ASSESSMENT C – WORK BOOK – SHORT ANSWER

Teaching Team HOSPITALITY

Student Name CHURAMANI NEUPANE Student No. cbc190036

Teacher STEVEN HOLIDAY Semester/Year APRIL2019

Program Name and Code SIT40516 – CERTIFICATE IV IN COMMERCIAL COOKERY

Unit Name and Code SITXMGT001 – MONITOR WORK OPERATIONS

Assessment Description and ASSESSMENT C – WORK BOOK – SHORT ANSWER

Version

INSTRUCTIONS TO CANDIDATES

This assessment is made up of short answer questions.

 The questions are divided into sections according to the elements within the unit of competence. There are four sections in this unit.
 You are required to provide a response to all questions in each section.
 You may source information to answer the questions from the learner guide multimedia or paper-based resource for this unit.

There may be variations to these Instructions to Candidates for specific examinations. Your Supervisor will explain any specific requirements.

Result Reassessment
S = Satisfactory S = Satisfactory
NS = Not Satisfactory NS = Not Satisfactory
NA = Not Assessed NA = Not Assessed

Assessment C  Work Book – Short Answer S | NS | NA S | NS | NA

Comments and Feedback:

The Students overall result

was: □ Satisfactory □ Unsatisfactory □ Resit Required
Student CHURAMANI NEUPANE Examiner
Name Name
Student Examiner
churamani
Signature Signature

Date Date

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 SITXMGT001 – MONITOR WORK OPERATIONS– Work Book – Short Answer

ASSESSMENT C – WORK BOOK - SHORT ANSWER

SECTION 1: MONITOR AND IMPROVE WORKPLACE OPERATIONS

Q1: Why is it important to monitor workplace operations on an ongoing basis?
— It is important to track workplace behaviors on an ongoing basis because it promotes frontline behaviors.
Supervisors of performance management, efficiency, service levels and bottom-line continuing service
standards

Q2: What does monitoring performance involve?

The outcomes of the monitoring include the fact that they help to align actual results with planned output,
recognize and, if necessary, record discrepancies between actual and planned productivity, correct
inequalities and enforce productivity restoration strategies.

Q3: Quality assurance takes a company-wide approach. Discuss what this includes.
Quality assurance aims to eliminate product design and distribution errors.
Services in each product production and service supply chain by establishing controls. It helps ensure that
its goods and services are of a consistently high quality for clients. This involves work controls such as daily
work procedures and task checklists, work actions, team spirit, hierarchy of motivation and structure,
consistency to be accomplished by formal and informal decision-making processes.

Q4: What are five key characteristics of quality customer service?

1. Product awareness
2. Empathy
3. Consumer emphasis

4. Versatility and composure

5. Language competencies

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Q5: List the six steps in the monitoring process and briefly describe them.
1. State what needs to be tracked
Check periods of guest service and job procedures for points during the tracking process
Possible to occur.

2. Establish specific methods of monitoring

To monitor and assess progress, use key performance measures.

3. Compare what is going on to what should happen and decrease variations

Develop processes and document new workflow or method

4. Quality improvement strategy

Identify progress checkpoints.

5. Identify and analyze prospects for change

Consider acceptable restrictions.

6. Offers reviews
Give important staff input, including the team and management.

Q6: Identify three ways how you can involve staff in the continuous improvement process?
1. Daily meetings to provide straightforward, reliable input on events and to actively discuss suggestions for
organizational change.
2. Distributing study ventures
3. Investing in growth and training

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Q7: List and discuss three ways you can be innovative to improve customer service.
1. Fresh ideas for service: This is often referred to as a modern value proposition. Using reviews that clients
genuinely appreciate.
2. New consumer interactions: This could involve using technology to include invoicing, inquiries and
product ordering for more self-service opportunities.
3. Service Delivery Technology: A modern technology designed to track orders and create self-service
opportunities for consumers, mobile and tablet application technology, slowing down the processing of
customer feedback data software.

Choice Business College Pty Ltd

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 SITXMGT001 – MONITOR WORK OPERATIONS– Work Book – Short Answer

Q8: It is important to be aware of emerging industry trends and assess their relevance to your business.
What are two sources where you can gather information and keep up with trends? Briefly describe
why they are useful.
 Networking
 Employer and industry associations

Q9: List two industry trends not related to sustainability and briefly explain how each one can impact a
business’s operations.
1. Cloud technology has made it possible to create a more mobile environment for offices. On your website,
organizations can use videos and YouTube to give visitors a genuine taste of your goods and services.
2. Management style: There is a shift to more participative decision-making, function focused on it, as can
be seen from authoritarian, leadership-oriented management. Trends in management affect planning, the
organization of work and employee engagement.

Q10: You are a frontline manager. What techniques or processes can you use in your area of responsibility
to support the financial sustainability of the business?
7. The Existing Capital
8. Resources Needed
9. Potential organizational matching and support or person and individual organizations and
10. The sum to be demanded from each agency, entity or source of funding

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Q11: How can you, as a frontline manager, contribute to social sustainability in your day-to-day operations?
-Social sustainability encompasses human rights, labor rights, corporate governance and the cohesion of
social issues.
1. Evaluate and embrace a diverse workforce and recognize and eliminate obstacles, such as racism and
discrimination, to business entry and promotion.
2. Be fair, ensure that the toaster is fair and fair, that the wages and conditions of jobs are comprehensible
and that they apply fairly. In the supply chain, search your company in order to upload the same
environmental values your company has.

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 SITXMGT001 – MONITOR WORK OPERATIONS– Work Book – Short Answer

SECTION 2: PLAN AND ORGANISE WORKFLOW

Q12: When you are a frontline manager, time management is an important skill. Describe three strategies
you can use to better manage your time.
1. To get organized, use technology: use technology to your benefit to get organized. There are
various software programs that can help coordinate personal scheduling programs and applications
for tables and mobile phones.
2. Priority: Think about the rule of 80:20 What is really important to your company's results? Act on the
list of tasks you want to do and prioritize assignments. Using a basic color code scheme such as red
for urgent or basic numbers such as 1 for urgent, 2 for relevant and 3 for non-urgent.
3. Stop multi-tasking: recent findings indicate that time is not saved by multitasking. In fact, the reverse
is true. Switching from one assignment to another interferes with focus, resulting in a loss of
productivity.

Q13: One responsibility of a manager is to help staff manage their own time. Why is this an important
responsibility?
You will help your employee handle his or her time as a boss. Just because someone seems busy, stress
does not necessarily indicate that they carry a heavy burden; their time management abilities can be low.
Start a meeting or exercise and show them what a good management time it seems like

Q14: Outline the three steps involved in assessing employee workloads and briefly describe them.
1. Phase 1 Measure Productivity: Make sure that the roles are clearly described and provide the definition
of duties or employment. Determine the amount of work during a shift, week, or next month that an
employee expects.
2. Phase 2 Employee Counting: The number of workers needed to handle the workload. Again, to calculate
the number of your workers, use a science or quantifiable method.
3. Step 3 Predict Demand: Use methods to forecast and change demand as required for the numbers of
your product and service employees.

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Q15: List three examples of productivity and service rates that can be used by organisations to determine
workload.
1. Full Time
2. Exchange Time
3. Casual workers

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Q16: How do employment conditions in awards and enterprise agreements affect how you manage your
work team when dealing with a short-term issue or change in work arrangements?
— Modern awards are minimum job criteria that apply in addition to national labor requirements based on
industry or occupation. Most industries have a new award that covers both employers and workers in that
industry. For more information on modern awards, such as selecting the best modern awards for your staff,
visit the Ombudsman's Fair Work page.

Q17: Why is delegation an important skill for managers?

 It helps with succession planning. Part of the delegation encourages others to be prepared to handle
positions.
 It leads to an atmosphere of confidence. Employees, when I trust them with some of my tasks, feel
appreciated and valued.

 It is a time management technique that is effective. There are never enough hours and days for the
delegation to handle the workload throughout the day.

Q18: Explain the benefits that can be gained by delegating tasks to employees.
-Encourage staff to make choices and claim some authority. This isn't just a way of teaching a lesson.
Delegation helps create trust, organizational relationships, and employee abilities and self-confidence. It
also reflects the degree of trust of workers in their expertise and is committed to reward them for their hard
work.

Q19: List five common barriers to effective delegation.

 Failing to schedule
 Lack of faith in my workers
 Ineffective interaction
 Giving one person too many assignments
 Employees do not want the added liability

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Q20: For feedback to be effective, it should be specific, timely and constructive. Explain each of these
concepts.
 Specific
Collect facts and details. Whether the feedback is for a group or a person, whether it means optimistic or vital
information. An example is "Yesterday I was pleased with your work."

 Timely
Timing matters. The near the incident or the problem is, the better.

 Constructive
If it doesn't have evidence on how to improve, feedback is not as beneficial. It is possible to do this explicitly with the
learner. "Example:" How am I going to help you improve?

Q21: When providing coaching to employees, how do you check your instructions are clear?
1. Carefully track them for
2. Omittance The
3. Mistakes
4. How they would adjust, how they would
5. Right mistakes

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Q22: Describe three formal methods you can use to monitor and assess workflow against agreed
objectives.
1. Regular checklists displaying completed tasks
2. WH&S audit lists and documents
3. Incidents record and monitor

Q23: What sort of information might you need to provide management about your staffing needs?
1. Quality assessments
2. Roster and appeal for off days

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SECTION 3: MONITOR AND SUPPORT TEAM MEMBERS

Q24: Describe how you can provide feedback, corrective action and support to employees during coaching.
 Feedback, i.e. not about finding fault in the spirit of improvement, should be given with the right
attitude.
 Feedback should be periodically delivered. Do not wait for formal review protocols or monthly
meetings.
 Two-way reviews should be provided. The ability to ask questions and give input should be given to
employees.

Q25: Briefly describe the five steps involved in demonstrating a task to a trainee.
1. Task introduction: Provide a short introduction to illustrate the intent of the coaching session.
2. Prove at normal speed: you illustrate the task without taking the task. Thus the preparing
3. A complete picture is created of a competent performance.
4. Display it slowly: As you explain each step. Identify any security problems and standards that need
to be met.
5. Show of the trainee: watch the trainee they have tried to remind them of task moves.
6. Give feedback: Have the trainee repeat the job under your guidance. Give feedback and assistance.

Q26: What communication skills can you use to share information, knowledge and experiences with
individuals and your team?
1. Pick straightforward, succinct, plain terms.
2. Inform trainees specifically about the goals.
3. Adjust the voice's sound and pitch.

Q27: How can the team help you challenge and test new ideas?
Waiting for team members with their questions at all times. Make meetings simple so that team members
do not hesitate to ask you something and accept their feedback. It can be beneficial to maximize the profits
of your business by taking advantage of various ideas. Assess teamwork.

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Q28: As a frontline manager, why is it important to keep workplace records?

— It is very important to keep track of and delivery and record paylips and many more because it helps to
control expenses and savings.

Q29: What type of workplace records could you be required to keep? Identify at least three.
1. Records of Properties
2. Papers for accounting
3. Articles on legality

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SECTION 4: SOLVE PROBLEMS AND MAKE DECISIONS

Q30: List four common workplace problems you might have to deal with as a frontline manager.
1. Poor worker performance
2. Delays and Obstacles to Time
3. Failure to deliver the service promised
4. Machinery break-down or technical failure.

Q31: Briefly outline the five steps you could take to resolve a complex problem. Briefly explain each step.
 Define the problem: it defines the root cause of the issue. What has to be solved first? What
knowledge is more valuable?
 Generating alternatives: understanding information and data. Research sources of support, both for
the organization and outside. Assessment and minimal alternative: review options. What are each
individual's positive and negative aspects, and how do they affect everyone involved?
 Implementation solution: to execute an action plan and to communicate it clearly to those
concerned. Take responsibility for ensuring the compliance of the solution.
 Evaluation of follow-up and outcome: Control of implementation. The plan is working, i.e. attaining
the targets initiated.

Q32: Why is it important to define a problem and determine its root cause?
It is important to define a problem for its root cause and long-term consequences, and to recognize the
distinctions between a symptom and a problem. Complications generate symptoms. Symptoms will
continue if you have not dealt with the root cause of the disorder.

Q33: What tools or strategies can you use to define a problem and determine its root cause?

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 Fishbone: Identify the problem and figure out the main factors involved.
 Mind maps: Place the main problem or idea in the center of the document. Only imagine this as the
trunk of a tree.

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Q34: Discuss two examples of false logic that can lead to poor decision-making.
1. Anchoring bias: It is common for individuals to give too much credit to the understanding they first
hear. This will then become the anchor for making further decisions.
2. False cause: False cause may occur when someone claims that one will cause the other to occur
when two events are linked. C

Q35: Describe how you could use brainstorming to encourage your team members to contribute ideas and
participate in the problem-solving.
Brainstorming combines a relaxed and informal approach to problem solving, paired with creative thinking.
Unhelpful actions, such as ignoring the ideas of others, early decision-making and collective thought, can
interfere with conventional collective approaches to the development of ideas.

Q36: If you want your team to support a decision, what decision-making process would you use? Choose
from the following: voting, consensus and unilateral decisions. Explain your answer.
-Voting because a vote is a fast way to achieve it. Typically it means calling for a hands-show: who is
against the idea; who is against it.

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Q37: List two things you should do to ensure a solution is successfully implemented.
 Consult with your team to address the following problems after successful implementation of the
solution.
 Implementation is successful only if the impacts are monitored. Take responsibility for the action
plan and check in to ensure that the results are anticipated at the control points you set up.

Q38: How can you encourage an individual to participate in resolution processes for a problem that directly
affects them?
-- Have a conversation with a person who is affected by the changes. Encourage input, hold a team
planning meeting,

Q39: Explain why it is important to follow up and evaluate results after implementing a solution to a
problem.
Solution success only when it is tracked and measured.

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