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Lecture Principles of food, beverage, and labor cost controls (Ninth edition): Chapter 21 - Paul R. Dittmer, J. Desmond Keefe

Chapter 21 - Monitoring performance and taking corrective action. This chapter is devoted to the remaining steps: monitoring performance, comparing actual performance with established standards, and then taking appropriate action to correct deviations. | Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition Customers Employees External agencies/organizations/groups Managers Government agencies Chain organizations Food critics Rating organizations Meet with appropriate staff to point out the problem and to determine its cause. Identify all appropriate corrective measures that might be adopted. Select the best corrective measure from among the alternatives. Institute the selected measure. Monitor performance to be sure that the corrective measure has the desired effect. Inadequate performance Unsuitable standards Inappropriate organization Improper materials provided to workers Lack of required equipment or tools Need for additional training Inadequate management or supervision Poor union/management relations Personal problems away from the job Difficulties with inter-personal relations on the job Inadequate compensation Illness Poor working conditions Improper work schedules © John Wiley & Sons, Inc. . | Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition Customers Employees External agencies/organizations/groups Managers Government agencies Chain organizations Food critics Rating organizations Meet with appropriate staff to point out the problem and to determine its cause. Identify all appropriate corrective measures that might be adopted. Select the best corrective measure from among the alternatives. Institute the selected measure. Monitor performance to be sure that the corrective measure has the desired effect. Inadequate performance Unsuitable standards Inappropriate organization Improper materials provided to workers Lack of required equipment or tools Need for additional training Inadequate management or supervision Poor union/management relations Personal problems away from the job Difficulties with inter-personal relations on the job Inadequate compensation Illness Poor working conditions Improper work schedules © John Wiley & Sons, Inc. 2009 | Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition Customers Employees External agencies/organizations/groups Managers Government agencies Chain organizations Food critics Rating organizations Meet with appropriate staff to point out the problem and to determine its cause. Identify all appropriate corrective measures that might be adopted. Select the best corrective measure from among the alternatives. Institute the selected measure. Monitor performance to be sure that the corrective measure has the desired effect. Inadequate performance Unsuitable standards Inappropriate organization Improper materials provided to workers Lack of required equipment or tools Need for additional training Inadequate management or supervision Poor union/management relations Personal problems away from the job Difficulties with inter-personal relations on the job Inadequate compensation Illness Poor working conditions Improper work schedules © John Wiley & Sons, Inc. 2009