Food & Beverage Management. Front Office Mgmt.Finance Mgmt. General Mgmt. ARAVIND 9901366442.doc

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FINANCE MGMT

1.                   Who are the two parties to this potential lease transaction?

2.                  How will these alternative decisions impact the company's Capital Structure and its balance sheet?

3.                  What discount rate should be used in this Net Present Value analysis? Why?

4.                  In the Purchase Decision, what are the cash flow impacts of the Bank Loan? (Please focus on the after tax cash flows.)

5.                  Construct a spreadsheet to calculate the payback period, internal rate of return, modified internal rate of return, and net present value of the proposed mine.

6.                  Based on your analysis, should the company open the mine?

7.                  If the cost of capital is 8%, which of the 3 projects should the ABC Company accept?

8.                 As a Statistician, advice what kind of Sampling schemes can we consider, and what factors will influence choice of scheme. What are the questions we should ask Mr. Namdeo, who works in the assembly line?

Food & Beverage Management         

                                       

Q.1 : Note down the features of restaurant, Considerations Shown by Facility Planner when he/she designs the restaurant.

Q.2 : Write out the Job Description of Steward.

Q.3 : Write a case with description when you visited any Bar & Restaurant  ,where you have find hospitality was not with proper training & according to you what all points are required to run that restaurant as manager. Discuss how it should maintain properly.

Q.4 : What do you really know about the requirement  of food & beverage consumers? How important is meal experience?

Q.5 : How banquet & outdoor functions are organizes &  executed  according to you?

Q.6 : How does the media influence public taste for food & beverage? Discuss strategic purchasing policy ,Reality or chimera in food service sector.

Q.7: Are restaurant dress code in decline? Discuss, Should smoking banned in restaurant?

Q.8 : How  are wines  classified & how are each different?

Front Office Management

1.                   What other ways could have been used by the business owner to give this employee an extra chance?

2.                  Is the nose ring truly a problem? If so, why?

3.                  Could you legally deny employment to a person with a nose ring?

4.                  Before the development of more effective ICT-based tools, why was it difficult for hotels to schedule labor effectively?

5.                  In a Housekeeping department, what elements have to be considered when looking at hourly productivity?

6.                  With what other hotel ICT could labor scheduling systems, such as Eproductive Scheduling, be integrated? Review some Internet hospitality web-sites such as www.WiredHotelier.com and www.HotelResource.com to help you formulate your answer, giving examples of some specific ICT products.

7.                  Identify and describe four short-term operational strategies Ken should implement immediately at the Rainbow Golf Resort.

8.                 What human resources and training initiatives should Ken implement at the Rainbow Golf Resort?

9.                  Which form of top-down communication would be most suitable for the Rainbow Golf Resort to achieve its objectives?

10.              Examine the guest count projections and compare it to the normal Friday lunch employee and management schedule.
a.  Do you have enough labor scheduled to properly serve the number of guests?
b.  How would you alter the schedule to ensure that you can offer proper service? (Be specific as to how many employees you would add per position and explain your reasoning.)
c.  Is there anything else that you should do with respect to the employees to make sure that the reservation is successful for the operation?

11.               Examine the likely food preferences of different customer groups that the operation would serve for lunch.
i)  What types of foods offered by Buffet, Inc., would the typical lunch guest prefer? (Be specific.)

ii)  What type of foods offered by Buffet, Inc., would the reservation guest prefer? (Be specific.)

iii)  Are there any changes you would make to the food being offered and, if so, what and how would you do it? (Be specific.)

1. The reservation guests are going to pay individually as they come in. is this good or would it be better for them to prepay? Explain your answer taking into account the impact the payment could have on guest flow and FOH and BOH operation.
2. What occupancy level would you assume for a 100- to 150-room hotel, and during what seasons, based on general occupancy information for New York and general occupancy levels nationally?
3. Propose some additional (logical) actions the town could possibly take to increase the visitor demand for this property?
4. Given the inexact information in the case, what would be a reasonable assumption to make regarding room nights from the Fort’s expanded (year-round) operations and from International Paper’s business?

GENERAL MANAGEMENT

1.What makes George David such a highly regarded manager?

2.How does David get things done through people?

3.What evidence can you see of David’s planning and strategizing, organizing, controlling, leading, and developing?

4.Which managerial competencies does David seem to posses? Does he seem to lack any

1.Why did the strategic plans adopted by companies like Level 3, Global Crossing, and 360 Networks fail?

2.The managers who ran these companies were smart, successful individuals, as were many of the investors who put money into these businesses. How could so many smart people have been so wrong?

3.What specific decision-making biases do you think were at work in this industry during the late 1990s and early 2000s?

4.What could the managers running these companies done differently that might have led to a different outcome?

1.Why did Dow Chemical first adopt a matrix structure? What benefits did it hope to derive from this structure?

2.What problems emerged with this structure? How did Dow try to deal with them? In retrospect, do you think those solutions were effective?

3.Why did Dow change its structure again in the mid-1990s? What was Dow trying to achieve this time? Do you think the current structure makes sense given the industry in which Dow operates and the strategy of the firm? Why?

1.Discuss McDonald's current situation from a human resource planning perspective.

2.Is McDonald's taking the best approach to improving its employer brand? Why or why not? If you were in charge of developing the McDonald's employer brand, what would you do differently?

3.Would “guerrilla” recruiting tactics help McDonald's attract more applicants? Why or why not? If so, what tactics might be effective?

1.What technological paradigm shift did Reuters face in the 1990s? How did that paradigm shift change the competitive playing field?

2.Why was Reuters slow to adopt Internet-based technology?

3.Why do you think Tom Glocer was picked as CEO? What assets did he bring to the leadership job?

4.What do you think of Glocer’s attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently?

ARAVIND

09901366442 – 09902787224