Hospitality: answering each section

Section #01

Subsequent to your review of the many sectors of the hospitality, travel and tourism industry, identify which sector (type of business) has the greatest appeal to you for personally pursuing a career direction.  If there is a specific company within the selected sector that is of most interest to you, share the name of that company.  Explain what research you have done in making this determination.  If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, which career direction are you planning to follow and how do you see the content of this course applying in that field? (50 points) | This portion of the assignment addresses CO#02 – Summarize the dimensions and scope of the industry including travel trends and research.

Section #02

State the characteristics and attributes associated with the sector (type of business) of the hospitality, travel or tourism industry that you’ve chosen, explaining what makes it more appealing to you than other sectors.  Share how service is defined in this sector, and how service delivery is undertaken differently than in other sectors.  If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, explain how service is defined in the field you’ll pursue, and how do you envision yourself providing that service? (50 points) | This portion of the assignment addresses CO #01 – Define “service” and explain how service businesses differ from manufacturing businesses.

Section #03

Summarize the major trends and issues (positive and negative) that are specifically impacting this sector (type of business) of the industry.  State the sources available for undertaking research on this sector’s performance and developments.  If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, summarize the major trends and issues (positive and negative) that are specifically impacting your area of focus. (50 points) | This portion of the assignment addresses CO #02 – Summarize the dimensions and scope of the industry including travel trends and research.

Section #04

Identify three of the sources and resources for determining career opportunities in this sector (type of business) or in the industry you plan on focusing your career direction. (50 points) | This portion of the assignment addresses CO #03 – Identify sources and resources for determining career opportunities and Identify best practices for developing career positioning.

Section #05

Identify three of the basic tasks of managers that apply within this sector (type of business).  If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, identify three of the basic tasks of managers in your chosen field.  (50 points) | This portion of the assignment addresses CO #05 – Identify the basic tasks of managers.

Section #06

When you progress to a management position with a company in this sector (type of business) – and even If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry – share which fundamental theory on management you would embrace, based on what you learned from theorists Fayol, Taylor and Drucker. (50 points) | This portion of the assignment addresses CO #04 – Contrast the fundamental theories of management.

Section #07

When you progress to a management level within the sector (type of business) you’ve selected – and even If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry – define the leadership style you would embrace, and specify which leadership strategies you would engage with your team. (50 points) | This portion of the assignment addresses CO #06 – Define “leadership” and identify leadership strategies that can be undertaken.

Section #08

If you were to engage a management company to handle operations for a hospitality, travel or tourism business, specify which elements of the management contract would be considered most essential. (50 points) | This portion of the assignment addresses CO #07 – Prescribe which elements of a management contract are most essential.

Section #09

Differentiate the types of franchises (if any) that are available within this sector (type of business), explain how the franchising process works in this sector, and how it may be different from other sectors. If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, identify the types of affiliations that might be engaged in order to achieve similar results to a franchise arrangement.  (50 points) | This portion of the assignment addresses CO #08 – Differentiate the types of franchises available and explain how franchising works.

Section #10

Provide two examples of different viewpoints (deontological versus utilitarian) that can be taken concerning ethical decisions that might be encountered in this sector. If you do not intend to pursue a career opportunity in the hospitality, travel or tourism industry, provide the two examples for the field you will be focused in.  (50 points) | This portion of the assignment addresses CO #04 – Contrast the fundamental theories of management and CO #05 – Identify the basic tasks of managers.

Journal #12- Assignment

#12/A (MLO#01 – Summarize the contributions to management theory by Taylor, Fayol and Drucker)

· Frederick Taylor developed Taylorism, focusing on efficiency through scientific analysis of work. Taylor believed that there was a “best way” to perform each task, which could be identified and standardized. Productivity was his main goal, and workers were rewarded according to how quickly and well they performed their work.

· Henri Fayol proposed a broader view of management, identifying five main functions: planning, organization, command, coordination, and control. Fayol saw management as a universal function and believed that managers should manage resources in a structured way to achieve business goals.

· Peter Drucker shifted the focus to leadership and long-term vision. Drucker argued that managers should not only perform tasks, but also create goals and develop the capabilities of people within the organization. Management, for him, was a dynamic process that had to adapt to change and focus on human development.

Contrasting theories:

· Taylor focused on individual productivity and efficiency, standardizing processes.

· Fayol saw management as involving the entire organization, emphasizing coordination and structured management.

· Drucker focused on leadership and strategic vision, with a greater emphasis on people’s well-being and growth.

#12/B (MLO#02 – Identify and explain four basic leadership strategies)

The four basic leadership strategies proposed by industrial psychologist Warren Bennis are:

I.
Focus through vision: Leaders create and share a clear vision for the future of the organization. As explained, leaders such as Ray Kroc and Walt Disney had a clear vision of what they wanted to achieve and were able to convey it to all employees.

II.
Meaning through communication: Effective leaders not only have dreams, but they also share them in such a way that others can participate. Communication is the key to aligning everyone with organizational goals, making the vision shared.

III.
Confidence through positioning: Leaders demonstrate constancy in pursuing their goals, and those who collaborate with them know they can trust that they will accomplish what they have promised.

IV.
Personal development: Leaders know their strengths and weaknesses and constantly work to improve themselves. They know how to delegate and create an environment where employees can also grow and make their own decisions.

Difference between “management” and “leadership”: Bennis distinguishes between management and leadership. Management is about completing tasks and managing resources, while leadership is about influencing and guiding people toward a vision. In short, managers focus on efficiency, while leaders focus on effectiveness.

As I progress in my career, I can embrace the principles of
management by organizing and optimizing resources to achieve concrete results, but at the same time, I must integrate
leadership by inspiring and motivating the people around me to achieve shared goals, building trust and continuously improving myself and the team.

#12/C (MLO#03 – Define the four P’s of marketing)

The four P’s of marketing (Four P’s) are:

1.
Product: In a hotel context, product includes not only the hotel room, but also the services offered, such as the restaurant, pool, spa, and the overall experience the hotel provides to its guests. This concept also includes the atmosphere, decor, and quality of services, all of which help define the appeal of the hotel.

2.
Place: This refers to both the physical location of the hotel (e.g., proximity to tourist attractions or shopping centers) and the distribution channels through which customers book. This can include the hotel’s website, online platforms such as Booking.com or Expedia, or through travel agents.

3.
Price: Price is about how much guests are willing to pay for their stay. Hotels can use pricing strategies such as cost-plus pricing, consumer-based pricing, or competitive pricing to determine the price of rooms. Dynamic pricing (revenue management) can also optimize revenue based on supply and demand.

4.
Promotion: Promotion includes all activities used to communicate the hotel’s offer to potential customers. These activities can include advertising, direct sales, special promotions, social media marketing, and public relations, aimed at strengthening the hotel’s brand and attracting guests.

Among the four P’s, I consider Product to be the most important in attracting and retaining guests. The quality and uniqueness of the experience offered are key to distinguishing a hotel from its competitors. A well-designed product that meets guest expectations not only attracts new customers, but also encourages returning guests, thus helping to maximize revenue. However, an effective combination of all four Ps is necessary to achieve maximum success.

Journal #09 Assignment

#09/A (MLO#01 – Describe meeting types and where they are held)

A common example is the

conference
, which often brings together a large audience to hear speakers on a specific topic. These events are held in large convention centers, such as those in Miami or São Paulo, designed to accommodate large numbers of people and equipped with state-of-the-art technological equipment. Personally, I have attended medical equipment trade shows, such as FIME at the convention center in Miami and HOSPITALAR in São Paulo. Both facilities were suitable for hosting large events, with excellent organization of space, good acoustics, and easy access for attendees.

Another type of event is the

workshop

, which is more interactive and focused on firsthand learning of a new skill or specific insights. These events are often held in smaller meeting rooms or equipped classrooms, ideal for firsthand activities and direct discussions.

Finally,

business meetings
are more formal meetings often focused on business decisions. These meetings take place in corporate meeting rooms or, in some cases, in informal settings such as restaurants. I, too, have attended business meetings in restaurants in my work, and although the atmosphere was relaxed, the background noise could make it difficult to focus on the discussions.

#09/B (MLO#02 – Explain the meeting planning process)

Regarding the process of planning a meeting, there are three key aspects. The first is the
objective setting, which consists of clarifying what you want to achieve from the meeting. This is critical to ensure that all organizational decisions are aligned with the purpose of the meeting. The second aspect is
logistics planning, which involves choosing the date, venue, and managing the invitations and tools needed for the meeting. This step can be particularly challenging, especially when there are many details to coordinate. Finally, there is the
execution and evaluation phase, during which the progress of the meeting is monitored, and feedback is gathered to evaluate its success.

Logistics planning is often the most complex phase, as it requires managing many variables at once and anticipating possible eventualities.

Journal Assignment #4

#04/A (MLO#01 – List the restaurant industry segments

The restaurant industry is very diverse and can be divided into several main segments, each of which addresses different needs and preferences. Here is an overview of six key segments:

·
Commercial restaurant services:

·
Table-service restaurants: They offer a full table experience, with waiters and a varied menu in an elaborate atmosphere.

·
Limited-service restaurants: They provide more casual service, such as fast-food and quick-service restaurants.

·
Noncommercial restaurant services:

·
Business organizations: Include dining facilities within companies and offices, serving meals for employees and guests.

·
Educational organizations: Pertain to food services in schools and universities, providing meals for students and staff.

·
Other services:

·
Managed services: Include catering operations in places such as hospitals and institutions, managed by outside catering companies.

·
Mobile catering: Covers catering services provided through mobile units such as food trucks, which offer a variety of meals in different locations.

These segments reflect the wide range of culinary experiences available in the industry, meeting a variety of needs from casual dining to specialized services.

My favorite type of restaurant is the casual dining restaurant. This segment combines a relaxed atmosphere with good quality food, allowing you to enjoy a meal without too much formality. I like it because it offers a balance between comfort and quality, making the dining experience enjoyable and affordable. However, if I had to choose where to work, I would prefer a fine dining restaurant. This is because it would allow me to learn advanced culinary techniques and develop sophisticated service skills while working in an environment that values the art of fine dining and hospitality.

#04/B (MLO#02 – Describe food service outlets in lodging operations

In the lodging industry, food service outlets may include:

· Gourmet Restaurants

· Coffee Shops

· Quick Service Outlets

Differences Compared to Non-Lodging Restaurants

· Marketing and Prestige:

In lodging establishments (such as hotels and resorts), food service outlets are often used as marketing tools to enhance the reputation of the establishment. The quality and prestige of restaurant can elevate the image of the hotel or resort. This approach is different from that of independent restaurants, which do not benefit from the same level of visibility and prestige from affiliation with a major hospitality brand.

· Integration with Hospitality:

Food service outlets in the lodging industry are designed to integrate with the overall hospitality experience. They are created to reflect the theme and service of the entire facility, offering a dining experience that enriches guests’ stay. In independent restaurants, there may be less emphasis on how the dining experience integrates with the overall guest experience compared to lodging establishments.

· Service and Personalization:

In lodging settings, dining services offer a high level of personalization and diligence to meet guests’ needs. This can include exclusive and tailored options that enrich the stay experience. In independent restaurants, levels of service and customization may vary and may not always be geared specifically to guests staying overnight.

· Management and Operations:

Hotels and other lodging facilities may outsource the management of their restaurants to renowned chefs or restaurant operators, allowing hotel management to focus on the core business. This practice is less common in independent restaurants, where owners often directly manage day-to-day operations without such outside support.

At the Italian Trattoria at Royalton Cancun, the service is especially welcoming and polite, which further enriches the dining experience. This aspect of attentive and personalized service differs from independent restaurants, where the level of welcome and courtesy can be more variable. The attention to service and integration with the overall hotel experience helps create a more consistent and enjoyable environment for guests.

#04/C (MLO#03 – Summarize the pitfalls of starting a new restaurant

When starting a new restaurant, several common mistakes are important to avoid. Here is a summary of the main obstacles and how to avoid them:

·
Lack of business knowledge: Without a solid understanding of marketing, accounting, finance, law, and human resource management, it is difficult to run a restaurant successfully. It is essential to acquire these skills or hire qualified professionals.

·
Lack of technical knowledge: Site selection, menu planning, recipe development, and production techniques must be fully understood. Relying only on a passion for food is not enough; having adequate technical skills is essential.

·
Lack of sufficient working capital: Many new restaurants fail because their owners underestimate the capital needed to cover working capital and maintain the restaurant to the break-even point, which can take months or even longer.

·
Site selection Opening a restaurant in a non-strategic location can reduce the likelihood of success. It is important to do market research to choose a location with good customer potential.

·
Poor management: Not having a clear management plan or not being able to adapt to market needs can lead to operational and financial problems.

Example of observed error: At a restaurant in Brickell, Miami, I noticed significant inefficiency in service. They took an hour to serve a burrata, a dish that does not require cooking, and our waiter disappeared in the middle of the shift, ignoring our table. We had to call the manager, and the dish was expensive and of low quality. This demonstrates the importance of consistent, high-quality customer service, which can significantly impact a restaurant’s success or failure.

El cuento
“Thanatopia” de Rubén Darío nos ofrece una atmósfera inquietante y sombría, en la cual el protagonista, James Leen, nos narra sus angustias y sufrimientos. Lo que más me llamó la atención es cómo Darío mezcla elementos de horror y lo sobrenatural con temas psicológicos profundos, como el miedo a la muerte y la lucha con los fantasmas del pasado. A través del relato de James, podemos sentir su terror creciente al enfrentarse a una figura que parece ser su madrastra, pero que más bien encarna la muerte misma.

El protagonista parece atrapado no solo físicamente en un ambiente oscuro y opresivo, sino también mentalmente, con recuerdos de su niñez solitaria y las tensiones con su padre. La descripción de la casa familiar, especialmente con las referencias a los muebles antiguos y el retrato de su madre, refuerza la sensación de que James está rodeado por sombras del pasado, y de que la muerte está siempre presente, vigilante.

En general, me pareció un cuento envolvente y desconcertante, que invita a reflexionar sobre la fragilidad de la vida y lo inevitable de la muerte, temas que Darío trata con su característico estilo poético y cargado de simbolismo.

Journal #10- Assignment

#10/A (MLO#01 – Describe the formation of modern cruising)

The birth of modern cruising began in the 1960s with Miami entrepreneur Leslie Frazer, who chartered two ships and promoted them exclusively for cruising. In 1966, Ted Arison, a young Israeli, together with Norwegian Knut Kloster, launched the Sunward, the first ship designed specifically for cruising. The company they founded, Norwegian Caribbean Line (NCL), became a pioneer in transforming Florida’s cruise industry from a collection of old transatlantic ships to a fleet of new ships dedicated to the Caribbean cruise market. Another important figure was Ed Stephan, who founded Royal Caribbean Cruise Lines (RCCL) based on innovative designs, such as the Song of Norway and Sun Viking. Princess Cruise Lines, founded by Stanley McDonald, also played a crucial role with cruises to the Mexican Riviera. In 1977, the popular TV show The Love Boat radically changed the image of cruises, presenting them as affordable and fun vacations for everyone, not just the wealthy. Ted Arison’s success continued when he left NCL and founded Carnival Cruise Lines. Initially, the venture encountered difficulties: the first ship, Mardi Gras, ran aground shortly after departure. However, Bob Dickinson, vice president of marketing, devised a fundamental change, transforming cruises from destination-oriented experiences to a vacation where the ship itself became the destination. This “Fun Ship” concept made cruises accessible to a younger, more informal audience.

In my opinion, Ted Arison was the most influential in the development of modern cruising. His vision of making cruising fun, affordable, and accessible to the masses, along with the founding of Carnival, revolutionized the industry, transforming it from an exclusive experience for a few to a mass vacation, creating the world’s largest cruise group.

#10/B (MLO#02 – Explain how a cruise ship is organized and managed)

A cruise ship is organized similarly to a large floating resort, but with some key differences from other hospitality, travel, and tourism enterprises. At the top of the hierarchy is the captain, who has primary responsibility for the ship, passengers, and crew. The captain is responsible for enforcing national and international laws, and oversees the key departments: engines, bridge, and hotel. The engine department is managed by the chief engineer, while the bridge department is under the leadership of the first officer. The hotel department, which oversees the guest experience, is headed by the hotel director, responsible for food and beverage, housekeeping, entertainment and other services such as the casino and concessions on board. Depending on the ship, a cruise director may oversee entertainment. The hotel director is not in charge of the sales and marketing part on board because these aspects are managed ashore.

This hierarchical structure differs from other hospitality, travel, and tourism companies in that decisions and operations are influenced by international maritime laws and regulations, as well as national and local ones. The officers and crew of a cruise ship cannot simply walk off the job, as might be the case in a land-based hotel setting. In addition, the hotel director has a very broad role and must manage not only food and beverages, but also entertainment, shore excursions, and other services. This different approach to managing staff and operations is due to the closed and specific environment in which ships operate. A crucial role in the hotel department is that of the
purser, who serves as banker, guest account manager, and human resources manager on smaller ships. He also manages
front office operations like those of a traditional hotel, making sure that financial transactions run smoothly and that passenger problems are resolved. In addition to the purser, there are other managers such as the
food and beverage manager,
chief housekeeper, and
cruise director, each with specific responsibilities.

If I decided to take a Caribbean cruise during the 2024 winter vacations, I would choose Royal Caribbean. This company is known for excellent service quality and a wide range of entertainment and dining activities on board. In addition, their attention to detail in meal preparation, along with the variety of dining options available, aligns perfectly with my personal preferences. Finally, modern technologies such as the Ocean Medallion make the passenger experience much more convenient and interactive, further enhancing my choice.

Stefany Ziani

2

Journal #01 Assignment

1.
01/A (MLO#01 – Define service and identify how service businesses differ from manufacturing businesses).

Service is the act of fulfilling a customer’s needs by providing assistance or performing tasks. Hospitality, on the other hand, goes beyond just meeting needs; it’s about making guests feel welcomed and comfortable, creating a positive experience. During my stay at Majestic Resort in the Dominican Republic last October, I experienced both service and exceptional hospitality. The service was efficient, with smooth check-in and daily room cleaning. But what truly made my stay unforgettable was the hospitality, especially from a waitress named Miriam. She worked at different restaurants within the resort, and every time she saw me, she would cheerfully call out “pequeñita” and give me a warm hug. Miriam made me feel like part of the family, which was so special that I took a photo with her to include in my review. Nearly a year has passed, but I’ll never forget the warmth and kindness she showed me.

2.
#01/B (MLO#02 & #03 – Explain the importance of strategic planning; and identify the steps in the strategic planning process).

Strategic planning is essential for hospitality, travel, and tourism businesses as it helps set a clear direction for the organization. It ensures that the business can effectively manage resources, adapt to changes in the market, and achieve its long-term objectives. By engaging in strategic planning, businesses can proactively respond to opportunities and threats in the external environment, ensuring sustainability and growth.

The strategic planning process involves several key steps. It begins with defining the organization’s mission and vision, which provide a foundation for setting objectives. Next, businesses conduct an environmental scan to understand both internal and external factors that could impact their success. Based on this analysis, they set specific, measurable objectives and formulate strategies to achieve them. Once strategies are developed, they are implemented across the organization, with ongoing monitoring and evaluation to ensure they are effective and to make necessary adjustments.

An example of effective strategic planning is seen at the Majestic Resort in the Dominican Republic. The resort’s consistent delivery of personalized service, as demonstrated by the warm interactions with staff like Miriam, indicates a successful implementation of their strategic focus on guest satisfaction. This approach not only creates memorable experiences but also builds guest loyalty, reflecting the effectiveness of their strategic planning efforts.

3.
#01/C (MLO#04 – Recognize the basic components of a strategic service vision)

When establishing a strategic service vision, it is crucial to include two basic components: targeting a market segment and focusing on a service strategy. Targeting a market segment involves identifying and catering to a specific group of customers whose needs and preferences align with the services offered. This focused approach allows businesses to tailor their offerings to meet the unique desires of that group, enhancing their appeal and competitive edge. For example, the Majestic Resort in the Dominican Republic effectively targets families and travelers seeking a luxurious and personalized vacation experience. The resort’s amenities, such as designed activities for children and a range of dining options, are designed to meet the needs of this market segment, ensuring a memorable and comfortable stay. Focusing on a service strategy led to developing a service concept and operational approach that align with the needs of the targeted segment. This includes designing service delivery processes and standards to ensure a consistent and high-quality experience. At the Majestic Resort, the service strategy is evident in the personalized attention provided by staff members, who made guests feel welcomed and valued. The resort’s commitment to high service standards is reflected in its comprehensive training programs and clear service protocols, which are implemented to consistently meet or exceed guest expectations.

The Majestic Resort’s successful integration of these components demonstrates how targeting a specific market segment and focusing on a well-defined service strategy can create a distinctive and appealing guest experience.

4.
#01/D (MLO#05 – List the keys to delivering good service)

·
Don’t Forget Who You Are
Remain true to your core values and service model despite growth or changes in the market. Majestic Resort maintains its focus on personalized and high-quality service, adhering to its commitment to making each guest feel special. Despite its popularity and size, the resort has preserved its warm, welcoming atmosphere, as evidenced by the attentive and personal service provided by staff.

·
Encourage Every Employee to Act Like a Manager

Empower employees to take ownership of their roles and decisions, treating the business as their own. At Majestic Resort, staff members are encouraged to make thoughtful decisions to enhance guest experiences. For instance, when it was noticed that you enjoyed wine, the restaurant staff took the initiative to send a complimentary bottle to your room. This act of personalization shows how employees are empowered to go beyond standard service to create memorable moments for guests.

·
Handle Moments of Truth Correctly

Focus on critical interactions that significantly impact customer perceptions and ensure they are handled with care and personal attention. The resort places a strong emphasis on key interactions, such as the check-in and check-out processes. Front desk staff greet guests warmly, often addressing them by name, and provide attentive service, making these moments feel personal and valued.

·
Hire Good People and Keep Them Happy

Recruit and retain employees who have the right attitudes and skills and create a positive work environment to reduce turnover. Majestic Resort prioritizes hiring staff who align with their service culture. The positive experiences shared by guests about staff like Miriam indicate that the resort invests in training and maintaining a motivated and happy team, which is crucial for consistent service quality.

·
Respond in a Timely Manner

Ensure that service requests and issues are addressed promptly to avoid guest dissatisfaction. At Majestic Resort, the staff is responsive to guest needs. When I encountered an issue with the jacuzzi, you were able to contact the person in charge directly via WhatsApp, a communication method provided for convenience. This timely and efficient response helped address the issue quickly and contributed to a smooth and positive guest experience.

Journal #7

#07/A (MLO#01 – Distinguish between revenue centers and cost centers)

In typical hotels, revenue centers are areas that generate revenue, while cost centers involve expenses.

Examples of revenue centers:

· Rooms Department: This department is the main revenue center for most hotels, generating about 64.1 percent of total revenue. Since most of the hotel’s floor space is devoted to rooms, their rent is the most significant source of revenue. It is important to note that for every dollar earned by this department, about 70% is available to cover overhead expenses after deducting operating costs.

· Food and Beverage Department: This department contributes 22.4 percent of the hotel’s total revenue. It includes restaurants and bars, which not only generate direct sales but can also attract outside customers, further increasing revenue.

Examples of cost centers:

· Administrative and General Department: This cost center includes salaries and expenses for administrative staff, such as the general manager and support staff. It accounts for about 10 percent of total sales and includes essential functions such as accounting and human resources.

· Property Operations and Maintenance Department: This department deals with the maintenance and operations of the facility. Although it is critical to the operation of the hotel, it does not directly generate revenue, leading to significant costs that must be carefully managed.

If I were to become a hotel manager, I would be primarily concerned with the revenue centers, particularly the Rooms Department, since the revenue generated from rooms is crucial to the financial sustainability of the hotel. Every decision regarding room rates and reservation management can have a direct impact on the overall finances of the hotel.

#07/B (MLO#02 – Explain what a hotel must do to comply with the Americans with Disabilities Act)

To comply with the Americans with Disabilities Act (ADA), a hotel must make modifications to existing facilities and incorporate design features in new construction to ensure accessibility for people with disabilities. These people include those who use wheelchairs and those with sensory disabilities, such as blindness and deafness. The ADA applies to both employees and guests.

Measures that a hotel must take include:

· Accessible parking: At least 2 percent of parking spaces must be reserved for people with disabilities. Spaces must be wide enough to allow wheelchair access.

· Accessible entrances: There must be ramps and doors that allow easy entry.

· Reception: A section of the registration desk must be low to allow wheelchair users to see comfortably.

· Restrooms: They must have accessible cubicles that are spacious enough to receive assistance.

· Meeting rooms: Must have listening systems for people with hearing impairments and access ramps if platforms are present.

Personally, I have not noticed many specific accessibility measures in the various hotels, but I do know that many of them have access ramps and a lower reception area. Although I do not remember exactly which hotel I saw these features in, the ADA has influenced design and construction practices in the hotel industry by making spaces more inclusive for all guests.

#07/C (MLO#03 – Provide an example of financial controls used in hotels)

One example of useful financial control in a hotel is the Uniform System of Accounts for the Lodging Industry, a system that classifies hotel revenues and expenses by department. This system is critical for managers, as it allows them to monitor the progress of operations and ensure that financial goals are met.

Financial statements and operating ratios are essential tools, as they provide a clear view of total sales, expenses incurred, and resulting profit or loss. These tools help not only to understand the hotel’s financial performance, but also to plan future strategies.

If I were the general manager of a hotel, I would review these controls weekly. This frequency would allow me to constantly monitor financial performance, identify any issues in real time, and make the necessary corrections to ensure the sustainability and success of the hotel. Careful management of finances is crucial in an industry where profit margins can be thin.

#07/D (MLO#04 – Describe the broad use of technology in hotels)

Technology is used in hotels in various ways to improve efficiency and guest experience. Here are three examples:

· Mobile keys: Many hotels have adopted mobile key technology, which allows guests to use their smartphones to unlock their room door. Through a mobile app, guests can tap a button or bring their phone close to the door to access their room. This system also provides access to other hotel facilities, such as the gym or garage, making the whole process more convenient.

· Personalized check-in system: Mobile apps allow guests to check in prior to arrival and even choose their room and floor. This eliminates the need to wait at the front desk to receive room assignments and allows hotels to reduce the administrative burden, focusing more on hospitality.

· Accounting and inventory management systems: Hotels use accounting systems to maintain records of all financial transactions, while inventory management systems monitor food and beverage quantities, generating reports for reorders. These systems help streamline operations and ensure effective resource management.

One of the most recent and influential technological innovations in improving guest satisfaction is the mobile key system. This system not only simplifies access to rooms, but also provides a more personalized and frictionless experience, helping to make guests’ stay more enjoyable.

Journal Assignment #5

#05/A (MLO#01 – Describe the importance of guest information and restaurant ambience)

Collecting information about customers in a restaurant is essential to personalize the experience and improve service. This data can include food preferences, allergies or dietary restrictions, and details about special occasions such as birthdays or anniversaries. Knowing these details allows the restaurant to adapt to customers’ needs, providing tailored service to make them feel valued. In addition, this information can be used to build lasting relationships and send personalized offers or invitations to special events, thereby enhancing customer loyalty.

The ambience of a restaurant is just as important as the food. The atmosphere can significantly influence the overall customer experience. Lighting, music, décor, and even table layout all contributes to an environment that can make customers feel comfortable or, conversely, inhibit their enjoyment. The right atmosphere can turn a simple dinner into a memorable experience.

For example, at Lung Yai Thai Tapas in Miami, a small restaurant located in Little Havana, the intimate and simple ambiance has a significant impact on the experience. The restaurant is small, no-frills, with limited space, but this simplicity creates an authentic atmosphere that perfectly matches the quality and flavor of the Thai food they serve. During a visit, I noticed how the environment, while basic, made customers feel focused on the food, without unnecessary distractions. The cozy and unpretentious atmosphere enriched my experience, making the food the real star of the evening.

#05/B (MLO#02 – Summarize the importance of menu design and menu pricing)

Menu design is critical to the dining experience and can influence customers’ choices and the amount of money they spend. A well-designed menu not only attracts customers’ attention, but also helps establish a restaurant’s atmosphere and image. Elements such as the paper, colors, illustrations, and language used can influence guests’ decisions, making the menu a sales and incentive tool. For example, The Fat Duck uses creative formats and colorful layouts to stimulate curiosity and the desire to explore the dishes offered.

On the other hand, menu pricing must consider operating costs and investment, ensuring that prices are appropriate for the type of restaurant and offer good value to customers. Restaurants with high operating costs, such as upscale restaurants, can justify higher prices due to the exclusive dining experience they provide. However quick-service restaurants maintain lower prices due to lower investment and operating costs.

For example, I once dined at Byblos, a Greek restaurant in Miami Beach, and found the menu prices unreasonable. There were two of us and we ordered two dishes and one of the cheapest bottles of wine on the list, which alone cost about $150. However, the total bill was around $400. Although we liked the appetizer, the main course-a kind of rice dish with legumes-was not to our liking, so much so that we left the dish almost untouched. Also, the location was not ideal, as we were seated outside overlooking the street, which did not match my preference for a more private and intimate setting. Overall, the experience did not justify the high cost.

#05/C (MLO#03 – Identify at least two essential reports for financial and operational control)

Two essential reports that restaurant managers should use for financial and operational control are the balance sheet and the income statement (or profit and loss statement).

If I were the restaurant manager, I would focus on several elements of these reports. From the balance sheet, I would look closely at the restaurant’s financial position, particularly assets and non-controllable expenses, such as rent, property taxes, and insurance, which can have a significant impact on the sustainability of the business.

From the income statement, I would focus on the cost of sales, broken down between food and beverage, and variable costs, such as personnel costs and employee benefits, since they account for most of a restaurant’s operating costs. The contribution margin per item sold would also be a crucial point to monitor to ensure profitability.

#05/D (MLO#04 – Outline methods of food cost analysis)

Food cost is defined as the cost of food used in the production of a menu item. It is important for a restaurant manager to perform a food cost analysis to keep costs under control and maximize profitability.

Two methods for analyzing food cost include:

1. The “cost percentage” method proposed by Jack Miller, which suggests that the best menu items are those with the lowest food cost percentage and the greatest popularity.

2. The “contribution margin” method proposed by Michael and Donald Smith, which divides menu items into four categories: stars, workhorses, puzzles, and dogs, based on popularity and contribution margin.

Accurate food cost analysis is crucial because a food cost percentage that is too high can reduce profit margins. For example, I noticed at an upscale seafood restaurant the price of the dish was increased due to the high cost of fresh fish, an expensive ingredient that increased the menu price.

This journal assignment is structured to guide you through a reflection on the concepts of service, strategic planning, and service delivery in the context of hospitality, travel, or tourism. Here’s how you can approach each section:

### 01/A: Defining Service vs. Hospitality

**Service** refers to the act of performing work for others, typically in exchange for payment. In the context of business, it involves intangible products that are consumed at the point of delivery, such as providing a meal in a restaurant or assisting a guest at a hotel.

**Hospitality,** on the other hand, is a broader concept that encompasses the relationship between the host and the guest, focusing on the experience and the atmosphere created by the service. It’s not just about the service provided but how the service makes the guest feel.

**Example:** Recently, I visited a hotel in Miami Beach. The hotel provided excellent service by efficiently handling my check-in, delivering room service promptly, and ensuring my room was cleaned daily. However, what set this experience apart was the hospitality—the warmth of the staff, the welcoming environment, and the personal touches that made me feel at home. This contrast between service (the tangible actions) and hospitality (the emotional connection) was evident throughout my stay.

### 01/B: Importance of Strategic Planning

**Strategic planning** is crucial for the long-term success of any business, including those in hospitality, travel, or tourism. It helps organizations set clear goals, allocate resources efficiently, and adapt to changes in the market. The strategic planning process typically involves the following steps:

1. **Defining the mission and vision** of the business.

2. **Conducting a SWOT analysis** (Strengths, Weaknesses, Opportunities, Threats).

3. **Setting objectives** based on the analysis.

4. **Formulating strategies** to achieve those objectives.

5. **Implementing the strategies** through action plans.

6. **Monitoring and evaluating** progress regularly.

**Example:** During a recent visit to a resort in Key West, I noticed that the resort had a clear strategic plan in place. They had recently renovated their facilities to attract a younger demographic, launched a new marketing campaign targeting social media influencers, and introduced eco-friendly initiatives to appeal to environmentally conscious travelers. These actions suggest that the resort is effectively engaging in strategic planning by aligning its resources and strategies with the current market trends.

### 01/C: Basic Components of a Strategic Service Vision

When establishing a strategic service vision, two basic components must be included:

1. **Target Market Segments**: Identifying the specific groups of customers the business intends to serve.

2. **Service Concept**: Defining the service experience the business wants to deliver to its target market.

**Example:** A restaurant I frequently visit in Wynwood, Miami, has embraced these components well. They have clearly identified their target market—young professionals and art enthusiasts who visit the Wynwood Arts District—and have tailored their service concept to offer a trendy, artistic dining experience with fusion cuisine and a vibrant atmosphere. This focus on the strategic service vision has helped them stand out in a competitive market.

### 01/D: Keys to Delivering Good Service

The five keys to delivering good service are:

1. **Reliability:** Consistently delivering promised service.

2. **Responsiveness:** Being willing and able to help customers and provide prompt service.

3. **Assurance:** Inspiring trust and confidence in customers.

4. **Empathy:** Providing caring, individualized attention to customers.

5. **Tangibles:** The physical aspects of the service, such as the cleanliness of facilities and the appearance of personnel.

**Example:** The cruise line I traveled with last year demonstrated all five keys effectively:

– **Reliability:** They kept to the schedule and delivered all services as promised.

– **Responsiveness:** Staff were quick to respond to any requests or concerns I had.

– **Assurance:** The professionalism of the crew gave me confidence in their abilities.

– **Empathy:** They provided personalized service, remembering my preferences and making me feel valued.

– **Tangibles:** The ship was impeccably maintained, with modern amenities and a clean, welcoming environment.

By integrating these keys into their operations, the cruise line ensured a memorable and satisfying experience for all passengers.

Stefany Ziani 2

Journal #02 Assignment

1.
#02/A (MLO#01 – List recent world changes that affect the travel & tourism industry)

Two of the most significant global changes in 2024 that are having a major
impact on the hospitality, travel and tourism industry are:

·
Artificial Intelligence (AI) and Automation: The integration of AI into tourism services has become increasingly prevalent. For example, personalized suggestions while browsing on sites such as Amazon are just one example of how AI is transforming the industry. AI is improving operational efficiency in hotels and airports through chatbots, automated check-ins, and customer service optimization, improving the overall experience for travelers. This change positively impacts by enabling more efficient management and personalization of tourism experiences, increasing customer satisfaction.

·
Increased environmental awareness and sustainable tourism: In 2024, interest in environmentally sustainable travel has grown exponentially. Travelers seek experiences that reduce their environmental impact, such as staying in eco-friendly hotels or participating in natural restoration projects. This change is positively affecting the industry, pushing companies to develop more environmentally friendly offerings, and attracting an increasingly sustainability-conscious clientele.

As for a change that has personally affected my career, after COVID I decided to change path. I used to work as a security guard, an essential job during the pandemic that prevented me from having vacations or public holidays. This prompted me to take a new path, studying languages and business, to seek a more flexible and fulfilling career.

2.
#02/B (MLO#02 – Summarize reasons people travel)

Two main reasons why people travel to destinations far from home and stay there for at least one night are:

·
Recreation: This type of travel includes beach vacations, ski trips, and other leisure and entertainment-related activities. People travel to relax and have fun at locations such as national parks or popular tourist destinations, such as Disney World.

·
Culture: Cultural travel is motivated by a desire to explore and learn about places and events of historical, ethnic, educational, artistic, or religious interest. People visit historical sites, cultural festivals, and other significant destinations, such as St. Peter’s Basilica in Vatican City, to enrich their knowledge and have unique experiences.

Personal travel example: I went to Houston for a weekend, from Friday night after leaving work until Sunday. I went to a concert on Saturday. I enjoyed it because even though it was for a brief time, I was able to get to know the city and have a new experience.

3.
#02/C (MLO#03 – Describe types of travel research)

Two types of travel research that can be useful in better understanding traveler trends and behaviors are:

·
Psychographic Research: This type of research focuses on people’s behaviors and preferences based on their lifestyle and values, rather than demographic data such as age and income. For example, a travel agency may conduct psychographic research to identify groups of travelers with different preferences, such as those interested in cheap vacations, sunshine vacations, or high-quality experiences.

·
Travel Trend Research: This research analyzes emerging trends in traveler behavior, such as the influence of culinary experiences or the rise of international tourism among high-income households. For example, a study may reveal that younger travelers are attracted to unique culinary experiences and activities and that affluent families are increasing their travel abroad.

Personal research example:

Before a trip to Houston, I researched online to find the best flights and hotels. I also researched places to visit and, considering the limited time available planned the most convenient route to see everything without wasting time. This research helped me maximize my stay and enjoy the city to the fullest in a short time
.

4.
#02/D (MLO#04 – Explain how the pandemic is changing travel and tourism)

The arrival of the pandemic has had a significant impact on hospitality, travel, and tourism for both businesses and consumers:

·
Impact on Businesses: The pandemic led to a drastic reduction in business travel and international tourism due to restrictions and lockdowns. Many industries, such as airlines and hotels, suffered huge economic losses. Companies have had to adapt quickly, adopting innovative technologies such as video conferencing and trying to offer safer and healthier experiences to attract travelers. A shift toward a greater focus on cleanliness and safety has emerged, with new health measures implemented to ensure customer safety.

·
Impact on Consumers: Consumers have changed their behavior in response to the pandemic, with an increased emphasis on safety and flexibility. Interest in culinary experiences and sustainable tourism increased, while some travelers chose to stay at home or explore closer destinations. The pandemic has also accelerated the adoption of digital technologies for travel planning and booking, with increased use of booking websites and social media to obtain information and make more informed choices.

Personal Impact:

The pandemic has affected my thinking and behavior regarding hospitality and travel experiences. I have changed my approach to travel planning, considering more the safety and health measures taken by the places I visit. I also opted for shorter and more frequent trips, rather than long vacations, to reduce risks and adapt to the new conditions. Additionally, I now always purchase travel insurance to protect my investment in case something goes wrong, as I am more aware of the possibility of falling ill and not being able to go on the planned trip.

Journal #13- Assignment

#13/A (MO#01 – Explain why hotel management companies came into existence)

Hotel management companies have emerged primarily to address the unique complexities in managing hotels, which distinguish them from other types of commercial real estate such as offices or shopping malls. This is because hotels operate 24 hours a day and require a range of specialized and customized services for their guests, from catering to cleaning and laundry services to recreational and business facilities.

The main problem that led to the creation of hotel management companies was the emergence of new hotel owners in the 1950s and 1960s, often institutional investors or property owners with experience in investment, but not in the operational management of hotels. These new owners viewed hotels as real estate investments but lacked the skills to manage day-to-day operations. As a result, there was a growing need for hotel management experts to maintain quality standards and exploit the potential of hotels.

Management companies created management contracts to help hotel owners who did not know how to manage them. With these contracts, owners left the management to the experts while still receiving a share of the earnings. Companies such as IHG and the Hilton improved this system by adding incentives in the contracts that pushed managers to do their best to increase profits, so both owners and managers could earn more.

#13/B (MO#02 – Describe a hotel management contract)

Hotel management contracts are agreements between hotel owners and management companies that stipulate how the hotel will be managed. These contracts include several key clauses, some of which can become controversial when owners become dissatisfied:

Operating Term: This clause defines the duration of the agreement. Management companies prefer long terms (10-30 years) to ensure stability, while owners prefer shorter terms or flexible exit options to avoid being tied to ineffective managers. Disputes often arise when the operator fails to meet targets, and the owner cannot terminate the contract.

Fee Structure: This clause establishes how much the operator will be paid, usually through a base fee (2-4% of gross revenue) and an incentive tied to the profitability of the hotel. Conflicts can arise if the owner feels the fees are too high compared to the results achieved.

Termination clauses: These define the conditions under which the contract can be terminated. Owners often seek flexibility to terminate the contract if performance standards are not met, while operators prefer more restrictive termination conditions.

Control and decisions: The contract establishes who has authority over key decisions, such as hiring staff, setting budgets, and choosing vendors. Owners may feel excluded if the operator holds too much control, leading to disputes.

If I were to negotiate a contract on behalf of a hotel owner, I would consider the fee structure the most important clause. This clause directly affects the owner’s profitability and incentivizes the operator to focus on increasing revenue. Clear, fair, and measurable performance standards tied to the incentive fee can align the operator’s interests with those of the owner, reducing the potential for conflict.

#13/C (MO#03 – Explain what a franchise is and how it works)

A franchise is an arrangement in which one company, the franchisor, grants another, the franchisee, the right to operate using its brand, products, and business model, in exchange for an initial fee and royalties on sales. The franchisee benefits from the franchisor’s ongoing support, including training, operational assistance, and marketing strategies. In return, he must adhere to the standards and guidelines set by the franchisor.

If I were to open a business in hospitality, travel, or tourism, I would choose a franchise of an established hotel chain, such as Marriott or Hilton. The main advantage would be access to an internationally recognized brand, which would attract customers from the start. In addition, ongoing training, and support from the franchisor, along with assistance with site selection and financing, would significantly reduce risk compared to an independent business, increasing the likelihood of success in the competitive market.

#13/D (MO#04 – List the common reasons for franchise affiliation)

Common reasons for affiliating with a franchise include:

Self-management: Opportunity to be your own boss, as indicated by 73% of would-be franchisees.

Financial independence: 69% consider the franchise a better way to achieve financial security than depending on a salary.

Career advancement: 53% of aspiring franchisees believe that owning a franchise allows them to advance more quickly in their careers.

New skills/training: 49% of people buy a franchise to acquire new skills, for example, in the hotel or restaurant industry.

Long-term investment: 32% see the franchise as an investment opportunity that could appreciate over time.

When considering affiliating a business in the hospitality, travel, or tourism industry with a franchise, I find self-management and financial independence to be the most compelling reasons. The ability to self-manage a business while having the support of an established brand reduces the risks associated with starting an independent business. In addition, the financial security provided by the franchise is an important guarantee of stability, especially in an industry as competitive as hospitality.

JOURNAL #6

#06/A (MLO#01 – Describe hotel guest segments)

About hotel guest segments, several categories can be identified based on customer needs and preferences. Here is a description of the main segments:

· Business Travelers: They travel for business and need fast Wi-Fi, access to meeting rooms, and flexible check-in/check-out. They value efficiency and comfort so that they can work even while staying.

· Leisure Travelers: They travel for pleasure and seek relaxation and comfort. They are attracted to spas, restaurants, pools, and recreational activities. They usually appreciate a stay experience that allows them to disconnect from the daily routine.

· Family Travelers: They travel as a family and look for child-friendly facilities, such as spacious rooms, activities for young children, and security. Families appreciate hotels with play areas, children’s pools, and dedicated menus.

· Solo Travelers: They travel alone and seek safety and a good welcome. They often look for a more personalized experience, with diligence and services that facilitate their stay without complications.

When you stayed at the Majestic Resort in the Dominican, you fell into the Leisure Travelers segment, since it was a leisure trip.

#06/B (MLO#02 – Differentiate among center-city, resort, suburban, highway and airport hotels)

Hotels can be divided into several categories based on their location and unique characteristics.

1. Center-city hotels: Found in urban centers, these hotels tend to have higher development costs due to the price of land and urban wages. They often offer full amenities, such as restaurants, business centers, and valet services, but sometimes lack on-site parking. They are mostly frequented by business travelers during the week and tourists on weekends. A unique feature of these hotels is their central location, which helps access to attractions and services.

2.
Resort hotels: They are located in resort areas with attractive climates or scenery. They offer extensive recreational facilities, such as golf courses, hiking trails, swimming pools, and gardens These hotels concentrate on offering a relaxing and luxurious experience. A unique feature of the resorts is their wide range of recreational activities and services dedicated to wellness.

3.
Suburban hotels: Located in suburban areas, they are smaller than downtown hotels, with a room count ranging from 250 to 500. They are often part of hotel chains and cater to local business travelers. They offer meeting space, ample parking, and recreational facilities. A distinguishing feature is their ability to host community events such as weddings and club meetings.

4.
Highway hotels: These hotels are located along highways and are designed for travelers in transit. They offer easy parking and direct access to highways. A unique feature is their informal atmosphere and ample parking space.

5.
Airport hotels: Affiliated mostly with hotel chains, these hotels are located near airports. Although they have high occupancy during the week, they often have difficulty attracting guests on weekends A distinguishing feature is their ability to respond quickly to unexpected events, such as flight cancellations.

Personally, I prefer to stay in
resort hotels to relax and enjoy my free time. However, if I am traveling to explore and do not have transportation,
center-city hotels are a good choice, as they offer easy access to tourist attractions.

#06/C (MLO#03 – Explain the ways in which hotels can be owned and operated)

Hotels can be owned in various ways:

·
Independent ownership: A hotel is owned by an individual or group of investors with no affiliation to a hotel chain.

·
Chain ownership: A hotel is owned by an individual entity or group operates under a franchise and hires a hotel management company to manage the property” for clarity.

Operation:

·
Independent management: A management operates the hotel on behalf of the owner but may not have invested its own funds.

·
Franchising: A hotel is allowed to use the brand name of a hotel chain in exchange for a percentage of revenues and certain fees, such as advertising fees.

Personally, I believe that franchising is the most effective way to run a hotel. Franchising allows hotels to benefit from an established brand and reservation system, increasing its visibility and attractiveness. In addition, franchising offers operational and marketing support, reducing the risks associated with running an independent hotel.

#06/D (MLO#04 – Outline the steps involved in developing and planning new hotels)

To develop and plan new hotels, there are three basic steps:

·
Site Selection: This is the first critical step in the success of a hotel. Site selection must consider accessibility to the market you wish to attract, proximity to downtown, public transportation, and other attractions. It is also important that the site be adaptable to the type and size of the proposed hotel, following zoning laws and parking requirements.

·
Feasibility Study: After site selection, a feasibility study is conducted to determine the potential return on investment. This study helps determine if there is a market for the hotel and analyzes the characteristics of the potential guest market. It answers questions such as what type of hotel might be successful in that location and what competitors exist.

·
Financing: Once the first two steps are completed, financing for the project is arranged. Investors look at various components, known as direct costs, including land and construction costs. Securing adequate capital to move the project forward is critical.

Personally, I believe the
feasibility study is the most important step, as it provides essential information that influences decisions on successive steps. Without an adequate understanding of the market and its dynamics, the project may prove unsuccessful.

On the other hand, I consider
site selection to be the most complex or challenging step to begin. Finding an ideal site that meets all requirements, such as accessibility and compatibility with local laws, requires extensive planning and research. In addition, site selection can have a lasting impact on the success of the hotel, so making informed and strategic decisions is crucial.

Journal #3

1.
03/A (MLO#01 – Identify at least 8 sectors of the hospitality, travel and tourism industry in which careers can be pursued)

Exploring the world of hospitality and tourism offers several opportunities outside of hotels and restaurants. Here are eight areas in which you can build an interesting career:

·
Recreation Centers and Sports Facilities: This category includes facilities and facilities dedicated to entertainment and sports, such as theaters and stadiums, and associated catering services, which can range from quick snacks to full restaurants.

·
Mobile Catering: This sector deals with catering services that can be started with little initial capital, offering food for private and public events. Caterers can also include handling tables, chairs, and decorations.

·
Automated Sales and Non-Negotiated Retailers: This sector includes vending machines and other sales forms outside traditional stores. Vending machines can generate significant revenue, but they require convenient location selection and an understanding of customer needs.

·
Clubs and Associations: Clubs offer numerous services and facilities, such as golf courses and marinas, and can include roles such as director of operations, hospitality manager, and caterer. These clubs can be nonprofit or for-profit and offer a unique opportunity for interaction with members.

·
Cruise Lines: They offer opportunities both ashore and at sea, with roles ranging from marketing and accounting to itinerary planning and hotel operations. Working aboard a cruise ship can be challenging but requires spending much of the year away from home.

·
Entrepreneurship: This includes creating new businesses in the hospitality industry, such as restaurants and hotels, starting small businesses, such as beer stands, and growing into large chains.

·
Service and Product Providers: Career opportunities exist with companies that provide goods and services to hotels and restaurants, such as food distributors, equipment suppliers, and technology companies.

·
Promotion and Marketing Boards: Chambers of Commerce and tourism offices offer roles in marketing, sales, and market research, promoting destinations and events.

The area I am most interested in is club management. This area is particularly fascinating to me because it is an environment where event planning plays a crucial role. Clubs, whether social, recreational or sports, often require detailed planning and creative management to organize special events and activities. I enjoy imagining the decorations and feeling in control of the entire organizational process, elements that are central to event management in clubs. This field offers the opportunity to put my creativity into practice and collaborate with other people to create memorable experiences. Working in this field would allow me to combine my passion for organizing themed events with management and planning, making the work not only challenging but also extremely rewarding.

2.
#03/B (MLO#02 – Describe career ladders in the hospitality industry)

In the hospitality sector, I am particularly interested in club management, which offers various career opportunities. Club management involves overseeing daily operations, planning events, and catering to members. This sector allows me to exercise my creativity and interact directly with club members, which I find very rewarding.

Based on the career path diagram, an entry-level position in club management might be a role such as Event Coordinator or Assistant Club Manager. These roles would provide valuable experience in event planning and management, which are central to running a club.With experience and time, I could progress to more senior positions such as Club Manager or Director of Event Planning. These roles require a blend of organizational and creative skills and offer the opportunity to directly impact the quality of events and the overall member experience.

For a clear view of career paths, I used the diagram that includes positions like Front Desk Agent and Night Auditor, which are typical for entry-level roles in hotels but not necessarily applicable to clubs. The career path in clubs focuses more on management and event planning roles rather than reception or operational support positions in hotels.

3.
#03/C (MLO#03 – Summarize the purpose and contents of a resume & a LinkedIn profile)

A resume, or curriculum vitae (CV) is used to formally present your qualifications, skills, and work experience to potential employers. Its main purpose is to show your professional background and demonstrate how your experiences are relevant to the job for which you are applying. A LinkedIn profile is different from a resume in that it is a dynamic, online presence rather than a static document. While a resume is used to apply for specific jobs, LinkedIn allows you to network with professionals, get endorsements, and share updates. It offers a broader view of your career, including project details and professional connections.

One aspect of my LinkedIn profile (

www.linkedin.com/in/stefany-ziani-a7b436266

) that is present but not in my resume is my educational background. Although my resume focuses on higher education and work experience, my LinkedIn profile includes details about my high school studies, which provide a more complete view of my educational background. My LinkedIn profile is not very up-to-date or used now, but I recognize the importance of having one. It is critical to improve my profile to make the most of networking opportunities and to show a more complete picture of my professional career.

Journal #8

#08/A (MLO#01 – List the different types of clubs)

Here are four types of clubs, according to the Club Management Association of America (CMAA):

1.
Country Clubs: recreational and social facilities located primarily in suburban or rural areas, offering activities such as tennis, swimming, and golf, as well as space for social events.

2.
Golf Clubs: private clubs specializing in golf, with 18-hole courses and amenities to enhance the member experience, such as clubhouses, restaurants, and practice areas.

3.
City/Athletic Clubs: urban facilities offering recreational and social amenities, such as fitness, restaurants, and social event spaces.

4.
Social Clubs: clubs where members meet for recreational and social activities, often following traditional social club models.

One club that might align with my interests is a City/Athletic Club, as they offer urban spaces where both social and recreational activities can take place, with a focus on fitness and physical wellness. This fits well with my lifestyle, which appreciates the integration of physical activity and moments of relaxation or socialization, balancing wellness, and social interactions.

#08/B (MLO#02 – Outline club organization)

A club can be efficiently organized to manage operations through a clear hierarchical structure, where each level has specific responsibilities. A typical organizational chart for an equity club might include the following key roles:

·

Members

(club members)

·

Board of Directors

(board of directors)

·

Club Manager

(club manager)

·

Staff

(club staff)

Club members own the club and elect a Board of Directors (board of directors) who are responsible for overseeing the club’s budget and setting club policies. The Club Manager (club manager) reports to the Board of Directors and implements the board’s policies and decisions, managing the day-to-day operations of the club. The Staff (club staff) works under the supervision of the Club Manager, managing various operational functions such as catering, maintaining sports facilities, and organizing events.

In the case of a corporate or developer club, the organizational structure is slightly different from a member-owned club (equity club). In a corporate club, the owners of the club (often a corporation or developer) hold primary control and set policies. Here is how it might be organized:

Owners are responsible for setting policies and operating standards. They may choose to form a Board of Directors composed of club members to provide advice, but this board has no effective decision-making power. The Club Manager reports directly to the owners, implementing their policies and managing day-to-day operations. The Staff works under the direction of the Club Manager, as in the case of the equity club.

In summary, the main difference from the equity club is that members have an advisory or limited role in making operational decisions, while control remains in the hands of the owners or developers.

Common qualities and skills among club managers:

·
Club managers must possess three main sets of skills:

Conceptual Skills: the ability to think critically, analyze complex situations and see the big picture. They must also be good at resolving conflicts, managing time, planning strategies, and representing the club’s brand.

Administrative Skills: skills in managing resources, people, and finances. They must be proficient in managing budgets, legal compliance, and security, as well as supervising staff and ensuring high quality services to members.

Technical Skills: include use of computer systems and application software, facilities management, food and beverage skills, and specific knowledge in managing sports such as golf.

·
Qualities I could have to be a good club manager:

As for me, my critical thinking, and analytical skills, as well as my interest in managing human interactions and services, would be strengths. My diligence and interpersonal relationships, combined with a strategic approach to planning and problem solving, would make me comfortable in the role of club manager, where contact with the board, members, and staff is crucial.

Members

Board of Directors

Club Manager

Staff

image1

Journal #11- Assignment

#11/A (MLO#01 – Explain the difference between the organization and management of casino versus other types of hotels)

The main difference between the organization and management of a casino hotel compared to other types of hotels lies in the fact that the hotel operation is subordinate to the casino operation. In a traditional hotel, the hotel manager has complete control of operations, whereas in a casino hotel, the hotel operations manager is accountable to a higher authority, often the president of the entire complex, who oversees both casino and hotel operations. In addition, there are multiple vice presidents who manage different strategic areas of not only the hotel but also the casino, such as marketing, finance, security, and human resources, who work in a coordinated manner because many decisions affect both the hotel and the casino.

For example, the finance department is not only managed by the hotel manager, as credit and money management decisions also involve the casino. The same is true for marketing, which is divided into two separate departments: one for gamblers and one for resort and convention guests, both of which are in the same facility.

Casino Hotel Organizational Chart:

Traditional Hotel Organizational Chart

The management of a casino hotel requires a different approach because the casino is the main source of revenue and therefore many decisions must be made in a coordinated way across departments. Casino operations are integrated with hotel operations but require specialized management, such as credit control, security management, or offering incentives such as free rooms to encourage customers to play. This complex entanglement of different operations necessitates a more fragmented management structure focused on maximizing profits from gambling, rather than focusing only on hospitality.

#11/B (MLO#02 – List and describe five types of casino games)

There are a wide range of games in the casino world that offer different experiences, combining luck, skill and strategy. Here are five of the most popular games that can be found in a casino:

·
Roulette: This is a classic table game in which players bet on numbers, colors or combinations as a wheel spins. The ball is thrown, and the winning number is determined by where the ball stops on the wheel.

·
Slot Machines: Slots are machines where players insert a coin or token, pull a lever (or press a button) and hope that symbols lined up on the screen will lead to a winning combination.

·
Blackjack: This card game involves competing against the dealer by trying to get a total of 21 points or as close a number as possible without exceeding it.

·
Poker: There are many variations of poker, but the basic principle is to bet on who has the best hand of cards. It is a game of skill and strategy, with a mix of luck.

·
Baccarat: In this card game, players can bet on the player’s hand, the dealer’s hand, or a tie. The goal is to get as close to a total of 9 as possible.

If I visited a casino, probably the game I would be most interested in would be roulette, because I think it would be fascinating to bet on numbers or colors and watch the wheel spin with the hope that luck would be on my side. Although I like slot machines, where once with only $3 I won $300, I find roulette offers a more interactive and engaging experience.

#11/C (MLO#03 – Recognize gaming terminology)

Four examples of terminology specific to casino gambling activities:

1.
Markers: These are written or printed forms like bank checks used to extend credit to a player. Players use them to obtain chips without having to use cash. They function as a kind of “IOU” that the casino accepts in exchange for chips.

2.
Cashier’s Cage: Commonly known as “the cage,” this is the area of the casino where money and chip transactions are handled. It is the center of financial operations, where checks are cashed, markers are approved, and the flow of money between tables and cash is managed.

3.
Pit: A pit is a group of tables within the casino managed by a supervisor. The tables can be of the same game or a combination of several games. The pit supervisor is called the pit boss, who controls gaming activity in that section.

4.
Drop Box: This is a box placed under each game table where cash and markers are deposited. At the end of the round, the drop box is removed and taken to a room where the money is counted and recorded. It is a key element in measuring the playing activity of a table.

The term I was not familiar with is Drop Box. It is a box under the game tables where cash and player markers are collected. At the end of the round, the box is removed, and the contents are counted and recorded, being an important indicator of the game activity at the table.

#11/D (MLO#04 – Discuss regulations that are unique to the gaming/casino sector)

Two regulations unique to the casino industry that are critical to ensuring the safety and fairness of operations are:

·
Accounting Controls: Because of the huge amount of cash and credit transactions, casinos implement strict accounting controls. These include sophisticated formulas to calculate the expected profitability for each game, table, and round. Such controls are important because it is impractical to record every single gaming transaction, and because the casino does not sell tangible products, these methods ensure that all money is properly accounted for, minimizing the risk of fraud or internal theft.

·
Anti-Fraud and Theft Prevention Regulations: Casinos face a wide range of risks of dishonesty from both customers and employees. For this, strict regulations are imposed, including electronic and manual security controls to constantly monitor the flow of money. Implementation of these measures is essential to prevent illicit behavior in an environment where cash circulates freely.

These regulations are considered crucial because they protect the casino’s financial interests and maintain a safe and transparent gaming environment for all participants.

Regulations, although challenging, do not hinder managers’ ability to make good business decisions. On the contrary, they provide a safe structure in which to operate, minimizing operational risks and ensuring that profits are accurately managed and accounted for.

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