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Leadership and Management in the Hospitality Industry > Overall Exam 2 Review > Flashcards

Overall Exam 2 Review Flashcards

1
Q

Things to consider when you have workers with disabilities

A

!. making facilities accessible

  1. restructuring jobs
  2. reassigning work to other jobs
  3. modifying equipment
  4. modifying work schedule
  5. modifying training materials
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2
Q

three-part definition of disability.
Under ADA, an individual with a disability is a person who:
(1) has a physical or mental impairment that substantially limits one or more major life activities; OR
(2) has a record of such an impairment; OR
(3) is regarded as having such an impairment

A

The Americans with Disabilities Act (ADA)

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3
Q

“any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the following body systems: neurological, musculoskeletal, special sense organs, respiratory (including speech organs), cardiovascular, reproductive, digestive, genitourinary, hemic and lymphatic, skin, and endocrine.”

A

A physical impairment is defined by ADA as

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4
Q

Generation Y/Millennials (1977-1990) (1980-2000)

A

Comfortable with technology
Opinionated but very creative and expect to be challenged
Respect authority
Prefer to work in teams
Assertive with strong views
Want fast and immediate processing
Don’t live to work, prefer a more relaxed environment with a lot of hand holding and accolades

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5
Q

Generation X (1965-1977) (1980)

A

Independent and dislike rigid schedules
Value being efficient and getting work done quickly
More balance between social and work lives
More creative and open workplace
Entrepreneurial
Desire a chance to learn ,explore and make a contribution
Commit to self rather than an organization or career
Cautious, skeptical, unimpressed with authority, self-reliant

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6
Q

Baby Boomers

A

Value hard work and long hours = means to success
work ethic is very important
need to be noticed for hard work
driven, team-oriented
more positive about authority and hierarchal structure

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7
Q

management policies and techniques that enable a heterogeneous work force to perform to it’s potential in an equitable work environment where no one group has an advantage or disadvantage

A

managing diversity

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8
Q

why must diversity be managed?

A

Demographics and Productivity

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9
Q

Benefits to diversity?

A

better service to customers
reduced costs
increased productivity
improved quality of management

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10
Q

myths about communication

A
  1. we communicate only when we want to communicate
  2. words mean the same to both the speaker and the listener
  3. we communicate chiefly with words
  4. nonverbal communication is silent communication
  5. communication is a one-way street between an active speaker and a passive listener
  6. the message we communicate is the message the listener receives
  7. there is no such thing as too much information
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11
Q

sender-receiver model

A

look at exhibit 1 pg. 168

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12
Q

downward communication

A

from managers to line workers

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13
Q

upward communication

A

open feedback from managers to line workers

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14
Q

horizontal communication

A

among operating departments

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15
Q

diagonal communication

A

from higher supporting levels to line workers or vice versa

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16
Q

The aim of effective communication is to make sure that the sender and the receiver have the same understanding of the message that was sent.

A

It only takes 2 to 4 minutes to create a positive or negative communication impression.
Effective Communication

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17
Q

Barriers to Communication

A 
Timing 
Right Person; Wrong Time
Routing
Right Time; Wrong Person
Overloading
Too Much, Too Fast
Filtering
Leave out info to make sender look good
Distortion
Right Time & Person; Wrong Understanding
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18
Q
  1. Customer wants you to do it,
  2. The material / information being process or transform to final products, and
  3. It is done right the first time
A

Three Criteria for Adding Value

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19
Q

Six Sigma: Step 1

A

Creation and agreement of strategic business objectives

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20
Q

Six Sigma: Step 2 Strategic Improvement

A

Creation of Core, Key Sub- and Enabling processes

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21
Q

Six Sigma: Step 3 Strategic Improvement

A

Identification of process owner

22
Q

Six Sigma: Step 4 Strategic Improvement

A

Creation and Validation Measurement “Dashboard”

23
Q

Six Sigma: Step 5 Strategic Improvement

A

Data Collection on Agreed Dashboards

24
Q

Six Sigma: Step 6 Strategic Improvement

A

Creation of first project selection criteria and choosing

25
Q

Best Solutions

A
  1. acceptance by guests
  2. acceptance by management
  3. acceptance by staff
  4. cost effectiveness
  5. timeliness of implementation
  6. practicality of implementation
26
Q

Creating a collection data plan

A

overview
operational functions
type of data
type of measurements

27
Q

organizational power

A

position, reward, coercive

28
Q

personal power

A

expert, referent

29
Q

position power

A

authority granted to a position within a hierarchy of an organization

30
Q

reward power

A

authority to provide reward

31
Q

coercive power

A

authority to withhold rewards or administer punishment

32
Q

expert power

A

specialized knowledge, skill or expertise

33
Q

referent power

A

personal characteristics admired and respected by others

34
Q

power tactics: peer pressure

A

enlisting an individual’s peers to support the need for the desired behavior

35
Q

power tactics: bargaining

A

offering rewards or favor to achieve desired behavior

36
Q

power tactics: pulling rank

A

using the authority of position power to order the desired behavior

37
Q

power tactics: upward appeal

A

referring to others with greater position power and authority to support the desired behavior

38
Q

emotive

A

> Express opinions in a highly emotional manner.
Use exaggerated gestures and facial expressions
Appear outspoken, almost to the point of being offensive
Seem unwilling to listen to the views of others

39
Q

directive

A

> Exhibit a determination to come out on top.
Rarely admit to being wrong.
Appear outspoken, almost to the point of being offensive
Seem unwilling to listen to the views of others

40
Q

reflective

A

Avoid making decisions
Seem overly interested in details
Appear stiff and formal when dealing with others
Avoid displaying emotions

41
Q

supportive

A

Attempt to win approval by always agreeing with others
Appear insecure by frequently seeking reassurance
Appear stiff and formal when dealing with others
Avoid displaying emotions

42
Q

types of authority

A

line, financial, and staff

43
Q

line authority

A

> Most fundamental authority within the organization, reflects existing superior-subordinate relationships
It consists of the right to make decisions and to give orders concerning the production-sales-or finance related behavior of subordinates
In general, line authority pertains to matters directly involving management system production, sales, and finance, as a result, the attainment of objectives. People directly responsible for these areas within the organization are delegated line authority to assist them in performing their obligated activities

44
Q

staff authority

A

Whereas line authority involves giving orders concerning production activities, staff authority consists of the right to advise or assist those who possess line authority as well as other staff personnel.
Staff authority enables those responsible for improving the effectives of line personnel to perform their required tasks
Roles of staff personnel:
The advisory or counseling role –staff personnel use their professional expertise to solve organizational problems
The service role –staff personnel in this role provide services that can more efficiently and effectively be provided by a single centralized staff group than by many individuals scattered throughout the organization. E.g., HR (recruit, employ, train)
The control role –in this role, staff personnel help establish a mechanism for evaluating the effectiveness or organizational plans (representatives or agents of top management).

45
Q

functional authority

A

Is the right to give orders within a segment of the management system in which the right is normally nonexistent
Functional authority generally covers only specific task areas and is operations only for designated amounts of time

46
Q

delegation steps

A
  1. Think the project through
  2. Set a tentative deadline
  3. Choose an employee
  4. Meet with the employee
  5. Monitor progress, provide assistance and praise the employee
47
Q

barriers to delegation

A
  1. Lack of experience
  2. Lack of organizational skills
  3. Fear of being disliked by employees
  4. Reluctant to spend the time it takes to train employees
  5. Failure to establish effective control or follow-up procedures
48
Q

Centralization

A

refers to the situation in which a minimal number of job activities and a minimal amount of authority are delegated to subordinates.

49
Q

Decentralization

A

refers to the situation in which a significant number of job activities and a maximum amount of authority are delegated to subordinates.

50
Q

success of communication types

A

Writing: 25%
the disadvantage is that it takes time to receive feedback
Reading: 20%
the disadvantage is that feedback must be actively solicited
Talking: 15%
Many people like to talk, but few pay attention to the content
Listening: 40%
This is the most effective method of communication

51
Q

formal communication

A 
Performance appraisal 
Memos; Letters 
Meetings 
Telephone and cell phone 
E-mail (emoticons)
52
Q

informal communication

A

grapevine
rumor
hearsay

Leadership and Management in the Hospitality Industry (6 decks)

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