09 | Managing Professional Interactions, Development, and Departmental Change
for a surveyor and to know what materials to have ready in the event the surveyor asks for them. Being an active member of the QAPI team will help the CDM, CFPP understand how to effectively correct deficiencies if they are identified during a survey. Using the industry’s tools of best practice will ensure success with regulatory agency surveys. The CDM, CFPP leads the foodservice department in understanding the regulations, the facility’s quality assessment process, and how the data supports the performance improvement. A CDM, CFPP participates in directing many quality issues, so by focusing on a strong interdisciplinary effort of quality management, the foodservice department will comply with the QAPI CMS regulations.
Effective communication is invaluable in the workplace. It is best to use the tools of communication, participation, and negotiation to help employees accept change. If necessary, a manager may use his or her authority as a tool in implementing change. It is helpful to involve both formal and informal employee groups and their leaders in the change process. Training programs are often necessary as changes are implemented. To help overcome resistance, employees need an opportunity to build experience, learn new procedures, and build confidence. Commitment of senior leadership, visible support by administration, and celebration of successes all start at the top. Senior leadership can encourage the cooperation of multiple departments to ensure participation, which will improve the likelihood of success. Change must be evaluated after it is implemented. It is important to see whether the change has been beneficial and whether any additional changes are needed to enhance the effectiveness of the dining services department.