服务营销第八版英文教辅TestBank

People,Technology,Strategy

(8thedition,2016)

Chapter11:ManagingPeopleforServiceAdvantage

QUESTIONBANK

A.MultipleChoiceQuestions

GENERALCONTENT

1.Fromthecustomer’sperspectivewhichofthefollowingisthemostimportantaspectofservice?

a.Management’sresponsivenesstooccurrencesoffailure.

b.Timelydeliveryofservice.

c.Efficienthandlingofspecialrequests.

d.Theencounterwithservicestaff.

2.Serviceemployeesareimportanttocustomersandcompetitivepositioningbecausethefrontline____________.

a.isthemostvisiblepartofthefirm

b.isoftenthefirsttodealwithcustomercomplaints

c.isbettertrainedindealingwithcustomersthanaremanagers

d.alloftheabove

3.Trainingismosteffectiveatreducing____________.

a.person/rolestress

b.organization/clientconflict

c.inter-clientconflict

d.intra-organizationalconflict

4.Emotionallaboriswhenemployees____________.

a.findithardtobeemotionalbecausetheyaretoooverworked

b.experienceagapbetweenwhattheyfeelinside,andwhatmanagementexpectsthemtodisplaytotheircustomers

c.havetokeeptheiremotionsundercontrolattheworkplace

d.feelhappyallthetimebecausetheyenjoytheirjob

5.Outcomesofthe“CycleofFailure”forfirmsinclude____________and

____________.

a.lowservicequality;lowemployeeturnover

b.lowservicequality;highemployeeturnover

c.highservicequality;lowemployeeturnover

d.highservicequality;highemployeeturnover

6.The“CycleofFailure”includesallofthefollowing,EXCEPT____________.

a.emphasisonrules

b.emphasisonattractingnewcustomers

c.adequatepayandjobsecurity

d.lowskilllevels

People,Technology,Strategy

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7.Whichofthefollowingarecompaniesthatengageina“CycleofSuccess”morelikelytohave?

a.Happieremployees.

b.Moreloyalcustomers.

c.Higherprofitmargins.

d.Alloftheabove.

8.EmployeesshouldbetrainedinalloftheseareasEXCEPT____________.

a.organizationalculture

b.organizationalrevenue

c.serviceknowledge

d.productknowledge

9.Astrategyofempowermentismostlikelytobeappropriatewiththepresenceofwhichofthefollowingfactorswithintheorganizationanditsenvironment?

a.Thebusinessstrategyisnottoocustomized.

b.Theorganizationusesroutinetechnology.

c.Thebusinessenvironmentisstable.

d.Customerinteractionsarerelationalasopposedtotransactional.

10.ThedefinitionofateamincludesallofthefollowingEXCEPT____________.

a.havecomplementaryskills

b.arecommittedtoacommonpurpose

c.havewell-roundedpersonalities

d.haveasetofperformancegoals

APPLICATIONCONTENT

11.CoraGriffthhasninerulesofsuccessforexcellentserviceasawaitress.TheyincludeallofthefollowingEXCEPT____________.

a.gettingthingsrightthefirsttime

b.listeningfirst

c.treatingcustomerslikefamily

d.takingprideinone’swork

12.ExcellentservicefirmsuseallofthefollowingtoidentifythebestjobcandidatesEXCEPT____________.

a.observingbehavior

b.conductingpersonalitytests

c.interviewingapplicants

d.viewingtranscripts

People,Technology,Strategy

(8thedition,2016)

13.OneofRitz-Carlton’shiringprinciplesis____________.

a.maintainatightknitgroup

b.hirepeoplewiththerightpersonality

c.customerserviceisfirst

d.newhiresleadtheway

14.IfaNordstromsalesassociatereplacesshirtsatnocosttotheclient,itisanexampleof____________.

a.centralizeddecision-making

b.servicetheft

c.employeeempowerment

d.rulesetting

15.SingaporeAirlinesusesteamsforallofthefollowingEXCEPTto____________.

a.trainstaff

b.assessstaff

c.promotestaff

d.mentorcabincrew

People,Technology,Strategy

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B.True/FalseQuestions

GENERALCONTENT

1.Employeesatisfactiontypicallyhaslittleimpactoncustomersatisfaction.

2.E-mailandtelephoneserviceinteractionsarejustasvisibleasface-to-faceinteractions.

3.Boundaryspannersworkinsomeofthemostdemandingjobsinservicefirms.

4.Customercontactpersonnelhavetoattendtobothoperationalandmarketinggoals,andthiscausesperson/roleconflict.

5.The“CycleofMediocrity”ismostoftenfoundinlarge,bureaucraticorganizationslike,regulatedoligopolies.

6.Greatreferencesfrompastemployersarenotaformofbehavioralobservation.

7.Interpersonalskillsincludevisualcommunication,attentivelistening,andbodylanguageandtendtobespecifictoeachservicesetting.

8.Technicalskillsencompassalltherequiredknowledgerelatedtoprocesses.

9.Empowermentissuitableforallsituations.

10.Suggestioninvolvementempowersemployeestomakerecommendationsthroughformalizedchannels.

APPLICATIONCONTENT

11.AccordingtoJohnWooden,“Toooften,thebigtalkersarethebigdoers.”

12.TheRitz-Carltonusespersonalityprofilestoselectthebestapplicants.

13.TrainingatAppleincludeshowtophrasewordsinapositiveratherthannegativeway.

14.Allemployeesareeagertobeempowered.

15.SouthwestAirlinesillustratesahigh-involvementcompany.

People,Technology,Strategy

(8thedition,2016)

C.ShortAnswerQuestions

GENERALCONTENT

1.Whatisservice-profitchain?

2.Whatarethethreemaincausesofrolestressinfrontlinepositions?

3.Whatarethethreelevelsofemployeeinvolvement?

4.Whatisjobcontent?

5.Howshouldgoalsbedesignedsothattheyareeffective?

6.Defineserviceculture.

APPLICATIONCONTENT

7.Whatrangeofthemarketpercentileisthesuggestedsalarytoattracttopperformers?

8.Givetworeasonsforusingmultipleinterviewers.

9.Giveanexampleofacompanywherethewinneroftheshowgetsachancetojointhecompany.

10.Giveanexampleofanorganizationthathelpscompaniestobuildaserviceculture.

11.WhatisthekeyphilosophyofSingaporeAirlines?

People,Technology,Strategy

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D.EssayQuestions

GENERALCONTENT

1.Discusstheimportanceofserviceemployeestoserviceorganizations.

2.Discusswhycallcentersareimportantorunimportanttocustomerperceptionsofservicefirms.Giveanexampletobackupyourargument.

3.Howcanfirmsbuildastrongserviceculture?

4.Givethequalitiesofaneffectiveleaderinserviceorganizations.

APPLICATIONCONTENT

5.HowisCoraGriffith’sworkstrategyindicativeofthe“CycleofSuccess?”

6.Discussthecausesandimplicationsoflow-pay/highturnoverhumanresourcestrategies.

7.ExplainSouthwestAirlines’strategiesasahigh-involvementcompany.

8.DescribehowDisneyselectstherightpeople.

People,Technology,Strategy

(8thedition,2016)

ANSWERKEY

A.MULTIPLECHOICEQUESTIONS

GENERALCONTENT:

1-d,2-a,3-a,4-b,5-b,6-c,7-d,8-b,9-d,10-c

APPLICATIONCONTENT:

11-a12-d,13-b,14-c,15-a

B.TRUE/FALSE

GENERALCONCEPT:

1-F,2-T,3-T,4-F,5-T,6-F,7-F,8-T,9-F,10-T

APPLICATIONCONTENT:

11-F,12-T,13-T,14-F,15-T

C.SHORTANSWERQUESTIONS

GENERALCONCEPT:

1.Itdemonstratesthechainofrelationshipsamong

(1)employeesatisfaction,retentionandproductivity,

(2)servicevalue,

(3)customersatisfactionandloyalty,and

(4)revenuegrowthandprofitabilityofthefirm.

2.Person/role,organization/client,andinter-clientconflicts.

3.Suggestioninvolvement,jobinvolvement,andhighinvolvement.

4.Jobcontentcanbedefinedasasituationwhenemployeesaresatisfiedjustbyknowingthattheyaredoingagoodjob.

5.Achievingimportantgoalsisarewardinitself.Goalsthatarespecific,difficultbutachievable,andacceptedbythestaffarestrongmotivators.Theyresultinhigherperformancethannogoals,oruncleargoals(e.g.,“doyourbest”),orgoalsthatareimpossibletoachieve.Inshort,well-communicatedandmutuallyacceptedgoalsareeffectivemotivators.

6.Aservicecultureincludessharedperceptionsofwhatisimportantinanorganizationandsharedvaluesandbeliefsofwhythosethingsareimportant.

People,Technology,Strategy

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APPLICATIONCONTENT:

7.Therangeisfromthe65thto80thpercentile.

8.Multipleinterviewersreducetheriskof“similar-to-me”biasesandpeoplearemorecarefulintheirevaluationswhentheyknowsomeoneelseisevaluatingthesameapplicant.

9.TrumpOrganization

10.UpYourService!College.

11.Theteamconcept,oremphasisonteamwork.

D.ESSAYQUESTIONS

GENERALCONTENT:

1.ImportanceofServiceemployees:.Isacorepartoftheproduct

.Istheservicefirm

.Isthebrand

.Affectssales

.Isakeydriverofcustomerloyalty

.Determinesproductivity

2.Callcenterscanplayacriticalroleincustomerperceptionsofaservicefirm.Thisisparticularlyimportantforremoteservicefirmslikecreditcardcompanies.Thecalltotheservicecentermaybetheonlytimeacustomerinteractswithpersonnelfromthecompany.Thatinteractionoveronecallmayframethecustomer’sentireperceptionofthefirm.Itisalsolikelythatthecustomeriscallingbecauseofaproblemoraspecialrequest.Handlingthatoneproblemorrequestcouldbethedifferencebetweenretainingandlosingthecustomeraswell.

3.Astrongservicecultureisonewheretheentireorganizationfocusesonthefrontline,andunderstandsthatitisthelifelineofthebusiness.Theypracticetheinvertedpyramid,whichshowsthattheroleoftopmanagementandmiddlemanagementistosupportthefrontlineintheirtaskofdeliveringserviceexcellencetotheircustomers.Infirmswithapassionforservice,topmanagementisinformedandactivelyinvolved.Theyachievethisbyregularlytalkingtoandworkingwithfrontlinestaffandcustomers,evenspendingtimeservingcustomersthemselves.

People,Technology,Strategy

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4.Thefollowingaresomequalitiesthateffectiveleadersinaserviceorganizationshouldhave:

.Loveforthebusiness.

.Drivenbyasetofcorevaluesthatarerelatedtoserviceexcellenceand

performancethattheypasstootheremployeesintheorganization.

.Serviceleadersneedtobelieveinthepeoplewhoworkforthemandpayspecial

attentiontocommunicatingwithemployees.

.Effectiveleadersareabletoaskgreatquestionsandgetanswersfromtheteam,

ratherthanjustrelyingonthemselvestodominatethedecision-makingprocess.

.Rolemodelthebehaviorstheyexpectfromtheirteams.

.Effectiveleadershaveatalentforcommunicatingwithothersinawaythatiseasy

tounderstand.

APPLICATIONCONTENT:

5.CoraGriffith’sninerulesofsuccessexemplifythe“CycleofSuccess.”Sheisenthusiasticaboutherjobanddevelopsoutstandingservicerelationshipswithbothexistingandnewcustomers.Herphilosophyismarkedbylisteningtocustomers,anticipatingtheirneeds,maintainingefficiency,andcontinuingtolearn.Shegivescredittotheownersofthecaféforshowingherthevalueofcustomercare.Thisagreeswiththe“CycleofSuccess”tenetsofhiringandretainingmotivatedemployeesthatprovidehigherquality,customer-pleasingservice.

6.Failuretomeasureallrelevantcostsisakeycontributortothecycleoffailure.Afirmsavesmoneyonpay,butlosesmoneythroughemployeeandcustomerchannels.Inherentinhighturnoversituationsarethecostsofconstantrecruiting,hiring,andtrainingcosts.Newemployeesarealsolessproductivethanseasonedemployeesduetolearningcurves.Attractingnewcustomerscostsmuchmorethanretainingcurrentcustomersbecauseofcostsincurredincontinuedadvertisingandpromotionalcampaigns.

7.SouthwestAirlinesillustratesahigh-involvementcompany,promotingcommonsenseandflexibility.Ittrustsitsemployeesandgivesthemthelatitude,discretion