Chapter 1
1. A supervisor is responsible for the output of the people supervised for the quality and
quantity of the products and services. Also meeting the needs of employees and
production of goods and services only by motivating and stimulating employees to do
their jobs properly. Yes, a supervisor is a manager of a unit or department of an
enterprise
2. Supervisor are exempt employees. The difference between exempt and nonexempt
employees is that nonexempt employees get a minimum wage and overtime pay after
working 40 hours in a workweek, while exempt employees do not get overtime since
most of their time is spent doing other things managing)
3. To your employees, you represent management. To the owners, you are the link with the
workers and the work to be done. To the guest, your output and employees represent
the enterprise. The employees are first. If you take care of the employees, the
employees will take care of the guests and profits will take care of themselves.
4. There are 4 human skills a supervisor needs: your attitude, sensitivity, self awareness,
and being aware of your own perceptions, needs, values, and personal quirks. A
supervisor needs human skills to create an atmosphere in which your employees feel
secure, free and willing to give you their best work.
5. 1. Work under great pressure 2. The ability to respond effectively to constantly changing
situations 3. To adapt theory to the reality of the moment
Chapter 2
1. Cooks, prep cooks, servers, bartenders, dish washer, hosts and janitor
2. A leader is someone who guides or influences the actions of his or her employees to
reach certain goals( people follow voluntarily.) Leadership is you have to get people to
work for you willingly and to the best of their ability.
3. Formal authority is given to you by virtue of your position. (In the organization chart )
Real authority is given to you by having the support of your employees. ( how things
actually get done )
4. For some people it works because that's how they were brought up, but for other
workers it will not work. Might be enough to keep people on the job, but they are not
working to their full capacity. Increase problems than to lessen them, and backfire by
breeding resentment, low morale, and adversary relationships.
5. 1. Balance management styles 2. Set expectations, then coach individuals to meet them
3.cultivate the right motivation 4. Regularly solicit feedback 5.make decisions 6. Motivate
leadership
Chapter 3
1. Day by day planning is preparing/planning for the next day or a week. While strategic
planning is preparing/planning for the next 3-10 years.
2. To reduce the risk you collect the relevant data and apply it to the forecast. You can also
reduce it by a contingency plan.
3. 1. A workable solution to the original problem and meets the stated objectives. This is
good to have because the problem will be solved a lot quicker and the work will get done
sooner. Listen and make sure you answered all questions 3. Minimize the degree of risk
necessary to meet the objective to ensure less problems 4.Specific, good to know for
sure you have everything you need. Included place, time, supplies, tools, people , duties
and more. 5. Flexible, able to adapt to changes.
4. 1. procedures manual 2. Recipe 3. daily report 4. Menu 5. blueprints
5. Single- use plan
6. Employees resist change because Any change upsets the environment, routines, habits,
and relationships. Also means a loss for them, less status, less desirable hours,
separation from coworkers, fewer tips, more work.
Chapter 4
1. Communication is the transference of understanding and meaning between two or more
people. 1.interpersonal communication 2. organizational communication 3. two way
communication 4. small group communication 5.mass communication
2. 1. Perceptions- overcome it by learning that everyone perceives things differently.
2.Assumptions and expectations- make sure they fully understand you and do not
expect them to know what you mean. 3.Communication climate-only healthy climate for
an atmosphere is one of trust 4. Verbal skills - clarity of the messages sent 5. Listening
or reading skills make sure they are actively listening to you.
3. 5 principles of a good listener include giving the other person your undivided attention,
hearing the person out, looking for the real message, keeping your emotions out of it,
and maintaining your role.
4. 1. Too long 2. Poorly organized 3.purpose is not clear to fix these issues, make sure the
writing is organized, use simple words and to the point, and write clearly.
5. For meetings to work for everyone, you need to be prepared, have an agenda, follow the
agenda, and respect differences of opinion.
Chapter 5
1. Equal Pay Act, Civil Rights Act , and Title 7 of the civil rights act
2. Diversity refers to the range of differences among people, including but not limited to
race, ethnicity, gender, age, religion, ability, and socioeconomic status. It is important to
recognize these differences and value what they could bring to the table.
3. Increasing personal awareness, learning about other cultures, recognizing and practicing
cross-cultural interactions skills, maintaining awareness, knowledge and skills
4. 1. Gender- make sure not to show favoritism to either gender, show respect to both 2.
Chapter 6
1. The area around me is not so popular for many jobs. There's gas stations, grocery
stores, markets, fast food places, and a few restaurants. There are little to none posted
in the paper anymore. It is not hard to get a job around me but, many people don't last
due to the options.
2. 1. Women who want to go to work to supplement the family income or simply to get out
of the house. 2. Part time employees are interested in evening work(moonlighters.) 3.
Unemployed 4. Retired people 5. Students
3. In this job, you will be lifting boxes up to 50 pounds. Can you lift 50 pounds ? Are you
able to perform the job I have just described?
4. 1. To determine Which sources give you the best workers, you need to evaluate the
results over a period of time 2. What is the tenure of people from each source 3.
Evaluate your own recruiting efforts
5. 1. Find a quiet place free of distractions 2. Take care to avoid questions that could be
considered discrimination 3. Avoid questions that have yes or no answers 4. Do not set
standards that are higher than necessary 5. Do not oversell the job 6. give the chance to
ask questions, and then end the interview 7. Clarify the important aspects of the job
6. Checking references is an important part of the selection process to hire the best
candidate. It's a way to weed out applicants who have falsified or stretched their
credentials. To get information about the worker. It's hard checking references if they lie
on them or avoiding asking questions not allowed to ask.
Chapter 7
1. A job title is the specific name given to a role within an organization and a job position
refers to the overall role and responsibilities of the job.
2. A job description is a statement of the different tasks, duties, and responsibilities that
make up a job. A job specification specific knowledge, skills, abilities and other attributes
required of the person performing the job.
3. Do not understand the question.
4. Job title, job duties and responsibilities, required qualifications, hours and shifts, and pay
range.
5. Title VII of the civil rights act of 1964, the Equal Pay Act, the Age Discrimination in
Employment Act, and the Americans with Disabilities Act
6. Follow these 6 steps: 1.Evaluation of performance should be based on standards or
factors obtained from a job analysis of the skills, tasks, and knowledge required to
perform the job. .performance standards should be observed, objective, and
measurable. 3. Keep a positive rapport during your discussions with the employee. 4. Do
not enter into discussions that focus on qualities of employees based on their
membership in a group protected by EEO laws. 5. Employee performance should be
documented more frequently than once a year at appraisal time. 6. If an employee
disagrees with his or her evaluation, he or she should be able to appeal.
Chapter 8
1. 1. To be qualified to supervise 2. Be experienced 3. Take charge 4. Treat people fairly
and equally 5. Communication
2. Factors that limit your use of motivational theories include the boring nature of many
jobs, company management policies, extent of your authority and resources, the
employees themselves, and constant time pressures.
3. Those terms refer to factors in a job environment that produce dissatisfaction, usually
reducing motivation. Meaning if your employees are not happy with the job environment
they will not be motivated to work efficiently. Sales can decline and people will quit.
4. Developing your employees is a way of maintaining a positive work climate to help your
employees become better at their jobs and to develop their potential. You develop your
employees by involving them. Employees who are involved tend to develop a sense of
ownership. This feeling of ownership breeds commitment.
Chapter 9
1. A group is defined as a number of persons working together. They share information but
remain neutral. A team is a special kind of group that attempts to achieve a positive
collaboration among its members.
2. A formally appointed team has an appointed team leader. The leader possesses the
power to influence others. Power may be delegated to this server from management. An
informally appointed team will enclose on its own. It has a rotation of leadership, and the
group leader does not have formal power over the group.
3. In the hospitality industry team norms are constantly evolving. Team norms are defined
as implicit, in addition to explicit, rules of behavior.Positive team norms are behaviors
that are agreed upon and accepted within the group. Negative team norms are
behaviors that are against the interest of and are not accepted by the overall group.
4. To build a cohesive team, goals and objectives need to be set. Through close interaction
with one another, the team will learn each other's strengths and weaknesses and how
each member works. Interaction and communication among the members of the team
will eventually lead to group norms, respect, unity, and trust.
5. Three ways to influence an informal team 1. Feedback 2. Identification of the key players
3. Communication
6. It's a process of total organizational involvement in improving all aspects of the quality of
a product or service. Total quality management (TQM) goal is to ensure continuous
quality improvement of services and products for guests. There's 10 steps to TQM.
7. Empowerment means to give employees additional responsibility and authority to do
their jobs Structured empowerment allows employees to make decisions within specified
limits. Flexible empowerment gives employees more scope in making decisions to give
outstanding guest services.
8. Major team challenges are negativity, learning how to delegate responsibilities, high
turnover, and gaining the respect of the team.
9. A coach is someone who coaches and involves observation of an employee 's
performance and conversation focusing on the job performance. While a supervisor can
be a coach their main goal is to make sure their team is completing projects and meeting
department and company-wide expectations
Chapter 10
1. 1. Job instruction 2. Retraining 3. Orientation
2. It's hard for leaders to train because of lack of time, lack of money, short term money,
and the complexity of some jobs. The benefits include more time to manage, less
absenteeism and less turnover, less tension, higher consistency of product and services,
lower costs, happier customers and enhancement of your career.
3. The leader is logical because it's your responsibility, whether you delegate it or do it
yourself. Training is one of those obligations to your people that does with your job.
4. Employees learn best when they are actively involved in the learning process, when the
training is relevant and practical, when the training materials are organized and
presented in small chunks, and when employees receive feedback on their performance
and reward for achievement.
5. 1. Showing and telling the trainee what to do and how to do it 2. Having the trainee
actually do it and do it right.
6. Not sure
7. Retraining is needed when changes are made that affect the job, when an employee's
performance drops below par, or when a worker simply has never really mastered a
particular technique.
8. Orientation is the pre-job phase of training that introduces each new employee to the job
and workplace . Your goals for orientation are to communicate necessary information,
such as where to park and when to pick up a paycheck, and also to create a positive
response to the company and job.