酒店运作练习题

酒店运作练习题

Multiple Choice Quiz Questions: 1. A hotel ownership entity often enters into an agreement to finance and build the hotel using a:

a. Franchise agreement

b. Development and Construction Management Agreement c. Management Agreement

d. General Contractor for both financing and building e. Only a and c

2. Which of the following are not part of the top entities involved in a hotel’s operation?

a. Owner

b. Management company c. Employees

d. Brand affiliation agreement e. All of the above were mentioned in the article as a top entity

3. The classification, _______________, includes items that have the existing brand’s name or logo on existing items, which must be replaced on the day of the name change.

a. Signage and identification b. Minimum brand standards c. Human resources

d. Computer information systems e. None of the above

4. The classification, _______________, includes all costs associated with hiring and relocation.

a. Signage and identification b. Minimum brand standards c. Human resources

d. Computer information systems e. None of the above

5. The two major challenges of converting a hotel are:

a. The contract and negotiation process b. The transition and the contract c. The timing of the physical change-out and satisfying customers under the

new name

d. The human resource issues and the timing of the physical change-out e. The contract and the human resource issues

6. The physical change-out refers to:

a. Hiring new employees b. Hiring new managers c. Changing the organizational culture

d. Developing new employee manuals e. Removing the former name

7. The incoming management team of a conversion usually wants to replace some, if not all, of the key executives. Which of the following is not one of the key executives mentioned in the article?

a. General manager

b. Director of housekeeping c. Operations manager d. Controller e. Front office manager

8. Which of the following was not one of the five ways listed by Aldag and Stearns (1987) as a way in which managers give structure to organizations?

a. Work specialization b. Spans of control c. Esprit de corps

d. Patterns of authority e. Methods of coordination

9. In order to determine the appropriate number of subordinates a supervisor should be responsible for at any given time, the authors presented a list of

functions in which the span of control is dependent on. Which of the following was included in the list?

a. Task integration

b. Frequency of interaction c. Task certainty d. All of the above e. Only a and b

10. The authors list a number of principles regarding how to structure organizations. These include:

a. Strategy formulation, unity of command, and employee empowerment. b. Delegation, unity of command, and chain of command. c. Employee empowerment, hierarchical structure, and chain of command. d. Hierarchical structure, delegation, and employee empowerment. e. Delegation, chain of command, and strategy formulation

11. Which of the following is not considered a functional line, according to the article:

a. Rooms

b. Food and beverage c. Personnel d. Sales e. All were mentioned as functional lines

12. According to the article, which of the following is not a subfunction of the personnel department?

a. Employee recruitment b. Training

c. Benefits administration d. Payroll preparation e. All of the above were mentioned as subfunctions of the personnel

department

13. The accounting department is responsible for which of the following:

a. Accounts receivable b. Accounts payable c. Pay raises and promotions d. All of the above e. Only a and b

14. There are two major contextual elements of the GM’s job that affect the specific job functions and the generic managerial work roles. These two elements were:

a. Environmental culture and stakeholder pressure b. Environmental culture and job demands c. Job demands and stakeholder pressure

d. Stakeholder pressure and relationship issues e. Relationship issues and job demands

15. In which of the following time frames do the demands on hotel GM’s revolve around the daily, ongoing, operational issues of providing quality guest service, controlling costs, and maximizing revenue?

a. Short-run b. Medium-run c. Intermediate run d. Long-run e. Only a and b

16. In which of the following time frames are GM’s expected to train and develop subordinates as well as formulate plans and programs that systematically improve their operational control over the hotel?

a. Short-run b. Medium-run c. Intermediate run d. Long-run e. Only a and b

17. In which of the following time frames do the demands require the GM to develop communication channels and to nurture relationships that extend beyond the specific domain of the hotel?

a. Short-run b. Medium-run c. Intermediate run d. Long-run e. Only a and b

18. In which of the following time frames do the demands of a GM’s job relate to the capital needs and the organizational stability of the hotel?

a. Short-run b. Medium-run c. Intermediate run d. Long-run e. Only a and b

19. From the results of the GM’s included in this article, which of the following generic work roles was not of particular significance:

a. Monitor

b. Disseminator c. Resource allocator d. Entrepreneur e. Spokesman

20. Competency models can be used as a foundation from which to establish criteria for a broad array of HR systems. Which of the following was listed as one of the 8 HR activities that can be guided or enhanced with the use of a well-developed competency model?

a. Recruitment and selection b. Discipline and termination c. Career development

d. All of the above were listed as one of the eight HR activities e. Only a and c

21. The authors listed a number of advantages a company can receive from a good

competency model. Which of the following was not listed as one of those advantages?

a. It can build an integrated framework for developing a company’s human-resources

system.

b. It has shown to increase the organizations bottom line by 10%.

c. The model can be a critical guide during periods of instability and change. d. Making HR decisions on the basis of a carefully developed competency model

reduces legal challenges to those decisions.

e. It increases the firm’s ability to achieve its business objectives.

22. Based on the feedback of a pilot study, the authors modified the competency model to

reflect hospitality-specific behavior. The final competency model consisted of eight overarching factors. Which of the following was not one of the eight factors?

a. Communication

b. Industry knowledge c. Interpersonal skills d. Leadership

e. Being an expert in the field

23. Which of the following competencies was rated the highest by the respondents in the

study?

a. Strategic positioning b. Implementation skills c. Critical thinking d. Self management e. Interpersonal skills

24. The self-management factor consists of four behavioral dimensions. Which of the

following was not one of the four dimensions?

a. Ethics and integrity b. Time management c. Developing others

d. Flexibility and adaptability e. Self development

25. The strategic positioning factor consists of four behavioral dimensions. Which of the

following was not one of the four dimensions?

a. Awareness of customer needs b. Fostering motivation c. Commitment to quality d. Managing stakeholders e. Concern for community

26. Which of the following was listed as a likely core attribute of future leaders?

a. Ethics

b. Awareness of customer needs c. Team orientation d. All of the above e. Only b and c

27. According to Underwood, a general manager of a hotel must be able to react and

prioritize where his or her daily efforts are focused. Commonly, these efforts are directed toward:

a. Immediate guests’ issues b. Fire alarms

c. Being understaffed d. All of the above e. Only a and b

28. According to Underwood, efforts are always focused on three areas. They include:

a. Guest satisfaction, employee satisfaction, and owner satisfaction b. Guest satisfaction, supplier satisfaction, and owner satisfaction c. Guest satisfaction, employee satisfaction, and supplier satisfaction

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