, TESTBANK FOR Supervision in the Hospitality
Industry, 9th Edition Walker
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Walker Supervision in the Hospitality Industry, 9th Edition
Test Bank and Answer Key
Chapter 1 The Supervisor as Manager
Objectives
1. Explain the supervisor’s role in decision making, problem solving and delegation of duties.
2. Identify the obligations and responsibilities of a supervisor or executive chef.
3. Describe the functions of management.
4. Compare and contrast the major theories of people management as they relate to hospitality
employees.
5. List examples of technical, human, and conceptual skills used by hospitality supervisors.
6. List three to five best practices for new supervisors.
Outline
1. The Supervisor’s Role
A supervisor is any person who manages people making products and/or performing
services. A supervisor is responsible for the output of the people supervised—the quality
and quantity of the products and services. A supervisor is also responsible for meeting
employee needs and can ensure producing goods and services only by motivating and
stimulating employees to do their job properly.
First-line supervisors manage hourly employees.
Organizational Charts
Define:
o Line functions: individuals directly involved in producing goods and services.
o Staff functions: advisors such as HR or Training
o Authority: right and power to make decisions and actions
o Responsibility: obligation to carry out duties
o Nonexempt employees: covered by federal and state wage and hour laws such as
minimum wage and overtime
o Exempt employees: not covered by federal and state wage and hour laws
o Working supervisors: supervisor who spends part of workday performing work of
hourly employees
2. Obligations and Responsibilities of a Supervisor/Executive Chef
Explain the supervisor in the middle (Figure 1.5)
o Represents management to workers
o Represents workers and work to management
o Represents the enterprise to the customers
Explain boomerang management—reverting from the management point of view to the
worker’s point of view.
A supervisor has obligations to owners—their profit, systems, and goals.
A supervisor has obligations to guests—providing the products and services they come
for.
1
, A supervisor has obligations to employees—positive work climate, respect for the
individual, communication, and belonging.
So who’s number one? If the manager/supervisors take care of the employees, the
employees will take care of the customers, and the profits will take care of themselves.
3. Functions of Management
A manager is a person who directs and controls an assigned segment of the work in a
business; a supervisor is a manager.
Some of the more important management functions:
o Planning (looking ahead to chart goals and the best courses of action, determining
who, what, why, when, where, and how work will be done)
o Organizing (putting together the money, personnel, equipment, materials, and
methods for maximum efficiency to meet goals)
o Leading (interacting with and guiding employees in getting certain goals and
plans accomplished; involves communicating, motivating, delegating, instructing,
supporting, developing, and mentoring employees)
o Controlling and evaluating (monitoring and evaluating results in terms of goals
and standards previously agreed upon, taking corrective action)
4. Theories of People Management
Management theory can be useful, even in a crisis. The problem is how to apply it. In the
hospitality industry, the situation changes every few seconds, and the unexpected usually
happens. Managing becomes the ability to adjust actions and decisions to given situations
according to the demands of those situations: flex style of management (doing what will
be most effective in terms of the situation, your workers, and yourself).
Scientific management, according to the work of Fredrick Taylor, has four features:
o Standardization of work procedures and methods
o Careful selection of competent people
o Constant supervision
o Incentive pay
Using standardization and principles of work simplification, scientific management led
to the new field of industrial engineering. Give examples of standardization
(standardized recipes) and benefits.
The human relations theory (1930s and 1940s) was an outgrowth of studies made at the
Hawthorne plant of Western Electric, in which the focus shifted from work to people.
The human relations theme is that happy employees will be productive.
In participative management (1960s and 1970s), workers participate in the decisions that
concern them, resulting in improved work climate and increased commitment.
Organizational Excellence (OE) is a participative process that empowers all levels of
employees to work in groups to establish guest service expectations and determine the
best way of meeting or exceeding those expectations.
Humanistic management is a combination of the scientific, human relations, and
participative systems adapted to the needs of the situation, the workers, and the
supervisor’s leadership style.
2
Industry, 9th Edition Walker
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Walker Supervision in the Hospitality Industry, 9th Edition
Test Bank and Answer Key
Chapter 1 The Supervisor as Manager
Objectives
1. Explain the supervisor’s role in decision making, problem solving and delegation of duties.
2. Identify the obligations and responsibilities of a supervisor or executive chef.
3. Describe the functions of management.
4. Compare and contrast the major theories of people management as they relate to hospitality
employees.
5. List examples of technical, human, and conceptual skills used by hospitality supervisors.
6. List three to five best practices for new supervisors.
Outline
1. The Supervisor’s Role
A supervisor is any person who manages people making products and/or performing
services. A supervisor is responsible for the output of the people supervised—the quality
and quantity of the products and services. A supervisor is also responsible for meeting
employee needs and can ensure producing goods and services only by motivating and
stimulating employees to do their job properly.
First-line supervisors manage hourly employees.
Organizational Charts
Define:
o Line functions: individuals directly involved in producing goods and services.
o Staff functions: advisors such as HR or Training
o Authority: right and power to make decisions and actions
o Responsibility: obligation to carry out duties
o Nonexempt employees: covered by federal and state wage and hour laws such as
minimum wage and overtime
o Exempt employees: not covered by federal and state wage and hour laws
o Working supervisors: supervisor who spends part of workday performing work of
hourly employees
2. Obligations and Responsibilities of a Supervisor/Executive Chef
Explain the supervisor in the middle (Figure 1.5)
o Represents management to workers
o Represents workers and work to management
o Represents the enterprise to the customers
Explain boomerang management—reverting from the management point of view to the
worker’s point of view.
A supervisor has obligations to owners—their profit, systems, and goals.
A supervisor has obligations to guests—providing the products and services they come
for.
1
, A supervisor has obligations to employees—positive work climate, respect for the
individual, communication, and belonging.
So who’s number one? If the manager/supervisors take care of the employees, the
employees will take care of the customers, and the profits will take care of themselves.
3. Functions of Management
A manager is a person who directs and controls an assigned segment of the work in a
business; a supervisor is a manager.
Some of the more important management functions:
o Planning (looking ahead to chart goals and the best courses of action, determining
who, what, why, when, where, and how work will be done)
o Organizing (putting together the money, personnel, equipment, materials, and
methods for maximum efficiency to meet goals)
o Leading (interacting with and guiding employees in getting certain goals and
plans accomplished; involves communicating, motivating, delegating, instructing,
supporting, developing, and mentoring employees)
o Controlling and evaluating (monitoring and evaluating results in terms of goals
and standards previously agreed upon, taking corrective action)
4. Theories of People Management
Management theory can be useful, even in a crisis. The problem is how to apply it. In the
hospitality industry, the situation changes every few seconds, and the unexpected usually
happens. Managing becomes the ability to adjust actions and decisions to given situations
according to the demands of those situations: flex style of management (doing what will
be most effective in terms of the situation, your workers, and yourself).
Scientific management, according to the work of Fredrick Taylor, has four features:
o Standardization of work procedures and methods
o Careful selection of competent people
o Constant supervision
o Incentive pay
Using standardization and principles of work simplification, scientific management led
to the new field of industrial engineering. Give examples of standardization
(standardized recipes) and benefits.
The human relations theory (1930s and 1940s) was an outgrowth of studies made at the
Hawthorne plant of Western Electric, in which the focus shifted from work to people.
The human relations theme is that happy employees will be productive.
In participative management (1960s and 1970s), workers participate in the decisions that
concern them, resulting in improved work climate and increased commitment.
Organizational Excellence (OE) is a participative process that empowers all levels of
employees to work in groups to establish guest service expectations and determine the
best way of meeting or exceeding those expectations.
Humanistic management is a combination of the scientific, human relations, and
participative systems adapted to the needs of the situation, the workers, and the
supervisor’s leadership style.
2
