ASSESSMENT 1– Questioning

Answer the following questions

Q 1. The process of monitoring work operations is often broken down into six stages. Name 3 of these.

 Arranging and planning – objective setting and concluding how to accomplish those objectives

 Organizing – allotting and masterminding the arranged assignments to be finished

 Staffing – putting together sufficient staff and the right staff to complete the errands

Q 2. Monitoring the expected service provisions of your staff is an important part of a frontline
supervisor’s job. How often should this be done?

 Observing work ought to be a ceaseless cycle, as opposed to an occasional survey. This reality
ought to be put forth for all staff during their enlistment cycle. It ought to from an ordinary piece
of your obligations as an administrator.

Q 3. Once workflows have been established, what should you do to determine whether the workflows
you have implemented are in line with achieving organisational goals?

 Observing the interaction

 request feedback
 assessing the outcome.

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Q 4. List 3 ways to identify quality problems with your service.

 Preparing
 Behavior
 Productivity.

Q 5. ‘In house training’ is one example of a process or system which you may need to make adjustments
to resolve quality issues. List 4 other processes or systems from your industry.

 Improving manageability of activities

 Improving monetary supportability

 Improving ecological maintainability

 Improving social supportability

Q 6. How can encouraging a culture of open communication and innovative thinking help you improve
efficiency and service levels?

 This resembles a talk; it can carry out more thoughts with how to serve distinctive foundation
clients; make an open, decentralized authoritative design
 circle back to thoughts from clients and representatives
 endure disappointment
 support trial mentalities
 energize upgrades in your business.

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Q 7. List 3 ways to identify current and emerging trends in your industry.

Composed materials including reference books, exchange magazines, papers, applicable bulletins and
handouts

Web

 Conferences and classes

 Product dispatches

Q 8. Sustainability is usually associated with the environment;however, it can also refer to the operations
of a business. Other than environment, what are the 2 other areas of operational sustainability? 

 Keep development that can keep new pieces of clients

 Minimize the waste and cost

Q 9. What is the purpose of having a logical, well defined workflow?

 The productivity of your tasks will go far to deciding the measure of pay you can make;

 Having an exceptionally adequate, smoothed out activity implies that expenses are limited and
the measure of time and exertion spent on keeping clients glad is boosted;

 A wasteful activity will bring about heightening expenses, disarray and helpless client care.

Q 10. List 3 business benefits of having an efficient and effective workflow?

 Utilizing every one of the accessible assets at the proper occasions

 Doing the work in a convenient, proper style

 Keeping up consistency in item and administration quality

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Q 11. ‘Considering the task to be delegated’ is the first step in the delegation process. List 3 more steps in
delegating work or job tasks to staff.

 Clarify the assignment, why, when, and why the undertaking ought to be done in an indicating
way

 Give preparing and exhibition, as required

 Constantly check if the representative has any inquiries and urge them to pose to questions

 Give them certain input

Q 12. A Gantt chart can help you monitor your workflow progress against timelines to a help ensure
objectives are being met on time. List 3 things you need to do to develop a Gantt chart.

 Stage 1: Begin in view of a venture or activity.

 Stage 2: Assess the current arrangement for this venture set up.

 Stage 3: Determine which assignments are reliant on each other.

 Stage 4: Compile your undertaking time spans in a Gantt graph format.

 Stage 5: Add extra data, responsibility, spending plan, depiction, and so on

Q 13. Coaching and mentoring staff can help them prioritise their job tasks and workload. Name 3
functions of coaches or mentors.

 Facilitator or Guide - Being a guide or a facilitator, the mentor assists the individual with getting
mindful of the inside issues and happenings inside the association and decipher the "unwritten
standards" that might be vital to the student.

 Educator or Teacher - As an educator or instructor, the mentor should teach the individual with
the correct abilities and confer the information expected to play out the work productively. The
mentor should likewise be proficient in showing these abilities and information.

 Coordinator and Planner - The mentor or guide is generally answerable for setting up the plans
and exercises required for instructing.

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Q 14. ‘Giving credit where credit is due’ is one effective way of providing feedback and guidance to your
staff. List 3 other examples.

 Become more acquainted with them – like family circumstances, an interest of every one of your
staff individuals.

 Award them actually – by understanding what sort of remuneration is alluring for every one of the
part staff;

 Give them adaptability - It is vital to pass judgment on your staff on their results instead of the
time spent at work.

Q 15. You must keep management informed if the workflow you have designed impacts on staff. What are
2 possible impacts implementing a new workflow may have on staffing requirements?

 Change in some random things

 Change in schedule

Q 16. List 5 aspects of staff behaviour or productivity that you should monitor.

 Quality of work
 Quantity of work
 Accurate to details
 service
 Teamwork

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  Q 17. What are 4 common signs that there may be some performance problems or issues you
might need to deal with?

 Non-appearance

 Time squandering

 Lateness

 Diminished efficiency

 Awful relationship

Q 18. How can simply sharing what you know to staff members improve the performance of the business?

 Assemble the gathering;

 Express the issues

 Permit everybody to recommend thoughts, arrangements, and enhancements

 Examine, dissect, test and improve the ideas

Q 19. Brainstorming is a fantastic way of creating, developing, challenging and testing ideas. List 3 ways
you can make sure your brainstorming sessions are effective.

 Be positive

 Make varieties

 Generate bunches of thoughts

 Don't hurry to judgment

 Don't limit what you can say

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Q 20. List 3 types of administration documents or workplace records you might need to complete and
submit in your industry.

 Staff records

 Execution reports

 Preparing subtleties by operational region

 Pay and extra time installments

Q 21. List 5 types of customer service related problems from your industry that would require your
attention as a supervisor.

 Misconception clients need

 Non—grin client care

 Enjoy anything the client desires

 Not utilizing affable ways

 Contending noise with client

Q 22. List 5 common management problems or issues that you as a supervisor, may deal with on a regular
basis.

 Troublesome client support circumstance

 Breakdown and disappointment of hardware

 Spending fluctuations

 Insufficient preparing

 Administration conveyance disappointment

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Q 23. Consider the following scenario.

A customer arrives to find that you have no record of a booking he claims he made with one of your staff
members several weeks ago.

What is a possible short-term action you could take to resolve the problem?

 Make conciliatory sentiments to client first, at that point check on the off chance that we actually
have accessible table for them, orchestrate them quickly, serve them on individual, offer them
free entrée or treat.

Q 24. Considering the previous scenario.What is a possible long-term action you could take to resolve the
problem?

 Discover the conceivable explanation of losing the track of booking, request input of the issue of
the reservation framework, and gathering the improvement thoughts, making the improvement
to the reservation framework straightaway.

Q 25. What is the advantage of involving staff in the decision-making process?

 The entire is consistently more noteworthy than the amount of its parts;

 Groups can concoct various methodologies that an individual might not have considered.;

 The probability of choices or arrangements being acknowledged is expanded;

 If the individual who is influenced by the choice are associated with critical thinking, at that point
they will as of now comprehend the issues included when it comes time to execute the
arrangement.

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Q 26. When a staff member raises a problem with you, write 2 questions you could use to encourage
them to help solve the problem.

 Who can say for sure what is happening here?

 What are you attempting to do?

Q 27. How often should you review decisions you have made to see if they are still effective?

 As indicated by the size of the business, the audit can be a formal or casual premise, it is simpler
for an independent venture to sort out an offhand survey and meeting to generate new ideas
than it is for a bigger business.

Q 28. Give an example of industrial awards or conditions in your industry, that may affect how you roster
staff, etc.

 Hotel Manager/Resident Manager of the Year

 Chief Engineer of the Year
 HR Manager of the Year
 Executive Chef of the Year
 F&B Manager of the Year
 Executive Housekeeper of the Year
 Procurement Manager of the Year
 Front Office Manager of the Year
 IT Manager of the Year
 General Manager of the Year
 Upper Upscale General Manager of the Year
 Upscale General Manager of the Year
 Midscale General Manager of the Year
 Budget/Economy General Manager of the Year

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Q 29. Name a website could you use as a reference to check the awards and conditions of your workplace.

 http://www.asean.org/ >

 http://www.exforsys.com/ >
 http://www.aib.edu.au/ >

 http://www.dpme.gov.za/ >

Q 30. For your department and your industry, list 4 job positions, and briefly describe the tasks and
requirements of each position. 2 of the positions must be management positions within your sector (the
positions must differ from the examples provided below)

For example:

Position Tasks and Requirements

F&B Manager Oversees bookings, training, budget, orders beverages
Restaurant Supervisor Ensures correct restaurant setup, service standards
Head Waiter Looks after sections of the restaurant

 Kitchen staff- run of the mill exercises may incorporate essential food planning, cleaning the
kitchen, washing cutlery and dishes, setting tables, and helping the culinary specialists or cooks
with different assignments.

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  House keeping employee- regular duties will
incorporate tidying up visitor rooms, re-loading rooms before another visitor checks in, cleaning
latrines, and washing bedding and other lodging clothing.
 Revenue manager- Income the executives includes augmenting the income that comes into a
lodging and advancing monetary outcomes.
 IT manager- at long last, perhaps the most specialized inn positions is that of the IT supervisor,
who assumes liability for dealing with the lodging's IT frameworks, organizations, and cycles.
Duties here may go from guaranteeing booking frameworks are operational, to overseeing and
streamlining the lodging's network safety, and keeping up information insurance principles.

Q 31. List 4 principles of time management.

 Planning
 Organizing
 Checking
 Summing up

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