Access over 35 million academic & study documents

Attachment 3 26 Done

Content type
User Generated
Subject
Business
School
West Virginia Junior College Morgantown
Type
Homework
Rating
Showing Page:
1/7
HTMG3053
SUPERVISION IN THE HOSPITALITY INDUSTRY
ONLINE
Case Study (10)
Chapter 10
Name (pleases type): ___________________________________________________________
Evaluation:
Total points: 10 pts.
Important!!: Please use this framework and type your answers here following each question!!
Each question is worth 1 pts.
- If fully satisfies the question: 1 pts.
- Moderately satisfies: 0.50 pts.
- Poorly satisfies 0.25 pts.
- No answer or false answer: 0 pts.
Ch. 10. Case Study 10: A Quick-Fix Training Program
Tom is assistant manager of a restaurant having about 40 people on the payroll. He reports to
Alex, the manager. Tom has full charge of the restaurant on the 7:00 A.M. -to-3:00 P.M. shift,
figures the weekly payroll, takes care of all the ordering and receiving, and carries out special
assignments for Alex. He couldn ’t be any busier. Then this morning Alex handed him the
biggest headache yet. “Tom,” said Alex, “things are going downhill here and we’ve got to do
something. Sales are off, profits are down, our employee turnover is high and getting higher, and
customer complaints are going up. They complain about the food, the service, the drinks, the
prices, everything. I really don’t think any of our people are doing the best they could, and
maybe some more training would help. Look into it for me, would you, and see if you can figure
out how you and I between us can fi nd time to train our people to do a better job? I want to start
tomorrow —I’ve got two new waiters and a grill cook coming in at 10:00 A.M. ” And he handed
Tom a copy of a book called Supervision in the Hospitality Industry and told him to read
Case Study Questions

Sign up to view the full document!

lock_open Sign Up
Showing Page:
2/7
1. What can Tom come up with between now and tomorrow morning? Is Alex expecting the
impossible of Tom?
Tom could come up with a way in which they could handle the training of the staff. However,
Alex expects the impossible of Tom as he is already too swamped with work and has no extra
time to perform any more duties.
2. What kind of training can he provide for the three new people starting to work at 10:00
A.M.? What might he do that he was not doing before?
He could provide training on handling customer complaints and how they could improve their
services to cope with the increasing customer turnout. He might decide to stop doing Alex’s
special assignments to free up time that he could use for the training.
3. What should Tom and Alex consider in deciding which category of current employees
should be trained first?
They should consider their past work experiences and the areas in which they need to improve
on. They could also consider the complaints they receive from their customers to figure out
which areas they need to work on first.
4. How can Alex and Tom sell the entire process to current employees and get their
cooperation?
They could hold a meeting explaining to them the increased employee turnout and ways how
they can improve to address the customer’s concerns and meet their needs. They could also
assign them tasks to complete and develop a reward system for the best employee of the month.
5. How can either Alex or Tom find time to carry out the training, and when should it be
carried out in relation to employee time?
Alex and Tom could sacrifice one of their tasks and carry out training in the morning as soon as
the employees arrive. They could also give them tips on improving on their work during the day
as they continue tending to the customers’ needs.
6. Should Tom recommend bringing in outside help? Why or why not?
Tom should consider bringing in outside help as he is already too swamped which might affect
his work. Feeling overworked may result in him making more mistakes and losing the
motivation to continue working at the restaurant.
7. How can the two of them determine what training is needed

Sign up to view the full document!

lock_open Sign Up
Showing Page:
3/7

Sign up to view the full document!

lock_open Sign Up
End of Preview - Want to read all 7 pages?
Access Now
Unformatted Attachment Preview
HTMG3053 SUPERVISION IN THE HOSPITALITY INDUSTRY ONLINE Case Study (10) Chapter 10 Name (pleases type): ___________________________________________________________ Evaluation: Total points: 10 pts. Important!!: Please use this framework and type your answers here following each question!! Each question is worth 1 pts. - If fully satisfies the question: 1 pts. - Moderately satisfies: 0.50 pts. - Poorly satisfies 0.25 pts. - No answer or false answer: 0 pts. Ch. 10. Case Study 10: A Quick-Fix Training Program Tom is assistant manager of a restaurant having about 40 people on the payroll. He reports to Alex, the manager. Tom has full charge of the restaurant on the 7:00 A.M. -to-3:00 P.M. shift, figures the weekly payroll, takes care of all the ordering and receiving, and carries out special assignments for Alex. He couldn ’t be any busier. Then this morning Alex handed him the biggest headache yet. “Tom,” said Alex, “things are going downhill here and we’ve got to do something. Sales are off, profits are down, our employee turnover is high and getting higher, and customer complaints are going up. They complain about the food, the service, the drinks, the prices, everything. I really don’t think any of our people are doing the best they could, and maybe some more training would help. Look into it for me, would you, and see if you can figure out how you and I between us can fi nd time to train our people to do a better job? I want to start tomorrow —I’ve go ...
Purchase document to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Anonymous
Great! 10/10 would recommend using Studypool to help you study.

Studypool
4.7
Indeed
4.5
Sitejabber
4.4

Similar Documents