hft 4224 human relations - mtconsults.com
TRANSCRIPT
HFT 4224
HUMAN RELATIONS: A CUSTOMER ORIENTED APPROACH
Instructor: Professor Margie La Belle
Student Introduction
What is expected ?
Review syllabus and timelines
Exercise
Introductions
CLASS EXERCISE: CULTURAL DIVERSITY
A group activity to explore different ways creative teams can create a story using the
same designated word list.
Create a logical story that uses ALL of the words presented in the table below. Each
word may be used only once. You are limited to adding only verbs (e.g., elect,
push, was, drove). Articles (e.g., the, a, an). and prepositions (e.g., of, for, with,
from).
• Training
• Hospitality
• Development
• Communication
• Conflict triggers
• Technology
• Evaluation
• Hourly Employee
• Human Resource Manager
• Turnover
• Computer
• Woman
• Man
• Security Officer
• Ice
• President
• Orientation
• Baby
• Body Language
• Diversity
1. What is it?A process by which organizations ensure the effective use of their associates in the pursuit of both the organizational and individual goals.
2. HRM functions: Employment
Training and Development
Compensation and Benefits
HR Planning
EEOC
3. Employment Recruiting, screening, orienting, evaluations.
4. Training and Development On-the job, coaching, counseling, appraisal, job rotation,
special assignments, seminars, workshops and all types of training.
5. Compensation and Benefits Competitive rates of pay, health, life, pensions,
401”s,vacations.
6. HR Planning Forecasting, overall strategic planning of organizational
plans. e.g. downsizing, additional workforce etc.
7. EEOC USA Legal laws affecting hospitality(different for other
countries)
U
1. Fair Labor Standards Act (FLSA)
Passed-1938, service industries were exempt until 1967, by 1979 all provisions were in force. Covers minors, overtime, wages, equal pay.
2. Civil Rights Act of 1964-title VII - equal Pay 1963 - Age Discrimination in employment 1967
Bans discrimination against race, sex, religion, creed.
3. Equal Employment Opportunity Commission
Enforces CRA and expanded to cover sexual harassment.
4. Occupational Safety and Health Act of 1970 (OSHA) Safety
5. Americans With Disabilities Act of 1990 (ADA)
6. Family and Medical Leave Act of 1993
At least 12 weeks off w/out pay and return to same job.
7. Illegal Immigration Reform and Immigrant Responsibility Act of 1996 Laws regarding illegal aliens
8. Affirmative action? What is it?
1. Traditional - theory X
2. Scientific
Work is distasteful to
employees
What workers do is less
important than what they
earn
Not to many employees can
handle creativity, self
direction, self control.
Modern Model
Associate like work and want
to contribute to goals.
Associate are creative,
responsible and have self
control
Assumptions
Managers basic task is to
supervise and control
Manager breaks down tasks into
simple, repetitive. Easily learned
operations
Manager establishes detailed
work routines and procedures
and enforces them firmly but
fair.
Now the manager makes use of
untapped resources.
Create an environment in which
all associates can contribute to
the limits of their abilities
Encourage full participation on
important matters
Broaden associates self direction
and self control.
Policies
Workers can tolerate the work if
the pay is decent and the boss is
fair.
If the tasks are simple enough and
the workers are controlled, they will
produce
Expand associates self direction,
and self control will lead to direct
improvements;
Work satisfaction may improve
as a by-product of associates
making full use of their
resources.
Expectations
1. Productivity:Ratio of input to output. Drive up service levels, drive down cost. Training, training, training.
2. Diversity: The biggest challenge.Why? What’s happening?
a) Affirmative action- good/bad?
3. Retention of Associates:Biggest problem in our industry is turnover.
a) The cost is very high in all organizationsb) Associate satisfaction with their jobs.
4. Ways to build satisfaction:Select associates who want to be linked to the organization, realistic job interviews, improve quality, maximize job responsibility, integrate associates into the social fabric, have a genuine concern for the employee.
Challenges
1. What is personality?An individuals characteristics and behaviors, organized in a way that reflects the unique adjustments the person makes to his/her environment.
2. Factors that influence personality development.a) Genetics
b) Environment
c) Cultural
d) Social
e) Socialization
f) Life events
A. Genetics Certain characteristics are inherited; physical, reflexes, drives &
intelligence. We all use our respective traits to our advantage when interacting with other people.
B. Environment We acquire traits through our environment. E.G. Midwest vs.: NE. Western
world vs.: Far East. Inner city vs.: suburbs.
C. Cultural & Social Beliefs & values shared by people of a group transmitted from generation
to generation. EG. Language, skills, arts, religion, laws, customs.
D. Socialization Conditioning of behavior in ways that are acceptable to that person social
environment. EG. Pregnancy, abortions, 13 year olds from other cultures.
Career conflicts, get a job-stay home.
E. Life events Unpredictable happening that have a significant influence on future
behavior. EG. Forks in the road. Choices. We are what we are because of choices made in the past.
Terminal Value
A desired goal or end
Self respect
A comfortable life
Family security
Understanding
A sense of accomplishment
Instrumental Values
Means to achieve a desired
goal.
Honesty
Independence
Ambitions
Wisdom
Hard work
Something that is important to you.
Learning & Experience are the 2 greatest forces
Theoretical: discovery of truth.
Person is looking for facts not hunches
or intuition. Very successful in
handling complex problems.
Economic: What’s useful.
Getting things done in the most efficient
way. This persons measures success in
terms of profit, time saved, and
accumulation of resources
Aesthetic: artistic. Enjoys music,
art, literature. Values harmony.
Measures success by pleasing
customers and having attractive
presentations
Social: Genuine concern for others.
Kind, sympathetic, unselfish, enjoys
helping people.
Measures success by being helpful to
others.
Political: Interested in power and
influence.
Measures success by being in charge
and making decisions.
Religious: Unity. Believes
everything in life makes sense.
Typically does not do well in hospitality
type jobs.
1. Things that are important on the job: Reputation- organization
Advancement opportunities
Your desire to succeed
2. Values are a reflection of your personality. Who are you?
What do you like and dislike?
Is your personality and value system good enough for you to work in the hospitality Industry?
3. Box 2.9 class exercise.
1. Communication is the process of transmitting meanings
from sender to receiver.
a. Types
1) Interpersonal - one person to another
2) Organizational - down the corporate ladder
b. Other types
1) Interviewing
2) Small group communications
3) Mass communications
2. Communication is the process of transmitting meanings from sender to receiver.
Eight key elements:1) Ideas - message you want to send.
2) Encoding - clearly communicate the message.
3) Transmission - how to transmit it.
4) Noise - what’s the noise level.
5) Receiving - they mist receive the message.
6) Decoding - how are they decoding the message?
7) Action - what’s the desired action?
8) Feedback - when there is a breakdown you have to use feedback.
3. Symbols in communications (words either written or spoken)
They are often misunderstood
Can be abbreviations, pictures, misunderstood words
4. Nonverbal Communications
a) Body Language - most important
Sometimes done unconsciously
b) How important is timing??????
E.g.. Body clocks= are you a AM or PM person
o Are you sending the message to the right person?
o Are you giving the message to the right person?
Body Language= 55%
Tone of Voice= 38%
Actual Words= 7%
OBSTACLES TO COMMUNICATION REMOVING OBSTACLES
Difference in background,
education, past experience and
intelligence
Attitude, opinions, values
Prejudices
Assumptions/expectations
Emotions
Verbal Skills
Send the message clearly
Use language the sender will
understand.
Don’t assume they understand
Send the message at the best time
Send it to the right person
Choose the best means to send
Check for understanding
Listen and build a climate of trust
and respect
Be objective, avoid SLANG
1. Who has the problem?
A. You
Use I = responsible statements (use the I statement when trying to
resolve a difficult situation or problem)
High probability of a willingness to change, minimum negative
feelings of the party, you won’t injure the relationship.
B. The other person?
Two (2) common mistakes
1. poor empathy - put yourself in their place and try to see the problem
from their point of view.
2. Improper inferences - an assumption you make of a message. Make
sure you understand the message and if not ask questions.
Listen, listen , listen and repeat back (sometime takes several tries)
C. Avoid roadblocks pg69
1. Threatening, preaching, advising, judging, name calling,
persuading, probing, avoiding the problem, ordering, agreeing
1. Change: any alteration of the status quo.
2. Organizational Change:A. Anticipatory. e.g. seasonal hire more employees
B. Reactive. e.g. 911, competition changes rates
C. Incremental e.g. small changes. More rooms, new spa
D. Strategic. e.g.. New time share wing. Outsourcing
3. Individual change:How it affects you. Like or dislike?
1. Surprises
2. Safe status quo
3. Find out what the change is all about
4. Conflict: opposition/antagonism towards other individuals or
things.
5. Conflict Triggers
A. Ambiguous Authority
Unclear job boundaries
B. Communication breakdown
Don't fully understand what is happening. e.g. memos
C. Unreasonable rules/procedures
D. Unrealized expectations
Personal/professional work
6. Stress: feeling anxiety, pressure and/or tension
A. Many reasons why people get stressed-out.
Do box 4.4 pg.107 -homework
Demographic differences
Irrational beliefs
Type of personality= do exercise pg 114-in class
B. Don’t get burned-out.
Take steps to lessen stress
Diet, physical fitness, relaxation techniques
C. Manage time effectively
To-do-list, work/reward approach, are you an AM or PM person,
read standing up-it makes you read faster
1. Decide on the best solution Examining the risk, economy, feasibility, acceptability and objectives.
Convert the decision to action and follow up.
2. Problem solvingThe chief difference between decision making and problem solving is that extra steps are involved in the beginning.
Describe the problem
Search out the causes and get all the facts before you continue on with the rest of the steps described in good decision making.
3. Ways people approach decision making: Logical, intuitive, indecisive, impulsive
1. It’s important to recognize which
decisions are
important/unimportant.
What can wait
What needs to be decided NOW!
Timing can be very important
2. Steps in logical decision making
Define problem and set objectives
Get the facts
o who, what, where ,how, when &
why!!
Have alternative solutions
Analyze consequences of decision
Implement and evaluate results
3. Problem solving
a. Group decision making is not a
cure all or magic potion for
problem solving however,
b. When team members are used to
working together they contribute
Specialized expertise
Differing perspectives within a
common goal
Usually have a leader that
keeps the group on tract
c. Usually these types of groups are
noted for their superior decision
making skills and are often
rewarded.
1. Make sure the decision is yours to make.
2. Calculate the risks
3. Keep an open mind when investigating problems
4. Face decisions promptly
5. Think about timing
6. Make sure you are not a part of the problem.
7. Sort out important decisions from inconsequential ones.
8. Be alert to signs of problems.
9. Learn from your decisions
Are you left brain/right brain? Page 139
How creative are you? Box 5.3 page 143
1. Recruiting
Locating and attracting qualified job applicants.
Closely linked to the recruiting process.
Our industry has the highest turnover especially at the entry level.
The managerial level is constantly looking for good associates to
meet their demands.
2. Planning
Determining need and developing a strategy
Balancing supply and demand
1. Recruiting Supply, demand
2. Selectinga) Internal, external
b) Initial screening and secondary screening
1. Know laws page 163 will differ with countries
2. What can you ask, what can’t you. Pg. 167
3. Screening Interview
Introvert, extrovert
Pride
Responsibility
Energy
1. Reference, background check
2. Other considerations
Where possible hire from within
Look beyond the resume
3. Orientation
Turnover, profit
a) High cost of turnover
b) Develop good orientation programs
Associated will be better prepared.
Turnover rate will drop
1. Training is the process of providing associates with specific skills or helping them correct deficiencies in their current performance.
2. Development is the process of providing associates with the experience and attitudes needed for success in the future. Keep individuals up to date
Increase effectiveness in the management force
Strengthen managements satisfaction with its jobs
Prepare managers for future positions
3. Needs analysis Use teamwork, take responsibility, show a “yes I can”
attitude.
1. Types of training
a) Skills
Usually done in orientation
The does and don’t of the job and company
b) ABC’s of training.
Apologize for the problem
Be understanding
Correct the problem quickly
c) If it can’t be solved
Discuss what the customer wants
Explain what action you will take
Follow through on what you agreed to do.
1. Team Training - promotes effective intragroup cooperation to increase productivity
2. Cross-training - training individual in other areas of your operation.
a) Usually done by job rotation.
Associates get to know other associates and their job functions.
Associates can help out if someone is late, sick or other emergency arises.
Lowers job boredom .
Expands knowledge of the entire operation.
b) Games - used to introduce and/or reinforce important concepts.
c) Do exercise Box 7.1 Jeopardy
1. Cost of Training - is very expensive
Training benefits accrue when large groups of associates are involved so, the cost per participants drops. See table 7.1, 7.2 and 7.3. page 199.
2. Performance Appraisals - systematic observation, evaluation and description of work related behavior.
3. The most common are:a) Graphic related scales
Most widely used method. Its inexpensive, covers a wide range of jobs and easy to complete. See figure 7.1 pg. 198
b) Paired comparison method
Comparing each associate who does the same job across the organization
c) Critical incident technique
Reporting of observed job-related behaviors.
4. Rating Errors: go to page 214
a) Most managers try to be objective, many are guilty of rating errors
caused by bias. Some of the most common:
Halo error
Supervisors generalize about an associate. E.g. sally is such a
poor dresser she must have trouble getting along with her co-
workers. Or Jim is always on time he must be so motivated,
dependable and productive.
b) The Severity, Leniency, Central tendency error (rates everyone
around the middle)
Lots of problems when pay and promotions are based on
performance.
5. Rating Errors Continued:
6. Contrast errorManagers fail to rate each associate independently.
7. Similar to me errorRater tends to rate higher on associates that are similar to them.
8. Recency errorRater fail to consider the whole period and bases rating on a recent
performance
9. Dealing with rating errors Train managers and raters how to evaluate fairly
Clearly enunciate what is being evaluated
Discuss common rating errors with manager/raters and outline what can be done to correct them.
10.Personal Development PlansFocus on new/better ways to develop associates to improve service,
reduce turnover, enhance job satisfaction etc.
1. What is Motivation - from the Latin verb MOVERE ---to move
Motivation is a set of forces that cause people to behave in certain ways.
An associates desire and commitment manifested as effort
Exerting high levels of effort towards a goal
2. Select Theories of Motivation:Content theories
Attempts to explain what arouses, energizes or initiate behavior.
o Two (2) factor theory and need achievement theory
3. Two (2) factor theory=Hygiene and Motivatorsa) Hygiene (which is a money factor) prevents job dissatisfaction
b) Motivators create satisfaction (recognition, responsibility, advancement and growth)
c) Go to Box 8.1
4. Needs achievement Explains peoples need to achieve and the means they use in doing so.
They like to take responsibility for finding solutions.
They are moderate risk takers - not high
They like feedback
5. Process Theories
a) How behavior is initiated, redirected and halted.
b) Goal Setting Theory
managers should have clear, specific goals and let associates participate
in the process. Give associates feedback
c) Equity Theory
Individual need to feel that the reward to work ratio is fair.
Perceived fairness is critical to the motivation process.
o This theory involves personal perceptions.
o Perceived fairness plays an important roll. If the associate believes
they are being shortchanged, even if they are not, It can have a
negative effect on their work performance.
6. Learning Theories:
Help explain how behavior is comprehended, reinforced, weakened and terminated.
Thorndike's “law of effect” holds people are more likely to do things for which they are rewarded and avoid things that will bring about discomfort or punishment.
7. What are some learning intervention strategies?a) Positive reinforcement - usually involves rewards
Not all associates perceive rewards in the same way.
b) Negative reinforcement
gets people to do things so that they are not embarrassed or punished.
c) Extinction
Failure to reinforce behavior. So terminate the reinforcement
d) Punishment
Aversive stimuli - reprimanding someone for poor performance
1. Developmental feedback: superiors convey information to
associates regarding performance that needs improvement
a) Pre-discussion
prepare in a non threatening way
b) Discussion
Setting a plan of action with associate for improvements and goal setting
as well as time frames
c) Post-discussion
How are things going. Pinpoint areas of difficulty
8. Motivating Hospitality AssociatesMoney is a very strong motivator in the Hospitality Business as compared to Industrial workers. See table 8.1
Hertzberg's theory of Hygiene factors indicate MONEY is the most important motivator for Hospitality Associates.
Examples include:
o Cash for College
o Incentive based rewards
See page 230 for some innovated ways hospitality organization use incentive based rewards and bonus’s
9. Creating an Overall ProgramCombining monetary and psychology rewards
Use of praise. Service recognition awards, extra days off, giving cash bonus’s on the spot, free lunch and breakfast on shift, offering child care and other house services.
10.Research shows that hospitality firms do better with rewards when compared with international firms
2. The Role of Power How to influence people to do something he/she would not otherwise
do
3. Reward Power A form of positive reinforcement
4. Coercive Power Based on fear
5. Legitimate Power The further up the ladder, the more power
6. Referent Power Charismatic power: someone who is loved, respected and trusted.
7. Expert Power Experience and formal training
8. Employee Assistance Programs and other Support Effects.
a) Substance abuse
2 types of programs: internal, external
Programs are developed and implemented in the HR department
and are confidential. Do exercise 9.1
b) Child Care
Offer service
Supply information
Provide financial support
9. Effective disciplining
Type 1 - doesn't intentionally break the rules.
Type 2 - will occasionally break the rules
Type 3 - will break rules whenever they can get away with it
Type 4 - an employee with a constant problem
10.Types of discipline
Negative - do it or else
Positive – Two (2) way communication
11.Administration of Discipline
a) Rules/Reg. Must be specific
b) Must be communicated
c) Must be consistent
d) Individual circumstances must be considered
e) Progressive discipline should be employed
First violation - oral warning
Second - oral warning noted in file
Third - written warning
Fourth - suspension
Fifth - discharged
12.Employment At will - usually 90 days
Exceptions= torts and contracts. A tort is a civil wrong
1. The Challenge - repeat customers Most amenities started in the 80’s are now taken for granted. The key
to success is to capture the market through exceptional customer service
2. Create the right philosophy.a) What is the organizations service goal and service strategy?
Win customers future business and loyalty
Anticipate their needs and exceed their expectations
b) What is the cost of poor service?
An unhappy customer usually tells approximately 10 or more people about a bad experience.
o If the service is exceptional, most guests do not tell right away.
3. The right philosophya) Every associate smiles at a guest within 10 feet of the guest. Every
associate gives a greeting within 5 feet of the guest.
b) Mission statement and training is crucial to exceptional customer service and expectations.
4. The cost of poor service: Usually very high. Disgruntled customers have an impact on other
future and repeat business.
5. Dealing with some of the pitfalls:a) Address inflexible policy and rules
E.g. F & B. service hours, late early check-out, specialty services, staying later than shift. Etc. Not enough empowerment delegated
b) Have well designed orientation/training programs
c) Associate motivation plan
Some establishments have $$$$$$ to spend to solve problems.
Discuss the following scenarios in terms of
• empowerment,
• customer satisfaction,
• training/orientation
• etc.
You are working as a Banquet server in the FIU Hotel. Oneentrée on the menu is sea scallops, which are breaded anddeep-fried. A guest asks you if she can have the scallopsbroiled instead. You ask the chef, who informs you that he willnot permit any changes to the banquet items. The CSM(Conference Service Manager) is busy with another problem, theDirector of Sales is in a deep discussion with a future client,the Banquet Caption is helping with a service food cart thatjust fell over-full of food and the dining room manager andCatering manager are in a closed room with the GeneralManager.
Questions
1. What should you as a server do about the situation?
2. How would you handle the chef?
empowerment, customer satisfaction, training/orientation
You are the Morning Desk Clerk in a large motel just off an
interstate highway near the Omni hotel in Tampa, Florida. A
guest has just come to the desk to checkout. He is
complaining that he could not sleep because in the next room
that continued until after 3am. He claims that repeated calls
to the desk produced no results. The desk clerk checks to see
if the night auditor left any Moment of Truth (MOT) or Cycle of
Service (COS) reports for him. He can’t find any.
Questions
1. How should Desk Clerk handle the situation?
2. What is the limitations?
empowerment, customer satisfaction, training/orientation
You are the front desk supervisor at a seaside resort. Half the rooms and suites face the sea, the other half face slightly inland. One guest who was checked in by a clerk on an earlier shift assigned the guest to a room with an inland view. The rate is $119.00. The guest is now at the desk stating that he had reserved a room with a view of the ocean. The reservation record confirms his statement, but you have no ocean view rooms left at $ 119.00. However, there are 3 suites with ocean views available, but all have various rates well over $250.00.
Questions
1. What should you do? Give him the suite or not?
2. What about the price of the room?
empowerment, customer satisfaction, training/orientation
6. What does the customer want?
a) Get feedback and incorporate into service delivery.
b) Create good first, middle and last impressions
What do you think is the most important one??????
o WHY???????
c) Always address the 5 dimensions of service:
1) Personal reliability - provide dependable/accurate service. Do it right the
first time.
2) Tangibles - physical appearance of everything- so clean and neat it
sparkles
3) Responsiveness - prompt service NOT pass the buck
4) Assurance - knowledge, trust and confidence
5) Empathy - provide caring. Understand the customers viewpoint.
7. Handle complaints effectively;
a) Listening carefully
b) Use eye contact
c) Ask questions
d) Paraphrase the customers’ complaint
e) Apology for any inconvenience
f) Work to resolve the problem
Always look for a win-win scenario.
8. How much Service is sufficient
Depends on the traveler or guest.
Learn to anticipate. Training, training, training
1. Culture
An acquired knowledge that people use to interpret experience
and generate social behavior.
a) It helps dictate the way people are expected to behave.
b) It is passed on from one generation to another
c) It is symbolic.
Consists of more than just words. Body language, non-verbal
gestures.
d) Culture is diverse and mistakes are often unavoidable
Knowledge, training and insights can minimize these errors.
Cultural dimensions make nations unique
2. Cultural Dimensiona) Power distance
Sub groups accept the fact that power is distributed unequally.
b) Individualism
People look after themselves and immediate family ONLY.
c) Collectivism
People belong to groups and look only after the group in exchange for loyalty.
d) Masculinity
Dominant values are success, money, material things
e) Femininity
Dominant values are caring for others and the quality of life
f) Uncertainty Avoidance
Threatened by ambiguous situation
g) Time
Long/short term time orientations
3. Putting it all together:a) Clusters - See page 327- discuss clusters and sub-groups
4. Human resource/relations practices are different from those in the US
a) They are not universal
Always study and check out the needs of other clusters than your own so that issues can be addressed properly.
5. French- one examplePride in quality of work, frown on overtime, have the longest vacations, divide personal/work life, never use a firm handshake grip, never discuss business during a meal, neatness and taste is very important, pace of activity in business is slower, fascinated with people that disagree with them.
1. The nature of service; anything of value other than material
things that a person provides in exchange for something.
2. Three (3) laws of service:
a) Satisfaction = perception = expectation
Doing things better than expected or differently
b) First and Middle impressions are important.
c) A service oriented attitude alone will not assure good service;
Must have an infrastructure that can promote and deliver good service.
Closely related is motivational feedback.
ABC’s of Service:
Antecedent - happens before a behavior occurs.
E.g. we expect a large group at 2pm
Behaviors - a response to the antecedent
Consequences - outcome of the behavior
3. Strategy: develop a competitive advantage.E.g. price, speed, unique skills
4. Develop a good market nicheOffer outstanding service to the niche
Focus on value added services
A complementary approach
Evaluations customer feedback surveys.
Customer Feedback
Ten (10) areas where customer feedback is primarily looked at and
evaluated:
1. Reliability
2. Responsiveness
3. Competence
4. Access
5. Courtesy
6. Communicate
7. Credibility
8. Security
9. Understanding
10. Tangibles
Strategy for Service Recovery
1. First---apology
2. Make amends that are greater than the mistake
3. Have a system for resolving problems
4. Empower the associates
1. Hospitality Industry is extremely diverse in:
Age, gender, ethnicity, education
2. It’s important for organizations to due a number of important
things.
Train the management staff to deal effectively with diverse groups in
your organization.
Develop non-biased test for evaluations and selection of employees
Have mentor programs TO ASSIST MINORITIES.
3. Ethics:A set of moral principle and values used to answer questions of right and wrong.
Make everyone aware of ethical standards
Set good personal examples
Recognize and reward exceptional ethical behavior
Discipline and dismiss those who violate the organizations ethical codes.
4. DiscriminationTakes on a number of forms
Sexual harassment
Low salaries
Lack of promotions
5. ADA
6. Dealing with disabilities and the new laws.
a) Redesign physical facilities
b) Provide training
c) Don’t discriminate against handicapped associates
7. Hospitality Industry is demanding the personal cost is the
guest.
8. Help associates deal with stress, self esteem, anxiety
MAY THE FOURTH BE WITH YOU
1. 4th largest city
Mexico city Mexico
New York USA
San Paulo, Brazil
Tokyo-Yokohame, Japan
Seoul, South Korea
2. 4th largest ocean
Indian ocean
Arctic ocean
Mediterranean Sea
Pacific ocean
Atlantic ocean
3, 4th person in Space
Allen Sheppard
John Glenn
Gherman Titov
Yuri Gagarin
4. 4th largest river
Amazon
Nile
Tangtze Kiang
Ob
5. 4th largest island
Borneo
New Guinea
Madagascar
Greenland
6. 4th Planet from the Sun
Mars
Earth
Venus
Jupiter
Mercury
ANSWERS
1. SEOUL
2. ARCTIC
3. JOHN GLENN
4. TANGTZE
5. MADAGASCAR
6. MARS