Semi-Final Flashcards
(149 cards)
1
Q
Goal of Service Delivery System
A
Fail no guest
Delivery
Delight every guest
2
Q
Maintain the urgency for rigorous study to guide service managers in improving the design, competitiveness, efficiency and effectiveness of service delivery both at firm and industry levels has never been greater
A
Richard Metters and Ann Marucheck
3
Q
Achieving guest service delivery and avoiding service failure can both be greatly affected by
A
Delivery system design
4
Q
It emphasized that everyone is responsible for quality-not just the quality control department-has thought organizational leaders improvement
A
Total quality management movement
5
Q
TQM movement lessons
A
Achieving total quality requires consideration of the entire system
Everyone is responsible for the quality of the guest experience
System needs to be checked for problems before people are blamed
6
Q
He must spend the extra time and effort to plan and organize the service delivery system becuase sometimes it’s the faulty of the system so it works everytime
A
Hospitality manager
7
Q
They are always the ultimate judge of quality and value of the guest experience
A
Guest
8
Q
They must ensure that they design the experience from the guest’s point of view and not their own
A
Service delivery system designers
9
Q
After almost fifty years if research _ published the _ in _
A
Joseph Juran
Juran Trilogy
1986
10
Q
Pioneer of Quality Management
A
Joseph Juran
11
Q
It defined the three management processes that Juran thought were requires by all organizations to improve: ,,_
A
Juran Trilogy
quality planning, quality control and quality improvement
12
Q
It involves identifying customers, determining their needs, creating a product or service to meet those needs, and then developing a system to deliver a product or service
A
Quality planning
13
Q
With respect to the hospitality industry means making sure that the system is delivering the service in the most effective way
A
Quality control
14
Q
Errors as the product or service being delivered, whether due to inadequate planning or faulty execution are prevented or minimized through quality control
A
Quality control
15
Q
It involves after-the-fact analysis of the errors and failures that have contributed to poor quality and improving the delivery process to reduce or eliminate future errors based on that analysis
A
Quality improvement
16
Q
It should be established early in the planning process. They are the company’s expectations for how the different aspects of the service experience should be delivered every time to the guest
A
Service standards
17
Q
SMART
A
Specific Measurable Attainable Results Oriented Time bound
18
Q
It involves monitoring the experience through measurement as the experience is happening
A
Phase II
19
Q
Collecting and analyzing information about what has actually occurred drives system improvement
A
Assessment and Improvement
20
Q
Shows that the lines between the different phases of service are not sharply drawn
A
Blurred lines
21
Q
This figure helps us to organize across the following chapters what we know about managing a service delivery system to provide an exceptional experience
A
Blurred lines
22
Q
His goal was to use the people and the system designers can still fail from time to time
A
Schulze’s self-healing time
23
Q
Which the employees can override the system and fix guest problems when it fails
A
Self-healing system
24
Q
A thoroughly detailed step-by-step description of what the service delivery process involves and the service standard must be met
A
Constructing or diagramming
25
Planning techniques
```
Blueprinting
Universal service map
Fishbone analysis
PERT/CPM
Simulation
```
26
The most commonly discussed type of service diagramming
Blueprinting
27
Foundation or framework
Blueprinting
28
It defines every component part and activity, not just of the delivery system but of the entire guest experience from the moment when guests enters and guest departs
Blueprinting
29
A typical blueprint has five parts:
Physical evidence
Customer actions
Onstage/visible contact-employee actions
Support processes
30
It is a direction-a variant of a blueprint that can be generally applied to a variety of service situations.
Universal service map
31
In the universal service map__ divide groups of boxes
Three horizontal dotted lines
32
The bottom line represents all the things that must happen inside the organization to produce the service experience
Line of internal interactions
33
In this group of boxes are the organizational back of the house functions that supply and support the frontline service employee with the product part of the service experience
Line of internal interactione
34
This line separates the activities that are visible to the customer from those the customer cannot see
Line of visibility
35
Process, experience and procedure
Service Delivery System
36
It separates those things the customer does in the service experience from those that the service employee does
Line of Guest Interaction
37
Cause and effect analysis
Fishbone analysis
| Fishbone diagram
38
It separates those things the customer does in the service experience from those that the service employee does
Line of Guest Interaction
39
Guided on what will happen
Fishbone analysis
40
It is the cause-and-effect analysis, in the form of the _
fishbone diagram
41
It provides a way to concentrate on the problem areas to avoid or recover from faulty service outcomes
Fishbone analysis
42
These are the points of interaction between the provider and the customer at which the customer becomes, in effect, a co-producer of the service experience
Line of Guest Interaction
43
An instrument tool in evaluating
PERT/CPM
44
PERT/CPM
Program Evaluation Review Technique
| Critical Path Method
45
It offers benefits of any good planning. It provides to the manager a detailed. well-organized plan combined with control measurement process for analyzing how well-organized plan
PERT/CPM
46
PERT/CPM process
```
Activity-event analysis
Activity-event sequencing
Activity time estimates
Diagramming the project
Identifying critical path
```
47
Highlights the sequence of activities where no slack time is available and everything has to happen as planned or else the project will be delayed
critical path
48
They consist of circles or bubbles, representing be considered completed
PERT/CPM diagrams
49
Imitation of a real thing
Simulation
50
Prediction
Forecasting
51
Improvement of KSA
To be empowered
Satisfaction of guests
Training
52
Experts for all negatives to be prevented
Quality teams
53
Finding the root cause and fix the problem
Poka-yokes
54
A Japanese quality improvement expert
Shiego Shingo
55
It involves inspection of the system
Poka-yokes
56
Types of Inspections
Source Inspection
Self-inspection
Successive inspection
57
Potential mistakes are located at their source and fixed before they can get into the delivery system
Source Inspection
58
Which people check their own work
Self inspection
59
Which the person next in the service delivery system checks the quality an accuracy of the previous person's work
Successive inspection
60
Types of poka-yokes
Control poke-yokes
| Warning poke-yokes
61
Occurs before an error is made
Warning poke-yokes
62
It is a process from beginning or continuing after an error is made
Control poke-yokes
63
Three types of warning and control poke-yokes
Contact poke-yokes
Fixed values
Motion step
64
Monitor the item's physical characteristics/tangible items to determine if they meet predetermined specifications
Contact poke-yokes
65
It is used when a certain step is repeated
Fixed values or constant numbers
66
It is used when more than one step is involved
Motion step
67
This term is also used to refer to a matrix structure where a group or project team is overlaid on the traditional functional organizational structure to work on a specific task or serve a particular customer for a limited time
Cross-functional structure
68
Advantages of Cross-Functional Project and Matrix structures
Makes the guest, not the function, the focus
Improved lateral exchange of information
Improved vertical exchange of information
Increased flexibility in use of human capital
Increased individual motivation and attitudes
69
Disadvantages of Cross-Functional Project and Matrix structures
Violates traditional "single line of authority"
Ambiguity about control
Creates organizational conflict between functional and project managers
Creates interpersonal conflict
Creates insecurity and loss of status
More costly for organization
More difficult for individuals
70
It is a simple idea that is difficult to put into practice
Motivation
71
The needs people have
Survival needs
Social needs
Recognition needs
Achievement needs
72
The most employee basic need
Survival
73
To meet employee survival needs, the most obvious inducement is _ provided through a _
Money
| Paycheck
74
Share and adopt specific kind of learning and belonging
Social needs
75
Publicly announcing financial spot bonus or non-financial
Recognition
76
Recognition needs ways
```
Formal recognition program
Informal
Specified schedule
Ad hoc
Individual
Collective
Private
Public
Monetary
Non monetary
```
77
It lets employees know that what they did is indeed desired behavior, and it demonstrates to employees that management is aware of their behaviors and likes what they see
Recognition Needs
78
Self-satisfaction
Achievement needs
79
Rewards people want
Financial
| Non-financial
80
The purpose of this is to say publicly and officially, thank you for a job well done
Recognition program
81
Financial
```
Merit raise
Annual performance bonus
Spot Bonus
Individual tips
Pooled tips
```
82
Non-financial
Recognition program
Group Incentive plan
Compensation through ownership
83
An increase in base pay (i.e. a raise) that is tied to individual performance
Merit raise
84
A one-time lump sum payment made to an employee who exhibited great performance through some specific act
Spot bonus
85
Voluntary payments given to a service providers by customers after providers deliver service
Individual tips
86
When all customer tips are put into a common "collection" and are then divided proportionally between the servers on duty
Pooled tips
87
A program designed to provide a reward (financial and/or symbolic) to employees of a group for successfully meeting a specific goal
Recognition program
88
A bonus paid to all employees of a group for successfully meeting a specific goal
Group Incentive plan
89
Enabling employees to own a portion of the company e.g., common stock or stock options
Compensation through ownership
90
It is contagious
Fun
91
Ways to make a job fun
Minimizing negatives
| Empowering the employee
92
It is the assignement of decision making responsibility to an individual
Empowerment
93
It requires sharing information and organizational knowledge that enable empowered employees to understand and contribute to organizational performance, giving them the authority to make decisions that influence organizational outcomes and rewarding them based on the origanization's performance
Empowerment
94
Keys to implementing an effective empowerment program
```
Training
Willingness
Measurement
Incentives
Managerial buy-in
```
95
Key component of a flawless service
entire service delivery system is designed
96
To achieve the companion goals of failing no guest and delighting every guest
Cycle of service
| FOCUS ON EFFECTIVE DELIVERY SYSTEM
97
Guiding principles
```
Study your customers
Build a service delivery system
Monitor the system
Create accurate early-warning measures
Engage everyone in the organization
Follow up on everything
```
98
If failures occur repeatedly at a certain points
Change the system design
99
If service standards are unmet
Find out why
100
If the organization has a service guarantee
Be sure that the delivery system can meet and exceed that guarantee
101
Juran Trilogy Phase I
When
What
Who
How
Phase I: Planning the Service Delivery System
Before
Experience expected
Target customers
Setting Service standards
102
Setting Service Standards
```
Blueprinting
Universal Service Map
Fishbone analysis
PERT/CPM
Simulations
Forecasting demand
Designing waits
Training
Quality teams
Poka-yokes
Cross-functional organization design
```
103
MPAP
Method Process Application Procedure
104
Juran Trilogy Phase II
When
What
Who
How
Phase II: Monitoring the Service Experience
During
Experience realized
Actual customers
Applying service standards and job performance stantards
105
MBWA
Management By Walking Around
106
Juran Trilogy Phase III
When
What
Who
How
Phase III: Assessing the Experience to Improve the system
After
Experience Remembered
Past current, and potential future customers
Guest assessment, Other data reviews, Further review, Refer findings back to the system
107
Are those set by industry associations or other agencies that establish certification, accreditation and recognition standards
Special type of service standards
108
It should never stop/ never-ending process
Cycle of planning, monitoring, assessing/improving
109
It always starts with the guests
Planning
110
The entire service delivery process and its subprocesses are described in this format as if it were a building
Blueprint
111
The tangible physical parts of the service experience (before and during) that can impact customer assessment and value
Physical evidence
112
The actions and behaviors (positive or negative), which drive the creation of a blueprint
Customer actions
113
Things that customer-contact employees do as part of the face-to-face encounter and which customers see (moment of truth)
Onstage/visible contact-employee actions
114
Things that customer-contact employees do out of sight of customers but which must happen for the experience to take place; this part of the blueprint includes nonvisible interaction with customers
Backstage/nonvicible contact-employeess
115
Activities essential to providing the service but carried out by individuals and units that do not have direct contact withe customers
Support processes
116
Every event is scheduled to happen from the start to the finish of the experience is laid out on this as is every contingency that can be reasonably be projected
Blueprint
117
Empowerment requires an investment in employee training. Employees must learn to understand their areas of responsibility thoroughly. That they must learn how to make sound decisions within their areas
Training
118
Empowerment requires employees to not only be ready and able to make decisions about their jobs but also willing to do so. If the employees are uninterested in the company and its future, empowering them to make decisions will be risky
Willingness
119
Employees must have goals or standards against which the results of their decisions can be measured. Otherwise, they will not know either what they should do or if their decisions were good or bad
Measurement
120
Rewards need to be attached to successful performance. To be most effective, an incentive system rewards employees making good decisions. Rewards help reinforce the goals of the program and make it clear to employees that using their empowerment appropriately is worthwhile
Incentives
121
Management must be willing to accept empowered employees, let them make their own decisions, and not interfere. An empowerment program will not work if managers cannot learn to trust the capabilities of empowered employees
Managerial buy-in
122
Rewarding desired behaviors
positive reinforcement
123
This type of managerial misdirection it is folly for any organization whose managers engage it
Folly of rewarding a while hoping for Band
124
Maintains that organization need to relate rewards directly to performance
Expectancy theory
125
It is a way to explain how the organization,group, or work team influences the behavior of its members
Role theory
126
Frontline hospitality members who interact with guests have to be good at performing
Emotional labor
127
The idea that everyone in the organizational cast is playing a role in a ublic performance
Cast member
128
They are also used to reinforce this notion in the minds of all employees
On-stage and oof-stage
129
It is a process of having each employee set specific and measurable goals and then using the achievement of those goals as a key driver for that employee's performance assessment
MBO (Management by Objectives)
130
The heart of traditional MBO written by employees to managers and not vice versa
manager's letter
131
It is the authority is the quality of a directive that causes someone else to accept the directive and to do as directed
Chester Barnard's authority-acceptance authority
132
Preconditions for Employee Acceptance of Authority
The employee must understand the directive
The employee must believe that the directive is consistent with the organization's goals
The employee must believe that the directive is consistent with the employee's own goals
The employee must be physically and mentally able to carry out the directive
133
Employees want to be treated fairly by their managers and the organization, and successful managers seek ways to ensure that they are. We compare what we get out of an endeavor (the outputs) to what we put into it (our inputs) and draw a conclusion as to the fairness of the ratio of the two
Equity theory
134
Describes the fit between what the leader says and what the leader does
Behavioral integrity
135
They seek to identify what the customer want and involve them in the co-creation of the experience before, after, or during the actual experience itself
Guestologist
136
It leads to their co-creating the value and quality of that experience
Guest involvement
137
During the hospitality experience, management can use a variety of strategies to engage the guests in the _ of that experience so that they co-create quality and value
co-production
138
Hospitality organizations know they must help manage the confusion, stress, and uncertainty guests can create for their employees while on their jobs
Guests as Quasi-Employees
139
These unpaid employees must have the knowledge, skills and attitudes (KSAs) to successfully co-produce the service experience. This means organization need to design a service product, an environment and a delivery system that match the KSAs customers to bring the experience
Guests as Quasi-employees
140
They recommend a three-step strategy for managing these quasi-
Benjamin Schneider and David Bowen
141
Managing Quasi-Employees
Carefully and completely define the roles guests wants to play
Make sure that guests know exactly what you expect them to do and that they are physically able, mentally prepared, and sufficiently skilled to those tasks
Evaluate the guest's ability and willingness to perform well
142
Strategies for involving the guest
Consultant or source of expertise and quality information
| Marketer as part of the environment for other guests
143
When the hospitality organization asks what they like or dislike about the guest experience, they become _ and act as quality control inspectors
Guest as Unpaid Consultants
144
They are asked by a friend or colleague
Guest as Marketers
145
If you enjoy simply watching other guests, you may think of them as part of the service environment. If other guests are especially important to your enjoyment of your experience, you might even consider them a part of the service product itself
Guest as Part of Each Other's Experience
146
Perhaps the most important way in which guests can participate, other than simply being there, is active _ of the guest experience
Guests as co-producers
147
Advantages of Co-production for the Organization
Reduce employee cost
| Allows the organization to use the talents of its employees better
148
Advantages of Co-production for the Guest
Decrease the opportunity for service failure
Reduces time required for service
Reduces the risk of unpleasant surprises for guests
149
Disadvantages of Co-production for the organization
Participation exposes the organization to legal risk
| The organization may spend extra money to train customer contact employees
