Fbs NC II - Common 1

COMMON COMPETENCY BASED LEARNING MATERIALS
FOOD AND BEVERAGES NCII
SECTOR: TOURISM and HOSPITALITY MANAGEMENT
QUALIFICATION TITLE: FOOD AND BEVERAGE SERVICES NCII
UNIT OF COMPETENCY: DEVELOP AND UPDATE INDUSTRY
KNOWLEDGE
MODULE TITLE: DEVELOPING AND UPDATING INDUSTRY
KNOWLEDGE
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL
The unit of competency, “Develop and update industry

knowledge”, is one of the competencies of F and B SERVICES NCII, a
course which comprises the knowledge, skills, and attitudes required
for a TVET trainee to possess.
The module, Develop and update industry knowledge contains

training materials and activities related to preparing rooms for guests,
recording details of reservation, updating reservations and advising
others on reservation details. Deals with the skills required to develop
and maintain the general product knowledge required by food and
beverage attendants. It brings together much of the product knowledge
that underpins effective work performance in a range of food service
roles and relates to food knowledge and the relationships between
different foods and beverages. The unit also focuses on the need for
ongoing updating of knowledge by all food and beverage staff.
In this module, you are required to go through a series of learning

activities in order to complete each learning outcome. In each learning
outcome are Information Sheets, Self-checks, Operation Sheets, Task
Sheets, and Job Sheets. Follow and perform the activities on your own.
If you have questions, do not hesitate to ask for assistance from your
facilitator.
Remember to:
• Read information sheet and complete the self-checks.
• Perform the Task Sheets, Operation Sheets, and Job Sheets until
you are confident that your outputs conform to the Performance
Criteria Checklists that follow the said work sheets.
Document No. DCC, INC

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Developed by: Page 2 of 47
Develop and Update Jay A. Letran
Industry Knowledge Revision # 01
• Submit outputs of the Task Sheets, Operation Sheets, and Job
Sheets to your facilitator for evaluation and recording in the
Achievement Chart. Outputs shall serve as your portfolio during the
Institutional Competency Evaluation. When you feel confident that you
have had sufficient practice, ask your trainer to evaluate you. The
results of your assessment will be recorded in your Achievement Chart
and Progress Chart.
You must pass the Institutional Competency Evaluation for this

competency before moving to another competency. A Certificate of
Achievement will be awarded to you after passing the evaluation.
You need to complete this module before you can perform the module
on DEVELOP AND UPDATE INDUSTRY KNOWLEDGE.

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F and B SERVICES NC II
COMPETENCY BASED LEARNING MATERIALS
LIST OF COMPETENCIES
No. Unit of Competency Module Title Code
Core Competencies
1 DEVELOP AND DEVELOPING AND
UOPDATE INDUSTRY UOPDATING INDUSTRY
KNOWLEDGE KNOWLEDGE
2 OBSERVE WORK PLACE OBSERVING WORK

HYGIENE PROCEDURES PLACE HYGIENE
PROCEDURES
3 PERFORM COMPUTER PERFORMING

OPERATIONS COMPUTER
OPERATIONS
4 PERFORM WORKPLACE PERFORMING

AND SAFETY WORKPLACE AND
PRACTICES SAFETY PRACTICES
5 PROVIDE EFFECTIVE PROVIDING EFFECTIVE

CUSTOMER SERVICE CUSTOMER SERVICE

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MODULE CONTENT
UNIT OF COMPETENCY: Develop and Update Industry Knowledge
MODULE TITLE : Developing and Updating Industry
Knowledge
MODULE DESCRIPTOR:
This module covers the knowledge, skills and attitudes required to access,
increase and update industry knowledge
LEARNING OUTCOMES:
At the end of this module you MUST be able to:
LO1. Identify and access key resources of information on the industry
LO2. Access, apply and share industry information
LO3. Update continuously relevant industry knowledge
ASSESMENT CRITERIA:
1. Sources of information on the industry are correctly identified

and accessed Specific information on sector of work is accessed
and updated
2. Sources of information on the industry are accessed and applied

Industry information is correctly applied to day-to-day activity
Information to assist effective work performance is obtained.
3. Updated knowledge is shared with customer and colleagues

Formal and informal research is use to update general knowledge
of the industry
LEARNING ACTIVITIES LEARNING EXPERIENCES

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Good day!
Welcome to the first module of the

core competency: “Develop and
update industry knowledge.”
LO 1. Identify and access key

resources of information on the
industry
Information sources
 media
 reference book
 libraries
 union Answer self check 1.1-1
 industry association
 internet
 personal observation
LO 2. Access , apply and share

industry
I information
 Trade unions environmental

issues and requirements
 Industrial relations issues

and major organization
 Career opportunities
 Work ethic required to work

in the industry
 Quality assurance Answer self check 1.2-1
LO 3 update continuously relevant

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industry knowledge
Information sources
 media
 libraries/reference
book
 union/industry
association
 internet
Legislation that affects the
industry
LEARNING OUTCOME SUMMARY
Identify and access key resources of

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LEARNING OUTCOME #1 information on the industry.
CONTENTS:
Information sources
- media
- reference book
- libraries
- union
- industry association
- internet
- personal observation
ASSESSMENT CRITERIA:
1. Sources of information on the industry are correctly identified

and accessed Specific information on sector of work is accessed
and updated
CONDITION:
The students/trainees must be provided with the following:
Proper hygiene procedure manuals
internet
personal computer
reference book
industry journals
ASSESSMENT METHODS:
- Written/Oral examination
- Practical demonstration

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INFORMATION SHEET 1.1-1
TYPES OF INFORMATION RESOURCES
The type of information source you use will differ based on the
questions you are trying to answer and the assignment requirements
set needed.

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Reference Works
You can use reference material (such as dictionaries,

encyclopaedias, yearbooks, biographies, directories and atlases) to find
facts, figures, addresses, statistics, definitions and dates. They're good
sources of factual and statistical information, and sources like
encyclopaedias can give an overview of a topic.
How do I find them?
The Library's Quick Reference collection lists key online reference

sources.
Our Subject Guides also suggest useful encyclopedias and dictionaries

to help you get started in your subject area.
Books & eBooks
Books provide in depth coverage of a subject and are a great resource

for students. They’re not as current as journal articles, but like journals
they provide citations and bibliographies which can be used to identify
other resources.
How do I find them?

Books can be:
 In print – use the Library catalogue keyword search to find

them.
 Online (eBooks). See the How-to guide eBooks (Online Books)
for an explanation about them and how to find them.

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Academic Journals
A journal is a publication that is published in a particular format and is

issued at fixed intervals (e.g. weekly, monthly, and yearly). Academics,
scholars, researchers and other experts in the field often publish in
academic (otherwise known as scholarly) journals. Academic
journals tend to focus on a specific area or discipline (e.g. Nature and
the New England Journal of Medicine) and are published more
frequently than books. Articles published in these journals are
supported by references to other scholarly material. The Explaining
journal articles How-to guide provides an explanation of different types
of journals including peer reviewed journals.
How do I find them?
The most efficient way to locate a journal article on a topic is to search

a database. See the How-to guide on Database Searching. You can also
find journal articles by searching Summon.
The following video outlines how to find the full text of a particular
journal article.
Magazines

Popular magazines (such as Australian Geographic and New Scientist)

contain articles written by journalists and are geared towards a general

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audience. Unlike academic journals they do not go through a peer
review process and rarely contain bibliographic citations.
How do I find them?
If there's a specific magazine you're interested in, search the Catalogue

for its title. These can be in print or electronic format.
You may also find articles from magazines in Summon or by searching

a Library database.
News and Newspapers

Newspaper articles are usually published daily about current events

and developments. They are great sources of local information.
Videoclips of news broadcasts from Australian television stations are

also available via the Library.
How do I find them?
Want to find News sources? See the How-to guide News & Newspapers
Statistics
Statistics can be applicable to most disciplines but are often difficult to

find.
Where can I find them?

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The Library subscribes to databases where you can also find statistical
data. Have a look at Databases by Subject and choose Statistics.
The Library has a Subject guide for International Statistics.
The Quick Reference electronic collection also lists key statistical sites,
such as the Australian Bureau of Statistics.
Internet Sites
A vast array of information (such as government reports and conference

papers) is freely available on the Internet via a browser.
How do I find good quality sites?
Want to find good information from the Internet more quickly? See the
How-to guide Internet (Web) Searching.
Information on the internet should be evaluated - not all information is

unbiased or even accurate. How can you judge? See the How-to guide
Internet Resource Evaluation.
Specialist information
A variety of other specialised resources may also be required through

the course of your study such as: company information, legal
information, maps, patents, standards, tests, theses, etc.
How can I find it?
Have a look at the various How-to guides to find out how to locate
specialist information sources.
Individual Subject Guides will also provide information about specialist

resources.

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Do you know the difference between primary, secondary and tertiary
information sources? The following sites provide information which may
be useful:
 University of Maryland Libraries Primary, Secondary and Tertiary

Sources
 Beam Library, Oklahoma Christian University Primary,
Secondary, Tertiary Sources
Need further help? Ask the Library!
The Library's best resource is of course its staff! Library staff are here
to help - in person at a Library branch, online via Ask the Library, or
over the phone. Our training sessions can also help direct you to the
best information resources for your discipline and how to location and
search them effectively.
LEARNING OUTCOME #2 A Access, apply and share industry

information
CONTENTS:
Trade unions environmental issues and requirements
Industrial relations issues and major organization

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Career opportunities
Work ethic required to work in the industry
Quality assurance
1. Sources of information on the industry are accessed and applied
Industry information is correctly applied to day-to-day activity
Information to assist effective work performance is obtained
CONDITIONS
Industry journals/manuals
Internet
personal computer
reference book
ASSESSMENT METHODS
Written/Oral examination
Practical demonstration

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Careers in Hospitality Management

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The hospitality field is responsible for providing everything there is to
offer in lodging, restaurants and vacation activities. As such, it is an
ever growing field with many opportunities to develop and obtain
management positions. With a small amount of schooling and a desire
to give exemplary customer service, many people can find rewarding
management careers in the hospitality industry.
Lodging
Lodging, such as hotels and resorts, is one of the largest employers in

the hospitality management industry. There are many routes you can
take within the lodging industry including guests services,
housekeeping, general hotel, human resource and sales management.
The size and type of lodging may determine how much experience and
education is needed to obtain a management position. For example, a
large well known luxury hotel chain with over 300 rooms may require at
least five years of experience, and at least a Bachelor's degree. A small
motel brand with less than 60 rooms may require only one or two years
of experience and a high school diploma. People working in lodging
management positions can expect to make approximately $26,000 to
$149,465 a year, with higher salaries being reserved for hotel general
managers.
Spa
The spa and relaxation industry is another area of hospitality where

there are management opportunities. These include operations
management, general spa management, as well as lead spa professional
and technician jobs with supervision over other employees in the spa. A
spa manager can expect to make between $33,847 and $77,527 a year.
Food and Beverage
Food and beverage is another large portion of the hospitality

management field. Whether you choose to work in a restaurant, hotel,
or catering operation, there are plenty of career paths that can lead to

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management roles. These include kitchen managers, restaurant
managers, lead chefs, bar managers, catering supervisors and food and
beverage directors for resort and hotel properties. Food and beverage
managers can expect to make between $29,870 and $89,065 a year,
with higher salaries being reserved for directors of food and beverage of
large hotels and casinos.
Travel
Travel is another area with opportunities for those interested in

hospitality management. Possible job titles include cruise directors,
managing travel agents, youth and children activities directors, tour
managers, and recreation managers. Travel industry managers can
expect to make between $45,762 and $124,616 a year.
Events
The events planning field is another are where hospitality management

opportunities exist. Event planning can involve weddings, fundraisers,
company conventions, concerts, and theater production. Management
opportunities can include venue managers, house manages, technical
supervisors, production managers and events managers. Events
management personnel can expect to make between $45,337 and
$98,614 a year.

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Industrial Relations
Industrial relations, sometimes called labour-management relations is

an academic discipline, and a professional area of activity. As an
academic discipline, industrial relations is taught at several
universities and colleges around the world. It is multidisciplinary,
drawing from several academic areas such as law, economics,
psychology, sociology and organizational theory.
Practitioners of industrial relations can be found among trade union

officers, human resource managers, conciliators, mediators, labour
department officials and project managers, among others.
The main focus of industrial relations is on people in the workplace,

whether such a workplace is a large transnational organization, or a
small family firm, whether those employed are on a contract of service
or on a contract for service; and whether or not a union is involved at
the workplace. Obviously the larger and more complex the organization,
the more elaborate issues of industrial relations will arise.

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The field of Industrial relations encompasses the relationships between
employers and employees, between employees and other employees,
between employers and their unions and advisors, between employees
and their unions, between workplaces in the labour market, the
environment created by historical, political, legal and social forces,
cultural norms as well as the products of the industrial relations
systems including industrial action, collective agreements, grievance
handling and other problem-solving mechanisms. Indeed, industrial
relations can exist even where collective agreements do not materialize.
- Historical Background
Current industrial relations practice in the Caribbean has been

influenced by the varied historical experiences in the territories.
Even though the English- speaking Caribbean islands have
experienced similar pre-colonial and post-colonial histories, there
are still marked differences in the history and evolution of
industrial relations practices in the various territories.
- Colonial
The Colonial period, ending in the 1960s for most of the British
Caribbean countries, witnessed the development of industrial
relations along similar patterns:
1. industrial relations were closely allied to the anti-colonial

struggle, leading to the development of political unionism in most
territories;
2. leaders were seen as biblical heroes, and many were identified as

Moses or Joshua, as the movement became the centre of morality
in the societies;
3. these leaders took on ‘larger-than-life images’, with many of them

since being elevated to the pantheons of national heroes in
various territories;
4. English industrial relations practices were translated into the

Caribbean, as English law and example was the basis of the
establishment of the initial framework, and labour leaders were
trained in England and looked to England for guidance;
5. the state and the trade union acted as countervailing forces

against the agents of capitalism. This was particularly

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pronounced where capitalists were often ‘foreign’ and of a
different ethnicity from those who comprised the bulk of the
labour force;
6. conflict was rife in an industrial relations climate which still

carried vestiges of the old master-servant relationship,
reminiscent of the earlier owner-slave nexus;
7. trade and investment patterns were based on concepts and

practices of dependency and protectionism with very little
exposure to real competition; and
8. there were relatively high levels of illiteracy among the workers,

creating an environment where a relationship existed between the
leader as a charismatic ‘hero’, and the workers as a ‘crowd’ which
could be easily manipulated.
In spite of these many shared characteristics, patterns of industrial

relations still varied. In Barbados, for instance, the development of a
large blanket type trade union in the private sector, led by a succession
of moderates committed to evolutionary change and the rule of law,
created a particular type of industrial relations in that country.
The Jamaica model was somewhat different, with two large blanket
trade unions competing against each other in the colonial period, each
one tied to a different political party. This created a militance in the
Jamaican industrial relations climate which was not evident in
Barbados.
The Trinidad model was again somewhat different, with the emergence
of several craft and industrial unions which were not markedly
connected to political parties in the same way as in Jamaica.
British Guiana, as Guyana was called before independence, also

developed large industrial and craft unions which were allied to political
parties. As in Trinidad, the large numbers of Africans and Indians in
the workforce coloured the industrial relations system in these
countries.
- The disturbances
The disturbances in the industrial arena between 1934 and 1939,

leading to the MOYNE COMMISSION REPORT and its
recommendations, as well as other national reports, were

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impactful on the development of industrial relations in the
English-speaking Caribbean and are usually seen as a watershed
in the development not only in industrial relations, but also in the
economic, political and social phases of the region.
- Post-Colonial
Post-colonial industrial relations in the English-speaking

Caribbean has been characterized by change. A dynamic shift
occurred in the injection of foreign direct investment in a variety
of industries, in the hotel and tourism plant and in financial
services, among others. As North American companies, whether
from the United States of America or Canada, became more
prominent, they challenged the old English ‘voluntarist’ model of
industrial relations, preferring a more regulated model. The
Industrial Stabilization Act of Trinidad and Tobago of 1962, set
the stage for a regime of regulation which has spread through
most of the English-speaking Caribbean.
Extremism of various forms impacted on the industrial relations

climate. The existence of Cuba as a model of socialism attracted many
converts to several variants of marxism or socialism among trade union
leaders in the Caribbean. Such leaders, who were able to take control of
nation states through the ballot box, tried to establish state ownership
of the commanding heights of the economy, through a process of
nationalization. Populist reformist leaders were convinced that state
capitalism was the best development model to follow. Some trade
union/political leaders chose more militant modes of taking control of
the state and of properties formerly owned by private companies and
individuals.
The 1970s and1980s ushered in significant changes in industrial

relations. The oil crisis of the 1970s was a major shock. Escalating
rates of inflation created collective bargaining nightmares throughout
the region. Many states slipped into poverty, both at the level of the
state and of the private sector. The role of the International Monetary
Fund and the World Bank took on a new significance for the labour
market.
For a while, world unemployment levels reached record levels in both

the developed and the developing world. Discussions of a New Economic
Order were cut short with the rise to prominence of Post-Keynesian
economists who advocated supply-side economics. Political leaders like
President Ronald Regan of the United States of America, and Prime

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Minister Margaret Thatcher of Great Britain, challenged the strength of
the trade union movement and set about to weaken the forces of labour
and of any social force which seemed to threaten the bastions of
capitalism.
The fall of Communism which was dramatic and thorough, ushered in a

new climate in industrial relations worldwide, with impact on the
Englishspeaking Caribbean.
The 1980s and the 1990s witnessed disturbing periods of economic

depression. Even as the powerful triad countries of Europe, Japan and
America have grown, occasional sharp recessions tend to cause severe
anxiety often reflected in chaotic stock market performances.
With the recent onset of globalization and trade liberalization, especially

after the formation of the World Trade Organization in 1995, new issues
are arising in industrial relations in the English-speaking Caribbean.
- Industrial Relations in the non-English-speaking Caribbean
Through the Caribbean Congress of Labour, trade unions in the

English-speaking Caribbean islands have established contact
with industrial relations systems in the French, Spanish and
Dutch-Speaking Caribbean. For the French-speaking territories,
their system is an integral part of the French system as these
countries are still French dependencies. The Dominican Republic
and Haiti are old independent countries, having gained freedom
from Spain and France, long before the English-speaking
countries gained theirs from Great Britain. In both countries,
heavy American investment, and prolonged periods of control by
America have impacted on their industrial relations systems. The
former Dutch territories of Suriname, Curacao, Aruba, Bonaire,
and St Maarten reflect a strong Dutch influence in relation to
their labour laws, the structure of their trade unions, and their
practices of industrial relations.
Like the English-speaking Caribbean, the other territories have

also been impacted by the forces of change in the post-1960
period.

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- Caribbean Integration and Industrial Relations
In 1926, trade unionists met in British Guiana and held the

British Guiana and West Indian Labour Conference. This
organization changed over time. In 1945, it became the Caribbean
Labour Congress, but this organization fell victim to cold war
divisiveness. In 1952, the Caribbean Area Division of ORIT was
formed, comprising mainly those unions which supported
Western ideology. In 1960, after the formation of the West Indies
Federation in 1958, Caribbean trade unionists formed the
Caribbean Congress of Labour to influence industrial relations at
the regional level. In spite of the failure of the Federation, the
Congress continues to connect its membership across the region.
It has been relentless in its efforts at harmonizing labour
legislation and improving industrial relations practices in the
region.
1.3. Modern Industrial Relations
There are four main areas of industrial relations practice: (1)

Market Relations (2) Human Relations (3) Managerial Relations
and (4) Collective Relations.
1.3.1 Market Relations
For most persons the market relations aspect of industrial

relations is predominant. Associated with market relations is the
dominance of the trade union as an institution.
From an economic perspective the labour market deals with the

supply and demand for labour, and the determinants of the price
of that labour.
Trade unions have been blamed for creating asymmetries in the

labour markets in some Caribbean territories and have
traditionally borne the brunt of attacks from both the private
sector and the state for inflating the price of labour, and for
establishing various rigidities in the labour market. Since the
1990s, international agencies, including the World Bank, have
indicated a different attitude towards trade unions. However, they
have been redefining the historical role of trade unions.
After studying the trade union movement for over more than two
and a half centuries of its existence, Sidney and Beatrice Webb in
1894 defined it as a continuous association of wage earners for

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the purpose of maintaining or improving the conditions of their
working lives. GDH Cole described a trade union as an
association of workers in one or more occupations mainly for the
purpose of protecting and advancing the members’ economic
interests in connection with their daily work. However, he was
clear to indicate that trade unions engaged in other activities
such as politics, educational work and establishing friendly
societies for the provision of benefits in sickness or old age.
The Barbados Trade Union Act defines a trade union as any

combination, whether temporary or permanent, the principal
purposes of which are, under its constitution, the regulation of
the relations between workmen and employers, or between
workmen and workmen, or between employers and employers,
whether such combination would or would not, if this Act had not
been enacted, have been deemed to have been an unlawful
combination by reason of some one or more of its purposes being
restraint of trade.
All of the above definitions focus on the market relations aspect of

industrial relations. Cole’s definition focused on advancing the
members’ ‘economic interest’.
It is through the process of negotiations in the form of collective

bargaining that trade unions have sought to advance the
economic interests of their members. This mechanism has been
used to set wages/salaries and conditions in the market,
distribute the wealth created in the enterprise, and provide
security for workers after retirement through pension schemes,
as well as health care schemes of various types. Trade unions
have also used the powers of lobbying and advocacy to ensure the
passage of legislation and the creation of institutions that provide
safety nets for workers.
The market relations aspect of industrial relations has been

conflictual in the Caribbean. It has generated ‘interest’ and
‘rights’ disputes which have sometimes escalated into general
strikes which seem to threaten national political, economic and
social security. The union’s dominance in market relations leads
to the perception that it
has a monopoly voice. The major perceived effects of the
monopoly voice are that unions:
 are responsible for high levels of inflation;

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 raise wages above competitive levels, leading to high wage costs
and less employment;
 create work rules which decrease productivity levels;
 increase income inequality by raising the wages of highly-skilled

workers;
 create divisions among comparable workers; and
 resort to industrial action for narrow gain but to the detriment of

the entire community.
The national press in the Caribbean has been a strong proponent that
the trade union movement has been a negative influence in the labour
market.
1.3.2 Human Relations
The reality is that the trade union movement uses the

collective/protective voice in the pursuit of the human relations aspect
of industrial relations, but this does not capture the interest of the local
press readily. Some of the human relations benefits fostered by trade
unions include:
 providing due process where workers have grievances;

 an involvement in democratic processes at the workplace;
 creating educational, recreational, savings and other institutions;
 giving access to the membership of an international fraternity of

workers;
 fostering class mobility for large groups;
 placing emphasis on wellness, safety and health and the working

environment;
 paying attention to ergonomics, work layout and work processes;
 ensuring greater job security;
 negotiating employee assistance programmes;
 instituting grievance handling procedures;
 reducing discrimination;

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 ensuring a better chance of getting fairness and justice at the
workplace; and
 reducing the incidence of child labour.
1.3.3 Managerial Relations
traditionally, capital has been the dominant factor in the workplace.

Entrepreneurs use assets including share capital, buildings,
equipment, brain power and material to form a company. In many
instances, labour is the last major resource to be included in the project
to transform some goods or service into wealth creation. Entrepreneurs
took on the
management roles themselves or hired others to manage. Structures
were top down with policies and programmes developed at the
ownership or management level and passed down through instructions.
Labour was perceived as just another input, an expense to the
organization, but with the important exception that labour could not be
disassociated from the human element which produced it. Management
felt that it should have the exclusive right to hire, terminate, pay and
otherwise dispose of labour.
The growth of the trade union movement has led to the sharing of
power relations in the workplace. Those who believe in the dictum that
it is management’s right to manage, find trade union’s encroachment
into managerial relations as anathema and a threat to their control of
the enterprise.
1.3.4. Collective Relations
The existence of trade unions of various sorts: craft, industrial,

company, general and federations or congresses, has been accompanied
by the formation of employers’ unions. The interaction between these
institutions comprise the collective relations of industrial relations.
In an era of social partnership, the collective relations’ aspects of

industrial relations are becoming even more prominent.
1.4 Theories of Industrial Relations
Generally there are three basic theoretical models used to analyze and
typify industrial relations: Conflict, Unitary and Systems theory.

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The Conflict theory, which has variants such as marxism and
pluralism, is based on a number of assumptions:
1. that there has always been and will always be a divide between
the owners and controllers of capital and those who sell their
labour;
2. that collective action is best to counter the power of capital
3. that in all workplaces there are a variety of interests, some of

which may share common positions, but may still have divergent
objectives
4. that there is nothing inherently wrong with the use of struggle to

create balance and a return to equilibrium.
Unitary theory disputes that there is a meaningful role for conflict in

the workplace. Unitarists posit that management should set the rules
and workers should cooperate in complying with the rules. Conflict is
seen as disruptive. Managers and workers share a common interest and
there is no need for ‘third party’ interventions.
The Systems theory examines the industrial relations system as an

organism which has throughputs, inputs, processes and outputs and
which should be evaluated constantly. Such a system changes over
time and is affected by changes in actors, ideologies, technology and the
environment in which it operates.
These theories are ideal types, and each one may possess its own
legitimacy and relevance in analyzing an industrial relations practice.

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WORK ETHIC AND INDUSTRY EXPECTATIONS
Not only do you have to be good at your job, whether it

be head chef at a fine dining restaurant or kitchen
hand at a fast food restaurant, you will also require
certain attributes to work in the hospitality industry.
These include:
Excellent personal presentation
This means that if there is a uniform, you should make

sure it is cleaned and well ironed and always worn
neatly. If you do not have a uniform, you should still
dress smartly and appropriately for your particular
role to ensure you make a good impression and project
a positive image of your place of work.
Be able to communicate with people of all walks of life

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Services NCII
In any hospitality establishment, you will come across
people from all walks of life. They may speak different
languages or have disabilities or just be impatient or
rude. You should be able to communicate to all people
clearly and politely at all times.
Handle pressure and respond appropriately to complaints
Hospitality establishments can often be very

rushed and busy and you could find yourself
under a lot of pressure. This is why it is important
that hospitality staff are able to work under
pressure while still maintaining a professional
attitude. You will also need to be able to handle
complaints. You should listen to customers and
handle their complaints accordingly so that they
feel they are being looked after and that their
business is important to your company.
Work as part of a team
Following are some points which highlight what it means to be a

good and effective team member. You need to develop:
o a willingness to work as a team member
o an ability to be supportive of other team members
o an ability to communicate effectively (a cheerful

disposition is a real help)
o an ability to trust and be tolerant of other team members
o openness

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o an ability to work towards a common goal
o a willingness to show commitment and dedication to a

particular establishment.
 Attention to detail
It must be the same for every task in our industry, whether 'plating up
a meal', wiping the plate and garnishing the dish before allowing it out
to be served, or cleaning and dusting a guest room prior to a new guest
coming in. If you sometimes forget the need for quality at all times, the
customer will be sure to notice.
Honest, reliable and punctuality
As well as requiring people with these essential skills

and abilities, the employers within our industry will be
looking for those who are honest, reliable and
punctual, who can meet deadlines and show a real
dedication to the service ethos. If you want to follow a
career in the hospitality industry you will need to be
able to display a real understanding of what the term
'work ethic' means, and how to deliver 'customer
courtesy'.

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PERSONAL ATTRIBUTES AND WORK ETHICS OF AN EMPLOYEE IN
THE TOURISM INDUSTRY
The personal attributes and work ethics required of an employee in the

tourism industry include:
1. Attendance and punctuality

Show reliability, accuracy, punctuality, teamwork.
For example, you arrive on time. Take lunch at the designated time and
for correct duration. This is important when working in a team
environment. Don’t let the team down!
2. Ethical behaviour
You may recall ‘ethics’ had been discussed earlier. However, it is also
pertinent for it to be mentioned in this context as well – we each make
different ethical choices even if we have been raised similarly.
When we speak of ‘ethics’ we generally are referring to a system of
principles and values that govern the way we behave and act. Thus, we
may believe a person is ethical or unethical by the way they conduct
themselves.
Unlike other behaviours the source of our ethical behaviours may not
just be determined at the individual level (influenced by our family,
culture, education or friends) or by the work environment (the culture
of the workplace and indeed, individuals with whom we work).
Be aware, unethical practices may have legal implications.
A case occurred when a business substituted a cheaper, poorer quality
product for a higher quality product, but sold the product at the higher
quality price. A restaurant selling a tour group a poorer quality whisky
that has been rebottled into a Johnny Walker Black Label bottle! Of
course this is just a ‘mock’ scenario as it wouldn’t be likely that people
couldn’t tell the difference between these two products. However, what
this scenario does demonstrate is that the restaurant’s action is
misleading, unethical and unlawful which is a breach of the Trade
Practices Act.
Perhaps the most common unethical behaviour is lying - lying to
clients, colleagues and employers. People that do this try to rationalise
this behaviour by considering it only a small lie to keep the customer
happy… but it is still a lie none the less!

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Can you remember the expectations listed previously? If not, this would
be a good time to review these under the topic heading ‘Ethical issues
affecting the tourism industry’, and refer to relevant first chapter in the
Road to Tourism.
3. Honesty
 Show honesty and integrity: no underhanded dealings e.g. giving
discount where not appropriate to mates etc.
 Show honesty in all actions – no stealing.
 Keep industry knowledge up-to-date – providing incorrect
information is dishonest and has legal implications.
4. Work performance
 Delivers a service which consistently meets the customers
expectation and needs while maintaining the objectives of the
organisation.
 Follows office procedures e.g. registration of documents, safety
issues etc.
 Constantly ensuring that the products and services offered are of the
highest quality.
 Providing impeccable follow up and support to customers.
 Develop those skills necessary for the efficient performance of their
duties.
 A commitment by employees to professional standards in resourcing
and keeping up to date with tourism industry knowledge.
 Training and attending industry seminars etc.
5. Taking directives
 Staff are expected to ensure decisions and behaviour are in line with
the principles of the organisation. This means employees must work
together with management for successful achievement of
organisational goals.
 Respect management decisions and be guided by those decisions.
 Follow procedures as outlined. Conduct and work should be
professional and be in the best interests of the organisation.

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6. Attention to detail
 Ensures that the products and services offered are of the highest
quality.
 Follows office procedures and maintains accuracy with all
documents and information required.
organisation
 Providing impeccable service and support to customers
7. Appropriate dress and personal presentation / personal

hygiene
 Abides by regulations e.g. wearing / changing into uniform,
maintains a high standard of personal presentation, clean shoes,
clothes that have been thoroughly washed / pressed, tidy hair, and
minimal make-up.
 Personal hygiene e.g. clean hair, well-manicured nails and facial hair
etc., no unpleasant body odour or strong perfumed scents.
8. Attitude
 Ensure your attitude is positive and service exceeds expectations of
client.
 A positive experience for the customer reinforces staff
professionalism and the likelihood that customer will return, and
will tell others.
 Have an understanding of the personal attributes valued in the
tourism industry, and your roles and responsibilities.
 Respect the privacy of others in the collection, use and access of
personal information – maintains confidentiality.
 Follow a strict code of confidentiality regarding employer, employee
and customer information.

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9. Consistency of service
organisation
 Follows office procedures e.g. registration of documents, safety
issues etc.
 Constantly ensuring that the products and services offered are of the
highest quality.
 Providing impeccable follow up and support to customers.
 Follow strict codes of conduct relating to customer confidentiality.
 Follow strict codes of conduct relating to Fair Trading principles.
 Follow strict codes of conduct relating to OH&S and Anti-
Discrimination legislation.
10. Safe work practices

 Understand and follow strict codes of conduct relating to OH&S.
 Comply with policies and procedures in the work place which have
been set out in the OH&S and risk management guidelines.
11. Duty-of-care
Consumers are protected under duty of care, to ensure that they are
not put into danger while they are on tour, holiday or visiting your
organisation you must:
 Recommend and use reputable companies.
 Impose tight controls.
 Be adequately trained and fully competent in all aspects of your
work.
12. Organising your work

It is necessary for employees in a tourism business to stay organised
and meet their job responsibilities.
In order to do this, practise your self-discipline and try to adhere to the
times and dates for achieving goals.
Use a diary or electronic organiser to ensure that all tasks are planned,
remembered and achieved within deadlines. The diary must be checked

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at the beginning of each day and should also be checked again at the
end of the day to confirm appointments and deadlines noted for the
following day.
It's also important that the diary be left in an obvious place on your
desk or in your office so that it's easily accessible to update regularly.
Particularly if you are away from your desk or office, other staff will be
able to check your availability.
Entries made in the diary should be fully detailed, including, for
example, the name of client with whom an appointment has been made,
the date, day and time of the meeting, the specific location and contact
persons’ details.
To avoid confusion, only industry recognised abbreviations and codes
should be used.
A checklist of 'things to do' prepared each day from the diary and taking
into account requirements of management and fellow staff is another
important tool to ensure that tasks are not overlooked.
When compiling these lists, a difficult skill to master is prioritising the
tasks (i.e. organising them in an order from most important and/or
urgent to least important). How do you do this, you may ask?
Most important tasks are those that are significant to the business.
Urgent tasks must be commenced now because they won't wait.
For each task, answer the questions:
 Must this task be done today?
 Should this task be completed today?
 Can this task be left until tomorrow?
13. Managing your time

The diary and checklist are useful tools for organising your work.
However, you will realise that it's also important to give attention to the
management of time. Time management is all about setting goals and,
once again, prioritising tasks.
Any job in the tourism industry is made up of a number of smaller
tasks. Set yourself small goals with their own deadline and important
checkpoints. You'll feel a sense of achievement as each of your goals is
met. This sense of achievement will further motivate you to continue
with your job. Make sure that you set reasonable timeframes in which
to achieve the goals and obtain as much information as possible about
the tasks you are to perform.

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LEARNING OUTCOME #3 A Update continuously relevant industry

kKnowledge

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Updated knowledge is shared with customer and colleagues Formal
and informal research is use to update general knowledge of the
industry
CONTENTS:
Information sources
 media
 libraries/reference book
 union/industry association
 internet
Legislation that affects the industry
CONDITIONS:
Internet
Personal computer
Reference book
ASSESSMENT METHODS
Written/Oral examination
Practical demonstration
TYPES OF INFORMATION RESOURCES
The type of information source you use will differ based on the
questions you are trying to answer and the assignment requirements
set needed.
Reference Works

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You can use reference material (such as dictionaries,
encyclopaedias, yearbooks, biographies, directories and atlases) to find
facts, figures, addresses, statistics, definitions and dates. They're good
sources of factual and statistical information, and sources like
encyclopaedias can give an overview of a topic.
How do I find them?
The Library's Quick Reference collection lists key online reference

sources.
Our Subject Guides also suggest useful encyclopedias and dictionaries

to help you get started in your subject area.
Books & eBooks
Books provide in depth coverage of a subject and are a great resource

for students. They’re not as current as journal articles, but like journals
they provide citations and bibliographies which can be used to identify
other resources.
How do I find them?

Books can be:
 in print – use the Library catalogue keyword search to find

them.
 online (eBooks). See the How-to guide eBooks (Online Books)
for an explanation about them and how to find them.
Academic Journals

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A journal is a publication that is published in a particular format and is

issued at fixed intervals (e.g. weekly, monthly, and yearly). Academics,
scholars, researchers and other experts in the field often publish in
academic (otherwise known as scholarly) journals. Academic
journals tend to focus on a specific area or discipline (e.g. Nature and
the New England Journal of Medicine) and are published more
frequently than books. Articles published in these journals are
supported by references to other scholarly material. The Explaining
journal articles How-to guide provides an explanation of different types
of journals including peer reviewed journals.
How do I find them?
The most efficient way to locate a journal article on a topic is to search

a database. See the How-to guide on Database Searching. You can also
find journal articles by searching Summon.
The following video outlines how to find the full text of a particular
journal article.
Magazines


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Popular magazines (such as Australian Geographic and New Scientist)
contain articles written by journalists and are geared towards a general
audience. Unlike academic journals they do not go through a peer
review process and rarely contain bibliographic citations.
How do I find them?
If there's a specific magazine you're interested in, search the Catalogue

for its title. These can be in print or electronic format.
You may also find articles from magazines in Summon or by searching

a Library database.
News and Newspapers

Newspaper articles are usually published daily about current events

and developments. They are great sources of local information.
Videoclips of news broadcasts from Australian television stations are

also available via the Library.
How do I find them?
Want to find News sources? See the How-to guide News & Newspapers
Statistics
Statistics can be applicable to most disciplines but are often difficult to

find.

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Where can I find them?
The Library subscribes to databases where you can also find statistical
data. Have a look at Databases by Subject and choose Statistics.
The Library has a Subject guide for International Statistics.
The Quick Reference electronic collection also lists key statistical sites,
such as the Australian Bureau of Statistics.
Internet Sites
A vast array of information (such as government reports and conference

papers) is freely available on the Internet via a browser.
How do I find good quality sites?
Want to find good information from the Internet more quickly? See the
How-to guide Internet (Web) Searching.
Information on the internet should be evaluated - not all information is

unbiased or even accurate. How can you judge? See the How-to guide
Internet Resource Evaluation.
Specialist information
A variety of other specialised resources may also be required through

the course of your study such as: company information, legal
information, maps, patents, standards, tests, theses, etc.
How can I find it?
Have a look at the various How-to guides to find out how to locate
specialist information sources.

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Individual Subject Guides will also provide information about specialist
resources.
Do you know the difference between primary, secondary and tertiary

information sources? The following sites provide information which may
be useful:
 University of Maryland Libraries Primary, Secondary and Tertiary

Sources
 Beam Library, Oklahoma Christian University Primary,
Secondary, Tertiary Sources
Need further help? Ask the Library!
The Library's best resource is of course its staff! Library staff are here
to help - in person at a Library branch, online via Ask the Library, or
over the phone. Our training sessions can also help direct you to the
best information resources for your discipline and how to location and
search them effectively.

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COMMON COMPETENCY BASED LEARNING MATERIALS

FOOD AND BEVERAGES NCII

SECTOR: TOURISM and HOSPITALITY MANAGEMENT

QUALIFICATION TITLE: FOOD AND BEVERAGE SERVICES NCII

UNIT OF COMPETENCY: DEVELOP AND UPDATE INDUSTRY

MODULE TITLE: DEVELOPING AND UPDATING INDUSTRY

The unit of competency, “Develop and update industry

The module, Develop and update industry knowledge contains

In this module, you are required to go through a series of learning

• Read information sheet and complete the self-checks.

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You must pass the Institutional Competency Evaluation for this

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2 OBSERVE WORK PLACE OBSERVING WORK

3 PERFORM COMPUTER PERFORMING

4 PERFORM WORKPLACE PERFORMING

5 PROVIDE EFFECTIVE PROVIDING EFFECTIVE

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UNIT OF COMPETENCY: Develop and Update Industry Knowledge

MODULE TITLE : Developing and Updating Industry

At the end of this module you MUST be able to:

LO1. Identify and access key resources of information on the industry

LO2. Access, apply and share industry information

LO3. Update continuously relevant industry knowledge

1. Sources of information on the industry are correctly identified

2. Sources of information on the industry are accessed and applied

Information to assist effective work performance is obtained.

3. Updated knowledge is shared with customer and colleagues

LEARNING ACTIVITIES LEARNING EXPERIENCES

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Welcome to the first module of the

LO 1. Identify and access key

LO 2. Access , apply and share

 Trade unions environmental

 Industrial relations issues

 Work ethic required to work

 Quality assurance Answer self check 1.2-1

LO 3 update continuously relevant

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LEARNING OUTCOME SUMMARY

Identify and access key resources of

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1. Sources of information on the industry are correctly identified

The students/trainees must be provided with the following:

Proper hygiene procedure manuals

Document No. DCC, INC

TYPES OF INFORMATION RESOURCES

Document No. DCC, INC

You can use reference material (such as dictionaries,

How do I find them?

The Library's Quick Reference collection lists key online reference

Our Subject Guides also suggest useful encyclopedias and dictionaries

Books & eBooks

Books provide in depth coverage of a subject and are a great resource

How do I find them?

 In print – use the Library catalogue keyword search to find

Document No. DCC, INC

A journal is a publication that is published in a particular format and is

How do I find them?

The most efficient way to locate a journal article on a topic is to search

Popular magazines (such as Australian Geographic and New Scientist)

Document No. DCC, INC

How do I find them?