Hotel Management - Qp8 - Quiz & Trivia

1. A working definition of a committee is a group of people that makes decisions or presents viewpoints and whose conduct is governed by a set of rules.

True

False

The given statement defines a committee as a group of people who make decisions or present viewpoints and follow a set of rules. This definition accurately describes the purpose and functioning of a committee, making the answer "True" correct. Committees are formed to collectively discuss and decide on matters, and their actions are guided by a set of rules or guidelines.

Explanation

The given statement defines a committee as a group of people who make decisions or present viewpoints and follow a set of rules. This definition accurately describes the purpose and functioning of a committee, making the answer "True" correct. Committees are formed to collectively discuss and decide on matters, and their actions are guided by a set of rules or guidelines.

2. Objectives are necessary in every area where performance and results directly and vitally affect the survival and progress of a business.

True

False

Objectives are indeed necessary in every area where performance and results directly and vitally affect the survival and progress of a business. This is because objectives provide a clear direction and purpose for individuals and teams within an organization. They help to align efforts towards common goals, improve focus and motivation, and enable effective measurement and evaluation of progress. Without objectives, there would be a lack of clarity and direction, making it difficult for a business to achieve its desired outcomes and stay competitive in the market.

Explanation

Objectives are indeed necessary in every area where performance and results directly and vitally affect the survival and progress of a business. This is because objectives provide a clear direction and purpose for individuals and teams within an organization. They help to align efforts towards common goals, improve focus and motivation, and enable effective measurement and evaluation of progress. Without objectives, there would be a lack of clarity and direction, making it difficult for a business to achieve its desired outcomes and stay competitive in the market.

3. ______ are defined as parts of the general programme, but are entities in themselves.

Programmes

Projects

Detailed schedules

Projects are defined as parts of the general programme, but are entities in themselves. Unlike programmes, which are broader and encompass multiple projects, projects are specific endeavors with defined objectives, timelines, and deliverables. They are distinct entities within a larger programme and require dedicated resources and management to ensure successful completion. Projects are typically temporary in nature and have a clear start and end date, making them separate and identifiable components within a programme.

Explanation

Projects are defined as parts of the general programme, but are entities in themselves. Unlike programmes, which are broader and encompass multiple projects, projects are specific endeavors with defined objectives, timelines, and deliverables. They are distinct entities within a larger programme and require dedicated resources and management to ensure successful completion. Projects are typically temporary in nature and have a clear start and end date, making them separate and identifiable components within a programme.

4. _______ is an indirect relationship which exists where a specialist in some subject or function.

The Line Relationship

The Lateral Relationship

The Functional or Specialist Relationship

The Staff Relationship

The functional or specialist relationship refers to an indirect relationship where a specialist in a specific subject or function exists. This relationship implies that the specialist provides expertise or support to other individuals or departments within the organization, without having direct authority over them. This type of relationship allows for the sharing of knowledge and resources, promoting collaboration and efficiency within the organization.

Explanation

The functional or specialist relationship refers to an indirect relationship where a specialist in a specific subject or function exists. This relationship implies that the specialist provides expertise or support to other individuals or departments within the organization, without having direct authority over them. This type of relationship allows for the sharing of knowledge and resources, promoting collaboration and efficiency within the organization.

5. Disadvantages of the informal structure includes: (Select four)

Workers will not necessarily work according to the aims of the management.

The workers develop their own rate of output as opposed to the highest possible output.

Enthusiasm for work is much greater where group affiliations have been built up.

The disadvantages of the informal structure include workers not necessarily working according to the aims of the management, as they may prioritize their own interests. Additionally, workers may develop their own rate of output instead of striving for the highest possible output. The group may establish elaborate procedures to maintain their own norms and exert pressure on individuals who try to exceed them. Moreover, there is a greater likelihood that the group's norms will be followed over the management's norms, which can lead to a lack of control and coordination within the organization.

Explanation

The disadvantages of the informal structure include workers not necessarily working according to the aims of the management, as they may prioritize their own interests. Additionally, workers may develop their own rate of output instead of striving for the highest possible output. The group may establish elaborate procedures to maintain their own norms and exert pressure on individuals who try to exceed them. Moreover, there is a greater likelihood that the group's norms will be followed over the management's norms, which can lead to a lack of control and coordination within the organization.

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6. Policies should include: (Select three)

Be a guide, and a rule.

Aid operational efficiency.

Aid coordination.

Install confidence in decision making.

The given answer is correct because policies should not only act as rules, but also as a guide to help individuals understand how to navigate certain situations. By aiding operational efficiency, policies can streamline processes and ensure that tasks are completed in a timely and effective manner. Aid coordination is important because policies can help different departments or teams work together towards a common goal. Lastly, installing confidence in decision making means that policies should provide clear guidelines and support decision-making processes, ensuring that individuals feel confident in their choices.

Explanation

The given answer is correct because policies should not only act as rules, but also as a guide to help individuals understand how to navigate certain situations. By aiding operational efficiency, policies can streamline processes and ensure that tasks are completed in a timely and effective manner. Aid coordination is important because policies can help different departments or teams work together towards a common goal. Lastly, installing confidence in decision making means that policies should provide clear guidelines and support decision-making processes, ensuring that individuals feel confident in their choices.

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7. Match the following statements:

This is the design of a desired future and of effective ways of bringing it about.

It may guide our thinking in decision-making.

Defined as generalship, the art of planning and directing.

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8. Match the following statements:

When the organisation has structures to Weber’s description, he said that it was a bureaucracy, which he thought would be the most efficient form of organisation possible.

It is based on the "machine theory" where organisation is seen as a machine which is built to plan, with a rigid specification.

This view has a central theme which is the diversity of human motives and behaviour, and the need to take them into account.

The philosophy of this is that organisations are not independent, closed systems, but need to be adaptive and flexible, in tune with and responding to their environment.

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