Food-Service-Manual-for-Health-Care-Institutions

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Food Service Manual for Health Care Institutions 170 Look for duplication of efforts and eliminate them. Priorities should be set for the tasks that are to be accomplished daily and for longer-term projects, such as recruiting a new staff member, developing a budget, or gathering information to plan a new program. Large projects are more easily handled and prioritized when they are broken down into their component parts and tackled one step at a time. Adjust estimated time to do a job. Build in time for emergencies. Another method of prioritizing work has been suggested by Stephen Covey in his book 7 Habits of Highly Effective People. The focus of Covey’s priority system is to manage “self” rather than time, using four quadrants for time management: 1. Urgent and important. This quadrant encompasses crisis situations or problems. Being problem oriented and driven by deadlines prevents managers from focusing on more important tasks. 2. Not urgent and important. This quadrant has to do with effective personal management as represented by planning functions. Functioning in quadrant 2 requires the manager to seek balance in work and personal activities and to undertake important activities that are not urgent. 3. Urgent and not important. Like quadrant 1, the driving force for quadrant 3 is urgency. Unlike quadrant 1, however, task urgency here is determined by others. That is, these tasks may be urgent to someone else but not for the manager’s goals and focus. 4. Not urgent and not important. The activities in this quadrant are referred to as “comfort” activities, those tasks that require no great amount of thought and may be relaxing. The biggest problem with focusing on tasks in this area is that comfort tasks prevent managers from focusing on the tasks in quadrants 1 and 2. With the self-management theory, time management is the responsibility of the manager and not determined by the tasks. Managers must choose the activities they will spend time on. To meet the challenges of a rapidly changing health care environment, managers should focus energy on the tasks of planning outlined in quadrant 2. Setting Limits Managers should avoid the four biggest time wasters: excessive telephone calls, unnecessarily long meetings, unexpected visitors, and paperwork. To reduce the time spent on each, managers should set their own limits: • If possible, schedule no more than one hour each day for returning telephone calls. Each conversation should be related to the work at hand. • Although meetings can be useful, make sure that the meeting time is used productively by planning an agenda or proposing an outcome and by ending the meeting at a predetermined time. • To better minimize unexpected visitors, avoid making them feel too welcome or too comfortable. When possible, a closed door and being screened by a secretary should do much to discourage unscheduled visitors. If that does not suit a manager’s style or the institution’s working climate, a manager might stand when an unscheduled visitor enters the room and remain standing until he or she leaves. Other options are to suggest a better time for a meeting, make an appointment to see the person in his or her own work area, and end the meeting as soon as the business is completed. • Managers can reduce their share of paperwork by using several tactics. Have someone screen the paperwork and sort it according to its relative importance. Do not handle any piece of paper more than once. Write responses directly on memos and return them to the sender. Whenever possible and appropriate, delegate responsibility for handling paperwork. • Minimize details by trying to find a way to handle them accurately and with a minimum of effort. Delegate some of the details to staff.
Figure 6.14. Example of a Food Service Director’s Weekly Planner Goals (Priorities) Estimated Time Day Completed Comments 1. Complete budget (A) 61 ⁄2 hours Wednesday Give budget to secretary to type by Wed. noon; review Thurs.; turn in by Fri., 3 P.M. 2. Discuss disciplinary 21 ⁄2 hours Thursday Meet with Human action (A) Resources Department 3. Attend meetings (B) 31 4. Handle mail, meet with employees (B) ⁄2 hours Monday, Thursday Be sure to go to staff meeting 5. Review magazines (C) 1 hour Thursday Monday Tuesday Wednesday Thursday Friday 9:00 Attend Attend 9:30 nutrition Complete Complete staff 10:00 support budget budget Review meeting 10:30 11:00 11:30 12:00 12:30 meeting budget 1:00 Complete Discuss 1:30 budget disciplinary 2:00 2:30 action 3:00 Turn in budget! 3:30 Review 4:00 magazines 4:30 5:00 • Set specific times to review and answer all electronic mail. Delete items that do not apply to the job. Time management, like any other management skill, can be learned with practice. Managers need to begin applying time management techniques to their own schedules to achieve the full range of their professional and personal objectives. Summary The organizing function of management involves designing appropriate organizational structures, grouping work according to some common criteria such as function or product, and establishing relationships between the organization’s activities and its job positions. In addition to divisions of authority and responsibility according to departments or units, managers often Organization and Time Management 171
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Food Service Manual for Health Care
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Contents Figures, Tables, and Exhib
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Figures Figures, Tables, and Exhibi
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8.3. Excerpt from a Performance Eva
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19.1. Flow of Products in Food Serv
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6.2. Sample Job Description and Job
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Foreword It is truly an honor for m
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Preface The health care environment
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Acknowledgments The following indiv
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Introduction This edition of Food S
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Chapter 14 explains safety, securit
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Part One Management of the Food Ser
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Chapter 2 Leadership: Managing for
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oriented or people oriented and tha
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in an orderly manner, to manage the
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so as to anticipate and plan for fu
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Planning Through planning, the futu
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Reward or punitive power is the str
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• Building a team mind-set • Co
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of these three factors jeopardizes
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McClelland claims that “in some b
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• Define limits of what situation
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who have seen programs, processes,
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Leebov, W., and Scott, G. Health Ca
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Chapter 4 Quality Management A prim
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Figure 4.2. Deming’s PDCA Cycle A
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Move to CQI in Health Care The term
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care. Often these choices conflict.
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Supplier Partnerships A customer or
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analysis. Key benefits to having a
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Exhibit 4.1. Team Documentation For
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Figure 4.3. CQI Flowchart Quality c
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Exhibit 4.2. Inspection Criteria fo
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Once the departmental strategy is w
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Before hiring a consultant, managem
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selected for the issue in question.
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Figure 4.6. Cause-and-Effect Diagra
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not identical. CMS standards vary i
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the concurrent stay using critical
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Garvin, D. A. Managing Quality: The
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Chapter 9 Clinical Nutrition Care M
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Planning As already shown, a manage
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• Room service for inpatients and
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Figure 9.2. Organizational Chart—
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among professional staff whose memb
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Designing a Nutrition Services Paym
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Nutrition service professionals can
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Figure 9.4. (continued) Food histor
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Figure 9.6. Goal of Nutrition Scree
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Table 9.3. Physical Signs Indicativ
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• A constant and valuable source
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earlier, the patient may need to be
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• Assessment: what the data mean
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• Gives patients greater protecti
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Chapter 10 Management Information S
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Elements of an MIS In addition to t
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automatically to report all vending
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Usually, systems investigation is t
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Function Function refers to the spe
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located in a relatively clean envir
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Figure 10.2. Sample Purchase Order
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Figure 10.3. (continued) Inventory
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Figure 10.5. Beef Barley Soup, Scra
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Patients’ tray cards can be print
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een entered into the menu, each ite
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Bibliography Alexander, J. Selectin
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Excerpt from Annual Food Service De
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Sample Monthly Operating Statement
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Labor Cost Analysis 334 Figure 11.5
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336 Exhibit 11.6. Example of a Mont
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Part Two Operation of the Food Serv
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352 Exhibit 12.2. Selection of Wast
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354 Exhibit 12.4. Selection of Wast
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Figure 13.6. HACCPs for Cook-and-Ch
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Restaurant-Style Health Care Menu f
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Chapter 16 Product Selection Produc
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Figure 16.2. Procurement Subsystem
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The USDA organic seal appears on fo
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Figure 16.5. Grade Stamps and Inspe
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A carcass of good grade is blocky a
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e accomplished by scalping, which p
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Table 16.1. (continued) Meat Descri
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harvesting and processing. This tas
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Poultry Poultry products or domesti
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Weight and Size of Shell Eggs Shell
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Table 16.3. Manufacturing and Inspe
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Eggnog Eggnog contains milk product
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Natural, Processed, and Imitation C
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Table 16.4. Common Cheeses Cheese D
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• Bamboo shoots • Bean sprouts
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Celery Celery, mainly the Pascal va
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Size is another factor that affects
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Fruit and Vegetable Specifications
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Corn, , sunflower, and safflower oi
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Organic Flour Organic flour is from
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Relatively small quantities of wild
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Herbal Tea Herbal teas do not come
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alloy, the result is stainless stee
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Summary Food service purchasers mus
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U.S. Department of Agriculture, Agr
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Chapter 18 Receiving, Storage, and
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Figure 18.1. Receiving System Items
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Merchandise Receipt Receiving, Stor
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Receiving, Storage, and Inventory C
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disposed of promptly. The storeroom
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Issuing of Food and Supplies Receiv
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A perpetual inventory record alone
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Inventory Turnover Slow inventory t
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Figure 18.2. Comparison of Par Stoc
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Receiving procedures must ensure th
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Appendix 19.1 A Culinary Glossary
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Hors d’oeuvre Side dish or relish
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Chapter 20 Distribution and Service
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• What is the best type of servic
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Figure 20.1. Typical Tray Makeup Li
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Tray Delivery Because the point of
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quality. In recent years, food serv
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carrying their filled trays to thei
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plate is not used. Place coffee or
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minimized. The type of meal service
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Standards that should be monitored
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Exhibit 20.2. Sensory Assessment fo
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Herz, M. L. Analysis of Alternative
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Index A ABC method, 603 Absenteeism
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CDC (Centers for Disease Control an
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Delivery of products, 575-576 Deman
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Exit interviews, 239, 240e Exotic v
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described, 461; developing, 461-463
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Horizontal communication tract, 194
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Main-dish salads, 652 Maintenance-m
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Nutrient analysis, 296 Nutrition aw
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PERT (program evaluation and review
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(1993), 4, 203; Federal Employee Po
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Standing operational planning. See
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Waste audit, 349 Waste-handling equ
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