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• Front Matter
• PREFACE
• NEW TO THE EDITION
• A NOTE FROM DENNEY
• CONTRIBUTORS
• ACKNOWLEDGMENTS
• CHAPTER ONE: OVERVIEW
• 1.1: INTRODUCTION
• INFLUENCES
• INTRODUCTORY READINGS
• 1.2: THE HOTEL DEVELOPMENT PROCESS
• INTRODUCTION
• THE DEVELOPMENT COMPANY
• THE FEASIBILITY STUDY
• CREATION OF THE OWNERSHIP ENTITY
• THE DEVELOPMENT AGREEMENT
• SELECTING A FRANCHISE
• SELECTING AN ARCHITECT
• SELECTING A GENERAL CONTRACTOR
• FINANCING THE PROJECT
• RAISING THE EQUITY INVESTMENT FUNDS
• SELECTING THE MANAGEMENT COMPANY
• CONCLUSION
• PUTTING IT ALL TOGETHER—THE STORY OF AN EXTENDED-STAY HOTEL DEVELOPMENT PROJECT
• POSTSCRIPT
• 1.3: THE ART AND SCIENCE OF OPENING A HOTEL
• BLUEPRINTS
• MODEL ROOM
• PRE-OPENING STAFF PLAN
• PRE-OPENING BUDGET
• OPERATIONAL SUPPLIES AND EQUIPMENT (OS&E)
• PURCHASING, WAREHOUSING, DELIVERY, AND INSTALLATION OF THE OS&E
• INTERIOR GRAPHICS PACKAGE
• THIRD-PARTY VENDORS
• HUMAN RESOURCES
• OPENING DAY
• 1.4: ON-LINE PRICING: AN ANALYSIS OF HOTEL COMPANY PRACTICES
• HOTEL PRICING ON THE WEB
• Table 1.1: Reservation Cost By Distribution Channel
• METHODOLOGY AND LIMITATIONS OF THE STUDY
• SUMMARY OF RESEARCH FINDINGS
• Table 1.2: Channels Used By Major Hotel Brands (n = 45)
• RATES AVAILABLE
• Table 1.3: Number of Rates Offered to the Customer
• Table 1.4: Average Rates Offered to the Customer
• Table 1.5: Market Sector Analysis (Lowest Rates)
• Table 1.6: Market Sector Analysis (Highest Rates)
• DAWN OF A NEW WAY
• 1.5: FACE RECOGNITION AND NAME RECALL: TRAINING IMPLICATIONS FOR THE HOSPITALITY INDUSTRY
• INTRODUCTION
• THEORETICAL FOUNDATIONS OF FACE RECOGNITION
• Figure 1.1: Selected Examples of the Importance of Face Recognition and Name Recall in Full-Service Hotels
• TRAINING FACE RECOGNITION
• THEORETICAL FOUNDATIONS OF NAME RECALL
• TRAINING FOR NAME RECALL
• MANAGERIAL IMPLICATIONS
• Figure 1.2: Summary of Key Points and Name Recall Training
• Figure 1.3: A Taxonomy of Customer Interactions for Hospitality Firms
• FUTURE DIRECTIONS
• ENDNOTES FOR SECTION 1.5
• 1.6: SPAS AND THE LODGING INDUSTRY
• OVERVIEW
• SPA DEMAND
• HEALTH ISSUES AND SPA DEMAND
• SPA CLASSIFICATION
• Table 1.7: Most Frequently Reported Principal Medical Conditions
• DESTINATION SPAS
• RESORT SPAS/AMENITY SPAS
• DAY SPAS
• MEDICAL SPAS
• MINERAL SPRINGS SPAS
• CLUB SPAS
• SPA OPERATIONS
• SPAS AS AN OPERATING DEPARTMENT
• CUSTOMER SERVICE TRAINING
• PROVIDE VALUE, CREATE VALUE
• HOW BIG SHOULD IT BE?
• RESORT SPAS
• DAY SPAS
• MEDICAL SPAS
• TREATMENT TYPE VERSUS REVENUE
• SPA TRENDS
• ON-SITE INDUSTRY TRENDS
• GLOBAL INDUSTRY TRENDS
• CONCLUSION
• BUSINESS PROBLEM ANALYSIS
• PROBLEM
• BACKGROUND/STATUS QUO
• The Westin Century Plaza, a Commercial and Convention Property
• Facilities of Spa Mystique in the Westin Century Plaza
• Guest Utilization Data
• The Problem
• SOLUTIONS
• After a Sales and Marketing Evaluation
• Evaluation of Competitors’ Price Structure
• Modified Staffing
• Performed Wage Audit
• 1.7: RESORT SPAS: HOW ARE THEY MASSAGING HOTEL REVENUES?
• SPA INDUSTRY GROWTH
• RESORT SPAS FROM A MARKETING PERSPECTIVE
• SPAS AS MAJOR PROFIT-GENERATING CENTERS
• CONTRIBUTION OF A SPA TO RESORT REVENUE
• Table 1.8: Spa Contribution Calculation Method
• WAYS FOR BOOSTING SPA REVENUE
• DISCUSSION AND CONCLUSION
• 1.8: AS I SEE IT: A RITZ-CARLTON SPA DIRECTOR
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER TWO: ORGANIZATION
• 2.1: INTRODUCTION
• CLASSIC ORGANIZATION
• Figure 2.1: Typical Hotel Organization Chart
• LINE FUNCTIONS
• STAFF FUNCTIONS
• ORGANIZATIONS FOR THE MODERN ERA
• 2.2: ORGANIZATIONAL DESIGN
• THE ELEMENTS OF ORGANIZATIONAL STRUCTURE
• STATIC PRINCIPLES OF ORGANIZATIONAL DESIGN
• THE HOTEL FUNCTIONAL ORGANIZATIONAL DESIGN
• Figure 2.2: Typical Hotel Organization Chart
• STRENGTHS AND WEAKNESSES OF A FUNCTIONAL ORGANIZATION
• HOW MEETINGS HELP COORDINATE THE ACTIVITIES OF A HOTEL
• Table 2.1: Typical Meetings Structure for a Major Hotel
• 2.3: AS I SEE IT: HOTEL ORGANIZATION STRUCTURE
• Figure 2.3: Reverse Organizational Chart
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER THREE: GENERAL MANAGERS: A VIEW AT THE TOP
• 3.1: INTRODUCTION
• 3.2: A CONCEPTUAL FRAMEWORK OF THE HOTEL GENERAL MANAGER’S JOB
• Figure 3.1: Influences That Shape the General Manager’s Job
• JOB DEMANDS AND RELATIONSHIP ISSUES
• Table 3.1: Key Job Demands and Relationship Issues of Hotel GMs
• THE SHORT RUN
• THE INTERMEDIATE RUN
• THE LONG RUN
• ROLES PLAYED BY A GENERAL MANAGER
• Table 3.2: General Managerial Work Roles
• MANAGERIAL WORK ROLES AS OPERATIONAL CONTROLLER
• Table 3.3: Combining Managerial Work Roles and Job Functions in Defining the GM’s Job
• MANAGERIAL WORK ROLES AS ORGANIZATIONAL DEVELOPER
• MANAGERIAL WORK ROLES AS BUSINESS MAINTAINER
• CONCLUSION
• 3.3: GROOMING FUTURE HOSPITALITY LEADERS: A COMPETENCIES MODEL
• COMPETENCY MODELS
• USING COMPETENCY MODELS
• LEADER COMPETENCIES FOR THE LODGING INDUSTRY
• Table 3.4: Self-Management: Dimensions of a Competency Factor
• Table 3.5: 99 Lodging Competencies
• KEY COMPETENCIES IDENTIFIED
• Table 3.6: Leadership Competency Model for the Lodging Industry
• USING INDUSTRY-WIDE COMPETENCY MODELS
• 3.4: AS I SEE IT: WHAT I DO
• THE OTHER STUFF
• IF IT WEREN’T HARD, EVERYONE WOULD DO IT
• SIX DEGREES OF SEPARATION
• “WHAT MAKES THE MUSKRAT GUARD HIS MUSK? COURAGE!”
• JUST SAY NO
• 3.5: A DAY IN THE LIFE OF A HOTEL GENERAL MANAGER
• 3.6: A SNAPSHOT FROM A GENERAL MANAGER OF A RITZ-CARLTON CLUB AND RESORT
• OVERVIEW
• MY DAILY CONTRIBUTIONS
• 3.7: MINI-CASE: SUNSET HOTELS AND SUITES
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER FOUR: OPERATIONS—ROOMS
• 4.1: INTRODUCTION
• 4.2: A DAY IN THE LIFE OF THE FRONT OFFICE MANAGER
• 4.3: YIELD MANAGEMENT: CHOOSING THE MOST PROFITABLE RESERVATIONS
• INTRODUCTION
• BASIC CONCEPTS OF YIELD MANAGEMENT
• AN OLD PROFESSION
• RATE CATEGORY CONTROLS
• Table 4.1: Hypothetical Room Rate Structure
• LENGTH-OF-STAY CONTROLS
• Table 4.2: Hypothetical Stay-Length Forecast
• GROUPS: RATES, DATES, AND SPACE
• CONCLUSION
• CASE STUDY: THE POWER OF INFORMATION
• THE REVENUE MANAGEMENT GAME
• OBJECTIVE
• RULES
• Table 4.3: Reservation Requests
• Table 4.4: Booking Grid for Five Room Hotel
• GAME DISCUSSION POINTS
• 4.4: THREE DECADES OF REVENUE MANAGEMENT: WHAT’S NEXT?
• INTRODUCTION
• Table 4.5: List of Interviewees
• CRM AND RM
• PRICING, SEGMENTATION, AND PACKAGING
• GROUP RM
• ORGANISATIONAL STRUCTURE
• CONCLUSION
• 4.5: CONCIERGE (CONE-SEE-AIR-J)
• LAST THOUGHTS
• 4.6: AS I SEE IT: MANAGEMENT OF THE FRONT OFFICE
• BELLSTAND
• FRONT DESK
• GUEST RELATIONS
• SPECIFIC CUSTOMER PREFERENCES
• REQUESTS AND INCIDENTS
• A DAY IN MY LIFE AS A FRONT OFFICE MANAGER
• 4.7: TO CHANGE OR NOT TO CHANGE: A CASE STUDY AT THE FRONT DESK
• 4.8: MINI-CASE: THE NEW FOM
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER FIVE: OPERATIONS: HOUSEKEEPING, ENGINEERING, AND SECURITY
• 5.1: INTRODUCTION
• HOUSEKEEPING
• ENGINEERING
• SECURITY
• SUMMARY
• 5.2: HOUSEKEEPING ORGANIZATIONS: THEIR HISTORY, PURPOSE, STRUCTURES, AND PERSONNEL
• ORIGINS OF HOSPITALITY AND HOUSEKEEPING
• THE ROOMS DEPARTMENT
• FRONT DESK AND HOUSEKEEPING
• ORGANIZATION
• HOTEL ORGANIZATION
• THE HOUSEKEEPING ORGANIZATION
• Figure 5.1: Hotel Organization (Through Department Head)
• Figure 5.2: Housekeeping Department Organization
• STAFFING AND SCHEDULING CONCERNS
• PERSONNEL AND JOBS IN THE HOUSEKEEPING DEPARTMENT
• Table 5.1: Department Staffing Guide
• THE EXECUTIVE HOUSEKEEPER
• THE HOUSEKEEPING MANAGER
• THE LAUNDRY MANAGER
• HOURLY EMPLOYEES
• THE GUEST ROOM ATTENDANT (ALSO KNOWN AS THE GRA, MAID, OR SECTION HOUSEKEEPER)
• THE SECTION HOUSEKEEPING AIDE (PREVIOUSLY SECTION HOUSEMAN)
• THE FLOOR SUPERVISOR (ALSO KNOWN AS SENIOR HOUSEKEEPER OR “INSPECTRESS”)
• THE SENIOR HOUSEKEEPING AIDE (IN THE PAST KNOWN AS HEAD HOUSEMAN)
• THE NIGHT SUPERVISOR
• THE LINEN ROOMS SUPERVISOR
• THE LAUNDRY SUPERVISOR
• THE RECREATION SUPERVISOR
• OTHER EMPLOYEES
• NEW HORIZONS IN HOUSEKEEPING
• CONCLUSION
• 5.3: ON BEING AN EXECUTIVE HOUSEKEEPER
• 5.4: THE HOTEL ENGINEERING FUNCTION: ORGANIZATION, PEOPLE, AND ISSUES IN THE MODERN ERA
• INTRODUCTION TO THE ENGINEERING DEPARTMENT
• HISTORY OF DEPARTMENT
• EVOLUTIONARY STIMULI
• PERSONNEL
• MANAGER OF ENGINEERING FUNCTION
• Figure 5.3: Engineering Department Organization
• Table 5.2: Chief Engineer Demographics
• OTHER DEPARTMENTAL MANAGEMENT STAFF
• TECHNICAL SPECIALISTS
• ISSUES
• Table 5.3: Importance of This Item to Operation of My Department
• DEPARTMENTAL MANAGEMENT
• ENERGY
• RELATIONS WITH TOP MANAGEMENT
• EQUIPMENT
• FUTURE AND CONCLUSION
• DATA FROM EMPIRICAL RESEARCH
• 5.5: THE ENGINEERING DEPARTMENT AND FINANCIAL INFORMATION
• THE SURVEY
• THE TYPICAL CHIEF ENGINEER
• HOW IMPORTANT IS FINANCIAL INFORMATION?
• Table 5.4: Profile of Respondents
• Table 5.5: Usefulness of Financial Information
• THE COMPILATION PROCESS
• COMPUTER TECHNOLOGY AND FINANCIAL INFORMATION
• COMMENTS FROM THE FIELD
• CONCLUSIONS AND IMPLICATIONS
• 5.6: THE LEGAL ENVIRONMENT OF LODGING OPERATIONS
• HOW LAW WORKS
• SOURCES OF LAW
• CLASSIFICATIONS OF LAW
• LAW AND THE LODGING INDUSTRY
• FOOD AND BEVERAGE
• HOUSEKEEPING AND MAINTENANCE
• FRONT OFFICE
• SALES
• HUMAN RESOURCES
• SECURITY
• SUMMARY
• ENDNOTES FOR SECTION 5.6
• 5.7: ASPHALT JUNGLE
• PARKING FACILITIES AND CRIME
• CIVIL LIABILITY
• ALCOHOL MANAGEMENT
• ENVIRONMENTAL DESIGN
• CPTED CONCEPTS
• OTHER RISK-MANAGEMENT STRATEGIES
• THE SECURITY AUDIT
• HESITATE, THEN LITIGATE
• 5.8: WORKPLACE VIOLENCE IN HOTELS
• MANAGING THE CRISES
• RESEARCH FOR TRAINING PROGRAM
• Table 5.6: Categories of Interest by Incident Type
• 5.9: UNDERSTANDING AND MANAGING THE RISKS AND CHALLENGES OF HOTEL SECURITY IN THE 21ST CENTURY
• HIGHER FLOORS ARE SAFER
• DOOR SECURITY HARDWARE
• ACCESS CONTROL
• OTHER ENTRY POINTS, PARKING LOTS, AND SURROUNDING AREAS
• OCCUPANCY CUES
• DESIGN FACTORS
• LIGHTING
• CURBSIDE DETERRENCE
• INTERIOR ACCESS CONTROL
• GUESTROOM SECURITY
• KEY CONTROL
• PREDICTIONS
• HOTEL AND MOTEL SECURITY FOR FAMILIES
• FAMILY SECURITY PLAN
• HOTELS AND MOTELS
• ROOM SECURITY FEATURES
• SUPERVISE CHILDREN
• HOTEL SECURITY ORGANIZATION AND STAFF
• CONCLUSION
• 5.10: CASE STUDY: HOUSEKEEPING, ENGINEERING, AND SECURITY
• INTERDISCIPLINARY SECURITY PLAN
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER SIX: FOOD AND BEVERAGE DIVISION
• 6.1: INTRODUCTION
• FOOD
• BEVERAGE
• 6.2: FOOD AND BEVERAGE MANAGEMENT: A REVIEW OF CHANGE
• 6.3: A DAY IN THE LIFE OF A CATERING/CONVENTION SERVICES MANAGER
• 6.4: BEST PRACTICES IN FOOD AND BEVERAGE MANAGEMENT
• Table 6.1: Overview of Food and Beverage Best-Practice Champions
• THE BEST PRACTICES
• Table 6.2: Food and Beverage Best-Practice Cases, Descriptions, Implementations, and Contact People
• FOCUS ON PRODUCT QUALITY
• RESTAURANT DESIGN AND CONCEPTUALIZATION
• CONTROLLING COSTS
• SUCCESS OF THE PRACTICES
• WALT DISNEY WORLD’S F&B AWARDS: A SAMPLING
• INSIGHTS
• PROFITABLE AND VITAL
• 6.5: STRATEGIC ALLIANCES BETWEEN HOTELS AND RESTAURANTS
• ALLIANCES
• BRISTOL AND GOOD EATS GRILL
• Table 6.3: Hotel and Restaurant Company Strategic Alliances
• PRODUCT BRANDING
• Table 6.4: Bristol Hotel Company Operating Strategies
• Table 6.5: Bristol’s Own Restaurant Brands
• Table 6.6: Good Eats Grill Menu
• Table 6.7: Operating Strategies
• SELECTION PROCESS
• Figure 6.1: Selection-process Flow Chart
• CONTRACT RELATIONSHIPS
• CRITICAL ELEMENTS TO CONSIDER
• MARKETING
• OPERATIONS
• FINANCE
• Table 6.8: Profit-Loss Comparison
• Table 6.9: Key Property Performance Indicators
• 6.6: CONTEMPORARY HOTEL CATERING
• DEPARTMENT ORGANIZATION
• THE SALES AND SERVICE PROCESS
• Figure 6.2: Steps in Selling and Servicing a Catering Event
• FUTURE ISSUES
• 6.7: A DAY IN THE LIFE OF AN EXECUTIVE DIRECTOR OF CATERING SALES AND CONVENTION SERVICES
• BOOKING BUSINESS
• FINALIZING PROGRAMS
• CREATING MENUS
• WORKING EVENTS
• LEADING AN OFFICE
• BUDGETS
• MENTORING AND INDUSTRY INVOLVEMENT
• ENTERTAINING
• PERSONAL LIFE
• 6.8: THE ORGANIZATION AND MANAGEMENT OF HOTEL BEVERAGE OPERATIONS
• BRIEF HISTORY OF BEVERAGES
• OVERVIEW
• Figure 6.3: Organization Chart of Beverage Department in a Medium to Large Hotel
• SHOP TALK AND THE ACTIVE MANAGER
• MARKETING AND MERCHANDISING
• HUMAN RESOURCES
• THE FUTURE OF BEVERAGE OPERATIONS
• AS I SEE IT
• 6.9: CASE STUDY: CRISIS IN THE FOOD COURT
• 6.10: CASE STUDY: OUTSIDE THE BOX IN THE FOOD AND BEVERAGE DIVISION
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER SEVEN: MARKETING AND ASSOCIATED ACTIVITIES
• 7.1: INTRODUCTION
• 7.2: BUILDING MARKET LEADERSHIP: MARKETING AS PROCESS
• THE MARKETING PROCESS
• Figure 7.1: The Hotel Marketing Process
• DECIDING WHAT TO BE AND WHAT TO OFFER TO WHOM
• IMPROVEMENT TIPS
• SETTING PRICES
• PRICING TIP
• POSITIONING IN FIVE QUESTIONS
• CREATING AWARENESS AND STIMULATING DEMAND
• SALES PRODUCTIVITY TIPS
• COMMUNICATION AND PROMOTION TIPS
• MAKING THE HOTEL AVAILABLE
• DISTRIBUTION PRODUCTIVITY TIPS
• CLOSING, CONFIRMING, AND MANAGING REVENUE
• PRODUCTIVITY TIPS
• PREPARING TO DELIVER AND DELIGHT
• RETAINING CUSTOMERS
• MEASURING SATISFACTION AND EVALUATING PERFORMANCE
• THE CIRCULAR MARKETING PROCESS
• Figure 7.2: The Hotel Marketing Process
• THE MEASURES OF MARKETING
• MANAGEMENT OF THE PROPERTY’S MARKETING PROCESS
• PROPERTY RESPONSIBILITY FOR ITS OWN MARKETING
• THE GM AS LEADER OF THE MARKETING PROCESS
• THE MARKETING PROCESS MODEL AS A PROBLEM-SOLVING TOOL
• 7.3: CONSUMER DECISION RULES AND IMPLICATIONS FOR HOTEL CHOICE
• DECISION RULES
• COMPENSATORY DECISION RULES
• Table 7.1: Four Salient Attributes K Considers
• NONCOMPENSATORY DECISION RULES
• MARKETING IMPLICATIONS
• COMPREHENSIVE EXERCISE
• Table 7.2: Shannon’s Salient Attributes
• Answers to Practice Questions
• 7.4: HOTEL PRICING
• TRADITIONAL APPROACH
• Figure 7.3: Three Forces of Pricing
• CURRENT PRICING CRITERIA
• Table 7.3: Traditional Room Rate-Setting Methods
• PRICING: WHO IS IN CHARGE?
• PRICING: SCIENCE, ART, AND INTUITION
• CUSTOMER NEEDS
• ROLE OF TECHNOLOGY
• LONG-TERM STRATEGY FOR THE INTERNET
• THE ROLE OF CREATIVITY IN PRICING
• THE ROLE OF HUMAN RESOURCES IN PRICING
• DIVERSIFICATION: THE IMPROVEMENT OF THE PRICING PROCESS
• PRICING: SUPPORT AND PROTECT
• BETTER UTILIZE YOUR DISTRIBUTION CHANNELS
• QUALITY ABOVE ALL?
• SPEED AND STRATEGY
• PRICE ELASTICITY
• NEW AREAS OF PRICING AND YIELD MANAGEMENT
• 7.5: A DAY IN THE LIFE OF A REGIONAL REVENUE MANAGER
• RESPONSIBILITIES
• 7.6: HOTEL SALES ORGANIZATION AND OPERATIONS
• SALES AND MARKETING
• SALES AND OPERATIONS
• MANAGEMENT OF THE SALES PROCESS
• SALES ORGANIZATION
• DEPARTMENTAL ORGANIZATION
• Figure 7.4: Organization of an Urban Hotel Sales Department
• CONCLUSION
• 7.7: PUTTING THE PUBLIC IN PUBLIC RELATIONS: THE CASE OF THE SEATTLE SHERATON HOTEL AND TOWERS
• DONATIONS, DONATIONS
• ASSOCIATIONS, NATIONAL MEETINGS
• SOCIAL EVENTS AND FUND-RAISERS
• HOLIDAY CARD PROGRAM
• CONTROL
• CLASSIFICATION OF ORGANIZATIONS
• Cultural Organizations
• Health Organizations
• Educational Organizations
• Religious Organizations
• Social Service Agencies
• Social and Fraternal Organizations
• MARKETING APPROACHES
• CASE STUDY
• PRESS AND MEDIA
• COSPONSORSHIP
• REGIONAL ORGANIZATIONS
• CONCLUSION
• 7.8: ANTICIPATING THE UNEXPECTED: HOTEL MARKETING EVOLVES IN ASIA PACIFIC
• 7.9: MINI-CASE: REVAMPING THE MARKETING RESEARCH DEPARTMENT
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER EIGHT: FINANCIAL CONTROL AND INFORMATION MANAGEMENT
• 8.1: INTRODUCTION
• 8.2: THE LODGING CHIEF FINANCIAL EXECUTIVE
• PAST RESEARCH
• PROFILE OF THE LODGING FINANCIAL EXECUTIVE
• AGE
• GENDER
• EDUCATION
• Table 8.1: Level of Education
• Table 8.2: Certifications of Lodging Financial Executives
• CERTIFICATION
• EXPERIENCE
• Table 8.3: Compensation
• COMPENSATION
• SKILLS AND KNOWLEDGE
• Table 8.4: Technical Skills and Knowledge
• Table 8.5: Keys to Leadership
• Table 8.6: Secrets of Leadership
• RESPONSIBILITY AND AUTHORITY
• Table 8.7: Extent of Authority Over Specific Functions
• Table 8.8: Controllers’ Responsibilities
• Table 8.9: Committee Involvement
• COMMITTEE INVOLVEMENT
• SUMMARY
• 8.3: CONTROLLER: A VIABLE CAREER FOR HOSPITALITY STUDENTS
• INTRODUCTION
• NEED FOR STUDY
• PURPOSE OF THE STUDY
• RESEARCH HYPOTHESES
• LITERATURE REVIEW
• IN THE 1980s
• IN THE 1990s
• GENDER AND COMPENSATION
• MORE ON PROFESSIONAL CERTIFICATIONS
• THE CONTROLLERS’ SKILL SET
• METHODOLOGY
• RESULTS
• CHARACTERISTIC PROFILE
• Table 8.10: Characteristics of Controllers-Survey Respondents
• FINANCIAL PROFILE
• Figure 8.1: Salaries
• CLUBS vs. HOTELS
• Figure 8.2: Bonuses
• Table 8.11: Bonus Determination
• Table 8.12: Certifications and Average Salary
• MALE vs. FEMALE
• Table 8.13: Salary Comparisons-Club Controllers vs. Hotel Controllers
• Table 8.14: Salary Comparisons-Female Controller vs. Male Controllers
• CONCLUSIONS
• 8.4: BUDGETING AND FORECASTING: CURRENT PRACTICE IN THE LODGING INDUSTRY
• THE CURRENT STUDY
• RESULTS AND DISCUSSION
• Figure 8.3: Lodging Property Size, by Number of Rooms
• Figure 8.4: Lodging Property Size, by Annual Gross Revenues (1996)
• BUDGETARY CONTROL
• Table 8.15: Cost Tolerances between Budget and Actual Costs
• FORECASTING TECHNIQUES
• Table 8.16: Various Departments’ Forecasting Techniques
• LITERATURE REVIEW
• THE EFFECTS OF AFFILIATION, SALES, AND PROFITABILITY
• Table 8.17: Property Characteristics Correlated with Budgetary Practices
• Table 8.18: The Effect of Annual Sales on Long-Range Planning
• Table 8.19: The Effect of Affiliation on Budget Usefulness
• Table 8.20: The Effect of Profit Margin on Budget Usefulness
• SUMMARY AND FUTURE RESEARCH
• 8.5: AS I SEE IT: THE HOTEL CONTROLLER
• 8.6: THE HOTEL PURCHASING FUNCTION
• PURCHASING ORGANIZATION
• Figure 8.5: Partial Hotel Organization Chart
• SAMPLE JOB DESCRIPTIONS
• PURCHASING MANAGER
• FUNCTIONS:
• STOREROOM SUPERVISOR
• FUNCTIONS:
• STOREROOM CLERK/BEVERAGE CLERK
• FUNCTIONS:
• INTERDEPARTMENTAL RELATIONSHIPS
• PURCHASING SOURCES
• PURCHASING SOURCES
• THE PURCHASING MANAGER’S DAY
• CORPORATE DIRECTION AND INTERACTION
• CASE IN POINT
• CONCLUSION
• 8.7: DATA MINING FOR HOTEL FIRMS: USE AND LIMITATIONS
• DATA MINING VERSUS STATISTICAL MODELING
• A DATA MINING TOOLKIT
• EXAMPLES OF THE USES OF DATA MINING INFORMATION IN HOTEL MARKETING
• HARRAH’S DATA MINING SUCCESS STORY
• DATA MINING APPLICATIONS FOR THE HOTEL INDUSTRY
• GUIDELINES FOR EFFECTIVE DATA MINING
• EXAMPLES OF HOTEL-GUEST SEGMENTS
• BOUNDARIES AND LIMITATIONS
• CONCLUSION AND MANAGERIAL IMPLICATIONS
• PSYCHOLOGICAL DETERMINANTS OF DEMAND
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• CHAPTER NINE: HUMAN RESOURCES POLICY MANAGEMENT
• 9.1: INTRODUCTION
• 9.2: KNOWLEDGE, SKILLS, AND ABILITIES FOR LODGING MANAGEMENT SUCCESS
• INTRODUCTION
• DIVERGING OPINIONS ON KSA REQUISITES
• THE SURVEY AND SUBJECTS
• Table 9.1: Correlation Matrix for KSAs and Compensation
• ASSESSMENT OF MANAGEMENT KSAs
• Table 9.2: Hospitality Knowledge, Skills, and Abilities (KSAs): Survey Scale and Items
• Table 9.3: Respondent Profile and Property-affiliation Demographics (N = 184)
• Table 9.4: Manager Ranking and Mean Rating of Knowledge, Skills, and Abilities (KSAs): Perceived Importance and Self-Appraisal
• Table 9.5: Comparison of Upper and Middle Managers’ Mean Importance Ratings and Self-Appraisals of Knowledge, Skills, and Abilities
• Table 9.6: Correlation Matrix for KSAs and Compensation
• NEW INSIGHT ON MANAGEMENT KSAs
• IMPLICATIONS OF STUDY
• CONCLUDING REMARKS
• ENDNOTES FOR SECTION 9.2
• 9.3: THE CAUSES AND CONSEQUENCES OF TURNOVER IN THE HOSPITALITY INDUSTRY
• WHAT IS TURNOVER, AND WHY SHOULD WE BE CONCERNED?
• Figure 9.1: Tenure/Performance Philosophy
• THE CAUSES OF TURNOVER
• Figure 9.2: Model of Turnover
• NEW AREAS OF CONCERN
• Figure 9.3: The Effects of Turnover on Hospitality Organizations
• Figure 9.4: The Service-Profit Chain
• WHAT CAN BE DONE?
• SUMMARY
• 9.4: CURRENT ISSUES IN HOSPITALITY EMPLOYMENT LAW
• SEXUAL HARASSMENT
• AMERICANS WITH DISABILITIES ACT
• FAMILY AND MEDICAL LEAVE ACT OF 1993
• IMMIGRATION REFORM AND CONTROL ACT OF 1986
• ENDNOTES FOR SECTION 9.4
• 9.5: THE STRATEGIC AND OPERATIONAL ROLES OF HUMAN RESOURCES—AN EMERGING MODEL
• HR AND STRATEGIC PLANNING
• EVIDENCE FOR THE STRATEGIC IMPORTANCE OF HR
• Table 9.7: Analysis of the Relationship between Compensation Level and Total Annual Employee Turnover
• A NEW MODEL FOR HUMAN RESOURCES
• A DECENTRALIZED FOUNDATION
• Table 9.8: Examples of the New HR Model in Operation
• ENABLING TECHNOLOGY
• SOME ADDITIONAL THOUGHTS
• ENDNOTES FOR SECTION 9.5
• 9.6: A DAY IN THE LIFE OF A DIRECTOR OF EDUCATION AND DEVELOPMENT
• A “NORMAL” DAY IN THE OFFICE
• A “NORMAL” DAY ON THE ROAD
• 9.7: A DAY IN THE LIFE OF A DIRECTOR OF HUMAN RESOURCES
• REFERENCES
• SUGGESTED READINGS
• BOOKS
• ARTICLES
• SOURCE NOTES
• Back Matter
• INDEX