What is the main responsibility of a cruise ship's purser?

Managing passenger accounts and finances

Leading entertainment activities

What role does a cruise ship bartender primarily fulfill?

Serving drinks and cocktails to guests

What is the primary duty of a cruise ship's housekeeping staff?

Cleaning and maintaining passenger cabins

Performing onstage entertainment

Careers on a Cruise Ship

Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follett’s Organizations as communities The Hawthorne studies Maslow’s theory of human needs Mcgregor’s Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published “adminisration Industrielle et Generale” (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follett’s Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating “communites” of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New “social setting” led workers to do good job Good “Human relations” = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslow’s Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human “needs,” also has had a major impact in the behavioual apporach to management Maslow’s hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregor’s Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyris’s theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No “one best way” to manage The “appropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on “hard facts” about what really works

Gender discrimination refers to the unjust treatment of individuals based on their gender. It can also be refers to as when people are denied their rights and access to resources based on their sex. It often results from stereotypes, biases, and unequal power dynamics in society. It manifests in various forms and contexts, such as education, employment, politics, and everyday interactions. Examples of gender discrimination include: • Pay disparities between men and women in the workplace. • Limited educational opportunities for girls compared to boys in certain communities. • Stereotypical expectations regarding gender roles and behaviors, such as girls being discouraged from pursuing careers in STEM fields. • Harassment and violence targeted at individuals who do not conform to traditional gender norms. Gender discrimination not only violates individuals' rights and dignity but also perpetuates inequality and hinders social progress. It can lead to negative consequences for individuals' well-being, self-esteem, and opportunities for personal and professional growth. Additionally, gender discrimination reinforces harmful stereotypes and reinforces rigid gender norms, limiting everyone's freedom to express themselves authentically THE FOLLOWINGS ARE WAYS OF ADDRESSING GENDER DISCRIMINATION: Addressing gender discrimination requires a) Collective efforts from individuals, communities, and institutions. b) It involves challenging stereotypes, c) Advocating for policy changes. d) Promoting inclusive practices, and fostering respect and empathy towards people of all genders. e) By raising awareness. f) Promoting education, and g) Taking action to combat gender discrimination. h) Creating a more equitable and just society where everyone has the opportunity to thrive.

Singapore, a city-state that imports most of its food from other countries, started experimenting with vertical farming to scale up local food production as early as 2009. Having limited land but a large population, Singapore has expanded upward by building high-rise “farm walls,” which allow plants to grow up, rather than across the land. With a population of 23 million, Taiwan should follow Singapore’s example and develop vertical farming because this farming method can address issues such as limited land, water, and agricultural workers. 2 First, the rainwater-driven rotary system in vertical farms makes better use of land and, therefore, may help deal with the farmland issue in Taiwan. Taiwan has lost a lot of agricultural land to industrial and domestic use. This land issue can be addressed by the rotary system, which allows farmers to move racks of plants—one by one—as high as nine meters up in the air to get enough sunlight. Each vertical farm in Singapore has more than 20 racks of rotating plant-growing containers, providing an efficient way to make the most of limited land space. 3 Second, aside from the efficient use of land, the rotary system helps save water, which can prevent a lack of water during water rationing. Despite the fact that Taiwan has a lot more annual rainfall than the world average, much of it quickly flows down steep mountains into the sea, which makes collecting rainwater difficult. In vertical farms, plants are watered by recycled rainwater precisely where they need to be when the racks are rotated down to the micro-sprinklers. Singapore’s urban farming has proved that this sustainable irrigation method allows plants to be grown with only 5% of the water used in traditional agriculture. 4 Third, the operation of vertical farms relies greatly on machines and thus may ease the problem of having a declining number of agricultural workers. Low pay, long hours, and tough working conditions on traditional farms mean most young people would rather choose other careers, which results in an age gap in agriculture with many more older workers than younger ones. Such a negative impact could be reduced by the highly-computerized work on vertical farms. Mostly operated by machines, the work on vertical farms is lighter. As a result, fewer workers are needed on vertical farms. 5 Given these points, vertical farming appears to be the perfect solution for Taiwan, and we are technologically prepared for this new farming method. One biotechnology company in Taiwan has been working with a Danish partner since 2020, and they have successfully run a vertical farm in Copenhagen. If we can build more vertical farms in Taiwan, many agricultural issues can be dealt with, and city citizens may be able to start growing and harvesting food sustainably at the touch of a button.

Instructions: Please answer the following questions to test your understanding of aptitudes and interests. 1. What are Core Drivers (Talents) in the context of aptitudes and interests? a) Abilities that are developed through education b) Natural gifts that predict job effectiveness and contentment c) Interests that change over time d) Personality traits 2. Determine how effective and satisfied you'll be doing a particular kind of work. a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 3. Which Core Driver is associated with the knack for organizing things in a sequential and systematic manner? a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 4. What is the primary role of Space Planners in careers? a) They are responsible for interior design b) They read maps and blueprints c) They generate creative ideas d) They manage financial accounts 5. Which Core Driver relates to the ability to mentally translate two-dimensional images into three-dimensions? a) Visual Comparison Speed b) Numerical Reasoning c) Spatial Visualization d) Sequential Reasoning 6. What type of individuals are known as 3D Visualizers? a) Those who excel in visual art b) People who can quickly process numerical data c) Individuals who can mentally create 3D models from 2D representations d) Creative writers 7. How do Brainstormers differ from Concentrated & Focused individuals in terms of generating ideas? a) Brainstormers generate more ideas b) Concentrated & Focused individuals generate more ideas c) They generate ideas at the same rate d) Both groups struggle to generate ideas 8. What is the primary advantage of having high Visual Comparison Speed? a) It helps in artistic endeavors b) It is useful in complex mathematical problems c) It aids in tasks requiring clerical detail and accuracy d) It enhances spatial visualization 9. Which career is NOT associated with the Core Driver: Visual Comparison Speed? a) Fire Inspector b) Astronomer c) Creative Writer d) Orthoptist 10. What is the main focus of Numerical Reasoning? a) Identifying numerical patterns and trends b) Analyzing historical data c) Solving abstract problems d) Communicating effectively 11. Which Core Driver involves the ability to rapidly draw conclusions from seemingly unrelated pieces of information? a) Numerical Reasoning b) Idea Generation c) Spatial Visualization d) Inductive Reasoning 12. What is the primary characteristic of Diagnostic Problem Solvers? a) They follow a logical step-by-step method of problem-solving b) They rely on specific information and observed experience c) They intuitively leap to conclusions based on limited information d) They are meticulous and deliberate in decision-making 13. What is the role of Fact Checkers in the problem-solving process? a) They intuitively provide solutions b) They rely on specific information and observed experience c) They enjoy acquiring new information and learning d) They make conclusions based on limited facts 14. In what type of role are Abstract Thinkers most comfortable? a) Counseling b) Law c) Marketing d) Construction 15. How can understanding your Core Drivers benefit collaborative work? a) It allows individuals with similar aptitudes to work together more effectively b) It creates conflicts within the team c) It doesn't affect collaborative work d) It makes collaboration more challenging 16. Which Core Driver is associated with processing complex mathematical problems logically? a) Visual Comparison Speed b) Numerical Reasoning c) Sequential Reasoning d) Idea Generation 17. What are Collaborative Planners more likely to do in a team project? a) Lead the team b) Create individual pieces of a project c) Solve abstract problems d) Generate creative ideas 18. How can understanding your aptitudes and interests help you make informed career choices? a) It guarantees job satisfaction b) It allows you to align your career with your strengths c) It helps you choose any career at random d) It has no impact on career decisions 19. Which Core Driver affects whether your thoughts go in several directions at once or follow single ideas more readily? a) Visual Comparison Speed b) Numerical Reasoning c) Idea Generation d) Inductive Reasoning 20. What is the primary characteristic of Idea Contributors? a) They generate creative ideas b) They discuss the big picture and next steps c) They are highly focused and detailed d) They follow a logical step-by-step approach 21. What is the role of Space Planners in the problem-solving process? a) They intuitively provide solutions b) They rely on specific information and observed experience c) They quickly organize information d) They create abstract plans 22. Which Core Driver is linked to the ability to see relationships in seemingly unrelated pieces of information? a) Spatial Visualization b) Inductive Reasoning c) Idea Generation d) Visual Comparison Speed 23. Which career is NOT associated with the Core Driver: Numerical Reasoning? a) Statistician b) Survey Researcher c) Chef d) Actuary 24. What are Core Drivers, and why are they important in the context of aptitudes and interests? a) They are educational qualifications b) They are interests that change over time c) They are natural gifts that predict job effectiveness and contentment d) They are personality traits 25. How can understanding your Core Drivers benefit collaborative work? a) It allows individuals with similar aptitudes to work together more effectively b) It creates conflicts within the team c) It doesn't affect collaborative work d) It makes collaboration more challenging Answers: b) Natural gifts that predict job effectiveness and contentment a) Visual Comparison Speed d) Sequential Reasoning b) They read maps and blueprints c) Spatial Visualization c) Individuals who can mentally create 3D models from 2D representations a) Brainstormers generate more ideas c) It aids in tasks requiring clerical detail and accuracy c) Creative Writer a) Identifying numerical patterns and trends d) Inductive Reasoning c) They intuitively leap to conclusions based on limited information b) They rely on specific information and observed experience b) Law a) It allows individuals with similar aptitudes to work together more effectively b) Numerical Reasoning b) Create individual pieces of a project b) It allows you to align your career with your strengths c) Idea Generation b) They discuss the big picture and next steps c) They quickly organize information b) Inductive Reasoning c) Chef c) They are natural gifts that predict job effectiveness and contentment a) It allows individuals with similar aptitudes to work together more effectively

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