Examination Paper: Hotel Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Managing Hotel Operations
1. Housekeeping is the responsibility of:
a. Hotel manager
b. Reservation manager
c. Rooms manager
d. Executive assistant manager
2. Which of the following is not the method of minimizing the overbooking problem:
a. Increasing restrictive policy
b. Third party guaranty
c. Threat of legislation
d. Advance- deposit reservation
..
8. Reservation contained following information during the procedure are design to improve the effectiveness of the front office:
a. Arriving and departure dates
b. Number of night
c. Number of person
d. All of the above
9. Bank card is the kind of?
a. Debit card
b. Smart card
c. Credit card
d. None of these
10. Segmentation comes under:
a. New product pattern
b. New market Pattern
c. New product segmentation
d. New management pattern
Part Two:
1. Explain the special characteristics of hotel business?
2. Differentiate between the marketing to the individual and marketing to the group?
3. List the Information contained in reservation.
4. Explain the organizational structure of hotel management?
..
Caselet 1
The Benson Hotel, a mid-sized independent property required new leadership. Mike Schwartz, Vice- president of operations, pondered his next move as he reviewed last month’s financial statements. The Benson was an eighty-five-room three-star property with a full-service restaurant, lounge, banquet and health club facilities. The rapidly changing marketplace and new competition from well-established franchises had made Mike’s job and the Benson’s position more tenuous. Mike decided to commission a consultant’s report on the property. He called up his longtime friend Jim Burke, who had worked for major chains across the country and was now a hospitality consultant.
“Jim, how are you old buddy?” Mike asked.
“I am doing very well Mike. This consulting work has run me off my feet. What can I do for you?” Jim Asked.
“Well Jim, I need an independent review of the Benson. We’re holding our own but these franchise guys with their management contracts are really getting aggressive,” Mike said. ....
Kitchen Operation – The kitchen staff is competent, but leadership is seriously lacking in this area. James, the interim kitchen supervisor, has difficulty coping with the restricted responsibilities placed on him and often projects these feelings onto fellow staff. This attitude also has a further negative effect on Rachel and her staff in the dining area. Chief Wilhelm left three months ago and left little incentive for James to perform his duties as sous-chef. James is somewhat adrift, constantly complaining that he is doing a chef’s job and receiving cook’s pay.
....operly. They should have proper preparation before they have to deal with guests.
• Some departments (front desk in particular) are terribly understaffed. This causes service problems as well as high staff turnover.
• The staff morale is low. Employees work in separate departments and get caught in a rut. There is no overall team spirit. It’s more like “every man for himself.”
• There is little or no awareness of how other departments operate. This knowledge is necessary to help us understand how we impact each other.
• Many people are currently unhappy. The labor pool is small, and if they leave it will be tough to replace them. Management should work to keep the staff happy.
• There seems to be a consensus that staff members want to be able to provide good service, but too many constraints are placed on them to be able to do so.
• It is difficult to know who to go if someone has a problem with his or her manager. There should be someone designated as the resort manager so that employees have someone to communicate with should the need to do so arise.
Ken assembled his new team to map out strategies to address the operational challenges and employee concerns.
Questions:
1. Identify and describe four short-term operational strategies Ken should implement immediately at
the Rainbow Golf Resort.
2. Which form of top-down communication would be most suitable for the Rainbow Golf Resort to achieve its objectives?
B
...
1. Explain the advantages and disadvantages of hotel technology?
2. Discuss how the room rates impact on guest demand?
3. Explain the traditional hotel industry?
END OF SECTION C
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Managing Hotel Operations
1. Housekeeping is the responsibility of:
a. Hotel manager
b. Reservation manager
c. Rooms manager
d. Executive assistant manager
2. Which of the following is not the method of minimizing the overbooking problem:
a. Increasing restrictive policy
b. Third party guaranty
c. Threat of legislation
d. Advance- deposit reservation
..
8. Reservation contained following information during the procedure are design to improve the effectiveness of the front office:
a. Arriving and departure dates
b. Number of night
c. Number of person
d. All of the above
9. Bank card is the kind of?
a. Debit card
b. Smart card
c. Credit card
d. None of these
10. Segmentation comes under:
a. New product pattern
b. New market Pattern
c. New product segmentation
d. New management pattern
Part Two:
1. Explain the special characteristics of hotel business?
2. Differentiate between the marketing to the individual and marketing to the group?
3. List the Information contained in reservation.
4. Explain the organizational structure of hotel management?
..
Caselet 1
The Benson Hotel, a mid-sized independent property required new leadership. Mike Schwartz, Vice- president of operations, pondered his next move as he reviewed last month’s financial statements. The Benson was an eighty-five-room three-star property with a full-service restaurant, lounge, banquet and health club facilities. The rapidly changing marketplace and new competition from well-established franchises had made Mike’s job and the Benson’s position more tenuous. Mike decided to commission a consultant’s report on the property. He called up his longtime friend Jim Burke, who had worked for major chains across the country and was now a hospitality consultant.
“Jim, how are you old buddy?” Mike asked.
“I am doing very well Mike. This consulting work has run me off my feet. What can I do for you?” Jim Asked.
“Well Jim, I need an independent review of the Benson. We’re holding our own but these franchise guys with their management contracts are really getting aggressive,” Mike said. ....
Kitchen Operation – The kitchen staff is competent, but leadership is seriously lacking in this area. James, the interim kitchen supervisor, has difficulty coping with the restricted responsibilities placed on him and often projects these feelings onto fellow staff. This attitude also has a further negative effect on Rachel and her staff in the dining area. Chief Wilhelm left three months ago and left little incentive for James to perform his duties as sous-chef. James is somewhat adrift, constantly complaining that he is doing a chef’s job and receiving cook’s pay.
....operly. They should have proper preparation before they have to deal with guests.
• Some departments (front desk in particular) are terribly understaffed. This causes service problems as well as high staff turnover.
• The staff morale is low. Employees work in separate departments and get caught in a rut. There is no overall team spirit. It’s more like “every man for himself.”
• There is little or no awareness of how other departments operate. This knowledge is necessary to help us understand how we impact each other.
• Many people are currently unhappy. The labor pool is small, and if they leave it will be tough to replace them. Management should work to keep the staff happy.
• There seems to be a consensus that staff members want to be able to provide good service, but too many constraints are placed on them to be able to do so.
• It is difficult to know who to go if someone has a problem with his or her manager. There should be someone designated as the resort manager so that employees have someone to communicate with should the need to do so arise.
Ken assembled his new team to map out strategies to address the operational challenges and employee concerns.
Questions:
1. Identify and describe four short-term operational strategies Ken should implement immediately at
the Rainbow Golf Resort.
2. Which form of top-down communication would be most suitable for the Rainbow Golf Resort to achieve its objectives?
B
...
1. Explain the advantages and disadvantages of hotel technology?
2. Discuss how the room rates impact on guest demand?
3. Explain the traditional hotel industry?
END OF SECTION C
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