Midterm Flashcards
(112 cards)
1
Q
Emerges as a PIVOTAL STRATEGY to inspire and empower human resources, enhancing competitiveness and revitalizing operations amidst evolving visitor preferences.
A
Total quality management (TQM)
2
Q
One of the top reasons why a PRODUCT WILL BE PATRONIZED.
A
Quality
3
Q
The International Organization of Standardization (ISO) defines quality management as
A
ELEMENT OF THE OVERALL MANAGEMENT FUNCTION that develops and executes quality policy and as such is the responsibility of top management”.
4
Q
ANYTHING THAT WE CAN OFFER to a market that could satisfy a need or want
A
Product
5
Q
PHYSICAL OBJECTS for which a demand exists
A
Goods
6
Q
Services - they can be described using IHIP (characteristics of service) what does IHIP stands for?
A
Intangible, heterogeneous, Inseparable, Perishable
7
Q
SERVICES CANNOT BE TOUCHEDas it is not physical or can only exist in connection to other things.
A
Intangible
8
Q
due to the DEPENDENCE ON THE WORKFORCE which does the act.
A
Heterogeneous
9
Q
PRODUCTION (act of delivery) of service staff and CONSUMPTION (guest experience) cannot be separated with each other. Service is produced and consumed at the same time which makes it.
A
Inseparable
10
Q
service will (blank) in the VERY INSTANCEof its performance and seldom leave any trace or value behind them for which and equal number of services be procured.
A
Perishable
11
Q
in hotels and tourism businesses is ABOUT FEELING RESPECTED AND VALUED as a customer.
A
Quality Service
12
Q
refers to HOW SATISFIED OR DISSATISFIED A CUSTOMER is with the services provided
A
Customer Satisfaction
13
Q
it refers to service products’ PRIMARY OPERATING CHARACTERISTICS. “Is the product of service or service performing as expected within the specified tolerance?”
A
Performance
14
Q
ability to PERFORM THE PROMISED SERVICE PRODUCT dependably and accurately. “Will the product operate as expected regularly?”
A
Reliability
15
Q
amount of use before a specific PRODUCT DETERIORATES. “How long will the product survive or function and under what circumstances?”
A
Durability
16
Q
the speed, courtesy, COMPETENCE, and ease of repair. “Is it reasonable or reasonably simple to maintain and repair the products?”
A
Serviceability
17
Q
how a service product perceives. It is a matter of personal judgement. The end user value the APPEARANCE OF A PRODUCT. A product’s visual qualities contribute to a company or brand’s identity.
A
Aesthetic
18
Q
these are usually cited as SECONDARY ASPECTS of performance. “Is the product or service equipped with all the (this) needed for its intended use?”
A
Feautures
19
Q
corporate reputation is the MOST PRIZED POSSESSIONS and it is a focus of (this) Reality is based on perception.
A
Perceived Quality
20
Q
a service product’s design and characteristics should MEET THE STANDARD SET. “Is the product or service up to par with the requirements?”
A
Conformance to standards
21
Q
A
22
Q
PRINCIPLES OF QUALITY MANAGEMENT LEADING TO QUALITY SERVICE
(What are the 10 C’s)
A
Commitment, Culture, Continuous development, Cooperation, Customer Focus, Control, Cross functional, Cause-Analysis, Change (and) Concept of Team Synergy
23
Q
total (of this) is required when it comes to quality service management culture and it SHOULD BE CREATED AS A FORM OF SERVICE CULTURE.
A
Commitment
24
Q
to alter (this) and attitude, training is essential. Negative attitude must be addressed to promote individual contributions and quality awareness as a regular aspect of everyone’s work.
A
Culture
25
encompasses both incremental and BREAKTHROUGH IMPROVEMENTS. Improvements may take several forms including increasing consumer value
Continuous development
26
employees should ACTIVELY PARTICIPATEand collaborate in developing improvement plans
Cooperation
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prioritize meeting the needs of both external customers (those who receive the final products or services) and internal customers (who are involved when it comes to providing and receiving products and services or information).
Customer focus
28
for quality service management to work well, you need documentation processes and even the latest practices. Without this, it’s hard to monitor progress, fix problems, or even make improvements.
Control
29
Quality service management in tourism and hospitality isn’t just a separate program, it’s a part of a bigger system. It’s crucial when it comes to top level strategy and evens involves everyone from suppliers to customers.
Cross Functional
30
quality service management in tourism and hospitality focuses on preventing defects instead of just fixing them later. “Prevention is better than cure”
Cause Analysis
31
to succeed in hospitality and tourism, organization must keep learning and adjusting to changes. Improvement and education should be part of everyday work to provide excellent service.
Change
32
harnessing the collective power of teams to address challenges and achieve continuous improvement is a successful strategy.
Concept of team synergy
33
He is the FATHER OF STATISTICAL QUALITY CONTROL.
Walter A Shewhart
34
He championed the work of Walter A. Shewhart including statistical process control operations definitions and what Demings called the SHEWHART CYCLE WHICH HAD EVOLVED INTO PLAN-DO-STUDY-ACT (PDSA).
William Edwards Deming
35
He is the FATHER OF TOTAL QUALITY MANAGEMENT
Joseph H Juran
36
He AUTHORED ZERO DEFECTS PROGRAM at the Martin Company and the quality control manager of the perishing missile program.
Philip B Crosby
37
who devised the concept of TOTAL QUALITY CONTROL OR TQC that was inspired from the Total Quality Management of Joseph H. Juran.
Armand V. Feigenbaum
38
invented the concept of customer service, concept of after sale service, and warranty. He also invented the FISHBONE DIAGRAM that highlights the cause and effects of the activities and processes.
Kaoru Ishikawa
39
an engineer, statistician, and he developed a methodology for APPLYING STATISTICS TO IMPROVE QUALITY of manufactured goods.
Genichi Taguchi
40
is a major difference between excellent, poor, and indifferent businesses.
Customer Service Quality
41
Is crucial for success in tourism and hospitality. It sets businesses apart and keeps customers coming back.
Good Customer Service
42
(Nature of service)
When a service includes a physical item, the customer experience depends on the combination of service and product, environment, and delivery.
Services are partially or Entirely intangible
43
(Nature of service)
Organizational systems must ensure consistent high-quality service for each guest, meeting unique needs while maintaining comparability to previous visits.
Services are consumed at the moment or during the period of production or delivery
44
(Nature of Service)
This interaction could be as brief as a customer's encounter with a waiter at a restaurant or a front desk attendant assisting them in person.
Services Interaction Between the Service Provider and the Customer is Required.
45
flips traditional management thinking by prioritizing the guest's perspective over organizational structure and processes.
Guestology
46
Coined by (name) of The Walt Disney Company; Guestology
Bruce Laval
47
defines guestology as the SYSTEMATIC EXAMINATION of the behaviors, needs, and expectations of individuals within a service setting, with the objective of effectively managing a service organization based on this understanding.
Dickson (2010)
48
describes guestology as understanding and meeting the needs and expectations of guests, INVOLVING ALL WORKPLACE PERSONNEL WHO INTERACT WITH THE GUESTS.
Klein, 2014
49
Establishing guidelines for service delivery based on customer needs and expectations to ensure consistent quality.
Service Standards
50
Referring to employees, it involves embedding a culture of quality service from recruitment to training, ensuring they understand how to retain customers.
Cast
51
Includes the environment, facilities, and equipment used to provide high-quality service, ensuring a consistent customer experience.
Setting
52
The method used to deliver services, treating all customers with importance, and ensuring procedures cater to diverse needs and anticipate issues.
Process
53
The final step in creating a quality service system, involving merging the cast, settings, and processes into a cohesive operating system to deliver exceptional service consistently.
Integration
54
A simple phrase communicated to employees to motivate them in meeting customer needs, essential for understanding the company's service philosophy.
Service Theme
55
encompass what the hotel or restaurant offers and should offer
Customer expectations
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The hospitality firm also serves internal customers, including people and units that rely on each other's services.
Serving Internal Customers
57
New hospitality businesses face intense competition for customer loyalty and revenue, especially in sectors like hotels, where founders' skills are key for early success.
Increasing Competition
58
is the sum of a customer's feelings about their interactions with a service provider during an event or series of events.
Customer Experience
59
or service/package combination, is what attracts customers to hospitality or tourism businesses, whether it's a physical item like a hotel room or an intangible experience like a concert.
Service product
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The environment where the interaction occurs, termed the "servicescape", is the second aspect of the customer experience.
Service setting
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This is including human and physical components, along with organizational and information systems, is crucial for the guest experience.
Service Delivery System
62
Customers judge a restaurant even before trying the food based on its surroundings.
Customer expectation
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Once the customer begins their experience, the environment shapes the atmosphere.
Customer mood
64
The service environment not only affects customers but also the employees involved in creating it.
Employee Satisfaction
65
The service environment, also known as the servicescape, influences consumer behavior in three key ways:
Customer buying behavior
66
It utilizes symbolic cues to convey the unique characteristics and quality of the service experience.
Message-creating medium
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: It distinguishes the servicescape from competitors, drawing in customers from specific target segments.
Attention-creating medium
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: It employs elements such as colors, textures, sounds, scents, and spatial design to enrich the desired service experience.
Effect-creating medium
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Customer impressions of service are influenced by various factors, collectively known as the "this". This term encompasses both tangible and intangible elements that shape customer experiences.
Servicescape
70
In hospitality and tourism businesses, things like temperature, lighting, noise, music, and smells are called ambient conditions. These factors affect how customers feel during their experience.
Ambient Conditions
71
- In service businesses, the layout of the space, known as spatial layout, refers to how furniture and equipment are arranged.
Spatial Layout
72
show if a place is open or closed. These are used to share information, like using pictures instead of words.
Signs, symbols, and Artifacts
73
refers to how well something fits into its surroundings while serving its purpose. It's important that everything, like equipment, layout, architecture, and design, matches the guests' expectations.
Functional congruence
74
encompasses sensory, functional, social, natural, and cultural stimuli within a product or service environment.
Experienscape
75
Initial impressions formed by sensory and functional aspects contribute to a service product's brand image.
Impact on brand image
76
Perceptions of sensory and functional components are influenced by social, cultural, and natural factors, and vice versa.
Interconnected perceptions
77
The natural component of an experienscape relies on the local environment, impacting the design and experience of a place.
Role of natural environment
78
Customers, employees, and stakeholders exhibit varied cognitive, emotional, and behavioral responses based on the configuration of experiential components.
Different responses
79
is the organized method by which a business's staff members acquire knowledge and develop abilities through guided instruction and hands-on tasks, all with the aim of improving the company's performance.
Training
80
is about employees learning and growing to get better at what they do. It's all about improving their skills and abilities.
Development
81
is vital for information transmission in hospitality and tourism.
This is also a document that tells management and stakeholders about a planned training program. When authorized, it allows the project team to use resources to create, design, and run the training.
Training plan
82
A five-phased method called (ISD) is commonly used to create training programs and related plans:
Instructional System Design
83
: Identifies current knowledge, goals, audience, and delivery options.
Analysis Phase
84
: Specifies learning goals, content, methods, and assessment tools, considering factors like program duration and trainer qualifications.
Design Phase
85
: Creates training materials based on the design phase.
Development Phase
86
Involves trainer training, execution of delivery methods, and ongoing improvement.
Implementation Phase
87
Allows stakeholders to assess the program's effectiveness using metrics like participant reactions, learning outcomes, knowledge transfer, and tangible results.
Evaluation Phase
88
Evaluate participants' responses to the training program. Did they find it enjoyable and relevant to their job?
Reactions
89
Assess how much students have progressed in their knowledge, skills, and attitudes as conveyed in the training.
Learning
90
91
: Measure changes in behavior resulting from the training. Are participants applying the knowledge and skills gained?
Knowledge Transfer
92
Gauge the program's success using metrics that management and executives can understand, such as increased productivity, improved quality, or reduced costs.
Results
93
Good management motivates employees for better productivity. Motivation can increase output or decrease it if lacking.
Employee motivation
94
is driven by personal desires, needs, wants, or goals. It involves (doing) others to take action toward desired outcomes, and it plays a critical role in people management.
Motivation
95
- refers to internal drive within employees. It occurs when people enjoy their work and feel rewarded by it. Unlike extrinsic motivation, which comes from outside factors, intrinsic motivation comes from within individuals.
Intrinsic motivation
96
: It drives us to leam and explore for the joy of mastering new things.
Curiosity
97
Being challenged keeps us engaged and striving towards meaningful goals.
Challenge
98
We desire to influence outcomes and make decisions.
Control (inner motivation)
99
Feeling appreciated and acknowledged for our efforts is important.
Recognition
100
Working with others fulfills our need for belonging and provides satisfaction.
Cooperation
101
This can motivate us by presenting a challenge and emphasizing performance.
Competition
102
Using mental or virtual imagery to stimulate behavior, like in gaming or certain apps, can also boost motivation.
Fantasy
103
drives employees to achieve goals or complete tasks outside of work. It often involves using rewards or punishments to influence behavior.
Extrinsic motivation
104
it's the desire to form social connections with others.
Affiliation motivation
105
it drives to excel and consistently produce high-quality work.
Competence motivation
106
it's about how individuals think and feel about something.
Attitude motivation
107
coerces people to act against their will due to fear.
Fear motivation
108
When employees are motivated to work efficiently, it boosts production levels, allowing the business to accomplish more and potentially increase sales.
Increased levels or productions
109
Motivated workers not only produce more but also seek ways to improve products or services. They are driven to find and implement enhancements.
Increasing the level or creativity
110
Motivated employees are more satisfied with their jobs and have clear goals, reducing the likelihood of unjustified absences as they prioritize career advancement.
Lower level of absenteeism
111
Motivated employees are inclined to stay longer as they see the impact of their efforts. This reduces turnover, saving on recruitment and training costs.
Lower level of staff turnover
112
Satisfied employees spread positive word-of-mouth, enhancing the company's reputation as an employer and making it easier to attract top talent.
Excellent reputation and more sturdy recruitment
