Matt Sutton 301 Make Up 1

HTM 301 Assignment Make up
Spring 2013
Mark R. Testa, Ph.D.
The purpose of this document is to allow you to receive credit for work that has
been completed in HTM 301. Given that not everyone completed every assignment
and not everyone has copies of every assignment, our goal will be to show that you
took away the main lesson from most of the assignments.
To date, you should have completed the following assignments:
1. Mentor Network
2. Paired Presentation
3. Competency Interviews
4. Behavior Discussions
5. Print Reflection
6. Conquest Air Simulation
7. 4theFAm Simulation
The following provides a summary of what you need to turn in for 5 out of the 7
assignments listed above. Select any 5 that you have completed or are comfortable
completing. The grading for the semester will be broken down as follows:
Make Up Assignment Summary
Association Participation
Development Activities (2)
Development Plan
Plan Presentation (Video)
Profession Quotient Self Report
Total
50%
10%
10%
10%
15%
5%
100%
For each assignment, please cut and paste into the questions below. Where
possible, please make the text of your response blue in color. Once you complete
your 5 summaries, please save the file as follows:
First Name Last Name 301 Make up.doc(x)
Mark Testa 301 Make Up.docx
Please email the document to me directly at mtesta@mindspring.com.
I.
Specific
Measurea
ble
Attainable
Relevant
Time-
Mentor Network
1. Please create two industry focused long term goals. Please remember
the SMART acronym
A. Open up a sustainable, organic gastropub/club. This will be achieved by working

various jobs in the restaurant industry and getting myself more exposed to the
industry.
B. Learn all the functions of a restaurant so I will become fully knowledgeable in
restaurant management. This will be done by paying attention in HTM 340 and the
site visits in the class and studying everything that goes on during my internship
this summer. Also get a better understanding of human resources because that is an
area that appeals to me.
2. Please provide contact information for at least 2 mentors. For each
mentor, please describe a bit about their background and how you see
their contribution to your development and the goals listed above.
Roldan Jose
Concessions Manager, ARAMARK
(408) 910-7260
Roldanj25@facebook.com
Paula Tanner
Product Safety Manager, Jack-in-the-Box
(619) 339-8599
tannerpaula@att.net
The two professional mentors I will be in contact with throughout this semester and
beyond will both give me advice on how to be a positive, compassionate leader as well as ideas
for healthy, organic food dishes I could serve in my own restaurant. One of my professional
mentors, Roldan Jose, is a concessions manager for ARAMARK. My other professional mentor
is Paula Tanner. She is a product safety manager for Jack-in-the-Box. While the positions they
hold for their companies do not seem too relevant for what I want to with my life in the
restaurant industry, their passions, culinary interests, leadership skills, and open-minded
personalities are all traits I look up to.
Roldan Jose is a concessions manager for ARAMARK at multiple sports & entertainment
venues in the Bay Area. He was a manager I often shadowed during my summer internship
because of his leadership capabilities and the fact he has numerous employee recognition awards.
He has had years of experience in the food & beverage industry as a manager and as well as
many other entry-level positions. His ambitious, positive, confident attitude makes him very
well-respected from his higher-up supervisors and the employees he manages. This has made
him very people savvy, self savvy, and business savvy. Additionally, Roldan shares many of my
passions and philosophies on life. We both enjoy studying fitness, nutrition, culinary arts,
observing other peoples thoughts and actions, and other related subjects. We also both believe
life should be lived by pursuing passions and living it to the fullest, while at the same time trying
to be healthy. By looking up to Roldans leadership qualities and asking him for advice on
nutrition and preparing meals, I feel I will come closer to achieving my goals.
Paula Tanner is the product safety manager for Jack-in-the-Box who I have known
throughout my life as a family-friend. Her expertise in food safety and handling is beneficial for
me because she can give me in-depth tips on food safety. She is also extremely outgoing and
willing to be a mentor because of her passionate leadership. And just like Roldan, Paula can
easily detect the personalities of others and is also a big fan of cooking.
The close relationship I have with Roldan and Paula through our shared interests and
personalities have made me interested in mentoring them. Roldan was the closest co-worker I
had during my internship with ARAMARK. We still talk to each other every so often via
Facebook and text, catching up on our lives and discussing sports and nutrition. Paula has been a
very close family-friend I have known throughout my life and lives nearby. While she is not
biologically related to me, she has always acted like a close aunt ever since I started attending
SDSU. I have already contacted them about this mentoring program and both said they would
love to be my mentor. Hopefully I will stay in touch with both of them throughout the semester
as I continue to grow and learn.
3. Provide an overview of your interactions with your HTM 480 mentor. If

you did not have one please use another mentor. What went well? What
could have made it better? Did you take away anything from the
experience related to the competencies?
MENTORKARI SATROM
Meeting 1February 26, 2013

My first mentor meeting with Kari Satrom took place on February 26, 2013 at 2:30 pm. We
met at West Commons on campus. During the meeting Kari discussed with me my two
career goals in life as well as my goals for the semester and what I want to get out of the
mentorship. Since we already know each other we discussed how we have been doing this
semester so far and with our lives. We also mentioned we will keep in touch with HTM 340
since we are in the same class and we are working on a semester-long, individual project
dealing with a restaurant we are planning. Because of our close relationship and busy
schedules, we decided to make our mentorship very informal where we will just meet
whenever, wherever, and talk about whatever (but still HTM/self-development related).
Meeting 2March 4, 2013
My second meeting with Kari dealt primarily with the semester-long HTM 340 project where
we are individually developing a brag book based on a restaurant we are creating. For this
meeting, we discussed the second webquest of the brag bookmenu planning. We were
assigned as partners to grade each others webquest and then give each other feedback. For
my webquest, Kari was impressed at the resources and ideas I used for developing a menu
that fits my restaurants concept. She really likes how I am heavily emphasizing
sustainability in my concept and going about with healthy menu options. She just warned me
that implementing a healthy menu in a restaurant with a gastropub vibe and a concert venue
seems a risky considering many people who go out to enjoy a concert prefer typical, greasy,
indulging pub food. But I think it can be done!
Meeting 3April 10, 2013
The third meeting I had with Kari took place at 2:00 pm in the HTM office. Here, we studied
together for the HTM 340 midterm later that day. Kari followed up with me to make sure
everything was going all right this semester, and I told her so far so good. However, I did
mention that things were starting to get tight with more exams coming up at once and group
projects and a portfolio being due. Fortunately, we accomplished our studying during this
time and hopefully we both did well on the exam!
Meeting 4April 15, 2013
Kari and I decided to meet one more time before I had to turn in this documentation. We met
in West Commons again during the afternoon and reviewed another webquest for our HTM
340 projectIssuing, Preparation, & Production. She told me I did an excellent job on this
webquest by presenting a high number of resources in several different formats. She said my
articles, PDF documents, and videos created a clear reference guide for issuing, preparation,
and production. She was impressed and told me to keep up the good work! For hers, the
same could be said. Her resources were very detailed and gave a clear and complete
overview of how to issue, prepare, and produce food with the right standards. We also
discussed a little bit about how my semester was going. I told her it has been running quite
smoothly so far with the exception of this week with 3 exams, a portfolio due, and the family
simulation for this class, which has been stressing me out. I believe next week will also be
somewhat challenging as well as the following weeks up until the end. But I feel this week
might be the most stressful and challenging out of the whole semester.
Conclusion
To conclude, our mentor/mentee network was very laid back. Kari was extremely kind to
me and I was kind to her as well. We didnt have much of a structure of when and where to
meet. We only met when we were both free and it usually dealt with HTM 340Restaurant
Management. But when we met to discuss 340, it was relevant to my career development goals
since I would like to someday open up my own restaurant. In Karis opinion, she feels I am
currently on the right track for obtaining a career in the restaurant industry. I am doing well in
340. I already have a second internship lined up for the summer, and I will be studying abroad
next semester. The one thing I do wish went a little better was that we were both quite busy
throughout the semester with work and schoolwork, particularly Kari with her job at the Marriott
Marquees tequila bar. This made our meetings limited and short. But in the end, our mentorship
pairing gave me a boost in confidence.
II.
Competency Interviews
1. Please cut and paste the actual interviews below this line.
Service Leadership Competency Interview Form--CASINOS

DATE OF INTERVIEW
02/07/2013
TIME OF INTERVIEW
10:00 pm
INTERVIEW PARTICIPANTS Michael Gray(760) 408-0860
mgray@accmail.net
TITLE
Assistant Manager
ORGANIZATION
Agua Caliente Casino-Resort-Spa
TENURE
Mr. Gray came into the company as an assistant manager
in 2008 and helped open the property. He said it was a very challenging experience, but he
enjoyed it.
BRIEF BACKGROUND
Mr. Gray went to school at the University of Colorado. He
took hospitality classes and worked for Marriott International while at school. He found an
interest in hospitality even though majored in business management and marketing. Mr. Gray
then went on to a business firm doing accounting and finances. He eventually got bored of that
and entered the hospitality industry by working for a hotel that went into a timeshare, back into a
hotel that eventually became a casino.
Introduction
Introduce yourself and the purpose of the interview
We are doing some research on leadership in the hospitality industry and we are hoping to get
your insights. The information we receive will be used to help enhance our framework of
leadership competencies, which will guide how we educate and train our students for careers in
the industry. We dont need to know any detailed information about your organization; our focus
is on your opinion of what really distinguishes great leaders in the service environment.
Do you have any particular questions of me or concerns before begin? I have three areas I
would like to talk with you about. I expect our entire conversation will last about 30 -45 minutes.
Interview Questions
Key Industry Issues

The purpose of this area is to ease into the discussion of leadership competencies by
discussing the challenges and opportunities facing the industry. The intent is to identify key
industry issues which can be linked to necessary leadership competencies.
Question 1a:
What are some of the most challenging issues facing hospitality and tourism
organizations these days? How do they pose problems for managers working in these
organizations?
Mr. Gray says it starts with socio-economic trends and economy. They are both a direct
correlation with the industry. Some challenging issues organizations face include coming up
with incentives for guests and evaluating casino players more thoroughly these days.
He looks at how much casino players spend into other departments, such as F&B, spa, etc. and
sends out promotions based on how much people spend overall.
He says the advantage of having casinos in Coachella Valley is that they are nearby for
residents
They have pool parties towards Gen Xs and Ys,formal dinners for Baby Boomers, and shows at
entertainment venues targeted for different segments
They rotate the events so they are equally geared towards different audiences
Sometimes there are multiple events geared for different groups at one time
Question 1b:
What are the biggest changes your managers will face in the next few years?
They have to become more and more efficient with using new and updated technology
He says they need a processing system for hotel reservations, one for time clock, and one for
casino games.
Managers need to sure team members are as happy as possible as well as employees while
still meeting budgetary needsi.e. kids going to school giving them less hours but getting
ahead in the industry
Managerial Challenges
The purpose of this area is to understand how changes within the industry have created new
challenges for operating managers. We want to clarify the context in which managers must
coordinate and control HTM organizations.
Question 2a.
Has the manner in which you manage employees in service areas changed over the past
few years? How has this caused a challenge for line managers?
It has changed a little bit over the past few years
Its making sure everybody can be themselves while still following company policies
He encourages each team member to be their self
This creates a harmony in the organization, and overall, the strategy is doing pretty well at this
now
Question 2b.
How has the shift in employee needs impacted your management staff?
It has impacted them through scheduling.
Mr. Gray is glad many team members want to go to school, but it can be a challenge to
managers fitting them into the schedule.
Service Leader Competencies
The purpose of this area is to identify the specific knowledge, behaviors, and skills that are
important for service leaders. These usually form the basis for learning and development
opportunities.
Question 3a:
We have identified three broad areas of competencies important for maximizing service
quality. The first dimension is business savvy, and it includes four competencies. Please
identify for me some specific behaviors that you believe are important for each of the
four competencies as I describe them.
Numberwise A service leader with this competency is able to exhibit an understanding of

hospitality and tourism metrics at a micro and macro level as well as be able to utilize the
measures and variances to improve performance.
Ex: Can you tell me about managers in your organization who are really good with numbers. . .
what are some specific things they do well?
GM of whole property: hes very good at forecasting trends and budgetary needs;
extremely good with numbers; good at utilizing them and using them with staff and
putting them into information
He keeps people focused on right things, which relates well to team players and other
managers
The role of the GM is extremely adapting, like a chameleon
Mr. Gray treats others like how he wants to be treated
Planning This involves the ability to create and translate a shared vision as well as prepare,
execute and measure department goals and contingency plans.
Ex: How do you identify managers who are good at planning in your organization? What do
they do that tells you they are good planners?
He prepares budget through department; cut-and-dry stuff

For day-to-day planning and responsibilities, he makes sure team members dont get
confused with whats going on
He makes sure workflow is easy to it can be quickly executed
Strategic Decision-Making This means using all available resources to make decisions as well
as finding creative ways to solve guest problems and maximize opportunities.
Ex: Do managers need to think strategically in your organization? What are some specific
behaviors or attributes of good strategic thinkers?
Example: a guest was overcharged with a rate of $120 instead of $109

Mr. Gray went into the situation and give guest the benefit of the doubt
He keeps track of these scenarios to see how guests react and try to get promotions
He makes sure he is on top of everything so he can handle the raw information
He makes sure casino players are being taken care of
He applies discounts and complimentary meals to guests based on portfolio account
spending
The casino recently added a players rewards card for players to purchase cards to
receive special promotions and rewards
Superior Technical Service This competency involves being able to use systems, processes,
procedures and technology to provide consistently efficient and quick service.
Ex: Weve found that service leaders must be good an developing efficient service systems. . .
can you tell me about some activities managers you work with are involved in to make things
quicker and easier for the customer?
Mr. Gray explained how he is a rainmaker by looking at past trends and gives most
efficient rates for guests on property
This shows where guests have spent money and gives them special rates based on
where they have spent their money
It is very creative and technical
The resort uses OPERA for front desk system
They use card readers that keep track of tabulations of gambling and can use the points
towards F&B rewards or the spa
When guests go to shows, they announce the winning ticket of a raffle drawing thats
based like a lotto drawing
Question 3b:
The second dimension is people savvy, and it also includes four competencies. Please
Interpersonal Communication This competency is the importance of being an active listener,

using intuition to build relationships, and having quality one-on-one interactions with staff in an
effort to improve open communication and a service-oriented workplace.
He makes sure there are certain checklists to follow on what to say

He doesnt want guests to be overly scripted
He emphasizes the manner of smiling as much as possible and communicating in a very
natural way
Mr. Gray says it starts with hiring process of hiring people who are easy to train, upbeat, and
exciting
They also have raffles for guests during sporting events as well as for team members
The person who guessed most football picks won a free trip to Superbowl
Incentives like these keep employees connected and motivated
Networked This competency involves meeting new people, actively participating in industry
associations, collaborating with other companies, and giving feedback to the community with
their time and involvement.
He said the concierge is very active in attending restaurants and trying them out so they can
advise people on where to go
He wants guests to be comfortable with wherever they go; recommend guests places to visit or
other resorts to go to
The resort has a sister property in Palm Springs that they are very-well connected to
Coaching/Training Good coaches/trainers accurately assess peoples strengths and

weaknesses, build talent in the work group, and give actionable feedback and coaching.
Mr. Gray noted there are different styles for it

They have strict rules and regulations to follow, but make them as clear as possible
He teaches employees internal control policies, especially gaming policies
An important part is hiring the right people who would naturally follow the rules
When coaching/counseling, he always starts off positive and ends on something positive
Mr. gray wants to make coaching/counseling positive by conducting performance
evaluations
Superior Expressive Service This leader would go out of his/her way to make a personal
connection with each client and customer.
Ex: Weve also found that service leaders must be great at customer interactions and
surpassing guest expectations. Can you identify someone in your organization who is great at
doing this. . .what specifically do they do?
Mr. Gray says a lot of it comes from repeated exposure with guest
He claims the best hotel clients are ones who dont really pay towards hotel
The casino pays on their behalf
Another feature of Mr. Grays superior expressive service is making sure everything is
immaculate clean
When interacting with guests, he greets everyone with a smile and gives people eye
contact
He leans forward and tries to listen to what the guests are saying
The resort has a job role called casino hostidea of this is being as personalized as
possible
They have one casino host for every 10 guests
Another way is by having the notes and profiles of guests to keep track of what they
have been doing
They give guests surveys to see how their experience was
Question 3c:
And the last dimension of competencies is self savvy, and it includes four competencies.
Please identify for me some specific behaviors that you believe are important for each of
the four competencies as I describe them.
Professionalism A manager displaying this competency shows integrity in his/her choices,

treats employees and customers with the utmost respect, values diversity, and communicates in
a manner appropriate for the situation.
Professionalism is one of the pillar areas they go by

Their is a company culture of integrity
He strongly encourages integrity and keeping everybody on the same page
Time Management/Priorities A leader strong is this area would plan ahead, set and keep
personal deadlines, and focus on those tasks that maximize results.
At beginning of shift, he provides team members with a sheet of task assignments

He prioritize guests first over other issues though
He makes sure other managers are on top of projects, makes sure there arent slow
team members, and tries to avoid the feeling of shutting off guests
Self Development This competency reflects a leader who has a willingness to continuously
self improve, try new things, and reflect.
Mr. Gray notes everybody has their own style with developing themselves
He says it can vary from one person to another
Some good advice Mr. Gray gave includes studying the industry, studying the
competition
This can lead to promotions if you self-develop
He advises team members to take training classes for self-development
Training classes are offered within the organization
He advises exercising for self-development
Mr. Gray suggests to be self-compassionatevery important with self-development;
there will always be times when you fail; can really go a long way, and you have to get
over your mistakes
He says to just learn from others and ask for advice
Spirit of Optimism A leader with this competency would be energetic, self-motivated, openminded, and lead with the contagious spirit of optimism.
He says cant get anywhere by being negative

Just always think of visualizing positive outcomes, Mr. Gray suggests
Stay focused on all the good things

He notes that you will not be strong in every area, and in the areas you are not strong in
you need people to help you out in that area
Is there anything we havent covered that you want to highlight or suggest?
He says it is better to focus on other people and their needs instead of thinking about your
personal life, how much you hate the job, or how much longer you have on your shift. Doing
this will make you happy about your job.
Service Leadership Competency Interview Form--HOTELS
DATE OF INTERVIEW
02/11/2013
TIME OF INTERVIEW
3:30 pm
INTERVIEW PARTICIPANTS Adam Miller(702) 692-1825
admiller@mgmresorts.com
TITLE
-College relations manager.

MGM International
1 year and eight months
ORGANIZATION
TENURE
BRIEF BACKGROUND
Adam had a great mentor giving him an opportunity to start in hotel operations
Adam followed him throughout college and strengthened as a leader through many events and
experiences dealing with hotel operations
He completed the Disney internship in Orlando which really put his foot in the door, and applied
his skills with MGM
Introduction
Interview Questions
Key Industry Issues

Question 1a:
organizations?
Adam feels the downturn in economy has led to a lack of resources

There is now a smaller staff with less support roles while the workload has been steadily
increasing at the same time
Managers are struggling making proposals to leaders about
Other opportunities include capital improvementreinvesting in leadership and obtaining new
properties and hiring new leaders to push through new markets
Question 1b:
He thinks businesses are going to be running smarter, so more analytics will be involved
There will be a greater emphasis on marketing and finance
An investment is needed on recruiting college grads since they are mostly the future of the
company.
There is also an emphasis on preparing leaders for day-to-day roles. Individuals need more
experience
Question 2a.
Mr. Miller said his leadership style hasnt changed much, actually. He has only improved
through self-development
He has done a better job managing by setting clear expectations and deadlines for things
getting done. He conducts more checkups on projects
He said by allowing that possibility people are more inspired to get things done
There is more mentoring for people below him and other managers
This has created a highly functional and productive workforce
Question 2b.
For Adam, they have become less strategic and more involved in daily administration
As they have less employees, managers have to take on more operations
He said even senior leaders have to take on more responsibility
There is now less time overseeing each individual employees, so managers are having to adjust
and improve their time-management skills

opportunities.
Question 3a:

-Providing credible stats is a major aspect of Mr. Miller

When you provide credible stats, such as # of applications received, it gives business
partners to see the scope of management
Giving business stats of what goes on when he travels, i.e.. looking at what goes on
when he travels to SDSU; number of interested students; cost of expenses are all
important things to consider
It is important to include return on investment and budget standpoint

Also, it is important to be able to project budget forecasts
-I.e. projecting if he needs new employees
Adam plans for the future in terms of employee needs

He uses small planning for departments, division planning to ensure they are aligned
with corporate strategy, and recruitment trips to ensure they are meeting candidates
experiences and hiring needs
-Individuals who have been in different areas and know how everything is operated and
managed are the ones who are usually the best decision makers
-Depending on position determines how you will handle the strategy
-It is being able to understand the business objectives and planning accordingly, he says
-One of focuses is now on guest experiences strategy

-One of the things they are looking at is hiring candidates quicker than normal
-Providing feedback on applications and performance, even if they didnt make the job
-Connecting with internal customers better through social media outlets

-Staying better communicated with both employees, candidates, and guests
-Seeing where candidates are being places
-Being able to use that information in a timely process to give to other managers about
what is going on
Question 3b:

-A lot of employees are unfamiliar to the MGM environment

He looks at nonverbal cues to see how they feel and if they are motivated
He makes sure employees are being collaborative to coworkers
-Every year, he goes to a college relations department and going to speak to other
companies about how they hire employees
-He refers candidates to other departments if the one they are interested in is not
currently available

-For interns, they have special development days where they take them through different
corporate initiatives
-For employees, they conduct team training practices
-They issue PHRs to certify employees of certain HR skills
-One of the things they do from a service standpoint is constant feedback

They are currently creating a new software that deals with guests feedback
He tries to fit into candidates shoes and experiencing their stories and sharing their own
He tweaks his messages when presenting to different audiences to make them
motivated
Question 3c:

Adam always thinks about surroundings and is professional and consistent with every
employee
-He does his best to spend more time with employees, even though it is a challenge to
accomplish due to unfair work practices and possibly being biased
He keeps his work life and home life separate
He said its hard being a young leader in the workforce because higher-up managers are
keeping an eye on you
He advises dressing for the role you want to play next in your career
-I.e. ironing shirt, wearing black socks and shoes
Mr. Miller noted the importance from a time management standpoint to respect everyone
elses times and needs
He keeps employees updated with what is going on
i.e. letting employees know about a job fair occurring soon
-Ensuring realistic deadlines and informing employees about deadlines and asking
employees if deadlines seem realistic and possible for them
-One of the things a lot of leaders do there after they have been there for awhile is
become jaded
-Deteriorates them as a leaderdecreases trust
-Miller has a goal and objective setting
-Has an open door policy for learning new things or seeking new information and advice
-Company has self development classes
-Allows them to professionally develop and improve
-One of the biggest things Adam has learned is having mentors who will always be there
for you
-It is important to have a partnership with colleagues because it can impact on how you
improve
Follow you passions and always be on the lookout for opportunities of advancement and
development!!!
Service Leadership Competency Interview Form-RESTAURANTS

DATE OF INTERVIEW
02/05/2013
TIME OF INTERVIEW
3:00
INTERVIEW PARTICIPANTS Tracy Marks

-Interviewed her via walk-in
TITLE
Manager
ORGANIZATION
DZ Akins
TENURE
1 year as manager
BRIEF BACKGROUND
Majored in Communications at SDSU; graduated in 2008;
works at DZ Akins as well as manager of a different restaurant; started as a server and is
working way up
Introduction
Interview Questions
Key Industry Issues

Question 1a:
organizations?
-She said the economy. People are eating out less but have higher expectations for quality food
and service since they are using their money wisely.
Question 1b:
-It depends on our US President because commodity prices are increasing
Question 2a.
-Her style hasnt really changed because its a mom and pop shop and the management has
remained consistent.
Question 2b.
-People are wanting more hours because of more money; the challenge is trying to fill in hours
for employees

opportunities.
Question 3a:

-Tracy says shes not the greatest at handling numbers

-She tries to get others to deal with numbers
-She plans based on year-over-year sales

-i.e. Super Bowlevery year sales on the Super Bowl are slow since there are no TVs in
the restaurant
-Owners are the strategic decision makers. They make decisions based on sales,
customer feedback, not adding too many things; making it simples, she says
-Tracy said the restaurant doesnt have many of those services since it is family-owned.
Question 3b:

-She says in the restaurant industry, face-to-face interaction is the most important form
of communication
-She always tries to give guests the best possible experience ever, and she usually ends
up winning people back
The restaurant gives out donations to USO

They work with San Diego Center for Children
They frequently give out gift certificates at events or as donations
She says they keep those connections to get knowledge

She gives feedback so people can move up;

The business looks out for its employees and treats them as family;
The managers like to teach their employees new things
-Key to the success of the restaurant, she says

-She said some waiters/waitresses hold special tables for customers, which keeps
customers coming back
-They have a soup list where they call people to tell them that their soup is available
Question 3c:

-She emphasizes the need for strong traits. Its best for a manager to look strong and
never look weak
Time Management/Priorities A leader strong in this area would plan ahead, set and keep
-She claims you have to be a multi-tasker in the restaurant industry

She also advises to keep an eye out on everything and make sure everything is running
smoothly
-Customers are changing by becoming more vocal since expectations are high, so she
has to treat them differently
-She has a check-off list of trying new things to see if they work
-She agrees that happiness is contagious and that its important to set an example with
your behavior
A happy boss leads to happy employees
-As long as you have a good product or good people, you wont have a problem at succeeding
I completely disagree
Service Leadership Competency Interview FormMEETINGS

AND EVENTS
DATE OF INTERVIEW
02/06/2013
TIME OF INTERVIEW
12:00 pm
INTERVIEW PARTICIPANTS Kimberly Loughlin(619) 571-1727
kimberlyloughlin@att.net
TITLE
Sales Director
ORGANIZATION
Crown Point Catering
TENURE
18 years as sales director
BRIEF BACKGROUND
When she first started college she met a guy who ran a
rental company; managed that through college, went on to manage his party rental company
and then went into the catering industry
Her path was to be in the special events industry even though she majored in psychology
Introduction
Interview Questions
Key Industry Issues

Question 1a:
organizations?
The last four years in industry have been most challenging because of economy. The budgets
have been loosing up recently. The industry is reviving; corporate markets and conventions are
coming back as well as wedding budgets
The challenge though is maintaining presence
The economy posed financial problems for managers such as cash flow and paying bills
Another challenge is keeping staff motivated, positive, and engaged
There is a risk losing good people if they arent motivated due to loss of sales
Question 1b:
She says coming out of recession and getting busier and busier and staying on track as well as
maintaining focus, balance, and growth. i.e. executing large events
Question 2a.
Kim says as a leader of a company and a staff, you have to be very engaged, positive, stay on
track, and set an example for employees
Even though the economy has been slow, you have to dig deep to keep them around
The challenge has been to be more engaged and raising the bar
Question 2b.
A lot of staff has been around for 15-20 years, but again, a big concern over the past few years
has been to keep these people around.
The challenge has been to balance out everyones hours so they are still getting good hours
In order for them to hang on, they expect some loyalty from the managers
There is a different reward system of having parties and potlucks instead of just giving raises
and promotions
They now provide a loyalty program of giving uniforms with names as a moral booster
opportunities.
Question 3a:

The chef is incredibly organized. He has an inventory system that he tracks daily
Catering differs from restaurant, hotels, and casinos because menus change every day
and sometimes multiple times throughout the day
She is very savvy in production sizes and costs
From a sales standpoint, they have food costs and labor costs
It is important to understand how many hours it takes for people to execute an event and
to document those hours so you wont go over in the future
She share information with a team of management in operations

The company holds weekly meetings with chefs and supervisors where they go through
a whole month of menus and planning to place orders of disposable items and other
things for future events
-i.e. realizing that they are out of bistro aprons, so more aprons needed to be ordered
At a sales standpoint, they are writing out menus 9-12 months ahead and they look at
whats in season
A lot of research is involved in menu planning
Its really the sales person who is in charge of event planning, she says
Its really important if you conceptualize something to decide if something is worth
putting on the menu depending on crowd size
Another example: client suggested to serve a burger with truffle oil; She did research of
a burger that would be good to use and came up with a beef wellington with a puff pastry
that seemed adorable. She took the idea to chef and wrote it up as a menu item.
As far as strategic planning with the client, the key thing with client is being a good
listener; doing everything they request
Not listening will not meet a clients expectations
Event a couple of weeks ago: It was very cold downtown in big facility with no heating or
AC. The weather forecast was very cold for a 1,000 person party. Crown Point reacted
by getting a bunch of heaters to keep the people warm and comfy, which worked well
Another example: They went low on beer and wine for a Super Bowl party because not
much was requested, so Kim had to go to store to buy more
-They use a pretty badass catering program put out by Citrix called Caterers
-Its awesome for chefs and operations
-It can rundown sales reports to color of hair person has
-It can run financials too
Question 3b:

With staff/clients, she emphasizes being a good listener and being able to grasp and
understand the needs of the client
Its twofold with clients and also with staff
-i.e. she just hired a new girl, 23 yrs. old from SDSU whos very talented and way
beyond her years
-When the employee asks Kim how should she respond, she just tells her to respond her
own way
Kim also likes to empower her staff
She tries to get an enjoyment out of conversations
She enjoys having creative conversations
-Pintrestsuch an amazing way to network with our clients and vendors and also with
potential clients and vendors.
-She created their own Pintrest page so brides can go to page to see what is trending
-Wedding planners also post things on their page
-Again, it all comes down to listening and hearing what staff is saying and responding to
it
-Not just lip service, such as Oh, Ill take care of that
She emphasizes remaining positive and a good person
She pinpoints actually going the extra mile to teach the employees the right thing, even though
she doesnt always say or do the right thing
A reward system is also very useful. It doesnt have to be of monetary value, just giving good
recognition
-i.e. training an employee to oversee floor staff
-Its important to get in touch with people, either by social media or through a database
She likes to make it personal by having coffee with a client or taking them out to lunch
Anytime you can spend personal, one-on-one time just strengthens your relationship
with them
She sends out genuine requests and gifts
-i.e. a client didnt get her cheesecake lollipops, so Kim delivered the lollipops to her
office; lady was extremely pleased
Question 3c:

Her business advises to not drink too much wine at business events, dress
appropriately, drive a clean car, keep office set up professionally, and has a positively
reflected image and brand.
Honesty is also part of the policy
Whatever you put in a contract needs to be followed
Being honest is most important
Its important for the team to know what shes up to

If she decides to workout in morning instead of going to work, she lets everyone know.
She makes a to-do list everyday.
She is also good at time management and doesnt get distracted easily so she can stay
on track
When times were slow a few years back, she wouldnt allow herself to be complacent
She kept growing and expanding her knowledge
She went back to school to learn how to write a business plan
Its important for a leader to have a balance in life
She does exercise activities like going mountain biking
In general, she tries being a good leader
She recently started juicing every morning (not steroids) to build energy
She hangs out with people with similar goals and outlook on life
She hangs out with optimistic people
She says its very easy to get caught up into negative thought processes
She advises to remain positive by hanging out with people with similar philosophies

Nope!
III.
Behavior Discussions
1. Please cut and paste your behavior discussion summary of:
a. Competency
b. At least 6 behaviors
c. Definition below:
All 12 competency areas should be listed.
Business Savvy
Numberwisebeing able to read, analyze, and interpret data into information at both the micro
and macro levels by utilizing the data for performance measures and forecasting.
- Securing financial stability of the company
- Understanding the industry
- Finances
- Budgets
- Control company finances
- Marketing
- Inventory
- Accounting
- Understanding cash flow
- Strategy
- Economy
- Understanding how the outside world is affecting the business
- Sales
- Statistics
- Utilize the statistics to improve standards
- Payroll/Salaries
- Complimentary
- Revenue
- Expenses
- Profits
- Cost of Goods Sold
- Receivables
- Having math skills
- Being proficient in different types of math
PlanningBeing able to develop and execute a vision that will generate success and profit. It
also involves being able to identify, prepare, and execute goals and contingency plans.
- Strategizing for company success
- Forecasting for the future
- Translating vision
- Time management
- Utilizing time efficiently
- Being prepared
- Research or rehearse
- Executing
- Measuring
- Scheduling
- Maximize profit while minimizing labor
- Tasks oriented
- Organized
- Recruiting
- Hiring the best candidate possible
- Proactive
Decision MakingIdentifying all available options and utilizing all available resources to
maximize the most profitable results and solutions and to create successful opportunities
- Keeping the companys best interest in mind
- Maximize opportunities
- Problem Solving
- Resourcing
- Stick to your guts (be direct)
- Creativity
- Try new things, think outside the box
- Prioritize
- Delegate
- Maximizing
- Using all resources efficiently
- Realistic expectations
- Best interest in mind
- Dont undermine the company or authority
- Keeping track of scenarios for future reference

- Reflecting from past experiences
- Keeping an open mind to alternatives
Superior Technical ServiceUtilizing the most efficient and convenient methods and systems
of technology to provide exceptional service and profits.
- Expressing technical procedures, systems and processes
- Maintaining company efficiency
- Technical Savvy
- Computer wizard
- Knowing the programs that are used
- Engineering
- Being able to use procedures
- Logical
- Focus
- Dont get distracted and focus on one task at a time
- Improvising
- Have a plan B
- Simplifying processes
How this relates

- Collaborate with coworkers
- Successful business practices
- Left brain thinking
- Business communication
- Profitability
- Company values demonstrated
- Growth
People Savvy
Interpersonal CommunicationBeing an active listener, engaging in conversations, and

showing empathy to build relationships. It also involves encouraging open conversations and
being close with employees to create a friendly, close-knit environment.
o Socializing
o Building close-knit relationships with employees (friendships)
o Engaging in non-work related conversations
o Taking the time to listen to what others are saying
o Responding to messages in a timely manner
o Taking action to what others are requesting of you
NetworkingKeeping in touch with other professionals and meeting new ones by sharing ideas,
discussing opportunities, being involved with industry associations, giving feedback to coworkers
and others, and providing the community with support
o Paneling professionals
o Attending job fairs
o Collecting business cards for reference
o Seeking opportunities with professionals
o Introducing oneself with background and topic of conversation
o Building relationships with professionals of similar expertise to strengthen industry
Coaching/TrainingDeveloping employees into better workers, leaders, and better people

overall. It involves mentoring and working closely with employees to teach them new skills,
strategies, and techniques to develop them into stronger individuals. It also involves giving
feedback on the strengths and weaknesses people have.
o Mentoring
o Giving feedback
o Teaching people to lead their own way, not continuously following
o Communicating individually with team members
o Developing people into leaders, not managers
o Displaying oneself as a role model
Superior Expressive ServiceGoing above and beyond standard service by delivering
hospitality that will please customers in ways that will create memories and drive them back to
your business.
o Sending personal messages to customers
o Building relationships with customers
o Thanking customers for visiting
o Solving customer problems by treating them with exclusive service better than most other
customers
o Treating customers as guests rather than customers
o Putting service before self
Self-Savvy
ProfessionalismTreating others with the upmost respect and presenting

oneself with class, knowledge, maturity, and sharpness.
- Presentable in a professional manner
- Having a good attitude
- Professional Communication
- Politeness
- Proactive/On task
- Punctuality
- Looking sharp (A-day)
- Respectfulness
- Professional language
- Good eye-contact
- Being a fast communicator
- Stay current on technology
- Delegating task accordingly
Time management/prioritiesBeing able to use time wisely and
efficiently; looking ahead and scheduling how long, when, and in what order
things need to get done based on importance
- Punctuality
- Having a day planner
- Listing priorities
- Thinking a head/proactive
- Keeping track of time
- Allotting time for activities
- Time efficiency
- Avoiding distractions
- Dont overcommit
- Be focused throughout the whole day
IV.
Self-developmentHaving the ability to reflect and grow by looking up to

role models and past events. People with strong self-development skills are
motivated to try new things in order to strengthen themselves.
- Having a mentor
- Attending training sessions
- Lack of ego
- Gaining experience
- Reflecting
- Avoiding path of least resistance
- Being ambitious
- Surrounding yourself in a positive environment
- Knowing strength and weaknesses
- Taking criticism/feedback
- Self knowledgeable
- Appropriate optimism
- Self-care
- Being opportunistic
- Having a plan B
- Learn from your mistakes
Spirit of OptimismBeing able to think positively and look towards the
bright side of a situation; displaying energy, motivation, positivity, and an
open mind. Leaders displaying a spirit of optimism spread their positive
feelings throughout the team
- Appropriate optimism
- Encourage others
- Self-motivation
- Surround yourself in a positive environment
- High energy levels
- Self-assured
- Being equally optimistic/realistic
- Having a purpose
- Having an inspiration
- Setting goals
- Everything happens for a reason
Print Reflection
1. Please cut and paste your Print reflection below. Be sure to include
both sections as described on the grading sheet on your disc. You can
use either Friends or Modern Family for part 2.
Print Survey Results

My 5/9 print category I fall in from the survey I took does describe who I naturally am.
Logical thought and objective reasoning have always been my two methods when solving
problems. I have always had a curious and inquiring mind that has made me smart and
knowledgeable. My quick learning skills have helped me become specialists in subjects I am
passionate about. When I have great knowledge in a certain area, I typically feel very
comfortable discussing it and exploring it. Hence, I should feel like a master when dealing with
the field of hospitality. Unfortunately, there are some shadow traits I exhibit that have hindered
my developing hospitality skills and have made me feel unfit for the hospitality industry at times.
However, over the past year I have slowly learned how to overcome these shadow traits in
situations too critical for me to display them. By overcoming these traits I feel like I have gained
the leadership capabilities necessary for tackling team work.
According to the print survey results, my two biggest strengths I have when it comes to
team work are being smart and knowledgeable. There are many reasons that explain why those
are my two greatest strengths. One of them is that I tend to not get distracted easily when I am
working. When I tell myself something needs to get done as soon as possible, I will get on that
work and stay focused until I have reached a good stopping point. When I tell myself the
information I am listening to from someone pertains heavily to me, I will listen to all the details
being said and I will remember them for as long as I need to. Because I am a good listener, I
can also describe myself as a fast learner for being able to memorize and analyze given
information. And since I am not easily distracted and like to stay focused, I am a self-sufficient,
independent learner. My objective reasoning and good analytical skills make me follow my own
path, not the path of the crowd. Being continuously objective and curious also makes me prefer
to think things out in advance, rather than engage in extemporaneous dialogue. Another strong
trait I have is my ability to remain calm and patient when pressure is mounting. In some ways
these skills can help me in teamwork by keeping everyone on task, providing good
communication, letting others feel confident that I can complete my tasks on my own, and
showing respect towards everyone. All of my strengths make me feel like a great individual
problem-solver. The sad part of all of this is that along with my potential shadow traits, I seem
very unfit for the hospitality industry.
The aggressive, fast paced and high pressure work environments the hospitality industry
holds do not welcome 5/9s like me. When I am lost or confused, I can be unresponsive, reluctant
to give out my inner fear. My calm, patient, independent personality has given me a reputation
of emotional detachment. Sometimes people see me as a loner or depressed when I am not at all.
I can be very stubborn at times when my views are against others. This can make me fail to
point out problems in need of attention because I feel no one will agree with me. Another
weakness in me is that I can easily over-analyze my thinking when I process information too
long. When this occurs, I usually want to give up for the day and work on it another time. Some
people may end up seeing two different minds in meone that lacks motivation and is apathetic
and another that is highly motivated and energized. Ultimately, my problem of finding tasks
undesirable has made me a major procrastinator. Many times when I am completing work on my
own I will hold off all the hard work until the last minute where I have to work as fast as I can.
Luckily when this happens I tend to get zoned into what I am doing and am able to complete my
work sufficiently and thoroughly with the limited time I have.
In the end, I feel I have been slowly overcoming my shadow traits as I become more
involved in the hospitality industry and in group work. I have been telling myself my
weaknesses are unacceptable to show in the workplace. By stepping outside of my comfort zone
I am expanding my knowledge as well as my capabilities. When I know what I am doing, I feel
very positive and happy, which greatly speeds up my thinking process for quick decisions and
gives me a laid-back attitude customers, coworkers, and team members love to respect.
Print Traits for Friends Characters

Season 10, Episode 11: The One Where the Stripper Cries
Phoebe was insatiable when she only received tea for her bachelorette party gift. She was very
upset she received such a cheap item. She then became forgiving and playful towards the male
stripper by letting him entertain her. Her outgoing friendliness and exuberant love for life and
material comforts make me give her a print number of 4 and a MBTI type of ESFP.
Monica was too reluctant to tell the truth to the small male stripper that he was unwelcomed to
the party because of his old age and small size. She was an attention-wanter, or as us younger
generation call itattention whore, at the college party she went to. She tried to be a
perfectionist, often bossy at times. Her print number should be a 1 and her MBTI should be
INTJ because of her high standards of performance.
Rachel was very sympathetic and felt sorry towards the male stripper. She first tried to write out
a $300 check for him to leave, but was denied. She then tried to build some self-esteem for the
male stripper, who realized hes old and ugly, by asking him what talents he has. Her sympathy
towards the male stripper is an example of how she falls in love with people very easily, which is
shown throughout the series. I would give her a print number of 4 or a MBTI type of ENFJ
because of her empathy and need to fuel the emotions of others.
Joey was clueless throughout the game show he got to be a contestant in, Pyramid. He didnt
know any of the answers in the beginning so he performed poorly. However, in the final round
he came within one description shy of winning the grand prize with his partner. The irony of this
is that he did so well when some of his answers were random guesses or him whining. However,
even though Joey was clueless, he still kept a positive and humorous attitude throughout his time
playing. This shows that he tends to struggle at many things he does. However, his high level of
optimism and positivity gives him great confidence towards women. Joey deserves a number 7
and ENFP for his MBTI type for being enthusiastic and imaginative.
Chandler showed sarcasm throughout the show, such as when he said What did I marry into?
in the beginning of the episode when Monica, his wife, gave a joke about the game show Joey
was going to play in. He then says You guys get cooler and cooler when Ross and Monica
mention how they have always wanted to meet Donnie and Marie Osmond. He should be a 3
and have a MBTI type of ESTJ by continuously setting logical standards and by being realistic.
Ross seemed to be childish throughout the show by occasionally whining and complaining about
things going on, especially when Chandler told Ross he kissed Rachel long ago in college. His
humor is also childish, but intelligent. This makes Ross the smartest, but nicest and gentlest
character in the show. Ross should be an 8. His MBTI should be ISFP due to his gentleness.
V.
Conquest Air Simulation

1. Please summarize your team contributions to the simulation:
2. Please give yourself a numerical grade for your contributions to the
simulation (1-100):
3. If you received peer feedback, what major lessons did you learn as a
result?
4. Please describe in 2-3 paragraphs your strengths and weaknesses
based on the competency model, that resulted from your assessor
meeting. Please use specific examples of your behavior during the
simulation where possible.
5. What lessons did you learn as a result of the simulation? Try to focus
on discussing leadership lessons rather than event planning.
VI.
4theFam
1. Please summarize your team contributions to the simulation:
2. Please give yourself a numerical grade for your contributions to the
simulation (1-100):
3. If you received peer feedback, what major lessons did you learn as a
result?
4. Please describe in 2-3 paragraphs your strengths and weaknesses
based on the competency model, that resulted from your assessor
meeting. Please use specific examples of your behavior during the
simulation where possible.
5. What lessons did you learn as a result of the simulation? Try to focus
on discussing leadership lessons rather than event planning.

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HTM 301 Assignment Make up

A. Open up a sustainable, organic gastropub/club. This will be achieved by working

3. Provide an overview of your interactions with your HTM 480 mentor. If

Meeting 1February 26, 2013

Service Leadership Competency Interview Form--CASINOS

INTERVIEW PARTICIPANTS Michael Gray(760) 408-0860

Agua Caliente Casino-Resort-Spa

Key Industry Issues

Numberwise A service leader with this competency is able to exhibit an understanding of

He prepares budget through department; cut-and-dry stuff

Example: a guest was overcharged with a rate of $120 instead of $109

Interpersonal Communication This competency is the importance of being an active listener,

He makes sure there are certain checklists to follow on what to say

Coaching/Training Good coaches/trainers accurately assess peoples strengths and

Mr. Gray noted there are different styles for it

Professionalism A manager displaying this competency shows integrity in his/her choices,

Professionalism is one of the pillar areas they go by

He strongly encourages integrity and keeping everybody on the same page

At beginning of shift, he provides team members with a sheet of task assignments

He says cant get anywhere by being negative

Stay focused on all the good things

Service Leadership Competency Interview Form--HOTELS

INTERVIEW PARTICIPANTS Adam Miller(702) 692-1825

-College relations manager.

Key Industry Issues

Adam feels the downturn in economy has led to a lack of resources

Service Leader Competencies

Numberwise A service leader with this competency is able to exhibit an understanding of

-Providing credible stats is a major aspect of Mr. Miller

It is important to include return on investment and budget standpoint

Adam plans for the future in terms of employee needs

-One of focuses is now on guest experiences strategy

-Connecting with internal customers better through social media outlets

Interpersonal Communication This competency is the importance of being an active listener,

-A lot of employees are unfamiliar to the MGM environment

Coaching/Training Good coaches/trainers accurately assess peoples strengths and

-One of the things they do from a service standpoint is constant feedback

Professionalism A manager displaying this competency shows integrity in his/her choices,

Is there anything we havent covered that you want to highlight or suggest?

Service Leadership Competency Interview Form-RESTAURANTS

INTERVIEW PARTICIPANTS Tracy Marks

Key Industry Issues

-It depends on our US President because commodity prices are increasing

Service Leader Competencies

Numberwise A service leader with this competency is able to exhibit an understanding of

-Tracy says shes not the greatest at handling numbers

-She plans based on year-over-year sales

Interpersonal Communication This competency is the importance of being an active listener,

The restaurant gives out donations to USO

Coaching/Training Good coaches/trainers accurately assess peoples strengths and

She gives feedback so people can move up;

-Key to the success of the restaurant, she says

Professionalism A manager displaying this competency shows integrity in his/her choices,

-She claims you have to be a multi-tasker in the restaurant industry

Is there anything we havent covered that you want to highlight or suggest?

Service Leadership Competency Interview FormMEETINGS

INTERVIEW PARTICIPANTS Kimberly Loughlin(619) 571-1727

Crown Point Catering

18 years as sales director

Key Industry Issues

Service Leader Competencies

Numberwise A service leader with this competency is able to exhibit an understanding of