P&O2, Answers Chapter 1

PER SONNEL& ORGANISATIONHOSPITALIT Y PERSONNEL & ORGANISATION FOR THE HOSPITALITY INDUSTRY ELLEN VAN KOOTEN Chapter 1 | Answers | Questions about the chapter 2

Personnel & Organisation for the Hospitality Industry | Part 2Chapter 1 | Answers | Questions about the chapter1. What do we mean by management in the hospitality industry? Managing: The way in which business activities are organized and directed, taking into account the requirements for achieving the relevant objectives.2. What do we mean by organisation and leadership in the hospitality industry? Organisation means the deployment of people and resources so that goals can be achieved effectively. Giving leadership means assigning tasks to employees, motivating employees and supervising the work done by employees or the employees themselves.3. Identify three aspects of leadership. The task of leadership consists of three aspects: 1. Assigning tasks and giving instructions to employees within the company / department / team. 2. Supervising employees. 3. Motivating employees.4. The external environment of a company influences the organisation of that company, and therefore also affects its leadership and management. Which factors in the external environment should a manager take into account?Factors Trends and developmentsDemographic Demographic The composition of the population in terms of numbers, density, location, age, gender, ethnicity, occupation and level ofEconomic education.Socio-cultural Changing factors that can influence purchasing power and spendingTechnological patterns. Changing circumstances that can affect people’s values, norms,Political and legal preferences and behaviour. New technological developments that create new product and market opportunities, which can then be used as unique selling points or which can increase labour productivity. New legislation, changing government policy and public groups that can restrict and/or affect organisations and individuals in their freedom of action.5. Which factors make up the internal environment of a company? In addition to the external factors, it is also important to take into account the internal business context in which managers need to work. This internal environment can be divided into four different aspects: • working conditions • the nature of the work • working relations • terms of employmentVersion 1 | 25-10-2018 | [email protected]

Personnel & Organisation for the Hospitality Industry | Part 26. According to the researcher Adair, a manager must focus on three areas in order to be successful. Which three areas? Adair (1984) identifies three areas that a manager must concentrate on to successfully fulfil all these roles: • business tasks: tasks that are directly related to: producing goods and/or services; achieving the objectives of the business or department; allocating tasks between different departments; making long- and medium-term plans; distributing the available funds between the various budgets; allocating facilities and other resources. • team tasks: tasks that relate directly to the team of employees who work together and ensuring that they are working towards the final goal(s) identified. • individual tasks: The manager will also need to meet the needs of individual staff members and demonstrate understanding in relation to any personal issues.7. Why is the role of a manager within a company important? Nowadays, however, employees have certain expectations regarding managers. In other words, the way a manager interacts with staff is important. How problems are tackled, which issues are addressed, and whether or not the manager is competent. Another factor is whether or not a manager is alert and sees whether things are going well or badly and responds accordingly.8. What is the difference between role-based power and personal power? Role-based power is the extent to which a manager has the power to reward and punish. The director, the manager and the auxiliary staff all have their own positions in the professional hierarchy. Personal power is the extent to which the manager enjoys the confidence and respect of the employees. In theory, therefore, informal or personal power is granted by the employees, but it can be influenced by the manager. This kind of power is vulnerable, however, because if a mistake is made or an unpopular decision is taken, it can quickly ebb away. After all, the employees themselves are the source of this power.9. According to McGregor's X and Y theories, how do managers view their employees? McGregor (1960) was convinced that the way in which an organisation is managed depends directly on the beliefs and convictions that managers hold or adopt. McGregor called his ideas theory X and theory Y. Theory X assumes that most people are lazy, have an inherent dislike of work, and require both punishments and rewards if the company wants to achieve something. Staff are immature, need guidance and are reluctant to accept responsibility. Theory Y assumes exactly the opposite: people have an inherent psychological desire to work, they are eager to take on responsibility and perform well, and they are mature.10. How do you view the employees that you work with? Complete the McGregor test included in this chapter. Multiple answers possible, at the discretion of the teacher. See pages 35-37 for the test.11. What do Blake and Mouten’s concepts of ‘task-oriented’ and ‘people-oriented’ mean for managers? Task-oriented management focuses on the tasks that need to be done to produce a high-quality end result. People-oriented management focuses on the people who produce that end result.12. Which styles of leadership are there in situational management?low level of competence poor motivation good motivationhigh level of competence Instruction Employee competence: low Persuasion Employee competence: Consultation moderate Employee competence: Delegation moderate Employee competence: highFour Leadership styles:1. Instruction;2. Persuasion;3. Consultation;4. Delegation.Version 1 | 25-10-2018 | [email protected]