Supervision in the

Hospitality Industry PPT 4

COLLEGE- IBT, NORTH YORK

INSTRUCTOR- MARK S FERNANDES

PROGRAM- HOSPITALITY MANAGEMENT

EMAIL ID- MFERNANDES@IBTCOLLEGE.COM

1. Time management
Time Management
making optimal use of available time; Use it or Lose it; is a finite and valuable
resource; using it wisely requires both leadership skills and management
functions: self awareness, planning, evaluation and self control, time analysis,
prioritize, timely communication and delegation; management of self, a skills
learned and improves with practice
Myths about time management
the most active get the most done; the higher the level the better the
decision; delay increases the quality of decisions; delegation always saves
time, worry and responsibility; the most efficient worker is also the most
effective; the harder you work, the more you get done
the truth about Time
it is irreversible and irreplaceable; we can not save it and use it later, we can't
elect not to spend it, we can't borrow it, we can't leave it or retrieve it
 Time management styles
Monochromic Style
Type A person- makes lists; highly committed,
detailed, begins and ends project on time;
individualistic; analytical; orderly; logical; prefer an
isolated and uninterrupted work place;
Disadvantage: no flexibility, so chaos will not be able
to handle ( or issues arise because not flexible)
Polychromic style
tends to change plans, emphasizes relationship
rather than task; spontaneous, adaptable, multitask
approach, flexible, adjustable plans, shared
responsibilities; Disadvantage: will be left behind if
cant adjust(task will be left behind)
Managing Time
time management is difficult if one person is not sure about her priorities so
need to set goals (personal, goals for dept. , goals for education for the family)
Managing time goals
Setting of Personal goals which are: Short term goals, Intermediate goals, Long
term goals
Short term goals
Immediate; when working on the floor continually have SHORT term goals
Intermediate goals
1-5 years (ex. BSN, nurse prac, nurse anesthetist,)
Long term goals
after 5 years (ex. age of 50+ want leadership position) plan to achieve give
yourself a time frame:
Long term goal example
give yourself a time frame; student loans
Intermediate goal example
Family vacation; save money
Short term goal example
to be recognized for efficiency and performance;
Warning signs of Poor time management
constant rushing; caught in crisis mode(involved in code but have to give meds so need to plan your day for the unexpected);
fatigue or listlessness "overwhelmed" feelings ex unfair assignment; insufficient time for rest or personal relationships (bring
work home); Sense of being overwhelmed by demands & details (details are like protocols Ex. working on the floor and have co
worker demanding your time); dragging your feet to perform a task (ex. cleaning patient up or unsure how to do something so
drag your feet in completing the task)
Time Waster: When & Why
Focus is probably the greatest assets you can control
External Wasters
Technology: usage must be evaluated from time to time (Ex. email, Netflix, facebook, social media, games)
Internal Wasters
Failure to establish goals and objectives; inability to delegate; poor planning, procrastination, inability to say "NO".
Socialization; management by crisis
Three basic steps in time management
1.) Allow time for planning and establish priorities;(ex. 5 patients which is priority and which one
can I take care of later)
2.) complete the highest task whenever possible, and finish one task before beginning another
(ex. patient going to OR what is your first priority: check for consent, make sure v/s ready, make
sure NPO)
3.) Re-prioritize the remaining tasks and new information that may have been received (ex. if
there's a code you will have to re-prioritize the remaining tasks you have)
Setting Priorities
priority setting is perhaps the most critical
skill in good time management: analyze
what needs to be done immediately and
what can wait. Categorize goals and
activities;
1.) important and urgent (pain assessment)
2.)important and non-urgent (dressing
change, baths, ambulation, documentation)
3.) not important but urgent
4.) not important and not urgent (taking a
break)
Barriers to effective time management
Procrastination (dysfunctional attitudes; rationalization;
resentment); Overwhelming tasks ("chunking task",
emotional intelligence (have to be able to separate your
emotions)); Unexpected crisis (reorganize, communicate,
delegate)
Management by crisis
without adequate planning the manager finds getting
started difficult and begins to manage by crisis (ex. mgr
knows staffing is not sufficient for the next day so has a
backup plan for what may happen); Time management
should be proactive not crisis driven: have a plan in any
situation
What does a manager do during a crisis
reprioritize; reorganize; communicate; delegate; recover
2. Managing Change
internal change
change caused by decisions taken by the business itself.
examples of internal change
Restructuring: changes to the capital structure of the
business to ↓ debt, ↓ scale and scope of the business'
activities (e.g. closing down business units)
Delayering: removing one or more layers from the
organizational hierarchy - ↓ costs and improve
decision-making and communication through a flatter
organizational structure.
New leadership: change in business strategy and
subsequent changes to the products and markets in which a
business operates and how it competes
external change
changes in the external environment facing all
businesses or businesses in specific markets and/or
locations
examples of external change
Social trends / attitudes: eg. growing resistance by
consumers to businesses using single-use plastic in
products + packaging
Economic conditions: eg. economic uncertainty
created by Brexit or the growth of protectionism in
developed economies
Laws / regulations: eg. changes to minimum pay
requirements (National Living Wage), data protection
(GDPR) General Data Protection Regulation +
restrictions on advertising & selling.
Technological advances: through the creation of new
business models (e.g. streaming) to challenge existing,
established business models.
incremental change
- many small changes that businesses make day-to-day as
management respond to opportunities and threats.
- usually involve relatively little, if any, resistance to the
changes made.
step change
- more dramatic or radical changes that management
makes, often triggered through the arrival of new senior
leadership and/or when it is recognised that the business
is suffering from strategic drift.
- are substantial = often involve significant alteration in
the business' activities and require a well-organised
change management process to enable them to be made
successfully.
Disruptive change
-Irreversible (rather than cyclical)
- arises from changes in the external
environment eg. pandemic + McDonalds
table service
- impacts the market as a whole, challenging
the established "business model" (i.e. how
products and services are sold)
- Rapid improvements in technology have
been a leading driver of disruptive change
since technological innovation provides new
ways of delivering goods and services as well
as reducing barriers to market entry.
Internal forces driving change
- need for higher profits
- poor efficiency
- lack of innovation
- need to change culture
- change of leadership
External forces driving change
- customer demand
- competition
- legislation + taxes
- political environment
- ethics + social values
- technological change
Resistance to change
- a degree of resistance = normal since change is
disruptive + stressful
- skepticism can be healthy if there are weaknesses in
proposed changes
- resistance will slow the achievement of organizational
objectives
Reasons for resistance
- self-interest
- individuals are concerned with implications for
themselves
- misunderstanding = poor communication + inadequate
info.
- low tolerance for change = insecurity
 Benefits of change
- Sustain a competitive advantage
- Align its business strategy with changing customer needs &
wants
- Take advantage of developing technologies
- Gain from improved productivity and a better work
environment
- Develop a more appropriate and effective organizational
structure = better communication and decision-making
- Build a reputation for embracing change rather than
fearing it - e.g. being seen to be leading change through
product and process innovation
Structures
Organic structures
- Informality
- Flexible and fluid (easy to change)
- Favors informal (e.g.) verbal communication
- Associated with decentralized decision-making & employee
empowerment
- Find change easier to handle
Mechanic structures
- More formality & bureaucratic
- Associated with centralized decision-making & supervision
- Reliance on formal communication methods
- Favors standardized policies and procedures
- Little perceived need to change
- Greater resistance to change when implemented
 Structures
Kotter and Schlesinger's Reasons for resistance to change
- self interest = perceived threat to job security, status and financial position
- misinformation + misunderstanding
- different assessment of the situation
- low tolerance to change
Kotter and Schlesinger's Model of overcoming resistance to change
- education + communication = communicate effectively the reasons why
change is needed
- participation + involvement
- facilitation + support = include additional training, counselling and mentoring
as well as simply listening to the concerns of people affected
- co-option + manipulation = selective use of information to encourage people to
behave in a particular way
- negotiation + bargaining = incentive to change or leave
- explicit + implicit coercion = suggesting the likely negative consequences for
the business of failing to change
 provides an overview of the balance
between forces driving change in a business
+ the forces resisting change
THE END