BUILDING HUMAN RESOURCE MANAGEMENT SKILLS

Achieving an Effective Food Service System

STRATEGIES FOR AN EFFECTIVE

WORK ENVIRONMENT

National Food Service Management Institute

The University of Mississippi
University, Mississippi
www.nfsmi.org
2001
 ACKNOWLEDGMENTS

Sincere appreciation is expressed to the following people who contributed their time and
expertise in reviewing the human resource modules during various stages of development.

Dee Baker, Executive Director, Child Nutrition Programs Section

Oklahoma Department of Education, Oklahoma City, Oklahoma

David Bowman, Program Administrator, Summer Food Service Program

Nutrition Education Training, Delaware State Department of Education, Dover, Delaware

Carla Broadnax, Associate, Child Nutrition Program Administration

New York State Department of Education, Albany, New York

Barbara Chang, RD, School Lunch Director

Massapequa Schools, Massapequa, New York

Lynne Fellin, School Foodservice and Nutrition Specialist

School Nutrition Programs, Virginia Department of Education, Richmond, Virginia

Mary Jane Getlinger, Program Coordinator, Nutrition Education and School Meal Programs
USDA Food & Nutrition Service, Midwest Regional Office, Chicago, Illinois

Rosie Jackson, Interim Director, Child Nutrition Programs

New Orleans Public Schools, New Orleans, Louisiana

Gail M. Johnson, Administrative Director, Child Nutrition Programs

East Baton Rouge Parish School System, Baton Rouge, Louisiana

Sandra Kangas, Director, Child and Adult Nutrition Services

Department of Education and Cultural Affairs, Pierre, South Dakota

Linda Miller, RD, Staff Specialist, Nutrition and Transportation Services

Maryland State Department of Education, Baltimore, Maryla nd

Lorita T. Myles, Director, Child Nutrition Services

Ohio Department of Education, Columbus, Ohio

Peggy Reich, Area Coordinator, Food and Nutrition Service

Cobb County Schools, Kennesaw, Georgia

Cynthia Sevier, Director of Child Nutrition

Stokes County School District, Danbury, North Carolina

Bill West, Regional Consultant

Ohio Department of Education, Columbus, Ohio

ii
 PROJECT TEAM

This project was developed under contract between the National Food Service Management
Institute and The Steritech Group, Inc., Charlotte, North Carolina.

National Food Service Management Institute

Jane Logan, PhD

Executive Director

Ellen Leppa, MEd, CFCS

Project Coordinator

The Steritech Group, Inc.

Mary Anne Hogue, MS, RD, LDN, FADA

Administrator

Technical Expert and Content Design:

Kathleen Moloney-Tarr
Leadership Dynamics, Charlotte, North Carolina

Nay Malloy Howell

CR8VE Solutions, Charlotte, North Carolina

Pamela Bullard Vaughan

Florence School District One Food Services, Florence, South Carolina

Libby Post, MS, RD, LDN

Rowan/Salisbury Child Nutrition Program, Salisbury, North Carolina

This project has been funded, at least in part, with Federal funds from the U.S. Department of Agriculture, Food and
Nutrition Service through a grant agreement with the University of Mississippi. The contents of this publication do
not necessarily reflect the views or policies of the U. S. Department of Agriculture, nor does mention of trade
names, commercial products, or organizations imply endorsement by the U.S. Government.
The University of Mississippi complies with all applicable laws regarding affirmative action and equal opportunity
in all its activities and programs and does not discriminate against anyone protected by law because of age, color,
disability, national origin, race, religion, sex, or status as a veteran or disabled veteran.

iii
 INTRODUCTION

The National Food Service Management Institute developed this series of modules on human resource
management to meet a need for relevant materials that would provide directors and supervisors the tools
to teach managers effective management skills. Learning to work with and lead employees is a never-
ending journey. These materials were designed to assist the learner in developing effective people skills in
the Child Nutrition Programs. A task force of state agency personnel, food service directors, and
university faculty identified the topics to include in this resource.

Building Human Resource Management Skills was designed by a team of experienced child
nutrition and adult learning professionals. A group of volunteer reviewers from the task force also made
significant contributions to the development of this project. We are most grateful to them for sharing
their time and expertise.

All of the human resource modules have been approved for continuing education credits by the
American School Food Service Association.

Steps to follow in using materials:

Step 1. Review the entire module and think about its relevance to the participants. There may be
resources within the community that you may want to use to enhance the learning experience. A lesson
plan template has been provided for your use to facilitate teaching the human resource module content.

Step 2. Check the Trainer’s Toolbox section in the modules for a list of materials planned for the
session. The modules may require the use of policies and procedures, job descriptions, form, or standards
specific to Child Nutrition Program personnel.

Step 3. Review the Suggested Time Frames and Comments to determine time allotted for each topic in
the modules.

Step 4. Ensure that the learning environment, media center, classroom, cafeteria, or auditorium is
comfortable for adults and conducive to learning and discussio ns.

Step 5. The purpose of the videotapes provided in the kits is to model practices, inspire discussion, and
stimulate thoughts about personal practices. Always review videotape at least once before using in class
to be familiar with the content and to determine how to use it with the group. Consider the following
options:

Use the tape to focus on a specific point during the session.

Encourage interaction by showing all or part of the tape, and divide the group into comfortable
discussion groups of no more than 6-7 per group.

The tapes were created to provide real-life practice situations and to precipitate discussion. There are no
right or wrong answers, but better and best ways to handle human relations in Child Nutrition Programs.

iv
 HUMAN RESOURCE MODULE LESSON PLAN

Date: Module No.: Estimated Certification Category:

2.8 Time: 1 Hour, Credits: 1.5 U Achieving an Effective Food
45 Minutes Service System
Module Title : Course Title: Building Human
Strategies for an Effective Work Environment Resource Management Skills
Instructor:

Module Content:
What is to be taught? At the completion of the module, participants will be able to meet the
following objectives:
1. __________________________________________________________________________
2. __________________________________________________________________________
3. __________________________________________________________________________

Instructional Aids, Materials, or Tools Needed: Check Trainer’s Tool Box

Instructional Procedures:
ºPersonal Check-In
ºIcebreaker
ºVideo Segment (if applicable)
ºGroup activities and role playing
ºChecking Out
Suggested Readings: Use Suggested Readings to increase knowledge base concerning a given
module topic.

Evaluation Procedures: How the instructor will determine if the material has been learned.
Participants can complete evaluation form included in handout packet.

Notes: Insert notes as to revisions, additions, and deletions. What went wrong/right with the
module lesson plan?

v
 Strategies for an Effective Work Environment

Table of Contents
Overview, Objectives, Definitions.......................................................................................2

Suggested Time Frames and Comments ..............................................................................3

Outline and Trainer’s Tactics...............................................................................................4

Handouts ............................................................................................................................20

Transparency Masters ........................................................................................................33

Building Human Resource Management Skills National Food Service Management Institute
1
 Strategies for an Effective Work Environment

•
Trainer’s Notes • Overview
As a facilitator of •
this learning process, • An effective work environment helps employees
be prepared to share • develop an affinity for those around them and gives
your experiences to • them a sense that they are valued. Employees who
clarify the key • develop this positive feeling will put forth their best
learning points. effort to do a good job and will want to remain in the
•
• organization. You as the manager can create the
Ground Rules positive feelings that will result in an effective
q Share from own
•
environment. Managers in the Child Nutrition
experiences. •
Program often work with multicultural and multiracial
q Listen to • staffs. It is imperative when working with such
understand, not • diverse backgrounds to be sensitive to the
to judge. • environment in the workplace. For the most part,
q Speak one at a • employees want a feeling of belonging and
time. • community.
q Value •
differences of • In addition to being sensitive to human differences,
opinion, • the kitchen facility itself will also have an impact on
emotion, or • the overall work environment. Many times the
insight. • manager will not be able to control or improve these
q Be concise and
• areas immediately, but they should not be completely
to the point. • disregarded. Managers should identify strategies for
q Participate at an effective work environment.
•
your highest
•
level. Objectives
q Keep the option
•
to pass. •
• At the completion of this module, participants will be
able to:
Trainer’s Toolbox •
q List factors that can affect the work environment.
Materials: •
q Design an action plan for improvement of their
Flip Chart and Stand • work environment.
Paper and Markers •
Overhead Projector • Definitions
Transparencies and •
Markers •
Work environment- the combination of physical and
Handouts • cultural conditions under which particular tasks are
• performed to achieve an organizational goal.
•
•

Building Human Resource Management Skills National Food Service Management Institute
2
 Strategies for an Effective Work Environment

Suggested Time Frames and Comments

Total Time = 1 hour 45 minutes

Topic Comments Time Allotted

Review Purpose Set the stage by emphasizing key points in the 2 minutes
and Objectives overview.
Personal Check- Reflect on past environments. 10 minutes
In: Effective
Work
Environment
Icebreaker: Road Have participants develop a list of analogies of 10 minutes
Signs environmental situations using the activity sheet
provided.
Definitions Review definitions. 3 minutes
Developing a Discuss those factors which affect the workplace. 40 minutes
Positive
Environment
Effective Kitchen This topic provides opportunities for participants to 15 minutes
Environments discuss ways to make their facility more effective with
minor improvements.
Reality Practice: Analyze case studies. 15 minutes
Case Studies
Checking Out: Create an action plan for environmental 10 minutes
Action Plan improvements.

Building Human Resource Management Skills National Food Service Management Institute
3
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Personal Check-In: Effective Work • Personal Check-In: Effective Work
Environment • Environment
•
Creating an effective work environment • Ask each participant to reflect on work
will require planning and resource • environments other than their current positions
utilization. Reflect on a position or work • in Child Nutrition. On a separate colored sticky
environment other than the current one • note, they should record their expectations,
in Child Nutrition. Complete this • whether those expectations were or were not
exercise by using a colored sticky note to met, and why. Ask each participant to place the
•
record: sticky notes on a board, wall, or flip chart.
•
Select a few at random to read to the group.
•
1. Your expectation of an effective
work environment at that job. • Use the handout on page 22.
2. Was your expectation met? •
3. Why or why not? •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
4
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Icebreaker: Road Signs • Icebreaker: Road Signs
•
This activity will relate common road • Divide participants into small groups to
signs to life on the job. Describe • facilitate discussion.
situations in the work environment that •
fit the signs. • Give each group a Road Sign activity sheet.
• Instruct participants to look at the road signs
• and to think of analogies to the Child Nutrition
Program that will help or discourage them from
•
reaching their goals. Give examples such as:
•
• Detour sign – “Sometimes we are moving along
• well when suddenly we come upon a situation
• that causes us to diverge from our current
• strategies.”
•
• Max Height 12’6” sign – “We like to know the
• parameters before we proceed so we don’t get
• halfway there and have to stop.”
•
• When the groups are finished, ask them to share
• their discussion out loud.
•
• This activity lends itself for use throughout the
• module.
•
Use the handout on page 23.
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
5
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Definitions • Definitions
•
Work environment- the combination of • Discuss this definition as you come to it in the
physical and cultural conditions under • module. This definition may be found on page
which particular tasks are performed to • 21.
achieve an organizational goal. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
6
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Developing a Positive Environment • Developing a Positive Environment
•
Providing a good place to work is a • Providing a good place to work is a prerequisite
prerequisite for a successful Child • for a successful Child Nutrition Program. The
Nutrition Program. The desired effect is • desired effect is that employees will work
that employees will work productively • productively and achieve their highest potential.
and achieve their highest potential. • Although the concept of an effective work
Although the concept of an effective • environment may vary from person to person,
work environment may vary from person there are principles that will make a difference.
•
to person, there are principles that will
•
make a difference.
•
Four areas that will affect the • Four areas that will affect the environment of
environment of the workplace are: • the workplace are:
•
q Leadership – The manager’s role is • q Leadership – If you expect the best of your
to provide direction through • employees, you need to give 100% to your
modeling and vision, to motivate, • program. All Child Nutrition Programs
and to build an effective team. • experience good days and bad days, but the
Leadership must be based on mutual • school food service manager has to maintain
respect. • her position as role model, coach, and
• leader.
•
• Treat the employees courteously and they in
• turn will treat the customers and each other
the same way. Managers should be able to
•
lead by example.
•
• Use the handout on page 24.
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
7
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Developing a Positive Environment • Developing a Positive Environment
•
• Leadership (cont.)
•
• Exercise clear, open communication with
• employees. Let them know what your
• expectations are and you will not be
• disappointed. Address employees as adults
in a direct, confident, and courteous
•
manner.
•
• If you want your employees to enjoy their
• work, you need to be enthusiastic about it,
• too. Refrain from “putting down” the Child
• Nutrition Program. When a manager
• continually vocalizes problems within the
• workplace, the employees will begin to
• think that it is not a good place to work. As
• a Child Nutrition manager, it is your
• responsibility to support the program in the
• presence of staff.
•
• Use the handout on page 24.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
8
 Strategies for an Effective Work Environment
Outline
Developing a Positive Environment
q Honesty – Be straightforward and up
front in all dealings with employees. •
Managers must be truthful in
everything they say and do. Avoid
double standards.
q Morale – Morale is the emotional
condition (such as enthusiasm,
confidence, and loyalty) of a team
with regard to the task at hand. It is •
critical to develop an environment
where the morale is high and the
team can work effectively.
Maintaining high morale is
something the manager will have to
work on constantly. One way of
keeping morale high is to let
employees know their contribution to
the team is significant in meeting the •
department’s objectives.
Building Human Resource Management Skills
• Trainer’s Tactics
•
• Developing a Positive Environment
•
• q Honesty – Employees expect honesty from
their managers. This applies when you are
• talking with them about their performance
• and achievements as well as when
• discussing their mistakes. A manager needs
• to be consistent and fair in dealing with
employees. Developing employee loyalty
•
starts with your example.
•
• Often people don’t think that taking food
• home, consuming items other than what
• constitutes a lunch, breaking Child Nutrition
• policies, or accepting gratuities from
• vendors presents a breach of trus t.
• Employees pay close attention to these
• behaviors. Effective work environments
• must operate in an atmosphere of trust.
• .
• q Morale – Morale is a characteristic that can
• be positive or negative. It is the sense of
• common purpose of the team, and it is made
up of the individual attitudes toward the
• workplace. It can pass quickly from one
moment to the next, depending on the
•
situation at hand. Low morale is
•
responsible for high absenteeism, low work
• performance, and high employee turnover.
•
• Every day will not be perfect. Managers
• need to ensure that they refrain from
• making negative comments about the
program in the presence of employees. If
• the manager "puts down" the organization,
• the employees’ reactions will be the same.
• Morale is a positive contribut or to the team
• efforts and is necessary in a Child Nutrition
• Program.
•
National Food Service Management Institute
9
 Strategies for an Effective Work Environment
Outline
Developing a Positive Environment
q Recognition – The timely
recognition of individual
achievements is critical in the
development of an effective work
environment. As manager, you want
to set the parameters, communicate
them to your employees, and ensure
the employees understand them.
Always consider recognition for the
individual, even if you have a team
project.
Building Human Resource Management Skills
• Trainer’s Tactics
•
• Developing a Positive Environment
•
• q Recognition – Even though a Child
• Nutrition Program must work as a team, it is
• appropriate to recognize each employee for
• her contribution and individual merits. The
• manager should be instrumental in helping
• each employee develop her full potential so
that in turn she will be more productive.
•
Encourage individual skill development so
•
employees will have the feeling of moving
•
forward within the organization.
•
• Think about ways you can recognize high
• productivity and achievement. You may
• consider an awards program, time off, or an
• incentive bonus for meeting your meal
• goals.
•
• Use positive reinforcement for those
• employees who set forth an extra effort to
• expand their skills and learn all positions.
• For many individuals, a ribbon, medal, or
• certificate, especially if presented in front of
• peers, is more important than money.
•
You can also recognize employees by
•
placing an acknowledgement in the school
• newspaper, by reserving a special parking
• spot, by asking the principal to write a
• letter, by sending flowers, by giving a
• school or association shirt, etc.
•
• Use the handout on page 24.
•
•
•
•
•
•
National Food Service Management Institute
10
 Strategies for an Effective Work Environment
Outline
Effective Kitchen Environments
The reality of kitchen layout is that many •
Child Nutrition Programs work in
antiquated facilities. The kitchen layout •
may be difficult to change, but minor
improvements can make the facility
more effective.
q Kitchen Layout – Often it is not
possible to change the layout of the
kitchen unless it undergoes
renovation. New kitchens provide
equipment on wheels and incorporate •
modular design. Still, there may be
some pieces of equipment that can be •
moved around to improve the work
or traffic flow. The principles of
kitchen efficiency include:
1. Store at point of first use.
2. Use reach-in refrigerators for
items used repeatedly in
production.
Building Human Resource Management Skills
• Trainer’s Tactics
•
• Effective Kitchen Environments
•
The reality of kitchen layout is that many Child
• Nutrition Programs work in antiquated
facilities. The kitchen layout may be difficult
• to change, but minor improvements can make
• the facility more effective.
•
•
q Kitchen Layout – Often it is not possible to
•
change the layout of the kitchen unless it
•
undergoes renovation. New kitchens
• provide equipment on wheels and
incorporate modular design. Still, there
• may be some pieces of equipment that can
be moved around to improve the work or
• traffic flow. The principles of kitchen
• efficiency include:
•
•
• 1. Store at point of first use. Make sure
• items used frequently are stored in close
• proximity to the areas where they are
• used. Eliminate the extra time and steps
• required to get these items from a
central location or storeroom.
•
•
2. Use reach-in refrigerators for items used
• repeatedly in production.
•
•
• Use the handouts on pages 25, 26, and 27.
•
•
•
•
•
•
•
•
National Food Service Management Institute
11
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Effective Kitchen Environments • Effective Kitchen Environments
•
3. Evaluate the efficiency of • 3. Evaluate the efficiency of repetitive
repetitive tasks like sandwich and • tasks like sandwich and salad
salad preparation. • preparation. Simple steps such as
• rearranging work tables, storage racks,
• and mobile racks can improve the
• efficiency of the kitchen.
•
4. Analyze the present layout and 4. Analyze the present layout and
•
determine what can be moved or determine what can be moved or
•
rearranged in order to eliminate rearranged in order to eliminate fatigue.
fatigue. •
• Use the handouts on pages 25, 26, and 27.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
12
 Strategies for an Effective Work Environment
Outline
Effective Kitchen Environments
q Equipment – Consider pieces that are
no longer in use because of menu
changes. When possible, remove
those pieces of equipment from the
production or service areas.
1. Keep catering service equipment
stored in a clean area away from
equipment used daily.
2. Sufficient handcarts should be
available to aid with the transport
of supplies and food to and from
areas.
3. Consider the final user when
installing equipment.
4. Maintain the equipment in good
working order.
Building Human Resource Management Skills
• Trainer’s Tactics
•
• Effective Kitchen Environments
•
• q Equipment – Consider those pieces that are
• no longer in use because of menu changes.
• When possible, remove those pieces of
• equipment from the production or service
• areas.
•
1. Keep catering service equipment stored
•
in a clean area away from equipment
•
used daily.
•
• 2. Sufficient handcarts should be available
• to aid with the transport of supplies and
• food to and from areas. Small
• equipment should be in sufficient
• quantities to avoid making repeated trips
• to the pot and pan sink. Encourage the
• use of handcarts to decrease fatigue.
•
• 3. Consider the final user when installing
• equipment. Tables and small equipment
• stands should be at a comfortable height
• for the average user. Always take into
• consideration the safety of the
employees when placing equipment.
•
Make sure it is not in the middle of the
•
traffic pattern or in a blind spot where
• an accident may occur.
•
• 4. Maintain the equipment in good
• working order. Utilize a preventive
• maintenance program if available.
•
• Use the handouts on pages 25, 26, and 27.
•
•
•
•
•
National Food Service Management Institute
13
 Strategies for an Effective Work Environment
Outline
Effective Kitchen Environments
q Storage – Storage areas should be
located near the receiving entrance
and as close to the production area as
possible.
These areas should accommodate the
average worker. Make employee
safety a primary concern and store
heavy items where they are easily
accessible. Have sturdy stepladders
to avoid overreaching. Use shelving
units on wheels if space is limited.
Keep all floors clear of standing
water and debris. The same is true in
refrigerator and freezer units.
All storage facilities should be
efficiently arranged, keeping food
safety (adequate rotation) in mind.
They should have adequate
ventilation, good lighting, and
adequate temperature controls in
those required areas like the walk-in
refrigerator and freezer.
Building Human Resource Management Skills
• Trainer’s Tactics
•
• Effective Kitchen Environments
•
• q Storage – Storage areas should be located
• near the receiving entrance and as close to
• the production area as possible.
•
•
• These areas should accommodate the
average worker. Make employee safety a
•
primary concern and store heavy items
•
where they are easily accessible. Have
•
sturdy stepladders to avoid overreaching.
• Use shelving units on wheels if space is
• limited. Keep all floors clear of standing
• water and debris. The same is true in
• refrigerator and freezer units.
•
•
• All storage facilities should be efficiently
• arranged, keeping food safety (adequate
• rotation) in mind. They should have
• adequate ventilation, good lighting, and
• adequate temperature controls in those
• required areas like the walk- in refrigerator
• and freezer.
•
The storage capabilities may not be
•
adequate in all facilities. The manager
• should follow efficient purchasing practices
• to ensure that there is adequate space to
• store all items received. This may mean a
• change in delivery schedule from the food
• service distributor.
•
•
• Use the handouts on pages 25, 26, and 27.
•
•
•
•
National Food Service Management Institute
14
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Effective Kitchen Environments • Effective Kitche n Environments
•
q Other Considerations • q Other Considerations
•
1. Ventilation • 1. Ventilation – Many kitchens lack
• adequate ventilation for maintaining a
• comfortable environment. It will
• require management initiative to request
and maintain adequate ventilation with
•
the use of approved fans. Keep all
•
systems in clean, working order.
•
2. Lighting • 2. Lighting – Adequate lighting is
• imperative for maintaining a positive
• work environment. Employees who
• work in facilities that lack natural light
• are more susceptible to increased
• fatigue. Artificial lighting becomes a
• critical issue when improving the
• environment.
•
• Use the handouts on pages 25, 26, and 27.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
15
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Effective Kitchen Environments • Effective Kitchen Environments
•
q Other Considerations • q Other Considerations
•
3. Fatigue • 3. Fatigue – Child Nutrition Program
• employees are prone to burnout due to
• the fast pace of this type of food service.
• When fatigue sets in, employees’
productivity decreases and efficiency is
•
reduced. The objective of developing
•
an effective work environment is to
• avoid situations where employees work
• under stress due to the physical plant
• facilities or due to an incompatible work
• team.
•
• The manager may not be able to change
• the properties of the kitchen, but she can
• lessen the potential for employee fatigue
• by rotating jobs, by allowing for short
• breaks in situations where the kitchens
• are extremely hot, and by simplifying
• menus when equipment is out of order,
• etc.
•
Use the handouts on pages 25, 26, and 27.
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
16
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Reality Practice: Case Studies • Reality Practice: Case Studies
•
Two reality practice case studies are • There is no right or wrong way to handle either
provided. Answer the questions about • of the reality practice case studies. Give some
each case on the handout provided. • thought to the factors influencing the
• performance of the employees in these cases.
Case Study #1 – Happy Valley •
Elementary School • The reality practice should be discussed in
small groups in order to encourage individual
•
As the school year comes to a close, the participation. Afterwards, discuss in the large
•
children at Happy Valley Elementary group.
•
School are looking forward to the
summer. This elementary school is •
located in a rural county in the southeast • Use the handout on page 28.
and only has 350 students. The weather •
has been unusually hot this year, and for •
the past three weeks the temperatures •
have exceeded 95o F, making the kitchen •
extremely hot and uncomfortable. Since •
the student population is not very large, •
there are only four cafeteria workers •
assigned to this school. Unfortunately, •
last week one of the employees was •
involved in an accident and will not be •
returning to work. There are still three •
more weeks of school and end-of-year
•
closeout.
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
17
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Reality Practice: Case Studies • Reality Practice: Case Studies
•
Two reality practice case studies are • There is no right or wrong way to handle either
provided. Answer the questions about • of the reality practice case studies. Give some
each case on the handout provided. • thought to the factors influencing the
• performance of the employees in these cases.
Case Study #2 – West Middle School •
• The reality practice should be discussed in
West Middle School is renowned for its small groups in order to encourage individual
•
music program and for its marching participation. Afterwards, discuss in the large
•
band. This year the band was invited to group.
•
travel to Washington, DC to march in
the Cherry Blossom Parade. The school • Use the handout on page 29.
conducted multiple fundraisers to help •
band members cover the cost of airfare. •
The Child Nutrition staff conducted their •
own fundraising activity, selling baking •
pans to help the students. The activity •
was a tremendous success thanks to the •
efforts of Ms. Smith, the baker. She not •
only organized the sale but also sold the •
most pans. The band was not only able •
to purchase the airline tickets, but they •
were also able to purchase new banners •
for the occasion. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
18
 Strategies for an Effective Work Environment

Outline • Trainer’s Tactics

•
Checking Out: Action Plan • Checking Out: Action Plan
•
Develop an action plan to improve the • Utilizing the Checking Out form on page 30,
work environment in your kitchen. • develop an action plan that will improve the
• performance and overall workplace
• environment in your kitchen.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Building Human Resource Management Skills National Food Service Management Institute
19
 Strategies for an Effective Work Environment
Handouts: Table of Contents

Handouts: Table of Contents

q Objectives and Definitions ........................................................................................21
q Personal Check-In: Effective Work Environment .................................................22
q Icebreaker: Road Signs ............................................................................................23
q Developing a Positive Environment .........................................................................24
q Effective Kitchen Environments: Kitchen Layout .................................................25
q Effective Kitchen Environments: Equipment ........................................................26
q Effective Kitchen Environments: Storage and Other Considerations .................27
q Reality Practice: Case Study #1 ...............................................................................28
q Reality Practice: Case Study #2 ...............................................................................29
q Checking Out: Action Plan ......................................................................................30
q Evaluation Form ........................................................................................................31
q Suggested Readings ....................................................................................................32

Building Human Resource Management Skills National Food Service Management Institute
20
 Strategies for an Effective Work Environment
Handout: Objectives and Definitions

Objectives
At the completion of this module, participants will be able to:

q List factors that can affect the work environment.

q Design an action plan for improvement of their work environment.

Definitions
Work environment- the combination of physical and cultural conditions under which
particular tasks are performed to achieve an organizational goal.

Building Human Resource Management Skills National Food Service Management Institute
21
 Strategies for an Effective Work Environment
Handout: Personal Check-In: Effective Work Environment

Personal Check-In: Effective Work Environment

Creating an effective work environment will require planning and resource utilization. Reflect
on a position or work environment other than the current one in Child Nutrition. Complete this
exercise by using a colored sticky note to record:

1. Your expectation of an effective work environment at that job.

2. Was your expectation met?

3. Why or why not?

Building Human Resource Management Skills National Food Service Management Institute
22
 Strategies for an Effective Work Environment
Handout: Icebreaker: Road Signs

Icebreaker: Road Signs

This activity will relate common road signs to life on the job. Describe situations in the work
environment that fit the signs.

____________________ ____________________ ____________________

____________________ ____________________ ____________________

____________________ ____________________ ____________________

Building Human Resource Management Skills National Food Service Management Institute
23
 Strategies for an Effective Work Environment
Handout: Developing a Positive Environment

Developing a Positive Environment

Providing a good place to work is a prerequisite for a successful Child Nutrition Program. The
desired effect is that employees will work productively and achieve their highest potential.
Although the concept of an effective work environment may vary from person to person, there
are principles that will make a difference. Four areas that will affect the environment of the
workplace are:

q Leadership – The manager’s role is to provide direction through modeling and vision, to
motivate, and to build an effective team. Leadership must be based on mutual respect.

q Honesty – Be straightforward and up front in all dealings with employees. Managers must
be truthful in everything they say and do. Avoid double standards.

q Morale – Morale is the emotional condition (such as enthusiasm, confidence, and loyalty) of
a team with regard to the task at hand. It is critical to develop an environment where the
morale is high and the team can work effectively.

Maintaining high morale is something the manager will have to work on constantly. One
way of keeping morale high is to let employees know their contribution to the team is
significant in meeting the department’s objectives.

q Recognition – The timely recognition of individual achievements is critical in the

development of an effective work environment. As manager, you want to set the parameters,
communicate them to your employees, and ensure the employees understand them. Always
consider recognition for the individual, even if you have a team project.

Building Human Resource Management Skills National Food Service Management Institute
24
 Strategies for an Effective Work Environment
Handout: Effective Kitchen Environments

Effective Kitchen Environments

The reality of kitchen layout is that many Child Nutrition Programs work in antiquated facilities.
The kitchen layout may be difficult to change, but minor improvements can make the facility
more effective.

q Kitchen Layout
Often it is not possible to change the layout of the kitchen unless it undergoes renovation.
New kitchens provide equipment on wheels and incorporate modular designs. Still, there
may be some pieces of equipment that can be moved around to improve the work or traffic
flow. The principles of kitchen efficiency include:

1. Store at point of first use.

2. Use reach-in refrigerators for items used repeatedly in production.

3. Evaluate the efficiency of repetitive tasks like sandwich and salad preparation.

4. Analyze the present layout and determine what can be moved or rearranged in order to
eliminate fatigue.

Building Human Resource Management Skills National Food Service Management Institute
25
 Strategies for an Effective Work Environment
Handout: Effective Kitchen Environments

Effective Kitchen Environments

The reality of kitchen layout is that many Child Nutrition Programs work in antiquated facilities.
The kitchen layout may be difficult to change, but minor improvements can make the facility
more effective.

q Equipment
Consider pieces that are no longer in use because of menu changes. When possible, remove
those pieces of equipment from the production or service areas.

1. Keep catering service equipment stored in a clean area away from equipment used daily.

2. Sufficient handcarts should be available to aid with the transport of supplies and food to
and from areas.

3. Consider the final user when installing equipment.

4. Maintain the equipment in good working order.

Building Human Resource Management Skills National Food Service Management Institute
26
 Strategies for an Effective Work Environment
Handout: Effective Kitchen Environments

Effective Kitchen Environments

The reality of kitchen layout is that many Child Nutrition Programs work in antiquated facilities.
The kitchen layout may be difficult to change, but minor improvements make the facility more
effective.

q Storage
Storage areas should be located near the receiving entrance and as close to the production
area as possible.

These areas should accommodate the average worker. Make employee safety a primary
concern and store heavy items where they are easily accessible. Have sturdy stepladders to
avoid overreaching. Use shelving units on wheels if space is limited. Keep all floors clear of
standing water and debris. The same is true in refrigerator and freezer units.

All storage facilities should be efficiently arranged, keeping food safety (adequate rotation)
in mind. They should have adequate ventilation, good lighting, and adequate temperature
controls in those required areas like the walk-in refrigerator and freezer.

q Other Considerations
1. Ventilation

2. Lighting

3. Fatigue

Building Human Resource Management Skills National Food Service Management Institute
27
 Strategies for an Effective Work Environment
Handout: Reality Practice: Case Study #1

Reality Practice: Case Study #1

Happy Valley Elementary School

As the school year comes to a close, the children at Happy Valley Elementary School are looking
forward to the summer. This elementary school is located in a rural county in the southeast and
only has 350 students. The weather has been unusually hot this year, and for the past three
weeks the temperatures have exceeded 95o F, making the kitchen extremely hot and
uncomfortable. Since the student population is not ve ry large, there are only four cafeteria
workers assigned to this school. Unfortunately, last week one of the employees was involved in
an accident and will not be returning to work. There are still three more weeks of school and
end-of-year closeout.

1. Describe some of the external circumstances affecting Happy Valley Elementary School.

2. What changes could you put in effect to make the working environments more comfortable?

3. How could you as a manager maintain good workplace morale in this situation?

Building Human Resource Management Skills National Food Service Management Institute
28
 Strategies for an Effective Work Environment
Handout: Reality Practice: Case Study #2

Reality Practice: Case Study #2

West Middle School

West Middle School is renowned for its music program and for its marching band. This year the
band was invited to travel to Washington, DC to march in the Cherry Blossom Parade. The
school conducted multiple fundraisers to help band members cover the cost of airfare. The Child
Nutrition staff conducted their own fundraising activity, selling baking pans to help the students.
The activity was a tremendous success thanks to the efforts of Ms. Smith, the baker. She not
only organized the sale but also sold the most pans. The band was not only able to purchase the
airline tickets, but they were also able to purchase new banners for the occasion.

1. What characteristics do you see in the work environment at West Middle School?

2. The fundraiser involved a great number of people. As the manager, what could you do to
recognize the efforts of your department?

3. Ms. Smith, the baker, stands out for her efforts not only to coordinate part of the fundraiser
activity but to excel in the number of pans sold. Does Ms. Smith deserve special
recognition? How would you ensure she is rewarded for her efforts?

Building Human Resource Management Skills National Food Service Management Institute
29
 Strategies for an Effective Work Environment
Handout: Checking Out: Action Plan

Checking Out: Action Plan

What three things could you change or rearrange in your kitchen that would increase productivity
and performance?

Taking into consideration the management issues discussed:

What three things are you doing to help improve the workplace environment?

What three NEW things can you do to make your Child Nutrition Program a more effective
workplace?

Building Human Resource Management Skills National Food Service Management Institute
30
 Strategies for an Effective Work Environment
Handout: Evaluation Form

Please check the response below that best describes your feelings about this program:

Question Agree Unsure Disagree Comments

1. Topic is of interest to
me as a manager.

2. Topic is important to
my job.

3. Content is useful in
my job as a manager.

4. Handouts help me
understand the topic
better.

5. List one or more things you can do to identify your leadership and management style in your
job after attending this in-service:

6. My supervisor can help me develop my leadership and management style in my workplace

by:

General Comments:

Thank you for taking the time to complete the evaluation form. Have a great day!

Building Human Resource Management Skills National Food Service Management Institute
31
 Strategies for an Effective Work Environment
Handout: Suggested Readings

Suggested Readings
Blohowiak, D. (1995). How’s all the work going to get done?. Franklin Lakes, NJ: Career
Press.

Brokaw, L. (Ed.). (1995). 301 great management ideas from america’s most innovative small
companies. Boston: Goldhirsh Group, Inc.

Kotchevar, L. H. & Terrell, M. (1961). Food service layout and equipment planning. New
York: John Wiley & Sons, Inc.

Miller, J. E. & Porter, M. (1985). Supervision in the hospitality industry. New York: John
Wiley & Sons, Inc.

Outlaw, W. (1998). Smart staffing. Chicago: Upstart Publishing Company.

Rinke, W. J. (1989). The winning foodservice manager. Rockville, MD: Achievement

Publishers.

Tway, P. (1992). People, common sense and the small business. White Hall, VA:
Betterway Publications.

Building Human Resource Management Skills National Food Service Management Institute
32
 Strategies for an Effective Work Environment
Transparency Masters

Transparency Masters
Transparencies are available in two formats. Landscape formatted
transparencies are provided using Microsoft Word . A PowerPoint
TM TM

presentation format is also available.

1. Objectives
2. Definitions
3. Personal Check-In: Effective Work Environment
4. Icebreaker: Road Signs
5. Icebreaker: Road Signs
6. Icebreaker: Road Signs
7. Developing a Positive Environment: Leadership
8. Developing a Positive Environment: Honesty
9. Developing a Positive Environment: Morale
10. Developing a Positive Environment: Recognition
11. Effective Kitchen Environments: Kitchen Layout
12. Effective Kitchen Environments: Equipment
13. Effective Kitchen Environments: Storage
14. Effective Kitchen Environments: Other Considerations
15. Reality Practice: Case Study #1
16. Reality Practice: Case Study #2
17. Checking Out: Action Plan

Building Human Resource Management Skills National Food Service Management Institute
33