Ch14 Complete Test Bank + Service Excellence Leading The Way - Hospitality Organizations 2e Test Bank by Robert C. Ford. DOCX document preview.
CHAPTER 14: Service Excellence: Leading the Way to Wow!
Testbank
True/False
1. Benchmark organizations discover which of their competencies guests consider to be core, then focus on bringing their other areas up to that standard.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Strategy
Difficulty Level: Medium
2. Key drivers can be divided into two categories: basic things that the guests expect and the characteristics and qualities that make the experience memorable.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Drivers: The Basics
Difficulty Level: Easy
3. The organization can’t know what factors are the key drivers of guest satisfaction until they study all the drivers.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Study, Study, Study
Difficulty Level: Medium
4. A “wow” can be built into any part of the guest experience.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: A Key Driver: Personalize
Difficulty Level: Easy
5. The outstanding hospitality managers get the data, and then combine it with hunches and their own personal preferences to arrive at a decision.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Plan, Plan, Plan
Difficulty Level: Easy
6. The outstanding organizations are experienced enough to anticipate all the many different things guests will do, ask for, and expect from them.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Culture Fills the Gaps
Difficulty Level: Medium
7. Everything the organizational leadership says and does should be consistent with the organization’s subcultures.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Culture Fills the Gaps
Difficulty Level: Easy
8. Organizational culture is crucial in filling in the gaps between what the organization can anticipate and train its people to deal with and the opportunities that arise in the daily encounters with a wide variety of guests.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Culture Fills the Gaps
Difficulty Level: Medium
9. The more tangible the service product, the stronger the cultural values, beliefs, and norms must be to ensure that the guest service employee provides the quality and value of guest experience that the guest expects and the organization wants to deliver.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Culture Fills the Gaps
Difficulty Level: Medium
10. Because they are often lonely, bored, and looking for contact with others, older retired people often make excellent hospitality employees.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Satisfaction from Satisfying
Difficulty Level: Easy
11. A managerial task is to set employee performance standards; the achievement of appropriate standards is its own reward.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Setting and Reinforcing the Standards
Difficulty Level: Easy
12. One employee at one moment of truth cannot possibly destroy a guest’s perception of an entire hospitality organization.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Setting and Reinforcing the Standards
Difficulty Level: Easy
13. Managers should reinforce the positive and coach away the negative.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Setting and Reinforcing the Standards
Difficulty Level: Easy
14. Organizations can benefit from thinking of their customers as employees.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Employ the Guest
Difficulty Level: Easy
15. The most highly developed applications of guestology can be found in the service-environment area.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Systems and Guestology
Difficulty Level: Easy
16. The most highly developed technical applications of guestology can be found in the systems area.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Systems and Guestology
Difficulty Level: Easy
17. “The wait” is difficult to model and study with computerized simulation techniques because of differing guest opinions about an appropriate wait length.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: The Wait
Difficulty Level: Medium
18. You can figure out what factors in the service product, the environment, and the delivery system are the key drivers to guest satisfaction and intent to return by putting yourself in the guests’ shoes and determining what you think is most important.
Learning Objective: LO 14.2 Identify the challenges leaders of service firms will face in the future.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Keeping Promises
Difficulty Level: Medium
19. Regardless of the size of the innovation, the skill of the leader to implement change successfully will make the difference between success and failure.
Learning Objective: LO 14.3 State the importance of innovation and managing change.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Leading the Way to Innovation
Difficulty Level: T
20. Leadership makes the difference between success and failure in today’s hospitality organizations.
Learning Objective: LO 14.4 Differentiate between leading and managing.
Cognitive Domain: Knowledge
AACSB: Group and individual behaviors
Answer Location: The Leader’s Challenge: Blending It All Together
Difficulty Level: Easy
21. It is the basic experiences like cooking a steak correctly every time you go to a particular restaurant that compel guests to return again and again.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Drivers: the Wows
Difficulty Level: Medium
22. Today’s “wow” is tomorrow’s standard expectation for the guest who has been there and done that.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Get Constant Feedback to Drive Information
Difficulty Level: Easy
23. The second step in staffing is finding the right people for the right job.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Training
Difficulty Level: Easy
24. Just like guests having moments of truth where they decide to come back to an establishment, employees have moments of truth where they decide to continue working for managers.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Setting and Reinforcing the Standards
Difficulty Level: Easy
25. Guests are typically very curious about which part of the service system failed when they are not satisfied.
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Systems
Difficulty Level: Easy
26. Employees make the difference between providing a service product and co-creating one with the emotional connection necessary to create the “wow” experience. Otherwise, more pieces of the experience would be co-created using AI or other technology.
Learning Objective: LO 14.2 Identify the challenges leaders of service firms will face in the future.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: People making the Difference
Difficulty Level: Medium
27. The term “guest promise” specifically refers to the advertised promise of service. If the guest does not feel that what they matches is equivalent with what was advertised than the promise was broken. A “guest guarantee” is the term used if the promise is verbal or written.
Learning Objective: LO 14.2 Identify the challenges leaders of service firms will face in the future.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Keeping Promises
Difficulty Level: Medium
28. It is important to motivate employees to give the opportunity to perform “wow” moments in ways that do not jeopardize the quality and consistency of the service product.
Learning Objective: LO 14.2 Identify the challenges leaders of service firms will face in the future.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Server-Customer Interactions
Difficulty Level: Easy
29. Eco-Innovations reduce the impact on the environment but often lead to less customer satisfaction because the inconvenience and difficulty in implementation.
Learning Objective: LO 14.3 State the importance of innovation and managing change.
Cognitive Domain: Comprehension
AACSB: Social responsibility
Answer Location: Eco-Innovations
Difficulty Level: Easy
30. A transformational leader makes jobs fun, fair, interesting, and important.
Learning Objective: LO 14.5 Identify the key factors for service leadership.
Cognitive Domain: Comprehension
AACSB: Group and individual behaviors
Answer Location: Servant Leadership
Difficulty Level: Medium
31. It is a good leader who ensures that all employees understand that each and every employee’s job has value.
Learning Objective: LO 14.4 Differentiate between leading and managing.
Cognitive Domain: Comprehension
AACSB: Group and individual behaviors
Answer Location: All Jobs and People Have Value
Difficulty Level: Easy
Multiple Choice
32. The text talks about key drivers of two kinds
a. big ones and little ones
b. guest-focused and employee-focused
c. service setting and delivery system
d. the basics and the wows
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: The Key Drivers
Difficulty Level: Easy
33. Which of the following are among the key drivers?
a. the characteristics of a memorable guest experience
b. the basic guest expectations that the hospitality organization must meet
c. food, shelter, and water
d. fun, fair, and interesting
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Knowledge
AACSB: Systems and processes in organizations
Answer Location: Key Drivers: The Basics
Difficulty Level: Easy
34. Successfully determining and providing for the key drivers comes about through
a. pure luck, for the most part
b. extensive research on customer complaints
c. extensive planning based on guest feedback
d. organizational information systems
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Plan, Plan, Plan
Difficulty Level: Easy
35. A particular challenge of the hospitality industry is
a. teaching people how to perform repetitive jobs with consistent quality and enthusiasm
b. developing an appropriate career development program for vice presidents
c. supplying a benefits package that suits both managers and frontline employees
d. paying employees properly and promptly, even if revenues are variable
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Satisfaction from Satisfying
Difficulty Level: Medium
36. The benchmark hospitality organizations believe that
a. Guests should be encouraged to enhance organizational value.
b. All employees have value even if their job tasks don’t add value.
c. All jobs and people have value.
d. Society has an ongoing value for the organization.
Learning Objective: LO 14.4 Differentiate between leading and managing.
Cognitive Domain: Comprehension
AACSB: Group and individual behaviors
Answer Location: All Jobs and People Have Value
Difficulty Level: Medium
37. Leaders establish a culture of guest-service excellence and reinforce it by
a. word, deed, and celebration
b. providing regular pay adjustments
c. doing role plays of stories, heroes, and legends for employees
d. showing employees that the CEO job is fun, fair, and interesting, too
Learning Objective: LO 14.4 Differentiate between leading and managing.
Cognitive Domain: Comprehension
AACSB: Group and individual behaviors
Answer Location: Leaders, Employees, Guests, and the Larger Purpose
Difficulty Level: Medium
38. Vision + Skills + Incentives + Resources + Delivery System + Measurement = Unsurpassed Employees = Wow Service = ?
- Unfulfilled Guests
- Delighted Guests
- Confused Guests
- Complaining Guests
Learning Objective: LO 14.4 Differentiate between leading and managing.
Cognitive Domain: Knowledge
AACSB: Group and individual behaviors
Answer Location: The Leader’s Challenge: Blending It All Together
Difficulty Level: Easy
39. The difference between what a guest expects and what the organization delivers is known as a
- service gap
- service slack
- service failure
- service recovery
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Study, Study, Study
Difficulty Level: Easy
40. Dominique Astor, a wealthy widow, visits the Inn at Chelmsford a few times each year. When she arrived this past time, she noticed in her room there was a free complimentary box of her favorite Italian chocolates, and a copy of the paper she reads every morning she stays with them. In addition, she was greeted by name and was given her preferred suite. This is an example of the
- basics driver
- enhancement driver
- wow driver
- personalize driver
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Key Driver: Personalize
Difficulty Level: Easy
41. The ______ the guest interaction is, the more likely you are to ______ the guest, and the job will be ______
- shorter; process; interesting
- longer; engage; interesting
- shorter; engage; boring
- longer; process; boring
Learning Objective: LO 14.1 Explain the overarching framework of the three S’s—strategy, staffing, and systems.
Cognitive Domain: Comprehension
AACSB: Systems and processes in organizations
Answer Location: Satisfaction from Satisfying
Difficulty Level: Hard
42. In creating the market-niche-of-one, yesterday’s wow becomes today’s ______.
- repeated wow
- basic level of service
- failure
- expected wow
Learning Objective: LO 14.2 Identify the challenges leaders of service firms will face in the future.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Yesterday’s “Wow”
Difficulty Level: Easy
43. As service innovations are made to the product or environment the delivery of the excellent service must remain ______.
- fair
- equitable
- consistent
- differentiated and consistent with the other changes
Learning Objective: LO 14.3 State the importance of innovation and managing change.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Leading the Way through Innovation
Difficulty Level: Medium
44. Herb, an employee at the Princess Hotel all-inclusive resort and spa, created a new process for guests to sign up for activities. This is an example of which type of Innovation?
- radical Innovation of an introduction of new good
- incremental Innovation of a new source of production
- radical Innovation of a new market
- incremental Innovation of a new method of production
Learning Objective: LO 14.3 State the importance of innovation and managing change.
Cognitive Domain: Comprehension
AACSB: Contexts of organizations in a global society
Answer Location: Types of Innovation
Difficulty Level: Medium
45. Juan owns one of the busiest restaurants in the city. He actually uses a food truck to test out all his new recipes prior to implementing them in the restaurant. He makes small portions and offers them at a significant lower price as long as they fill out a simple comment card about the quality of the menu item. This is an example of a
- eco-innovation
- incremental innovation
- restaurant incubator
- menu design marketing initiative
Learning Objective: LO 14.3 State the importance of innovation and managing change.
Cognitive Domain: Analysis
AACSB: Systems and processes in organizations
Answer Location: Restaurant Incubators
Difficulty Level: Medium