Course Description:

This course is designed to provide students with the principles of supervision as they apply specifically to the hospitality industry.

Three major business skills are communication, analysis and decision-making. This program will focus upon recognition, distinction, and development of these skills. Useful models will be presented and, to add a distinctive difference, the Cornell Restaurant Administration Strategic Exercise will be employed to require continuous application of skills by the participants.

The program audience is the future restaurant managers and supporting staffs in the field. The participants should have a desire to pursue the study of marketing, human resources, accounting and operating issues. The central theme of managerial effectiveness will be profitability.

1. The Supervisor and the Management Process
2. Effective Communication
3. Recruitment and Selection Procedures
4. Orientation and Training
5. Managing Productivity and Controlling Labor Costs
6. Evaluating and Coaching
7. Discipline
8. Special Supervisory Concerns
9. Building an Effective Team
10. Motivation Through Leadership
11. Managing Conflict
12. Time Management
13. Managing Change
14. Professional Development and Future Trends

[ Contents ]

1. Fundamental supervisory responsibilities.
2. The steps that supervisors can take to speak effectively on the job.
3. How supervisors work with the human resources department to recruit new employees.
4. The function of training within an organization and the supervisor's role in training
5. Business volume using the base adjustment forecasting method and the moving average forecasting method.
6. Coaching from counseling and disciplining.
7. The components of a progressive disciplinary program.
8. Actions that supervisors can and cannot take to influence a union organizing campaign.
9. Issues supervisors should be aware of as they assume the role of team leader.
10. How supervisors can increase employee participation in department activities.
11. Steps supervisors should follow during a meeting with employees in conflict.
12. High-priority interruptions from low-priority interruptions, and strategies for dealing with the latter.
13. Actions that supervisors can take to minimize employee resistance to change.
14. Why it is important for supervisors to take control of their personal development, and how to execute a career development plan.