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RESEARCH

Commentary

Management in Dietetics: Are We Prepared forthe Future?MARY CLUSKEY, PhD, RD; BONNIE GERALD, PhD, DTR; MARY GREGOIRE, PhD, RD

Management is part of the social universe and,therefore, has no natural laws (1). The traditionaldefinition of management is a functional one that

includes activities such as organizing, planning, leading,and monitoring (2), with emphasis on supervision ofwork. Popular management textbooks (3-5) suggest thatmanagement includes these functional behaviors and de-scribe the use of these behaviors to effectively and effi-ciently oversee the human, material, and financial re-sources of an organization.

Recommendations for educating future food and nutri-tion professionals has included management competen-cies since the first outline for a standard course for stu-dent dietitians was published in 1927 (6). The current Accreditation Handbook (7) for dietetics education pro-grams details management-related foundation knowl-edge and many skills and competencies required forentry-level registered dietitians. These managementskills are valuable and useful tools upon which a success-ful dietetics practice is developed. However, the currentmanagement training of food and nutrition professionalsmay not successfully instill in students the significance ofmanagement skills or how they are applicable in an arrayof practice settings.

Peter Drucker, considered the father of modern man-agement, has written prolifically on the subject of thefuture of management. In the early 1970s, Druckerproposed that management skills needed to evolve fromtraditional ideas. He theorized a more future-orienteddefinition that involved setting goals, designing orga-nizations and measurement systems, and includedtraining, motivating, and communicating as importantcomponents (2). Drucker (1,8-10) writes of the emer-gence of a knowledge work culture where employeeshold critical expertise beyond that which the boss ororganization holds. Technology and competition arekey factors influencing the knowledge culture. Sophis-ticated communication technologies allow for dissemi-nating knowledge broadly, facilitating its accessibility

and ownership by others. Organizations will changestrategy and direction to survive. Many will have fewerpermanent full-time employees; outsourcing and con-tracting services will be commonplace. Ineffective pro-cesses or unproductive outcomes will not be sustain-able.

Extrapolating from Druckers work for application inthe field of dietetics, we can say that successful food andnutrition professionals will be those who understand theknowledge culture and work as change agents and who

look outside of the organization to determine successfuldirections and strategies. Effective, diffuse, and constantcommunication will be required and an understanding ofthe economic and financial effects of methods and deci-sions will be even more critical. Management will involverespecting and valuing the expertise of the knowledgeprofessionals, allowing them flexible treatment and rolesin decision making (10).

ARE FOOD AND NUTRITION PROFESSIONALS MANAGERS?

Management skills and abilities are not always perceivedas desirable or necessary by those entering the field ofdietetics (11). Students and entry-level food and nutritionprofessionals report a negative impression of manage-

ment in dietetics (11). This may be related to the outdatedassumption that management pertains only to businessor profit-oriented business organizations (1) or may showa perception that management is only used by thoseworking in foodservice management. Now more thanever, nonprofit organizations need to be well managed;health care, academic institutions, and community ser-vice organizations will not survive if they are not efficientat producing outcomes that have perceived value (1).

Many food and nutrition professionals have managerialtasks associated with their current work. In the Compen-sation & Benefits Survey of the Dietetics Profession 2005(12), 28% of dietetic technicians, registered and 26% ofregistered dietitians had budgetary responsibility in their

current positions, with 49% and 46%, respectively, re-porting human resource management responsibility.Higher compensation was associated with management,and gains in compensation since the 2002 survey werehigher for practitioners in positions with budgetary andsupervisory responsibilities than for staff positions (12). Although dietetics education includes exposure to man-agement in both the didactic and supervised practicepreparation (7), the most recent practice audit concludedthat current food and nutrition professionals are strongerin technical skills than in business- or management-re-lated skills, including negotiation, persuasive communi-cation, and financial management, among others (13).

M. Cluskey is an associate professor of Nutrition andFood Management, Oregon State University, Corvallis.

Address correspondence to: Mary Cluskey, PhD, RD,Associate Professor of Nutrition and Food Management,Oregon State University, 212 Milam Hall, Corvallis, OR97331. E-mail: cluskeym@oregonstate.edu

Copyright 2007 by the American DieteticAssociation.

0002-8223/07/10703-0005$32.00/0doi: 10.1016/j.jada.2006.12.015

386 Journal of the AMERICAN DIETETIC ASSOCIATION 2007 by the American Dietetic Association

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Demand for management skills has been identified bypractitioners and their employers (11,13).

Food and nutrition professionals may utilize manage-ment skills on a regular basis, often without realizing it.Management crosses all departmental, organizational,and professional boundaries, with responsibility involv-ing as few as one or as many as hundreds of others. The

principles of management differ in application only andmost managers, regardless of location, spend their timedoing similar kinds of tasks (1). Goal setting, strategicthinking, and measuring outcomes are common in allaspects of dietetics practice.

BUILDING A SECURE FUTURE

The most highly paid practitioners in the 2005 compen-sation survey were those in executive, research, market-ing, public relations, and department level director posi-tions (12). Employers of food and nutrition professionalsindicate that there is current and will be greater demandin the future for management-related skills, includingflexibility, creativity, and problem-solving ability (14).

Demand also exists for those who can use and adaptlearned management techniques across a broad contextto unique settings. Canter and Nettles (15) indicate thatfood and nutrition professionals serving as multidepart-ment managers make resource allocation and policy de-cisions and have considerable power in organizations.Financial management skills are necessary for all areasof practice as well (16). Reaching higher levels of man-agement may also come from participation, volunteerism,and professional leadership (17). The American Dietetic Associations sponsorship of the Leadership Instituteshould be applauded as a step toward enhancing man-agement-related professional development. These oppor-tunities allow for greater management experience forthose with little management responsibility in their cur-

rent work positions.The issue of management in dietetics practice was a

mega issue for the fall 2002 American Dietetic Associa-tion House of Delegates Meeting. The outcome of thatdiscussion was the formation of a task force to study waysto strengthen the management skills of food and nutri-tion professionals. The activities of that task force re-sulted in a campaign to promote management in dieteticsand the development of a Web site (www.eatright.org/Member/ProfessionalDevelopment/76_20896.cfm).

Food and nutrition professionals appear to recognizethe importance of having strong management skills intheir practice, and report business and managementcodes with a frequency of 9.5% on their Professional De-

velopment Portfolio learning plans as of March 2005.Unfortunately, management is also one of the areas inwhich food and nutrition professionals report having thegreatest difficulty finding continuing professional educa-tion programs to attend to enhance these skills (18).

Management is perceived to be important to the dietet-ics profession (7,11) and is identified as a continuingeducation need by food and nutrition professionals (19).The research priorities proposed for the profession con-tain few management-related topics (20), and a recentsurvey indicates that only 4% of food and nutrition pro-fessionals are doing management research (21). However,Manore and Myers (22) suggest that management re-

search needs to be more fully integrated. Research inmanagement is not well funded, resulting in fewer manu-script submissions and, consequently, limited manage-ment articles in the Journal of the American DieteticAssociation in past years (15,16,23-25). The AmericanDietetic Associations Food & Nutrition Conference &Expo program planning committee is challenged in pro-

viding management-related topics because few programproposals and sessions are submitted and, when avail-able, the turnout is not high. More management topicsare needed as continuing education opportunities on theProfessional Development database.

If, early in their careers, practitionersadopt a positive perception of

management and consequentlypursue continuing education to

develop those skills, demands formanagement-based programming

will likely become greater.

What are we doing as individuals and as a profession toenhance management knowledge and skills? We mustassume responsibility for our knowledge and skills inmanagement and be strategic in anticipating how thefuture will affect us. The breadth of management appli-cations across all areas of practice and the value inherentin being recognized as skillful in management must bepromoted to students and practitioners. Educational com-petencies may need to be reconsidered to promote man-agement as an integral part of professional practice, not a

separate career path. If, early in their careers, practitio-ners adopt a positive perception of management and con-sequently pursue continuing education to develop thoseskills, demands for management-based programming willlikely become greater. With greater demand, practicegroups and subspecialty groups may provide manage-ment-related continuing education that meets the needsof a variety of practitioners.

A valued image of management in dietetics is impor-tant if food and nutrition professionals are to achieveadvanced levels of practice and administrative-level po-sitions. The highly successful food and nutrition practi-tioners in management positions should be ambitiouslypromoted as positive role models rather than unique ex-

ceptions to typical practice roles. Educational opportuni-ties in management need to be offered and research inthis area encouraged. The future demands food and nu-trition professionals who can function at many levels inachieving outcomes. The success of food and nutritionprofessionals may be contingent upon their continuing toenhance their knowledge of and competency in manage-ment.

References

1. Drucker PF. Managements new paradigms. Forbes.1998;162:152-170.

March 2007 Journal of the AMERICAN DIETETIC ASSOCIATION 387

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2. Lin KW. Managerial thinking in the 21st century.J Am Acad Bus. 2005;6:195-199.

3. Robbins SP, DeCenzo SA. Fundamentals of Manage-ment. 5th ed. Upper Saddle River, NJ: Prentice Hall;2005.

4. Robbins SP, Coulter M. Management. 8th ed. UpperSaddle River, NJ: Prentice Hall, 2005.

5. Griffin R. Management. 7th ed. Boston, MA: Hough-ton Mifflin; 2005.6. American Dietetic Association Committee on Educa-

tion. Outline for standard course for student dieti-tians in hospitals. J Am Diet Assoc. 1927;3:183-186.

7. Commission on Accreditation for Dietetics Educationof the American Dietetic Association. AccreditationHandbook. Available at: http://www.eatright.org/ada/files/CADEHandbook.pdf. Accessed December 15,2006.

8. Drucker PF. New trends in management go with theflow or fail. Executive Excellence. 2003;20:8-9.

9. Drucker PF. The way ahead, get ready for whatsnext. Executive Excellence. 2004;21:3.

10. Drucker PF. Future of management, seeing change

as an opportunity. Executive Excellence. 2003;20:128.11. House of Delegates of The American Dietetic Associ-

ation. HOD Backgrounder: The Future of Manage-ment in Dietetics. Chicago, IL: The American Dietetic Association; 2003.

12. American Dietetic Association, Commission on Die-tetic Registration. Compensation & Benefits Survey ofthe Dietetics Profession 2005. Chicago, IL: AmericanDietetic Association; 2005.

13. Rogers D, Leonberg BL, Broadhurst CB. 2000 Com-mission on Dietetic Registration Dietetics PracticeAudit. J Am Diet Assoc. 2002;102:270-292.

14. Rogers D, Salary Survey Work Group. Report on the ADA 2002 dietetics compensation and benefits sur-

vey. J Am Diet Assoc. 2003;103:243-255.15. Canter DD, Nettles MF. Dietitians as multidepart-

ment managers in healthcare settings. J Am DietAssoc. 2003;103:237-240.

16. McKnight E, Dundas ML, Girvan JT. Dietetics pro-gram directors affirm the importance of teaching fi-nancial management concepts in all areas of practice.J Am Diet Assoc. 2002;102:82-84.

17. Levin M. The Gift of Leadership: How to Relight the

Volunteer Spirit in the 21st Century. Columbia, MD:BAI Inc; 1999.18. Keim KS, Johnson CA, Gates GE. Learning needs

and continuing professional education activities ofProfessional Development Portfolio participants.J Am Diet Assoc. 2001;101:697-702.

19. Keim KS, Gates GE, Johnson CA. Dietetics profes-sionals have a positive perception of professional de-velopment. J Am Diet Assoc. 2001;101:820-824.

20. Castellanos VH, Myers EF, Shanklin CW. The ADAsresearch priorities contribute to a bright future fordietetics professionals. J Am Diet Assoc. 2004;104:678-681.

21. Myers EF, Beyer PL, Geiger CJ. Research activities

and perspectives of research members of the Ameri-can Dietetic Association. J Am Diet Assoc. 2003;103:1235-1243.

22. Manore MM, Myers EF. Research and the dieteticsprofession: Making a bigger impact. J Am Diet Assoc.2003;103:108-112.

23. Yoon JY, Messersmith A. Foodservice systems man-agement competencies of Korean dietitians: Usage,perceived importance, and educational preparation.J Am Diet Assoc. 2002;102:710-715.

24. Gregoire MB, Sames K, Dowling RA, Lafferty LJ. Aredietitians adequately prepared to be hospital foodser- vice directors? J Am Diet Assoc. 2005;105:1215-1221.

25. Mislevy JM, Schiller MR, Wolf K, Finn SC. Clinical

nutrition managers have access to sources of empow-erment. J Am Diet Assoc. 2000;100:1038-1043.

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THE FUTURE OF MANAGEMENT IN DIETETICS: A HOUSE OF DELEGATES MEGA ISSUE EVOLVES INTO A TASK FORCE CHARGE

American Dietetic Association House of Delegates (HOD) dialog sessions evolve from the discussion of mega issues,with two mega issues typically scheduled per session. A mega issue is a topic that will affect the profession in thenext 5 to 10 years. Issues may be brought forth by request or suggestion from members, committees, Dietetic PracticeGroups (DPGs), affiliates (state/regional), the HOD, the Board of Directors, or from the Issues ManagementCommittee.

At the fall 2002 HOD meeting in Philadelphia, PA, the HOD Leadership Team decided to call on participants atthat session, and from the DPG meetings taking place during the 2002 Food & Nutrition Conference & Expo, forsuggestions of potential mega issues to be discussed at future dialog sessions. In January 2003, submissions weresorted by the HOD Leadership Team into categoriesincluding broad professional, specialty, or association issuesand prioritized. After the priority review, the HOD Leadership Team selected the future of management in dieteticsto be a mega issue dialog topic for the spring 2003 HOD meeting.

How Did the Future Of Management in Dietetics Become a Mega Issue?

A member submitted this topic for consideration. The HOD Leadership Team recognized that strong managementand business skills are likely to foster the movement of food and nutrition professionals into positions of greaterresponsibility, resulting in higher status and salary potential. DPG input was then sought in response to a series ofquestions relevant to the issue. The first question was, How can the profession promote and strengthen practicaland theoretical management skills for both students and practitioners to ensure success? Four additional questionswere also asked to generate responses that could be developed into a backgrounder document.

A backgrounder document summarizes what we know about the issue, based on four questions. These questions,the basis of the Knowledge-Based Strategic Governance process, include: What do we know about the needs, wants,and expectations of members, customers, and other stakeholders related to the future of management in dietetics?What do we know about the current realities and evolving dynamics of our members, marketplace, industry, andprofession that is relevant to the future of management in dietetics? What do we know about the capacity andstrategic position of the American Dietetic Association in terms of its ability to address the future of managementin dietetics? and, What ethical/legal implications, if any, surround the future of management in dietetics?

What Is the Process for Mega Issue Dialogs?

DPGs submitted responses that were used in developing the Future of Management in Dietetics Backgrounder.That document was then posted for member and delegate review before the HOD meeting. Delegates used thebackgrounder to gather input from constituents.

During an HOD session, approximately 3 to 4 hours is allowed for dialog on each mega issue. Members areassigned to tables with trained facilitators and a timed sequence of structured dialog occurs. Input from the tables

is summarized on white boards, saved digitally, and finally posted on the HOD Web site following the meeting. Alldocuments used in the mega issue dialog as well as the table discussion summaries are available for review followingthe meeting and before action (voting) or resolution.

How Do Mega Issues Become a Task Force Charge?

After summarizing and reviewing the issue dialog, the HOD Leadership Team spends a few more days determininghow to conclude the issue. The conclusion may be a resolution that the issue needs action or further study. A commonissue action resolution is the development of a task force with an assigned charge. The HOD votes to approve, amend,or reject the resolution and the outcome is carried out. In this case, it was resolved that the future of managementin dietetics issue warranted a task force.

The Future of Management in Dietetics Task Force was charged with developing a matrix to determine howmanagement skills are used across the spectrum of practice as well as to recommend strategies to foster thedevelopment of management skills in dietetics. The charge had three guiding principles: to integrate management

into all areas of practice, to market to stakeholders that food and nutrition professionals hold management skills,and to demonstrate the competence of food and nutrition professionals as managers outside the traditional foodser-vice arena.

The four-member task force, with two ex-officio members from the Association, was assigned in spring 2003 andconcluded its work in 2004. The panel held several conference call meetings and concluded that the first step toenhancing the future of management in practice was to promote the benefits of management skills among practi-tioners. A strategy was devised that includes a Web site (www.eatright.org/Member/ProfessionalDevelopment/76_20896.cfm) that provides suggestions to help members enhance their managerial skills and features practitionerswith successful management careers. The site also offers a sample resume among other strategies to emphasizemanagement aspects of ones professional career.

Mary Cluskey, PhD, RD

March 2007 Journal of the AMERICAN DIETETIC ASSOCIATION 389

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