HOST 280 Ch1 - Ch12 Q&A

C. simple

"A collection of staff members with similar skills, brought together because there is more work to do than one person can complete in the required time" describes a(n) __________ work team. A. integrated B. relay C. simple D. problem-solving

D. intervene in every staff conflict in order to make sure employee morale stays high.

"Keep hope alive"—this refers to the need of supervisors to: A. make sure staff members are taking care of their health. B. keep their bosses happy by making sure they report all of the positive things that happen in the workplace. C. nurture themselves and make sure their "batteries" get "recharged." D. intervene in every staff conflict in order to make sure employee morale stays high.

D. push boundaries and experience team conflict for the first time.

"Storming" is the stage of team development in which team members: A. are polite and tentative when communicating with each other. B. establish their own way of conducting business and establish the team's patterns of communication and behavior. C. experience extremely high levels of productivity. D. push boundaries and experience team conflict for the first time.

A. task list

A ______________________ tells what tasks an employee in a certain position must perform. A. task list B. job breakdown C. job description D. performance standard

D. Paraphrasing

A frustrated employee says to you, "no one ever helps! I always get stuck with the jobs nobody else wants. Why do people here take advantage of me all the time?" You, the supervisor, respond by saying, "you feel that work assignments aren't fair?" Which of the following active listening techniques best describes your response? A. Focusing B. Self-disclosure C. Mirroring D. Paraphrasing

C. integrated

A hotel's sales manager, food and beverage director, rooms manager, and head of maintenance meet to plan how they will coordinate their efforts on behalf of a client who has booked a business conference at the hotel. This group of people is an example of a(n) __________ work team. A. simple B. relay C. integrated D. problem-solving

A. work team.

A small number of people who are committed to a common purpose and common goals, and who develop trust in each other through open communication is called a: A. work team. B. social group. C. work group. D. hospitality team.

B. competitive.

Aaron, the kitchen supervisor, never backs down from his employees. Whenever conflict arises, he is sure to "pull rank" and demand a resolution that meets his own needs as the supervisor. His conflict management style is best categorized as: A. accommodation. B. competitive. C. compromise. D. avoidance.

C. promise benefits to employees who vote against the union.

All of the following are actions management can take to influence a union organizing campaign except: A. describe the disadvantages of union membership. B. indicate how management has improved benefits and working conditions. C. promise benefits to employees who vote against the union. D. publicize details about the union that employees may not be aware of.

B. Feedback from the listener

All of the following are barriers to effective communication except: A. Differences in background B. Feedback from the listener C. Poor timing D. Prejudice

C. personal preferences of other supervisors.

All of the following are factors related to organizational climate that affect the leadership style adopted by a supervisor except: A. traditions and values of the organization. B. emphasis on cost effectiveness and bottom line profits. C. personal preferences of other supervisors. D. emphasis on employee participation.

D. Higher costs than external recruiting

All of the following are regarded as potential disadvantages to internal recruiting practices except: A. Diminished flow of new ideas into the company B. Morale problems with employees passed over for promotions C. Filling employment gaps in one department by creating gaps in another D. Higher costs than external recruiting

C. The next morning that the employee is on time.

An employee has been late to work a significant number of times. The supervisor calls this employee into the office and discusses the tardiness problem. As a result of the coaching session, the employee improves. When, if ever, should the supervisor give positive reinforcement to the employee? A. It's probably not a good idea to give positive reinforcement since the employee is now only doing what he is supposed to do. B. Wait a month or two, and then tell the employee that you are pleased with his improvement. C. The next morning that the employee is on time. D. If the improvement continues, discuss it at the next performance review meeting (in approximately six months?).

C. Follow her new boss's direction and hope the two managers are able to resolve the conflict.

At the As You Like It Hotel, the reservations function was recently reorganized and made part of the sales department. Karen, the reservations supervisor, is now caught in the middle of a conflict between her new boss, the director of sales, and her old boss, the front office manager. The director of sales insists on blocking more rooms for potential group business while the front office manager wants more rooms made available for sale to regular hotel guests. What should Karen do? A. Appeal directly to the general manager for guidance. B. Act on the basis of what she believes to be the overall goals of the hotel. C. Follow her new boss's direction and hope the two managers are able to resolve the conflict. D. Follow her previous boss's direction and hope the two managers are able to resolve the conflict.

A. stereotyping.

Believing that all people in a particular ethnic group are overly aggressive is an example of: A. stereotyping. B. appreciating cultural differences. C. acculturation. D. multiculturalism.

A. let employees know how well they are performing their jobs.

Coaching and evaluating performance are among the best tools a supervisor has to increase employee motivation because they: A. let employees know how well they are performing their jobs. B. enable the supervisor to push for greater productivity. C. provide a paper trail documenting unacceptable behavior. D. are the basis for raises and promotions.

A. Cross-training

David works as a bell person and as a front desk agent at the 400-room Horizon Hotel. Working two different positions helps him maintain full-time employment status at the hotel and brings variety to his work as well. They front office benefits from David's skills because the supervisor can schedule him to work while staffing around other employees' vacations and absences. Which of the following best describes the internal recruiting strategy that the front office supervisor used with David? A. Cross-training B. Succession planning C. Pay for performance D. Job sharing

A. Conceptual skills

Decision-making falls into which of the following set of skills? A. Conceptual skills B. Human relations skills C. Technical skills D. Personal skills

A. plan the number of labor hours needed

Developing a staffing guide for each departmental position enables the scheduler primarily to __________ for each position. A. plan the number of labor hours needed B. see the approved vacation dates at a glance C. none of the answers are correct D. judge the work-performance quality

A. criticize the employee

During formal coaching sessions, a supervisor should do all of the following except: A. criticize the employee B. Offer immediate, positive reinforcement for correct performance. C. Restate expectations. D. Explain how to close a gap in performance.

C. Poor: A supervisor needs to be flexible—able to adopt different leadership styles for different employees in different situations.

Enrique, an experienced supervisor at the Jackson Restaurant, offers advice to Jennifer, a newly hired dining room supervisor. Enrique suggests, "You really need to be consistent with the staff. Treat everyone the same. If you're going to go by the book, then go by the book—no exceptions. If you're going to call all the shots, then call them—after a while no one will expect anything more or anything less. Just be the same tomorrow that you were today. And be the same today that you were yesterday." Enrique's advice is: A. Good: The only way to be fair is to treat everyone the same. B. Good: When employees know what to expect, they won't be disappointed. C. Poor: A supervisor needs to be flexible—able to adopt different leadership styles for different employees in different situations. D. Poor: When employees know what to expect, they'll know how to manipulate you to achieve their own ends.

D. Stereotypes

Enrique, the evening supervisor, knew even before the orientation session began that Judy would never make it in the dining room. "She's too old to get along with the others and it will take her forever to learn the point-of-sale system," he thought. Which of the following types of personal biases must Enrique work hard to overcome when trying to communicate with Judy? A. First impressions B. Halo effect C. Severity effect D. Stereotypes

A. It enables the speaker to check the listener's understanding

Feedback is an essential element of successful communication because: A. It enables the speaker to check the listener's understanding B. It guarantees a verbal understanding of the message C. It ensures that both parties really want to communicate D. It allows the listener to change the subject

C. 24 minutes.

If the time available for guestroom cleaning during a work shift is 6 hours and 48 minutes and each room attendant is expected to clean 17 guestrooms per shift, the time it takes for one room attendant to clean one guestroom is: A. 18 minutes. B. 20 minutes. C. 24 minutes. D. 28 minutes.

A. accommodation.

It only took two days as a food server for Denise to learn that the squeakiest wheel would get the most grease. Last night, Laura (another food server) wanted to punch out early. When she and Denise argued about side-work responsibilities, the supervisor stepped in. Denise held her tongue thinking that "reason" would prevail. Laura, on the other hand, argued louder and became even more agitated until the supervisor "agreed" with her, let her off for the night, and gave the side work to Denise. The supervisor's conflict management style seems to be that of: A. accommodation. B. compromise. C. avoidance D. competition.

C. What did you like least about your previous job?

Janet is preparing to conduct job interviews with applicants. She wants to make sure she asks only open-ended questions. Which of the following is an open-ended interview question? A. Can you work lunch shifts? B. How long have you lived in the community? C. What did you like least about your previous job? D. Have you ever quit a job without giving your employer a two-week notice?

A. Provide the necessary training/coaching to raise Jeff's performance a notch or two higher.

Jeff is a newly hired employee and a potential star performer. His job knowledge and skills are still relatively low, but he does a good job with guests and is the first to help out co-workers. Which of the following motivational strategies would be most appropriate for you to adopt? A. Provide the necessary training/coaching to raise Jeff's performance a notch or two higher. B. Get to know Jeff's needs, interests, and goals and link them with department/organizational goals. C. Learn why Jeff is so highly motivated and transfer the knowledge when working with rest of your staff. D. None of the above.

A. laissez-faire.

Joel is the banquet service supervisor at the Glitz Country Club. Several months ago he formed two banquet service teams from the most experienced and well-trained employees on his staff. The teams are empowered to plan, deliver, and evaluate the food service for a number of functions held at the club. Joel's leadership style with these teams is likely to be: A. laissez-faire. B. bureaucratic. C. dictatorial. D. autocratic.

B. counseling

Josh has worked at the Star Hotel for three years and, for the most part, has been a model employee. However, over the past month, Josh called in sick seven times and was also late to work twice. Each time you try to talk to Josh about his attendance situation, he becomes noticeably annoyed, almost angry. You've heard that he may be experiencing problems at home. Which of the following supervisory actions is likely to be most appropriate? A. coaching B. counseling C. orienting D. training

A. Juan may be a visual learner.

Juan nearly always takes notes during pre-shift meetings. What might this indicate about his learning style? A. Juan may be a visual learner. B. Juan may be an auditory learner. C. Juan may be a creative learner. D. Juan may be a kinesthetic learner.

B. Kara may be an auditory learner.

Kara often hums to herself when she is reviewing accounts and posting new charges. What might this say about her learning style? A. Kara may be a visual learner B. Kara may be an auditory learner. C. Kara may be a tactile learner. D. Kara may be a kinesthetic learner.

B. leniency error

Lisa, the dining room supervisor at a 150-seat restaurant, tries to avoid confrontations during performance evaluation sessions by rating almost all employees at 4 on a 5-point scale (where 1 means poor and 5 means outstanding). Which of the following best describes the type of error that Steve makes in evaluating employee performance? A. severity error B. leniency error C. recency error D. central tendency error

C. set priorities with the help of their boss.

Managing time and sticking to priorities becomes easier for supervisors when they: A. delegate the lowest priority tasks to employees. B. avoid all interruptions and follow their to-do lists. C. set priorities with the help of their boss. D. delegate the highest priority tasks to employees.

D. democratic.

Monique involves her staff as much as possible in decisions affect guest services at the Brainbook Hotel. Many of her employees have made significant changes in procedures that have increased guest satisfaction scores at the hotel. Monique's leadership style is likely to be: A. autocratic. B. dictatorial. C. bureaucratic. D. democratic.

B. Organizational hierarchy

Monique, the dining room supervisor at the End Around Restaurant, was concerned that when servers were unhappy with their work schedules or station assignments they took their complaints directly to the restaurant manager and not to her. Which of the following management principles may have been violated? A. Discipline B. Organizational hierarchy C. Employee initiative D. Unity of command

B. Joleen should tell Raphael that this is a problem that she can't help him with personally, and encourage him to take advantage of the company's employee assistance program.

Raphael is a bartender at the Sandstone Lounge. Lately he has started to talk to himself while working, and he gets extremely angry whenever the least little thing goes wrong. When Joleen, Raphael's supervisor, comes in to work after her day off, she is told that Raphael was so critical of the new cocktail server the night before that she left in the middle of her shift in tears. He was also rude to several customers. When Raphael reports for work that afternoon, Joleen calls him into her office and asks him what happened last night. Raphael launches into a rambling tirade about the new cocktail server. Joleen lets him blow off steam and then asks him point blank: Is anything wrong? You just don't seem like yourself. Raphael abruptly bursts into tears and admits to having a drug problem that is out of control. Raphael has been with the company for over a year and has been a good bartender until the last few weeks; Joleen has always had a good, professional relationship with him. What should Joleen do now? A. Joleen should fire Raphael on the spot. B. Joleen should tell Raphael that this is a problem that she can't help him with personally, and encourage him to take advantage of the company's employee assistance program. C. Joleen should tell Raphael that he can lean on her, and set up a time each day when they can meet and she can provide counseling for him. D. Joleen should use tough love and sternly explain to Raphael that if he doesn't stop taking drugs immediately, their friendship is over, then order him out of her office.

B. autocratic.

Ricardo supervises the crew at the Fast Burger concession at the city's airport. His staff turns over so quickly that at any point in time more than half the employees are still at some stage of training. Ricardo's leadership style with this crew is likely to be: A. participatory. B. autocratic. C. democratic. D. laissez-faire.

D. Costs of the materials used for training

Ron is calculating the expected return on investment for training restaurant cashiers in detecting credit card fraud. He begins by determining the cost of training. The facilitator would cost $500, and the wages of the trainees would total $2,300. Training would take place in the lunch room an hour before meal setup would need to begin. What additional costs does Ron need to consider? A. lost revenue due to poor guest service B. higher turnover expenses C. lower productivity costs D. costs of the materials used for training

A. Provide the necessary training/coaching to raise Sam's performance a notch or two higher.

Sam has been a difficult employee to figure out. He seems to have the necessary job knowledge and skills, but he consistently falls short of meeting the department's performance standards. Which of the following motivational strategies would be most appropriate for you to adopt? A. Provide the necessary training/coaching to raise Sam's performance a notch or two higher. B. Don't waste your efforts and tag Sam as a likely candidate for termination. C. Get to know Sam's needs, interests, and goals and link them with department/organizational goals. D. None of the above.

A. cardiopulmonary resuscitation.

Several individuals working in a hospitality organization should be trained in a technique that provides artificial circulation and breathing to someone whose hear or lungs have stopped. This technique is called: A. cardiopulmonary resuscitation. B. Heimlich maneuver. C. Heimlich resuscitation. D. Cardiopulmonary rehabilitation.

B. supervisors must connect personally with staff members before they can connect professionally with them.

Sheena is interviewing Carlos for a food server position. She asks him questions such as: "What are your hobbies?" and "Do you have a pet?" Sheena knows that it is important to ask these types of questions of applicants, because: A. small talk is the heart of all properly conducted job interviews. B. supervisors must connect personally with staff members before they can connect professionally with them. C. such questions put applicants who are not suited to hospitality jobs on the defensive. D. they reveal whether a job candidate might be someone who will have to be "babysitted" if he or she joins the staff.

A. Position

Sometimes referred to as legitimate power, what type of power stems from the formal authority granted to a position within the hierarchy of an organization? A. Position B. Reward C. Coercive D. Expert

C. "I think you'll understand my side if I can finish my train of thought."

Stephanie, the dining room supervisor, is attempting to resolve a conflict between herself and Terry, a dining room server. But, whenever Stephanie begins to present her side of the situation, Terry interrupts, disagrees, and gets very emotional. Stephanie should say: A. "You're not listening to a thing I'm saying." B. "How can I explain my side of things if you keep interrupting me?" C. "I think you'll understand my side if I can finish my train of thought." D. "No wonder you don't understand, you won't listen!"

B. focusing on the employee's performance and not on the employee.

Supervisors can best overcome their fear of offending employees when conducting their performance evaluations by: A. scheduling performance evaluations more frequently. B. focusing on the employee's performance and not on the employee. C. developing their own performance evaluation forms. D. having the employees evaluate themselves.

D. determining the amount of time required to perform a given task by trained staff members.

Supervisors determine productivity standards by: A. averaging the abilities of the most-productive and least-productive staff members. B. consulting standard industry guidelines for their type of operation. C. doing a task themselves and comparing their results with the results of staff members. D. determining the amount of time required to perform a given task by trained staff members.

B. bureaucratic

Thad is the newly hired supervisor of the information technology staff at the corporate headquarters of a large national hotel chain. His staff of four employees is competent, but inexperienced. None have been with the company for more than a year. For the first several weeks on the job, Thad would be wise to adopt which of the following leadership styles? A. autocratic B. bureaucratic C. democratic D. laissez-faire

D. 4,750

The Fun Family Restaurant uses a base adjustment approach for forecasting covers and scheduling staff. In April, the restaurant had 5,000 covers. The unit manager expects business in May to decrease by 5 percent due to cutbacks in marketing and promotional efforts. What is the manager's forecast of covers for May? A. 5,500 B. 5,250 C. 5,005 D. 4,750

B. dependent on the nature of the conflict.

The best place to meet with an employee to address a situation involving conflict is: A. in a private office. B. dependent on the nature of the conflict. C. at the employee's work area. D. off site.

B. the employer.

The burden of proof that a bona fide occupational qualification is required for particular job rests with: A. the employee. B. the employer. C. the investigating agency. D. the EEOC.

C. the supervisor enforces rules unfairly.

The easiest wrongful discharge case for an employee to win is one in which: A. discipline is used as a form of punishment. B. the organization is shown to be negligent in hiring practices. C. the supervisor enforces rules unfairly. D. the employee was not granted "one last chance."

C. forced distribution.

The general supervisor of a large downtown hotel requires that the final performance evaluation rankings of all employees conform statistically to a bell-shaped curve. This method of evaluating performance is called: A. alternative ranking. B. paired comparisons. C. forced distribution. D. graphic rate scaling.

C. fixed labor.

The minimum labor required to run a food service operation, regardless of business volume, is called the: A. static labor. B. constant staffing level. C. fixed labor. D. non-variable work force.

A. Facial expressions

The most common form of nonverbal communication involves: A. Facial expressions B. Self-disclosure C. Mirroring D. Paraphrasing

C. a serious and deliberate effort by the individual employee.

The most effective type of motivation comes from: A. the threat of discipline. B. the organization's efforts of recognizing top performers. C. a serious and deliberate effort by the individual employee. D. monetary incentives.

C. External recruiting to fill open managerial positions

The president of a 35-unit restaurant chain recently established a policy of attempting to fill as many open supervisory and management positions as possible from applicants within the company. Implementing this policy will call for all of the following recruiting methods except: A. Internal recruiting to fill open supervisory positions B. External recruiting to fill open line-level positions C. External recruiting to fill open managerial positions D. Succession planning for current line-level employees

B. An operations budget

The results of strategic planning generally include all of the following except: A. A long-range plan B. An operations budget C. A vision statement D. A mission statement

C. outlining the responsibilities in the employee's job description.

The supervisor's role in general property orientation includes all of the following, except: A. supporting the property's mission and vision. B. linking the general property orientation to the trainee's job. C. outlining the responsibilities in the employee's job description. D. helping new employees identify internal customers and external customers.

B. create conditions that encourage employees to become motivated.

The supervisor's role in motivating staff is to: A. accept responsibility for the minimal efforts given by some employees. B. create conditions that encourage employees to become motivated. C. discipline unmotivated employees. D. demand a full day's work for a full day's pay.

A. sales forecasts.

The two tools managers use to schedule staff members are the staffing guide and: A. sales forecasts. B. job pyramid C. time clock data sheet. D. purchase orders.

B. Step two: Conduct the training

Tina, the trainer, is repeating the steps for reconciling room status discrepancies. At what step is Tina in the four-step training method? A. Step one: Prepare to train B. Step two: Conduct the training C. Step three: Coach trial performances D. Step four: Follow through

A. encourage employees to clearly express what they feel.

To make progress in many conflict management situations, supervisors must often discover the feelings of the employees involved in the conflict. The best way to discover these feelings is to: A. encourage employees to clearly express what they feel. B. interrupt employees and ask them to clarify their emotions. C. offer interpretations of what you may think they are feeling. D. sympathize and agree with their feelings.

A. an oral warning.

Typically, the first step in a progressive disciplinary process is: A. an oral warning. B. suspension. C. written warning D. discharge

D. fails to address the causes of unacceptable behavior.

Using disciplinary action as a form of punishment: A. lets employees know who's the boss. B. is the most effective long-term strategy for changing behavior. C. is the most effective short-term strategy for changing behavior. D. fails to address the causes of unacceptable behavior.

C. Power

What is the ability to influence the behavior of others? A. Motivation B. Empowerment C. Power D. Leadership

C. An open-ended question requires a more detailed answer than a closed or specific question that usually can be answered with a simple "yes" or "no"

What is the difference between an "open-ended question" and a "closed or specific question?" A. An open-ended question does not give any hints as to your feelings on the subject. A closed or specific question does give hints as to what answer you'd like to hear B. An open-ended question addresses an undecided matter. A closed or specific question addresses something that has already been decided and is no longer up for discussion C. An open-ended question requires a more detailed answer than a closed or specific question that usually can be answered with a simple "yes" or "no" D. Ans open-ended question takes into account the sensitivities and culture of the person to whom the question is being asked. A closed or specific question is more narrow-minded and can sometimes be offensive

D. adjourning.

When a staff member leaves his or her team, it is called: A. storming. B. norming. C. loafing. D. adjourning.

D. feeling as satisfied as the other.

When adopting a mutual problem-solving conflict management style, you want to create solutions that will leave each side: A. wondering if they got the best deal they could. B. feeling the pain of their loss. C. believing that they got the best end of the deal at your expense. D. feeling as satisfied as the other.

C. "Jim was very specific in his complaint. He said you cursed him yesterday when he bumped you in the hallway."

When deciding whether to take disciplinary action, it is important for the supervisor to distinguish facts from allegations and opinions. Which of the following statements is an allegation? A. "The fact is that your attitude has been less than desirable during the past month." B. "You have missed six days during the past two months." C. "Jim was very specific in his complaint. He said you cursed him yesterday when he bumped you in the hallway." D. All of the above.

A. "The fact is that your attitude has been less than desirable during the past month."

When deciding whether to take disciplinary action, it is important for the supervisor to distinguish facts from allegations and opinions. Which of the following statements is an opinion? A. "The fact is that your attitude has been less than desirable during the past month." B. "You have missed six days during the past two months." C. "Jim was very specific in his complaint. He said you cursed him yesterday when he bumped you in the hallway." D. None of the above.

C. coach.

When disciplining employees, the supervisor's role is that of: A. judge. B. jury. C. coach. D. enforcer.

A. focusing on the conflict, not on the personalities.

When managing conflict between employees, the supervisor can help reduce the defensiveness of employees by: A. focusing on the conflict, not on the personalities. B. telling the employees that everything is okay. C. insisting that the employees not be defensive. D. having your boss present during the meeting.

B. mediation.

When two conflicting parties meet with a third party who reviews the situation and gives advice on how to resolve the dispute, it is called: A. consultation. B. mediation. C. arbitration. D. dictation.

A. Explain that, even if the union wins the election, it must still bargain with management.

Which of the following actions can management take to influence a union organizing campaign? A. Explain that, even if the union wins the election, it must still bargain with management. B. Withhold benefits from union organizers. C. Ask employees about how they intend to vote. D. Promise benefits to employees who vote against the union.

C. Formal authority

Which of the following best describes the power that an organization gives to a supervisor to meet organizational goals? A. Responsibility B. Delegation C. Formal authority D. Informal authority

C. A business plan

Which of the following bridges strategic and operational planning activities by indicating how an organization will move forward in the upcoming year toward attaining long-range goals? A. A vision statement B. A mission statement C. A business plan D. A long-range plan

D. staggered work schedules

Which of the following helps ensure that the greatest number of employees are working during peak business hours? A. compressed work schedules B. expanded work schedules C. rotated work schedules D. staggered work schedules

D. room attendant

Which of the following housekeeping positions is most likely to have a work schedule that varies directly in relation to hotel occupancy? A. executive housekeeper B. assistant executive housekeeper C. floor supervisor D. room attendant

D. Food and beverage department

Which of the following is considered a "line department?" A.Human resources department B. Accounting department C. Engineering department D. Food and beverage department

A. Impatience

Which of the following is not a quality of a good trainer? A. Impatience B. Flexibility C. Enthusiasm D. Self-Confidence

C. "Keep up the good work!"

Which of the following is the best example of positive reinforcement? A. "You could have handled that guest a little better if you had just offered to . . . ." B. "It took a while, but you finally got it right!" C. "Keep up the good work!" D. "Let me show you how that's really done."

A. male attendants in a men's locker room

Which of the following is the best example of what could be an example of bona fide occupational qualifications? A. male attendants in a men's locker room B. female beverage servers under 25 years of age in a sports bar C. Asian-American sales staff in a company specializing in tours of the Far East D. weight restrictions for recreation department staff at a fitness resort

A. An operations budget

Which of the following is typically the last activity in the sequence of operational planning? A. An operations budget B. A marketing plan C. A long-range plan D. A business plan

A. Division of labor

Which of the following management principles may be violated when food servers are also responsible for meeting and greeting guests and bussing their own tables? A. Division of labor B. Unity of command C. Organizational hierarchy D. Matching

D. management-by-objectives method

Which of the following performance evaluation methods can be undermined by supervisors and employees setting easy-to-achieve goals? A. narrative essay method B. behaviorally anchored method C. critical incidents method D. management-by-objectives method

B. reasonable accommodation.

Which of the following refers to what employers must do to make the workplace accessible to people with disabilities? A. Bona Fide occupational enhancements. B. reasonable accommodation. C. I-9 renovations. D. material safety data revision.

B. variable staff positions

Which of the following staff positions are likely to have work schedules that change in relation to changes in hotel occupancy? A. compressed staff positions B. variable staff positions C. shared staff positions D. fixed staff positions

C. Focusing

Which of the following stages of listening involves turning all of your attention to the speaker and concentrating on receiving the speaker's message? A. Evaluating B. Interpreting C. Focusing D. Responding

D. We communicate most our messages nonverbally

Which of the following statements about communication is true? A. We communicate only when we want to communicate B. The best communication is a one-way message - from me to you C. There is no such thing as too much information D. We communicate most our messages nonverbally

D. In the short-term, external recruiting can lower staff productivity

Which of the following statements about external recruitment is false? A. External recruiting generally costs more than internal recruiting B. External recruiting provides supervisors with a better assessment of applicants' abilities than internal recruiting C. It takes more time to orient external recruits than internal recruits D. In the short-term, external recruiting can lower staff productivity

B. Unattainable performance goals challenge employees and motivate them to better performances.

Which of the following statements about goal-setting is false? A. Specific performance goals motivate employees better than general performance goals. B. Unattainable performance goals challenge employees and motivate them to better performances. C. Performance goals should have specific time limits for completion. D. Performance goals should be stated in such a way that it is easy to measure progress or completion.

B. Problem-solving and decision-making groups are useful when supervisors must sell employees on changes that have already been approved.

Which of the following statements about increasing employee participation is false? A. Task groups and work committees can be useful at all organizational levels. B. Problem-solving and decision-making groups are useful when supervisors must sell employees on changes that have already been approved. C. Feedback and follow-through are keys to successful employee suggestion programs. D. Employee suggestion programs must make it easy for employees to participate.

C. Listening skills are the same as speaking skills

Which of the following statements about listening is false? A. Listening and hearing are very different from each other B. You can listen twice as fast as the average person can speak C. Listening skills are the same as speaking skills D. People can learn to become good listeners

C. Conflict within an organization is inevitable.

Which of the following statements about managing conflict is true? A. One of the primary duties of a supervisor is to manage day-to-day situations so that conflict never arises. B. Conflict should be avoided because it disrupts an organization. C. Conflict within an organization is inevitable. D. Conflict prevents individuals from achieving their best performance.

A. A supervisor cannot motivate employees; employees must motivate themselves.

Which of the following statements about motivating a staff is true? A. A supervisor cannot motivate employees; employees must motivate themselves. B. Motivation is not a supervisory issue because employees are paid to do what their supervisors tell them to do. C. Supervisors are responsible for motivating all employees in their departments. D. Staff motivation would not be a problem if supervisors raised the level of their expectations.

A. A diverse staff means that employees will always be in conflict.

Which of the following statements about sources of conflict is false? A. A diverse staff means that employees will always be in conflict. B. Communication problems are at the root of many conflicts. C. Well-trained and well-coached employees can be empowered with high decision latitude. D. Employees, supervisors, and managers can experience conflicting emotions if their duties and responsibilities are not clearly defined.

D. Tours are not necessary to specific job orientation as they are conducted in general property orientation.

Which of the following statements about specific job orientation is false? A. Supervisors are much more involved in specific job orientation than in general property orientation. B. The focus of specific job orientation is on topics directly related to job performance. C. Specific job orientation should help the employee understand the importance of his or her position in relation to the company's mission and vision. D. Tours are not necessary to specific job orientation as they are conducted in general property orientation.

A. Drug abuse is limited to entry-level employees.

Which of the following statements about substance abuse in the workplace is false? A. Drug abuse is limited to entry-level employees. B. Drug abusers have a higher accident rate than drug-free employees. C. Drug abusers use more sick time than drug-free employees. D. Supervisors have a duty to report any illegal activity involving substance abuse.

C. Supervisors have a great deal of personal power.

Which of the following statements about supervisors and power is true? A. Supervisors don't have much power. B. Supervisors have a great deal of hierarchical power. C. Supervisors have a great deal of personal power. D. Supervisors should use power to make their employees afraid of them.

A. performance standards

Which of the following supervisory tools helps a housekeeping supervisor to specify the quality of work needed to clean or maintain items within a hotel? A. performance standards B. a calendar plan of special cleaning projects C. an area frequency list D. productivity standards

D. Closed or direct questions

Which of the following types of interview questions is most likely to lead job applicants to respond with answers they know the interviewer wants to hear? A. Open-ended or indirect questions B. Eclectic questions C. Stress questions D. Closed or direct questions