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《国际酒店管理双语》教学大纲^International HoteIs:DeveIopment andManagement^Teaching SyI Iabas
一、Teaching Aimand RequirementInformstudents thatat thecompletion ofthis course,they shouldbe ableto:•Summarize thefactors that have contributedto globalizationand aglobal economy,describethe internationaltourism and lodging industries,and identifytypes of hotel products.•Outline thefactors affectinginternational hotelexpansion intoEuropean,North American,Middle Eastern,and Asia-Pacific markets.•Identify and describe variousbarriers totravel andtourism,and describe severalinternational organizationsthat deal with thesebarriers.•Discuss recentdevelopments withregard to the nature and use of equityinvestments in thehotel industry,and describeissues surroundingthe financialstructuring for hoteldevelopment.•Outline thebusiness challengesassociated with transnational,global,and multinationalorganizations,and identifythree growth strategies for expansion-minded hotel chains.•Describe thefive phasesof hoteldevelopment,and listthe four-step processused todeterminewhere to develop an international hotel.•Define management contracts and outline typicalmanagement contractservices andfeestructures.•Contrast thepositive effects of culturaldiversity in the workplacewith thenegative effects,and identifyimportant considerationsin managingdiversity.•Explain howhotel managersare selectedfor expatriatepositions andwhat rolesthey areexpectedto playin thesepositions.•Define internationalhuman resourcemanagement and describe itsthree mainactivities.•Identify andgive examplesof sevenbroad managementfunctions commonto internationalhotelmanagers.Sol Melia:strong incity andresort properties,delivers European-styleservice/ambiance,Spanish cuisine,hotels designedby Spanisharchitects/designersIndian:Taj Group:oldest chainin India,in allmajor Indiancities andtouristtowns;spasOberoi:deluxe hotels,personalized service,first Indianchain toexpandinternationallyAsia-Pacific:New Otani:built oneof the first modern,big hotels in JapanNikko:hotels Westernin architectureand design,but withJapanesetouches throughoutand aJapanese servicephilosophyMandarin Oriental:aims tobe thebest luxuryhotel chainin theworld;slow,deliberate expansionPeninsula:excellent reputation,operates onlya fewunique hotelsinselect locationsDusitInternational:Thailand*s firstlodging chain,also itslargest;deluxehotels emphasizingserviceAfrican:Southern SunHotel Corporation:largest owner/operator of hotels inAfricaCompetency7:Summarize the development of airline-hotel relationshipsand citethe chiefadvantages and disadvantages of hotel-airline alliances,pp.51-53KeyConcepts:Airline-hotel relationships:Linked since1946Reasons forrelationship-build business,house passengers,crew;ownership/mergers changedto partialownership/workingagreements;multiple links;hotels asprofit centersAdvantages/disadvantages of hotel-airline alliances:Advantages-common customers,joint marketing,improved marketshareDisadvantages—gains oftenoffset bycosts,joint benefitsfewer thananticipated,lack of hotel managersTransparency Masters:Transparency Master6:Advantages/Disadvantages of Hotel-Airline AlliancesCompetency8:Describe the effectsofmergers and acquisitions,consolidation,andstrategic allianceson the international lodging industry,pp.54-56KeyConcepts:Internationa]lodging industryis amongthe mostleveraged andcompetitive intheworldPrivate equityfirms purchasingpublic companiesMega-chains prominentasindustry consolidatesAsian companiesare majorplayersMergers:partnerships“in,purchase isout TextExhibits:Exhibit1:Companies in the MostCountriesPolitical Aspectsof the International Travel^Tourism and LodgingyIndustrySample Lesson PlanTransparency Masters:Transparency Master1:Competencies forPolitical Aspectsof theInternationalTravel,Tourism,andLodging IndustryCompetency1:Identify and describe variousbarriers totravel,including boththoseaffecting travelersand thoseaffecting businessesdealing withtravelers,and listtypical governmental hotel regulations,pp.61-71Key Concepts:Barriers totravel:Passports,entry andexit visasExchangecontrols,currency restrictions,travel allowancesTravelinsuranceExit taxesCustomsregulations,dutiesEquity requirementsDomesticpolicy biasTransparencyForeignremittancesImport restrictions,domestic contentlaws,tariffs Domesticpersonnelrequirements Inefficienttelecommunications systemsTypicalgovernmentalhotelregulations:Price controlsLaborregulationsRoom taxesSafety,water treatment,fire,building codesCompetitiveIndexText Exhibits:Exhibit1:Potential Government-Based Impedimentsto TravelExhibit2:Real EstateTransparency WorldwideExhibit3:Travel and Tourism CompetitiveIndexTransparency Masters:Transparency Master2:Barriers toTravelTransparency Master3:Typical GovernmentHotel RegulationsCompetency2:Identify and describeseveralinternational organizationsthat dealwithbarriers totravel andtourism,pp.72-77Key Concepts:World TourismOrganizationOrganization forEconomic Cooperationand DevelopmentGeneralAgreement onTariffs andTrade GeneralAgreement onTrade inServicesInternational MonetaryFund International HotelRestaurantAssociation World TravelTourism CouncilTextExhibits:Exhibit4:World Tradein CommercialServices byCategory,2006Transparency Masters:Transparency Master4:International Organizationsthat Dealwith BarrierstoTravel andTourismCompetency3:Explain whygovernment supportof tourismis criticalto thesuccess of theindustry,outline thedifferent types of supportgovernments typicallyoffer,and describe the roleand commontasks ofnational tourismorganizations.pp.77-81Key Concepts:Government support:Need for infrastructureForeign investment incentivesEfforts to reduce redtapeTourism policy:domestic/international;class/mass;centralized/decentralized;integrated/enclaveNational tourismorganizations:Carry outtourism policiesJurisdiction,power ofNTOs varyTransparency Masters:Transparency Master5:Government Supportfor TourismCompetency4:State theadvantagesanddisadvantages of international hotel chaininvolvement in developing countriesand identifytypical areas ofpotential conflictbetween chainsand host governments,pp.81-84KeyConcepts:Development catalystTechnicalskillsHiring oflocals vs.expatriatesDifferent concerns:profits vs.citizen welfareTextExhibits:Exhibit5:Experience ofDeveloping Countriesin Dealingwith TransnationalTourismCorporationsExhibit6:Strategies toMaximize Benefitsof TNCInvolvementCompetency5:Describe severalways inwhich political instability reducestravel andtourism,including historicalexamples,and describe the usesof traveladvisories.pp.84-92Key Concepts:Political instability:Impact oninvestmentsImpact ontravelersSpillover impact of politicaleventsTravel advisories:Warnings fortravelersPAT A Code for Fair Travel Advisory IssuancePolitical motivationsText Exhibits:Exhibit7:The PATACodeforFairTravelAdvisoryIssuanceCompetency6:Identify severaltypes ofpolitical riskand approachesto riskassessment,aswell asmeasures thatcan betaken toreduce risk,pp.92-97KeyConcepts:Political risksforhotel investors/operatorsTransfer riskOperationalrisk Assetrisk Marketrisk Administrative/statutory riskOwnershipriskPolitical riskassessment servicesEquityinvolvementPolitical riskinsurance:investment,trade/contract,terrorismText Exhibits:Exhibit8:Examples ofPolitical RiskEventsExhibit9:Political RiskInsuranceTransparency Masters:Transparency Master6:Types ofPolitical Riskfor HotelInvestors/OperatorsTransparency Master7:Types ofPolitical RiskInsuranceCompetency7:Explain theimportance ofcrisis management and statethe typicalcontentsof awritten crisismanagement plan.pp.97-98Key Concepts:Tailor corporateplan tolocal circumstancesHumansafety first,then propertysecurity,loss preventionClassActivitiesSuggested GuestSpeakersA travelagent whoarranges international travel to discuss:•Documentation requirementsfor exitingyour country and forentering various other countries•Restrictions ontravel abroadimposed byyour country•Entry andduration restrictionsimposed byvariousothercountries•Any otherbarriers to internationaltravelthe agenthas encounteredInaddition oralternatively,you couldask anumber of international studentsor employeesto holda paneldiscussionof thebarriers theyhad todealwithin orderto cometo yourcountry tostudy and/or work.Optional TestA ready-to-use testcontaining questionsrelated to the competenciescovered bythis chapter is includedinthis session.These questionsare similarin formatand contentto the questions on the FinalExam thattheEducational Instituteprovides andgrades for students whoare enrolled in thiscourse with the Institute.Ifyour students are not enrolled in the Institutes course,they willnot receivethis FinalExam.The answersto this sessions optionaltest are:1-b-Cl,2-b-Cl,3-d-Cl,4-d-C3,5-a-C3,6-C-C4,7-b-C4,8-C-C5,9-b-C6,10-C-C7Each questionis linkedto acompetency.Competencies arelisted on the firstpage of the chapterand intheSample LessonPlan.An answerreading3-b-C4translates to:3:the questionnumberb:the correctanswerC4:the competencynumberThe pagesin thetext that are associated with this chapters competenciesare asfollows:Cl:61-71C2:72-77C3:77-81C4:81-84C5:84-92C6:92-97C7:97-98The Decisionto GoGlobalSample Lesson PlanTransparency Masters:Transparency Master1:Competencies forThe Decisionto GoGlobalCompetency1:Explain thephrase,uthink globally,act locally/9as applied to internationalhoteloperations,and discussthe uglocalizationMof internationalbrands.pp.161-162Key Concepts:Think globally,act locally:a non-generic hotelproduct approach-one thatbalanceslocal needswith aglobal perspectiveGlocalization:making localversions ofglobal productsCompetency2:Outline thebusiness challenges,organizational responses,and trainingprogramresponses associated withtransnational,global,andmultinational organizations,pp.163-164Key Concepts:Transnational:global scale,local responsivenessGlobal:single market,standardized propertiesMultinational:base expansionon domesticexperiences TextExhibits:Exhibit I:Transnational,Global,and MultinationalBusiness ChallengesandResponsesCompetency3:Identify threegrowthstrategiesforexpansion-minded chains,listadvantages of and motivesfor international expansion,and identifytargetregions for internationalexpansion,pp.164-167Key Concepts:Three growthstrategies:Expand existingmarkets athomeCreate newproducts to appeal tonew marketsDevelopnew marketsabroadAdvantages/motives:Strategic growth,profits,increased brandrecognition,increaseddomestic business,company status/prestige,business cycleconsiderations,investment incentivesfrom governmentsTargetregions:Middle East,BRIC nations,traditional growthareasofEuropeand theCaribbeanText Exhibits:Exhibit2:Hotel Brandswithin theInterContinental HotelsGroup TransparencyMasters:Transparency Master2:Three GrowthStrategiesTransparency Master3:Reasons forInternational ExpansionCompetency4:Identify potentialdrawbacks ofexpansion,and outlineimportantconsiderations inmaking theexpansion decision,pp.167-168Key Concepts:Expansion drawbacks:Profitability notimmediatePotential forpoliticalinstability,nationalism,lack ofsuppliers CulturaldifferencesProblemswith resourceavailabilityPotential forcompromised qualityand consistencystandardsPotential forrunaway costsPoliticaland legalhurdlesTransaction andtranslation riskin foreignexchange Considerations:TimingDomestic strength,strategiesManagerial resourcesSuitablelocationsCultural,linguistic,and politicalbarriersControl issuesTransparency Masters:Transparency Master4:Potential Drawbacksof InternationalExpansionTransparency Master5:Important Considerationsin Makingthe DecisiontoExpandCompetency5:Summarize thedistribution patternsofinternational hotel chains,andidentify factors that explain the differing patterns,pp.168-169KeyConcepts:Industry restructuringhas resultedin“powerEight oftop tenhotel chainsare U.S.brandsInterContinental U.K.and AccorFrance roundout toptenChina,Germany,the Netherlands,and Spainin top20U.K.and Frenchhotels-Europe,AfricaU.S.Asia,Latin America,and Canada一Japan-Asia,OceaniaFactors causingdifferingpatterns:Former colonialrelationshipsTendency tovacation nearhome toeconomize ontime andtravel costsHoteltypes andtransport development,labor costsCompetency6:Explain whyit isadvantageous forforeign hotel chains to have propertiesinthe UnitedStates,anddescribe the marketingapproach thesechainsoften use.pp.169-170Key Concepts:Advantages forforeign hotel chains tohave propertiesin the United StatesImportantgateway citieswith internationalair linksPolitical stabilityRealestate costsMarketingapproachUnique productofferings,typically servicelevelsAggressive marketing,American approachof goingdoor-to-door to learnpreferencescorporate hotel chains,voluntary associations,Competency7:Define thetermsconglomerates,and p.170Key Concepts:Corporate hotelchains:have ownbrands,managed bycorporate chainorconglomerateVoluntary associations:independently owned,operated hotelsjoined togetherformarketing purposesConglomerates:manage corporatebrands orindependents TextExhibits:Exhibit3:The Top20Corporate Hotel ChainsCompetency8:Describe affiliationoptions availableto hotelcompanies,and explainaffiliationconsiderations,including thecosts ofchoosing thewrongaffiliation.pp.170-175Key Concepts:Affiliation options:Management contractsFranchiseagreements Leasingagreements Technicalservice agreementsEquityparticipationAffiliation considerations:Management affiliationCompetitionExperienceCompanycriteriaCosts ofchoosing wrongaffiliation:Lost revenueOperatinglossesCost ofterminating theagreementCost of acquiring anew affiliationagreementCost ofpurchasing newidentity itemssuch assigns andlogos Start-upoperating lossesunder newcompanyText Exhibits:Exhibit4:Affiliation Structuresof MajorHotel Chains,2006TransparencyMasters:Transparency Master6:Costs ofChoosing theWrong AffiliationCompetency9:Outline problemsand concernsassociated withmultinational operations,and proposeplanning and control measuresfor suchoperations,pp.175-177Key Concepts:Problems andconcerns:Geographic distanceTimezone differencesCommunicationsystem reliabilityTransportationissues Financialissues Owneroversight Localvs.expatriate employeeissues Regulatory,legal,political,and culturalenvironmentDifferences inreligion,mores,and workethic Centralizationvs.decentralization Planning andcontrolmeasures:Identify risksMultidimensionalperformance evaluationsfor managersFlexible businessgoals for localproperties Flexibleplanning systemat corporatelevel Budgetsbased onapropertys particularrequirements•Describe theforces thathave ledto theestablishment ofvarious nationaland internationalhotelclassifications andstandards,and identifyfive importantpurposes of hotelclassification.•Discuss theissues hotelsface whendeveloping aninternational marketingstrategy.•Explain factors and developments that are likely to affect thenatureandpace ofglobalization in the travel,tourism,and lodgingindustries in the yearsto come.
二、Pay Attentionto SuchPoints whenyou areleaching•Your role as instructor•Explain to the studentswhat youperceive yourrole tobe.•Candidly informthe studentsthat youmay notknow allthe answersto theirquestions,butthat youwill attemptto obtainanswers orat leastprovide thestudents witha reference.Problems andsolutions varyfrom propertyto property,and thereforeit isimpossible toprovideexact answersthat wouldapply to all situations.•Explain yourroleasinstructor in terms ofbeing acoordinator ofinformation and a facilitatorofclass discussions.
三、Syllabus ContentGlobalization^Tourismand theLodging SectorSample Lesson PlanTransparency Masters:Transparency Master1:Competencies forGlobalization,Tourism,and theLodgingSectorCompetency1:Summarize thefactors thathave contributedto globalizationand aglobaltransnationaleconomy,define theterm as appliedto a hotelcompany,and citecompetitive advantagesof transnationalhotels.pp.3-6Key Concepts:Globalization factors:Shifts inpolitical alignmentsDissolutionof bordersNewdemocraciesMoves tomarket-based economiesBudgetsdesigned toaccommodate multipleand continuallychangingobjectivesPlanning andcontrol systemshould includeboth quantitativefinancialand qualitativevariablesTransparency Masters:Transparency Master7:Problems/Concerns Associatedwith MultinationalHotelOperationsTransparency Master8:PlanningandControl Measuresfor MultinationalHotelOperationsClass ActivitiesSuggestedSpeakerConsider invitinga guestspeaker to this classsession.An appropriatespeaker wouldbetheowner orfranchiseeof aninternational hotelchain.Help thespeaker prepareby providinghim orher witha copyofthe competenciesfor this chapter.Have thespeaker focusthe presentationon thefollowing points:•The processused todecide where to locate.•What typeof affiliationagreement theyhave and how itwas determined.•Any problemsassociatedwithoperating aninternational chainhotel.Optional TestA ready-to-use testcontaining questionsrelated tothe competenciescovered bythis chapteris includedinthis session.These questionsare similarin formatand contenttothe questions on the FinalExam thattheEducational Instituteprovides andgrades forstudents whoare enrolledin thiscourse withthe Institute.Ifyour students are not enrolledin the Institutescourse,they willnot receivethis FinalExam.The answersto thissessions optionaltest are:1-d-Cl,2-C-C2,3-3-C3,4-C-C5,5-d-C6,6-a-C7,7-b-C7,8-d-C8,9-a-C8,10-C-C8Each questionis linkedtoacompetency.Competencies arelisted onthe firstpage of the chapterand intheSample LessonPlan.An answerreading3-b-C4translates to:3:the questionnumberb:the correctanswerC4:the competencynumberThe pagesin thetext that are associatedwith this chapters competenciesare asfollows:Cl:161-162C2:163-164C3:164-167C4:167-168C5:168-169C6:169-170C7:170C8:170-175C9:175-177Note thatthe answersto testquestions maynot appearverbatim onthe referencedpages.Test questionsmayassess theexaminees abilityto apply a concept,not justtheir knowledgeof theconcept.These questionscan alsobe foundontheCD-ROM ina Word
2.0for Windowsformat.You canuse thesequestionsasastarter tocreate yourown tests.Individual/Group ActivitiesThisactivity isan opportunityforstudentstolearnabout aspecific internationaldestination throughresearch.Both writtenand oralreports arepart of the activity.Ask students-either individuallyoringroups—to selectaninternationaldestination preferablya cityorsome otherspecific locale—not anentire regionthey thinkthey wouldlike tovisit orwork in.You maywant to tellthem thatacquiring specialknowledge abouta localemight givethem anadvantage insecuringhotel positionsin thatarea.If youchoose todivide theclass intogroups,each groupmight brainstormduring classwhich destinationtoselect.If youuse theproject asan individualactivity,give studentssome classtime tomake theirchoices.If youare concernedabout duplications,you shouldtell studentsthat destinationswill beselectedon afirst-come,first-served basis;in thisinstance,students wouldneed tolet youknow assoon astheymake theirselections.Developing an International HotelProjectSample LessonPlanTransparency Masters:Transparency Master1:Competencies forDeveloping anInternational HotelProjectCompetency1:Identify theroles andresponsibilities of the developmentteam and explainwhy localrepresentation andexpertise isoften criticallyimportant.pp.183-185Key Concepts:Developers,lenders,hostgovernment,planners,landowners,anthropologists,environmentalists,architects,designers,operators,and moreDeveloper:central coordinatingfigureOperatorsConsultantsLocal customs,small detailscan haveimportant consequencesCompetency2:Describe thefive phasesofhoteldevelopment,and listthe four-stepprocess usedto determinewhere todevelop aninternational hotel,pp.185-189Key Concepts:Five phasesofhoteldevelopment:Conceptualization,planning,initiation Feasibilityanalysis CommitmentDesign,layout,and constructionManagement/operationFour-step processfor determiningwhere todevelop aninternational hotel:Business environmentanalysis Marketpotential determinationPreliminarysales forecastProfitability versusriskText Exhibits:Exhibit1:Country BusinessEnvironment AnalysisTransparency Masters:Transparency Master2:Five Phasesof HotelDevelopmentTransparency Master3:Determining Whereto DevelopanInternational HotelCompetency3:Identify theinfrastructure andlabor concernsthat developersofinternational hotelsoften mustaddress and the variousways inwhichthey mayaddress them,anddescribethe typicalcontent andpurpose ofacountrys tourismmaster plan.pp.189-194Key Concepts:Infrastructure/labor concerns:WaterPowerCommunicationSewage anddrainage TransportationHealth careLaborshortages,trained workforce,guest workersSecurity concernsTourismmaster plan:Guides development of tourismfacilities Basisfor policies,procedures,regulations Looksat economic,political,environmental,investmentconditions Summarizescurrent tourismdevelopment AddressesinfrastructureissuesOutlines how the plansobjectives canbe realizedIdentifies timetableforimplementation TextExhibits:Exhibit2:U.S.Infrastructure ReportCardTransparency Masters:Transparency Master4:Infrastructure/Labor ConcernsTransparency Master5:Tourism MasterPlanCompetency4:Explain howland availabilityand differentcountries land use andownershiprights affectthe selectionof specificsites,pp.194-199KeyConcepts:Foreign ownershiprestrictionsCommunally ownedlandLeasing and purchasing optionsUrbanland shortageLandcosts relativeto totalcapital investmentDeveloped,underdeveloped,resort areasZoning andvariancesText Exhibits:Exhibit3:Comparative DevelopmentalBudgets forDifferent Types of LocationCompetency5:Describe thefunctions of,and listthe informationthat shouldbe gatheredfor,preliminary siteand building analyses andmarket feasibilitystudies,and identifypossible sources of marketinformation.pp.199-202KeyConcepts:Preliminary siteand buildinganalysis:early evaluationreduces wastedresourcesMarketfeasibility study:determines economicfeasibility ofmaster planRole,impactofassumptionsSources ofinformation includegovernment agencies,local associations,tourism offices,convention bureaus,schools,consulting firms,chambers ofcommerce,bankers,businesspeopleText Exhibits:Exhibit4:Sample FeasibilityStudy ContentsTransparency Masters:Transparency Master6:Market FeasibilityStudyCompetency6:Describe theimpact thatthe approvalprocess,environmental impactstatements,impact feeassessments,and theneed towork withlocalinterests canhave onthedevelopmentofa hotel project,pp.203-204Key Concepts:Process canbe bureaucratic,difficult,time-consumingEnvironmental impactstatement may be needed,maybetime-consumingImpact feesoffset publiccosts;include incapital budgetingObtainrepresentation oflocal interests,anticipate obstaclesCompetency7:Define anddescribethemany designconsiderations thatmust bedealt withwhendeveloping aninternational hotel,andoutlinethe potentialproblemsassociatedwithbuildingahotel ina cross-culturalenvironment,pp.204-208Key Concepts:Design considerations:Design restrictionsArchitecturalthemesDesign trendsFittingin withsurroundingsUpscale urbandesignUse ofolder structuresas hotelsPotentialproblems:Difficult communicationissues evenin samecultureDifferent business practices,many culturalbarriersTransparency Masters:Transparency Master7:InternationalHotelDesign ConsiderationsCompetency8:List anddescribethetypesofbuilding requirementslikely tobe imposedonthe developerofaninternational hotel.pp.208-211Key Concepts:Regulatory controlFiresafetySecurityHygieneElectricity andgasTransparency Masters:Transparency Master8:Typical BuildingRequirementsTransparency Master9:Three MainAreas ofFire SafetyCompetency9:Define sustainabledevelopment anddescribe organizationsand globalinitiativesthatareadvancing MgreenMissues affectinginternationalhotel projects.pp.211-213Key Concepts:Sustainable development:development thatmeets the needs ofthe presentwithoutcompromising theability offuture generationsto meettheir ownneeds.Organizations/global initiativesadvancing ngreenissues:World TourismOrganization InternationalFinance CorporationEquatorPrinciples U.S.Green BuildingCouncil LEEDcertificationInternational BusinessLeaders ForumCorporatesustainability programsTransparency Masters:Transparency Master10:Definition ofSustainable DevelopmentTransparency Master11:Organizations/Global InitiativesAdvancing uGreennIssuesClassActivitiesSuggested GuestSpeakersAn international hotel developerto discuss:•Past,current,and anticipatedsourcesofdebt andequity funds•Investment andlending criteriaforinternationalprojects•The roleof governmentinvestmentincentivesin determiningwheretobuild•Bureaucratic obstaclesto developmentthathave been orare beingencountered•The developersmain interest intheproject-that is,is itbasically areal estateventure ordoes thedeveloperwanttooperate thehotel•The developmentteam and the smoothnessor difficultyof interactionsamong itsmembers,especially thosefrom differentcultures•Accommodations madeto accountforlocalcustoms andbeliefs•Anticipated andunanticipated effectsof foreignbusinesspractices•Any uniqueor illuminatingdevelopment experiencesOptionalTestAready-to-use testcontaining questionsrelated tothe competenciescovered bythischapteris includedin thissession.These questionsare similarin formatand contenttothequestions onthe FinalExam thatthe Educational Instituteprovides andgrades forstudents whoare enrolledin thiscourse withtheInstitute.If yourstudentsarenotenrolledinthe Institutescourse,they willnot receivethis FinalExam.The answersto thissessions optionaltest are:1-a-Cl,2-d-C2,3-C-C3,4-C-C4,5-b-C4,6-d-C5,7-a-C58-C-C6,9-a-C810-b-C9z,Each questionis linkedtoacompetency.Competencies arelisted onthe firstpage ofthe chapterand intheSample LessonPlan.An answerreading3-b-C4translates to:3:thequestionnumberb:the correctanswerC4:the competencynumberThe pagesinthetext thatare associatedwith thischapters competenciesare asfollows:Cl:183-185C2:185-189C3:189-194C4:194-199C5:199-202C6:203-204C7:204-208C8:208-211Note thatthe answersto testquestions maynot appearverbatim onthe referencedpages.Test questions may assesstheexaminees abilityto applya concept,not justtheir knowledgeoftheconcept.These questionscan alsobe foundontheCD-ROM ina Word
2.0for Windowsformat.You canuse thesequestions asastarter tocreate yourown tests.International HumanResource ManagementSampleLessonPlanTransparency Masters:Transparency Master1:Competencies forInternational HumanResource ManagementCompetency1:Define internationalhuman resourcemanagementanddescribe IHRMsthree mainactivities,pp.299-302Key Concepts:Look atproblems fromemployees5cultural viewpointAcquireand maintainworkforce in another culturalsettingThree maintasks:acquisition,employment,human resource development Acquisition:recruitment,selection,orientation,promotionEmployment:training,supervision,compensation,benefits,personnel servicesHumanresourcedevelopment:standards,job specifications,career development,progressmeasurement,HR planningTextExhibits:Exhibit1:IHRM ActivitiesTransparency Masters:Transparency Master2:Main Activitiesof IHRMCompetency2:Identify factors affecting employeeacquisition,discuss stepstoreducetheeffectsofskilled laborshortages,anddescribedifferent factors that affectrecruitment,pp.302-308Key Concepts:Impending laborshortage inmost areasPoorimage asemployer:seasonality,high turnoverEmploymentratios:staff-to-room,labor costto salesLaborsupply:macro andmicro effectsMacro:beyond industry9s control-demographic trends,economic trends,labor legislation,competition forlaborMicro:often withinindustrys control—lack of training,poor workingconditionsSolutions oftenfocus onwages and benefits-deferred rewards,share optionplans,periodicbonusesLabor-scarce vs.labor-rich countriesImportedlabor,immigrantsGuest workerprogramsTrend towardmore liberalimmigration andlabor policiesVaryingperceptions ofhotel jobsFamilyor educationalstatusImpact ofhotel classHiringfor joint ventures-know partnersagendaHiring basedon skills,personality,other traitsEffectof cultureduring jobinterviewsTransparency Masters:Transparency Master3:Employee Acquisitionand LaborSupply IssuesTransparency Master4:Recruitment FactorsCompetency3:Explain thepurpose ofdifferent typesof newemployee orientationprograms indifferentcountries.pp.308-310Key Concepts:Length oforientation affectedby manyfactors:Maturity orexperience ofthe workforceThe trainingrecruits havealready hadExpectedlength ofemploymentCulturally basedattitudes towardserviceJapanese shikomuincludes skills,morality,group normsCompetency4:Discuss theimportance oftraining and the requirementsfor asuccessful trainingprogramabroad,pp.310-311Key Concepts:Generic trainingprograms oftenseem irrelevantwhen usedon otherculturesCulture-specific trainingcan takecultural trainingpreferences inaccount Four-part strategy:analyze thesituation,consider thetraining options,prepare trainers,prepare thetraineesTransparency Masters:Transparency Master5:Developing aSuccessful TrainingProgram AbroadTechnologicaladvancements intelecommunications andtransportationInternational travelTransnational:a multiplantfirm-one havingheadquarters inone countryand hotelsinseveralAdvantages:Can establishglobal marketingandpurchasingnetworksCan satisfycustomer demandsspecifically qualitydemands一Transparency Masters:Transparency Master2:Globalization FactorsCompetency2:Describe the tourism industry,including tourismseconomic impact and geographicdistribution,and discusstravel demanddeterminants.pp.6-13Key Concepts:Tourism industry:Collection ofdiverse productsand servicessold byhighly fragmentedindustrysectors througha complexdistribution chainLodgingoperations;transportation services;eating anddrinking places;sightseeing,amusement,gaming,and recreationservices;some aspectsof retailingandfinancial servicesGrowthindustryEnhances quality of lifeEconomicimpact:$
7.9trillion today,$
14.8trillion by2018International tourismarrivals willreach
1.6billion by2020Geographic distribution:Europe receives
54.4percent ofworlds internationaltravelers;Asia-Pacific region,
19.8;Americas,
16.1North America,
10.7,Middle East,
4.9,Africa,
4.8Highest growthrates inAsia-Pacific regionand Middle East Traveldemanddeterminants:EconomicLeisure,qualityoflife Demographicchanges TransportationaccessCompetency5:Identify severalkinds of culturally basedmotivations,describe variousdecision-making styles,and identifyfactorsthatcontribute tocommunication inamulticultural environmentincluding strategiesfor managinglanguage differences,pp.311-316Key Concepts:Alignment ofpersonal andcompany lifeKnowthe valueof materialpossessions,holidays,vacations asmotivation Culturalviewpointson competitionas motivationRoleof relationshipsin someculturesUse ofpeer pressureto molddesired behaviorIncentiveprograms requirecultural sensitivityRecognition andappreciation asmotivatorsU.S.decision-making:top-down,limited workerparticipationCan optimizeperformance,rapid andflexible decisionsTiescompanys performanceto fewkey peopleJapanesedecision-making:bottom-up,col lectiveresponsibility Onceimplemented,employees seldomlose directionConsensusbuilding isslow processFrance,Italy,Germany,South Asia,South America:tend towarddirective,tight authority;limited participationGreatBritain:leans towardbureaucracyAfrica,Arab countries:stress one-on-one consultationNoisyareas causesome misunderstandingsLanguagedifficultiesRepeat messages,attend tononverbal communicationKnowthe rulesofculturalbody language-such asthe perceivedmeaning ofdirect eyecontactUseof translatorsTextExhibits:Exhibit2:Working Hoursper Weekand Holidaysaround theWorld TransparencyMasters:Transparency Master6:Cultural DifferencesAffecting SupervisionCompetency6:List thebasic elementsof compensationandbenefitpackages and explain variancesbetweencountries,pp.317-318Key Concepts:Payroll reflectslevel ofeconomic development,standard ofliving,tax structures,legallyrequired employeebenefits,industry practiceBasicelements:hourly rate,overtime,service chargecontributions,tips,non-wage benefits,paid holidays,home leaves,meals,subsidies,pension plansTransparencyMasters:TransparencyMaster7:Basic Elementsof Compensation/Benefit PackagesCompetency7:Describe thestate ofunionism inthe internationalhospitality industry.pp.318-320Key Concepts:Unionism nota majorfactor inmost countriesHotelindustrys fragmentedstructure,high turnover,useofimmigrant laborin somecountries,tipping,subsidized foodand lodgingServicejobs notseen ascompatible withtrade unionismCompetency8:Describe theAmerican approachto performanceappraisal andexplain whymanagersmust beaware ofculturally basedattitudes towardcorrective actions and thedischargeof employees,pp.320-323Key Concepts:U.S.approach:performance canbe measuredobjectively,goals canbe setand met,feedback willbe usedconstructively to improve performanceAssumeshuman powerto affectones owndestiny,an assumptionnot sharedby allculturesDirectfeedback mayresult inloss offaceSome culturesevaluate byloyalty,not performanceManycultures seecriticism notas valuablefeedback,but asa lossof dignityor honorUnacceptablecriticism maylead tocollective responseJustcause discharge,layoffs notacceptable inall countriesManylabor lawsprovide significantworker protectionWrongfuldischarge maylead toboycotts,walkouts,violent retaliationClassActivitiesSuggested GuestSpeakersA trainingdirector ortrainer withexperience incross-cultural trainingtodiscuss:•Training ina multiculturalenvironment•Training thatprepares staffto addresstheneedsand problemsofinternationalguests•Training thathelps amulticultural staffcommunicate clearlyand functionsmoothly•How todevelop skillsfor interactingwith culturallydifferent people•Any difficultiesthat may havebeenexperienced intrying to applyageneric trainingprogram developedin onecountryto staffinanothercountry•The processused indetermining whethertraining isneeded,and ifso,what typesoftrainingare needed•The characteristicslooked forin trainersand thesteps takenin preparingthem tocarry outtheir task•Any interestingor pertinentexperiences heor shemayhavehad involvingmulticultural trainingAlocal hotelmanager whohas hadone ormore internationalassignments todiscuss:•The useand applicabilityof Western-style performanceappraisals abroad•The measurementof performanceabroad,that is,the elementsthatareconsidered evidenceof adequateorsuperior performance•Any difficultiescreated orconsequences experiencedbecause ofthe useofaculturally inappropriateperformanceappraisal system•Differences betweenthe approachesto correctiveactionsanddischarges usedin thiscountryandthose usedinthe countriesthe managerhas beenassigned toOptionalTestAready-to-use testcontaining questionsrelated tothe competenciescovered bythischapteris includedin thissession.These questionsare similarin formatand contenttothequestions onthe FinalExam thattheEducationalInstituteprovides andgrades forstudents whoare enrolledinthiscourse withtheInstitute.If yourstudentsarenotenrolledinthe Institutescourse,they willnot receivethis FinalExam.The answerstothissessions optionaltest are:1-a-Cl,2-b-C2,3-a-C2,4-b-C3,5-b-C4,6-d-C5,7-a-C5,8-C-C6,9-C-C7,10-d-C8Each questionis linkedtoacompetency.Competencies arelisted onthefirstpage ofthe chapterand inthe SampleLessonPlan.An answerreading3-b-C4translates to:3:thequestionnumberb:the correctanswerC4:the competencynumberThe pagesinthetext thatare associatedwith thischapters competenciesare asfollows:Cl:299-302C2:302-308C3:308-310C4:310-311C5:311-316C6:317-318C7:318-320C8:320-323Note thatthe answersto testquestionsmaynot appearverbatim onthe referencedpages.Test questionsmay assesstheexaminees abilitytoapplya concept,not justtheir knowledgeoftheconcept.These questionscan alsobe foundontheCD-ROM ina Word
2.0for Windowsformat.You canuse thesequestions asastarter tocreate yourown tests.Global CompetitionandtheFutureNote:Although thischapterisbased largelyon currentfactual information,it isnonetheless speculation.For thatreason,the testmaterials forthe courseinclude noquestions onthischapter.SampleLessonPlanTransparencyMasters:TransparencyMaster1:Competencies forGlobal CompetitionandtheFutureCompetency1:Identify,define,andexplainfactorsanddevelopmentsthatarelikelyto affectthenature andpace ofglobalizationinthetravel,tourism,andlodgingindustry intheyears tocome.pp.439-475Key Concepts:Long-term tourismgrowth trendsDemographic,economic,and socialtrendsCompetition fordiscretionary incomeRVs,timeshare,cruises Alternativesto一travel-telecommunicationsHome asentertainment centerDeregulationand freetradeEuropean Unionsimpact ontravel andtourism:single market,common currency,elimination oftrade barriers,tax barriersreduced,deregulation oftransportation,SingleEuropean Sky,airline takeovers/mergers,congested airports,Package HolidayDirective,smaller travelagencies disappearing,VAT,hotel ratingsystem,construction industryreforms,standardized currencyEurope:largest generatorand largestrecipient of tourism,steady increasein guestrooms,significant increasein travelin Eastern EuropeNorth America:mature market,moderate levelsof growthAsia/Pacific:wide rangeof tourismattractions,China animportant newtourist attraction,large hotels/resorts,rising landcosts,infrastructure/transportation concerns,outboundtravel increasingSouth/Central America:economic conditionsgenerally improving,market forglobal hotelcompaniesAfrica:young population,low percapita income,weak domestictourism market,touristattractions,various tourismchallengesMiddle East:strong tourismgrowth inmany destinations,most touristsinthe Middle EastareArabs,growth in number ofguestroomsActive pursuitof privatizationtoimproveefficiencyTransportation developments:more efficientaircraft,new aircrafttechnology,space travel,faster trains,major trainprojects in China,South Korea,France,Chunnel trains,deregulation,infrastructure issuesTechnologyand automation:hotel industrymoving towardautomation inmany areas,improved computerreservation systemsGlobaldistribution systems:multiple marketingand distributionchannels-toll-freenumbers,websites,travel agents,regional salesoperations,globalreservation/distribution systemsDevelopmentissues:hotel design,guestrooms,energy systems,safety systems,landuse,mixed-use developments,sources forcapitalTourism andthe environment:environmental standards,planned development,ecotourism,sustainable tourismdevelopmentAlternative tourism:goal istohavefewer andless severenegative effectson destinationareasand theirpopulations,responsible treatmentoftheenvironmentHuman resourceissues:availability,monitoring,motivating,trainingHotel diversification,mergers,acquisitions,cooperative arrangementsTextExhibits:Exhibit1:Forecast of International TouristArrivals byRegionExhibit2:2006Property/Room BreakdownExhibit3:New SupplyofHotelRooms intheMiddle East2007-2008Exhibit4:WorldTravelandTourismCouncil EnvironmentalGuidelinesExhibit5:Sustainable Tourismin Canada:Code ofEthics forthe IndustryExhibit6:Sustainable Tourismin Canada:Guidelines forIndustry
四、Time Schadual讲,节内容学时数Summarize thefactorsthathave contributedto globalizationandaglobal2Introductioneconomy,define theterm transnationalas appliedtoahotel company,andcite competitiveadvantagesoftransnational hotelsDescribe thetourismindustry,including tourismseconomicGlobalization,Tourism,and6impactandgeographic distribution,and discusstravel demandtheLodging Sectordeterminants.6Discuss attractingnew usersand retainingcurrent customersby developingThe Emergence ofrelationshipmarketing.International HotelsUnderstandthe differencebetween customersatisfaction andcustomerCustomer relationshipandloyaltycustomer satisfactioninhotel management6How touse blogand otherwebsite tomanage customercomplaints.What willDevelopingan Internationalarousecustomer loyaltySatisfaction ordelightHotel Projectsocial mediainhotel customercomplaintsmanagementInternational Human6Explain theimportance ofjob analysisandhowto analyzejobs intheResourcehospitality industry.Management HospitalityDescribehowtheresults ofjob analysisare usedin jobdescriptions and jobjob analysisandjob designspecifications.Explain thefunction ofjobdesign,describe howmanagers applytechniques ofjobdesign,and discusslegal issuesrelated tojob analysisand design.New trendsin
61.Extended-stay properties
2.Timeshare propertiesInternationalhotle
3.Casino hotelsmanagement
4.Integrated resortsAlternativelodging pension,posada,parador,ryokan
五、Reference:
1.Zhu C,Lili LV.Research onRelationship betweenInternationalHotel Management Groupsand ChinesePropertyOwners underManagement Contract[J].Tourism Science,
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3.Yan Z.Research Initiativeon Bilingual Teaching Modeof Sino-Foreign Projectof International HotelManagement[J].icaiees-13,
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4.Lesjak EJ M.EuroCHRIE AmsterdamSaxion HospitalityBusiness Schooland StendenInternationalHotelManagement Conference Tassionfor HospitalityExcellence55October25-27,2010,Amsterdam,TheNetherlands^].Journal ofTeaching inTravelTourism,2011,113:320-
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5.ManagementCO,Magoon OT.Coastal zone85:proceedings ofthe FourthSymposium onCoastal andOceanManagement,Omni InternationalHotel,Baltimore,Maryland,July30-August2,1985[M]//AmericanSociety ofCivil Engineers,
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6.Zeng Y,Fa-Lin LI,Wang YR.Exploration ofHotel ManagementBilingualTeachingModel underSino-foreign Cooperation^Case Studyof InternationalHotelManagementProgram[J].Journal ofYunnanOpen University,
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7.Assaf A,Cvelbar KL.Privatization,market competition,international attractiveness,management tenureand hotel performance:evidence fromSlovenia.[J].International Journalof Hospitality Management,2011,302:391-
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8.Olsen MD,Zhao JL.New managementpractice intheinternationalhotel industry.[J].TravelTourismAnalyst,
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9.Xuan LW.Relationship orrevenue:Potential managementconflicts betweencustomer relationshipmanagementandhotelrevenue management[J].International Journalof HospitalityManagement,2012,313:864-
874.
10.Corporations COT.Negotiating internationalhotelchainmanagement agreements:a primerfor hotelownersindevelopingcountries[M]//United Nations,
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11.Kong H,Cheung C,Song H.Hotel careermanagement inChina:developing ameasurement scale.[J].International Journalof HospitalityManagement,2011,301:112-
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12.Gannon J,Roper A,Doherty L.The impactofhotelmanagement contractingon IHRMpractices[J].International Journalof ContemporaryHospitalityManagement,2010,22:638-
658.Information accessConveniencePerceivedsafety ofdestinationTrendiness ofdestination forsome marketsTextExhibits:Exhibit1:International TouristArrivals byRegion,1990-2006Exhibit2:International TouristDepartures byRegion,1990-2006TransparencyMasters:TransparencyMaster3:Travel DemandDeterminantsCompetency3:Describe theinternational lodgingindustry,explain itsglobal distributionandstructure,and summarizeglobal hotelperformance,pp.13-16Key Concepts:International lodgingindustry:Independently owned/operated propertiesIndependentlyowned propertiesbut chain-operated orchain-affiliatedChain-owned/-operated propertiesFranchisedpropertiesReferral groupproperties OthersIndependentlyowned/operated propertiesoutnumber chain-affiliated;chainsexceed independentsinnumberof guestroomsSize,growth:
19.4million hotelrooms:69percent inEurope andthe Americasthispercentage isfalling asother worldregions experiencerapid growthHotelperformance:Highest RevPARintheMiddle Eastand Africa,followed byEuropeOperating profitmargins49percent inMiddleEastand Africa;other regionsinmid-30sTextExhibits:Exhibit3:Global HotelPerformance byRegion,2006-2007TransparencyMasters:TransparencyMaster4:Composition oftheInternationalLodgingIndustryCompetency4:Identify typesofhotel products,discuss typesofhotel guests,and summarizesomeof thechallenges facedby theglobal lodgingindustry,pp.17-20Key Concepts:Types ofhotel products:Branded hotelcompaniesAirport hotelsConventionhotelsExtended-stay propertiesConferencecentersBudget hotelsCondo hotelsTimeshareproperties CasinohotelsIntegrated resortsSeniorliving centersAlternativeforms oflodging:Pension—European guesthouseor boardinghousePosada-hotel apartments,motels,and state-operated innsin PortugalParador-in Spain,a historicbuilding convertedinto ahotel andoperated by thegovernmentRyokan-traditional JapaneselodgingTypes ofhotelguests:Business travelers:Largest usersof hotelsworldwide Notas price-sensitive asother travelersRelativelyupscale,stableConcerned withconvenience,transportation,comfortPleasure travelers:Represent about40percent ofworldwide hoteldemand Likelyto sharerooms oravoidhotels Mostprice-sensitive segmentConcernedwith value,ambience,recreational facilitiesGloballodgingindustrychallenges:Adjusting corporatestyle/philosophy todiffering circumstances/environmentsUnderstanding cultural,political,social,religious makeupof hostcountriesUnderstanding differingbusiness practicesKnowingthe financial,political,labor,and marketingclimates ofhost countriesHavinga cosmopolitanoutlookTransparency Masters:TransparencyMaster5:Hotel ProductsTransparencyMaster6:TypesofHotel GuestsTransparencyMaster7:Global LodgingIndustry ChallengesTheEmergence ofInternational HotelsSampleLessonPlanTransparencyMasters:TransparencyMaster1:Competencies forTheEmergenceofInternationalHotelsCompetency1:List theinnovations introducedby American hotelsinthe earlytwentieth century,trace thedevelopmentofU.S.hotelchainsfrom1901to World War II,and identifysomeoftherisks thatdeterred American hotels fromexpanding internationally,pp.25-28Key Concepts:Americanhotelinnovations:Running waterPrivate bathsLarger guestroomsRoom serviceIn-room radiosHotel-to-hotel reservationservicesTelephonesLight switchesbythedoor Indoorplumbing Sewagedisposal systemsCentralheating AirconditioningPassenger elevatorsElectriclightingApplication ofmodern communicationsystemsU.S.hotelchaindevelopment:E.M.Statler-developed oneofthefirst modern hotelchainsConradHilton-developed hotelmanagementcontractKemmons Wilsonand WallaceJohnson-founded HolidayInn,franchised properties,created national reservationsnetworkExpansion deterrents:Hard todiscern bestlocationsInvestment riskDifficultyof obtainingfinancingRisk ofnationalizationRisk ofpolitical upheavalCurrencyfluctuationsRestrictions onrepatriation ofprofitsCompetition fromdomestic hotelsTransparencyMasters:TransparencyMaster2:American HotelInnovationsTransparency Master3:Expansion DeterrentsCompetency2:Summarize thepost-World WarII developmentsthat ledtointernationalhotelexpansion,pp.28-29Key Concepts:Return topeace,desire totravelLatin American/Caribbean developmentAssistanceto war-torn economiesEuropeans9interestinAmericanhotel-keepingAir transportationaccessible tomiddle-classTransparency Masters:TransparencyMaster4:Post-WorldWarII DevelopmentsLeading toInternational HotelExpansionCompetency3:Outline thefactorsaffectinginternationalhotelexpansion intoEuropean,NorthAmerican,Middle Eastern,and Asia-Pacific markets.pp.29-34Key Concepts:Europe:American hotels first toenterHotel chainexpansion haltedbecause of1973energy crisisResurgence,1980sAlmost38percent ofworlds hotelroomsNorth America:Foreign operatorsattracted in1980s Comparativelycheap real estate Slowdownofhotel expansion in mid-1990sForeign investmentspicked upfrom2003to presentdue toweakening dollar,riseof privateequity funds,investments viapublic companiesMiddleEast:Developers attractedby oil-rich prosperityin1970sOil priceslump in80sPersian GulfWar broughtlodging tostandstillToday,fastest-growing regionintermsoftourisman ivalsToday*s highoil priceshave spurredintraregional tourismUAE,Dubai focusingontourism developmentTodaythere isan all-time highin foreigndirect investmentinthehotel sectorAsiaandthePacific:Much developmentin past30years,particularly inPacific RimcountriesChinas hotelindustry expandingsince Chinaopened tothe Westin1978India,Vietnam,Thailand,Singapore seeingmore hoteldevelopmentCompetency4:Describetheseparation ofhotel ownershipfrom managementandexplainitssignificance,and summarizethe two-pronged growthstrategies ofhotelchains,pp.34-35Key Concepts:Separation ofhotel ownershipfrom management:setting upone company to operatehotelsand anotherto ownreal estate;also,selling offrealestate,retainingmanagement rightsSignificance:enabled chainsto growmore rapidly,acquire superiorpropertiesHotel chainstwo-pronged growthstrategy:developing segmentedhotelproducts,andrapidly expandingin foreignmarketsTransparency Masters:TransparencyMaster5:HotelChainsTwo-Pronged GrowthStrategy Competency5:Identify sixinternationalhotelchains thatbegan intheUnitedStates,anddescribethe innovationstheyintroduced,pp.35-40Key Concepts:Hilton:modernhotelmanagement contractInterContinental:first to open ahotelinBali;expansioninMiddleEast;leadinginternational hotelcompany inEasternEurope;unique hotelarchitecture;restoration/repurposing ofolder propertiesinto hotelsSheraton:industry*sfirstautomated electronicreservations system;first chaintocentralize andcomputerize reservations;first companyto providetoll-free telephonenumberfor consumers;first companytoopenahotelinChinaunder itsown name;firstWestern hotelcompanytosign ajointventurewiththeSoviet Uniontodevelophotelsin MoscowHolidayInn:modern financialand managementtechniques;first tocapitalize onthe chainconceptvia franchisingandanationalreservationsnetworkHyatt:lobby atrium;unique in-hotel diningfacilities;stress totalguest experience;firstchain-wide childrensprogramChoice HotelsInternational:first witha no-smoking roomsprogram,first withmidpricedall-suites,first topay travelagent commissionsin everymajor foreigncurrency,first tointroducebrand segmentationCompetency6:Identify fourEuropean,two Indian,one African,and fiveAsia-Pacific hotelchains,anddescribe theirdistinguishing characteristics,pp.40-51Key Concepts:European:Club Mediterranee:vacation villagesAccor:strong foodand beverageoperations;Formule1conceptLe Meridien:elegant,medium-size hotels,French tradition/cuisine。