Test your basic knowledge |

Hotel Operations

Subject : hospitality
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Tangibles -Reliability -Responsiveness -Assurance -Empathy






2. Given to guests to verify name - room number and rate--corresponding to information on the registration card.






3. The room is not ready!






4. Assumes that at 70% occupancy - each room category is occupied at 70%






5. Ability to charge more than rack rate during 'special' events. May be illegal and prosecuted as 'price gouging'






6. The reversal of a problem






7. Giving the guest a better room at a lower price






8. What matters is what customers value

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9. Sleep






10. Early Warning -Comment Cards -Blogs and Internet Reviews -Quality Circles






11. 'Invisible' to guests areas and employees -'Visible' to guest areas and employees -Other customers and their actions






12. 'Best' of everything






13. Bad employees or disgruntled ones can also spoil image of hotel. Difficult to supervise interaction as they are out-of-sight.






14. The average room rate should equal $1 per $1000 of construction costs






15. Blocking/Pre-assigning Rooms. Not needed if all rooms are identical. Ensures that special requests will be accommodated.






16. Reduced role of this department due to improved telecommunication technology and vending machines for ice - drinks etc...






17. Consistent and accurate performance






18. Inspectors hired by outsiders or by hotel itself






19. Large rooms - many bathroom amenities






20. The model for actively managing guest relations originated in another broader idea. Initially focus was manufacturing - producing products with zero defects.






21. Address 'expectations' through honest advertising that 'under-sells' -Address 'reality' through selection - training - empowerment of employees; high standards leading to 'over-delivery'






22. In the U.S. we do not ask for a lot of information to put on it - but in Europe and South American they ask for a lot of information






23. 2






24. Yes - temptation to act only on 'visible' areas






25. 1) Solving the problem 2) Retaining the goodwill of the customer






26. Provides for changes to accommodate guests and employees with disabilities. Law enforced with fines and penalties. Requires changes in physical structures and hiring practices to accommodate the disabled - be they guest or employee






27. Service encounters during which service quality is judged






28. Give no discounts - but give special benefits to those paying rack rate






29. Charing per person - rather than per room. Trend in USA is to charge for the room - rather than per-person






30. Flows the relationship between expectation and reality






31. Willingness to help promptly






32. The standard posted rate.






33. Sense of trustworthiness






34. Chains use their own inspectors. Announced and unannounced inspections. Measured against standards. Re-inspect after property gets opportunity to correct






35. The government will pay only a fixed amount to its employee per day - so hotels charge less for government employees to get that business






36. Valet Parking - doorperson - concierges - hotel security and bell staff. They all have maximum guest contact. Have opportunity to sell hotel services






37. Noise - Temperature and Darkness






38. Arrivals for whom we have a vacated room - but that room is not ready yet






39. Tend to represent only extreme cases-confidential to management






40. Encourage staff to communicate with guest--eye contact - greeting. Many guests return to hotel because of relationship with staff






41. Trade-off between value and price






42. Deep discount on-line sites - where customers bid for rates and hotels accept if they think the room will be empty otherwise






43. Small groups of employees who meet regularly as quasi-permanent teams to identify issues in delivering quality service






44. Hotels can conveniently provide a range of 'complimentary' services - such as morning newspapers - local telephone calls - in-room coffee - the health club - spa - etc.






45. Open to the world--need to monitor and respond rapidly






46. In those markets where demand is strong - competing hotels continue to push rates to new ADR heights.






47. Giving the workforce authority to act.






48. Special rates for stays of less than overnight. Perceived as only for shady business and/or prone to employee fraud and/or general accounting hassles






49. Persuading a guest to take a better room at a higher rate






50. Guests pays room rent in cash - in advance and is required to pay cash for all other transactions