Hospitality Today Subject Guide 2013

HOSPITALITY TODAY

Subject Guide

Hospitality Today an Introduction (103) Rocco M. Angelo & Andrew N. Vladimir

Seventh Edition

Issued: 2013

STUDENT NAME: ________________________________________________________

STUDENT NUMBER: ________________________________________________________

LECTURER NAME: ________________________________________________________

CONSULTATION TIMES: ________________________________________________________

TABLE OF CONTENTS

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 6. Assessment Briefing & Tools 13 6.1 Portfolio of work 6.2 6.3

Presentation assessment tool Level Descriptors

26 27

7. Review Questions 31

The International Hotel School Hospitality Today an Introduction

103 – Seventh Edition

Issued: 2012 Page 1

1. SCHEME OF WORK

WEEK NO.

CHAPTER & TOPIC PAGE. NO.

NO. OF PERIODS

EXERCISES/INFORMATION

WK1 Chapter 1 – SERVICE MAKES A

DIFFERENCE

1. What is Service

2. Challenges in Managing and Marketing Service Business

3. Achieving Superior Service in a Less-Than-Perfect World

4. The Strategic Service Vision

5. Delivering on the Service Promise

3 3 • FLASH CARDS- REVISION QUESTIONS

• Any students that went to Disney world? Discuss how they experienced their service?

• Discuss goals and visions

• Disney video clip (service)

WK1 Chapter 2 – TRAVEL & TOURISM

INDUSTRY

1. The Changing World

2. The Nature of the Travel and Tourism Industry

3. Interrelationships within the Travel and Tourism Industry

4. Why People Travel

5. The Social Impact of Travel

29 3

• FLASHCARDS – REVIEW QUESTIONS



Issued: 2012 Page 2

WEEK NO.


NO. OF PERIODS


WK2 Chapter 3 – HOSPITALITY CAREERS

1. Hospitality Today

2. Careers in the Hospitality Industry

3. Career options

4. Looking for a job

47 3 CAREER ASSIGNEDTO EACH STUDENT, RESEARCH ON EACH JOB TITLE – JOB DESCRIPTION AND JOB SPECIFICATION

GUEST SPEAKER- PAST STUDENTS AND FULFILLMENT OF EXPECTATIONS

WK 2 Chapter 4 – UNDERSTANDING THE RESTAURANT INDUSTRY

1. Today’s Restaurant Industry

2. Starting a new Restaurant

81 SELF STUDY

SELF STUDY- WORKSHEET – REVIEW QUESTIONS

Discuss opening of new Restaurants

WK 2

Chapter 5 – RESTAURANT ORGANISATION & MANAGEMENT

1. Organizing for Success

2. Restaurant Controls

109 SELF STUDY

SELF STUDY – REVIEW QUESTIONS

WK2 Chapter 6 – UNDERSTANDING THE WORLD OF HOTELS

1. Hotels: A Dynamic Industry

2. Hotel Guests

3. Hotel Categories

4. Developing and planning New Hotels

143 3 HANGMAN



Issued: 2012 Page 3

WEEK NO.


NO. OF PERIODS


WK3 Chapter 7 – HOTEL ORGANISATION

1. How is a Hotel Organized

2. Revenue Centres

3. Cost Centres

4. Compliance with the ADA

5. Control Systems

187 2 GROUP WORK- EACH GROUP TO PRESENT A DEPARTMENT – DUTIES, DIFFICULTIES AND EXPERIENCES.

RESEARCH TASK: DISABLED GUESTS

WK3 Chapter 8 – CLUB MANAGEMENT

1. Background on Clubs

2. Types of Clubs

3. Club Ownership

4. Club Organization

5. Club Operations

235 2

WK3 Chapter 9 – AN INTRODUCTION TO THE MEETINGS INDUSTRY

1. Types of Meetings

2. The Role of Civic and Government Organizations

3. Where Meeting are Held

4. The Meeting Planning Process

5. Meetings Industry Careers

259 2 GUEST SPEAKER FROM ICC- WORK IN PAIRS TO COME UP WITH QUESTIONS AND ANSWERS.

FLASHCARDS



Issued: 2012 Page 4

WEEK NO.


NO. OF PERIODS


WK4 Chapter 10 – FLOATING RESORTS: THE CRUISE LINE BUSINESS

1. Early Cruises

2. The Birth of Modern Cruising

3. Cruise Ship Organization

4. Seabourn: A Case Study in Quality Management

281 2 GUEST SPEAKER FROM CRUISE LINE

WK4 Chapter 11 – GAMING & CASINO

HOTELS

1. The Story of Gaming

Casino Hotels

317 SELF STUDY

4

PLAY ROULETTE

PUZZLE

WK5 Chapter 12 – MANAGING & LEADING

HOSPITALITY ENTERPRISES

1. A Manager’s Job

2. The Evolution of Management Theories

3. Reengineering

4. The Importance of Leadership

343 2 DISCUSSION: MANAGEMENT THEORIES



Issued: 2012 Page 5

WEEK NO.


NO. OF PERIODS


WK6 Chapter 13 – MANAGING HUMAN RESOURCES

1. Labour Trends

2. Human Resources Programs

377 2 GROUP DISCUSSION – PROBLEMS IN THE INDUSTRY THAT STAFF MAY HAVE

WK6 Chapter 14 – MARKETING

HOSPITALITY

1. The Marketing Concept

2. Sales Management and Personal selling

3. Advertising

4. Public Relations

5. Publicity

6. Sales Promotions

407 3

WK7 Chapter 15 – HOW MANAGEMENT

COMPANIES MANAGE HOTELS

1. Why Management Companies Exist

2. The Evolution of Management Companies

3. Management Contracts

447 2 GUEST SPEAKER – From a management company



Issued: 2012 Page 6

WEEK NO.


NO. OF PERIODS


WK7 Chapter 16 – FRANCHISING IS BIG BUSINESS

1. What is a Franchise

2. The History of Franchising

3. How Franchising Works

4. Owning a Franchise

5. Franchising Issues

465 SELF STUDY

• Review Questions

WK8 Chapter 17 – ETHICS IN HOSPITALITY

MANAGEMENT

1. What is Ethics

2. Social Responsibility and Business Ethics

3. Ethical Issues in Hospitality

4. Must There Be a Code of Ethics

491 3 CIRCLE OF TRUST

WK9,10 Final MCQ Examination Ch 1-17



Issued: 2012 Page 7

2. SOURCES 2.1 Recommended 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 2.2 Additional sources 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



Issued: 2012 Page 8

3. COURSE OUTLINE 3.1 Rationale of Subject 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)

3.2 Course Outline

PART 1: INTRODUCTION

• Service makes the difference

• The Travel and Tourism Industry

• Exploring Hospitality Careers

PART 2: HOSPITALITY ORGANIZATIONS

• Understanding the Restaurant Industry Restaurant Organization and Management

• Understanding the World of Hotels

• Hotel Organization and Management

• Club Management

• An Introduction to the Meetings Industry

• Floating Resorts: The Cruise Line Business

• Gaming and Casino Hotels

PART 3: HOSPITALITY MANAGEMENT

• Managing and Leading Hospitality Enterprises

• Managing Human Resources

• Marketing Hospitality

• How Management Companies Manage Hotels

• Franchising is Big Business

• Ethics in Hospitality Management



Issued: 2012 Page 9

4. COURSE OBJECTIVES 4.1 Specific Outcomes

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)



Issued: 2012 Page 10

4.2 Critical Cross-field Outcomes

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 awareness:

Reflecting on and exploring a variety of strategies to learn more

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

Portfolio Of Work (Continuous Assessment) 50%

Final Examination 50%

Portfolio of Work (Continuous assessment) Weighting

Tests 30%

Individual Research Project 20%

Case Studies, Application Questions 15%

Group Presentations 20%

Class Activities i.e. quiz, crossword, debate, worksheet, role-play, simulations etc.

15%




5.1 Portfolio of work

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.

5.2 Final Examination

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.

5.3 Pass Mark and Pass with Distinction

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.

5.4 Attendance policy

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.




6. ASSESSMENT BRIEFING & ASSESSMENT TOOLS 6.1 Portfolio of Work

Suggested Portfolio Tasks

Complete the following suggested tasks and submit as your portfolio of evidence.

Activity 1

Turning Department “Heads into a Management Team

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




when we’ve got paying customers waiting for rooms.” Alec shook his head. “Edgar, how about the F&B problems? The salad? The vegetarian plates?” “I remember talking about the vegetarian entrees with Mrs. Worthington, but I guess they never showed up on the function sheet the chef got,” said Edgar. “He didn’t even believe her at first until she showed him the contract that definitely stated 22 vegetarian entrees. Even though he apologized and did his best to deliver, we didn’t have enough ingredients on hand. The chef really had to improvise. “As for the salads, we had several functions that evening and were shortstaffed to boot,” he recalled. “We had to set the salads early while we had the staff, or else they might not have gotten set at all.” Next at the table was Ray Dorsett, the engineering manager. “I guess I’m the only one who got off scot-free in this mess,” he grinned. “At least nothing broke down during the reception.” “I came out pretty good, too,” said Li Fong, the human resources manager. “I wouldn’t say that,” Edgar said. “If we had enough people working in banquet services, we wouldn’t have had to ruin those salads by setting them out so early. I cant be expected to make every function perfect when I don’t have enough staff.” “Well, if you keep me informed about your staffing needs, I might be able to bring in some temporary help – or help you with better scheduling,” Li replied. “I cant take care of things you don’t tell me about.” Alex help up his hand for silence. “I get the picture,” he said. “I think I may have been overly optimistic when I called this group the management team. You’re not really a team at all.” “What do you mean?” asked Keisha. “We work together – kind of. We get our jobs done. That’s whet matters right?” “Why don’t you ask Mrs. Worthington?” said Alec. “She seems to be the victim of a serious lack of teamwork at this property. We need to come to a decision about how to respond to her complaints, and then come up with a plan so that this doesn’t happen again. I think we can do that, but it’s going to take a lot of work to become a high-performance team that will bring operations up to the standards people expect at our hotel. Let’s meet again in three days to lay the groundwork for creating a team that really is a team, and not just a working group.” 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) 2. In what ways can hotels be categorized? (4) 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)




5. Provide clear definitions for the following related terms:

(a) a franchise (b) a franchisor (c) a franchisee (6)

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) 11. Give 4 hotel-location categories. (4) 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) 14. What is a feasibility study (3) 15. What is a “hotel chain? (1)

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

(10)

Identify the type of menu in each exhibit, and then prove your answer by identifying the characteristics.

1.2

1.3




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 Design your own restaurant:

• include the guest / target market

• ambience of the restaurant

• menu

• name the restaurant

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. Your assignment must include the following:

• Example of the actual advertisement

• Complete job description

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

The quality of our work depends on the quality of our people.

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

2. The sources of revenue

3. The Club Manager’s duties




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

Visit the website above and study the article. 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 McDonald’s McDonald’s doesn’t confer success on anyone. It takes guts and staying power to make it with doesn’t confer success on anyone. It takes guts and staying power to make it with doesn’t confer success on anyone. It takes guts and staying power to make it with 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 one of our restaurants. A total commitment of personal time and energy is the most important one of our restaurants. A total commitment of personal time and energy is the most important 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 challething. You must be willing to work hard and concentrate exclusively on the challething. You must be willing to work hard and concentrate exclusively on the challething. You must be willing to work hard and concentrate exclusively on the challenge of operating nge of operating nge of operating nge of operating

that restaurantthat restaurantthat restaurantthat 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 was the situation dealt with by management if it was reported

• 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.

1. Every morning the housekeeping staff of The Beresford Hotel

has their morning meeting where the executive housekeeper gives

a handover of all the guests that will be checking in that day.

What other responsibilities does the executive housekeeper have?

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.




6.2 Assessment Tool

Hospitality Today (103)

Presentation Assessment Tool

Student Names/Group Number:

_______ ___________

Presentation Topic:

____________________

Assessment

Criteria

Excellent Good Average Below

Average

Not yet

competent

Introduction 10 8 6 4 2

Eye Contact 10 8 6 4 2

Clearly

Explained

10 8 6 4 2

Non Verbal

Communication

10 8 6 4 2

Visual Aid 10 8 6 4 2

Group

Participation

10 8 6 4 2

Extra

Information

10 8 6 4 2

All Questions

Answered

10 8 6 4 2

Originality 10 8 6 4 2

Conclusion 10 8 6 4 2

TOTALS

Total Mark achieved (out of 100): _________________




6.3 Level Descriptors

Structure and PrStructure and PrStructure and PrStructure and Presentationesentationesentationesentation

Mark Description

Introduction, Conclusion, Layout, Heading

5/Excellent • Introduction – Excellent, clear and complete statement of purpose, goals and sections to follow.

• Conclusion – Alternative solutions are considered, showing awareness that different interpretations of evidence may be possible.

• Layout – Information presented using professional graphic design. Each section and question is started on a new page. Diagrams and charts are positioned for easy reference to text. Professional Layout: Cover page Title page Table of contents List of figures Introduction Body of assignment Conclusion Appendices References

• Headings – All headings are clear, easy to identify and numbered for accurate referencing. Headings provide appropriate hierarchical information.

4/Very Good • Introduction – Clear statement of purpose, goals and sections to follow. • Conclusion – Some limits or objections to the conclusion are acknowledged. • Layout – Graphic design is very good. All sections and questions are started

on new pages. Diagrams and charts are positioned in appropriate text. • Headings – Most headings are easy to identify and numbered for accurate

referencing. Numbering provide appropriate hierarchical information. 3/Good • Introduction – Statement of purpose and majority of goals and sections to

follow. • Conclusion - A conclusion is based on evidence for one view only. • Layout – Graphic design is good. Sections and questions are started on new

pages. Diagrams and charts are positioned appropriately. • Headings – Headings are easily identified. Numbering is done appropriately.

2/Fair • Introduction – Vague statement of purpose, goals and sections to follow. • Conclusion – A conclusion is stated without reference to supporting evidence. • Layout – Graphic design is mostly not suitable for professional project.

Sections and questions are not started on new pages. Diagrams and charts are hard to link to appropriate text.

• Headings – Headings are not clearly identifiable. No consistent numbering sequence.

1/Poor • Introduction – Introduction of topic with no clear purpose, goals or sections to follow.

• Conclusion – No clear conclusion regarding findings made in research. • Layout – Poor graphic design. Sections and questions are not started on

new pages. Diagrams and charts are poorly placed. • Headings – No, or unclear headings. No apparent numbering.

Contents, Page numbering, Headers/Footers

5/Excellent • Contents – list of components organized in order that they appear. Detail is provided regarding the titles or descriptions of each section or sub-section. Page numbers are provided that are aligned to the right of the page for easy




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 & InformationContent & InformationContent & InformationContent & Information

Excellent 90 – 100%

• Considers how different views described in the study can be supported by detailed scientific explanations. The quality of scientific evidence in sources is evaluated in relation to the reliability of any claims made.

Very Good 80 – 90%

• Provides a detailed review of the scientific knowledge needed to understand the issues studied. Claims and opinions are linked to the scientific evidence they are based on.

Good 70 – 80%

• Provides a basic outline of the main scientific ideas which are relevant to the case. Science content and data in sources is recognized.

Fair 60 – 70%

• Provides some review of the scientific knowledge needed to understand the issues studies. Little use of scientific data.

Poor Below 60%

• Only superficial mentions of science explanations, often not correctly applied to the case. Sources are uncritically quoted without distinguishing between scientific evidence and unsupported claims.

Insight & OriginalityInsight & OriginalityInsight & OriginalityInsight & 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.




• Inaccurate identification of key points of case and suggestion of approaches for their solution.

• Poor evaluation and ability to understand evidence available.




Chapter 1 Service Makes the Difference

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




8. Which of the following statements about providing good service is false?

a. High turnover rates make it harder for a company to provide good service. b. Companies that succeed create a service strategy for each market segment and stick to it. c. Service-oriented companies look for ways to reduce the time customers or guests have to

wait for service. d. Companies that provide good service make sure their employees don't act like managers

and try to solve problems on their own.

9. Which of the following statements about staff turnover and service is true?

a. Staff turnover helps a business provide good service, because a constant flow of new people is beneficial.

b. Since new employees tend to handle "moments of truth" with customers better than veteran employees, staff turnover helps companies provide good service.

c. Staff turnover hurts a business's ability to provide good service. d. a and b

10. Disney's four basic service priorities are:

a. fun, family, food, and fanfare (the Four F’s). b. opportunity, satisfaction, profits, and vision. c. safety, courtesy, show, and efficiency. d. security, enjoyment, recreation, and repeat visitors (SERRV).




Chapter 2 The Travel and Tourism Industry

NAME _________________________________________ DATE _____________________________

1. The world's population is:

a. rapidly declining. b. slowly declining. c. staying about the same. d. growing.

2. We can expect that more people will be able to travel and dine out in the years ahead because:

a. technological advances have transformed the ways in which we live, work, and play. b. the Cold War has ended. c. on average, the world's population is growing older, and we tend to accumulate wealth

as we age. d. economists foresee a steady decline in the price of travel products and services as the

world "shrinks" due to faster and more convenient travel.

3. Of the developed nations, __________ offers fewer legal holidays than most other countries.

a. Germany b. the United States c. Sweden d. Denmark

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.




Chapter 3 Exploring Hospitality Careers

NAME _________________________________________ DATE _____________________________

1. Which of the following is an advantage of working in the hospitality industry?

a. The industry offers more career options than most. b. The work is varied. c. It is a "people" business. d. All of the above.

2. People who are skillful in dealing with data tend to enjoy:

a. giving instructions. b. negotiating. c. working with computers. d. using tools.

3. Which of the following hotel positions tends to be attractive to people who are skilled at dealing with things?

a. auditor b. club manager c. hospitality management consultant d. chief engineer

4. Which of the following is an advantage of working in a chain hotel?

a. better training b. more opportunities for advancement c. more chances to be creative d. a and b

5. Who is the chief operating officer of a hotel?

a. controller b. general manager c. chief engineer d. systems manager

6. Why do independent hospitality operations offer better learning environments for entrepreneurs than do chain-affiliated properties?

a. Financial and operating decisions are made on-site at independent hospitality operations, rather than at corporate headquarters.

b. Independent operations tend to have more sophisticated operating systems. c. There are more career paths available at independent properties. d. Chain-affiliated properties tend to have too many managers.

7. In a hotel, the person primarily responsible for developing and administering programs to improve employee morale is the __________ manager.

a. resident b. human resources c. systems d. food and beverage




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.




Chapter 4 Understanding the Restaurant Industry

NAME _________________________________________ DATE _____________________________

1. The largest segment of the restaurant industry is:

a. lodging operations. b. eating and drinking places. c. the business and industry market. d. the health care market.

2. Restaurants that feature a dozen or so main-course items on the menu and cook to order are classified as __________ restaurants.

a. lodging b. quick-service c. contractor d. full-service

3. Almost all casual restaurants are __________ restaurants.

a. lodging b. chain c. business and industry d. independent

4. Which of the following is a distinguishing feature of a quick-service restaurant?

a. It offers a narrow selection of food. b. It provides limited service. c. It focuses on speed of preparation and delivery. d. All of the above.

5. Sports arenas, race tracks, movie theaters, and amusement parks are part of the __________ segment of the restaurant industry.

a. transportation b. retail c. recreation and sports d. business and industry

6. The business and industry market consists of:

a. businesses that cater food off-site to clients who are celebrating special occasions such as weddings, anniversaries, birthdays, and so on.

b. race tracks, movie theaters, bowling alleys, amusement parks, and sports stadiums. c. non–food service businesses that offer on-site food service to their employees. d. airplanes and airport terminals, trains and train stations, and ships.

7. When it comes to take-out food, supermarkets are:

a. increasing the size and scope of their take-out food operations. b. decreasing the size and scope of their take-out food operations. c. getting out of the take-out food business. d. none of the above.




8. The most important reason restaurants fail is that the operator:

a. is not knowledgeable enough about marketing, accounting, and other business subjects. b. does not pay enough attention to food quality or sanitation procedures. c. selects a bad site. d. does not treat the restaurant's employees properly.

9. The foundation of a restaurant's concept is its:

a. menu. b. ambience. c. service. d. decor.

10. Which of the following elements does a restaurant's feasibility study contain?

a. data on local population characteristics b. a proposed operating budget for the restaurant's first three years c. salary targets for the restaurant's management team d. a and b




Chapter 5 Restaurant Organization and Management

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.




8. The following restaurant food figures refer to a single time period:

Beginning inventory $20,000 Food Purchases $15,000 Closing Inventory $ 4,000 Cost of employee and comp meals consumed $ 2,000 What is the restaurant's cost of food sold for this time period? a. $11,000 b. $29,000 c. $41,000 d. $43,200

9. In most operations, the stock of alcoholic beverages is controlled using a __________ inventory system.

a. staggered b. par-level c. blind receiving d. perpetual

10. Managers can figure out exactly how much it should cost to produce each menu item if:

a. standard recipes are followed. b. forecasting is accurate. c. purchase specifications are precise. d. a fixed menu is used.




Chapter 6 Understanding the World of Hotels

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




8. A timeshare condominium is a type of lodging property in which:

a. guests have the right to share their "time" (the nights they have reserved their rooms) with as many other guests as the room will accommodate—at no additional cost.

b. owners, instead of purchasing an entire condominium, purchase a block of time each year during which they own a unit and have the right to stay at the condominium.

c. guests who must stay at a hotel for an extended period of time (typically months) for some reason—moving to a new city, an extended business trip, and so on—can reserve guestrooms at below-market prices.

d. owners purchase the condominium over an extended period of time (longer than the typical 30-year mortgage), during which time the owners and the banks (or other lending institutions) "share" the condominium.

9. A feasibility study contains:

a. an evaluation of the proposed site and the surrounding area. b. an analysis of the competition. c. a recommendation of how big the hotel should be, and the facilities and services it should

offer. d. all of the above.

10. Which of the following is a hard cost?

a. fees paid to an architectural firm b. pre-opening expenses c. the land on which the hotel will be built d. advertising campaign costs




Chapter 7 Hotel Organization and Management

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




Chapter 8 Club Management

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.




9. Revenue from the sale of food and beverages is:

a. the major source of revenue for city and country clubs. b. the second biggest source of revenue for city and country clubs. c. a relatively unimportant source of income for city clubs. d. returned to a club's founder-members in the form of payments known as "paybacks."

10. Which of the following is the single largest expense in operating a club?

a. golf course maintenance b. operating supplies c. payroll d. cost of food and beverages




Chapter 9 An Introduction to the Meetings Industry

NAME _________________________________________ DATE _____________________________

1. The largest category in the corporate meetings market is:

a. management meetings. b. regional meetings. c. training seminars. d. sales meetings.

2. Compared with association meetings, corporate meetings generally require __________ lead time.

a. much less b. somewhat less c. about the same amount of d. even more

3. Which of the following is not one of the four kinds of trade shows?

a. public or consumer shows b. educational shows c. professional or scientific exhibitions d. industrial shows

4. A “collection of exhibits specific to one or more closely allied or associated trades” describes which of the following?

a. professional or technical meeting b. corporate training seminar c. wholesale and retail trade show d. convention and visitors bureau

5. Meeting groups account for approximately __________ percent of the business of hotels with more than 1,000 rooms.

a. 7 b. 50 c. 81 d. 90

6. The meetings market segment accounts for almost all of the business at:

a. retreat centers. b. all-suite hotels. c. conference centers. d. center-city hotels.

7. Which of the following is a point that a meeting planner typically negotiates with a hotel?

a. Will there be a charge for the meeting room space? b. How much will the hotel charge the group for guestrooms? c. Is the hotel willing to pay for a function, such as a manager's reception? d. All of the above.

8. The position of "convention services manager" is:

a. found mainly in big hotels. b. responsible for booking convention groups. c. a relatively new one within the hotel industry. d. a and c




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




Chapter 10 Floating Resorts: The Cruise Line Business

NAME _________________________________________ DATE _____________________________

1. What percentage of Americans have ever taken a cruise?

a. 1 percent b. 20 percent c. 40 percent d. 62 percent

2. Beginning in 1958, transatlantic steamship travel was effectively put out of business as a result of:

a. the introduction of more sophisticated modern cruise ships. b. a series of sea tragedies that turned consumers against steamship travel. c. the introduction of transatlantic jet service. d. a general lack of interest in travel among consumers.

3. Carnival Cruise Lines created an entirely new market for cruise passengers by focusing on:

a. entertainment onboard the ship rather than on the cruise destination(s). b. retirees with large amounts of discretionary time and income. c. the opportunity for passengers to meet new people and fall in love. d. exotic ports of call that attracted younger, more affluent guests.

4. A cruise ship is under the command of the:

a. chief officer. b. hotel manager. c. cruise director. d. captain.

5. Which of the following statements about the organization and operation of cruise ships is true?

a. A cruise ship’s staff is in some respects a paramilitary organization. b. Cruise ship officers who fail to perform their duties are not subject to discipline. c. The rank of cruise ship staff members is primarily symbolic and carries no real

importance. d. Cruise ships must comply only with the laws of the ports they sail from.

6. The purser’s office is in some ways similar to the __________ department in a hotel.

a. sales and marketing b. engineering c. front office d. reservations

7. The single largest source of onboard revenue on every major cruise ship comes from the sale of:

a. food. b. beverages. c. gift shop merchandise. d. chips or markers (for gambling).

8. The luxury cruise lines spend __________ per day per passenger on raw food costs.

a. $25–$30 b. $35–$50 c. $50–$75 d. $100




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.




Chapter 11 Gaming and Casino Hotels

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




9. Casino’s frequently reach middle-range customers by:

a. using direct-mail campaigns and newsletters. b. recruiting them through special gaming agents. c. advertising in popular travel magazines. d. offering free bus tours.

10. Gaming legislation usually does not dictate which of the following casino features?

a. size of the casino b. marketing activities c. types of games d. number of employees




Chapter 12 Managing and Leading Hospitality Enterprises

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.




Chapter 13 Managing Human Resources

NAME _________________________________________ DATE _____________________________

1. In 1955, __________ percent of women worked outside the home.

a. 90 b. 70 c. 35 d. 4

2. The U.S. population is growing in many __________ states.

a. western b. eastern c. Midwestern d. New England

3. Which of the following is a major reason for the U.S. hospitality industry's high turnover rates?

a. increase in women workers b. limited opportunities for advancement c. labor legislation d. middle-aging of the U.S. population

4. Which of the following laws addresses the employment of minors?

a. Illegal Immigration Reform and Immigrant Responsibility Act of 1996 b. Occupational Safety and Health Act c. Family and Medical Leave Act of 1993 d. Fair Labor Standards Act

5. Specific, step-by-step procedures for accomplishing a task are given in a job:

a. list. b. specification. c. breakdown. d. description.

6. Which of the following defines the education and skills an employee must have to perform a job?

a. job list b. job description c. job breakdown d. job specification

7. Darcy manages the Riverside Café. She wants to determine how many covers (meals) each FTE (full-time-equivalent) employee served during the day. The Riverside served 635 covers that day and employed 13 FTE employees. That means that __________ covers were served per FTE employee.

a. 6.35 b. 49 (rounded) c. 207 (rounded) d. none of the above




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.




Chapter 14 Marketing Hospitality

NAME _________________________________________ DATE _____________________________

1. The "Four P’s of Marketing" are:

a. product, planning, personality, and performance. b. people, places, psychology, and purchase. c. product, place, price, and promotion. d. promotion, placement, predominance, and professionalism.

2. Managers can raise or lower consumer demand through various strategies if demand for a product or service is:

a. static. b. elastic. c. dynamic. d. inelastic.

3. Which of the following is not one of the six categories of promotional activities?

a. relationship marketing b. personal selling c. sales promotion d. advertising

4. Good marketing plans are reviewed and sometimes revised on a(n) __________ basis.

a. weekly b. quarterly c. annual d. bi-annual

5. The ability to be an effective salesperson:

a. cannot be taught. b. is something you must be born with. c. can be learned. d. depends solely on one's natural ability.

6. Which of the following is not a characteristic of advertising?

a. It is paid for by the sponsor rather than run at the discretion of the medium. b. It is impersonal. c. It attempts to tell all sides of the story about a product or service. d. It is persuasive.

7. Which of the following items is not an example of advertising?

a. a newspaper ad b. a 30-second radio spot c. a television commercial d. word-of-mouth

8. The goal of public relations is to:

a. improve the climate or atmosphere in which a company operates. b. reach sales prospects who will never get a personal sales call. c. increase sales. d. a and c




9. Which of the following statements about publicity is true?

a. Publicity is free advertising. b. Publicity is more credible with consumers than an ad. c. Just as with advertising, publicity is controlled by the advertiser. d. Public relations and publicity are the same thing.

10. The aim of sales promotion techniques is to:

a. gradually increase sales over time. b. encourage others in the industry (travel agents, for example) to take immediate action. c. encourage consumers to take immediate action. d. b and c




Chapter 15 How Management Companies Manage Hotels

NAME _________________________________________ DATE _____________________________

1. Buying a franchise does not provide a hotel owner with:

a. employee training programs. b. a tested and successful operating system. c. experienced managers and employees. d. marketing programs.

2. Hotel management companies came about because:

a. early lease arrangements between hotel owners and independent hotel managers proved inadequate.

b. individuals who didn't know much about hotels, such as developers and real estate investors, built hotels and wanted experienced people to run them.

c. the Tax Reform Act of 1986 made it more advantageous for hotel owners to hire hotel management companies rather than buy a franchise or run the hotel themselves.

d. hotel chains were no longer interested in managing their own properties.

3. According to the two-thirds/one-third lease, two-thirds of the __________ went to the owner and one-third went to the hotel company.

a. net income b. recommended daily allowance c. operating expenses d. gross operating profit

4. The portion of the management fee that is based on a percentage of a negotiated level of profitability is called the:

a. incentive fee. b. reimbursement of overhead. c. percentage adjustment. d. profitability charge.

5. In 1970, there were __________ management companies.

a. more than 500 b. about 300 c. approximately 50 d. fewer than 10

6. Robert M. James started the International Council of Hotel and Motel Management Companies in order to:

a. create networking opportunities and provide information for management company representatives.

b. lobby for legislative changes that would benefit management companies. c. compete with the American Hotel & Lodging Association. d. establish operational standards for all management companies.

7. Management companies are __________ part-owners of the hotels they manage.

a. always b. usually c. rarely d. never




8. Which of the following is usually considered an operator-reimbursable expense?

a. security lighting and locking systems b. architectural design fees c. franchise fees d. national advertising

9. It is common for a management contract to give the owner approval of the:

a. general manager. b. resident manager. c. executive chef. d. executive housekeeper.

10. One of the disadvantages a management contract has for hotel owners is that:

a. the management company may sell the hotel without the owner's input. b. incentive fees typically must be paid to the hotel management company even if the hotel

does not show a profit. c. the owners are still primarily responsible for funding their properties. d. none of the above.




Chapter 16 Franchising is Big Business

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.




8. Which of the following is not one of the advantages of owning a franchise?

a. guaranteed profits b. construction expertise c. promotional assistance d. site-selection assistance

9. One of the disadvantages of franchising for franchisees is:

a. being required to use the franchisor's name. b. unwanted products or procedures. c. the economies of scale in purchasing supplies, equipment, and advertising. d. receiving input when it comes to site selection.

10. The usual length of an initial franchise contract is __________ year(s).

a. 1 b. 3 c. 20 d. 50




Chapter 17 Ethics in Hospitality Management

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.

Documents

Hospitality Today Subject Guide 2013