Supervision in the hospitality industry:
Gespeichert in:
| Beteiligte Personen: | , , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York u.a.
Wiley
1998
|
| Ausgabe: | 3. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008657364&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XVII, 434 S. Ill. |
| ISBN: | 0471194204 |
Internformat
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Datensatz im Suchindex
| _version_ | 1819327378616221696 |
|---|---|
| adam_text | CONTENTS
Preface xv
Chapter 1 The Supervisor as Manager 1
The Supervisor s Role 2
Obligations and Responsibilities of a Supervisor 6
The Supervisor in the Middle 7
Obligations to Owners 8
Obligations to Customers 9
Obligations to Employees 10
So Who s Number One? 11
The Functions of Management 11
The Theory 11
The Reality 12
Theories of People Management 13
Scientific Management 13
Human Relations Theory 15
Participative Management 16
Humanistic Management 16
Managerial Skills 17
Technical Skill 18
Human Skills 18
Conceptual Skill 19
Personal Skills and Qualities 20
Chapter 2 The Supervisor as Leader 27
You and Your People 28
The Jobs and the Workers 28
The Nature of Leadership 30
Choosing a Leadership Style 31
The Old Style Boss 31
Theory X and Theory Y 32
The Managerial Grid and the One Best Style 33
vii
viii Contents
Situational Leadership 35
Transformational Leadership 36
Developing Your Own Style 37
Chapter 3 Building on Workplace Diversity 45
What Is Diversity? 46
The Diverse Voices 47
Steps to Develop Cross Cultural Interaction Skills 49
Increasing Personal Awareness 50
Learning about Other Cultures 50
Recognizing and Practicing Cross Cultural Interaction
Skills 51
Maintaining Awareness, Knowledge, and Skills 53
Managing Diversity Issues Positively 53
Chapter 4 Communicating Effectively 58
Good Communications and Their Importance 59
Types of Communication 60
The Communication Process 60
Why Communication Is So Important 62
Obstacles to Good Communication 63
How the Communicators Affect the Message 63
How Symbols Can Obscure the Meaning 67
Problems in Sending the Message 68
Problems in Receiving the Meaning 71
Removing Obstacles to Communication 71
Listening 72
Bad Listening Practices 72
How to Listen 74
Directing People at Work 78
Sending Clear Messages 78
Getting Your Messages Accepted 79
Making a Positive Impact 80
Giving Instructions 80
Business Writing 84
Meetings 85
Chapter 5 Creating a Positive Work Climate 91
Employee Expectations and Needs 92
Your Experience and Technical Skills 92
The Way You Behave as a Boss 93
Communication between Boss and Workers 94
Contents ix
Unwritten Rules and Customs 95
Person to Person Relationships 96
Motivation 97
Theories of Motivation 98
Motivation through Fear 98
The Carrot and Stick Method 99
The Economic Man Theory 99
Human Relations Theory 100
Maslow s Hierarchy of Needs 100
Theory Y and Motivation 102
Herzberg s Motivation Hygiene Theory 102
Behavior Modification 103
Applying Theory to Reality: Limiting Factors 104
Building a Positive Work Climate 106
Focus: The Individual 106
Get to Know Your People 108
Deal with Security Needs 109
Deal with Social Needs 109
Reward Your Employees 111
Develop Your Employees 113
Focus: The Job 114
Provide an Attractive Job Environment 114
Provide a Safe and Secure Work Environment 115
Put the Right Person in the Right Job 115
Make the Job Interesting and Challenging 116
Focus: The Supervisor 118
Set a Good Example 119
Establish a Climate of Honesty 120
Chapter 6 Developing Job Expectations 125
Job Analysis 127
The Job Description 127
Performance Standards 130
Other Parts of the Job Description 131
Uses of the Job Description 134
What a Good Performance Standard System Can Do 134
On the Job 134
In Recruiting and Hiring 135
In Training 135
In Evaluating Performance 136
In Your Job and Career 136
Setting up a Peformance Standard System 136
Analyzing a Job 139
x Contents
Writing the Performance Standards 140
Developing Standard Procedures 144
Training the Worker to Meet the Performance Standards 145
Evaluating On the Job Performance 146
Implementing a Performance Standard System 146
How to Make a Performance Standard System Pay Off 146
How a Performance Standard System Can Fail 147
Some Alternatives 148
Chapter 7 Recruiting and Selecting Applicants 153
The Labor Market 154
Jobs to Be Filled 155
Days and Hours of Work 155
Sources of Workers 156
Characteristics of Your Labor Area 159
Determining Labor Needs 160
Defining Job Qualifications 160
Forecasting Personnel Needs 162
Training versus Buying Skills 165
Legal Aspects of Recruiting and Selection 165
Equal Employment Opportunity Laws 165
EEO Laws and the Hiring Process 168
Negligent Hiring 170
Recruiting 171
Some General Recruiting Principles 171
Internal Recruiting 173
External Recruiting 175
Evaluating Your Recruiting 179
Selecting the Right Person 180
The Application Form 180
The Interview 184
Testing 187
The Reference Check 188
Making the Choice 189
Making the Offer 191
Chapter 8 Employee Training and Development 197
The Importance of Training 198
The Need 199
The Benefits 200
The Problems 202
Who Will Do the Training? 204
How Do Employees Learn Best? 205
Contents xi
Developing a Job Training Program 207
Establishing Plan Content 208
Developing a Unit Training Plan 212
From Plan to Action 214
Job Instruction Training 216
Classroom Training 218
Retraining 219
Orientation 221
Creating a Positive Response 221
Communicating the Necessary Information 222
Overcoming Obstacles of Learning 224
Chapter 9 Evaluating Performance 231
Coaching 232
Essentials of Performance Evaluation 236
Purpose and Benefits 236
Steps in the Process 239
Making the Evalution 239
Performance Dimensions 239
Performance Standards 245
Performance Ratings 245
Pitfalls in Rating Employee Performance 248
Employee Self Appraisal 249
The Appraisal Interview 250
Planning the Interview 250
Conducting the Interview 251
Common Mistakes in Appraisal Interviews 252
Follow Up 254
Legal Aspects of Performance Evaluation 255
Chapter 10 Discipline and the Marginal Employee 261
Essentials of Discipline 262
Approaches to Discipline 268
The Negative Approach 268
The Positive Approach 270
Advantages of the Positive Approach 272
Shifting from Negative to Positive Discipline 273
Administering Discipline 274
Adapting Discipline to the Situation 274
Some Mistakes to Avoid 274
Taking the Essential Steps 276
Termination 278
Salvage or Terminate? 278
xii Contents
Just Cause Terminations 281
The Termination Interview 283
Special Disciplinary Concerns 288
Sexual Harassment 288
Other Forms of Harassment 291
Substance Abuse 291
The Supervisor s Key Role 298
Chapter 11 Planning, Organizing, and Controlling 304
The Nature of Planning 305
Levels of Planning 305
The Planning Process 306
Forecasting 307
The Risk Factor 308
Qualities of a Good Plan 309
Types of Plans and Planning 310
Standing Plans 310
Single Use Plans 314
Day by Day Planning 316
Planning for Change 316
How Workers Respond to Change 317
How to Deal with Resistance 317
An Example of Planning for Change 318
Planning Your Own Time 322
Organizing for Success 327
Controlling 329
Chapter 12 Decision Making and Problem Solving 336
The Decision Making Process 337
Elements in a Managerial Decision 337
Approaches to Decision Making 338
Kinds of Decisions 339
How to Make Good Decisions 340
Defining the Problem 343
Analyzing the Problem 343
Developing Alternative Solutions 345
Deciding on the Best Solution 347
Action and Follow Up 348
Problem Solving 349
A Pattern for Solving Problems 349
Solving a Problem: An Example 349
Participative Problem Solving 351
Contents xiii
Solving People Problems 354
Win Win Problem Solving 355
Building Decision Making Skills 357
Chapter 13 Delegating 363
What Delegation Means 364
The Essentials of Delegation 365
The Benefits of Delegation 367
Why People Resist Delegation 369
Why Managers Have Trouble Delegating 369
Why Some Workers Won t Accept Responsibility 371
How to Delegate Successfully 372
Conditions for Success 372
Steps in Delegation 373
Common Mistakes in Delegation 377
Adapting Delegation to Your Situation 379
Chapter 14 Additional Supervisory Topics 384
Safety and Security Management 385
A Safe Workplace 385
Implementing the Hazard Communication Standard 388
Guest Safety 391
Security Concerns 392
AIDS and the Hospitality Worker 392
Guide to the Family and Medical Leave Act of 1993 393
Unions 394
Ethics 398
The Supervisor as Mentor 399
Glossary 405
Bibliography 419
Index 427
|
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| discipline | Agrar-/Forst-/Ernährungs-/Haushaltswissenschaft / Gartenbau Wirtschaftswissenschaften |
| edition | 3. ed. |
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| spellingShingle | Miller, Jack E. Drummond, Karen Eich Porter, Mary Supervision in the hospitality industry Hospitality industry Personnel management Personalpolitik (DE-588)4045269-4 gnd Hotelgewerbe (DE-588)4072636-8 gnd Supervision (DE-588)4058640-6 gnd Gaststättengewerbe (DE-588)4071601-6 gnd |
| subject_GND | (DE-588)4045269-4 (DE-588)4072636-8 (DE-588)4058640-6 (DE-588)4071601-6 |
| title | Supervision in the hospitality industry |
| title_auth | Supervision in the hospitality industry |
| title_exact_search | Supervision in the hospitality industry |
| title_full | Supervision in the hospitality industry Jack E. Miller ; Mary Porter ; Karen Eich Drummond |
| title_fullStr | Supervision in the hospitality industry Jack E. Miller ; Mary Porter ; Karen Eich Drummond |
| title_full_unstemmed | Supervision in the hospitality industry Jack E. Miller ; Mary Porter ; Karen Eich Drummond |
| title_short | Supervision in the hospitality industry |
| title_sort | supervision in the hospitality industry |
| topic | Hospitality industry Personnel management Personalpolitik (DE-588)4045269-4 gnd Hotelgewerbe (DE-588)4072636-8 gnd Supervision (DE-588)4058640-6 gnd Gaststättengewerbe (DE-588)4071601-6 gnd |
| topic_facet | Hospitality industry Personnel management Personalpolitik Hotelgewerbe Supervision Gaststättengewerbe |
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