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Chapter 21 Monitoring Performance and Taking Corrective Action

Chapter 21 Monitoring Performance and Taking Corrective Action. Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition. Four Sources of Information for Indirect Monitoring Performance. Customers Employees External agencies/organizations/groups Managers .

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Chapter 21 Monitoring Performance and Taking Corrective Action

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  1. Chapter 21Monitoring Performance and Taking Corrective Action Principles of Food, Beverage, and Labor Cost Controls, Ninth Edition

  2. Four Sources of Information for Indirect Monitoring Performance • Customers • Employees • External agencies/organizations/groups • Managers

  3. External Agencies/ Organizations/Groups • Government agencies • Chain organizations • Food critics • Rating organizations

  4. The Five-Step Approach to Identifying Causes and Solving Problems • 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.

  5. Possible Reasons for Performance Discrepancies • Inadequate performance • Unsuitable standards • Inappropriate organization

  6. Causes of Inadequate Performance • 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

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