Foodservice Organizations: A Managerial and Systems Approach / Edition 5

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Overview

This text combines theory and practice to provide students with the knowledge and skills they need to be effective foodservice managers.

See why dietetics and hospitality management educators use this best-selling text to prepare students to enter the field of foodservice management.

Features of the fifth edition:

  • Major reorganization of content to better support student and instructor needs; each of the 15 chapters closely linked to the foodservice systems model
  • Comprehensive portrait of commercial and on-site foodservice management
  • New and expanded coverage of quality management, leadership, food safety, HACCP, and risk management
  • New pedagogical features including chapter learning objectives, margin definitions for key terms, chapter questions, and suggestions for class projects
  • An authentic case study using an actual foodservice operation with questions linking the case to each chapter in the text
  • Extensive use of figures, tables, and photos illustrating concepts and highlighting important data
  • In-depth reference list and list of related Web sites at the end of each chapter for additional sources of information
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Editorial Reviews

Booknews
Provides a thorough picture of commercial and noncommercial foodservice, emphasizing practical application of theory. Weaving case studies from the Marriott Corporation throughout, the volume's 21 chapters are divided into six sections: an introduction to the industry and systems; designing the food service organization, from food safety to the menu; procurement; production; distribution, service, sanitation, and maintenance; and overall management issues ranging from organizational design to financial management. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780130486899
  • Publisher: Prentice Hall
  • Publication date: 7/18/2003
  • Edition description: Fifth Edition
  • Edition number: 5
  • Pages: 710
  • Product dimensions: 7.50 (w) x 10.88 (h) x 1.26 (d)

Meet the Author

Marian C. Spears, Ph.D., R.D., Professor Emeritus, Kansas State University, formerly head of the Department of Hotel, Restaurant, Institution Management and Dietetics. She holds bachelor's and master's degrees from Case Western Reserve University, and a Ph.D. from the University of Missouri-Columbia. She had nearly 20 years of professional practice before entering academe, including positions as manager of a commercial cafeteria, chief dietitian of a nationally known children's home, and chief dietitian of a private hospital, all in Cleveland, Ohio. She later was associate director of dietetics at Barnes Hospital, St. Louis Missouri. Her academic experiences included a faculty position at the University of Arkansas, Fayetteville, and serving as director of the Food Systems Management Coordinated Program in Dietetics at the University of Missouri-Columbia. During the years of residence in Arkansas, she and her husband maintained an extensive consulting practice in the design and operation of hospital foodservice facilities. Dr. Spears has authored and coauthored numerous publications. In 1989, she received the Marjorie Hulsizer Copher Award, the highest honor that can be conferred on a member of the American Dietetic Association.


Mary B. Gregoire, Ph.D., R.D., F.A.D.A., C.H.E. is Professor and Chair of Apparel, Educational Studies, and Hospitality Management at Iowa State University. She has more than 25 years of experience as an administrator in bode education and foodservice operations. Her career includes positions as associate foodservice director and internship director at Rush-Presbyterian St. Luke's Medical Center, associatedirector of research at the National Food Service Management Institute, graduate program director at Kansas State University, and foodservice director at jasper County Hospital. She has been an active researcher in the area of foodservice and hospitality management and has published numerous articles related to various aspects of foodservice management. Dr. Gregoire has her bachelor's and master's degrees from North Dakota State University and her Ph.D. from Kansas State University. She holds distinction as a charter fellow of the American Dietetic Association and is a Certified Hospitality Education.

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Table of Contents

Preface
Acknowledgements
About the Authors
Pt. 1 The Foodservice Systems Model 1
Ch. 1 Systems Approach to a Foodservice Organization 1
Ch. 2 Managing Quality 31
Ch. 3 The Menu 45
Pt. 2 Transformation: Functional Subsystems 83
Ch. 4 Food Product Flow 83
Ch. 5 Procurement 103
Ch. 6 Food Production 185
Ch. 7 Distribution and Service 263
Ch. 8 Safety, Sanitation and Maintenance 285
Pt. 3 Transformation: Management Functions and Linking Processes 357
Ch. 9 Management Principles 357
Ch. 10 Leadership and Organizational Change 411
Ch. 11 Decision Making, Communication, and Balance 447
Ch. 12 Management of Human Resources 481
Ch. 13 Management of Financial Resources 551
Ch. 14 Marketing Foodservice 577
Pt. 4 Outputs of the System 599
Ch. 15 Meals, Satisfaction, and Accountability 599
App. A Sample Specifications for Food Products 661
App. B Resources for Writing Specifications 669
App. C Standards for Food Products 671
Glossary 685
Index 703
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Preface

The foodservice industry is in a constant state of change. Change is also apparent in this fifth edition of Foodservice Organizations: A Managerial and Systems Approach. The fifth edition has been reorganized and revised from the fourth edition to better illustrate the importance of the foodservice systems model as a guiding framework for management in foodservice operations.

The foodservice systems model, originally developed by Allene Vaden, has provided the framework for this text since the first edition was published in 1985. The model has withstood the test of time and remains an innovative conceptualization for describing a foodservice operation. Organizing Foodservice Organizations around this model provides a unique design for this textbook compared with other foodservice management texts. The material in each chapter provides detailed information on how managers can efficiently and effectively transform the human, material, facility, and operational inputs of the system into outputs of meals, customer satisfaction, employee satisfaction, and financial accountability.

Foodservice Organizations provides a blending of theory and practice. The text is guided by a belief that effective foodservice managers must have an understanding of the empirical base that can be used to better manage their operation. Each chapter attempts to provide a blending of quoted research and the practical application of that research.

The foodservice and hospitality industries continue to grow. Each year new job opportunities become available for graduates. Students entering the field come from programs focusing on dietetics, foodservicemanagement, and hospitality management. The basic principles for effectively managing a foodservice operation remain the same for all, and, thus, this text can meet the needs of students in a variety of programs. It was written primarily for junior- and senior-level students, and also as a resource for graduate students and instructors. The text was designed as one which could be used for multiple courses, thus reducing the financial burden on students who purchase new textbooks each semester.

Every effort was made to keep the text short by providing a quick reviews of information and discussions of the applications of this information. Extensive reference lists and Web sites at the end of each chapter provide sources of additional information that can be used by students and instructors to expand discussion of topics introduced in the text.

A case study using a Marriott Senior Living facility is included at the end of the text book. Discussions questions based on the content of each chapter are included at the end of the case study. The case study is designed to allow students to apply topics covered in each chapter.

Organization of Foodservice Organizations

This textbook focuses on managing a foodservice system. The foodservice systems model serves as the conceptual framework for the book.

The text has undergone a major reorganization from previous editions and now is divided into four sections based on the foodservice systems model. Part 1 focuses on describing the Foodservice Systems Model. Concepts of the model are explained in depth. In Part 2, the Functional Subsystems (procurement; production; distribution and service; and safety, sanitation, and maintenance) of the transformation process are discussed. Part 3 focuses on the Management Functions and Linking Processes of the transformation process. Information on management, leadership, communication, and decision making is included as well as discussions on human resource management, financial management, and marketing. The last section, Part 4, focuses on Outputs of the System, and includes methods for evaluating the effectiveness of the system outputs.

Each chapter contains margin text boxes with definitions of key terms. A glossary of approximately 500 key terms is included at the end of the text. Each chapter contains an extensive bibliography and Web sites that can provide additional information about the chapter material. Each chapter also includes a summary of key points, study questions, and ideas for class projects.

Retained from the Previous Edition

Instructors who have adopted this text continually praise its use of the foodservice systems model as a framework. The book also is preferred by many educators because it links theory and practice.

Although the content of the text has been reorganized, the elements that have been rated as important were retained.

  • Foodserviee Systems Model. The foodservice systems model as a conceptual framework for viewing the management of a foodservice operation continues to be the guiding framework for this text. The model provides a graphic description of the inputs to a foodservice operation, the transformation that occurs within the operation, and the outputs that are achieved.
  • Extensive Bibliographies. The bibliographies at the end of each chapter have been updated with new references. They continue to provide linkages to both sources cited in the text and additional resources that students and instructors can use to expand their understanding of concepts presented in the text.
  • Marriott Case Study. Many educators have found the case study to be an effective discussion tool to help students apply concepts taught in class to a real world operation. Managers at the Fairfax, a Marriott Senior living facility, have reviewed the material in the case and updated it as needed to provide a current operational setting for the case.
  • Standards for Food Products. Production of high-quality food products requires having clearly articulated standards for those food products. Appendix B provides detailed standards for many food products commonly served in foodservice operations.
  • Glossary. The definitions for more than 500 terms are included in the glossary at the end of the text. This glossary will help students better understand terms found in the text.

New to this Edition

Feedback from those who have used this text was very helpful in its revision. As a result of comments received, the book has been reorganized. The content of the former 21 chapters of the fourth edition has been grouped somewhat differently into the 15 chapters of the fifth edition. Several new topics and features have been added.

  • Enduring Understandings and Objectives. Each chapter starts with a listing of two or three enduring understandings (those concepts that are the very basic concepts that students should come away with after studying material in the chapter). Student outcome objectives are also stated at the beginning of the chapter. The summary is organized according to these objectives.
  • Margin Text Boxes. Each chapter contains margin text boxes that provide definitions for key terms introduced in that chapter.
  • Links to the Foodservice Systems Model. Each chapter clearly describes how the content of that chapter is part of the overall foodservice systems model. This linkage should help students better understand how the foodservice systems model can guide their management decision making.
  • Test Your Knowledge Questions. Questions have been added to the end of each chapter to help students test their knowledge of concepts discussed in the chapter.
  • Class Projects. Each chapter includes several suggestions for group or class projects that can be done to build on the material covered in the chapter.
  • Web sites. A list of related Web sites has been added to the end of each chapter to provide access to additional information on concepts or organizations discussed in the chapter.
  • Quality Improvement. A new chapter exclusively on managing quality improvement has been added. The chapter introduces students to concepts such as continuous quality improvement, process management, and total quality management. Tools such as fishbone diagrams, control charts, and trend analysis are described.
  • Negotiation. The ability to negotiate has been identified as an important skill for foodservice managers. Discussion on this ability has been added to the communications chapter.
  • Risk Management. Many organizations have added personnel to assist the organization with risk management issues. A discussion of risk management and the foodservice manager's role in risk management has been added to this text.
  • Food Safety. The public's concern for the safety of the food supply and continued increases in government inspection and regulation related to food safety require that foodservice managers have increased knowledge in this area. The discussion on food safety has been expanded and updated to reflect current policies and practices related to food safety.
  • Leadership. The continual and rapid change that is occurring in operations today requires managers to be able to institute and manage change and provide leadership for their organizations. Additional discussions on these topics have been added to this edition.
Read More Show Less

Introduction

The foodservice industry is in a constant state of change. Change is also apparent in this fifth edition of Foodservice Organizations: A Managerial and Systems Approach. The fifth edition has been reorganized and revised from the fourth edition to better illustrate the importance of the foodservice systems model as a guiding framework for management in foodservice operations.

The foodservice systems model, originally developed by Allene Vaden, has provided the framework for this text since the first edition was published in 1985. The model has withstood the test of time and remains an innovative conceptualization for describing a foodservice operation. Organizing Foodservice Organizations around this model provides a unique design for this textbook compared with other foodservice management texts. The material in each chapter provides detailed information on how managers can efficiently and effectively transform the human, material, facility, and operational inputs of the system into outputs of meals, customer satisfaction, employee satisfaction, and financial accountability.

Foodservice Organizations provides a blending of theory and practice. The text is guided by a belief that effective foodservice managers must have an understanding of the empirical base that can be used to better manage their operation. Each chapter attempts to provide a blending of quoted research and the practical application of that research.

The foodservice and hospitality industries continue to grow. Each year new job opportunities become available for graduates. Students entering the field come from programs focusing on dietetics, foodservice management,and hospitality management. The basic principles for effectively managing a foodservice operation remain the same for all, and, thus, this text can meet the needs of students in a variety of programs. It was written primarily for junior- and senior-level students, and also as a resource for graduate students and instructors. The text was designed as one which could be used for multiple courses, thus reducing the financial burden on students who purchase new textbooks each semester.

Every effort was made to keep the text short by providing a quick reviews of information and discussions of the applications of this information. Extensive reference lists and Web sites at the end of each chapter provide sources of additional information that can be used by students and instructors to expand discussion of topics introduced in the text.

A case study using a Marriott Senior Living facility is included at the end of the text book. Discussions questions based on the content of each chapter are included at the end of the case study. The case study is designed to allow students to apply topics covered in each chapter.

Organization of Foodservice Organizations

This textbook focuses on managing a foodservice system. The foodservice systems model serves as the conceptual framework for the book.

The text has undergone a major reorganization from previous editions and now is divided into four sections based on the foodservice systems model. Part 1 focuses on describing the Foodservice Systems Model. Concepts of the model are explained in depth. In Part 2, the Functional Subsystems (procurement; production; distribution and service; and safety, sanitation, and maintenance) of the transformation process are discussed. Part 3 focuses on the Management Functions and Linking Processes of the transformation process. Information on management, leadership, communication, and decision making is included as well as discussions on human resource management, financial management, and marketing. The last section, Part 4, focuses on Outputs of the System, and includes methods for evaluating the effectiveness of the system outputs.

Each chapter contains margin text boxes with definitions of key terms. A glossary of approximately 500 key terms is included at the end of the text. Each chapter contains an extensive bibliography and Web sites that can provide additional information about the chapter material. Each chapter also includes a summary of key points, study questions, and ideas for class projects.

Retained from the Previous Edition

Instructors who have adopted this text continually praise its use of the foodservice systems model as a framework. The book also is preferred by many educators because it links theory and practice.

Although the content of the text has been reorganized, the elements that have been rated as important were retained.

  • Foodserviee Systems Model. The foodservice systems model as a conceptual framework for viewing the management of a foodservice operation continues to be the guiding framework for this text. The model provides a graphic description of the inputs to a foodservice operation, the transformation that occurs within the operation, and the outputs that are achieved.
  • Extensive Bibliographies. The bibliographies at the end of each chapter have been updated with new references. They continue to provide linkages to both sources cited in the text and additional resources that students and instructors can use to expand their understanding of concepts presented in the text.
  • Marriott Case Study. Many educators have found the case study to be an effective discussion tool to help students apply concepts taught in class to a real world operation. Managers at the Fairfax, a Marriott Senior living facility, have reviewed the material in the case and updated it as needed to provide a current operational setting for the case.
  • Standards for Food Products. Production of high-quality food products requires having clearly articulated standards for those food products. Appendix B provides detailed standards for many food products commonly served in foodservice operations.
  • Glossary. The definitions for more than 500 terms are included in the glossary at the end of the text. This glossary will help students better understand terms found in the text.
New to this Edition

Feedback from those who have used this text was very helpful in its revision. As a result of comments received, the book has been reorganized. The content of the former 21 chapters of the fourth edition has been grouped somewhat differently into the 15 chapters of the fifth edition. Several new topics and features have been added.

  • Enduring Understandings and Objectives. Each chapter starts with a listing of two or three enduring understandings (those concepts that are the very basic concepts that students should come away with after studying material in the chapter). Student outcome objectives are also stated at the beginning of the chapter. The summary is organized according to these objectives.
  • Margin Text Boxes. Each chapter contains margin text boxes that provide definitions for key terms introduced in that chapter.
  • Links to the Foodservice Systems Model. Each chapter clearly describes how the content of that chapter is part of the overall foodservice systems model. This linkage should help students better understand how the foodservice systems model can guide their management decision making.
  • Test Your Knowledge Questions. Questions have been added to the end of each chapter to help students test their knowledge of concepts discussed in the chapter.
  • Class Projects. Each chapter includes several suggestions for group or class projects that can be done to build on the material covered in the chapter.
  • Web sites. A list of related Web sites has been added to the end of each chapter to provide access to additional information on concepts or organizations discussed in the chapter.
  • Quality Improvement. A new chapter exclusively on managing quality improvement has been added. The chapter introduces students to concepts such as continuous quality improvement, process management, and total quality management. Tools such as fishbone diagrams, control charts, and trend analysis are described.
  • Negotiation. The ability to negotiate has been identified as an important skill for foodservice managers. Discussion on this ability has been added to the communications chapter.
  • Risk Management. Many organizations have added personnel to assist the organization with risk management issues. A discussion of risk management and the foodservice manager's role in risk management has been added to this text.
  • Food Safety. The public's concern for the safety of the food supply and continued increases in government inspection and regulation related to food safety require that foodservice managers have increased knowledge in this area. The discussion on food safety has been expanded and updated to reflect current policies and practices related to food safety.
  • Leadership. The continual and rapid change that is occurring in operations today requires managers to be able to institute and manage change and provide leadership for their organizations. Additional discussions on these topics have been added to this edition.
Read More Show Less

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