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Manage Workplace Operations: D1.HML - CL10.12 D1.HRM - CL9.03 D2.TRM - CL9.17 Trainee Manual
Manage Workplace Operations: D1.HML - CL10.12 D1.HRM - CL9.03 D2.TRM - CL9.17 Trainee Manual
D1.HML.CL10.12
D1.HRM.CL9.03
D2.TRM.CL9.17
Trainee Manual
Manage workplace
operations
D1.HML.CL10.12
D1.HRM.CL9.03
D2.TRM.CL9.17
Trainee Manual
Project Base
Acknowledgements
The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member
States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia,
Myanmar, Philippines, Singapore, Thailand and Viet Nam.
The ASEAN Secretariat is based in Jakarta, Indonesia.
General Information on ASEAN appears online at the ASEAN Website: www.asean.org.
All text is produced by William Angliss Institute of TAFE for the ASEAN Project on “Toolbox
Development for Priority Tourism Labour Division”.
This publication is supported by Australian Aid through the ASEAN-Australia Development
Cooperation Program Phase II (AADCP II).
Copyright: Association of Southeast Asian Nations (ASEAN) 2012.
All rights reserved.
Disclaimer
Every effort has been made to ensure that this publication is free from errors or omissions. However,
you should conduct your own enquiries and seek professional advice before relying on any fact,
statement or matter contained in this book. ASEAN Secretariat and William Angliss Institute of TAFE
are not responsible for any injury, loss or damage as a result of material included or omitted from this
course. Information in this module is current at the time of publication. Time of publication is indicated
in the date stamp at the bottom of each page.
Some images appearing in this resource have been purchased from various stock photography
suppliers and other third party copyright owners and as such are non-transferable and non-exclusive.
Additional images have been sourced from Flickr and are used under:
http://creativecommons.org/licenses/by/2.0/deed.en
http://www.sxc.hu/
File name: TM_Manage_workplace_operations_310812.docx
Table of contents
Unit descriptor........................................................................................................................ 3
Glossary ................................................................................................................................. 7
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Trainee Manual
Manage workplace operations
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Trainee Manual
Manage workplace operations
Introduction to trainee manual
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Manage workplace operations
Introduction to trainee manual
Front Office
Travel Agencies
Tour Operations.
All of these competency standards are available for you to look at. In fact you will find a
summary of each one at the beginning of each Trainee Manual under the heading ‘Unit
Descriptor’. The unit descriptor describes the content of the unit you will be studying in the
Trainee Manual and provides a table of contents which are divided up into ‘Elements’ and
‘Performance Criteria”. An element is a description of one aspect of what has to be
achieved in the workplace. The ‘Performance Criteria’ below each element details the
level of performance that needs to be demonstrated to be declared competent.
There are other components of the competency standard:
Unit Title: statement about what is to be done in the workplace
Unit Number: unique number identifying the particular competency
Nominal hours: number of classroom or practical hours usually needed to complete
the competency. We call them ‘nominal’ hours because they can vary e.g. sometimes
it will take an individual less time to complete a unit of competency because he/she
has prior knowledge or work experience in that area.
The final heading you will see before you start reading the Trainee Manual is the
‘Assessment Matrix’. Competency based assessment requires trainees to be assessed in
at least 2 – 3 different ways, one of which must be practical. This section outlines three
ways assessment can be carried out and includes work projects, written questions and
oral questions. The matrix is designed to show you which performance criteria will be
assessed and how they will be assessed. Your trainer and/or assessor may also use
other assessment methods including ‘Observation Checklist’ and ‘Third Party Statement’.
An observation checklist is a way of recording how you perform at work and a third party
statement is a statement by a supervisor or employer about the degree of competence
they believe you have achieved. This can be based on observing your workplace
performance, inspecting your work or gaining feedback from fellow workers.
Your trainer and/or assessor may use other methods to assess you such as:
Journals
Oral presentations
Role plays
Log books
Group projects
Practical demonstrations.
Remember your trainer is there to help you succeed and become competent. Please feel
free to ask him or her for more explanation of what you have just read and of what is
expected from you and best wishes for your future studies and future career in tourism
and hospitality.
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Manage workplace operations
Unit descriptor
Unit descriptor
Manage workplace operations
This unit deals with the skills and knowledge required to Manage workplace operations in
a range of settings within the hotel and travel industries workplace context.
Unit Code:
D1.HML.CL10.12
D1.HRM.CL9.03
D2.TRM.CL9.17
Nominal Hours:
25 hours
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Unit descriptor
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Assessment matrix
Assessment matrix
Showing mapping of Performance Criteria against Work Projects, Written
Questions and Oral Questions
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Assessment matrix
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Manage workplace operations
Glossary
Glossary
Term Explanation
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Glossary
Term Explanation
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Manage workplace operations
Element 1: Monitor and improve workplace operations
Element 1:
Monitor and improve workplace
operations
1.1 Monitor efficiency and service levels on an
ongoing basis through close contact with day
to day operations
Introduction
Organisations are places where groups of people work together to achieve a common
goal, or goals.
The organisations in which we work today are very different places
from the traditional organisations of ten or twenty years ago. There
has been tremendous upheavals affecting peoples’ working lives,
and there is no reason to expect that workplaces and jobs won’t go
on changing at the same or an even faster, rate.
These changes can be both exciting and unsettling for people.
Probably those most likely to adapt to change are those who are
multi-skilled and who are open to learning new skills and doing things
differently.
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Definition of a manager
A manager is also the person who deals with unexpected problems or issues and decides
the most appropriate course of action to take.
Typically a manager has four functions:
Planning – setting goals and targets, overseeing the development
of plans, systems and processes for achieving goals, working out
how best to get there within a budget
Organising – coordinating the resources, staff, plant and facilities to
achieve goals
Leading – providing the direction, support, encouragement,
feedback and training staff need to do their job well
Monitoring – supervising staff, and monitoring and adjusting
systems and procedures to make sure goals are achieved as
planned.
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In a TQM organisation:
There must be full, top-down management commitment, support and understanding of
the TQM philosophy
It is important to get work systems and processes right
Involvement of the whole workforce is necessary and this is done through teams
Customer needs are identified and met
Problems and issues are promptly identified and adjustments are made accordingly.
If an organisation has adopted a TQM philosophy, then its goals and workplace
operations will reflect this approach.
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Scope of authority
In most cases, no explicit approval will be required to take remedial action to address
identified quality and other issues. It will be assumed responsibility for taking such action
resides with the job position. It is intrinsic to the successful and responsible execution of
that role.
The ability of staff to take unilateral action in response to an issue is called their ‘scope of
authority’ and it will be prescribed by management. Different positions have different
scopes of responsibility.
Where an issue falls outside their scope of responsibility, approval to take action may
need to be obtained from:
The department manager
Other more senior/experienced staff
The owner
The establishment manager.
The extent of approval (‘authorisation’) required will depend on the factors that apply to
the issue under consideration.
These may include:
Costs involved
Alterations required to existing Standard Operating Procedures
Impact on other areas
Impact on other staff
Impact on customers
Impact on service levels.
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Steps in monitoring
The following are the basic steps to undertake when monitoring:
Work out what needs to be monitored
Not everything can or should be monitored all the time.
Some things will have been recently reviewed and are progressing well. Some systems
generated reports will show that goals are being achieved according to plan and therefore
no further investigation is required.
Generally, things to be monitored include:
Areas showing early warning signs things are not going
according to plan
Areas of critical activity to the organisation – high revenue
raising streams, areas subject to intense legal scrutiny
Areas due for scheduled review.
Decide on methods or measures to use
This is where you decide how to measure your progress.
This involves using tools to help you do this.
They include:
Observation
Statistical and written reports
Surveys
Checklists
Flowcharts
Benchmarking.
Compare what is happening with what should be happening
Here you review and analyse what’s actually happening.
You may refer back to your original goals, objectives or targets and, using various tools,
compare your progress against these targets.
Sometimes you will realise your original target was unrealistic or there have been
changes that require you to adjust your original target.
Take appropriate action
This involves making the necessary adjustments to improve
the level of service, productivity or customer satisfaction.
Depending on what is being monitored, involving staff in all
or some stages of the monitoring process is likely to achieve
better results.
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Methods of monitoring
The methods chosen for monitoring performance are generally built into
the planning process. It is a good idea when planning to keep in mind
the reporting on the success or otherwise of goals. It is frustrating to set
a goal but not be able to say whether or not it has been achieved.
There are many tools or methods available to monitor progress or
outcomes of work operations.
Some examples are:
Reports – statistical, financial, written or verbal
Obtaining customer feedback – verbal or written, individual or focus groups, structured
or unstructured in format
Using a pretend customer – getting someone to pretend to be a customer in your
premises and then critically feeding back what it was like, what could be improved etc.
Walking about the premises and observing what takes place and how it could be
improved, what could be improved
Use of checklists to tick off whether or not required
service points are being adhered to by front line staff
when they interact with customers
Brainstorming sessions where staff are asked to
contribute any thoughts or ideas they may have about
improving a particular aspect of service, or about introducing a new initiative
Staff input and review – obtaining ‘grass roots’ input to potential and actual problems,
and asking those directly concerned about how the situation can be resolved.
Workplace changes
Changes in the internal and external environments impacting on workplace operations
may include:
Management changes
Changes in management may entail a variation in orientation to
service, or the setting of some new directions in relation to several
other factors.
What was acceptable under the previous management may not be
acceptable to the new management.
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This doesn’t mean what was done before was wrong. It just means the new approach is
different. Note too, changes in management often herald changes in client focus, and the
creation of new and different target markets which, by their nature, will usually demand a
change to practices and standards.
Organisational re-structures
The trend is to reduce or eliminate middle level management and with that comes new
responsibilities for all concerned. As the organisation restructures, new roles for all staff in
relation to numerous tasks (such as customer service, technical skills) will emerge.
People will have their responsibilities enlarged, or their focus altered.
To state the obvious, the industry is always in a state of change whilst sometimes desiring
to portray the impression of tradition and stability. All this means new work operations
may emerge and established ones cease to exist, or be extensively modified.
Introduction of new equipment
New equipment means training for staff and also requires that staff can explain the new
equipment/facility, be it a product or a service, to customers.
The advent of the new equipment may have been necessitated
by competition, brought about by down-sizing of staff or
required by legislation.
This reality means managers must explain the new equipment
and accompanying procedures to staff as well as organise and
allow time for sufficient staff training and practice.
Recruitment practices
There may be a need to become more professional and more targeted in the recruitment
of staff. This may require premises to establish comprehensive job descriptions and job
specifications before advertising for staff, and then select staff
based on how well these individuals match the stated job
requirements.
Use of job and task analyses may underpin the development of job
descriptions and specifications. Some premises may elect to out-
source their recruitment practices, employing private employment
agencies/consultancies, or accessing the free, national Job
Network system.
Economic climate
Monitoring the media and discussion with our finance institution will help identify the state
of the economy. There is no doubt the state of the economy is extremely influential on
trade and we have to be prepared to respond to the emerging economic climate. At some
times we can offer indulgent, extravagant, high-roller packages, whilst at other times we
need to focus on low cost, budget, value-for-money deals.
As the market trends alter, so too do we as managers need to
keep our finger on the income pulse of the organisation and be
prepared to trim staff rosters as the need arises. Reducing
labour as trade decreases is all part of delivering efficiency and
effectiveness for the property.
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Communication is key at these stages. You must let staff know the reason for their
reduced hours. Don’t let them think their work is sub-standard. Tell them, explain to them,
why the action has been taken including hours will be re-instated as trade improves.
Trends in customer preferences
Whether we lead the pack or follow the opposition, we must respond to customer
preferences. These changes also have implications for work operations. Nothing really
exists in true and total isolation from anything else.
Managers must monitor these shifts in customer trends to identify their impact throughout
the organisation, and then take appropriate action to capitalise on opportunities and to
minimise negative impacts, whilst still striving to fulfil the twin dictates of efficiency and
effectiveness in service delivery.
Human capital implications
Greater efforts must be made to develop the competence of the staff.
Company growth now comes as much from the employee development as from
expansion with more employees and this applies as much to frontline service staff as to
professional/ managerial staff.
Markets are complex and rapidly changing with new and more
complex customer demands, products and services.
Internationalisation is increasing and international competition
is intensifying in many markets. To ensure the right quality,
companies must be better at understanding their environment
and building-up the competence and ability to change before,
or at the same time, as the outside world changes.
Environmental issues
The demand for quality in the outer environment will place greater
demands on how companies conduct their business, which sources of
energy they use, and how they design their products: more
establishments will seek to portray publicly their ‘green’ and
environmentally friendly image.
Technological development
Technological development has played a key role in the structural
changes in the service sector.
Boundaries between transportation, communication, travel-service and hospitality
industries are disappearing as internet-based services proliferate.
Many customers are looking for seamless service. They seek a one-stop shop for all their
holiday needs. Technology is providing the means for this to be done, and for customers
to access it.
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Product quality
A statement may be developed about certain products and services where
the guest receives a stated response such as a discount, extra service, extra
product, free XYZ, if the product fails to comply or live up to expectations.
Document presentation standards
Policies may be prepared that specify document requirements for letters,
menus, forms, invitations, reports, etc.
These may apply to format, type size, font, English or American spelling, and layout. They
may dictate salutations, signatures required and closures. They may also specify copies
required and filing requirements.
In other instances this issues may relate to the presentation of menus to ensure guests
are only ever presented with neat, clean and presentable menus. Or it may apply to in-
room reading material to ensure that magazines and stationery is always of top quality,
clean and not damaged.
Personal presentation standards
This is simply a list of requirements, separated into male and
female sections stating the required dress, personal
presentation and hygiene standards required of all staff by the
establishment.
Complaint management
Any complaint really is an opportunity to rectify a problem, or make a long-lasting
customer, providing they are dealt with quickly, properly and fully.
The standards should specify the steps to be taken for a range of complaints. There are
several predictable complaints we are likely to get so it is possible to foresee the majority
of them.
The standards should spell out the discretionary power that staff have to fix a complaint to
the benefit of the customer. Whilst acknowledging we do not want to be exploited on the
issue of complaints it is worth bearing in mind no-one ever won an argument with a
customer.
For every customer who actually does complain, there are probably another ten that had
grounds to, but haven’t. Simply stated, customers like to have their complaint treated
seriously, acted on quickly and be apologised to.
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Consultation advice
Consultation with staff should include:
Encouraging staff to feedback all relevant comments from
customers – most people won’t make a formal complaint but will
often make deliberate and pointed comments in front of staff.
These must be reported back where they are central to improving
service delivery
Not shooting the messenger – if staff are to be encouraged to
feedback negative criticism, it is very important not to criticise them
simply for delivering the bad news
Establishing agenda items – every staff meeting should have a standing agenda item
for ‘quality feedback’ or similar. These staff meetings should be regular in nature, be
made compulsory, and have provision for getting the information that arises back to
staff that weren’t there due to sickness, leave or RDOs
Providing written protocols – these ensure everyone is
aware of the same thing in regard to service delivery,
quality standards and establishment practices. Never
assume staff know exactly what is required. They may
never have actually been told. Far too many things exist in
the workplace as matters which have evolved over time
without any real direction, support or structured
dissemination
Providing for written feedback – the establishment should have documents for staff to
complete in writing if they don’t feel comfortable with delivering verbal feedback.
Finally, realise there may be times when, despite the entreaties that “we can always
improve”, there may well be times when nothing can, or needs to be, done in relation to
quality service delivery.
It may actually be the case all your planning and training has borne fruit and the
customers are all happy with what is being provided. After all, that was your objective, so
why be surprised when you find you have achieved it? Well done!
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer.
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
1.1 To fulfil the requirements of this Work Project you are asked to research how to
monitor efficiency and service levels on an ongoing basis through close contact with
day to day operations including:
1.2 To fulfil the requirements of this Work Project you are asked to research how to
ensure that operations in the workplace support overall enterprise goals and quality
assurance initiatives including:
1.3 To fulfil the requirements of this Work Project you are asked to research how to
identify quality problems and issues promptly and make appropriate adjustments
accordingly with relevant approvals through:
Scope of authority
When to monitor work operations
Steps in monitoring
Methods of monitoring.
1.4 To fulfil the requirements of this Work Project you are asked to research how to adjust
procedures and systems in consultation with colleagues to improve efficiency and
effectiveness including:
Workplace changes
Developing standards and plans
Further approaches to adjusting procedures and systems.
1.5 To fulfil the requirements of this Work Project you are asked to research how to
consult colleagues about ways to improve efficiency and service levels including:
Consultation advice
Provide feedback to colleagues and management to inform future planning
Evaluate current and emerging industry trends and practices.
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Manage workplace operations
Element 1: Monitor and improve workplace operations
Summary
Monitor and improve workplace operations
Monitor efficiency and service levels on an ongoing basis through close contact with day
to day operations
Overview of management responsibilities
Definition of a manager
How do managers work?
What does ‘monitor work operations’ mean?
Ensure that operations in the workplace support overall enterprise goals and quality
assurance initiatives
Enterprise goals and quality initiatives
Why monitor and adjust?
What is monitored in a quality environment?
Who does the monitoring?
Identify quality problems and issues promptly and make appropriate adjustments
accordingly with relevant approvals
Scope of authority
When to monitor work operations
Steps in monitoring
Methods of monitoring.
Adjust procedures and systems in consultation with colleagues to improve efficiency and
effectiveness
Workplace changes
Developing standards and plans
Further approaches to adjusting procedures and systems
Identify and manage customer service problems
Customer orientation and customer care for continual quality improvement.
Consult colleagues about ways to improve efficiency and service levels
Consultation advice
Provide feedback to colleagues and management to inform future planning
Evaluate current and emerging industry trends and practices.
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Element 2: Plan and organize workflow
Element 2:
Plan and organize workflow
2.1 Schedule work in a manner that enhances
efficiency and customer service quality
Introduction
As a manager you are required to ensure that staff are able to meet targets and goals that
have been established.
This involves an understanding of and an ability to organise and manage work operations.
Motivating staff
Focused and motivated staff are more productive.
Beyond earning an income, staff want to contribute to the organisation and see they are
making a positive contribution.
As a manager you can increase their job satisfaction by:
Taking an interest in their development – both at work and outside it
Being clear to them about how you judge and measure their performance – so they
know what you deem to be important, and what isn’t. This is useful to them where they
need to prioritise their workload
Caring about their safety, health and well-being, and taking visible
steps to safeguard them
Treating them personally – being respectful to them, using good
manners and listening to them
Giving them achievable objectives
Giving them positive feedback and encouragement – especially where
they fail to perform, so they learn that ‘trying” is the important aspect:
few successful managers criticise staff for trying even when they don’t
achieve their goal.
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Workloads
In this context, workload is the amount of work an employee is required to do in a set
period of time.
As a manager your task is to ensure employees are not under-utilised or, conversely,
overloaded with too much work. Of course this is not necessarily an easy task in the
hospitality industry because of the peaks and troughs in business, and because of the
uncertainty of unexpected arrivals, such as a bus load of tourists dropping in for afternoon
tea or a quick unannounced dinner before the show.
Staff who work in this industry expect high volume periods of
work. They understand it is part and parcel of the nature of
the business. However, it is your responsibility to make sure
most of the time staff have a manageable workload where
they are kept busy but are not under continual stress.
There are also sound business reasons for managing staff
workload.
If a customer waits too long for service, they will simply choose to go elsewhere – either
right away or next time.
There are a number of ways of determining an appropriate workload:
This is worked out over time through practice and observation – this very much a
‘suck it and see’ approach, which while sounding less than professional has much to
recommend it, especially the fact it is rooted in practice, reality and actuality
Ask staff for their feedback – how did they feel? Did they feel stressed, under
pressure? Or did they in fact enjoy the experience of being flat out?
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Schedule workloads
Scheduling work in a manner that enhances efficiency and customer service quality can
be seen to involve prioritising work, and then organising an appropriate workflow to
achieve the set targets.
Scheduling work means planning and allocating what tasks have to be done in a specific
period of time, and by whom.
Scheduling work is really the end result of:
Working out the unit’s priorities – which may be based on turnover, profit, covers,
rooms provided or services, timing, establishing market share or whatever else is
paramount at the time. The point being priorities shift over time. What was vital
yesterday, may not even be a consideration next week
Working out the most appropriate workflow – this includes consideration of timing
requirements, the physical availability of resources (physical and human), layout of the
facility and equipment, and processes which have to be performed
Having assessed the staffing levels and the appropriate workload for individual staff
members – which is based on your personal knowledge about individual abilities and
capacities
Having decided on delegation of tasks – as a
manager you cannot physically be in all places at all
times and so you will need to delegate certain
authorities to various staff from time-to-time. These
staff need to prove they are responsible, committed
and have the best interests of the company, the
other staff and the customers at heart.
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Prioritising work
Prioritising in this context involves deciding on, and
placing tasks in, their most effective order of importance.
This order must match with the identified goals and
targets of the organisation, and the objectives of individual
work units, teams or departments.
Managers should look to organisational goals for a lead
as to which tasks should take the highest priority.
In your own managerial work, you will also need to prioritise your work. If, for example,
you spend a lot of time developing a new system for inducting staff, but fail to work on
your budget and fail to deal with customer complaints, then you will probably need to
review your priorities.
Prioritising doesn’t necessarily mean you do the most important things first, but it does
mean you fit them in ahead of less important jobs.
As the old saying goes “First things, first”.
For example, Ingrid manages a bar and restaurant in a metropolitan hotel. The first part of
each day she spends walking around the property supervising the setting up process for
lunch, and talking to staff.
This is a priority of hers, but it also happens to be the best time to do this task.
Her next priority for this week is to prepare her budget submission for the next
management meeting, but she deliberately waits until the afternoon to do this as she
knows from experience there will be fewer interruptions and she will get a better run at
this task.
As a manager of a work unit or department you will be responsible for prioritising the work
of the unit. Staff will look to you for leadership in relation to where their efforts should be
directed. Where you fail to deliver this direction, your credibility may suffer.
The four basic steps in prioritising work are:
Involve staff in the process wherever possible
Make three lists:
The essential tasks that absolutely, positively must be
done no matter what with no excuses, no exceptions
Those tasks that are non-essential but that add quality to
the performance of the department or unit
Those tasks that it would be nice to do if there is sufficient
time but which are in no way important or essential
Compare the lists you have generated with the overall goals
and objectives of the unit
Adjust the lists accordingly, allocate the work and take action to achieve the lists in
priority order.
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Organising workflow
Workflow is basically the order in which work is best done.
Organising this involves determining the logical sequence of
tasks. The aim is to make sure the job is done efficiently and
effectively.
Things to take into account when organising workflow include:
How long each individual task should take
Recognition of staff needs and award requirements such
as breaks
The number of people to best achieve a result or task
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A flowchart is particularly useful if the work process involves some decision points, as the
flowchart shows the appropriate path to take at each point.
An example of this is a hotel guest reservation system:
Yes No
Acknowledge this Capture contact details
Check existing details are correct Make booking
Confirm details Take booking
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It is also worth thinking about how you like to receive orders or requests from others.
Essentially, staff must be treated with respect and you must be fair in the work you
delegate by sharing it around amongst the entire staff and not appearing to victimise an
individual or group.
When delegating you may run up against problems such as:
Age differences – where you as a younger person are
trying to delegate to an older person
Experience differences – where you as a relative new-
comer to the industry are trying to delegate to an old-
hand
Gender issues – where the opposite sex takes exception at you trying to “tell them
what to do”.
The basics remain the constant – treat people with respect, explain your requirements,
solicit questions and answer them truthfully. Thank people for their cooperation.
It is better sending time motivating and training staff, than just giving orders.
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Provide the necessary encouragement, training and support – this means you don’t
just throw them in at the deep end and hope for the best
Inform other staff of the delegation before the delegated
work has started – this makes sure everyone knows what’s
going on, and provides a basis of legitimacy for the person
to whom the work is delegated
Review progress at agreed times – so both you and the
person to whom the work has been delegated knows
everything is progressing satisfactorily. It also gives the staff member a formal chance
to ask questions and share experiences
Be available for questions and queries at all times – staff who have agreed to take on
additional duties must never feel they are on their own or they have been ignored. It is
vital they know they can contact you at any time with any question. No matter how
trivial it may seem. This on-going support, just being there if needed, is fundamental to
any delegation.
Managers should also be aware the way they delegate to other staff will be noticed and
monitored by those above too. Suitable and appropriate delegation will be seen as a
positive, whilst constant and trivial delegation will be seen for what it is.
Principles of delegation
By way of providing a summary of the above, the principles of delegation relate to:
Knowledge of team strengths and weaknesses – who is good at what? Who wants to
be challenged and extended? Who prefers just to do what they have always done?
Knowledge of context-specific factors such as resource constraints, organisational
goals, legal requirements and company policies and
procedures
Self- knowledge – about your ability to communicate and
motivate staff, about how well you know the needs of the
customers and the property, about how well you trust your
staff
Evaluation – to determine how effective the delegation has
been, if it should occur again and to learn the lessons
contained ion that delegation experience.
When handled correctly, delegation can be a very beneficial development tool for all
people involved in a hospitality organisation.
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Staff appraisals
In many organisations staff appraisals are an ongoing Standard Operating Procedure
while in others they are undertaken only where there are indicators of problems.
These should not be undertaken unless there were originally some definite objectives and
timelines set for staff to achieve and unless these were agreed to.
It is advisable to nominate, in advance, when this appraisal will take place so staff are well
aware it is going to take place, they know it has been planned for and it will be treated and
taken seriously.
Appraisals that ‘just happen’ are not well regarded by staff, and
are even less favourably considered by other managers.
The fact that staff appraisals should have been mentioned at
the staff interview and again during the Induction and
Orientation so workers know it is a standard part of working in
the venue.
When the set date and time for the appraisal are nearing it is worth reminding the staff
member concerned.
You should arrange a quiet and private space, free from interruptions and distractions for
the appraisal.
The meeting should be friendly and informal. It is an exchange and sharing of information,
compared to a top-down event where managers ‘tell’ staff.
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As an opening gambit ask the staff member how they think they are going in relation to
their goals. This a good way of letting them have the first say if they believe their
performance has been below expectations.
It is a good tactic because it is them who are verbalising the bad news, not you.
Allow the meeting to take whatever course is necessary providing the general focus is on
the staff member’s performance. You can expect the following to be covered:
Overall feeling of personal performance
Reasons why targets were or were not attained
Relationships with other staff which appear to be
beneficial or a hindrance
Problems with equipment and process
Timelines for work giving rise to problems
Problems with patrons
Resourcing issues.
Where a problem is identified by the staff member, your role is to collaboratively identify
remedial action to be taken to resolve the issue. Solutions may include allocating more
time, more resources, training, job sharing, or mentoring.
Always work towards getting the staff member to agree with the plan of action decided on,
so as their commitment to the solution is enhanced. Never try to simply impose a solution
on the person.
Try not to dominate this discussion. The perfect meeting is one where the staff member
does most of the talking and feels comfortable sharing examples of failing to achieve a set
target. A meeting dominated by the manager runs the risk of sounding like a lecture, and
resulting in anti-management sentiment.
Often, staff come to their own solutions when encouraged to talk things through.
This meeting is also an opportunity for you as manager to share your views on how the
worker is progressing.
You may have information about:
Compliments and complaints from patrons
Compliments and complaints from other workers
Instances – specific in nature, not vague
generalisations. For example where you have
observed noncompliance with procedures
Specific examples of outstanding work performed.
The review also provides you with a great chance to talk one-on-one and share further
information such as up-coming events, emerging issues, promotional opportunities,
operational problems, their attitude to delegation of work and so on.
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Feedback
Feedback may be seen as the on-going verbal and non-verbal support provided to staff
as they seek answers to the perpetual question “How am I going?”
Verbal responses include answers to both asked and implied questions with statements
such as “Looks like you’ve got the hang of that pretty well”, “Well done”, “Looking good”,
“Good job”.
Non-verbal responses can include a smile or grin, a nod, a silent hand clap, a physical pat
on the back, the thumbs up sign or making a circle with the thumb and the forefinger.
Managers realise it is feedback that turns a monologue into a dialogue. Without feedback
staff may as well be talking to themselves.
Naturally where negative feedback needs to be done, it
should be communicated in a sensitive and empathetic
fashion, usually in private. Any negative feedback must
concentrate wholly on actions and not blur into including
the personality of the staff member concerned. It is
important to just stick to the demonstrated facts.
Negative feedback is best delivered using a technique
called the ‘Positive-Negative-Positive’ sandwich.
This means you say something positive about the staff member’s performance, deliver the
negative feedback and close again on a positive note.
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For example: “I’m very happy with the way you are working as part of the team and
helping others out when they need it, however I think there is room for improvement in the
XYZ area but overall you are working well and making a valuable contribution to the
department’s performance”.
Coaching
Coaching can be seen as a process of providing information, including feedback, to an
employee.
The purpose of coaching is to reinforce and extend knowledge and skills developed
through other training.
The principles of coaching are:
Involvement
Employees should be encouraged to participate actively in coaching
sessions. In this context this means they should be encouraged to
prioritise their own workloads, giving reasons, explanations and
justifications for what decisions they arrived at.
Active learning is a cornerstone of any adult coaching. People learn
more and more effectively if they are actively engaged in ‘doing it’.
Besides, where you simply prioritise the workload for the staff member
what have they actually learned? Next time they have a problem
prioritising, they’ll just come back to you and expect you to do it for
them.
Also, the more active an employee is in appraising problems, issues, situations, demands
or scarce resources for themselves and outlining possible courses of action, the more
committed they will be to the identified solution.
Understanding
There must be mutual understanding of the topics being discussed, and the tasks being
prioritised.
Coaches must describe and explain the context of the prioritisation, together with any
attendant reasons and workplace imperatives. Staff must be made aware of the full story
before they can be expected prioritise effectively.
Your job as manager is to provide information and context,
not to keep factors hidden from staff.
Too many managers set their staff up for failure by failing to
communicate fully all the aspects of the situation under
consideration. Managers can be expected to have, to see
the ‘big picture’ and they must pass this on to staff, not hold
onto it such as “I know a secret – but I’m not telling!”
An excellent way of ensuring mutual understanding exists is to get the employee to define
the problem in their own words, and to describe the proposed solution in their own words.
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Listening
The coach must do more listening than talking.
Staff will often have questions, worries, issues or suggestions
and an effective coach will listen not only to what is being
verbally expressed but also to the hidden sub-text beneath the
spoken word.
Effective coaching will be achieved when both spoken and hidden doubts of staff are
addressed. To this extent coaching requires you to be a bit of detective and uncover that
which is not readily seen, the doubts, worries and concerns all staff are going to have
from time-to-time especially in their early years.
Coaching, then, is aimed at bringing about desired changes in
the actions and attitudes of employees. In this case, being able
to prioritise their work. In many hospitality situations, a change in
attitude can be as important than a change in skills or
knowledge.
Many staff will function better when they feel the confidence of knowing they can
determine their own future to some extent. Being able to set personal priorities is very
much a part of this as it gives staff some flexibility in determining their own path at work,
rather than having everything they do determined by someone else all the time.
Coaches or managers may achieve this change by using one of the following approaches:
Changing the situation
The manager may:
Change their behaviour patterns or style of leadership, to
better suit the employee under consideration. Some staff
prefer a democratic leader, and many prefer the definitiveness
of an autocrat
Change the conditions of the work situation – altering the
workplace so it is more conducive to work by making it safer,
making it less noisy or smoky, adjusting the lighting, air
conditioning, introducing security staff.
Changing the employees’ perception of the situation
This is done by ensuring the employee is informed about company objectives, problems,
and other matters of interest. Managers may also need to point out to certain staff at
certain times exactly what the benefits of their jobs are.
Sometimes staff can lose sight of all the good things that flow from working where they do
and a bit of a reality check can help them put things into more of a realistic perspective.
It is often said the only reality is someone’s perception. The same situation can be viewed
perceived or quite differently by two different people.
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There can be many reasons why you can’t guarantee a smooth and trouble-free workflow
from your unit:
There is actually too much work to do
There are problems in other areas or outside the organisation which
are impacting on your unit’s work
There are unreasonable demands on your unit
Your staff have not been provided with the necessary training to do
their job effectively and efficiently
Wrong staff have been hired or engaged in the first place
You have equipment breakdowns.
In these instances, after you have tried to work through these issues as best you can with
the staff and resources you have, it will be necessary to advise management.
It is best to notify them as opposed to having them learn of the matter by themselves.
The following are tips on how to notify senior management about staffing needs:
Choose an appropriate time to do it – strategically select a time rather than just blurt it
out at random, or at some inappropriate time and location
Decide whether to communicate what you have to say in private,
or at an arranged meeting, in writing, or both
Be very, very clear about what the problem is, and what the
needs are – specify the location, the number and type of staff
needed
Spell out in detail how you have tried to addressed the issue –
such as changing rosters, multi-skilling, restricting service etc.
If possible, come up with recommendations to address the situation – this is a plan
showing your recommended response to the identified situation.
Whilst you need to take care not to jump the gun and ‘push the panic button’, it is wise to
take this remedial action as soon as a problem is definitely identified.
Very few situations will fix themselves, or improve without any outside interference.
The advice to act quickly if there is a problem is sound advice in the vast majority of
cases.
In addition, realise the benefit of asking staff about the problem, and seeking their input as
to what can be done to repair the situation. But be advised, if you do ask staff for their
opinion and recommendations, you have created the expectation you will follow their
advice.
This means if you don’t follow their suggestions, you are obliged to
explain why you didn’t.
To conclude, managers must be consistent in their dealings with
staff and problems, and fair in their treatment of staff. Staff will
watch the manager to see how they react and to note what they do.
A manager who is prepared to get in and are willing to ‘get their hands dirty’ will quickly
gain the respect of their staff and greatly enhance their workplace credibility.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer.
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
2.1 To fulfil the requirements of this Work Project you are asked to research how to
schedule work in a manner that enhances efficiency and customer service quality
including:
2.2 To fulfil the requirements of this Work Project you are asked to research how to
delegate work to appropriate people in accordance with principles of delegation
2.3 To fulfil the requirements of this Work Project you are asked to research how to
assess progress against agreed objectives and timelines including:
2.4 To fulfil the requirements of this Work Project you are asked to research how to assist
colleagues in prioritization of workload through supportive feedback and coaching.
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Summary
Plan and organize workflow
Schedule work in a manner that enhances efficiency and customer service quality
Your role as manager
Motivating staff
Workloads
Schedule workloads
Prioritising work
Assisting staff to prioritise their own work
Organising workflow
Delegate work to appropriate people in accordance with principles of delegation
Delegating tasks to staff that are part of their duties
Delegating some of your own duties to staff
Principles of delegation
Assess progress against agreed objectives and timelines
Assessing workflow and progress during work
Staff appraisals
Assist colleagues in prioritization of workload through supportive feedback and coaching
Feedback
Coaching
Advising management on staffing needs.
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Manage workplace operations
Element 3: Maintain workplace records
Element 3:
Maintain workplace records
3.1 Complete workplace records accurately and
submit within required timeframes
Introduction
Workplace records are an important part of any work environment
and should be accurately maintained within the required
timeframes.
There can be severe legal and financial implications if records are
not kept as required, are inaccurate, are incomplete and/or are not
kept up-to-date.
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The essentials
The manager of a work area is unlikely to personally attend to all of the records in their
work area.
But they are accountable for their accuracy.
For this reason, a manager must be prepared to delegate such tasks and have a system
for regularly monitoring such records.
Staff may be given required to complete records such as:
Time sheets
Requisitions
Internal transfers
Requests for maintenance
Daily takings sheets.
Delegating authority and responsibility for completion of such records involves:
Finding the appropriate person to do the job
Making sure the person is capable or trained to take on the task
Ensuring confidentiality is maintained at all times
Training the person in the tasks required
Monitoring the process on a regular basis.
Monitoring may include:
Regular visual inspection and checking of records
Signing the records to authorise them or indicate they have
been checked and approved
Comparing the records kept with actual workplace
occurrence – to ensure the records accurately reflect
workplace practice and events.
It is a wise manager who defers delegating record keeping tasks
until they themselves understand and appreciate all aspects of
the job in question.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer.
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
3.1 To fulfil the requirements of this Work Project you are asked to research how to
complete workplace records accurately and submit within required timeframes
including:
3.2 To fulfil the requirements of this Work Project you are asked to explain how to, where
appropriate, delegate and monitor completion of records prior to submission including:
The essentials.
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Summary
Maintain workplace records
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Element 4: Solve problems and make decisions
Element 4:
Solve problems and make decisions
4.1 Identify workplace problems promptly and
analyse from an operational and customer
service perspective
Introduction
Problem solving and decision making are two key tasks of any manager.
The ability to deal quickly and effectively with workplace problems are standard ongoing
requirements for any manager and will be a significant indicator of your effectiveness.
Problems
The very nature of problems is that they are often unexpected and they seem to come at
the worst of times, such as when you are busy, short staffed or dealing with another
problem.
They can show up in many ways, for example, as:
Complaints
Poor staff performance
Failing equipment
Orders not being processed as required, within set timelines
Stress
Staff absenteeism
Decreases in takings and patronage.
An experienced manager recognises dealing with these issues as they arise and before
they fully develop is what makes good management.
Solutions
A solution to a problem has the best chance of succeeding if:
It is made early on when the problem first surfaces
It includes those who are directly involved, or the reasons
for the decision are explained to those who are not directly
involved. This is yet another example of the importance of
communication throughout the department in an on-going
and honest way
It is clear and unambiguous
It is in-line with stated organisational goals
It aligns with organisational policies, vision, values etc
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Customer is kept waiting for a table for over Complimentary drink or meal
10 minutes
Food or drink is spilled on a customer and Offer to pay for dry cleaning of garment;
the customer hasn’t contributed to this in complimentary meal
any way
Non-programmed decisions are those where the person responsible uses their judgement
and discretion to make a decision within agreed boundaries or scope of authority.
This may happen for a problem that has not come up before, where the circumstances
are different or where there are other contributing factors.
Making a judgement about what to do is made easier with experience, but there are some
guidelines to help:
Look at each situation carefully, considering its specific
circumstances. Never rush into a decision and don’t be pressured
into making a rushed decision. Often, situations are not what they
first appear to be
Think of the implications of any decisions you make. For example,
is it going to be seen as setting a precedent? Will it cost too much?
Who will it affect? Is it legal or otherwise acceptable?
Make sure you are authorised to make the decision. Do you need to
check with someone else first? Do you need to refer the decision on
to someone else?
Ask yourself as objectively as possible, whether the decision is fair and justifiable?
Check whether the decision fits with organisational objectives and mission
Remember, there is often more than one acceptable solution to a problem. Spend a
bit of extra time looking for second and third alternative as opposed to the one you
initially think of.
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Making a decision
Factors to consider when making a decision are:
Who will be involved in the decision making process
How acceptable the decision is to all relevant parties – customers, staff and
management
The impact of the decision – immediately and in an
ongoing way
The cost of the decision and whether you have the
resources to implement it
Whether your decision is likely to fix the real problem or
just cover it up.
Convey the decision to relevant parties
It is important to convey the decision to all relevant parties, together with an explanation
of the reason for the decision.
In particular, it helps to provide an explanation if a change is being made.
Sometimes it is best to provide this information in writing as well as in person.
Reviewing the decision and making adjustments as necessary
It is important to build in a review process.
This involves checking to see if there has been an improvement to the original problem.
If not, you might have to look at another option.
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Where the above exists there is a need to do some long term planning.
To seek a particular figure in terms of occurrence of the problem may not be instructive –
is once a week or twice a month be enough?
It is difficult to set this type of figure because such an orientation fails to take into account
all the other possible related factors. For example, you would definitely want to undertake
long term planning for some event that only occurred every two years but had the
potential to cost the hotel substantial money, inconvenience regular guests, require an
extra 100 staff short term whilst only generating small profits?
The key then is to first identify the problems which warrant or merit long term
consideration. To do this, draw up an all inclusive list which includes every single thing
that you realistically expect to be a problem. Then arrange a time to meet with senior
management to discuss it.
Seek their advice and be guided by them.
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Determine the costs involved in the problem – at this stage consider the costs of doing
nothing compared to taking some form of action
Integrate the loss from the problem into the overall operation, profitability and viability of
the operation. What will be the long-term result of doing nothing? Is it operationally a
considered and viable solution to do nothing about this problem?
List all possible solutions.
When a set of possible of solutions have been established, they need to be investigated
for action.
Those involved will depend on the problem but may include customers, other managers,
owners, suppliers, partners, staff and officials from various government authorities.
The point being these people should be involved from the outset, not simply notified of
your decision or become aware of it on their own accord.
The critical point at this stage is to think through all the
possible long term impacts of the solution and to attach
figures to these responses.
It is a simple fact of business everything costs money and
most decisions are made on the basis of some cost-benefit
analysis.
When these investigations have been done, some method of
reporting back needs to be undertaken. This can be a verbal address at a meeting of
those concerned, and written reports outlining research and investigation undertaken,
describing other related implications and issues, and costing proposals.
In many cases, there will be a requirement to make a recommendation, that is, to pick one
of the alternatives and promote it.
This requires you as the manager to explain why the other options aren’t viable, and why
the one you have selected is indeed the best choice.
Where the problem concerned does not require you to rush in to a decision, the best
advice is to spend time doing your research and discovering everything possible about
the issue.
You cannot have too many facts at your fingertips. You
need to be able to defend your decision, especially if it turns
out to be a bad one, by referring to the large amount of
supporting and indicative material you researched and
assembled.
It is also a wise plan to try to get other senior people to
agree with your intention before making it a
recommendation. Even better if a committee comes to the
decision.
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Timing
Usually a time for monitoring or reviewing progress is made at the same time the decision
is taken.
This time and date is diarised electronic or paper-based diary with a meeting sometimes
held with relevant stakeholders.
This meeting simply seeks to determine whether or not the recommended action has
been implemented is working as anticipated.
Sometimes the need for follow up action is notified by computer
which flags when a certain item requires attention. This can occur
when a pre-specified level is met. This level may be a certain
number, a set percentage, a nominated amount of sales, a given
dollar amount or percentage over or below budget.
The computer may also generate a report or create some form of
warning to notify you attention is required.
The meeting should not be seen as a witch hunt, or as an
opportunity to start laying the blame at anyone’s feet if things are not progressing
smoothly.
The intent is simply to verify things are on track, or to identify if and where they are not.
Where things are not proceeding as planned, this session is doing its job. It is highlighting
something needs more attention.
Managers should note the need for follow up action can be delegated to someone else.
Where the review shows things are on track, and proceeding as expected, you may well
decide to feed this positive information back to those who helped make the decision. It is
always useful to be able to pass on some good news wherever possible.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer.
You must submit documentation, suitable evidence or other relevant proof of completion
of the project to your Trainer by the agreed date.
4.1 To fulfil the requirements of this Work Project you are asked to research how to
identify workplace problems promptly and analyse from an operational and customer
service perspective including:
Problems
Solutions
Programmed and non-programmed decisions
Steps in problem solving.
4.2 To fulfil the requirements of this Work Project you are asked to research how to initiate
corrective action to resolve the immediate problem where appropriate including:
4.3 To fulfil the requirements of this Work Project you are asked to research how to
encourage team members to participate in solving problems they raise
4.4 To fulfil the requirements of this Work Project you are asked to research how to
monitor the effectiveness of solutions in the workplace
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Summary
Solve problems and make decisions
Identify workplace problems promptly and analyse from an operational and customer
service perspective
Problems
Solutions
Programmed and non-programmed decisions
Steps in problem solving.
Initiate corrective action to resolve the immediate problem where appropriate
Reasons for short-term action
Need for long-term action
Suggestions for long-term action.
Encourage team members to participate in solving problems they raise
Dealing with problems raised by a team member.
Monitor the effectiveness of solutions in the workplace
Timing.
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Presentation of written work
2. Style
Students should write in a style that is simple and concise. Short sentences
and paragraphs are easier to read and understand. It helps to write a plan
and at least one draft of the written work so that the final product will be
well organized. The points presented will then follow a logical sequence
and be relevant. Students should frequently refer to the question asked, to
keep ‘on track’. Teachers recognize and are critical of work that does not
answer the question, or is ‘padded’ with irrelevant material. In summary,
remember to:
Plan ahead
Be clear and concise
Answer the question
Proofread the final draft.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If
work is word-processed, one-and-a-half or double spacing should be used. Handwritten
work must be legible and should also be well spaced to allow for ease of reading. New
paragraphs should not be indented but should be separated by a space. Pages must be
numbered. If headings are also to be numbered, students should use a logical and
sequential system of numbering.
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Presentation of written work
Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
The student’s name and student number
The name of the class/unit
The due date of the work
The title of the work
The teacher’s name
A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it
can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a
student were to write ‘A nurse is responsible for the patients in her care at all times’ it
would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Host/hostess Host
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Recommended reading
Recommended reading
Davidoff, Donald M; 1993 (1st edition); Contact: Customer Service In The Hospitality and
Tourism Industry; Prentice Hall
Ford, Robert; 1999 (1st edition); Managing the Guest Experience in Hospitality; Delmar
Cengage Learning
Ford, Robert C, Sturman, Michael C, Heaton, Cherrill P; 2011 (1st edition); Managing
Quality Service in Hospitality: How Organizations Achieve Excellence In The Guest
Experience; Delmar Cengage Learning
Gillen, Terry; 2001 (Lslf edition); The Performance Management Activity Pack: Tools for
Building Appraisal and Performance Development Skills; AMACOM
Johnston, R & Clark G, 2008 (3rd Edition); Service Operations Management; Pearson
Education
Kusluvan Salih; 2003 (1st edition); Managing employee attitudes and behaviours in the
tourism and hospitality; Nove Science Publishers, New York
Lashley, Conrad, Morrison, Alison; 2001 (1st edition); In Search of Hospitality (Hospitality,
Leisure and Tourism); Butterworth-Heinemann
Martin, William B: 2001 (1st edition); Quality Service: What Every Hospitality Manager
Needs to Know; Prentice Hall
Mill, Robert Christie; 2011 (3rd edition); Resorts: Management and Operation; Wiley
Mohinder, Chand; 2009 (1st edition); Managing Hospitality Operations; Anmol Publications
Pvt Ltd
Noe, Francis P; 2010 (1st edition); Tourist Customer Service Satisfaction: An Encounter
Approach (Advances in Tourism); Routledge
Ninemeier, Jack; 2005 (1st edition); Restaurant Operations Management: Principles and
Practices; Prentice Hall
O'Fallon, Michael J.; 2010 (5th edition); Hotel Management and Operations; Wiley
Sturman, Michael C; 2011 (1st edition); The Cornell School of Hotel Administration on
Hospitality: Cutting Edge Thinking and Practice; Wiley
Walker, John R; 2008 (5th Edition); Introduction to Hospitality; Prentice Hall
Vallen, Jerome & Gary; 2010 (8th edition); Check-In Check-Out: Managing Hotel
Operations; Prentice Hall
Zeithaml, Valarie A; 2009 (1st edition); Delivering Quality Service; Free Press
© ASEAN 2012
Trainee Manual 73
Manage workplace operations
Recommended reading
© ASEAN 2012
74 Trainee Manual
Manage workplace operations
Trainee evaluation sheet
© ASEAN 2012
Trainee Manual 75
Manage workplace operations
Trainee evaluation sheet
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© ASEAN 2012
76 Trainee Manual
Manage workplace operations