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Florida International University

Dietetics and Nutrition

Applied Dietetic Management of Foodservice Systems

Group Lab Written Project

Little Birds Daycare

Gabriela Cohen PID:5699430

Elizabeth Silberman PID: 5630250

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Table of Contents:

Scenario………………………………………………………………………………. 3

Mission Statement……………………………………………………………..... 3

Leadership Section……………………………………………………………….4

Public Policy………………………………………………………………………....5

Cultural Competence Policy………………………………………………….7

Management Section……………………………………………………………..8

Span of Management……………………………………………………………..10

Organizational Chart……………………………………………………………..11

Job Description………………………………………………………………………13

Pre-employment Testing……………………………………………………….16

Interview Questions……………………………………………………………….16

Performance Appraisal…………………………………………………………..17

Master Schedule…………………………………………………………………......18

Decision Making………………………………………………………………….......19

Barriers to Communication……………………………………………………..19

Employment Laws……………………………………………………………………20

Balance Sheet……………………………………………………………………………21

Income Statement……………………………………………………………………..22

Group Dynamics………………………………………………………………….........23

References…………………………………………………………………………..........24

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Scenario

Little Birds Daycare is a childcare center located in Aventura, Florida. Little Birds
proudly provides childcare services to eighty kids daily. At Little Birds, each child receives
the right brain stimulation to learn and grow everyday. Little birds provides three meals
daily to all children consisting of breakfast, lunch, and dinner.

Little Birds welcomes children ages 2 to 5 years old for daily fun and educational
activities in a preschool-like setting from 7am-7pm. Our children come from all around
Miami including Sunny Isles, North Miami Beach, and South Beach, just to spend time
learning and growing with our staff, who together have over thirty years of childcare
experience.

Our organization will serve a variety of fresh and cooked fruits and vegetables that
meet the nutrient needs of the children every single day, as well as foods from every food
group will be available for each child for their three meals. Our meals will be full of colors,
shapes, and textures to promote happy and encouraged eaters that reach their full
potential. Our team will serve every child with a smile and will offer a variety of
alternatives if the kids do not prefer that day’s food in order to increase their satisfaction.

Mission Statement

Our mission is to provide each loving child tasty and nutritious foods to nourish them and
help them grow and develop into healthy and happy learners. We are committed to
providing support and encouragement to each child through our food that meets all
nutrient needs of children in an appropriate and safe educational environment that offers
optimal service and management.

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Leadership Section

As an effective manager in our organization, our manager is going to:

● Model the way by taking a look in the mirror and try to be the person I want my
employees to be as I am an example of how they should behave in the organization.
● Inspire a shared vision: As a manager I would want to develop my interpersonal
competence. I would do so by finding common ground with my employees and
always listen first and often, that way we can make decisions in conjunction, making
the employees more involved into the organization.
● Enable others to act: as an effective manager, I will promote the interaction between
the employees and their supervisors and management and incite a “we” culture
instead of “I” in our foodservice organization. I would focus on educate others
instead of giving orders to them, helping them grow as individuals in this
organization
● Encourage the heart: As an effective manager, I am going to implement recognitions
and rewards in the foodservice organization as a way to reinforce the great job of
the employees so they can keep growing and shining in what they do. I want my
employees to see me as a coach whom they can go for feedback rather than as a boss
that they go for orders.1

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Public policy

Position of the Academy of Nutrition and

Dietetics: Food and Water Safety

By Mildred McInnis Cody, PhD, RDN

And Theresa Stretch, MS, RDN, CP-FS

Access to safe food and water supply is essential to prevent food- and waterborne
illness outbreak. The position of the Academy of Nutrition and Dietetics is that all people in
the country should have access to safe food and water supply. Food Safety is an alarming
topic in our country. Even though the United States have the safest food supplies in the
world, the Centers for Disease Control and Prevention estimates that one in six Americans
are sickened, 128,000 are hospitalized, and 3,000 die annually due to foodborne illness. All
dietitians are encouraged by the academy to participate in engaging a food safety culture
by participating in policy making and programs implementations.

As much of the seafood, fruits, spices, coffee and other products are imported to the
United States, we also export food products to other countries. It is very important to have
a harmonization of the food safety policies to facilitate international trade and promote
food safety around the world. The United States promote their food safety policies and
objectives in the Healthy people and Dietary Guidelines for Americans.

There is always going to be risk for foodborne illness, however, if foodservices


maintain a hazard control, it can be greatly preventable. The main causes for Food and
waterborne illnesses are microorganisms, chemicals and other pathogenic agents. These
pathogens may cause infections or intoxications. Food- and waterborne illness toxins, can
be naturally occurring or can result from industrial or agricultural contaminants such as
the inappropriate form of handling foods or sanitation/cleaning practices. To reduce the
risk of getting these pathogens and toxins, it is primordial to have good agricultural and
appropriate handling practices.

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A foodborne outbreak occurs when two or more individuals obtain the same illness
from the same contaminated food or beverage. When a foodborne outbreak takes place, the
first step is to determine the food source and the setting in order to reduce the risk of
others outbreaks.

High risk populations include children younger than 5 years old, seniors 65 years
old and older, pregnant women and individuals with compromised immune systems.
Dietitians maintaining a control and preventing food- and waterborne illness in these
individuals are primordial for their health.

There are many evidenced-based resources, materials and programs that the
Academy have developed for dietitians about food safety to be used with their clients and
with any community. The Academy of Nutrition and Dietetics is always supporting research
and science-based discovery with the purpose of increasing knowledge and awareness of
food safety.2

Impact of policy

The article, Food and Water Safety is available to assist in stopping foodborne
illnesses. The information stated in the article impacts daycares because it helps prevent
illnesses that can be spread among children. It is important to be extra careful with food
handling when the food is being served to children because they are part of the high risk
population. The article also suggests ways to prevent foodborne illnesses by washing hands
often, keeping raw meats and ready-to-eat foods separated from each other, cooking foods
to the right temperature, and refrigerating at the right temperature promptly below 40°F.
Food contaminated with harmful bacteria can be spread among the children in the day care
very quickly because children are constantly sharing toys, mats, and foods. HACCP, is used
to prevent food from becoming contaminated and it is used to identify and control
biological, chemical, and physical hazards in foods from procurement to service. The FDA
provides a manual for voluntary use of HACCP for foodservice and retail establishments.
Ensuring that all food is handled properly and the water is safe is crucial in a daycare.2

Cultural Competence Policy

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Policy: Little Birds Day Care is committed to creating and maintaining an environment that
supports “Cultural Competence” by promoting respect and understanding of diverse
cultures, social groups, and individuals. To achieve this commitment, we develop and
maintain a high-performing workforce that improves outcomes for our employees, parents
and children, delivers culturally responsive services, and reflects the diversity of the
communities we serve. We deliver culturally responsive services and our workforce
reflects the diversity of the communities we serve.

Procedure:
1. Foster an organizational philosophy that incorporates cultural competency
principles into its mission, vision, values, goals policies and procedures.
2. Periodically review the goals, policies, and procedures to ensure that they
incorporate principles and practices that promote linguistic and cultural
competence.
3. Incorporate programs and services for diverse populations within the service
community and methods to evaluate their effectiveness.
4. Provide ongoing staff cultural self-assessments to determine the level of knowledge
of the diverse populations within the service community and the learning needs that
exist among staff at all levels.
5. Provide educational and training opportunities for staff and community about
natural supports (i.e., family, religious organization, advocacy groups, and social
organization) within diverse cultural groups.
6. Incorporate processes that allow for the capturing of data on individual's race,
ethnicity, spoken and written language to establish applicable needs assessment
and services
7. Establish collaborative partnerships with diverse community-based organizations
to assist in designing and implementing cultural competence related activities.
8. Ensure that oral and written grievance, appeals and resolution processes are
sensitive and capable of identifying, preventing, and resolving cross-cultural
conflicts or complaints.

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Management Section

Management Theory:

The achievement-Power-Affiliation is a motivation theory proposed by McClelland. He


emphasized needs that are learned and socially acquired as individuals interact with their
environment. People have three needs: a need to achieve (desire to be more efficient every
time), a need for power (influencing people) and a need for affiliation (to be liked by others
and establish relationships). In our daycare, our employees are going to be motivated to
work by this three constructs and by working together as a team.3

Managers Roles:
Interpersonal Roles: the managers roles as the figurehead, leader, and liaison which
focuses on relationships.4

● In our Day Care, the figurehead role will be represented by the Day Care
director. He represents the maximum responsibility for the management of
the organization. As the head of the organization, he is in charge of
ceremonial duties in the organization.

● In our Day Care, the leader role is going to be represented by the director
in conjunction with both of the supervisors for foodservice. They are going to
be responsible for hiring and training new employees such as the cooks and
servers.

● The liaison role is going to be represented by the Director of the Day Cae
as he is going to be responsible of dealing with people inside the organization
(all the employees) and outside the organization (the parents)

Informational Roles: the communicational roles of a manager that include as a monitor,


disseminator, & spokesperson.4

● In our daycare, our director and supervisors are going be


monitors by constantly search for new information that can be used
to increase the effectiveness of the organization

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● The disseminator role is going to be represented by the two
supervisors in our daycare whom are going to transmit important
information to the other employees

● Our director in the daycare is our spokesperson, meaning that he


is the one transmitting information to people inside & outside of the
organization

Decisional Roles: the manager is the decision maker of the organization and may commit
a unit to new courses of action and determining the units strategy; consequently, decisional
roles include those of entrepreneur, disturbance handler, resource allocator, & negotiator.4

● In LB daycare, our director and supervisors are going to initiate change


in our organization, act as entrepreneurs. Also, they are going to have to act as
disturbance handler because they are going to have to respond to situations
that are beyond their control.The supervisors of our foodservice system are
going to act as resource allocator as he is going to be in charge of the
distribution of resources.

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Span of Management for the Managers/Supervisors
Span of Management refers to the number of individuals any one person can supervise
effectively. There are different factors that can affect the span of management such as
policies in the organization, nature of the job, availability of the staff, and others.5 Our span
of management is the following:
● Our Daycare director is going to supervise the 2 supervisors and the registered
dietitian, a total of 2.5 FTEs
● The AM supervisor is going to supervise 4.5 FTEs
❏ 1 Servers
❏ 2 Cooks
❏ 1 Cook Assistant
❏ 1 Food Service Worker
❏ 1 Sanitation Worker
❏ 1 dishes
● The PM supervisor is going to supervise 4.6 FTEs
❏ 2 Servers
❏ 2 Cooks
❏ 1 Food Service Worker
❏ 1 Sanitation Worker
❏ 1 dishes
❏ 1 cook assistant

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Organizational Chart for the Food Service Organization

We are going to have a total of 12 FTES


Day Care Director: Is in charge of all goal setting, organization, marketing, and policy
creation and implementation. He handles all the money and financial responsibilities of the
organization. He also oversees the 2 Food Service Supervisors.

Food Service Supervisors (1.5 FTEs): Is in charge of supervising and organizing activities
of workers involved in producing and serving food for the center, placing orders, checking
deliveries, and taking inventory. He is also in charge of training and orientation of new
Food Service Employees and kitchen staff.

Cooks (2.5 FTEs): Is in charge of developing new recipes, overseeing food service
employees, following a food budget, and help with menu planning. Are in charge of cooking
meals of the day using appropriate food safety standards and standardized recipes.

Cook Assistants (1.25FTEs): provide support to chefs and have duties such as
maintaining supplies, handling leftovers, preparing food, testing new recipes, cleaning the
kitchen, keeping cooking utensils organized, and plating dishes

Servers (1.5FTEs): are in charge of serving the foods to the children every day at the
appropriate hour making sure the children are eating how they are supposed to.

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Food Service Workers (1.5 FTEs): Are in charge helping with food preparation, cleaning
preparation areas, and dishwashing.

Dishes (0.9FTEs): Are in charge of cleaning dishes, kitchen, food preparation equipment,
or utensils. Wash dishes, glassware, flatware, pots or pans, using dishwashers or by hand. It
is their job to maintain kitchen work areas and equipment in clean and orderly condition..

Sanitation Employees (1.5 FTEs): Are in charge of keeping our kitchen up to standards
with cleanliness and food safety before, during, and after food preparation and service.

Registered Dietitian (1 FTE): Works hand in hand with the daycare director and food
service supervisor to develop menu according to the needs of the children so they can eat
nutritious food to nourish them and help them grow and develop into healthy and happy
learners.

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HUMAN RESOURCES
Job Descriptions

Job title: Cook Department: Food Service Date: 11/16/2018


Job Type: Part-time Pay rate: 10 $/hr
Job title of person to whom reporting: Food service supervisor
Prior experience requirements: Requires a minimum of one year experience in the field
of food service or nutrition with infants and/or children.
………………………………………………………………………………………………..
Other comments: exposed to heat, humidity, stream, cooking odors, refrigerator
temperatures, and wet floors. Possible job-related injuries include serious cut from knives
or power equipment, burns from cooking equipment, and strains, sprains, or falls. Work is
mostly performed while standing or walking. Occasionally exerts considerable physical
effort in moving or lifting of supplies and/or hot food items.
………………………………………………………………………………………………..
Job summary:Responsible for planning, preparing and serving nutritious meals and to the
children in the day care , as well as, responsible for kitchen sanitation and cleanliness.
Prepares meals according to standardized recipes. Assures freshness, proper serving
temperatures and the minimization of food waste.
………………………………………………………………………………………………...

Responsibilities Performance standards

Follow food handling procedures standards All foods are stored at proper temperatures
as specified by local health agency

Prepares all the meals as scheduled by All foods are to be covered, labeled, and
following standardized recipes dated when stored

Maintain a daily inventory for all item Follow the first in, first out food rotation
served. procedure

Practice personal hygiene and grooming All foods are to be served at appropriate
standards. Maintain serving temperatures

Maintain good relationships with coworkers

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Job title: Food Service Supervisor Department: Food Service Date: 11/16/2018
Job Type: Part-time Pay rate: 22 $/hr.
Job title of person to whom reporting: Daycare Director
Prior experience requirements: Requires a minimum of one year experience in the field
of food service management preferably with infants and/or children.
………………………………………………………………………………………………..
Other comments: exposed to heat, humidity, stream, cooking odors, refrigerator
temperatures, and wet floors. Possible job-related injuries include serious cut from knives
or power equipment, burns from cooking equipment, and strains, sprains, or falls. Work is
mostly performed while standing or walking. Occasionally exerts considerable physical
effort in moving or lifting of supplies and/or hot food items.
………………………………………………………………………………………………..
Job summary: The Food Service Supervisor serves as one of the organization leaders in the
cash operations. Ensures the proper assembly and service of foods. Maintains sanitation
and safety of the departments' service and utility areas. Supervises food service workers,
including cooks and servers.
………………………………………………………………………………………………...
Responsibilities:
● Responsible for proper money handling and completion of required daily, weekly
and monthly reports, including weekly inventory, cash reports and production
reports.
● Assists with menu planning and ordering using appropriate company programs and
initiatives.
● Assists in the selection and and orientation of associates; oversees associate
training.
● Develops and posts associates' works schedules.
● Complies with federal, state, local and health department regulations; helps ensure
compliance with company policies, procedures and practices involving food,
personal safety and loss prevention efforts.
● Ensure all company quality and service standards are met.
● Ensure compliance with all regulatory agencies.
● Promote company culture, values and management philosophy.
● Promote teamwork within the unit.
● Represent the company professionally and ethically at all times.

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Job title: Sanitation Employee Department: Food Service Date: 11/16/2018
Job Type: Part-time Pay rate: 12 $/hr.
Job title of person to whom reporting: Food Service Supervisor
Prior experience requirements: Requires a minimum one year sanitation, production or
warehouse experience required, preferably in a food environment
………………………………………………………………………………………………..
Other comments: exposed to heat, humidity, stream, cooking odors, refrigerator
temperatures, and wet floors. Possible job-related injuries include serious cut from knives
or power equipment, burns from cooking equipment, and strains, sprains, or falls. Work is
mostly performed while standing or walking. Occasionally exerts considerable physical
effort in moving or lifting of supplies and/or hot food items.
………………………………………………………………………………………………..
Job summary: The Food Service Sanitation Worker under the direction of the Food and
Nutritional Management team is responsible for routine daily tasks related to the
organization food services including but not limited to; general cleaning duties and trash
removal. This position ensures that all tasks are completed safely and in strict adherence to
Food and Nutritional cleaning / sanitation policies, infection control, environment of care
and other related policies and procedures. Provides the highest level of customer service at
all times
………………………………………………………………………………………………...
Responsibilities:
● In charge of keeping our kitchen up to standards with cleanliness and food safety
before, during, and after food preparation and service.
● Maintain a safe, clean, organized work area throughout the facility and common
areas.
● Maintain cooperative working relationships and communications with employees
from all other departments.
● Obtain and maintain training, certifications, and licenses that are required.
● Assist kitchen staff with packing and portioning of meals as needed

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Pre- employment Testing:
Pre-employment testing are used to help a manager assess if a candidate is fit for the
position to narrow down the individuals that are going to be interviewed. A cognitive
aptitude test is used to determine general reasoning ability, memory, vocabulary, verbal
fluency, and numerical ability.6
In our daycare we are going to use the Criteria Cognitive Aptitude Test (CCAT) during
the employment process for the food service supervisor. This test measures the individual
aptitude, or ability to solve problems, digest and apply information, learn new skills, and
think critically. All of these traits are what we are looking for in our food service
supervisor.7
It has been shown, that individuals with high aptitude are more likely to be quick learners
and high performers that are individuals with low aptitude, this is why for us is very
important to do this pre-employment test before going thru with the interviews.
This test consists of 50 items with a 15 minute time limit. Here is a sample question:7
Select the next number in the pattern:

2, 6, 10, 30, 34, ?

A. 37

B. 42

C. 60

D. 64

E. 102

Interview Questions

○ Structured: In this kind of interview, the interviewer ask specific questions


to all the candidates. Usually, he is trying to find out information that is not
already in the resume. An example of a structured question that would be
asked is: Describe how you achieved a difficult goal. This is a behavioral
question that focus on the candidate previous experiences. A structured
question like this one would be asked to a food service worker. 8
○ Unstructured: This type of questions are more broad questions that allows
the interviewer to ask what he feels its important while interviewing the

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employee. This questions are generally used for higher-level employees such
as for the food service supervisor in our organization.8 An example of a
question would be: What kind of decisions do you tend to make rapidly, and
which ones do you take more time on? Give some examples. In this question,
the interviewer would get to know more about the
decisiveness/responsiveness of the candidate.
Performance Appraisal

Employee Performance Appraisal

Title of position: Cook Employee name:

Reports to: Supervisor Date of review

Competencies:
1= Below standards 2= Needs improvement 3= Meets standards 4= Area of
strength 5=Exceeds standards
1. Follows standardized recipes consistently
1 2 3 4 5
Comments:

2. Follows the production schedule


1 2 3 4 5
Comments:

3. Follow safe food preparation and handling procedures


1 2 3 4 5
Comments:

4. Ability to take direction from management


1 2 3 4 5
Comments:

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5. Cooperation/ Collaboration skills with coworkers
1 2 3 4 5
Comments:

MASTER SCHEDULE

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Decision Making
There is a decision that needs to be made because the morning sanitation employee
had an emergency and will be on medical leave for one month. The daycare recognizes this
as a problem because it means they are short on a sanitation employee for the morning
shift. The sanitation employee informed the manager on such a short notice and there is
not enough time to hire someone and train them effectively. An alternative to the situation
would be, to ask the evening sanitation employee to take over the morning shift for one
month until the morning sanitation employee is ready to get back to work. In order to get
the sanitation employee to be willing to take the job we will pay the employee $2 more the
hour during the morning shift only.
To communicate this information, the evening sanitation employee met individually
with the food service manager. The employee was told what was going on in and was asked
verbally if they were willing to help out. The $2 extra an hour was mentioned as an
incentive to help out for the month. If the employee says yes, the manager would proceed
with more of a a formal communication, which was a written statement that the employee
had to sign once they agreed to work extra to cover for the morning sanitation employee. In
this scenario, the evening sanitation employee agreed to take on the morning shift for the
month and said that the extra $2 is what lead him to take on the extra hours.
This decision was a nonprogrammed decision. When the decision was implemented
and the employee worked both morning and afternoon shifts it was obvious the worker
was very tired by the end of the day. Since this was not a permanent change only temporal
after a week of working the two shifts, the manager and employee spoke about how it was
going. The employee agreed to keep working until the morning sanitation employee was
back.

Barriers to communication
The Barriers to communication are caused when miscommunication occurs
between the supervisor and employee. The miscommunication can come from hearing an
expected message, becoming emotional, cultural differences, and differing perceptions. In
order to overcome these barriers in our daycare, feedback will be used with employee and
this results in more effective communication because it allows the sender to search for
verbal and nonverbal cues from the receiver. Another way these barriers will be overcome
is by using simple language and avoiding jargon to improve the communication. Some of
our staff come from different cultures and it is important to have empathy to facilitate in
the interpersonal communication. 9

When Rachel, the morning cook assistant started working in our daycare, there was
an issue with communication between her and the sanitation worker. Rachel had all the

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prerequisites to get the job along with the right trainings. Rachel was told by the sanitation
worker to use two different cutting boards one for meat and one for vegetables. Rachel
asked which color cutting board was for meat and which one was for vegetables. As the
sanitation worker was showing Rachel, there was a miscommunication where Rachel
misheard and accidently mixed up the colors. From that day forth, we implemented adding
posters on the wall of what each color cutting board represents in order to help with
communication and have visuals present for those that may speak different languages.

Employment Laws

Equal Employment Opportunity laws prohibit specific types of job discrimination in


certain workplaces. In our daycare, discrimination and harassment are illegal.
Discrimination is the prejudicial or unfair treatment of individuals or groups based on
certain characteristics. Sexual harassment is now a part of gender discrimination and thus
in violation of Title VII of the Civil Rights Act of 1964. In our daycare we make sure that all
of our employees have the eligibility to work legally in the United States. We will not hire a
person who is not eligible for employment in the United States to follow the immigration
laws. Employers must comply with the law by verifying and maintaining records on the
legal rights of applicants to work in the United States. 
We require employers to complete
an I-9 form for each employee to verify the worker’s identity and eligibility to work in the
United States. We comply with the disability act and do not tolerate discrimination against
individuals with disabilities. If someone with disabilities meets the job requirements we
accept them in our daycare. 10
The daycare was looking for an employee to wash dishes. A job opening was placed
online and a lot of people applied. One of the people who applied was a 50 year old man
who had 30 years of food service experience from previously owning a restaurant in
Venezuela. He had just moved to Miami to be freed from his country that is not doing well
economically. He desperately needed a job and applied to this job. He was the most
qualified, but because of immigration issues he was not even interviewed for the job. He did
not have records on the legal rights of applicants to work in the United States.

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Balance Sheet
A balance sheet is a list of assets, liabilities, and owner's equity of Little Birds daycare for
October 31, 2018. The balance sheet is a fundamental equation that shows assets equals
liabilities plus owner’s equity. The balance sheet provides a snapshot of a company's
accounts at a given point in time. The balance sheet, along with the income statement, is an
important tool for owners but also for investors because it is used to gain insight into a
company and its financial operations. A balance sheet helps a small-business owner quickly
get a handle on the financial strength and capabilities of the business. The assets are the
tangible items an organization has as resources, including cash,accounts receivable,
equipment and property. You use an income statement to track revenues and expenses so
that you can determine the operating performance of your business over a period of time.
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Income Statement

The income statement is the financial report that presents the net income or profit of an
organization for the accounting period. It provides information about the revenues and
expenses that resulted in the net 
income or loss. The income statement is considered a
flow or dynamic statement because operating results over time are presented. 
This is
needed in our daycare to understand how our daycare is doing in a economically in a
specific period in time. 11

To calculate the total food costs we calculated the cost with the equations below.

80 meals =240 meals per day raw food costs for breakfast, lunch, and dinner.

Breakfast Lunch Dinner


$3 raw 100/40=2.5 $7 raw
$5 raw
$3x2.5= 7.5 revenue x 80= $6x2.5=15 revenue x 80=
$5x2.5= 12.5 revenue x 80=
$600 $1,200
$1,000

$2,800 TOTAL INCOME MEALS

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Group Dynamics

At the beginning of the semester, our group was formed by 4 individuals. Due to
miscommunication and not getting along well, a decision was made to divide for the final
project. When this decision was made, both of us we got very stressed because we worried
we would not be able to complete such a long project. A positive note in all of this is that we
have known each other for three years and know how to work together in group projects.
Doing this project together helped us grow stronger as a team and got us out of our comfort
zone. We communicated through Whatsapp and also met in person. We found it easier to
communicate and arrange meeting times just being us in the project. We did most of the
project together such as the master schedule and the organizational chart. Then, we
divided others parts of the project. Gabriela did the Leadership, Management and human
resources section. Elizabeth did the parts of decision making, employment laws, balance
sheet and income statement. At the end, we reviewed everything together to make sure
everything was how its supposed to be. We took advantage of the professors office hours,
which helped us make sure we were staying on the right track.
For the both of us, our MBTI profile is ENFJ meaning we tend to be warm, empathetic,
responsive and responsible. Highly attuned to the emotions, needs and motivations of
others. Find potential in everyone, want to help others fulfill their potential. May act as
catalyst for individual and group growth. Loyal, responsive to praise and criticism. Sociable,
facilitate others in a group and provide inspiring leadership. We do find ourselves
identified with our specific MBTI profile as we are very sociable, emotional, and we care a
lot for the wellbeing of others.We believe that an effective leader must know how to
approach different individuals and how to create and maintain a good relationship with
others. In our case, it helped us make group decisions because we respected each other,
which led us to be successful in the project.
Since we had the same personality and knew each other too well from before, it
would have been useful for us to have an extra person with a different personality to
balance each other out. For example, to have someone with INTJ personality who is more
committed and organized to get things done and is someone who is more original and has a
great drive for implementing their ideas.

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References
1. Chapter 10 Leadership and Organizational Change. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 9th ed.: Pearson; 2016:319.
2. Cody MM, Stretch T. Position of the Academy of Nutrition and Dietetics: Food and
Water Safety. Journal of the Academy of Nutrition and Dietetics. 2014;114(11):1819-1829.
doi:10.1016/j.jand.2014.08.023.
3. Chapter 10 Leadership and Organizational Change. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 9th ed.: Pearson; 2016: 308-309.
4. Chapter 9 Management Principles. In: Gregoire MB. Foodservice Organizations A
Managerial and Systems Approach, 9th ed.: Pearson; 2016: 276-277.
5. Chapter 9 Management Principles. In: Gregoire MB. Foodservice Organizations A
Managerial and Systems Approach, 9th ed.: Pearson; 2016:294-294.
6. Chapter 12 Management of Human Resources. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 9th ed.: Pearson; 2016:376.
7. Criteria Cognitive Aptitude Test (CCAT) Sample Questions. JobTestPrep.
https://www.jobtestprep.com/criteria-ccat-sample-test. Accessed November 18, 2018.
8. Chapter 12 Management of Human Resources. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 9th ed.: Pearson; 2016:379.
9. Chapter 11 Decision Making Communication and Balance. In: In: Gregoire MB.
Foodservice Organizations A Managerial and Systems Approach, 7th ed.: Pearson;
2010:396-397.
10. Chapter 12 Management of Human Resources. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 7th ed.: Pearson; 2010:420-422.
11. Chapter 13 Management of Financial Resources. In: Gregoire MB. Foodservice
Organizations A Managerial and Systems Approach, 7th ed.: Pearson; 2010:475-477.

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