Thesis (MTech(Teacher Education))--Cape Technikon, Cape Town, 1999 / The food service management industry is aware of the importance of an effective experiential learning programme. The technikons try to meet the demands of the food service management industry through involvement of mentors and students. This study undertakes to examine/investigate the deficiencies and problems concerning the experiential learning components of the food service management course, as it is evident that this forms an integral part of the food service management diploma. Although the food service managers is aware of the experiential learning programme, no formal information such as: an employers'/mentors' manual; orientation of other procedures of the technikons or industry; comprehensive evaluating procedures; coordinators' visits and debriefing procedures, is explained or sent to the industry or student. The researcher's involvement with experiential learning and specifically the administration of the experiential learning programme, led to the hypothesis that there is a need for a formal structured experiential learning programme to clear up the confusion and uncertainty regarding the involvement of the student and employer/mentor. As starting point a situation analysis was done to compare the South African perspectives of experiential learning. This information was gathered to place the food service management experiential learning programme in perspective for technikons, students and the food service management industry. The second section deals with a comparative study of the international procedure of experiential learning as currently done in the United States of America (USA), the United Kingdom (UK) and South Africa (SA). What follows next is a comparative study, testing the literature against the reality, as it is experienced in tertiary institutions in the USA, UK and SA. Details of this are expounded in chapter 40f this study. Findings are reported and recommendations regarding the application of an . efficient, productive, structured experiential leaming programme for the course: Food Service Management, are noted in chapter 5. In the last section an explanation is given of the following proposed manuals: • Tutorial Manual • Student Manual • Employer/Mentor Manual • Coordinator Manual during student visits • Debriefing Manual These proposed manuals should be used to satisfy the needs of all involved: employers, technikons and students.

Every hospital, private or public, profit or nonprofit, no matter the size, has the task of feeding its patients three times a day plus nourishments. The meals must be served during a short period of time to patients in their rooms which are spread throughout the hospital. The meals must be therapeutically balanced, attractive, the hot foods hot and the cold foods cold, and they must be nutritious. The meals in a hospital differ from those served in restaurants in that all of the courses are served at one time which means that there is greater importance placed on temperature maintenance. Considering that most hospitals offer a selective menu, the task is quite unique and challenging. Hospitals, profit or non-profit are conscious of cost, efficiency, and patient satisfaction. Therefore, the selection of a system to assemble and deliver meals to the patient is of the utmost importance. The purpose of this study is to identify and compare assembly and temperature maintenance and delivery systems currently available; in order to make available information for those who are planning systems and for those who are learning about these systems.

No description available.

Approximately 20% of all hospitals in the United States utilize management contracts for the food service operation, and other hospital administrators are contemplating their use. Despite the rapid growth of contracting within hospital food service, very little is known about the performance of contractors. This research was designed to produce new information about food service contracting in hospitals. A comparative content analysis of proposals from three food service management companies was conducted. It revealed that all proposals included the same basic categories of information, but the extent of detail provided in proposals varied. A survey was sent to 909 hospital administrators that had been identified as utilizing food service contracts. Responses to the survey provided descriptive data about the hospitals and their food service contracts. Responses also measured the levels of satisfaction/dissatisfaction and importance/unimportance experienced by hospital administrators with their food service contracts. Eight independent variables were tested to determine their influence on satisfaction and importance. They were: 1.) location of the hospital 2.) size 3.) length of present contract 4.) number of years using present contractor 5.) name of contractor 6.) length of previous contracts 7.) number of previous contractors 8.) total number of years contracted out One parameter of size caused significant differences in the levels of satisfaction and importance. The other variables did not cause significant differences in satisfaction or importance. / Master of Science

Typescript (photocopy). / Digitized by Kansas Correctional Industries

The objective of this study was to identify usage of foodservice performance measures, important activities in foodservice benchmarking, and benchmarking attitudes, beliefs, and practices by foodservice directors. The design of this study included two parts: (1) eleven expert panelists involved in a Delphi technique to identify and rate importance of foodservice performance measures and rate the importance of benchmarking activities, and (2) a national mail survey of 247 randomly selected foodservice directors from college/university, correctional, health care, and school foodservice operations to identify attitudes, beliefs, and practices about benchmarking and usage of performance measures. Statistical analyses of the expert panel data included frequencies of importance rating of performance measures and benchmarking activities. The expert panel identified 89 performance measures, which were subsequently consolidated into 19 generic performance measures. Regarding the national survey, a χ² analysis was conducted on: usage of types of benchmarking compared with knowledge and importance of benchmarking, and experience with benchmarking outcomes; foodservice directors' category of foodservice operation compared with usage of performance measures, type of benchmarking and benchmarking partner(s); and foodservice directors' knowledge of benchmarking compared to importance of benchmarking. According to the national survey, the most commonly used performance measures were: food cost percentage, cost per unit or area of service, and meals per labor hour. Usage of internal, external, and functional/generic benchmarking was associated with foodservice directors' knowledge about benchmarking, importance of benchmarking, and general experience with benchmarking outcomes. Foodservice directors' category of foodservice operation was associated with usage of types of benchmarking partners, and with some performance measures and types of benchmarking, while not others. Foodservice directors' knowledge about benchmarking was related to perceived importance of benchmarking. Sixty-one percent of respondents reported needing knowledge and skills about benchmarking. This research provides insight into performance measures that are or could be used in foodservice benchmarking. It also suggests that benchmarking has at least some importance, particularly to those with knowledge about benchmarking. It could be a useful management tool to foodservice directors, regardless of category of foodservice operation. Research results were used to develop a benchmarking guide for foodservice directors. / Graduation date: 1998

No description available.

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Thesis (M.S.)--Rochester Institute of Technology, 1991. / Typescript. Includes bibliographical references (leaves 50-53).

Thesis (M.S.)--University of Tennessee, Knoxville, 2007. / Title from title page screen (viewed on June 05, 2008). Thesis advisor: Melissa Hansen-Petrik. Vita. Includes bibliographical references.