問題一覧
1
Refers to all training, certification, and education that a worker needs to succeed in his or her career.
Professional Development
2
- It is no secret that different jobs require different skills
Professional Development
3
- Our industry relies heavily on employees to deliver high quality services to customers.
- Based on the nature of the labor-intensive industry, the service quality is dependent on the capability and skill of their employees when they interact with customers in the service delivery process
Professional development
4
- Based on the nature of the labor-intensive industry, the service quality is dependent on the capability and skill of their employees when they interact with customers in the service delivery process
Professional development
5
every hospitality company has its own special way of doing things. You might remember a specific hotel because of the chocolates that a courteous maid etc.
The company culture
6
Many hospitality workers start in entry-level positions and work their way up into higher level jobs. When a company takes the time to train people, it is easier to recognize the talent that can be developed for higher management positions,
Developing and Training Talents
7
Training for the hospitality industry is diverse.
Developing and Training talents
8
Great service that leads to amazing experience is the goal of hospitality industry. This is something hospitality leaders need to develop in staff.
Problem solving service
9
a danger presents itself in the hotel, guests look to staff to direct them. This is so important, because if the staff doesn’t know what to do, chaos will emerge, because people panic while they are trying to determine the best course action
Safety and security
10
more important abroad because it will be the basis if the employee is really skilled worker and have enough knowledge to work in the industry.
National certification
11
impose and testify midlevel skilled workers through Philippine TVET Competency Assessment and Certification System
TESDA
12
certificate holders have more advantage to those who do not have certificates from tesda
TESDA
13
Tesda National Certificates:
housekeeping -food and beverage -bartending -front office -English proficiency
14
In popular terms, it might signify “advancement/promotion”, profession or stability along the time.
Career
15
The pattern of work-related experiences that span the course of a person’s life
Career
16
The development of careers is facilitated both by organizations, as required by their current and future needs of human resources, but also by individuals, whose choices are based on their own aspirations.
Career
17
path differs from one person to another due to personal choices, opportunities, and constraints, but also due to factors imposed by labor market and structural opportunities.
Career
18
refers to the level of performance of an individual on a particular task or capability to perform a job well.
Skills
19
hard technical skills, used as a basis for the development of educational curriculum, future profiling of jobs and technical functions the industry desires the most.
Technical elements
20
Skills can be divided into two:
Technical and behavioral
21
soft skills, which include concepts like skills, disposition, attitudes, beliefs and values, all non-technical in nature.
2. Behavioral Elements
22
The difference between the markets need (demand) and the current skills supplied by the local education institutes (supply)” observed Alsafadi & Abunafesa, (2012).
Skills gap
23
Huge gaps have been found between the formal classroom training and industry expectations in the hotel industry.
Skills gap
24
states, that hospitality management programs should concentrate on those skills hard and soft, which are deemed essential and imperative for the graduates to be adept in.
Johnstone 1994
25
skills you find in the job descriptions, these are easily defined and achieved through qualifications.
Hard skills
26
- Computer program
- Cleaning procedures
- Electrical/plumbing skills
- Cooking knowledge
- Languages
- Sales and marketing skills
- Hotel operations competency
What are these
27
skills that encompasess, interpersonal or introspective qualities. These are harder to learn or qualify without experience.
Soft skills
28
- Listening/communication
- Leadership
- Positivity
- Problem solving
- Creativity
- Compassiom
- Empathy
Soft skills
29
involves evaluating a situation, problem, or argument and choosing a path of investigation that leads to the best possible answers.
Critical thinking
30
citing facts that do not apply to the matter at hand
Using irrelevant favts
31
we’re going to have a new company prsident in the next few months, so we might as well take it easy until he is selected.
Using irrelevant facts
32
omitting facts that do not support your argument
Avoiding uncomfortable
33
Ex: Ineffective marketung has caused a drop in the demand of our product, so we are reducing the marketing department saff by 20 %.
Avoiding uncomfortable facts
34
making something sound less complex to the point of error
Oversimplifying
35
The increase in workload, the hiring freeze, and the reduction in benefits happened because the senior staff likes to shake things up.
Oversimplifying
36
taking a position based on the fact that it has never been disproved
Arguing from ignorance
37
I’ve never seen a more efficient way to go about it, so I guess this workflow process is the best there is.
Arguing from ignorance
38
seeking agreement because the idea is supported by many people
Appealing to the multitude
39
: we should use X brand printer paper because most people use it.
Appealing to the multitude
40
citing that on event causes another simply because it happens at around the same time
Presenting a false cause
41
citing that on event causes another simply because it happens at around the same time
Presenting a false cause
42
Ex: Valentina is friendly and outgoing. Jonathan is more introverted and quiet. Shortly after, they are moved into a new workspace, Jonathan become less productive at work. Jonathan supervisor says “jonathans work is suffering because Valentuna talks too much”
Presenting a false cause
43
making a claim that is supported only by itself. This is also known as circular reasoning.
Begging a question
44
Ex: You be the note takes and i’ll be the leader for the meeting.. Why should you be the leader for the merting? .. because you’ll be taking the notes.
Begging a question
45
falsely discounting an argument by discrediting the person making it.
Ex: Janet says she has found a flaw in the financial analysis. I don’t trust her judgement because Janet doesn’t have college degree
Attacking the person
46
3 Emotional Manipulation
I flammatory pressure appeals
47
arousing or expressing feelings of approval or disapproval to get other concede.
evoke emotions that may be untrue or irrelevant to other situation under review.
Inflammatory words
48
intimidating others intro agreement
Pressure tactics
49
using pity or compassion to get others to accept particular conclusions
Appeals to sentiments
50
looks at all sides of a situation or problem
-identifies the core element of a problem
Critical thinking
51
research alternative solutions to problem
-guides others
-plans a course of action
Critical thinking
52
close-minded
-does not examine the details of an argument
-excessively confident in his own conclusion
-arrogant, self-deluded, egotistical
-avoids difficult problems
Non critical thinking
53
Critical Thinking Strategies
Lists
54
as why questions
* identify and challenge your ideas
* recognize your thinking process
A Willingness to Look at Yourself
55
solicit feedback
* appraise the quality of your answers
* compare your initial goals with your result
Persistent Evaluation
56
accept that others may have a different worldview
* look for points of agreement
* recognize there are often several solutions to a problem
Ongoing fair mindfulness
57
create a clear line of reasoning
* recognize the need for tradexoff or consensus in making your decision
Commitment to an informed decision
58
Steps in Decision Making
1. Identifying the Problem 2. Generating Alternatives 3. Evaluating Alternatives 4. Choose Alternatives 5. Implementing Decision 6. Evaluating Decision
59
trigger solutions that have alredy been determined by past experiences aa appropriate for the problem in question
Programmed decisions
60
no established procedure for handling the problem, either because it invloves issues that have never been encountered befor or because it is complex or extremely important.
Non programmed decisions
61
made by upper-level management and important long-term implicatioms for the organization. Reflects a consistent pattern for directing the organization according to its visiom and mission.
Strategic decisions
62
identified four different styles based on his research from University of Michigan.
Rensis
63
leader has little trust or confidence in his subordinates manages by issuing orders and uses fear and punishment as motivators
Exploitative/authoritative
64
the leader has some trust in his workers but treats them in a condescending and paternalistic manner
Benevolent b authoritative
65
the leader shows trust and confidence towards subordinates, seeks their opinions and ideas, but retains decision making power
Consultative
66
the leader trusts his subordinates completely, seeks and acts on their ideas and involves them in setting goals
Participative
67
believed that management style was determined by the manager’s assumptions about human nature. He then identified two board sets of beliefs.
Douglas mcgregor
68
suggests that human beings have an inherent dislike of work and need to be controlled and directed if they are to achieve objectives.
Theory x
69
sees work as a natural part of life from which people gain sense of satisfaction. Workers csn be motivated to give their best by respedt and recognition.
Theory y
70
further developed that different situatuon require different types of leadership
Bill Reddin, Paul Hersey, Ken Blanchard
71
theory states that leaders need to be ready to adjust their style to suit the contect. They saw willingness and ability of subordinates to carry out the tast allocated to them as the key factor in selecting the most appropriate leadership style.
Situational leadership
72
associated with autocratic leaders
- Leader makes all decisions without consulting subordinates
- Low Directive and Low Support Behavior
- Low Competence and High Commitment
Directing
73
leader is more receptive to input and feedback from subordinates than S1
- They “sell” their ideas and plans to their subordinates to obtain their cooperation
- High directive and High supportive behavior
Coaching
74
- Low to some competence and Low Commitment
Coaching
75
leader participates in decision making, but most decisions made by the team.
- Often appear to be “quiet”
- Low directive and High Supportive Behavior
- Maderate to High Competence and Variable Commitment
Supporting
76
is perhaps more of an approach than a style, but it is very widely taught on management and leadership courses and used by leaders globally.
Action-Centered Leadership by John Adair
77
he suggests that leaders need to be attentive to task needs, group needs, and individual needs.
John adair
78
the leader may need to vary degree of emphasis given to each of the three components in response to the situation at any point in time.
Action-Centered Leadership by John Adair
79
Action centeered leadership
1. Accomplish the Task 2. Empower Individuals 3. Build the Team
80
This is based on an exchange between leader and follower where the interests of both parties are served.
Transactional Model of Leadership (1970s – 1980s)
81
This kind of leadership can be particularly effective in emergency or conflict situations when all parties are able to see a tangible benefit.
Transactional Model of Leadership (1970s – 1980s)
82
remains the predominant leadership approach in the literature and has also had a significant impact on the way that modern leaders behave.
Transformational Leadership by John V. Downton (1973)
83
Involves the engagement of followers and therefore leaders are often charismatic
Transformational Leadership by John V. Downton
84
How the leader can fulfill the development needs of their followers. Employees want to feel inspired and empowered by their leaders, and transformational leadership fits well with the modern age.
Transformational Leadership by John V. Downton
MULTICULTURAL
MULTICULTURAL
rhyzza sanpedro · 135問 · 3年前MULTICULTURAL
MULTICULTURAL
135問 • 3年前rhyzza sanpedro
Multi lesson 4
Multi lesson 4
rhyzza sanpedro · 46問 · 3年前Multi lesson 4
Multi lesson 4
46問 • 3年前rhyzza sanpedro
ETHICS
ETHICS
rhyzza sanpedro · 84問 · 3年前ETHICS
ETHICS
84問 • 3年前rhyzza sanpedro
TOM MODULE 5
TOM MODULE 5
rhyzza sanpedro · 26問 · 2年前TOM MODULE 5
TOM MODULE 5
26問 • 2年前rhyzza sanpedro
TOM MODULE 2
TOM MODULE 2
rhyzza sanpedro · 32問 · 2年前TOM MODULE 2
TOM MODULE 2
32問 • 2年前rhyzza sanpedro
TOM MODULE 4
TOM MODULE 4
rhyzza sanpedro · 22問 · 2年前TOM MODULE 4
TOM MODULE 4
22問 • 2年前rhyzza sanpedro
MODULE 12
MODULE 12
rhyzza sanpedro · 13問 · 2年前MODULE 12
MODULE 12
13問 • 2年前rhyzza sanpedro
QUIZ
QUIZ
rhyzza sanpedro · 36問 · 2年前QUIZ
QUIZ
36問 • 2年前rhyzza sanpedro
Traffic Conference Areas
Traffic Conference Areas
rhyzza sanpedro · 219問 · 2年前Traffic Conference Areas
Traffic Conference Areas
219問 • 2年前rhyzza sanpedro
multicultural
multicultural
rhyzza sanpedro · 46問 · 3年前multicultural
multicultural
46問 • 3年前rhyzza sanpedro
Module 12.2
Module 12.2
rhyzza sanpedro · 22問 · 2年前Module 12.2
Module 12.2
22問 • 2年前rhyzza sanpedro
Multi lesson 5
Multi lesson 5
rhyzza sanpedro · 51問 · 3年前Multi lesson 5
Multi lesson 5
51問 • 3年前rhyzza sanpedro
TOM MODULE 2
TOM MODULE 2
rhyzza sanpedro · 32問 · 2年前TOM MODULE 2
TOM MODULE 2
32問 • 2年前rhyzza sanpedro
Aircraft flight
Aircraft flight
rhyzza sanpedro · 9問 · 2年前Aircraft flight
Aircraft flight
9問 • 2年前rhyzza sanpedro
TOM MODULE 6
TOM MODULE 6
rhyzza sanpedro · 28問 · 2年前TOM MODULE 6
TOM MODULE 6
28問 • 2年前rhyzza sanpedro
MULTICULTURAL
MULTICULTURAL
rhyzza sanpedro · 135問 · 3年前MULTICULTURAL
MULTICULTURAL
135問 • 3年前rhyzza sanpedro
Multi lesson 6
Multi lesson 6
rhyzza sanpedro · 36問 · 3年前Multi lesson 6
Multi lesson 6
36問 • 3年前rhyzza sanpedro
Multi lesson 4
Multi lesson 4
rhyzza sanpedro · 46問 · 3年前Multi lesson 4
Multi lesson 4
46問 • 3年前rhyzza sanpedro
AB
AB
rhyzza sanpedro · 121問 · 3年前AB
AB
121問 • 3年前rhyzza sanpedro
問題一覧
1
Refers to all training, certification, and education that a worker needs to succeed in his or her career.
Professional Development
2
- It is no secret that different jobs require different skills
Professional Development
3
- Our industry relies heavily on employees to deliver high quality services to customers.
- Based on the nature of the labor-intensive industry, the service quality is dependent on the capability and skill of their employees when they interact with customers in the service delivery process
Professional development
4
- Based on the nature of the labor-intensive industry, the service quality is dependent on the capability and skill of their employees when they interact with customers in the service delivery process
Professional development
5
every hospitality company has its own special way of doing things. You might remember a specific hotel because of the chocolates that a courteous maid etc.
The company culture
6
Many hospitality workers start in entry-level positions and work their way up into higher level jobs. When a company takes the time to train people, it is easier to recognize the talent that can be developed for higher management positions,
Developing and Training Talents
7
Training for the hospitality industry is diverse.
Developing and Training talents
8
Great service that leads to amazing experience is the goal of hospitality industry. This is something hospitality leaders need to develop in staff.
Problem solving service
9
a danger presents itself in the hotel, guests look to staff to direct them. This is so important, because if the staff doesn’t know what to do, chaos will emerge, because people panic while they are trying to determine the best course action
Safety and security
10
more important abroad because it will be the basis if the employee is really skilled worker and have enough knowledge to work in the industry.
National certification
11
impose and testify midlevel skilled workers through Philippine TVET Competency Assessment and Certification System
TESDA
12
certificate holders have more advantage to those who do not have certificates from tesda
TESDA
13
Tesda National Certificates:
housekeeping -food and beverage -bartending -front office -English proficiency
14
In popular terms, it might signify “advancement/promotion”, profession or stability along the time.
Career
15
The pattern of work-related experiences that span the course of a person’s life
Career
16
The development of careers is facilitated both by organizations, as required by their current and future needs of human resources, but also by individuals, whose choices are based on their own aspirations.
Career
17
path differs from one person to another due to personal choices, opportunities, and constraints, but also due to factors imposed by labor market and structural opportunities.
Career
18
refers to the level of performance of an individual on a particular task or capability to perform a job well.
Skills
19
hard technical skills, used as a basis for the development of educational curriculum, future profiling of jobs and technical functions the industry desires the most.
Technical elements
20
Skills can be divided into two:
Technical and behavioral
21
soft skills, which include concepts like skills, disposition, attitudes, beliefs and values, all non-technical in nature.
2. Behavioral Elements
22
The difference between the markets need (demand) and the current skills supplied by the local education institutes (supply)” observed Alsafadi & Abunafesa, (2012).
Skills gap
23
Huge gaps have been found between the formal classroom training and industry expectations in the hotel industry.
Skills gap
24
states, that hospitality management programs should concentrate on those skills hard and soft, which are deemed essential and imperative for the graduates to be adept in.
Johnstone 1994
25
skills you find in the job descriptions, these are easily defined and achieved through qualifications.
Hard skills
26
- Computer program
- Cleaning procedures
- Electrical/plumbing skills
- Cooking knowledge
- Languages
- Sales and marketing skills
- Hotel operations competency
What are these
27
skills that encompasess, interpersonal or introspective qualities. These are harder to learn or qualify without experience.
Soft skills
28
- Listening/communication
- Leadership
- Positivity
- Problem solving
- Creativity
- Compassiom
- Empathy
Soft skills
29
involves evaluating a situation, problem, or argument and choosing a path of investigation that leads to the best possible answers.
Critical thinking
30
citing facts that do not apply to the matter at hand
Using irrelevant favts
31
we’re going to have a new company prsident in the next few months, so we might as well take it easy until he is selected.
Using irrelevant facts
32
omitting facts that do not support your argument
Avoiding uncomfortable
33
Ex: Ineffective marketung has caused a drop in the demand of our product, so we are reducing the marketing department saff by 20 %.
Avoiding uncomfortable facts
34
making something sound less complex to the point of error
Oversimplifying
35
The increase in workload, the hiring freeze, and the reduction in benefits happened because the senior staff likes to shake things up.
Oversimplifying
36
taking a position based on the fact that it has never been disproved
Arguing from ignorance
37
I’ve never seen a more efficient way to go about it, so I guess this workflow process is the best there is.
Arguing from ignorance
38
seeking agreement because the idea is supported by many people
Appealing to the multitude
39
: we should use X brand printer paper because most people use it.
Appealing to the multitude
40
citing that on event causes another simply because it happens at around the same time
Presenting a false cause
41
citing that on event causes another simply because it happens at around the same time
Presenting a false cause
42
Ex: Valentina is friendly and outgoing. Jonathan is more introverted and quiet. Shortly after, they are moved into a new workspace, Jonathan become less productive at work. Jonathan supervisor says “jonathans work is suffering because Valentuna talks too much”
Presenting a false cause
43
making a claim that is supported only by itself. This is also known as circular reasoning.
Begging a question
44
Ex: You be the note takes and i’ll be the leader for the meeting.. Why should you be the leader for the merting? .. because you’ll be taking the notes.
Begging a question
45
falsely discounting an argument by discrediting the person making it.
Ex: Janet says she has found a flaw in the financial analysis. I don’t trust her judgement because Janet doesn’t have college degree
Attacking the person
46
3 Emotional Manipulation
I flammatory pressure appeals
47
arousing or expressing feelings of approval or disapproval to get other concede.
evoke emotions that may be untrue or irrelevant to other situation under review.
Inflammatory words
48
intimidating others intro agreement
Pressure tactics
49
using pity or compassion to get others to accept particular conclusions
Appeals to sentiments
50
looks at all sides of a situation or problem
-identifies the core element of a problem
Critical thinking
51
research alternative solutions to problem
-guides others
-plans a course of action
Critical thinking
52
close-minded
-does not examine the details of an argument
-excessively confident in his own conclusion
-arrogant, self-deluded, egotistical
-avoids difficult problems
Non critical thinking
53
Critical Thinking Strategies
Lists
54
as why questions
* identify and challenge your ideas
* recognize your thinking process
A Willingness to Look at Yourself
55
solicit feedback
* appraise the quality of your answers
* compare your initial goals with your result
Persistent Evaluation
56
accept that others may have a different worldview
* look for points of agreement
* recognize there are often several solutions to a problem
Ongoing fair mindfulness
57
create a clear line of reasoning
* recognize the need for tradexoff or consensus in making your decision
Commitment to an informed decision
58
Steps in Decision Making
1. Identifying the Problem 2. Generating Alternatives 3. Evaluating Alternatives 4. Choose Alternatives 5. Implementing Decision 6. Evaluating Decision
59
trigger solutions that have alredy been determined by past experiences aa appropriate for the problem in question
Programmed decisions
60
no established procedure for handling the problem, either because it invloves issues that have never been encountered befor or because it is complex or extremely important.
Non programmed decisions
61
made by upper-level management and important long-term implicatioms for the organization. Reflects a consistent pattern for directing the organization according to its visiom and mission.
Strategic decisions
62
identified four different styles based on his research from University of Michigan.
Rensis
63
leader has little trust or confidence in his subordinates manages by issuing orders and uses fear and punishment as motivators
Exploitative/authoritative
64
the leader has some trust in his workers but treats them in a condescending and paternalistic manner
Benevolent b authoritative
65
the leader shows trust and confidence towards subordinates, seeks their opinions and ideas, but retains decision making power
Consultative
66
the leader trusts his subordinates completely, seeks and acts on their ideas and involves them in setting goals
Participative
67
believed that management style was determined by the manager’s assumptions about human nature. He then identified two board sets of beliefs.
Douglas mcgregor
68
suggests that human beings have an inherent dislike of work and need to be controlled and directed if they are to achieve objectives.
Theory x
69
sees work as a natural part of life from which people gain sense of satisfaction. Workers csn be motivated to give their best by respedt and recognition.
Theory y
70
further developed that different situatuon require different types of leadership
Bill Reddin, Paul Hersey, Ken Blanchard
71
theory states that leaders need to be ready to adjust their style to suit the contect. They saw willingness and ability of subordinates to carry out the tast allocated to them as the key factor in selecting the most appropriate leadership style.
Situational leadership
72
associated with autocratic leaders
- Leader makes all decisions without consulting subordinates
- Low Directive and Low Support Behavior
- Low Competence and High Commitment
Directing
73
leader is more receptive to input and feedback from subordinates than S1
- They “sell” their ideas and plans to their subordinates to obtain their cooperation
- High directive and High supportive behavior
Coaching
74
- Low to some competence and Low Commitment
Coaching
75
leader participates in decision making, but most decisions made by the team.
- Often appear to be “quiet”
- Low directive and High Supportive Behavior
- Maderate to High Competence and Variable Commitment
Supporting
76
is perhaps more of an approach than a style, but it is very widely taught on management and leadership courses and used by leaders globally.
Action-Centered Leadership by John Adair
77
he suggests that leaders need to be attentive to task needs, group needs, and individual needs.
John adair
78
the leader may need to vary degree of emphasis given to each of the three components in response to the situation at any point in time.
Action-Centered Leadership by John Adair
79
Action centeered leadership
1. Accomplish the Task 2. Empower Individuals 3. Build the Team
80
This is based on an exchange between leader and follower where the interests of both parties are served.
Transactional Model of Leadership (1970s – 1980s)
81
This kind of leadership can be particularly effective in emergency or conflict situations when all parties are able to see a tangible benefit.
Transactional Model of Leadership (1970s – 1980s)
82
remains the predominant leadership approach in the literature and has also had a significant impact on the way that modern leaders behave.
Transformational Leadership by John V. Downton (1973)
83
Involves the engagement of followers and therefore leaders are often charismatic
Transformational Leadership by John V. Downton
84
How the leader can fulfill the development needs of their followers. Employees want to feel inspired and empowered by their leaders, and transformational leadership fits well with the modern age.
Transformational Leadership by John V. Downton