好的廚師可成為好的管理者
A Good Cook Can Be a Good Manager
作者：楊沄蓁
系級：外文三
學號：D9779272
開課老師：沈薇薇
課程名稱：英文寫作(六)
開課系所：外國語文學系
開課學年： 99 學年度 第 2 學期
中文摘要
中文摘要
中文摘要
中文摘要
這份研究報告主要是探討烹飪與管理之間的關係。文中一開始便透過法國藍 帶廚藝學校的例子來闡述管理在烹飪中的重要性，該校不但開設了許多管理課 程，並規定學生必須修滿其中一些管理課程方能畢業。接著，報告內容便分析了 幾個用來自我測試自己是否為好廚師的問題，從問題的選項，我們可推測一個人 的管理形式大概是如何。報告中的第三部分則是介紹了基本的管理概念與技能， 進而將它們與那些在烹飪中所會用到的管理與技能作比較。從此比較中，我們可 發現管理與烹飪二者之間有許多的共同之處，也就是說這看似毫無關係的二者之 間確實存在著關聯性。然而，即便這二者之間存在著許多關聯性，未來還需作更 多的研究與探討，因為我們還是不能很確定地做出「管理能力與烹飪能力的關係 是成正比的」或「一個很會做菜的人也很有可能會是個很會管理的人」這樣的結 論。關鍵字
關鍵字
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：烹飪技巧
烹飪技巧
烹飪技巧
烹飪技巧、
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、管理技巧
管理技巧
管理技巧
管理技巧、
、廚師
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廚師
廚師
廚師、
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、管理者
管理者、
管理者
管理者
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、烹飪與管理
烹飪與管理
烹飪與管理
烹飪與管理
Abstract
This paper sets out to find the connections between cooking and management. It first mentions the importance of management in cooking by showing that the famous culinary school Le Cordon Bleu, Paris sets several management courses as graduation requirements. This paper then analyzes the questions asking if a person is a good cook, and from the answer choices, a person’s management style can be deduced. In the third part of this paper, it introduces basic management concepts and skills, which are compared with those used in cooking. Through the comparison, many similarities have been found between cooking and management, and that there are indeed links between these two fields that may seem totally unrelated. However, further researches still have to be conducted in this issue because despite the many connections discovered between cuisine and management, it still cannot be concluded with absoluteness that the relationship between cooking and management is directly proportional.
Keyword：
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：cooking skills, management skills, cook, manager, cooking and
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management目
目
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次
次
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Introduction………P4
Relevant Background Information………...P4
What Is Manager?...P5
What Do Managers Do?...P5
The Three Approaches and How They Are Applied in Cooking
…………P5
I. Management Functions...P5
A. In Business……….P5
B. In Cooking……….P6
II.Management Roles………..P8
A. In Business
……….P8
B. In Cooking……….P9
III. Management Skills………...P10
A. In Business………...P10
B. In Cooking………...P11
IV. Operations Management………...P12
A. In Business………...P13
B. In Cooking………...P14
Discussion………..P14
Conclusion……….P15
Introduction
It has been said that people who are good at cooking usually possess good
management skills. Accordingly, it may be concluded that management skills can
possibly be trained through cooking. However, there has not been enough evidence or
research that can support this statement. As a result, this paper will probe into the
relationship between management and cooking and further provide support of the
statement that management skills could be acquired via cuisine if possible.
Relevant Background Information
Cooking a dish has a lot to do with managing a team or a company, because they
both require similar knowledge and skills; for instance, one has to be able to plan,
organize, lead and control in order to reach one’s goal or cook the desired dish
effectively and efficiently. These four steps (plan, organize, lead and control) are so
called management functions and they further entail organization management, time
management, and operation management skills. If management skills are not
important for cooks, then culinary schools would not set management courses as
graduation requirements. For instance, Le Cordon Bleu Culinary School has courses
such as organization, safety and hygiene in the kitchen, professional knife handling
and introduction to diverse cuts, precision and efficiency in the kitchen, and
graduation requirements for the Cuisine Diploma. What Is Management?
Management, generally speaking, is what managers do. To be more specific, it
involves “coordinating and overseeing the work activities of others so that their
activities are completed efficiently and effectively (Robbins & Coulter, 2009, p.22).”
Efficiency and effectiveness are essential in management. The former refers to
“getting the most output from the least amount of inputs,” and “doing things right
(Robbins & Coulter, 2009, p.23).” In other words, it means doing things without
wasting any or as many sources as possible. The latter refers to “doing the right things
or completing activities so that organizational goals are attained (Robbins & Coulter,
2009, p.23).”
What Do Managers Do?
To describe what managers do, researchers have developed three approaches:
functions, roles and skills (Robbins, & Coulter, 2009, p.23).
The Three Approaches and How They Are Applied in Cooking
I. Management Functions
A.In Business
Management by Stephen P. Robbins and Mary Coulter, Allyson Koteski, the manager
of the Toys R Us store in Essex, UK, encounters a problem of high employee turnover
rate. Therefore, she has to try to make her employees stay on the jobs by motivating
them and keeping them engaged. In order to do so, she needs to apply management
functions which include the four steps: planning, organizing, motivating, and
controlling. “Planning is to define goals, establish strategy and develop plans to
coordinate activities (Robbins & Coulter, 2009, p.24).” In this case, the plan she has to
make is to come up with ways that can help her reach the goal of preventing the
employees from quitting their jobs. Second, she has to organize, meaning that she has
to determine what needs to be done, how it will be done and who is to do it. Here she
will have to carry out her plans that she comes up in the first step. She might try to
hold some activities that will strengthen the bonds among staff members and the
company. After this, the third step is to motivate, which refers to lead, and any other
actions involved in dealing with people. This can involve hiring and training
employees, and listening to their opinions, suggestions, and difficulties in their job
duties. Finally, the fourth step is to control; that is, “monitoring activities to ensure
that they are accomplished as planned (Robbins & Coulter, 2009, p.24).” For this step,
Allyson will have to check if the employee turnover rate has lowered after a certain
she might have to go back to one or more of the first three steps to see if there is
anything that needs to be modified so that her goals can be achieved as planned
(Robbins & Coulter, 2009, p.24).
B. In Cooking
Apart from the business world, cooking is also a field where the four management
functions can be applied. To illustrate, to make a PHILADELPHIA New York
Cheesecake for a customer, a cook has first to plan. The goal is to make the
cheesecake that would be satisfactory to the customer. However, in order to make it
successfully, efficiently and effectively. He or she needs to develop strategies and
plans such as having all the tools and ingredients ready, and preheating the oven
before baking, etc. Then the second step is organizing, meaning determining what
needs to be done, how it will be done and who is to do it if he or she has other cooks
as helpers. According to the recipe from KraftFoods.com, one would need HONEY
MAID Honey Grahams, sugar, butter or margarine, PHILADELPHIA Cream Cheese,
flour, vanilla, BREAKSTONE’S or KNUDSEN Sour Cream, eggs, and cherry pie
filling ("Philadelphia new york cheesecake,” n.d.). The cook may assign tasks such as
beating eggs and preparing cream cheese filling to his or her team members so that
they can have the cake ready as fast as possible. After tasks are assigned, the third step
To make the cook’s team members work efficiently and effectively, he or she cannot
ignore the importance of making sure that they have the will and excitement to do
their job duties. As a result, motivating them would be of great significance. The cook
may do things like listening to his or her team members’ voices, helping them cope
with any difficulties they might have when making dishes or alike, and giving them
awards when necessary. The step following is called controlling, which refers to
monitoring activities to ensure that they are accomplished as planned. To illustrate, for
the cheesecake case, the cook has to keep an eye on the whole process to make sure
that the quality and goal are met and achieved as originally set. If customers do not
feel satisfied with the cake, the cook will also have to go back to one or more of the
first three steps to see if there is anything that can be improved so that he or she can
serve a better cheesecake to customers.
II. Management Roles
A. In Business
According to the studies of a well-known researcher, Henry Mintzberg, on actual
managers at work, “what managers do can best be described by looking at the
management roles they use at work (Robbins & Coulter, 2009, p.24).” This
terminology “refers to the specific actions or behaviors expected of a manager
studies, which are interpersonal roles, information roles and decisional roles.
Interpersonal roles refer to the “managerial roles that involve people and other duties
that are ceremonial and symbolic in nature (Robbins & Coulter, 2009, p.25).” They
include figureheads, leaders, and liaisons. Information roles are the “managerial roles
that involve collecting, receiving, and disseminating information (Robbins & Coulter,
2009, p.25).” They include monitors, disseminators, and spokespersons. The last one
is decisional roles. They are “managerial roles that revolve around making choices
(Robbins & Coulter, 2009, p.25).” Examples are entrepreneurs, disturbance handlers,
resource allocators and negotiators. The chart below shows brief descriptions for each
title.
Interpersonal Roles Information-Related Roles Decision-Making Roles
Figurehead: Manager
serves as official representative of the organization or unit.
Monitor: Manager receives
and collects information.
Entrepreneur: Manager
initiates change.
Relationship builder/ Liaison: Manager
interacts with peers and with people outside the organization to gain information.
Communicator/
Disseminator: Manager
distributes information within the organization.
Disturbance handler:
Manager decides how conflicts between subordinates should be resolved and steps in when a subordinate suddenly leaves or an important customer is lost.
Leader: Manager guides
and motivates staff and acts as a positive influence in the workplace.
Spokesperson: Manager
distributes information outside the organization.
Resource director/ Resource allocator:
Manager decides how the organization will use its resources.
Negotiator: Manager
decides to negotiate major contracts with other organizations or individuals.
Source: Excerpted from Leslie W. Rue and Lloyd L. Byars, Management: Skills and Application (New York: McGraw-Hill Companies, Inc., 2003), p.7
B. In Cooking
In the culinary world, a cook has to play some of the management roles as
mentioned above. Jamie Oliver, “sometimes known as The Naked Chef, is a
British chef, restaurateur, and media personality ("Jamie Oliver," 2011).” He is
famous “for his food-focused television shows, cookbooks and more recently his
campaign against the use of processed foods in national schools ("Jamie Oliver,"
2011).” His specialty is Italian cuisine even though he has international repertoire.
What’s more, he works hard to improve unhealthy diets and poor cooking habits in the
United Kingdom and the United States ("Jamie Oliver," 2011). According to the job
description of his current vacancies site (2011), in order to be qualified for the Head
Chef position, it says,
It goes without saying that you'll need to be a great communicator and a role
us as quality and speed and you'll already have a no-compromise attitude towards
the meticulous management of food safety in your kitchen.
This will suit a head chef looking for a challenging, fulfilling role. You're a
positive ambassador with the attitude and personality to succeed in this dynamic
environment and as you thrive, so will your prospects within our young and
ambitious company.
From this statement, it can be concluded that in order to be competent for this position,
a chef has to also be a good manager. Hence, it can be proved that a good cook can be
a good manager.
III. Management Skills
A. In Business
Based on the research in 1955 by Robert L. Katz, three skills are essential for
managers: technical, human and conceptual. Technical skills are “the job-specific
knowledge and techniques needed to proficiently perform work tasks (Robbins &
Coulter, 2009, p.26).” Human skills involve “the ability to work well with other
people both individually and in groups (Robbins & Coulter, 2009, p.27).” Conceptual
skills are “the skills managers use to think and to conceptualize about abstract and
complex situations (Robbins & Coulter, 2009, p.27).” Apart from these most
managers need to know how to delegate and communicate effectively, think critically,
manage work load/time, identify clear roles for employees, and create an environment
of openness, trust, and challenge.
B. In Cooking
In the culinary world, the management skills mentioned above can also be found.
From the person description of Manager at Jamie’s Ministry of Food—Stratford, first
of all, the technical skills the Manager needs to possess are “a current, clean driving
license and the willingness and ability to drive a vehicle as part of the Ministry’s
mobile operations (Montes),” “the ability to help make the Ministry a successful
enterprise, with a particular focus on the generation of sales, revenues and profits
(Montes),” “an interest in and understanding of information technology and media
(particularly online activities) sufficient to allow the Ministry to reach its target
customer and stakeholder base in innovative ways (Montes).” Second, the required
human skills are “excellent interpersonal skills—the ability to engage and inspire
customers, and the ability to work effectively with a wide range of institutions and
stakeholders (Montes),” “the ability to work with a diverse range of communities and
community organizations in Newham (Montes),” and “the ability to manage people,
whether as employees or volunteers (Montes).” As to the third one, conceptual skills,
large, real difference to people’s lives in East London – particularly in relation to
health, employment and the strength of local families and communities (Montes),”
and “a belief that ‘work should be more fun than fun’, and the ability to translate this
belief into fun for co-workers and customers (Montes).” Thus, it is an inevitable fact
that cooking and management are closely related.
IV. Operations Management
The importance of operations management can never be overlooked in cooking
as it plays a crucial role in obtaining goals. Operations management is in fact involved
in the planning and organizing steps of the management functions. Operations
management “deals with the application of the basic concepts and principles of
management to those segments of the organization that produce the organization’s
goods or services (Rue & Byars, 2003, p.119).” It mainly consists of two ideas. One is
operations planning, which is “concerned with designing the systems of the
organization that produce the goods or services and with the planning of the
day-to-day operations within those systems (Rue & Byars, 2003, p.119).” The other is
operating systems, which “consist of the processes and activities necessary to turn
inputs into goods or services (Rue & Byars, 2003, p.120).” The former refers to
making a manufacturing map or designing a process that will help the manufacturer
a car, the manufacturer must first design an assembling line and calculate the time
needed for each auto part to be installed in the car. It is the operating system that all
the necessary parts such as labor, the auto parts, and information, etc. will be put into
so that a car can be assembled as planned. Similarly, these ideas are applied in
cooking. Take making cheesecake again for illustration, a cook must first make a plan
or design the cooking process; that is, he or she must have a cheesecake recipe. After
knowing all the steps, he or she would have to put all the necessary ingredients such
as his or her creativity, passion, cream cheese, etc. into the operating system and then
come out with the outputs, which would be a cheesecake. Please see Graph 1 and 2 for
clearer demonstration and contrast.
A. In Business
Labor Information Material Inputs Conversion or transformation processes Plant, facilities, equipment Goods or services Outputs
Source: Adapted from Leslie W. Rue and Lloyd L. Byars, Management: Skills and Application (New York: McGraw-Hill Companies, Inc., 2003), p.120
B. In Cooking Graph 2 Recipes Ingredients Labor Creativity Mixer, oven, pot Cakes Cookies Inputs Conversion or transformation processes Outputs
Discussion
Aside from the management functions, skills, and roles that apply in both
cooking and management worlds, there are quizzes online for people to evaluate
whether they are good cooks or not. Some of these questions further show the
inseparable connections between management and cooking. The questions are listed in
Appendix A and analyzed below:
The first question asks what one’s cupboard looks like. This type of question is
related to personal organizational skills as it asks if one can organize one’s cupboard
well. Organizational skills “may be much better identified as plan as well as
step-by-step sequence of routines in every single area of everyday living
("Organizational skills," 2011).” The cupboards’ outlooks cannot only tell one’s
organizational ability but also infer one’s lifestyle and likes. To illustrate, if one
chooses the first answer choice, “Full of ramen and other packaged foods,” it can be
concluded that one may live a busy life or one does not like cooking very much
because the foods in one’s cupboard are all pre-made. If one opts for the second
choice, “Pretty empty,” we can come to a conclusion that one may also lead a busy
life and that one usually eats out rather than cooks for oneself. However, these first
two do not tell much about one’s organizational skills but that one perhaps is lazy
rice, beans, sauces, a few spices,” It can be said that one is an organized person
because the cupboard is neat, and that one cooks quite often because rice and sauces
go bad easily if not used for a while. If the fourth one, “Packed: you have a few
varieties of each kind of staple, plus lots of ethnic and gourmet stuff,” is chosen, it can
be said that one likes foreign foods and can be a connoisseur, but one may not be good
at organizing one’s stuff because if one is, then the cupboard would not be packed.
Lastly, if one selects the fifth, “Overflowing with unusual items and spices, but
sometimes you're lacking in basics,” we may come to the conclusion that one lacks
good organizational skills because one often does not think and plan carefully when
shopping for grocery, which leads to the mess in the cupboard. To illustrate, this kind
of person would decide to make a dish without considering prudently the amount of a
certain ingredient that is needed. For example, if he or she is planning to make four
portions of omelet-wrapping fried rice, he or she will not check carefully how many
eggs are needed for these dishes. Before shopping for the necessary ingredients, he or
she would just simply estimate the number of eggs to buy based on his or her intuition
instead of appropriate calculation. If only eight eggs are needed for these four portions
of omelet-wrapping fried rice, because of his or her being inadvertent in shopping for
the ingredients, he or she might overestimate the amount of eggs needed and thus
further bring about to insufficient storage space. Through looking at what kind of
person chooses which answer, we will be able to see whether a person’s organizational
skills are good or not. “Organizational skills are important for people’s day after day
lifestyle because they will assist in planning correctly the actual projects which must
be completed ("Organizational skills," 2011).” Thus, we may conclude that those who
select the third answer choice are more likely to be good managers.
Continued with the omelet-wrapping fried rice example mentioned for the fifth
answer choice “Overflowing with unusual items and spices, but sometimes you're
lacking in basics,” it can be observed again that the very simple shopping process in
life is actually related to production management in the business world. Checking
what ingredients are lacking and what are in stock and then deciding what to purchase
is called MRP (Material Requirements Planning). MRP is a practical technique which
is used to calculate accurately each dependent demand1, propose ordering suggestions,
and modify the suggestions, if needed, based on MPS2 (Master Production Schedule),
BOM3 (Bill of Material), inventory4, and scheduled receipts of open orders5, etc. (陳
文哲、楊銘賢、佘溪水、葉宏謨，2007). Through MRP, three objectives can be
simultaneously met. First, one may “ensure that materials are available for production
and that products are available for delivery to customers ("Material requirements
("Material requirements planning," 2011).” Third, one can “plan manufacturing
activities, delivery schedules and purchasing activities ("Material requirements
planning," 2011).” From these it can be observed that cooking does have something to
do with management.
Apart from organizational skills, the second question asks what one’s overall
philosophy with cooking is, which is in regard of personality and belief. Management
philosophy is defined as a “set of beliefs as used by an individual in a management
position to guide the decision making process ("management philosophy," n.d.).” In
order to illustrate what management philosophy is more clearly, what the Chairman
and President of the world largest hotel chains, Marriott Corporation, J. W. Marriott Jr.,
wrote in his article “The Marriott Management Philosophy” provides specific
examples. He mentioned in the article that their management philosophy is “the
foundation on which the company was built and the superstructure on which their
future growth depends, includes concern for all employees, hands-on management and
an unrelenting commitment to meeting customer needs through excellence in quality,
service and hospitality (Marriott, 1964).” There exist management philosophies and in
the culinary world, there also exist cooking philosophies.
The five answer choices represent different cooking philosophies. People who
out” as their cooking philosophy do not consider cooking troublesome as those who
opt for the last answer “Don’t do it” and the second “Make it as easy as possible.”
From this we may conclude that it is the joy found in cooking that keeps these people
continuing to cook. Similarly, in work place, these people could be very patient when
encountering complicated situations and would be confident in every step and
decision they take and make just as they enjoy cooking and believe that their own
dishes have much more or something different or special to offer than those provided
by restaurants. These characteristics are all essential for being a good manager. As a
result, there are greater possibilities that these people have the potential to be
successful managers in work place. As to those selecting the third one “Practice makes
perfect” as their cooking philosophy, they resemble those who choose the first answer.
Moreover, they could be more patient, resilient, perseverant and courageous when
facing challenges. These traits are also crucial for being a manager. About the people
clicking the fourth one, “Never make the same thing twice,” they could be very
creative and fond of challenges, but not patient if asked to keep doing the same thing
over and over again. This kind of people may do well in marketing or advertising
department of a company, but whether they can be good managers or not is unknown.
The third question asks how efficient or effective a person’s cooking can be.
between what is actually produced or performed and what can be achieved with the
same consumption of resources (money, time, labor, etc.). It is an important factor in
determination of productivity ("efficiency," n.d.).” Effectiveness means “the degree to
which objectives are achieved and the extent to which targeted problems are solved
(“effectiveness,” n.d.) People who choose the first answer “the microwave” can be
classified into two possible groups: (1) People who do not like cooking and (2) People
who live busy lives. These two types of people are both efficient and effective because
they want to have food ready as soon as possible and microwaves would do the job.
As to those who click the second “Your telephone,” we may conclude that they
probably do not cook at all or just do little cooking because they often talk on the
phone while cooking and this would slow things down. Thus, they might not be very
efficient and effective. People who opt for the third “the oven” could be the type of
people that are both efficient and effective. In addition, they are perhaps patient,
because baking usually takes longer than microwaving. Furthermore, based on the
definition of organization, which is “something made up of elements with varied
functions that contribute to the whole and to collective functions (“organizational,”
n.d.),” we may also conclude that this kind of people probably possess good
organizational skills because if a person wants to bake something, excluding frozen
from preparing ingredients that have various functions, put them together as a whole,
and finally send it to the oven. Making pastry is a good example for this. As a result,
the process of putting every necessary ingredient together as a complete whole
requires decent organizational skills. About those who select the fourth one “Your
wok, your mixer, you oven, your ice cream maker, your grille,” they are similar to the
type of people choosing “the oven,” but could be more efficient than they are as they
utilize different kinds of appliances to help them speed up their cooking. People who
pick the last one “You can't pick just one... you're addicted to appliances. You even
buy lots you don't use!” could be both efficient and effective only if they pick the right
and needed appliances; otherwise, they will be wasting time deciding what to use,
which will lower their efficiency.
Conclusion
Between cooking and management, many similarities indeed exist. The most
common management concepts such as the four management functions, management
roles and skills, and operations management can all be seen being applied in cooking.
Despite all these connections found between the two, it still cannot be proved that
management skills can be trained via cuisine. It may only be concluded that people
who are good at cooking can be potentially good managers. As a result, more
whether those successful managers are good cooks or not and vice versa.
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生產管理
（一版）。台北市：中興管 理顧問公司。F o o t n o t e s 1
Demand for item (called lower level or child item) that does not occur until there is a demand for another item (called higher level or parent item). Also, where demand for the higher level or parent item can be satisfied only if the lower level or child items are available (“dependent demand,” n.d.).
2
Translating a business plan into a comprehensive product manufacturing schedule that covers what is to be assembled or made, when, with what materials acquired when, and the cash required. MPS is a key component of material requirements planning (MRP) (“mass production scheduling,” n.d.)
3
A list of materials required by a contractor to complete a contract, or by a supplier or vendor to complete an order (“bill of material,” n.d.).
4
The value of materials and goods held by an organization (1)
to support production (raw materials, subassemblies, work in process), (2) for support activities (repair, maintenance, consumables), or (3) for sale or customer service (merchandise, finished goods, spare parts) (“inventory,” n.d.).
5
Items due to be received in a particular time period. (An open order that has an assigned due date) ("SOSE! ERP Dictionary," n.d.).
Appendix A
1. What does your cupboard look like? Full of ramen and other packaged foods
Pretty empty
Functional: pasta, rice, beans, sauces, a few spices
Packed: you have a few varieties of each kind of staple, plus lots of ethnic and gourmet stuff
Overflowing with unusual items and spices, but sometimes you're lacking in basics
2. What's your overall philosophy with cooking?
Cooking good meals is very rewarding, and much better than eating out
Make it as easy as possible
Practice makes perfect
Never make the same thing twice
Don't do it
3. What kitchen appliances do you use the most? The microwave
Your telephone
The oven
Your wok, your mixer, you oven, your ice cream maker, your grille
