Chapter_19_Managing_Community_Nutrition_Programs

Chapter_19_Managing_Community_Nutrition_Programs - Chapter...

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Chapter 19 Chapter 19 Managing Community Nutrition Programs Introduction Introduction • The community nutritionist must be a good manager • Good management skills allow you to – – – communicate persuade work with various groups within the marketing environment Functions of Management Functions of Management 1. 2. 3. 4. Planning Organizing Leading Controlling Planning Planning • Forward looking – ongoing • What to do and when and how to do it Types of Planning Types of Planning • • • Strategic Operational Project Strategic Planning Strategic Planning Broad in scope Long­term Addresses an organization’s overall goals and objectives • Conducted by upper level management • • • Operational Planning Operational Planning • Short­term • Activities and actions required to meet the organization’s goals • Specific actions regarding expenditures and controls • Conducted by mid­level management Project Management Project Management • Coordinates a limited set of activities • Typically involves one program or intervention • Path and timeline – steps toward completing a program – Critical path – the series of tasks that take the longest amount of time to complete (p589) Organizing Organizing • Process by which carefully formulated plans are carried out • Arrange and group human and nonhuman resources into workable units to achieve the organizational goals. Organizing Organizing • • • Organization structures Job design and analysis Human resource management Organization Structures Organization Structures • Formal pattern of interactions and activities designed by management to link the tasks of employees to achieve the organization’s goals • Organizational charts (Figures 19­2, 19­3, 19­4) • Span of management or span of control – Help establish the lines of communication and procedures – # of subordinates who report directly t a specific manager – Most management experts recommend only 3­7 subordinates – assignment of part of the manager’s work to another • Delegation Line/Staff Position Line/Staff Position • Line position – Position with the authority and responsibility to achieve the organization’s main goals and objectives – Position with the primary purpose of assisting those in line positions • Staff position Job Design and Analysis Job Design and Analysis • Job design – Specification of tasks and activities associated with a particular job – Systematic collection and recording of information about a job’s purpose, it’s major duties, the conditions under which it is performed, and the knowledge, skills, and abilities needed to perform the job effectively. • Job analysis Job Description Job Description • The formal outcome of a job analysis is a job description (Figure 19­5) • • • • • Job title Immediate supervisor Job summary Job duties Job specifications Human Resource Management Human Resource Management • HRM pays attention to the people who produce the product or service • Staffing • Evaluating job performances – Performance appraisal – Recruiting employees – Affirmative action – Title VII of the Civil Rights Act of 1964 forbids discrimination on the basis of gender, race, color, religion, or national origin Leading Leading • Influencing others to carry out the work required to reach the organizations goals • Motivating employees • Communicating with employees Motivating Employees Motivating Employees Set high standards and stick to them Put the right person in the right job Keep employees informed about their performance • Allow employees to be part of the process • • • Communicating With Employees Communicating With Employees • • • Use both written and oral communication Pay attention to people and events Be a good listener Controlling Controlling • Regulate the organizational activities to ensure that they meet established standards and goals • Determine which activities need control • Establish standards • Measure performance • Correct deviations Financial and Budgetary Control Financial and Budgetary Control • Financial control – – Balance sheets Income statements • Operating budget – Plan for the accomplishments of programs related to objectives and goals within a definite time period – Budgeting is closely linked with planning Information Management Information Management • Nutrition Informatics • Data • Information – Unanalyzed facts and figures – Data that has been analyzed or processed into a form that is meaningful for decision makers ...
View Full Document

This note was uploaded on 05/07/2011 for the course HUEC 3116 taught by Professor Turri during the Spring '11 term at LSU.

Ask a homework question - tutors are online