TRUE AND FALSE
1. Eye contact and facial expressions are two other nonverbal communication techniques that vary among cultures.
2. Poor supervision can cost companies dearly in the following ways such as discrimination lawsuits, high turnover rate and litigation time and money.
3. A successful manager will blend principles of scientific management, human relations, and participative management according to the needs of the situation and the employees into a style referred to as humanistic management.
4. De hire an employee is the most recommended method in termination.
5. You can fire employees for just cause, meaning that the offense must affect the specific work the employee does or the operation as a whole in a detrimental way.
6. Scientific Management was introduced by Elton Mayo around 1900
7. EEOC is a central authority that leads and coordinates effort to enforce all laws relating to equal employment opportunity.
8. Appraisal interview is also called evaluation interview.
9. Fear-and-punishment is de-motivators in positive discipline.
10. Employee with HIV or AIDS is protected under American with Disabilities Act.
11. Organizing is putting together the money, personnel, equipment, materials, and methods for maximum efficiency to meet an enterprise's goals.
12. Expert power is derived from the individual's position in an organization.
13. Different words mean different things to people from different background.
14. The traditional stages of disciplinary action in a progressive system are oral warning, written warning, layoff with pay, termination.
15. Negative discipline is usually used by Theory Y style management.
1. It is illegal to:
a) discipline a member of a minority group or other person protected by equal employment opportunity laws.
b) discipline such a person more severely than you do others.
c) terminate such a person.
d) give such a person preferential treatment
2. Coaching is often avoided by management due to all EXCEPT which of the following?
a) Lack of time
b) Fear of confrontation
c) Unfamiliar with performance standards
d) Little experience coaching
- A common mistake made by supervisors in appraisal interviews is:
a) to make it a critical rather than a helpful interview.
b) to encourage the workers to rate themselves.
c) to have the worker set the improvement goals.
d) all of the above.
- Measuring the results after a training program is completed is called a:
b) summative evaluation
c) formative evaluation
d) none of the above
- The magic apron method is when:
a) People train themselves the easiest ways to get the job done, and what will keep them from getting into trouble.
b) the person that is leaving trains
c) the manager trains
d) is the best method of training
- A teaching method that does NOT promote employee involvement is:
c) role play
- An applicant or employee's job knowledge, skills, and abilities are known as:
a) will do factors
b) projection factors
c) can do factors
d) job specification
- A restaurant employs four people who work as cashiers. This restaurant has four cashiers.
b) job descriptions.
d )job titles.
- Looking for actively for people to fill jobs is considered:
a) Job Posting
d) Negligent hiring
- A training objective is:
a) a statement about the behavior that shows when training is complete.
b) recognition and use of worker's potential.
c) an award or incentives system.
d) none of the above.
Answer ALL questions.
What is the definition of “harassment”?
Harassment is defined as intimidating, hostile, or offensive behavior toward someone, or the creation of an intimidating, hostile, or offensive environment for someone, based on that person’s national origin, race, color, religion, gender, disability, or age.
Explain three (3) types of sexual harassment.
Three (3) types of sexual harassment are:
1. Quid pro quo harassment
Something is given in exchange for something else. In this type of sexual harassment, submission to or rejection of a sexual favor is used as the basis for employment decisions regarding that employee. The employment decision may be an increase in pay, a promotion, or keeping a job. Only supervisors or other members of management can engage in quid pro quo harassment.
2. Environmental sexual harassment
Comments or innuendos of a sexual nature or physical contact are considered a violation when they interfere with an employee’s work performance or create an “intimidating, hostile, or offensive working environment.” In this situation, the harassment must be persistent and so severe that it affects the employee’s well-being.
3. Third-party sexual harassment
Third-party sexual harassment involves a customer or client and an employee. The customer or client may harass an employee, or the other way round. For example, a male customer may harass a female bartender.
What are the uses of job analysis? Identify any two (2).
Two (2) uses of job analysis are:
1. Job analysis examines the content and relative importance of the different job duties and responsibilities. This information helps companies comply with government regulations and defend their actions in the event of legal challenges that allege unfairness or discrimination.
2. Job analysis is also helpful in recruitment and selection, performance appraisal, compensation and training.
Answer ALL questions.
Understanding and embracing diversity is of critical importance in today's increasingly multicultural and diverse society. As a supervisor of a fine dining restaurant, you need to define "diversity" and discuss any five (5) workplace diversity issues that might occur at your restaurant.
Diversity is defined as physical and cultural dimensions that separate and distinguish individuals and groups: age, gender, physical abilities and qualities, ethnicity, race, sexual preference.
Five (5) workplace diversity issues that might occur at my restaurant are:
1. Gender issues
Recent years have witnessed the influx of many women in the workforce, and the proliferation of dual income families. The need to maintain gender equality and prevent gender discrimination in aspects such as hiring, remuneration, promotions, and the like is another major diversity issue.
2. Cultural issues
Another major diversity issue in the workplace is preference or discrimination based on racial and cultural considerations. A controversial related issue is affirmative action that entails hiring or promoting employees belonging to a certain race, color, ethnic or national origin to benefit an unpresented group, usually as means to counter the history of discrimination. Restaurant hiring or promoting employees from minority groups to satisfy affirmative action however run the risk of ‘reverse discrimination’ or overlooking better qualified employees.
3. Religious issues
Issues that can require accommodation, such as the wearing of religiously significant attire such as hijabs, crosses or yarmulkes; taking time off for religious observance; and having facilities for prayer breaks and meditation.
4. Age issues
The old often feel that they do not get the respect they deserve. They also feel like not being part of the team because of the high expectations than of their peers and being patronized by the supervisor.
5. Differently abled issues
Diversity in capabilities refers to a sensitivity towards employee who may be mentally or physically differently-abled or maybe afflicted by some physical or mental shortcomings. Serious problems could occur for those employees who have been slotted into various groups of the differently abled as a result of which they are not allowed to build on their actual capabilities. A restaurant practicing such discrimination will also suffer by not giving a commensurate salary to an employee whose true potential is not maximized on the work front simply because s/he wears the otherwise irrelevant tag of a particular class, sect or sex.
Define performance standards and explain the five (5) areas of a good “performance standard system” can do
Performance standard is describes the what and how of a job, and explains what an employee is to do, how it is to be done, and to what extent.
Five (5) areas of a good “performance standard system” can do:
1. On the job
Intelligent and consistent use of a performance standard system reduces or eliminates position, job analysis, job description, job specification, and job evaluation for low productivity and high turnover. Employees are told clearly what to do. They are taught how to do it. They know how well they are doing because there is an objective standard of measurement. All this makes for much better relationships between workers and supervisor.
Performance standards improve individual performance.
2. In recruiting and hiring
The typical job description spells out in general terms the content of the job, the duties and perhaps the kind of experience or skill desired. Performance standard on the other hand clearly define the jobs and the duties, the methods of performing the duties and the competencies required. This will help a supervisor to find the right people and to explain the jobs to prospective employees. It will also help in planning and forecasting personnel needs, To find for experienced people, performance standards are helpful for testing skills.
3. In training
A complete set of performance standards gives you the blueprint for a training program. Each standard sets the competency goals for on-the-job performance toward which the training is guided. The training that forms the heart of a successful performance standard system begins with a written procedure.
4. In evaluating performance
A complete performance standard system should include periodic evaluations of each worker’s performance with feedback to the workers on how they are doing. Realistic and well-developed standards of performance form a solid basis for objective evaluation. After evaluation, the supervisor is responsible for helping those who are working below standard to improve their performance.
An evaluation system based on performance standards can pinpoint specific deficiencies needing corrective training. It is a positive approach; the focus is on the work, not the person; it does not put the person down. The problem is addressed and corrected, and everyone benefits. A performance standard evaluation system can also help to identify superior workers by the way they meet or exceed the standards set.
5. In your job and career
A performance standard system will simplify your job as supervisor. Once it is in place and running, you will spend less of your time supervising because your people will be working more independently and things will run more smoothly on their own accord.