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