Hotel Management and Operations

Name: Hotel Management and Operations
Price: 6990 ISK
Availability: InStock
Author: Michael J. O'Fallon
ISBN: 9781118672785

Höfundur: Michael J. O'Fallon (Útgáfa: 5)

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This newly updated edition is a compilation of readings, divided into nine sections, each examining a specific hotel department or activity. Each topic is examined through a variety of viewpoints on the duties, responsibilities, problems, and opportunities encountered there. Multidimensional case studies, taking a practical approach, challenge readers to identify the central issues involved in complex management problems, understand the structure and resources of the department in question, and find solutions that may help in managing other hotel resources and departments.

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Útgefandi: Wiley Global Education US

ISBN: 9781118672785

Print ISBN: 9780470177143

Format: ePub

Útgáfa: 5

Höfundar: Michael J. O'Fallon

Tungumál: English

Útgefið: 12/2009

Prent takmörkun á líftíma: 100

Prent takmörkun: 10

Afritunar takmörkun: 2

Kaflar

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