Professional Documents
Culture Documents
Subject Guide
Issued: 2013
1. Scheme of work 1
2. Sources 7
2.1 Recommended sources 7
2.2 Additional sources 7
3. Course outline
3.1 Rationale 8
3.2 Course Outline 8
4. Course objectives 9
4.1 Specific Outcomes 9
4.2 Critical cross-field outcomes 10
5. Assessment structure 11
5.1 Portfolio of work 12
5.2 Final Examination 12
5.3 Pass mark and pass with distinction
5.4 Attendance Policy 12
7. Review Questions 31
The International Hotel School Hospitality Today an Introduction
103 – Seventh Edition
1. SCHEME OF WORK
WK2 Chapter 3 – HOSPITALITY CAREERS 47 3 CAREER ASSIGNEDTO EACH STUDENT, RESEARCH ON EACH
JOB TITLE – JOB DESCRIPTION AND JOB SPECIFICATION
1. Hospitality Today
GUEST SPEAKER- PAST STUDENTS AND FULFILLMENT OF
2. Careers in the Hospitality Industry
EXPECTATIONS
3. Career options
4. Looking for a job
WK3 Chapter 7 – HOTEL ORGANISATION 187 2 GROUP WORK- EACH GROUP TO PRESENT A DEPARTMENT –
DUTIES, DIFFICULTIES AND EXPERIENCES.
1. How is a Hotel Organized
RESEARCH TASK: DISABLED GUESTS
2. Revenue Centres
3. Cost Centres
4. Compliance with the ADA
5. Control Systems
WK3 Chapter 9 – AN INTRODUCTION TO 259 2 GUEST SPEAKER FROM ICC- WORK IN PAIRS TO COME UP
THE MEETINGS INDUSTRY WITH QUESTIONS AND ANSWERS.
1. Types of Meetings FLASHCARDS
2. The Role of Civic and Government
Organizations
3. Where Meeting are Held
4. The Meeting Planning Process
5. Meetings Industry Careers
WK4 Chapter 10 – FLOATING RESORTS: THE 281 2 GUEST SPEAKER FROM CRUISE LINE
CRUISE LINE BUSINESS
1. Early Cruises
2. The Birth of Modern Cruising
3. Cruise Ship Organization
4. Seabourn: A Case Study in Quality
Management
WK6 Chapter 13 – MANAGING HUMAN 377 2 GROUP DISCUSSION – PROBLEMS IN THE INDUSTRY THAT
RESOURCES STAFF MAY HAVE
1. Labour Trends
2. Human Resources Programs
WK7 Chapter 15 – HOW MANAGEMENT 447 2 GUEST SPEAKER – From a management company
COMPANIES MANAGE HOTELS
1. Why Management Companies Exist
2. The Evolution of Management
Companies
3. Management Contracts
2. SOURCES
Angelo & Vladimir. (2010). Hospitality Today- An Introduction, 7th edition. Educational Institute of
the American Hotel & Lodging Association: Lansing
http://www.ei-ahla.org/academic
www.hotelandrestaurant.co.za
www.hospitalitynet.org
www.ih-ra.com
www.ehotelier.com
www.hotelresource.com
www.google.com
The Restaurant and Hotel Magazine
www.restaurantowner.com/
www.celebritycruises.com
www.ncl.com
www.carnival.com
www.msccruisesusa.com
www.cruisedirect.com
www.humanresources.about.com
www.business-ethics.com
www.ehow.com
www.surveysystem.com/sdesign.htm
www.surveymonkey.com
3. COURSE OUTLINE
This course takes a management perspective in introducing students to the organization and
structure of hotels, restaurants, clubs, cruise ships and casino hotels. There are chapters on
business ethics, franchising, management contracts and areas of management responsibility such
a human resources, marketing and sales and advertising
(http://www.ei-ahla.org/academic/syllabus.asp?id=36&area=7)
PART 1: INTRODUCTION
• Service makes the difference
• The Travel and Tourism Industry
• Exploring Hospitality Careers
4. COURSE OBJECTIVES
1. Define "service" and summarize how service businesses differ from manufacturing
businesses.
2. Summarize reasons people travel and describe travel trends and types of travel research.
3. Describe in general terms the makeup and size of the lodging and food service industries
and identify advantages and disadvantages of a career in hospitality
4. Describe in general terms the size of the restaurant industry and list restaurant industry
segments.
5. Give examples of guest menu preferences in various parts of the United States and the rest
of the world, describe menu categories, and summarize the importance of menu design
and menu pricing.
6. Explain various ways hotels can be owned and operated, distinguish chain hotels from
independent hotels, and explain how hotels can be categorized by price.
7. Distinguish a hotel's revenue centers from its cost centers.
8. Compare equity clubs with corporate or developer clubs.
9. List and describe types of meetings typically held in lodging facilities.
10. Explain how a cruise ship is organized and describe the development of the cruise industry.
11. Summarize the history of gaming and describe casino hotels and casino operations.
12. Describe the basic tasks of managers and trace the development of management theories.
13. Identify current labor trends affecting the hospitality industry and describe elements of a
good human resources program.
14. Distinguish marketing from selling and explain how a marketing plan is developed.
15. Explain why hotel management companies came into existence and describe elements of a
typical hotel management contract.
16. Describe types of franchises and explain how franchising works.
17. Give examples of different viewpoints concerning morality, contrast deontology with
utilitarianism, and explain the concept of ethical relativism.
(http://www.ei-ahla.org/academic)
1 Identifying: Identify and solve problems in which responses display that decisions
using critical and creative thinking have been made.
2 Working: Work effectively with others as a member of a team, group,
organisation, community.
3 Organising: Organise and manage oneself and one’s activities responsibly and
effectively.
4 Collecting: Collect, analyse, organise and critically evaluate information.
5 Communicating: Communicate effectively using visual, mathematical and/or language
skills in the modes of oral and/or written presentation.
6 Science: Use science and technology effectively and critically, showing
responsibility towards the environment and health of others.
7 Demonstrating: Demonstrate an understanding of the world as a set of related systems
by recognising that problem-solving contexts do not exist in isolation.
8 Individual Reflecting on and exploring a variety of strategies to learn more
awareness:
effectively.
Participating as responsible citizens in the life of local, national and
global communities.
Being culturally and aesthetically sensitive across a range of social
contexts.
Exploring education and career opportunities.
Developing entrepreneurial opportunities
5. ASSESSMENT STRUCTURE
Component Weighting
The portfolio is a collection of your work which is assessed on an ongoing basis. The portfolio may
contain research assignments, presentations, tests, case studies and other tasks aimed a
deepening your understanding of the subject. These activities will be distributed to you during
lectures.
The total mark allocation for this examination is 150 and the time allocated is three hours. The
paper consists of two sections; A and B. Section A comprises 50 multiple choice questions and
Section B allows choice of four 25 mark questions to make up 100 marks. These questions are
aimed to test the student’s ability to apply the subject content and to demonstrate an accurate
understanding of the subject’s outcomes.
You are required to achieve a weighted average of 70% in order to pass this subject. Where a
student achieves an average mark of 90% and above such a student passes with distinction.
It is a requirement that students attend classes in order to gain a thorough understanding of the
course outcomes. Portfolio activities are often participatory in nature which will require student
attendance in order to successfully complete these. Successful completion of portfolio activities
is crucial in order to gain the minimum exam admittance requirement of 60%. Lecturers will
monitor attendance and academic progress on an ongoing basis and schedule individual
consultation sessions as and when necessary. Sponsors will be notified if no improvement is
evident.
Complete the following suggested tasks and submit as your portfolio of evidence.
Activity 1
Alec Levine had been the general manager of the Purvis Hotels for about six weeks, long enough to know
that the hotel’s managers were not going to enjoy today;s department head meeting , or as he had begin to
call it, the management team meeting. He wasn’t looking forward to discussing the letter he had received
from a disgruntled guest, but reminded himself that the letter might provide the perfect opportunity to open
the staff’s eyes to some important ideas about working together as a team.
The expressions on the managers’ faces looked in turn concerned, angry, and defensive as they perused the
copy of the letter Alec handed out as they entered the meeting room. Alec looked around the table. Food
and Beverage manager Edgar Hamilton, sales manager Keisha Washington, rooms manager Luis Gallardo,
revenue manager Stuart Miller, human resources manager Li Fong, and engineering manager Ray Dorsett
finished reading and turned expectantly to Alec.
‘I’d like to make this letter from Cecelia Worthington the subject of today’s meeting,” the general manager
began. “I’ll read it first, then we’ll discuss what happened.” He cleared his throat and began to read:
“Dear Mr. Levine: On Saturday, June 18, my daughter, Angela, was married. We had the reception,
including a sit-down dinner, at your hotel. I had high expectations for a flawless experience, given your
property’s reputation and all the cooperation we received during the wedding’s planning and preparation.
Instead, what should have been the happiest day of my daughter’s life was filled with frustrations and
disappointments. Here’s what happened to us:
1. When we met with our sales manager, Keisha Washington, she assured us that we would be able to
have the reception in the Starglow Room. We especially wanted that room because of its beautiful
ocean view and the balcony where our guests could enjoy the sea breeze. We were so pleased
when Ms. Washington checked and told us that the room was available. She was very helpful.
However, the room we got had and ocean view, but no balcony. While I was chagrined by that
problem, I was appalled that my complaints were answered with the comment, “Why are you
complaining? You got an ocean view.’ Is this what you call customer service?
2. The person who helped us reserve a room block for the wedding party and our families was most
helpful, as well as friendly and courteous. She helped us work within our budget, and assured us
that we would all have rooms in the same floor, including several suites with ocean views. We
received all the confirmation numbers and a rooming list and I thought we were all set. However,
when our guests began arriving the day before the wedding, your hotel had changed its tune. Not
only were we scattered all over the hotel, we had only two ocean view rooms. My cousin Will and
his family have never visited the ocean before and were looking forward to experiencing that view –
not a view of the parking lot. Angela’s grandmother and grandfather, who were supposed to be in a
non-smoking king room, ended up in a smoking room with two double beds. But that was still
better that what my sister Elizabeth got. She was told that there were no more rooms available and
was sent to a hotel two blocks away. Doesn’t a confirmation number mean anything to you people?
3. When I met with your food and beverage manager (I believe his name is Edgar), his assistance was
invaluable as we selected food, flowers and entertainment for the dinner and reception. He assured
us that the kitchen would have no problem accommodating our request for vegetarian entrees (we
needed 22). I was also pleased when he told us there would be no charge for the banquet room
because our liquor bill was so large.”
Alec stopped reading as both Keisha and Stuart voiced their indignation over this bit of information.
“May I go on?” he asked. They nodded sullenly, and he continued:
4. Most of the food for the reception was excellent – just what I had come to expect from the Purvis.
The salads, however, must have sat on the tables for quite a long time; they were warm and wilted.
And no vegetarian entrees had been prepared. It was quite distressing for our guests – including
three of the bridesmaids – to have to sit and munch on a roll while they waited and waited for
something they could eat. We had to delay the cutting of the wedding cake so they could eat their
meals, after everyone else was practically done. That said, the rest of the reception went well, the
band was terrific, the flowers beautiful, and the service satisfactory.
5. Finally, we had requested late checkouts on Sunday morning, and were told this was no problem.
To our amazement, our request was not honored. The calls from the front desk asking us when we
were checking out were more than a little annoying. I did not appreciate feeling that we were being
shoved out of our rooms. If people were waiting for rooms, that is a problem of poor planning on
your part, not mine.
When my husband and I were presented with the bill for the reception and the rooms for the wedding
party, we refused to pay until we could speak to a manager. We were told that the manager would not
be back on the property until Monday morning and that there was so one we could speak to. We
expressed our dismay, but fully expected a phone call from you on Monday morning. Since we have not
heard from anyone, we are putting our complaints in writing. I have no intention of paying this bill until
we can discuss matters and receive an adjustment to the bill. I expect to hear from you within the
week.
Sincerely,
Cecelia Worthington”
Alec looked around the table at the assembled managers. “What happened here? Mrs. Worthington
and her family certainly didn’t have the experience they planned for and expected. But obviously she
thought everything was going well. During the planning stages everyone was – lets see what she says –
“helpful, courteous, invaluable, friendly.” But the execution left something to be desired. Lets go
around the table and find out where things went wrong. You first, Keisha.”
I thought everything was under control with the Worthington wedding,” said Keisha. “I worked with her
on the initial details and set up appointments for her with everyone she needed to see. Everyone got a
function sheet relevant to their part of the wedding. I did my part. And I did check the system for
availability of the Starglow Room. It was available. I wouldn’t book a room that was already booked.”
Edgar broke in. “But I had the room booked. You should have known.”
“But you didn’t tell me,” said Keisha.
“I did so,” replied Edgar. “I called and left a voicemail that I had booked that room. Its not my fault
you didn’t get it.”
“Well, that’s one mystery solved,” said Alec. “Luis, what about the rooms situation?”
The rooms manager glared at Stuart, the revenue manager. “The Worthington’s reservation were
probably handled by Julie. She does a lot of our room blocks. I remember approving a group rate for
them – they wanted a lot of rooms, so we gave them a good rate. They were thrilled.”
“I bounced them out of those rooms,’ Stuart declared. “A hotel is a money making operation and I saw
the opportunity to substantially increase RevPAR for the month. We had some corporate clients who
were going to pay full rates for those Oceanside rooms. I have the power to override any room block I
want. Besides, we only had to walk one person in their party, and she was till nearby. Whats the big
deal?”
“The Worthingtons are good customers,” said Keisha.
“You only get married once,” Stuart replied. “Corporate clients mean repeat business.”
Keisha shook her head. “The Washingtons have three daughters. Do you think the other two are going
to want their wedding receptions here after what happened to their sister? Besides, Mrs. Worthington’s
sister – the one you walked – is CEO of a company that was considering this hotel for its next
conference. And the emphasis is on the “was”. I think we can kiss that business goodbye.”
“ I do my job as I see fit,” said Stuart. “I had business in hand that was going to bring in more money
than your wedding. Same goes for the late check-outs. We cant afford to let some guests linger on
Discussion Question
1. What breakdown in teamwork affected the way the staff of the Purvis Hotel handled the
Worthington wedding?
2. If you were the general manager, how would you use a problem-solving team to prevent this
situation from occurring in the future?
3. What can supervisors do to foster teamwork, even when the management level doesn’t model this
behaviour?
Activity 2
Review Questions
1. Record five of the most important guest segments that constitute the market for the hotel
industry. (5)
3. Record four of the typical characteristics that suburban hotels tend to have in common with
each other. (4)
4. What are three of the six different ways that hotels can be owned and operated. (3)
6. As with other kinds of hotels and resorts, conference centres can be classifyed according to usage. There
are four generally accepted classifications for conference centres. List these four classifications.
(4)
7.What are the four generally accepted classifications of the various types of “seniors housing”?
(4)
8. Before a new hotel can be built, three primary steps need to addressed in terms of proper development
and planning for the new property. What are these three steps? (3)
9. The final feasibility study report typically includes a number of common sections. Name three of the most
important of these sections. (3)
10. Record six of the most significant costs associated with the financing of a new hotel – three “hard”
costs, and three “soft” costs. (6)
12. What is the difference between a time-share hotel and a condominium hotel? (2)
13. Hotels attract guest. List 5 of the different types of guests (5)
Activity 3
Review Questions
1. What is a basic difference between clubs and hotels? (2)
2. State two examples of City clubs. (2)
3. What are the two basic ways private clubs can be owned? (2)
4. Explain what is meant by an ‘Equity club’. (4)
5. Explain what a golf committee’s duties are at a private club. (4)
Activity 4
Review Questions
1. What types of meetings do associations typically have (4)
2. List any Five types of meetings corporations typically hold. (5)
3. State the role the Civic and Government organizations play in the meetings industry. (2)
4. State the four categories into which Trade shows can be placed (4)
5. Name the two major considerations in choosing a facility to host a meeting. (2)
Activity 5
Floating Resorts
Compile a presentation of the type of cruise liner assigned to you. Your assignment must include
the following:
• Pictures of the cruise liner
• What services this line offers
• Prices
• Organizational structure of the cruise liner
• Poster to be presented to class
REFER TO THE ASSESSMENT TOOL
Activity 6
Choosing the right person for the job
Case Study: A Big Fish in a Small Pond Flounders in the Great Lakes
Jeff Marlin took down his hospitality management diploma from his office wall and packed it on top of a
nearly full box of books and papers. It was Jeff’s last day as assistant general manager of the Fair meadows
Inn in suburban Lake Zurich, Illinois. Tomorrow he started a new job as front office manager at the
Merrimack, and 800-room convention hotel in downtown Chicago.
Not bad for someone just three years out of school, he thought to himself as he finished packing. After his
job, there’s nothing I cant handle. It was true. The assistant GM’s job had taught him to be jack of all
trades. He had hired many of the property’s 20 employees and knew them all by name. He had a good
relationship with the head of housekeeping ; he knew he could count on a quick response to special
requests like readying a handicap-accessible room on short notice. He was proud that, during his tenure at
the Fairmeadows Inn, his property had consistently had the highest average daily rate and highest
occupancy of all the Fairmeadows properties in his region.
With no full-time sales department, Jeff had become quite skilled at drumming up business among local
groups. The Chamber of Commerce and the Kiwanis held monthly luncheon meeting (catered by the
restaurant across the street) at the Fairmeadows and always put up visiting guests at the property. During
the summer football season, the 124-room property was “hopping” as softball teams of 15 to 20 players
from neighboring regions stayed overnight at the Fairmeadows when they played the Lake Zurich team.
Even then, Jeff was pleased with the front desk’s ability to handle check-in and check-out procedures
smoothly. At other times of the year, front desk traffic was easier, with only two or three people checking in
or out at any given time.
Jeff knew that he could handle anything his new job would throw at him. Hadn’t he learned the
Fairmeadows’ new computer system faster than anyone on staff – and trained the front desk staff how to
use the programs? Reservations, sales, check-in/check-out, training, daily reports – yeah, I’m ready to
move up, Jeff thought.
Jeff’s confidence got its first jolt as he strolled through the front doors of the Merrimack the next morning at
8 o’clock. Over 200 people jostled one another in the lobby as four front desk agents worked non-stop to
get them checked out. What’s going on here? Jeff wondered. A bell attendant asked the dazed young man
if he could be of assistance, then gave Jeff directions to the general manager’s office.
“Welcome aboard, Jeff,” said Al Grayling, as Jeff entered the G.M.’s office. “Hope you didn’t have any
trouble finding me.”
“Who are all those people in the lobby?” Jeff asked. “I’ve never seen such a crowd before.”
Al laughed. “Get used to it Jeff. That’s actually one of our smaller groups schecking out this morning.
There’ll be lots of days when you and your staff will be checking out one group of 400 people and checking
in another 400.
“Of course,” Jeff laughed weakly. “It’s a convention hotel. I knew that. Well, where do I start?”
Al took Jeff out to the front desk, where he was introduced to the morning shift – Carole, Franklin, Ashari,
and Dean, They greeted him briefly, then turned their attention back to the guests who are checking out.
At the Fairmeadows Inn, Jeff often pulled a shift at the front desk when things got busy. Glancing over
Franklin’s shoulder, though, Jeff realized that the computer system the Merrimack used was completely
different from what he was used to, and the check-out methods performed so efficiently by his new staff
were also unfamiliar. Better let them do what they do best until I pick up the routines, he decided.
The phone rang. Jeff knew he could handle that. “Merrimack Hotel, Jeff Marlin. How may I help you?”
“Jeff? This is Nancy Troutman, director of sales. You’re the new front office manager, right. Al Grayling
said you’d be starting today,” sad the voice on the other end of the line. “Jeff, I need you to let me know
when the cosmetics sales convention group checks in. I want to meet with Sheila Watkins as soon as she
arrives to go over plans for their awards banquet. I’m at extension 805. Got it? The information should be
in the group resume book at the front desk. Bye.”
Jeff had to ask Ashari for the group resume book; they didn’t even have one at Fairmeadows Inn. She also
showed him the daily report, which was three pages longer than the reports he was used to. He tried to
figure out the different set-up and the unfamiliar items – F&B, banquets, groups in and out, VIP list, out of
order rooms. I need a report to explain this report, Jeff thought.
As long as he was looking at reports, he decided to ask Ashari for a copy of the night audit.
“Oh that goes right to accounting,” she explained.
“Not to me?” he asked. She shook her head, then pointed o tot the number for accounting in the staff
phone list.
The list itself overwhelmed Jeff. So many departments, so many managers. PBX, reservations, sales, front
office – he’d handled all of that at his last job. Here at the Merrimack, there was a separate department for
each function. Would he ever find his way around this organization?
Maybe I’d have been better off as a big fish in my small pond, he thought.
After lunch, Jeff was back at the front desk. Working with Dean, he was getting orientated to the
Merrimack’s room management software and feeling his confidence rebound a little. It was still a couple of
hours until the cosmetics convention group came in, so traffic at the front desk was fairly slow.
A couple, the woman in a wheelchair, came to the front desk. The Armbrusters had reservations for a
handicap-accessible room, but when Jeff checked the room status, he discovered that no such rooms were
clean and ready for occupancy. He asked Dean to continue taking the Armbrusters’ registration information
while he attempted to resolve the problem with their room.
Jeff searched the phone list until he found the housekeeping manager, Dolores Manta. “Dolores, this is Jeff
at the front desk. I need a handicap-accessible room prepared for immediate occupancy. How quickly do
you think you could have one ready?”
Just who are you?” asked Dolores. “We do have procedures around here. Don’t you kbow you cant order a
room like you order a pizza? No one informed me that an accessible room was a priority. Why did you wait
until 1:30 to tell me this? Didn’t you know they were coming in? Isnt it in the log?”
The head housekeeper at the Fairmeadows Inn had never responded to any of Jeff’s requests like this; he
was taken aback. What was the big deal anyway?
“I’m the new front office manager, its my first day,” he explained. “No, I didn’t know they were coming in.
The log? Uh, I don’t know about …… oh, wait, here it is. I guess I didn’t know ….” He tried to recover. “ I
apologize for not following the right procedure, but I still have two guests here who need a room. Do you
have any suggestions for me?”
“Well my staff is pretty tied up getting rooms ready for those 500 cosmetics salespeople coming in at 4p.m,
but I’ll see if I can take someone away from that and prepare Room 167 for you, said Dolores. “But Jeff,
don’t let this happen again.”
The cosmetics convention group was late arriving, but Jeff stayed in to make sure that Nancy Troutman, the
sales director, was notified about their arrival. He didn’t want to start that relationship off as badly as he
had with the housekeeping manager. She was surprised, though, when he called.
“Why didn’t you just assign the task to one of the front desk agents? She asked. “I didn’t mean that you
personally needed to take care of this, just as long as I got the word. Thanks, though.”
By the end of his first long day, Jeff wasn’t at all certain he wanted to come back for a second day. This
was supposed to be a career move up, but it sure didn’t feel that way. He decided to call Gavin Albacore, a
college buddy who was reservations manager at a convention hotel in St, Louis. Maybe he would have some
good advice, Jeff thought.
Discussion Questions
1. How could the general manager at the Merrimack have made Jeff’s transition into his new job
easier?
2. What steps could Jeff have taken to make a smoother transition to the new job?
3. What advice might Jeff’s friend have to help him make this a successful career move?
Activity 7
The Fast Food Industry
Visit 2 Fast Food outlets of your choice. Design and conduct a survey that compares the outlets
and covers the following areas:
• Investigate which would be the preferred outlet based on the following criteria:
• Speed of service
• Advertising
• Hygiene
• Taste
• Value for money
• Convenience
• Awareness of nutritional value of menu items
Present your findings in class and include the survey in your POE.
Activity 9
1.2
(10)
1.3
Identify the type of menu in each exhibit, and then prove your answer by identifying the characteristics.
Activity 10
Social Responsibility
• Research a Food/Lodging/Service establishment. Research how the chosen establishment
contributes to social responsibility.
• Include how this establishment invests in the youth of South Africa. (e.g. bursaries, skills
development)
• Include how the chosen establishment invests in the concept “Going Green”.
Activity11
Restaurant Organization and Management: Written assignment
Activity 12
Managing Human Resources; Exploring Hospitality Careers
You are the Human Resources Manager and have to advertise a position. You can choose any
position in the hospitality industry.
Activity 13
Gaming and Casino:
• Design a casino floor plan
• Different games and explain
• Organizational structure of casino
Activity 14
Ethics in Hospitality Management: Oral Assignment
Visit any Hospitality Industry and speak to the relevant manager about:
• What their ethics and morals are when hiring an employee who has AIDS.
• How do they ensure that this person is not discriminated against because of his/her illness
Activity 15
Do you agree with the above statement? Reflect on your first impression and first interaction with the
permanent staff and the property, and provide reasons for your observation.
Activity 16
Do a research on how the Hospitality and Travel Industry have changed over the last 10 years and
how it has affected the property you work at. Include in your research how technology has
evolved in the property, the types of travelers you accommodate and also how any development
and extension of the property had a social impact on the area/community.
Activity 17
Design a 4 week cycle menu for an institutional food service like Doornkop Prison. This menu
must show your understanding of nutritional and aesthetic balance.
Activity 16
At the property you work at, investigate what type of guests has occupied the hotel/lodge the last
week by referring to the reservations record and provide the characteristics that identify them.
Activity 19
Compile and attach the organizational structure of the property you work at.
Activity 20
Do a sight inspection on a City Club (this will include any of the following: Athletic, Dining,
Professional, University or Social club) nearest to you. Report your findings in document form.
Your report should include the following headings:
1. The organizational chart
Activity 21
Teleconferencing has been around for many years but has never caught on as an alternative to live
meetings. But as technology continues to improve and companies become more cost-conscious,
“virtual meetings” are becoming more popular.
You can complete this assignment whether the property does facilitate teleconferencing or not.
Draw up a proposal for the General Manager why the property should invest in having
teleconference centers.
Activity 22
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Produce your own article based on the information you got from the above site, differentiating
between managers and leaders.
Activity 23
Human Resource Management (HRM, HR) is the management of an organization's
employees. While human resource management is sometimes referred to as a "soft" management
skill, effective practice within an organization requires a strategic focus to ensure that people
resources can facilitate the achievement of organizational goals. Effective human resource
management also contains an element of risk management for an organization which, as a
minimum, ensures legislative compliance.
Ask to see your Human Resources Manager at the property. Generate a document that states the
purpose of a Human Resources department, including challenges that they face in the hospitality
industry today.
Activity 24
Customers are constantly presented with lots of options to help them solve their problems. They
don’t buy things, they buy solutions to problems. No business can function effectively without a
clear view of how to get customers, what its prospective customers want and need, what options
its competitors give them, and without explicit strategies and programs focused on what goes on
in the marketplace.
Assuming you are the Marketing Manager at your property, motivate the above statement by
producing a Marketing Plan to help your business to function affectively.
Visit the following website to assist you with the compiling of your marketing plan:
http://www.businessplans.org/market.html
Activity 25
For hundreds of years hotels were started and operated by hoteliers, just as restaurants were
started by chefs. These hoteliers were professionals who knew how to manage a hotel. But as
the lodging industry grew in the last half of the century, a new breed of owners appeared.
These new owners were entrepreneurs who regarded the buildings and land they occupied as
attractive investments, or they were real estate developers who felt that a hotel would be the best
use for a piece of property owned. These new owners, who knew nothing about the hotel business
and usually were not interested in it, had several options for running their hotels. Many hired
professional hotel managers and operated their hotels as independent properties.
http://extrabold.co.za/index.html
Refer to the above website and design a typical management contract between Extrabold and one
of the properties that they manage.
Activity 26
“McDonald’s
McDonald’s doesn’t confer success on anyone. It takes guts and staying power to make it with
one of our restaurants. A total commitment of personal time and energy is the most important
thing. You must be willing to work hard and concentrate exclusively on the challenge
challenge of operating
that restaurant.”
restaurant
-Ray Kroc
Assuming you want to buy a Mc Donald’s franchise, how would you go about it and what would the
advantages and disadvantages be for owning a McDonald’s.
Activity 27
Interview a few employees at your property (male and female) on ethics in the workplace.
• Find out if they have ever experienced discrimination and/or sexual harassment.
• How would you deal with these situations as the manager involved?
Activity 28
Worksheet
Maid in Manhattan is a 2002 romantic comedy film directed by
Wayne Wang about a hotel maid and a high profile politician who
fall in love starring Jennifer Lopez, Ralph Fiennes and Natasha
Richardson. It is based on a story by John Hughes who is credited
using a pseudonym. The original music score is composed by Alan
Silvestri. The film was released on December 13, 2002.
2. Marissa is a room attendant. It is her responsibility to clean the guest rooms at the hotel. What are her
duties when cleaning the guestroom?
3. When Caroline Lane checked into the park suite, what gesture did Marissa perform to “go the extra
mile”?
4. What type of hotel guest is candidate Marshall? What factors determines the type of hotel he chooses to
stay at?
5. A management position opens and they want to start getting applications. What type of recruitment are
they going to do? Name other examples of this type of recruitment.
6. What type of hotel is the Beresford Hotel? Explain how you arrived at your answer.
7. Who are the “low end customers” that Marissa referred to when she and the lady at the cosmetics
counter had the argument because she was on the phone with a friend and did not help her customers?
8. In your opinion, was it ethical to lend Marissa the expensive Harry Winston necklace?
9. Marissa has to update her CV for the management’s position. Can you give her some suggestions on
what the do’s and don’ts are when making a CV.?
10. 10. In your opinion, was Marissa unfairly dismissed? Suggest to the Manager how he could have delt with
the dismissal in a more ethical and fair way.
Eye Contact 10 8 6 4 2
Clearly 10 8 6 4 2
Explained
Non Verbal 10 8 6 4 2
Communication
Visual Aid 10 8 6 4 2
Group 10 8 6 4 2
Participation
Extra 10 8 6 4 2
Information
All Questions 10 8 6 4 2
Answered
Originality 10 8 6 4 2
Conclusion 10 8 6 4 2
TOTALS
reference to content.
• Page numbering – All pages before page 1 of the introduction use lowercase
Roman numerals (i, ii, iii, iv, v, vi etc.). All pages beginning with page 1 of
the Introduction use Arabic numerals (1, 2, 3, 4 etc.) Page numbers are not
displayed on the title page, first page of the table of contents, page 1 of the
introduction and the appendix divider page.
• Headers/Footers – Headers and footers are used to provide referencing to
research or student information.
4/Very Good • Student accurately made use of at least 4 of the above mentioned
techniques
3/Good • Student accurately made use of at least 3 of the above mentioned
techniques
2/Fair • Student accurately made use of at least 2 of the above mentioned
techniques
1/Poor • Student failed to or poorly constructed the contents page, did not number
pages or made use of headers or footers.
Formal, Detailed, Accurate Bibliography
5/Excellent • Sources of information are assessed for reliability as a basis for selection of
relevant information from a wide variety of sources.
• References to these sources are clear and fully detailed following the
Harvard method as per example below:
Bupp, Irwin C., Jr. and Robert Trietel. (1996) The Economics of Computer Power.
Boston: MIT.
4/Very Good • Relevant information is selected from a variety of sources.
• References to sources are clear, but limited in detail.
3/Good • Information from a limited range of additional sources is included, although
some may be irrelevant or inappropriate to the study.
• Sources are identified by incomplete or inadequate references.
2/Fair • Very little information is given beyond that provided by the original stimulus
material.
• Sources of information are not mentioned.
1/Poor • Information was not gathered beyond the provided text.
• Sources of information are not mentioned.
Relevant diagrams in appropriate sections
5/Excellent • Pictures, diagrams, charts and or tables are used appropriately and
effectively to convey information or illustrate concepts.
4/Very Good • Visual material is used to convey information or illustrate concepts.
3/Good • Visual material is merely decorative, rather than informative.
2/Fair • There is little or no visual material (charts, graphs, pictures, etc.)
1/Poor • Visual material is inappropriate.
Language use, grammar, spelling
5/Excellent • The writing is concise, with full and effective use of relevant scientific
terminology.
• Spelling, punctuation and grammar are almost faultless.
4/Very Good • Spelling, punctuation and grammar are generally sound, with adequate use
of appropriate technical or scientific vocabulary.
3/Good • Spelling, punctuation and grammar are of variable quality, with limited use of
appropriate technical or scientific vocabulary.
2/Fair • Spelling, punctuation and grammar are of fair quality, with slight use of
appropriate technical or scientific vocabulary.
1/Poor • Spelling, punctuation and grammar are of poor quality, with little or no use
of appropriate technical or scientific vocabulary.
Overall professionalism, appearance, impression
5/Excellent • Considerable care has been taken to match presentation and format to
present issues and conclusions clearly and effectively to a chosen audience.
4/Very Good • Information is organized for effective communication of ideas, with content
listing, page numbering etc as appropriate to aid location of key elements.
3/Good • The writing has an appropriate sequence or structure.
2/Fair • The writing has acceptable sequence or structure.
1/Poor • The writing has little or no structure.
Content & Information
Excellent • Considers how different views described in the study can be supported by
90 – 100% detailed scientific explanations. The quality of scientific evidence in sources
is evaluated in relation to the reliability of any claims made.
Very Good • Provides a detailed review of the scientific knowledge needed to understand
80 – 90% the issues studied. Claims and opinions are linked to the scientific evidence
they are based on.
Good • Provides a basic outline of the main scientific ideas which are relevant to the
70 – 80% case. Science content and data in sources is recognized.
Fair • Provides some review of the scientific knowledge needed to understand the
60 – 70% issues studies. Little use of scientific data.
Poor • Only superficial mentions of science explanations, often not correctly applied
Below 60% to the case. Sources are uncritically quoted without distinguishing between
scientific evidence and unsupported claims.
Insight & Originality
10/Excellent • Excellent, effective presentation of case. Logical, organized and accurate
description of main issues.
• Identification of key points of case and suggestion of approaches for their
solution.
• Comprehensive understanding of current ideas and controversies relating to
the case topics.
• Evidence of critical evaluation and discussion of solutions.
• Able to extrapolate using evidence from the literature and critically evaluate
evidence.
8/Very Good • Effective presentation of case.
• Logical, organized and accurate description of main issues.
• Identification of key points of case and suggestion of approaches for their
solution.
• Very good understanding of current ideas and controversies relating to case
topics.
• Critical evaluation and ability to understand available evidence.
6/Good • Good description of case.
• Accurate report of main issues.
• Identification of key points of case and suggestion of approaches for their
solution.
• Good understanding of current ideas ad controversies relating to the case
topics.
• Some critical evaluation and ability to understand evidence available.
4/Fair • Fair description of case.
• Little logic in organization of description of main issues.
• Vague identification of key points of case and suggestion of approaches for
their solution.
• No apparent understanding of current issues and controversies relating to
case topics.
• Little evaluation and ability to understand evidence available.
2/Poor • Poor presentation of case and inadequate understanding of main problems.
NAME _________________________________________
DATE _____________________________
1. When it comes to judging the quality of service, whose expectations are most important?
a. the person receiving the service
b. the staff member providing the service
c. the staff member's boss
d. the owner of the company
2. Good service is:
a. work done for others.
b. service that meets customer needs in the way that customers want and expect them to
be met.
c. activities performed by people for the benefit of others.
d. service in which the staff members providing the service treat every moment of truth the
same way.
3. In a service business:
a. production and consumption are completely separate.
b. services can be inspected for quality before they are “consumed” by customers.
c. other customers are part of the service product.
d. customers never see the service “factory.”
4. A SWOT analysis is an analysis:
a. of a company's internal and external environments, looking for strengths, weaknesses,
opportunities, and threats.
b. used by manufacturing companies to determine whether they have the capacity to
successfully provide parts to an assembly line or other assembly area "just in time."
c. that focuses on the intangibles involved when service companies attempt to provide
excellent service to customers during "moments of truth."
d. that looks at a company's ability to meet its financial obligations; it usually takes place at
the beginning of each fiscal year.
5. At the Walt Disney Company, managers spend two days of employee orientation telling newly
hired employees the history of the company, relating Walt Disney’s life story, and teaching
new hires the Disney “language.” The reason they do this is to:
a. make sure Disney’s new employees know who Walt Disney is.
b. teach new employees the corporate culture.
c. entertain the new employees.
d. weed out those employees who are bored by such information.
6. If a restaurant offers the same amount of capacity no matter how high the demand, it is
following a __________ strategy.
a. horizontal-market
b. chased-capacity
c. static-market
d. level-capacity
7. Hotels and restaurants are “capacity-constrained” businesses. This means that:
a. they must manage both supply (production capacity) and demand.
b. their ability to grow is restricted because of their customers’ role in production.
c. the number of customers they can serve is limited or “constrained” by such variables as
the amount of staff, equipment, and seats or rooms they have.
d. a and c
NAME _________________________________________
DATE _____________________________
4. What is the industry term for the indirect economic benefits that a hospitality business brings
to its local community?
a. revenue management
b. great expectations syndrome
c. strategic trade-offs
d. multiplier effect
5. At the most basic level, the main reason people travel is to:
a. gain wealth.
b. enjoy their leisure time.
c. learn about other cultures.
d. gather information.
6. The type of research that attempts to classify people's behavior in terms of their lifestyles and
values is called __________ research.
a. descriptive
b. psychographic
c. societal-oriented
d. demographic
7. Among potential vacationers, one of the characteristics of members of the price and sights
group is their:
a. willingness to pay for deluxe accommodations and gourmet dining.
b. desire for good weather and guaranteed sunshine.
c. interest in seeing the most things for the least amount of money.
d. desire for knowledge, personal development, and recognition.
8. At some travel destinations in developing countries, a large economic gap between a luxury
resort's guests and its employees can contribute to:
a. the erosion of an area's culture and traditional values.
b. the guests' enjoyment of their visit.
c. employee satisfaction and a decrease in turnover.
d. the seasonality of the destination's tourism industry.
9. Ecotourism is defined by the Ecotourism Society as:
a. "tourism that refrains from entering environmentally threatened areas."
b. "responsible travel which conserves environments and sustains the well-being of local
people."
c. "tourism that recognizes the importance and fragility of local cultures and environments
and attempts to isolate tourists from those cultures and environments."
d. "travel that directly subsidizes local environmental groups and efforts."
10. The travel and tourism industry helps encourage environmental responsibility by:
a. providing local residents with an economic incentive for preserving habitat and wildlife.
b. staying out of attractive environmental areas.
c. giving generously to environmental groups such as Greenpeace.
d. requiring all management personnel to take sensitivity training in environmental issues.
NAME _________________________________________
DATE _____________________________
8. One of the conditions that managers of private clubs must contend with is that:
a. there are few opportunities to be creative.
b. the "guests"—the club members—are also the owners of the club in many cases.
c. career opportunities are rare because there are fewer than 2,000 private clubs in the
United States.
d. most clubs are "for-profit" enterprises.
9. The purpose of a résumé is to:
a. convince a potential employer to interview you.
b. land the job for you.
c. provide personal information (such as your age, weight, race, and marital status) to
potential interviewers.
d. provide so much information about your qualifications and background that you won't
have to do much talking during job interviews.
10. Which of the following is good advice for handling a job interview?
a. If a former employer was terrible to work for, be honest about it.
b. Don't write thank-you notes after an interview; they make you seem overly eager for the
job.
c. Find out as much as possible about the company before the interview.
d. Don't ask the interviewer any questions about the company during the interview.
NAME _________________________________________
DATE _____________________________
NAME _________________________________________
DATE _____________________________
1. The fastest-growing segment in the restaurant industry today is the __________ segment.
a. casual-dining
b. quick-service
c. specialty
d. gourmet
2. Offering menu items that use fresh fruits or vegetables that are out of season is likely to:
a. make it easier to plan economical daily specials.
b. broaden a restaurant's guest base.
c. increase food costs and lower food quality.
d. decrease labor and waste-removal costs.
3. You operate a restaurant in Pennsylvania. You hear of a restaurant trend that is becoming
very popular in California. What should you do?
a. You should ignore the trend.
b. You should start making whatever changes are necessary to your restaurant in order to
get in step with the trend.
c. You should survey or otherwise find out from your guests what they think of this trend.
d. You should call restaurant managers and owners in California and ask them whether they
think you should change your restaurant to accommodate this trend.
4. Which of the following is considered a specialty menu?
a. breakfast
b. children's
c. cyclical
d. chain
5. Quick-service restaurants typically use __________ menus.
a. cyclical
b. rotating
c. specialty
d. fixed
6. The document that shows a restaurant's financial condition on a given day is called the:
a. statement of financial condition.
b. balance sheet.
c. prospectus.
d. statement of financial controls.
7. A purchase specification is a:
a. detailed description of a food item for ordering purposes.
b. sheet that tells restaurant managers how much food to buy for a specific time period
(month, week, day, or meal period).
c. form restaurant managers use to grade the quality of alcoholic beverages before
purchasing them in bulk.
d. detailed projection of how food and beverage prices are likely to change in the near
future.
NAME _________________________________________
DATE _____________________________
1. Which of the following hotel strategies was predominant during the 1980s?
a. pamper guests with special amenities and services
b. use architecture and decor to differentiate yourself from competitors
c. emphasize quality service and quality assurance programs
d. build new hotel brands to appeal to more market segments
2. Which of the following guest segments usually pays high guestroom rates?
a. government and military travelers
b. leisure travelers
c. regional getaway guests
d. convention and association groups
3. "Guest mix" refers to the:
a. optimum mixture of price, entertainment, and value that will draw the greatest number of
guests to a hotel.
b. variety or mixture of guest segments that stay at a hotel.
c. way in which front desk agents, using computerized reservations systems, book guests
into a hotel most efficiently.
d. ratio of employees to guests that hotels seek to maintain in order to provide excellent
service.
4. Most of today's center-city hotels are __________ properties operated or managed by
__________.
a. limited-service; independent operators
b. budget; families
c. full-service; hotel chains
d. none of the above
5. The most expensive hotels to operate are __________ hotels.
a. center-city
b. airport
c. suburban
d. resort
6. Historically speaking, tourist courts were the forerunners of today's __________ hotels.
a. suburban
b. center-city
c. highway
d. resort
7. Which of the following statements about franchising is true?
a. A "franchisor" is the party granting the franchise.
b. A "franchise" is a group of independent hotels that have banded together for common
marketing purposes.
c. A "franchisee" is the initial contract signed by the buyer of a franchise hotel.
d. a and c
NAME _________________________________________
DATE _____________________________
1. Front office, reservations, housekeeping, and uniformed service are four departments within a
hotel’s __________ division.
a. rooms
b. accounting
c. security
d. human resources
2. The night audit involves:
a. monitoring internal security devices.
b. verifying that income is properly credited to the division that earned it.
c. a physical inventory of front desk supplies.
d. programming guest wake-up calls for the following morning.
3. What is the formula for calculating a hotel's average daily rate?
a. rooms occupied divided by rooms revenue
b. rooms revenue divided by rooms available, multiplied by 100
c. rooms occupied divided by rooms available
d. rooms revenue divided by rooms occupied
4. The "capture rate" is the:
a. percentage of hotel guests who eat meals in the hotel.
b. average price of a guestroom over a given period of time.
c. percentage of guests who are return guests.
d. average per-guest charge for food and beverages in a given meal period.
5. Which of the following statements about a hotel's catering department is false?
a. Depending on the hotel, the catering manager may report to the food and beverage
manager, the director of sales, or the hotel's general manager.
b. Catering sales can represent as much as 75 percent of a hotel's total food and beverage
sales.
c. The catering department is an image-maker for a hotel.
d. The catering department plans and puts on food and beverage functions for local
banquets booked by the hotel's sales department.
6. A business operated inside a hotel by an independent operator, from which the hotel receives
income, is called a:
a. commission.
b. rental.
c. concession.
d. vendor.
7. Which of the following hotel areas is a cost center?
a. marketing
b. telecommunications
c. concessions, commissions, rentals
d. rooms
8. Those hotel costs that relate to the entire hotel, not one specific department or division, are
called:
a. fixed charges.
b. capital costs.
c. overhead expenses.
d. overall costs.
9. When a hotel guest enters the hotel lounge and orders a glass of wine, the "product" the
guest is paying for and expects to receive:
a. is the glass of wine.
b. includes the lounge, the server, and the bartender as well as the glass of wine.
c. includes the server, bartender, and the glass of wine but not the lounge.
d. includes the lounge and the glass of wine but not the server or bartender.
10. Which of the following is not a method of evaluating quality programs at hotels?
a. guest comment cards
b. mystery shoppers
c. competitor inspectors
d. management by walking around
NAME _________________________________________
DATE _____________________________
1. Today, there are approximately __________ private clubs in the United States.
a. 125,000
b. 63,000
c. 14,000
d. 1,500
2. Which of the following types of clubs is considered a city club?
a. university
b. military
c. yacht
d. a and c
3. The Friars Club in New York City is an example of a __________ club.
a. dining
b. comedy
c. drama
d. professional
4. Members of a social club usually have what type of affiliation?
a. They are in the same profession.
b. They enjoy being in one another's company.
c. They have mutual business interests.
d. They have similar political backgrounds and goals.
5. Which of the following is not an accurate description of country clubs?
a. The largest type of private club is the country club.
b. Country clubs are primarily recreational and social facilities for wealthy travelers.
c. Country clubs often have separate children’s facilities.
d. Country clubs typically have a large catering business.
6. Military clubs:
a. include clubs for Veterans of Foreign Wars.
b. must be managed by commissioned military personnel.
c. are sometimes managed by civilians.
d. do not include lodging or recreational facilities.
7. Which of the following is a legal basis for discrimination with respect to membership in an
equity club?
a. profession
b. race
c. religion
d. gender
8. Which of the following statements about club membership dues is false?
a. Country clubs usually have a larger number of membership categories then city clubs.
b. Membership dues subsidize all of the club's operating costs and fixed charges.
c. Country clubs may have a lifetime membership option, in which a club member makes a
large one-time payment for lifetime club privileges.
d. City clubs usually have higher membership dues than country clubs.
NAME _________________________________________
DATE _____________________________
9. Which of the following is a typical function of a community’s convention and visitors bureau?
a. conducting feasibility and market studies for new or prospective convention hotels
b. booking hotel rooms for meetings held within the community
c. producing films that promote the community as a meeting site
d. placing advertising for specific meeting facilities
10. Which of the following is a typical function of a professional exhibitor?
a. conducting market studies for hotels with exhibit facilities
b. promoting trade shows
c. booking hotel rooms for exhibitors
d. arranging special transportation options for trade show participants
NAME _________________________________________
DATE _____________________________
9. The deck on which the ship’s main swimming pool is located is called the __________ deck.
a. swimming pool
b. atrium
c. aquatic
d. lido
10. Coordinating shore excursions for passengers and preparing a daily activity calendar for
onboard passenger activities is the responsibility of the:
a. ship’s captain.
b. cruise director and his or her staff.
c. food and beverage manager.
d. purser and his or her staff.
NAME _________________________________________
DATE _____________________________
1. Two modern casino games that have their roots in medieval times are:
a. blackjack and roulette.
b. craps and poker.
c. baccarat and "hazard."
d. Chemin de fer and slot machines.
2. Nevada legalized nearly all forms of gambling in 1931 primarily as a means to:
a. increase tourism to the state.
b. aid its economic recovery during the Great Depression.
c. raise money for improved education.
d. fund the building of highways in the state.
3. The purpose of the Indian Gaming Regulatory Act of 1988 was to:
a. protect Indian gaming from organized crime.
b. promote tribal economic development.
c. establish an oversight body for Indian gaming.
d. all of the above.
4. In casino hotels, the __________ takes precedence over the __________.
a. security division; food and beverage division
b. gaming operation; hotel operation
c. accounting department; marketing and sales department
d. hotel operation; gaming operation
5. A table marked with the words "pass line," "don’t pass line," "come," and "field" is devoted to
which casino game?
a. roulette
b. baccarat
c. craps
d. French roulette
6. Printed or written forms that look like bank checks and extend credit to a player are known
as:
a. fill slips.
b. croupiers.
c. credit slips.
d. markers.
7. The person who conducts the table games at a casino is known as a:
a. casino manager.
b. floor boss.
c. croupier.
d. gaming supervisor.
8. The core market for many casinos are customers who spend __________ per visit.
a. $25–$200
b. $500–$1,000
c. $3,000–$5,000
d. more than $10,000
NAME _________________________________________
DATE _____________________________
1. According to Peter Drucker, one of the two broad goals of a manager is to:
a. make sure that all policies implemented have the authorization of executive management.
b. analyze every aspect of production, so that productivity increases can be realized.
c. consider both immediate and long-range needs in every decision.
d. formulate the company's mission statement to make the customer most important.
2. The management task of motivating and communicating involves all of the following except:
a. listening to employee problems.
b. making fair decisions regarding employee compensation.
c. deciding who should be promoted and when.
d. analyzing operational reports.
3. The continuous measurement of a company's products, services, and practices against its
toughest competitors or those companies recognized as leaders is called:
a. competitive benchmarking.
b. industry surveying.
c. quality gauging.
d. adversarial appraising.
4. Theorists of the __________ school were concerned mostly with __________.
a. systems; team-building
b. contingency; employee behavior
c. classical; productivity
d. quantitative; quality
5. Which of the following is a tenet of the behavioral school of management, as expressed by
Chester Barnard?
a. Managers should try to mesh the personal goals of employees with the organization's
overall goals.
b. What managers can or cannot accomplish depends in part on outside environmental
factors.
c. There is one best way to do every job.
d. The consumer is the most important part of the production line.
6. The quantitative school of management tends to direct a manager's attention to __________
rather than __________.
a. employee morale and turnover; profitability
b. customer satisfaction; productivity
c. research and development; cost reduction
d. short-term goals; the long-term health of the organization
7. According to the systems school of management, an "internal system" is a:
a. process that provides feedback to employees.
b. department or area that has a definite structure and function within an organization.
c. means by which a service is delivered.
d. functional area within an organization.
8. After interviewing 90 business leaders, researchers determined that they all employed four
basic strategies:
a. attention through vision, meaning through communication, trust through positioning, and
self-development.
b. a dynamic vision that they shared with their managers, personal encouragement, tangible
rewards for employees who excelled, and personal growth.
c. determination, communication, trust, and vision.
d. leading by example, strength of will, a commitment to excellence, and long hours.
9. Which of the following statements about leaders is false?
a. Leaders have a vision about what their organizations should be like.
b. Leaders are effective communicators.
c. Leaders are not deterred by obstacles.
d. Leaders are afraid to make mistakes.
10. Managers at successful service companies spend a good deal of their time:
a. in meetings with their staffs.
b. managing by walking around.
c. solving customer problems for staff members.
d. comparing service strategies with the competition.
NAME _________________________________________
DATE _____________________________
8. Which of the following statements about human resources (HR) managers and job candidates
is true?
a. HR managers prefer to use in-person interviews initially to weed out unsuitable job
candidates.
b. HR managers have the legal right to ask any question they desire when interviewing a job
candidate.
c. HR managers should check a job candidate's personal references only if they have specific
questions regarding a candidate.
d. HR managers often are more interested in a job candidate's intellect and attitude than in
specific skills.
9. Which of the following statements about employee training is false?
a. It is not necessary to constantly train and retrain employees on basic job tasks.
b. Training is expensive.
c. Training can be used to help employees develop positive attitudes about guest service.
d. Managers must define their company's employee-training needs.
10. The more employee awards a company gives, the:
a. more competition there is among employees.
b. less effective they are as motivators.
c. more motivated its employees are likely to be.
d. less attention the employees pay to them.
a.
NAME _________________________________________
DATE _____________________________
NAME _________________________________________
DATE _____________________________
NAME _________________________________________
DATE _____________________________
1. The company that owns the trademark, products, and/or business format that is being
franchised is known as the:
a. franchise free agent/bestower (FFAB).
b. originating agent.
c. franchisee.
d. franchisor.
2. There are two types of franchises:
a. product and business format.
b. trade-name and supplier-dealer.
c. product and trade-name.
d. full franchises and partial franchises.
3. Which of the following statements concerning business format franchises is true?
a. They are characterized by a business relationship that includes the product, service, and
trademark only.
b. They involve a supplier-dealer arrangement.
c. They represent the majority of total franchise sales in the United States.
d. They involve an ongoing business relationship that involves the entire business concept.
4. Franchising caught on with most of the hospitality industry in the:
a. 1890s.
b. Great Depression.
c. 1950s.
d. mid-1970s.
5. The founder of Holiday Inn was:
a. Kemmons Wilson.
b. Ray Kroc.
c. I. M. Singer.
d. Howard Johnson.
6. Which of the following statements about the early history of McDonald's is true?
a. It was seven years after the McDonald's chain was launched before the now-familiar
golden arches became part of the architecture of franchise units.
b. The first McDonald's restaurant was built in 1948.
c. The man who created the McDonald's concept of an efficient assembly-line operation
turning out beverages, french fries, and hamburgers was Ray Kroc.
d. The first McDonald's restaurant was located in New York City.
7. Franchisors charge a royalty fee that is usually calculated on:
a. a sliding-scale percentage of the franchisee's total expenditures.
b. the franchisee's net revenue before fixed charges.
c. the franchisee's average after-tax income, based on the last three years' tax returns.
d. a percentage of the franchisee's sales.
NAME _________________________________________
DATE _____________________________
1. Political theorists have called the set of generally accepted relationships, obligations, and
duties between society's major institutions and its people the:
a. civil code.
b. categorical imperative.
c. social contract.
d. moral compact.
2. "If all chocolate is fattening, and if this dessert has chocolate in it, then this dessert must be
fattening." This is an example of which kind of moral reasoning?
a. deductive logic
b. sense experience
c. science
d. intuition
3. Authors Robert Solomon and Kristine Hanson believe that the rules of poker and the rules of
business should and must be different because:
a. the goals of poker and the goals of business are different.
b. there is much more at stake in the business world than there is in poker games.
c. redistributing wealth is the business world's goal but it is not motivated by greed, as it is
in poker.
d. a and b
4. Kant's belief that there are basic or universal ideals that should direct our thinking is known
as:
a. situational ethics.
b. scientology.
c. theology.
d. deontology.
5. A manager who makes ethical decisions on the basis of seeking "the greatest good for the
greatest number" is following the principles of:
a. deontology.
b. utilitarianism.
c. the categorical imperative.
d. practical ethics.
6. Basil is the general manager of a large hotel. He discovers that his chief engineer bribed a
local official to get a building permit. He knows that this is illegal back home in the United
Kingdom, but he also knows that this is an accepted practice here in the Third World country
where his hotel is located. Basil decides to ignore the matter and not reprimand his chief
engineer, since he was only following local custom. Based on this example, Basil is practicing:
a. commonsense ethics.
b. universalism.
c. ethical relativism.
d. logical positivism.
7. Which of the following statements about discrimination in the hospitality industry is true?
a. In many cases, discrimination is neither malicious nor intentional.
b. Racial discrimination does not exist in the hospitality industry.
c. Employers in most European countries cannot force employees to retire when they reach
the normal age of eligibility for pensions.
d. There are no laws against sex discrimination in the United States.
8. Making certain that an advertised fat-free yogurt sundae is truly fat-free is an example of
enforcing:
a. National Heart Association guidelines.
b. bait-and-switch restrictions.
c. Better Health Institute recommendations.
d. truth-in-menu laws.
9. According to a survey done by Personnel Journal magazine, __________ are the most likely
executives to do something unethical.
a. junior executives
b. middle managers
c. top managers
d. senior executives
10. Anyone who is affected by the outcome of a given decision is called a(n):
a. accessory.
b. dependent.
c. stakeholder.
d. principal.