The Management Process

¶ … management process. Also, I will give a personal example of how I would incorporate that task into my ideal position of a food service manager. Lawn (2013) suggested that the food service industry should be an important market to make significant gains in the near future. He reported that "foodservice in business and industry has recovered from the recessions doldrums and performed and should also grow significantly in 2013. " This exercise is practical examination of this industry and how management processes can make real and effective changes towards an organization's performance.

Planning

Planning is very important part of the management process. It is the basis of which all of the other steps grow from. Planning means to have a long-term goal or objective. With that objective in mind, plans should be systems of action that support the organization reaching those goals. Planning should be customized to meet the unique needs that the organization experiences.

As a food service manager planning would incorporate many different elements. Managers must delegate some of the planning out in many cases. Staffing, ordering supplies and hospitality awareness issues take up a lot of resources and time. Shrewd and clever planning allows the manager to free up the schedule to focus on overseeing and managing the operation.

Plans are important because they reflect the amount of input the leadership of the organization is giving towards the strength of their business.

Organizing

Organizing is a subjective term but it revolves around the idea of a centering point or core ideal. Organizing is physically arranging whatever resources the company may possess in order to support the centering strategy. Organizing breathes life into ideas and puts them into motion and practical value.

As a food service manager, organizing is a very important part of the management process. Kitchens do not operate very well unless they are organized. Team members need to know where thing are in a hurry. In this industry, time is money, and disorganization will certainly eat into profits and make the manager's job that much more difficult.

Evaluating

Evaluating is an important process step. It is unique because this step requires its user to step back and use a different part of their intellect. Evaluating requires managers to use their imagination and project future behavior based on past events. This is more difficult than it appears. There are many different personalities in any organization, and managers must use empathy and understanding when evaluating and judging others. Evaluating becomes important when promotions are up for grab. Mangers within the food industry must be able to include many details into drawing a picture of what team member will best serve the team with a promotion.

Controlling

While evaluating was a time to step back and use the imagination, the controlling step requires the manager to take action. Taking control does not always mean to micro-manage or over step ones' authority. Rather this idea means to take responsibility for an action instead of making excuses for it. Control implies that the manager has taken responsibility and is making corrections that support the long-term strategy or objectives.

Coordinating

Coordinating occurs when some general understanding of the manager's environment is understood. Coordinating events means that timing is introduced as an important factor in the management process. Timing means allot and proper coordination can help in many ways. Food service managers may coordinate job schedules to meet with the personality traits of the employees and thereby maximizing their skills.