Supervision in the hospitality industry / Jack E. Miller, Mary Porter, Karen Eich Drummond.

ISBN:

9780471194200

Title:

Author:

Miller, Jack E., 1930-

Personal Author:

Miller, Jack E., 1930-

Edition:

3rd ed.

Publication Information:

New York : Wiley, c1998.

Physical Description:

xvii, 434 p. : ill. ; 25 cm.

General Note:

Includes index.

Contents:

Machine derived contents note: The Supervisor as Manager. -- The Supervisor as Leader. -- Building on Workplace Diversity. -- Communicating Effectively. -- Creating a Positive Work Climate. -- Developing Job Expectations. -- Recruiting and Selecting Applicants. -- Employee Training and Development. -- Evaluating Performance. -- Discipline and the Marginal Employee. -- Planning, Organizing, and Controlling. -- Decision Making and Problem Solving. -- Delegating. -- Additional Supervisory Topics. -- Glossary. -- Bibliography. -- Index.

Subject Term:

Hospitality industry -- Personnel management.

Added Author:

Porter, Mary.

Drummond, Karen Eich.

Format:

Books

Electronic Access:

Publisher description http://www.loc.gov/catdir/enhancements/fy0607/98002774-d.html
Table of Contents only http://www.loc.gov/catdir/toc/onix02/98002774.html

Publication Date:

1998

Publication Information:

New York : Wiley, c1998.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
647.940683 MIL	Book	1	Standard shelving location	Searching... Unknown

Bound With These Titles

On Order

Summary

This revision of the most successful textbook in supervision for the hospitality industry covers current topics such as managing a diverse workforce, and is reorganized into three sections focusing on leadership, human resources, and management.

Author Notes

The late Jack E. Miller collaborated on several books in hospitality management
John R. Walker, DBA, FMP, is the Ray Marshall Professor and Director of the Hotel, Restaurant, and Tourism Management Programs at Alliant International University in San Diego, California
Karen Eich Drummond, EdD, RD, FADA, FMP, is a foodservice and nutrition consultant and writer. She has authored or coauthored numerous books

Preface	p. xvii
Chapter 1 The Supervisor as Manager	p. 1
The Supervisor's Role	p. 2
Obligations and Responsibilities of a Supervisor	p. 6
The Supervisor in the Middle	p. 7
Obligations to Owners	p. 10
Obligations to Customers	p. 10
Obligations to Employees	p. 11
So Who's Number One?	p. 13
Functions of Management	p. 13
The Theory	p. 13
The Reality	p. 14
Theories of People Management	p. 15
Scientific Management	p. 15
Human Relations Theory	p. 18
Total Quality Management	p. 18
Participative Management	p. 19
Humanistic Management	p. 19
Managerial Skills	p. 21
Technical Skills	p. 22
Human Skills	p. 22
Conceptual Skills	p. 24
Personal Skills and Qualities	p. 25
Key Points	p. 27
Key Terms	p. 28
Review Questions	p. 28
Activities and Applications	p. 29
Chapter 2 The Supervisor as Leader	p. 31
You and Your People	p. 32
The Jobs and the Workers	p. 32
The Nature of Leadership	p. 34
Choosing a Leadership Style	p. 36
Leadership Styles	p. 36
The Old-Style Boss	p. 37
Theory X and Theory Y	p. 38
Situational Leadership	p. 39
Transformational Leadership	p. 43
Developing Your Own Style	p. 44
Key Points	p. 45
Key Terms	p. 46
Review Questions	p. 46
Activities and Applications	p. 46
Chapter 3 Workplace Diversity	p. 52
What Is Diversity?	p. 53
Diverse Voices	p. 54
Developing Cross-Cultural Interaction	p. 58
Increasing Personal Awareness	p. 59
Learning about Other Cultures	p. 59
Recognizing and Practicing Cross-Cultural Interaction Skills	p. 60
Managing Diversity Issues Positively	p. 63
Key Points	p. 65
Key Terms	p. 66
Review Questions	p. 66
Activities and Applications	p. 66
Chapter 4 Communicating Effectively	p. 69
Good Communications and Their Importance	p. 70
Types of Communication	p. 70
The Communication Process	p. 72
Why Communication Is So Important	p. 73
Obstacles to Good Communication	p. 75
How the Communicators Affect the Message	p. 75
How Symbols Can Obscure the Meaning	p. 78
Problems in Sending the Message	p. 81
Problems in Receiving the Meaning	p. 82
Removing Obstacles to Communication	p. 83
Listening	p. 83
Bad Listening Practices	p. 84
How to Listen	p. 86
Directing People at Work	p. 89
Sending Clear Messages	p. 90
Getting Your Messages Accepted	p. 91
Making a Positive Impact	p. 92
Giving Instructions	p. 93
Business Writing	p. 96
Meetings	p. 97
Key Points	p. 98
Key Terms	p. 99
Review Questions	p. 99
Activities and Applications	p. 100
Chapter 5 Creating a Positive Work Climate	p. 103
Employee Expectations and Needs	p. 104
Your Experience and Technical Skills	p. 105
The Way You Behave as a Boss	p. 105
Communication between Boss and Workers	p. 106
Unwritten Rules and Customs	p. 107
Person-to-Person Relationships	p. 108
Motivation	p. 109
Theories of Motivation	p. 111
Motivation through Fear	p. 111
Carrot-and-Stick Method	p. 111
Economic Man (Person) Theory	p. 112
Human Relations Theory	p. 113
Maslow's Hierarchy of Needs	p. 113
Theory Y and Motivation	p. 114
Herzberg's Motivation-Hygiene Theory	p. 115
Behavior Modification	p. 116
Applying Theory to Reality: Limiting Factors	p. 117
Building a Positive Work Climate	p. 119
Focus: The Individual	p. 120
Getting to Know Your People	p. 120
Dealing with Security Needs	p. 122
Dealing with Social Needs	p. 123
Rewarding Your Employees	p. 124
Developing Your Employees	p. 127
Focus: The Job	p. 129
Providing an Attractive Job Environment	p. 129
Providing a Safe and Secure Work Environment	p. 130
Putting the Right Person in the Right Job	p. 130
Making the Job Interesting and Challenging	p. 130
Focus: The Supervisor	p. 133
Setting a Good Example	p. 134
Establishing a Climate of Honesty	p. 135
Key Points	p. 135
Key Terms	p. 136
Review Questions	p. 136
Activities and Applications	p. 137
Chapter 6 Developing Job Expectations	p. 139
Job Analysis	p. 141
Job Description	p. 143
Performance Standards	p. 144
Other Parts of the Job Description	p. 144
Uses of the Job Description	p. 148
What a Good Performance Standard System Can Do	p. 148
On the Job	p. 149
In Recruiting and Hiring	p. 151
In Training	p. 152
In Evaluating Performance	p. 152
In Your Job and Your Career	p. 152
Setting Up a Performance Standard System	p. 153
Defining the Purpose	p. 154
Analyzing the Job	p. 154
Writing the Performance Standards	p. 157
Developing Standard Procedures	p. 161
Training Workers to Meet the Performance Standards	p. 162
Evaluating On-the-Job Performance	p. 163
Implementing a Performance Standard System	p. 163
How to Make a Performance Standard System Pay Off	p. 163
How a Performance Standard System Can Fail	p. 165
Some Alternatives	p. 166
Key Points	p. 166
Key Terms	p. 167
Review Questions	p. 167
Activities and Applications	p. 168
Chapter 7 Recruiting and Selecting Applicants	p. 170
The Labor Market	p. 171
Jobs to Be Filled	p. 172
Days and Hours of Work	p. 172
Sources of Workers	p. 173
Characteristics of Your Labor Area	p. 177
Determining Labor Needs	p. 177
Defining Job Qualifications	p. 178
Forecasting Personnel Needs	p. 179
Training versus Buying Skills	p. 181
Legal Aspects of Recruiting and Selection	p. 184
Equal Employment Opportunity Laws	p. 184
EEO Laws and the Hiring Process	p. 187
Negligent Hiring	p. 189
Recruiting	p. 190
General Recruiting Principles	p. 190
Internal Recruiting	p. 193
External Recruiting	p. 195
Advertising	p. 195
Employment Agencies	p. 198
Direct Recruiting	p. 199
Additional External Recruiting Sources	p. 199
Evaluating Your Recruiting	p. 200
Selecting the Right Person	p. 200
Application Form	p. 201
Interview	p. 201
Testing	p. 207
Reference Check	p. 209
Making the Choice	p. 210
Making the Offer	p. 212
Key Points	p. 212
Key Terms	p. 213
Review Questions	p. 214
Activities and Applications	p. 215
Chapter 8 Employee Training and Development	p. 218
Importance of Training	p. 219
Need for Training	p. 220
Benefits of Training	p. 222
Problems in Training	p. 225
Who Will Do the Training	p. 227
How Employees Learn Best	p. 229
Developing a Job-Training Program	p. 231
Establishing Plan Content	p. 231
Developing a Unit Training Plan	p. 234
Moving from Plan to Action	p. 239
Job Instruction Training	p. 240
Classroom Training	p. 243
Retraining	p. 245
Orientation	p. 246
Creating a Positive Response	p. 247
Communicating the Necessary Information	p. 248
Overcoming Obstacles to Learning	p. 250
Key Points	p. 252
Key Terms	p. 253
Review Questions	p. 254
Activities and Applications	p. 254
Chapter 9 Evaluating Performance	p. 256
Coaching	p. 257
Essentials of Performance Evaluation	p. 261
Purpose and Benefits	p. 262
Steps in the Process	p. 264
Making the Evaluation	p. 265
Performance Dimensions	p. 265
Performance Standards	p. 271
Performance Ratings	p. 271
Pitfalls in Rating Employee Performance	p. 273
Employee Self-Appraisal	p. 276
The Appraisal Interview	p. 276
Planning the Interview	p. 277
Conducting the Interview	p. 277
Common Mistakes in Appraisal Interviews	p. 279
Follow-Up	p. 281
Legal Aspects of Performance Evaluation	p. 282
Key Points	p. 283
Key Terms	p. 284
Review Questions	p. 284
Activities and Applications	p. 285
Chapter 10 Discipline and the Marginal Employee	p. 287
Essentials of Discipline	p. 288
Approaches to Discipline	p. 294
Negative Approach	p. 294
Positive Approach	p. 296
Advantages of the Positive Approach	p. 298
Shifting from Negative to Positive Discipline	p. 300
Administering Discipline	p. 301
Adapting Discipline to the Situation	p. 301
Some Mistakes to Avoid	p. 302
Taking the Essential Steps	p. 304
Termination	p. 307
Salvage or Terminate	p. 307
Just-Cause Terminations	p. 308
The Termination Interview	p. 310
Special Disciplinary Concerns	p. 315
Sexual Harassment	p. 315
Other Forms of Harassment	p. 317
Substance Abuse	p. 319
The Supervisor's Key Role	p. 326
Key Points	p. 326
Key Terms	p. 328
Review Questions	p. 328
Activities and Applications	p. 329
Chapter 11 Planning, Organizing, and Controlling	p. 331
The Nature of Planning	p. 332
Levels of Planning	p. 332
The Planning Process	p. 333
Forecasting	p. 334
The Risk Factor	p. 335
Qualities of a Good Plan	p. 337
Types of Plans and Planning	p. 337
Standing Plans	p. 337
Single-Use Plans	p. 342
Day-by-Day Planning	p. 344
Planning for Change	p. 344
How Workers Respond to Change	p. 345
How to Deal with Resistance	p. 345
Example of Planning for Change	p. 346
Planning Your Own Time	p. 351
Organizing for Success	p. 357
Controlling	p. 360
Key Points	p. 362
Key Terms	p. 363
Review Questions	p. 363
Activities and Applications	p. 364
Chapter 12 Decision Making and Problem Solving	p. 366
Decision Making	p. 367
Elements in a Managerial Decision	p. 367
Approaches to Decision Making	p. 368
Kinds of Decisions	p. 369
How to Make Good Decisions	p. 371
Defining the Problem	p. 374
Analyzing the Problem	p. 375
Developing Alternative Solutions	p. 375
Deciding on the Best Solution	p. 378
Action and Follow-Up	p. 378
Problem Solving	p. 380
Pattern for Solving Problems	p. 380
Problem-Solving Example	p. 381
Participative Problem Solving	p. 384
Solving People Problems	p. 387
Win-Win Problem Solving	p. 389
Building Decision-Making Skills	p. 391
Key Points	p. 392
Key Terms	p. 393
Review Questions	p. 393
Activities and Applications	p. 394
Chapter 13 Delegating	p. 396
What Delegation Means	p. 397
Essentials of Delegation	p. 398
Benefits of Delegation	p. 401
Why People Resist Delegation	p. 403
Why Managers Have Trouble Delegating	p. 403
Why Some Workers Won't Accept Responsibility	p. 406
How to Delegate Successfully	p. 407
Conditions for Success	p. 407
Steps in Delegation	p. 409
Common Mistakes in Delegation	p. 413
Adapting Delegation to Your Situation	p. 414
Key Points	p. 416
Key Terms	p. 417
Review Questions	p. 417
Activities and Applications	p. 418
Chapter 14 Additional Supervisory Topics	p. 420
Safety and Security Management	p. 421
A Safe Workplace	p. 421
Implementing the Hazard Communication Standard	p. 425
Guest Safety	p. 428
Security Concerns	p. 430
AIDS and the Hospitality Worker	p. 432
Guide to the Family and Medical Leave Act of 1993	p. 433
Unions	p. 434
Ethics	p. 437
The Supervisor as Mentor	p. 438
Key Points	p. 439
Key Terms	p. 441
Review Questions	p. 441
Activities and Applications	p. 442
Glossary	p. 445
Index	p. 457