P&O1, Answers Chapter 6

PER SONNEL& ORGANISATIONHOSPITALIT Y PERSONNEL & ORGANISATION FOR THE HOSPITALITY INDUSTRY ELLEN VAN KOOTEN Chapter 6 | Answers | Questions about the chapter 1

Personnel & Organisation for the Hospitality Industry | Part 1Chapter 6 | Answers | Questions about the chapter 1. Why is the proper organisation of internal communication important for a company? There are various reasons for using internal communication: • If a company wants to be systematically and effectively organised, internal communication is important for the mutual coordination in order to achieve goals. • Management and workplace have to be aware of each other's situation. Changes are discussed on time, tasks assigned and employees can get used to new situations. • Communicating quickly and directly about problems means that they can be quickly resolved. Good quality internal communication can resolve mutual differences. This will have a positive effect on the working environment. • Members of staff get a proper picture of the organisation and feel involved and part of the mission and vision of the company. 2. Which types of internal communication exist?Version 1 | 25-10-2018 | [email protected]

Personnel & Organisation for the Hospitality Industry | Part 1 3. What is the difference between an assessment interview and a performance review? During an assessment interview an opinion is formulated about the employee's conduct, performance and attributes. In an assessment interview, the focus is on measurable achievements from the past. These can be used to take decisions relating to dismissal, a temporary or permanent employment contract and a bonus or promotion. During a performance review, the focus is on improving the employee's performance. The goal of the meeting is to motivate the employee and increase enjoyment at work. The performance review is intended to allow the member of staff to indicate how far he has got and the possibilities he believes are available to improve his own performance and that of the department. For the sake of clarity, the differences are summarised in the following diagram: 4. Objectives are formulated according to SMART. What does this mean? Measurable goals are needed to assess performance. You should therefore make goals SMART: S = specific: Goals have to be described in observable actions, behaviour or results. M = measurable: Results have to be measurable and a standard has to be set so that employees know whether they are up to scratch or are performing above or below par. A = Acceptable: The interpretation of the goals must be communicated in such a way that there will be a certain degree of acceptance. R = Realistic: The key question here is: 'Is the goal feasible?' Can the plan be executed? Are the efforts that have to be made to do so acceptable? Members of staff may resist new types of initiative. A realistic goal takes account of availability for work of the employees in the company. T = Time-related: The focus is then on the schedule. There have to be a clear start date and end date. The interim phases are verification moments to see how progress is going and where adjustments have to be made. 5. Give an example of a goal that you would like to achieve and formulate it using SMART. Multiple answers possible, at the discretion of the teacher. Note: SMART is primarily a good tool for short-term goals (1 year or shorter). SMART is not possible in the case of long-term goals. So students answer must be short-term. 6. Use an example of a goal of a luxury restaurant. Formulate an objective on the basis of SMART. Multiple answers possible, at the discretion of the teacher. Note: SMART is primarily a good tool for short-term goals (1 year or shorter). SMART is not possible in the case of long-term goals. So students example must be short-term.Version 1 | 25-10-2018 | [email protected]

Personnel & Organisation for the Hospitality Industry | Part 1 7. What is the difference between long-term or medium-term personnel scheduling? The business plan and personnel planning in the long term means the preparation, development and introduction of the strategic policy with regard to the intake, career development and departures of personnel. Supervision and checks take place under the responsibility of middle management. In the case of medium-term personnel policy the focus is on the optimal functioning of the company in the future, whereby the right employee must be available in the right place for the coming two to three years. 8. Why does a manager have to keep working on his credibility? A manager has to be a supervisor who plans, organises and manages, someone who is sincere, honest and sets a good example. No one will follow another person if they did not believe that person to be credible. This is something a manager has to earn and what he says should not just be a friendly chat. The relationships between manager and employees have to be given a chance to grow and a manager will do everything he can to ensure that this is done credibly. 9. In which five ways can the manager work on his credibility? • Listen to the employees in the team • Be clear and, above all, consistent as well • Inspire • Admit mistakes • No hidden agendas, be open • Be a mentor, a coachVersion 1 | 25-10-2018 | [email protected]