Exam 3 HFT3240

According to the case study on Cirque du Soleil, why did the conductor Oberacker choose to stay with the company, despite a downgrade in compensation and increased work hours? A) He enjoyed the independence Cirque du Soleil gave him and the central role he played in the show's production. B) He wanted to travel the world. C) He was no longer impressed by Broadway shows. D) He did not want to be a part of the Broadway union anymore.

A) He enjoyed the independence Cirque du Soleil gave him and the central role he played in the show's production.

According to the case study on Cirque du Soleil, why does the casting director have a policy of hiring more than one member of a village? A) So as to avoid feelings of isolation among the artists. B) To make sure that the company maintains diversity. C) So that if one artist quits another can take his or her place. D) To meet the number of artists a cast requires.

A) So as to avoid feelings of isolation among the artists.

Which style of leadership is: -Premised upon compliance of followers through rewards and punishment mechanisms A) Transactional B) Transformational C) Situational D) Servant

A) Transactional

According to the case study on Cirque du Soleil, employees value the opportunities that Cirque de Soleil gives them to work with the best in their respective fields. A) True B) False

A) True

Prior to Arne Sorenson becoming CEO of Marriott how many people had held the position of CEO? A. 2 B. 4 C. 5 D. 1

A. 2

From the case study, all of the following are true about Cirque's customer experiences EXCEPT: A. Cirque tries to use audience feedback to created product. B. Cirque created web sites and fan clubs for its loyal customers. C. Cirque tries to create an unforgettable experience for its customers. D. Cirque wants to create the desire for its customers to come back with more friends.

A. Cirque tries to use audience feedback to created product.

One of the first things that Todd Clist did as EVP of Courtyard and Fairfield was to: A. Combine the management of both companies B. Sell Fairfield to IHG C. Eliminate food and beverage from Courtyard D. Get rid of the employee scorecard for both brands

A. Combine the management of both companies

Marriott associates learn to do many jobs other than just what they are hired to do. What is this called? A. Cross-trained B. Multitasking C. Multiple-Jobbing Doing your job

A. Cross-trained

Fairfield Inn was Marriott's vehicle to enter which segments of the hotel marketplace? A. Economy, limited service B. Luxury C. Upscale D. Midscale without food and beverage

A. Economy, limited service

The phase of team development during which the group sets goals is known as: A. Forming B. Storming C. Norming D. Performing

A. Forming

What was the name of the restaurant chain that later turned into Marriott International hotel company? A. Hot Shoppes B. Marriott Restaurants C. J.W.'s Root beer D. The Root beer Shoppe

A. Hot Shoppes

Marriott passed on buying this hotel because of its strange and unusual mechanics. A. Hyatt B. Hilton C. Holiday Inn D. Candlewood Suites

A. Hyatt

The Courtyard and Fairfield brands are owned by which of the following hotel companies? A. Intercontinental Hotel Group B. Hyatt C. Marriott D. Hilton

A. Intercontinental Hotel Group

Which of the following factors is the ultimate key to a firms excellence in service: A) Well-maintained and up-to-scratch property facilities B) Environment and ambience of the place C) A committed workforce D) Location of the business E) Clear vision and strategy for the business developed by the management

C) A committed workforce

Which of the following statements are correct about organizational climate? A) Represents the degree to which a firms policies focus on service excellence B) Is really the same as organizational culture C) Is directly linked to positive organizational outcomes such as customer satisfaction D) a and c only E) All of the above

C) Is directly linked to positive organizational outcomes such as customer satisfaction

Who was J. Willard Marriott's partner in business and in life? A. Elizabeth Marriott B. Karen Marriott C. Alice Sheets Marriott D. Margret Marriott

C. Alice Sheets Marriott

What was Marriott's first venture outside of the full-service business? A. Ritz-Carlton B. Edition C. Courtyard D. JW Marriott

C. Courtyard

Empowering service employees is important because: A. It helps service employees to get along with each other in a harmonious way B. Empowered employees tend to seek more advice from their managers C. Employees must be able to act on the spot to serve customers better D. Organizations need to keep their costs down E. All of the above

C. Employees must be able to act on the spot to serve customers better

The main problem that Disney's Geibel and Johnson had to deal with was: A) Perceived boundaries getting in the way of inter-group collaboration. B) The development of departmental silos. C) The structure of the organization getting in the way of the ability to change and adapt. D) All of the above

D) All of the above

The phase of team development during which the group delivers on talks and relationships is known as: A) Forming B) Storming C) Norming D) Performing

D) Performing

Which leadership style is characterized by the following: -Greater focus on employees and work ethics, as well as continuous self-reflection and value-based problem-solving practices A) Situational leadership B) Transactional leadership C) Transformational leadership D) Servant leadership

D) Servant leadership

Which of the following is NOT one of the roles in Geibel and Johnson's teamwork structure? A) Lead B) Primary members C) Secondary members D) Tertiary members

D) Tertiary members

Just 10 days after 9/11 Starwood, Marriott, and others began pushing for the reopening of Regan National Airport in D.C., because it was estimated that the Washington area could lose as much as _______ amount of Revenue. A. 1 million B. 10 million C. 100 million D. 1 billion

D. 1 billion

Marriott's core values do not include which of the following? A. Put people first B. Pursue excellence C. Act with integrity D. Be kind to all

D. Be kind to all

The ability to: •Perceive emotions •Access and generate emotions •Understand emotions •Regulate emotions is known as: A. Sympathy B. Empathy C. Emotional Stability D. Emotional Intelligence

D. Emotional Intelligence

The acronym HOME stands for: A. Historic, Original, Meaningful, Ethical B. Honest, Optimal, Meaningful, Enterprising C. Honest, Open, Meaningful, Ethical D. History, Oneness, Membership, Exchange

D. History, Oneness, Membership, Exchange

Which of the statements below is not one of the reasons given as important differences in managing service employees A. Because of coproduction B. Because service employees must be hired for attitude and personality C. They are expected to exert emotional labor D. It is generally accepted that low skilled service workers are easier to manage E. They have to serve as part-time marketers in addition to fulfilling their primary

D. It is generally accepted that low skilled service workers are easier to manage

Which of these was NOT a venture Marriott undertook at some point? A. Cruise Ships B. Theme Parks C. Home-cleaning D. Movie Theaters

D. Movie Theaters

Motivating hospitality employees is understood to be challenging. Which reason below is not one of the generally recognized challenges? A. Low status occupation B. Long and irregular working hours C. Lack of career paths D. Need to wear uncomfortable uniforms E. None of the above

D. Need to wear uncomfortable uniforms

To solve their organizational issues, Disney's Geibel and Johnson devised an approach based on: A. The fundamental theorem of calculus B. Evolutionary biology C. Six sigma D. The scientific method

D. The scientific method

Which of the following was NOT a part of the program that Fairfield developed to reduce turnover and increase the quality/consistency of its workforce? A. A personality skills profile test B. Performance based compensation C.. Employee recognition programs D. University recruiting

D. University recruiting

Which of the following is the least important reason for a firm to empower front-line employees: B) Being able to differentiation and personalize a service C) Forming long-term relationships with customers is important D) Serving the unpredictable demands of customers E) To reduce the need for managers to be involved in service delivery F) c and d only

E) To reduce the need for managers to be involved in service delivery

Emotional dissonance occurs when: A) An employee is asked to display an emotion that they do not feel B) Putting on the game face at work. C) Disagreeing with what emotion the job requires D) Feeling conflict between what you feel and what you have to show E) a, b and d only F) All of the above

E) a, b and d only

Employee empowerment allows service organizations to: A. Foster an environment of commitment and ownership B. Treat employees as equals, with the same sort of respect as they are expected to offer to their customers C. Delegate the initiative to employees while management performs a more of supporting role D. Exceed customer s expectations and fix mistakes more quickly E. All of the above

E. All of the above

Front line employees in hospitality organizations are required to: A. Be hospitable B. Have positive attitudes C. Work together D. Share core values E. All of the above F. b and d only

E. All of the above

According to the Disney case study, the idea that because that there are both successes and failures in the process of innovations, the best approach is make mistakes on the front end is called: A) Failing quickly B) Trial and error C) Strike one management D) Zero sum failure

A) Failing quickly

Leadership is a process, not a trait or characteristic. A) True B) False

A) True

Marriott once thought of purchasing this theme park but decided against it in the end. A. Universal B. SeaWorld C. Disney D. Six Flags

C. Disney

What year did the Marriotts open their root beer stand? A. 1930 B. 1912 C. 1935 D. 1927

D. 1927

Organizational culture is an important concept for service organizations because A. It helps staff know what to do and how to do it, even without direct training or supervision B. It provides clues about behavior norms C. It fills the gaps between training and unforeseen circumstances D. It allows to define appropriate behavior for various situations E. All of the above

E. All of the above

Some of the reasons that employees are so important to successful service organizations include: A. There are flimsy and permeable boundaries between the firm and their customers B. There is physical and psychological closeness between employees and customers C. Service consumption and production occur simultaneously D. b and c only E. All of the above

E. All of the above

What are the likely indicators of a positive climate for service? A. When employees perceive that they are rewarded for delivering quality service B. When employees perceive that management devotes their time and energy to service quality C. When employees receive appropriate training D. When all of a company s activities, policies and practices are focused on service quality E. All of the above

E. All of the above

Which is the most accurate summary of the empowerment equation A. Rewards + Culture + Knowledge + Engagement = Empowerment B. Culture + Passion + Engagement + Knowledge = Empowerment C. Rewards + Knowledge + Information + Power = Empowerment D. Culture + Knowledge + Information + Power = Empowerment E. None of the above

E. None of the above

Which of the following is not true about organizational commitment? A. Organizational commitment affects retention, engagement and citizenship behaviors B. Organizational commitment refers to an individual's psychological attachment to their employer or the company, rather than to the job itself C. Emotional attachment (or affective commitment) is found to be negatively associated with stress, work-family conflict and quit intentions of staff members D. Employees with high affective commitment are more likely to engage in positive organizational actions because of their higher levels of shared values with their workplace E. None of the above

E. None of the above

Organizational psychology: A. Is the application of psychology to the way workers behave in the workplace. B. Evolved from the field of organizational studies. C. Relies on constructs such as motivation, satisfaction and commitment. D. Is important to hospitality organizations in particular because these organizations are the most problematic. E. a and c only F. All of the above

E. a and c only

Emotional dissonance occurs when A. An employee is asked to display an emotion that they do not feel B. Putting on the game face at work. C. Disagreeing with what emotion the job requires D. Feeling conflict between what you feel and what you have to show E. a, b and d only F. All of the above.

E. a, b and d only

This module (9) case study was about: A. Disney B. Marriott C. United Airlines D. Jack-in-the-Box

A. Disney

Which of the following statements are correct about a strong service culture? A. It is especially beneficial to firms operating in the service sector since staff can be often left unsupervised due to the nature of some service companies B. There might be a lack of alignment with organizational values C. Control must be exercised through extensive procedures and bureaucracy D. It results into redundancy of the HR manager as his role devaluate for the company s prosperity E. a and d only

A. It is especially beneficial to firms operating in the service sector since staff can be often left unsupervised due to the nature of some service companies

Marriott owns 49% of which luxury hotel company? A. The Ritz-Carlton B. The Four Seasons C. The Mandarin Oriental D. The Venetian and Sands

A. The Ritz-Carlton

"Touch points" are when a Marriott associate interacts with a guest A. True B. False

A. True

According to the case study on Cirque du Soleil, employees value the opportunities that Cirque de Soleil gives them to work with the best in their respective fields. A. True B. False

A. True

Bill Marriott built Marriott into a global lodging company with more than 4,300 properties in more than 80 countries. A. True B. False

A. True

Courtyard was designed to appeal to two type of travelers: "functional roomers" and "security seekers." A. True B. False

A. True

Fairfield Inn was designed to meet the needs of the "road warrior." A. True B. False

A. True

Marriott's program that helps students find work is Called Bridges: From School to Work A. True B. False

A. True

There was fear that the launch of Courtyard would tarnish the full-service brand name that Marriott had. A. True B. False

A. True

According to the case study on Cirque du Soleil, founder Laliberte wants to take the company public so that investors and shareholders can make decisions about the direction of Cirque du Soleil. A) True B) False

B) False

According to the case study on Cirque du Soleil, what did COO Marc Gagnon do to encourage employees to make their voices heard within the company? A) He held monthly video-conferences with employees. B) He created a uncensored employee newsletter. C) He held employee retreats. D) He conducted surveys for audience feedback.

B) He created a uncensored employee newsletter.

Which of the following mottos or statements reflect the importance the company places on its workers: A. To bring inspiration and innovation to every athlete in the world . B. "We are Ladies and Gentlemen serving Ladies and Gentlemen." C. to build a place where people can come to find and discover anything they might want to buy online. D. We save people money so they can live better. E. All of the above

B. "We are Ladies and Gentlemen serving Ladies and Gentlemen."

What decade did Marriott go public? A. 1940s B. 1950s C. 1960s D. 1970s

B. 1950s

After some experimentation, Disney's Geibel and Johnson found that the best meetings/teams did not have more that __ people. A. 5 B. 6 C. 8 D. 10

B. 6

Who is the current CEO of Marriott that took over for Bill Marriott? A. David Marriott B. Arne Sorenson C. He still is CEO D. Debbie Marriott

B. Arne Sorenson

According to the Cirque du Soleil case study, in the mid-1990s, Cirque du Soleil tried to better support its shows traveling around the world by establishing branch offices in North American, Australia and Asia. A. True B. False

B. False

Cannibalism (or direct competition between two brands of the same ownership) was a major problem for Courtyard and Fairfield. A. True B. False

B. False

Courtyard targets business travelers with very large expense accounts. A. True B. False

B. False

In Geibel and John's teamwork model, Disney employees could not serve on more than one team. A. True B. False

B. False

Marriott owns most of their hotels outright? A. True B. False

B. False

The service-profit chain proposes the following connections: A. Internal service quality drives employee satisfaction which improves customer satisfaction and reduces labor costs B. Internal service quality improves employee satisfaction which leads to satisfied and loyal customer and therefore increased revenue and profitability C. Internal service quality drives employee commitment which leads to loyal customers and increased revenues D. Internal service quality improves customer satisfaction which mirrors to employee satisfaction and then pushes profitability higher E. None of the above

B. Internal service quality improves employee satisfaction which leads to satisfied and loyal customer and therefore increased revenue and profitability

Which of the following can be defined as: "Aligns vision to the organizational strategies and people, creates culture, thinks ahead and inspires people ?" A. Management B. Leadership C. Visioning D. Benchmarking

B. Leadership

When Marriott split into two branches what was the hotel management segment of the business called? A. Marriott Management B. Marriott International C. Marriott Corporation D. Marriott Hotel Management

B. Marriott International

Paying bonuses for superior performance and paid vacation for perfect attendance were a part of Fairfield's strategy of: A. Rigorous selection B. Performance based compensation C. Ongoing training D. Employee recognition

B. Performance based compensation

What color is Mr. Marriott's tie on the cover of Without Reservations? A. Green B. Red C. Blue D. Black

B. Red

The phase of team development during which the group sorts out early conflict is known as: A. Forming B. Storming C. Norming D. Performing

B. Storming

According to the case study on Cirque du Soleil, all of the followings are the Cirque's business EXCEPT: A. publishing and merchandizing B. real estate C. circus show D. feature film

B. real estate

Which of the following statements based on Edgar Scheins model is the most accurate? A. There are three basic levels of organizational culture. The more are visible stronger organizational culture will be B. Shared assumption is the most visible layer which can be demonstrated through how well employees care and respect each other C. Espoused values refer to the company s mottos, explicit statements and myths circulated within and outside the organization D. Artifacts and behaviors are the elements of culture which are often unseen and often rely on unspoken rules E. Top managers have an unlimited access to all of those levels of organizational culture

C. Espoused values refer to the company s mottos, explicit statements and myths circulated within and outside the organization

Which brand owned by Marriott is not designed for extended stays? A. Residence Inn by Marriott B. Marriott Vacation Club C. Gaylord Hotels D. Marriott Executive Apartments

C. Gaylord Hotels

The phase of team development during which the group makes rules and expectations clear is known as: A. Forming B. Storming C. Norming D. Performing

C. Norming

Which of the statements below least describes emotional labor A. When a worker has to exert him or herself beyond physical or mental labor B. Showing the right emotion at the right time to satisfy customer needs C. The tendency to have emotional moments during stressful times at work as long as the feelings are genuine D. Displaying genuineness and sincerity E. Hiding real emotions if they are negative and acting in a positive way regardless circumstances

C. The tendency to have emotional moments during stressful times at work as long as the feelings are genuine

Which leadership style is characterized by the following: The leader forms strong and collaborative relationships via effective communication, team effort and resource-sharing A. Transactional B. Situational C. Transformational D. Servant

C. Transformational

What is Bill Marriott's newest book called? A. The Spirit to Serve: Marriott's Way B. L'Empire Marriott C. Without Reservations D. The Wisdom of Titans

C. Without Reservations

Which of the following statements are correct about employee engagement? A) The more people feel able to express their true selves, the more they will invest in their work and organizations B) Engagement leads to higher staff turnover which allows organizations to keep their staff fresh C) Employee engagement tends to lead to more positive financial outcomes D) Employee engagement represents behaviors more than attitudes E) a and c only F) a, c and d only

F) a, c and d only

It is possible to be an effective leader without very high emotional intelligence, given that you are highly analytical and have a strong background in your area of expertise. True False

False

After experimenting with workspaces, Geibel and Johnson found that conference rooms are actually counterproductive to the goals of most meetings and discussions. True False

True

In Geibel and Johnson's teamwork model, job titles often determined the team's lead member. True False

false