaborating to Find a Solution > The Manager's Role in Conflict Resolution 0 Reuse The process typically includes one or more of the following steps: 1. verbal counselling (s), 2. written warning(s), 3. a Performance Improvement Plan (PIP), 4 . successful completion of the PIP, and/or termination of employment. v Verbal Counselling Courtesy of the Research Foundation New York State - 2011 https://www.rfsuny.org/media/rtsuny/procedures/per_implementing-progressive- disciplineguid.htm Averbal counseling is generally the first step of progressive discipline. Averbal counseling is intended to be used by a manager/supervisor to notify an employee that an improvement is needed in the employee's work performance and/or behavior. This step is generally used for minor issues (e.g., not calling the manager/supervisor as required if the employee is arriving late to work). The manager/supervisor should meet privately with the employee to discuss the issue. The manager/supervisor should determine if the employee was aware of the issue and allow the employee to explain. As appropriate, the manager/supervisor should be prepared to guide the employee to use available external resources that may assist him/her in resolving the issue. The manager/supervisor should maintain written documentation regarding the issue, date on which the issue occurred, and the corrective action requested. At the manager's/supervisor's discretion and depending on the nature of the issue, a second verbal counseling may be given prior to giving a written warning. > Written Warning(s) > Performance Improvement Plan (PIP) > Termination of Employment C Fleuse I am confused o Causes for terminating an employee: 0 Lack of skills or knowledge 0 Lack of motivation 0 Poor attitude 0 Lack of effort or misconduct (working at a reduced speed, poor quality, tardiness, sleeping on the job, wasting time) 0 Poor co-worker relations (arguing on the job, lack of cooperation) 0 Poor subordinate-supervisor relations (insubordination, lack of follow-through) o Inappropriate supervisor-subordinate relations (favouritism, withholding of key information, mistreatment, abuse of power) I Mishandling company property (misuse of tools, neglect) I Harassment or workplace violence (verbal or physical abuse, threats, bullying) o Dishonesty I Disregard for safety practices (not wearing safety equipment, horseplay, carrying weapons on the job, working under the influence of alcohol or drugs)" Q Learning Activity - Last SthiuoDissipline Process > Written Warning(s) > Performance Improvement Plan (PIP) v Termination of Employment Courtesy of the Research Foundation New York State - 2011 https://www.rfsuny.org/media/rfsuny/procedures/per_implementing-progressive- disciplineguidhtm Termination of employment is generally the last step of progressive discipline after an employee has failed to meet the requirements of a PIP or a serious incident has occurred during the PIP period. Termination of employment can also occur when an employee, who is not on a PIP, is involved in a serious offense that warrants immediate termination (for example, an employee is caught stealing in the workplace). Refer to the RF procedure on Involuntary Termination of Employment. For assistance in developing a termination letter, contact and work with the campus HR office. The manager/supervisor should meet with the employee to discuss the termination and provide the termination letter to the employee. The manager/supervisor should request that another person attend the termination meeting with them as a witness (e.g., a representative from the campus HR office, department head, or vice president). The original termination letter should be given to the employee and a copy maintained in the employee's Personnel File. 5 Reuse I am confused o Retaliation is defined as an adverse action taken by the employer against an employee because he or she engaged in protected activity including opposition to unlawful employment practice(s) or participating in an employment discrimination proceeding by filing a charge, testifying, assisting, or participating in an investigation, proceeding or hearing involving employment discrimination. Wrongful discharge is dened as termination from employment for reasons that are in violation of the law (for example, terminating an employee based on his or her race), in violation of public policy, in breach of an implied contract, or firing an employee in bad faith. What's the Right (Correct) Answer? It's also worth noting that making decisions as a manager is not at all like taking a multiple-choice test: with a multiple- choice test, there is always one right answer. This is rarely the case with management decisions. Sometimes a manager is choosing between multiple good options, and it's not clear which will be the best. Other times there are multiple bad options, and the task is to minimize harm. Often there are individuals in the organization with competing interests, and the manager must make decisions knowing that someone will be upset no matter what decision is reached. What's the Right (Ethical) Answer? Sometimes managers are asked to make decisions that go beyond just upsetting someone. They may be asked to make decisions in which harm could be caused to others. These decisions have ethical or moral implications. Ethics and morals refer to our beliefs about what is right vs. wrong, good vs. evil, virtuous vs. corrupt. Implicitly, ethics and morals relate to our interactions with and impact on others. If we never had to interact with another creature, we would not have to think about how our behaviours affected other individuals or groups. All managers, however, make decisions that impact others. It is therefore important to be mindful of whether our decisions have a positive or a negative impact. \"Maximizing shareholder wealthII is often used as a rationalization for placing the importance of short-term profits over the needs of others who will be affected by a decisionsuch as employees, customers, or local citizens (who might be affected, for example, by environmental decisions). Maximizing shareholder wealth is often a short-sighted decision, however, because it can harm the organization's financial viability in the future.1 Bad publicity, customers boycotting the organization, and government fines are all possible long-term outcomes when managers make choices that cause harm in order to maximize shareholder wealth. More importantly, increasing the wealth of shareholders is not an acceptable reason for causing harm to others. The appropriate level of discipline It is important to determine the proper level of discipline in each situation. In other words, \"the discipline must be appropriate for the cause.\" How others have been treated for similar infractions should provide the primary basis for determining appropriate action, but there are several factors that may justify increasing or decreasing the level of discipline: 1. 2. AD) The employee's length of service The previous record of performance and conduct . Whether the employee was provoked . Whether the misconduct was premeditated or a spur-ofthe-moment lack ofjudgment (i.e., was it with or without intent?) . Whether the employee knew the rules and those rules have been consistently enforced on others . Whether the employee acknowledges the mistake and shows remorse . After considering all of these factors, there still may be times when you believe it is best for the business to terminate an employee, particularly if you determine that a particular person or situation is likely to be a chronic problem. Paying the required severance, or termination pay is a small cost compared to the damage a problem employee can cause. When an employee must be disciplined, typically these steps are followed: Verbal counselling Written warning Suspension without pay Termination After each step before termination, the employee should be given an opportunity to correct the problem or behaviour. If he or she fails to do so, the final step is taken: termination. I have started this module's learning with a great video that > snhu What are the 7 Steps of Decision Making? A introduces the decision-making process. Decision making is ' the action or process of thinking through possible options and selecting the best one. It is important to recognize that food service managers are continually making decisions and that the quality of their decision-making has an impact, sometimes signicantly on the effectiveness of the organization and its stakeholders. Stakeholders can be any individual or group that is affected by an organization (such as customers. employees, 7 STEPS T0 | mm\Image source: iStock g Decision Making Steps in Management vim)" iEDX'FEFE'iEI IIYuuTube Decision-making is a science, incorporating organizational behaviour, psychology, sociology, neurology, strategy, management, philosophy, and logic. The ability to make effective decisions that are rational, informed, and collaborative. Effective decision-making is part of quality management. Quality management is the act of overseeing different activities and tasks within a food service organization to ensure that products and services offered, as well as the means used to achieve them, are consistent. It helps to achieve and maintain a desired level of quality within the organization. The aim of quality management is to ensure that all the organization's employees work together to improve the company's processes, products, services while maintaining the culture to achieve the long-term success that stems from customer satisfaction. Decision-making is a continuum in the process of achieving quality management. It can greatly reduce opportunity costs while building a strong organizational focus. As a prospective manager, effective decision- making is a central skill necessary for success. This requires the capacity to weigh various paths and determine the optimal trajectory of action. Q The Eight Steps to the Decision Making Process Courtesy of Tutorialspoint online learning "The Eight Steps to the Decision Making Process". To read the full article click here 13. Close All Open All + Courtesy of CFI. To read the full article click here. C There are several principles of quality management that the International Standard for Quality Management adopts. These principles are used by top management to guide an organization's processes towards improved performance. They include: 1. Customer Focus + 7. Relationship 2. Leadership + Management PRINCIPLES OF QUALITY MANAGEMENT 6. Evidence- 3. Engagement + + Based Approach of People + 5. Continuous 4. Process Improvement Approach ReuseStep 1: Identification of the purpose of the decision _ In this step, the problem is thoroughly analyzed. There are a couple of questions one should ask when it comes to identifying the purpose of the decision. What exactly is the problem? Why the problem should be solved? Who are the affected parties of the problem? PPN!" Does the problem have a deadline or a specific timeline? Step 2: Information gathering _ A problem of an organization will have many stakeholders. In addition, there can be dozens of factors involved and affected by the problem. In the process of solving the problem, you will have to gather as much as information related to the factors and stakeholders involved in the problem. For the process of information gathering, tools such as 'Check Sheets' can be effectively used. Step 3: Principles forjudging the alternatives In this step, the baseline criteria for judging the alternatives should be set up. When it comes to defining the criteria, organizational goals, as well as the corporate culture, should be taken into consideration. As an example, profit is one of the main concerns in every decision-making process. Companies usually do not make decisions that reduce profits, unless it is an exceptional case. Likewise, baseline principles should be identified related to the problem in hand. Step 7: Execute the decision _ Convert your decision into a plan or a sequence of activities. Execute your plan by yourself or with the help of subordinates. Step 8: Evaluate the results _ Evaluate the outcome of your decision. See whether there is anything you should learn and then correct it in future decision-making. This is one of the best practices that will improve your decision-making skills. Q Principles of Quality Management Courtesy of CFI. To read the full article click here. C)" There are several principles of quality management that the International Standard for Quality Management adopts. These principles are used by top management to guide an organization's processes towards improved performance. They include: 1. Customer Focus 7.RdaorsMp 2.Leademhi Management p > Verbal Counselling v Written Warning(s) Courtesy of the Research Foundation New York State - 2011 https://www.rfsuny.org/media/rfsuny/procedures/per_impIementing-progressive- disciplineguid.htm Awritten warning is generally the second step of progressive discipline. A written warning provides notice to an employee regarding continued work performance issues and/or inappropriate workplace behavior that have not been resolved after giving the employee a verbal counseling (e.g., the manager/supervisor has given an employee a verbal counseling about not calling when he/she will be arriving late to work and the employee has not taken corrective action to resolve the issue). The written warning should include information regarding the issue, date on which the issue occurred, and the desired performance and/or behavior expected from the employee. For assistance in developing a written warning, contact and work with the campus HR office. The manager/supervisor should meet privately with the employee to discuss the issue and to provide the written warning to the employee. As appropriate, the manager/supervisor should be prepared to guide the employee to use available external resources that may assist him/her in resolving the issue. Prior to the end of the meeting, the employee should be asked to sign the written warning indicating that he/she has read and understands the warning. If the employee refuses to sign the written warning, the manager/supervisor should note this on the written warning. The original written warning should be placed in the employee's Personnel File and a copy provided to the employee. At the manager's/supervisor's discretion and depending on the nature of the issue, a second written warning may be given prior to implementing a Performance Improvement Plan. > Performance Improvement Plan (PIP) > Termination of Employment Progressive discipline is defined as a positive process or method that attempts to address and correct an employee's work performance or inappropriate workplace behaviours or actions by providing clear and constructive feedback through a series of increasingly formal steps. The following are examples of employee issues that may be subject to progressive discipline. Depending on the nature and severity of the issue(s), some of the following issues may subject an employee to immediate termination of the individual's actions or behaviours are unlawful, or contradictory to the Employment Standards Act or Human Rights Code in Canada. I Not meeting job requirements - Inability to meet deadlines - Poor quality of work 0 Insufficient quantity of work 0 Excessive absences - Excessive tardiness o Intentional abuse of company property - Insubordination - Stealing - Arguing/ghting with co-workers - Throwing objects 0 Falling asleep on the job - Harassment or violence 0 Substance abuse The process typically includes one or more of the following steps: 1. verbal counselling (s), 2_ written warning(s)l