Chapter 11

1. It makes it more difficult, their ability to address conflict is critical, because they should maintain a positive work environment. 2. Deal with the complaint as soon as it comes to your attention, strive to create a win-win scenario, check previous records for those involved and make an attempt to understand the conflict, and finally check for accuracy and avoid arguments. 3. Wants are things that deliver satisfaction, whereas needs are tangible rewards. 4. Arguments between team members, or chef supervisor, the feelings of being trapped in the current job, and mainly lack of communication between the members in the kitchen and or the staff. 5. Counseling is used to ensure positive relations among the staff and to generate good team spirit and morale. 6. A team member is someone who comes in to work in a good mood with a nice, positive attitude towards others. A burnout is someone who comes into work with a bad, negative attitude towards others, who does not want to actually work, and generally hates life.

Chapter 12 1. A results-oriented management technique that seeks employee involvement, leading to supervisor and employee mutually setting goals and evaluation criteria, and that will serve as the basis for evaluating that persons contribution to the overall organizational goals. 2. He gave employers a system that increases productivity and reduces the number of workers to the minimum amount needed to achieve set goals. Also it began the era of standardization and methods of managing employees. 3. Management by objectives is based on success in achievement of set objectives, the excellence movement say manage by walking around, and instead of rigid rules, allow guidelines for freedom of interpretation, reengineering is all about redesign of work processes and implementing new design. 4. Fear of personal loss, and personal loss due to the inability to carry out new job responsibilities. 5. It is fundamental for any success, continuous improvement directly affect food quality.

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Chapter 13 The chef is the great motivator, the 3 motivation factors being: what energizes behavior, what channels such behavior, and the conditions under which behavior is maintained. States that humans possess 5 basic needs that are arranged according to performance, and that the motivational and self-realization in the kitchen can only occur once these basic needs have been met. 1. Physiological needs- normal functions 2. Security needs free from bodily and economical disasters. 3. Social needs desire for love, companionship, and friendships. 4. Esteem needs desire for respect from others. 5. Self-actualization needs desires to maximize potential Motivation of the process of motivating and the condition of being motivated. By understanding behavior, the chef can better influence said behavior to make it more consistent with the goals and objectives they find essential. Theory X Is a motivational theory that goes off of the assumptions of what managers usually feel towards employees. That they have an inherent dislike of working, and responsibilities, and will try to avoid both. Theory Y is a motivational theory that goes off of the assumptions of what managers should feel towards employees. That people will have self-control and self-direction, and they will seek out responsibility with acceptance. Theory Z is like theory Y but based on an organizational standpoint. It believes in encouragement and development of the individual. A chef who has leadership skills and can also show, create, give and be. As well as, empowering and trusting team members to make the right decisions.