WTTI Course Syllabus

• The importance of hotels
• Travel and hotels
• Two centuries of hotel-keeping
• Hotels in the total accommodation market
• Hotel location
• Types of hotels

• The hotel as a total market concept
• Hotel facilities and services as products
• Hotel accommodation markets
• Hotel catering markets
• Hotel demand generating sources
• Hotel market areas
• Hotel market segmentation
• Buying and paying for hotel services
• Hotel marketing orientation

• Objectives and policies
• General and sectional policies
• Policy formulation, communication and review
• Hotel philosophies
• Hotel plans and strategies
• The framework of hotel management

• Room sales
• Guest accounts
• Mail and other guest services
• Uniformed services
• Hotel housekeeping
• Organisation and staffing
• Accounting and control

• The food cycle
• The beverage cycle
• Hotel restaurants
• Hotel bars
• Room service
• Functions
• Food and beverage support services
• Organisation and staffing
• Accounting and control

• Guest telephones
• Guest laundry
• Rentals and concessions other income
• Accounting and control

• Rooms
• Food and beverages
• Miscellaneous guest services
• Hotel support services
• The management structure
• Organisational structure of a large hotel
• Accounting and control

• Determinants of hotel staffing
• Numbers and payroll
• Hotel products and staffing
• Organisation of the personnel function
• Organisation of training
• Functions of the training division

• Measures of labour productivity
• Physical measures
• Financial measures – sales and payroll
• Physical/financial measures – sales per employee
• Productivity measures – value added approach
• Some ways to higher productivity
• Productivity standards
• Computers in hotels

• From product to sales to marketing
• The marketing concept
• Special features of hotel marketing
• The marketing cycle
• Marketing resources
• Hotels in the total tourist product

• Property ownership
• Property operation and maintenance energy

• The hotel balance sheet
• Balance sheet ratios and analysis
• The hotel profit and loss statement
• Profit and loss ratios and analysis
• Hotel operating profit
• Balance sheet and profit and loss relationships
• Liquidity ratios

• Products and markets
• Ownership and finance
• Organisation and staffing
• Accounting and control
• The future of the small hotel

• Advantages of groups
• Problems of groups
• Scope for centralisation
• A concentrated hotel group
• A dispersed hotel group

• Products
• Markets
• Cost and profit ratios
• Ownership and finance
• Organization and general approach

• The housekeeper and the organisation of the department
• Routine methods of work
• The staffing of the department
• Contracts
• Security, safety and first aid
• The housekeeper and the management of the department
• Budgeting and buying

• Cleaning equipment and agents
• The linen room
• Laundry, dry cleaning and stain removal
• Pests and waste disposal

• Ceramics, glass, metals, plastics and sanitary fitments
• Floorings or floor finishes
• Carpets
• Wall coverings
• Fabrics
• Soft furnishings
• Beds and bedding
• Furniture
• Interior decoration – lighting, heating, ventilation and flowers
• Planning trends

• Restaurant service in catering context
• Waiting staff and kitchen support
• Conduct and appearance
• Restaurant and equipment
• Ancillary sections and services
• Preparing the restaurant

• Menu trends and composition
• Function menu making
• Food and menu terms
• Cookery as product knowledge

• Preparing for service
• Guest reception and orders
• Forms of service
• Procedures and techniques
• Serving courses and dishes

• Checking, control and the bill
• Functions and outside catering
• Breakfast, lounge and floor service

• Table wine and wine lists
• Equipment and handling
• Serving and selling
• Drinks, licensing and tobacco

• Enquiries
• Reservation forms
• The black list
• Offering alternatives
• The bookings diary
• Room availability records
• Computerised reservations

• Arrival and registration
• Guest in residence
• Departures

• Guest accounting
• Methods of payment

• Protecting the guest
• Protecting the hotel

• Guest needs
• Service
• Roles
• Communication

• Behaviour
• Transactional analysis
• Role playing

• Increasing occupancies
• Increasing average room rates

• Reaching the customer – advertising
• Reaching the customer – intermediate agencies
• Selling to intermediaries

• Cost-based pricing
• Market-based pricing
• Inclusive/non-inclusive rates

• Yield management
• Groups
• Conferences
• Timeshares

• Verification
• Night audit
• Computerised control systems
• Occupancy and revenue reports
• Forecasts
• Other statistics
• Assigning guest satisfaction

• Staffing
• Computers

• Standard industrial classification
• Sectors of food and beverage outlets
• Cost and marketing orientation
• The food and beverage function
• The food and beverage function in context
• Food and beverage management
• Responsibilities of food and beverage management
• Constraints to food and beverage management

• Commercial sector
• Subsidised or welfare sector

• Food and drink
• Variety in menu choice
• Level of service
• Price and value for money
• Interior design
• Atmosphere and mood
• Expectation and identification
• Location and accessibility
• Food and beverage service employees
• Trends in eating out

• Basic menu criteria
• Types of food menu
• The contents of food menus
• Beverage menus/lists
• Menu merchandising

• The objectives of food and beverage control
• Special problems of food and beverage control
• The fundamentals of control
• The reality of control

• Types of budget
• Basic stages in the preparation of budgets
• Welfare operations
• Costs, profits and sales
• Break even analysis
• Pricing considerations
• Menu pricing

• The main duties of the purchasing manager
• The purchasing procedure
• The selection of a supplier
• Aids to purchasing
• The purchasing of foods
• Purchasing specifications for food
• The purchasing of beverages
• Purchase specifications for beverages

• Receiving of food
• Storing and issuing of food
• Stocktaking of food
• Receiving of beverages
• Storing and issuing of beverages
• Stocktaking of beverages

• Planning of food service facilities
• Food and beverage production methods

• Food service methods
• Classification of food service methods
• A development of the classification of catering operations
• Beverage service methods
• Classification

• Food production control
• Beverage production control

• The essentials of a control system
• Calculation of food cost
• Methods of food control
• Food control checklist

• Calculation of beverage cost
• Methods of beverage control
• Control checklist

• Manual systems
• Machine systems
• Operating yardsticks used in controlling

• Basic policies – financial, marketing and catering
• Control and performance measurement

• Basic policies – financial, marketing and catering
• Control and performance measurement

• Basic policies – financial, marketing and catering
• Control and performance measurement

• Legislation
• The common law
• Going to law

• Choosing the form of business enterprise
• The proprietor or sole trader
• Partnership
• Companies

• Acquisition of premises
• The hotelier's liability as an occupier of premises
• Public health and hygiene
• Fire safety
• Lost property found on the premises
• Staff accommodation
• Security

• The contract of booking
• Consumer protection and booking contracts
• The registration of guests
• Inns
• Duties of the innkeeper
• The innkeeper's duty towards the property of guests
• The enforcement of the innkeeper's duties
• The innkeeper's liability as an occupier of premises
• The rights of an innkeeper
• The rights and duties of a hotel
• Non-payment by guests and travellers

• Contracts for the sale of food and drink
• Criminal liability for the sale of food and drink
• Refusing service to the customer
• Theft by customers

• Standard form contracts
• The terms of a commercial contract

• Liquor licensing
• Restaurants, hotels and clubs
• Permitted hours
• The conduct of licensed premises
• Weights and measures
• Miscellaneous licences
• Liability of intoxicated customers

• The contract of employment
• The terms of the contract of employment
• Remuneration
• The rights of employees during employment
• Dismissal
• Redundancy

• Civil aspects of health and safety at work
• Offices, Shops and Railway Premises Act 1963
• The Health and Safety at Work Act 1974
• Accidental dangerous occurrences
• People at special risk
• Insurance against injuries

• Trade Unions
• The employee's rights as a Trade Unionist
• The closed shop
• Trade Union ballots

• Exchange and value
• Capital
• Financial position
• Separate entity
• Assets and liabilities
• The balance sheet
• Types of assets and liabilities

• Transactions and the balance sheet
• The duality of transactions and the money measurement concept
• Profit defined
• Types of expenditure: the capital/revenue distinction
• Generic types of transaction

• The double-entry system
• Periodic balancing of the books
• The trial balance
• Types of error
• The correction of errors

• Calculating profitability
• The trading and profit and loss account
• The accruals concept
• The balance sheet

• Definition of fixed assets
• Depreciation of fixed assets
• Depreciation and the accruals concept
• Methods of depreciation
• Recording, processing and reporting depreciation in the accounts
• Accounting for the acquisition and disposal of fixed assets
• The consistency concept
• Intangible fixed assets

• Types of stock
• Stock valuation and profitability
• Control and verification of purchasing and receiving
• Stock control systems
• Stock valuation when input prices are changing

• Cash and credit transactions
• Debtors and creditors
• Reconciliation of statements and ledger accounts
• Credit control
• Provision for bad debts

• The importance of cash management
• The cash book
• Bank reconciliations
• Till and takings management
• Credit cards
• The petty cash system
• Foreign currency exchange
• Ticket systems for cash sales
• Introduction to cash flow statement
• Cash and the accruals concept

• The significance of employee costs in HTL businesses
• Remuneration methods
• The payroll system
• Accounting for employment costs
• Reporting employee costs

• The principles of VAT
• Rates and scope of VAT
• Calculating VAT liability
• Completing a VAT return and paying VAT
• Accounting for VAT
• The mechanics of VAT for tour operators and travel agents

• Types of recreation and leisure clubs
• The distinction between clubs and commercial organisations
• Sourcing of income for recreation and leisure clubs
• Measuring and reporting income and expenditure
• Preparation of final accounts and notes

• The partnership agreement
• The appropriation of profit
• Changes to the partnership
• Partnership dissolution and conversion
• Distinctive features of limited companies
• The final accounts of limited companies
• Corporate capital structure

• Expenses and costs
• Cost control and organisational structure
• The three main components of cost
• Calculating the direct material cost
• Calculating the direct labour cost
• Allocation and apportionment of overhead costs
• Calculating the total cost of a product in a multiproduct, multidepartmental business

• Pricing based on cost data
• Pricing decisions based on market conditions
• Pricing to optimise profit using cost and market information
• Pricing strategies in special situations

• The behaviour of cost and revenue against output
• Breakeven analysis
• Contribution theory
• The contribution/sales ratio
• Evaluating business alternatives
• Contribution theory and product-mix decisions
• Profit maximization where resources are limited
• Make-or-buy decisions

• Strategic planning
• The annual planning cycle
• Preparing individual budgets
• Cash budgets
• Master budgets
• Behavioural aspects of planning and budgeting

• Monitoring performance against plans and budgets
• Responsibility for variances
• Flexible budgets
• A standard costing system
• Calculation of individual variances
• The profit reconciliation system
• The variance analysis report

• The long-term objectives of a business
• Capital investment
• Collecting data for project evaluation
• Evaluating capital investment projects
• Pros and cons of the four methods
• Qualitative factors in capital investment decisions

• Ratios and comparative analysis
• Gross and net profit margins
• Primary performance ratios
• Return on Capital Employed (ROCE)
• Liquidity ratios
• Working capital efficiency ratios
• Efficiency ratios for the hotel industry
• Capital structure and the risk-return relationship
• Cost-volume-profit ratios
• Value-added ratios
• Other value-added ratios
• Weaknesses of ratio analysis

• The value of spreadsheets
• Common commands and functions
• Preparing the final accounts of a theatre
• Preparing a product cost structure
• Pricing rooms using the Hubbart Formula
• Graphing the revenue and cost functions of a travel agency
• Graphing a breakeven chart
• Preparing a cash budget
• Examining alternative purchase options
• Comparing two hotels in two different market sectors

• Background to the industry's workforce
• Human resource management
• Job design
• Recruitment
• Selection
• Appointment and induction
• Performance management
• Training
• Management development
• Job evaluation
• Administration of wages and salaries
• Incentives
• Fringe benefits
• Labour turnover and termination of employment
• Employee relations
• Law of employment
• Human resource planning, records and statistics
• Labour costs and productivity
• Organising human resources
• Managing people
• Managing in an international context
• Customer care and quality
• Business ethics

• The travel industry
• The tourism industry

• Accommodation – hotels in the UK, Europe and USA
• Industrial supply in UK and Europe
• Historical perspective – UK
• Economic issues
• Organisations
• Accommodation – timeshare
• Accommodation – caravan and camping
• Other activities within the hospitality and leisure industry

• Strategic management
• Feasibility studies

• Commissioning the property
• Procurement
• Sources of revenue and operating costs
• Market segments

• Marketing
• Room division
• Rooms
• Housekeeping
• Planning and organising the housekeeping department
• Human resource management
• Financial control
• Leisure facilities

• Food safety legislation
• Liquor licensing legislation
• Health and safety at work
• Planning legislation

• Catering market
• The catering markets by sector
• Market sectors
• Major operations
• Food and beverage management

• Background and history
• The primary markets
• Industry supply
• The three major companies

• Background to the industry
• Major operations

• The environment
• Environment initiatives
• Environment issues – the hospitality industry
• Computer reservations systems
• Quality assurance
• Total quality management

Main Text: Hospitality Management: An Introduction – T Knowles (Pitman Publishing)
Alternative Text: International Hospitality Industry – Peter Jones (Pitman Publishing)

• Customer orientation
• What is hospitality and tourism marketing?
• Marketing in the hospitality industry
• Undesirable customers
• Marketing management
• Marketing management philosophies
• Marketing's future
• The internet changes how we market hospitality products
• Great leaders

• The service culture
• Characteristics of service marketing
• Management strategies for service businesses
• Ritz-Carlton: taking care of those who take care of customers
• Overview of service characteristics: The Servuction Model

• Nature of high-performance businesses
• Corporate strategic planning
• A strategic look at Starbucks coffee
• Business strategy planning
• Unique challenges of the hotel industry

• The company's micro-environment
• The company's macro-environment
• Managing in uncertain times
• Popcorn's cultural trends
• Linked environmental factors
• Responding to the marketing environment

• The marketing information system
• A "questionable" questionnaire
• Research problem areas
• The internet: a great source of marketing information
• Marketing research in small business
• Marketing research in smaller organisations

• A model of consumer behaviour
• Personal characteristics affecting consumer behaviour
• Senior consumers
• The San Diego Padres Baseball Club
• The buyer decision process
• Unique aspects of hospitality and travel consumers

• The organisational buying process
• Participants in the organisational buying process
• Major influences on organisational buyers
• Organisational buying decisions
• Group business markets
• Dealing with meeting planners
• The corporate account and corporate travel manager

• Markets
• Market segmentation
• Jollibee: a regional fast food chain
• Targeting families by targeting kids
• Market targeting
• "Elite-napping" the business traveller
• Market positioning
• Airline positioning: Southwest Airlines

• What is a product?
• Product levels
• Augmented product
• Brand decisions
• New product development
• The National Food Laboratory helps restaurants develop new products
• Restaurants and hotels develop new product ideas
• Product development through acquisition
• Product life-cycle strategies

• Internal marketing
• When employee communications go against customer expectations
• The internal marketing process
• Nonroutine transactions

• Defining customer value and satisfaction
• Tracking customer satisfaction
• Relationship marketing
• Retaining customers
• The link between marketing and quality
• What is quality?
• Benefits of service quality
• Developing a service quality program
• The five-gap model of service quality
• Forecasting market demand

• Price
• Factors to consider when setting prices
• Aspen skiing company knows out-of-state visitors are less price sensitive
• General pricing approaches
• Pricing strategies
• Segmented pricing: the right product to the right customer at the right time
• Price fixing
• Other pricing considerations
• Price changes
• The internet makes it easy for customers to find price information

• Nature and importance of distribution systems
• Nature of distribution channels
• Marketing intermediaries
• Top ten ideas for working with travel agents
• Channel behaviour and the organisation
• The Hilton Model
• Restaurant franchising
• Selecting channel members
• Responsibilities of channel members and suppliers
• Business location

• The communication process
• Thank you – a great personal communication
• Establishing the total marketing communications budget
• Managing and coordinating integrated marketing communications
• Southwest Airlines
• Manage the integrated marketing communication process
• Advertising
• How does an advertising agency work?
• Major decisions in advertising
• Association advertising

• Public relations
• Taco Bell provided example of creative publicity
• Major activities of PR departments
• Publicity
• Singapore Suntec Centre
• The public relations process
• Major tools in marketing PR
• Public relations opportunities for the hospitality industry
• Crisis management
• Sales promotion
• Local store marketing

• Internet marketing
• Using the web to market tourism destinations
• Web site development
• Business-to-business e-commerce
• Developing a marketing database system
• Using your database for customer research
• Gazelle Systems brings database marketing to restaurants
• Manhattan East Suite Hotels gives customers what they want before they ask
• Direct marketing

• Management of professional sales
• Nature of hospitality sales
• Sales force objectives
• Sales force structure and size
• Organising the sales department
• Relationship marketing and strategic alliances
• Recruiting and training a professional sales force
• Managing the sales force

• The globalization of the tourist industry
• Importance of tourism to a destination's economy
• Stop the brutal marketing
• Tourism strategies and investments
• Gambling on Central City
• Segmenting and monitoring the tourist market
• Maryland Office of Tourism development case study
• Communicating with the tourist market
• Organising and managing tourism marketing
• National tourism organisations: how they work

• Purpose of a marketing plan
• Section I: executive summary
• Section II: corporate connection
• Section III: environmental analysis and forecasting
• Section IV: segmentation and targeting
• Section V: next year's objectives and quotas
• Section VI: action plans – strategies and tactics
• Pricing strategy
• Section VII: resources needed to support strategies and meet objectives
• Section VIII: marketing control
• Section IX: presenting and selling the plan
• Section X: preparing for the future

• The growing importance of services
• Services: what makes them special?
• A closer look at services
• The role of service classifications

• Why do we need a service concept?
• How to define the service concept
• Implementing the service concept
• The service concept as a guiding framework
• Why not all service concepts are alike

• From goods to services
• Why servitisation?
• Making the transition

• Relationship marketing: new words to an old tune?
• Linking customer satisfaction, customer loyalty and profitability
• Lifetime value: the link with profitability
• How to increase customer satisfaction and customer loyalty
• Setting objectives in service marketing

• What is so different about promoting services?
• The basic building blocks of promotion
• Designing a marketing communications strategy for services
• Drawing up a promotion plan

• Developing a framework for pricing decisions
• Pricing objectives
• Pricing strategies
• Pricing structure
• Pricing levels and tactics

• Service quality and customer satisfaction
• A service satisfaction framework
• Measuring customer satisfaction
• Complaint management

• Service guarantees
• Service-level agreements
• Internal service guarantees and service-level agreements

• The nature of services
• Human resource management for services

• Designing competency-based HR practices
• Linking customer satisfaction, customer loyalty and profitability
• Competencies for service organisations

• The benefits of collaboration in the workplace
• The broader relevance of collaboration to services
• The role of collaboration in learning
• Collaboration as the central theme
• Establishing collaborative relationships

• The relevance of empowerment for service environments
• Empowerment: the employee and the supervisor
• Empowerment: the organisation

• Relevance of role stress for the service encounter
• Linking customer satisfaction, customer loyalty and profitability
• Role stress defined
• Handling role stress for front-line employees

• Process choice
• Process design
• Process monitoring
• Process evaluation
• Process re-engineering

• Capacity and capacity management
• Capacity planning
• Scheduling capacity
• Managing the demand side
• The psychology and managerial consequences of waiting

• The nature of facilities management in services
• Location
• How to increase customer satisfaction and customer loyalty
• Designing the servicescape

• The network era – where do we stand?
• The impact of IT developments on service encounters
• Action strategies for the new media

• Designing performance measurement systems for services
• Implementing an integrated performance measurement system

• Innovations as spiral processes: the value-constellation approach
• Innovation portfolio management
• Organising the innovation portfolio: the make-or-buy decision
• The operational management of innovation

• Why internationalise?
• Drivers towards internationalisation
• Culture and cultural differences
• Internationalisation strategies

• The nature of strategic management
• The challenges of strategic management for services

• Importance of customer service
• Understanding customer satisfaction
• Excellent customer service
• Five needs of every customer
• Internal and external customers
• Customer attributes
• Cost of losing a customer

• Elements of success
• Barriers to excellent customer service
• Power of perceptions
• Understanding expectations
• Levels of expectations
• Scope of influence
• Reputation management
• Techniques for exceeding customer expectations
• Keys to credibility
• Importance of values
• Ethics in customer service
• Current status of customer service
• New trends in customer service

• Role of problem solving in customer service
• Creativity and problem solving
• Problems as opportunities
• Confronting conflict
• Problem solving process
• Problem solving strategies
• Development of negotiation skills
• Professional approaches to apologising and conveying bad news
• Barriers to problem solving and decision making
• Importance of follow up

• Why a strategy?
• Planning
• Importance of infrastructure
• Culture
• High touch and low touch customers
• Consumption behaviour
• Segmenting the market
• Developing a strategy

• What is empowerment?
• Importance of mission and purpose statement
• Empowerment = opportunity
• Steps to empowering customer service providers
• Co-production of customer service
• Why co-production works
• Design of systems

• Building customer intelligence
• Methods of communication
• Listening
• Voice inflection as a customer service tool
• Telephones and customer service
• Words to use/avoid
• Power phrases
• Power of eye contact
• Appeal to the senses
• Communication and technology

• Who are challenging customers?
• Why they are challenging
• Creating challenging customers
• Characteristics of challenging customers
• Respect
• Empathy
• Responsibility check
• What to do when you are wrong
• Benefits from dealing with challenging customers

• What is motivation?
• Needs and wants
• Motivating factors
• Understanding morale
• Self-concept and motivation
• Improving self-concept
• Power of self motivation
• Teamwork
• Motivating others

• Leadership defined
• Knowing yourself
• Formal and informal leaders
• Coach or counsellor
• Characteristics of excellent leaders
• Leadership and goals
• Creating a customer service culture
• Benefit of job aids
• Leadership without position
• The boss as a customer

• What is customer retention?
• Value of existing customers
• Churn
• Developing and improving the customer retention programme
• Measurement of satisfaction
• Sources of information
• Benefits of measuring your effectiveness
• Determining your effectiveness
• Surveys and reality
• Evaluating your own performance
• Business benefits from measuring satisfaction

• Today's changing marketplace
• The customer of the twenty-first century
• Embracing new technologies
• Call centres
• The internet
• Enhancing service experiences and building customer loyalty

• Excellence as the goal
• Getting started
• Rewards of excellent customer service

• The definition and meaning of economics
• Scarcity and choice
• The importance of marginal analysis
• Capital and income
• The business firm
• The financial features of businesses
• Business perspectives

• The market system
• Market stability
• Government controls
• Change in the market
• Changes in demand
• Changes in supply
• Market changes in practice
• Short-term and long-term effects of change in demand
• Short-term and long-term effects of change in supply
• Elasticity and its application
• Applying supply and demand
• Implications for management

• Defining the economy
• Measuring the economy
• Measuring changes in output
• Trends in the economy
• Economic growth
• Reasons for economic growth
• Structural change in the economy
• Economic trends and the hospitality industry
• Time, cost and economic change
• Economic growth and household changes
• Economic growth and the hospitality industry

• A note on spending and income
• The accommodation sector
• The eating out sector
• The drinks sector
• Contract services

• Boom follows slump follows boom: stages of the macroeconomic cycle
• Aggregate demand and supply
• Why fluctuations in output occur
• Government macroeconomic policy
• Views on macroeconomic policy
• The impact of the macroeconomy on the hospitality industry
• Predicting macroeconomic changes
• Implications for management

• Tourism life cycle and local development
• Multiplier analysis of the local impact of tourism
• The multiplier process
• Multiplier studies

• Market structure
• Economies of scale and scope and experience
• Sources of economies of scale and scope
• Economies of scale and scope in the hospitality industry

• Pricing for profit
• Comparing monopoly and competition
• Dominant firms and oligopolies
• Market structure and social efficiency
• Government control of monopolies

• Goods and services
• Costs of production
• Planning the production of hospitality services
• Production planning in a changing environment
• Service quality

• Efficient production
• Use of labour
• Investment decisions
• Organising production: the economic role of firms

• Risks and financial requirements of a business during development
• Vertical integration
• Mergers
• Franchising: solution for a dispersion market
• Internationalization

• Strategic development and pricing
• Pricing methods for hospitality services
• Differential pricing for demand management
• Price discrimination
• Load pricing
• Application of differential pricing
• Hotel occupancy and capacity utilisation
• Pricing in special situations

• An analytical framework
• Planning reading
• Reading the industry literature

• What is organisational behaviour?
• Why organisational behaviour in hotels and restaurants
• Why an international perspective?
• The content of the book
• Writing style

• Introduction
• Reading organisations
• What is organisational behaviour?
• Looking at elephants
• Management gurus
• Learning about organisational behaviour
• Tips for studying organisational behaviour

• Introduction
• Being hospitable
• Selling a service
• Hotels and restaurants as leisure products
• Work in hotels and restaurants

• Introduction
• What is culture?
• Uncovering culture
• National cultures
• Organisational culture

• What do people want from work?
• Content theories of motivation
• Process theories of motivation
• Money and motivation

• Working with others
• How do groups work?
• Leading the group
• How can group working and leadership skills be improved?

• Introduction
• Enrich or simplify?
• The characteristics of an enriched job
• Against job enrichment
• The flexible organization
• Organisational structures

• Introduction
• What do managers do?
• What do hospitality managers do?
• Controversies in hospitality management
• Is management changing?
• Women managers: female travellers in a male world
• Travellers in a white world

• How do you "manage" a smile?
• The sovereign customer
• It's all an act
• The customer is not always right

• Introduction
• The survival of the fittest
• Organisations as instruments of domination
• Social responsibility

• Ways of seeing organisations
• Ways of seeing hospitality organisations
• The many faces of culture
• Motivation, job performance and satisfaction
• Groups and leading groups
• Designing jobs and organisation structures
• Managers and their roles
• Serving the customer
• The wider environment
• Final thoughts

• Concepts
• Feasibility
• Design

• Development strategy
• Project finance
• Legal agreements and contracts

• The design team
• Building costs
• Managing construction

• Operational planning and relationships
• Planning accommodation
• Service provision

• Asset management
• Product development and brand management
• International and cultural issues