目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Showing Respect and Value for Diversity







Diversity in a work place is the presence of people who differ in age, nationality, origin, religion, race and other attributes.
在工作场所中体现的多样性在于年龄、国籍、出身、宗教、种族和其他属性不同的人。

The global hospitality and tourism industry is largely concerned with diversity.
全球酒店业和旅游业都非常关注多样性。
The hospitality and tourism industries are international players in the global marketplace.
酒店和旅游业是全球市场的国际参与者。
People from diverse cultures visit hotels, travel on airlines and cruise ships and enjoy restaurant dining.
来自不同文化的人们访问酒店、航空公司和游轮旅行,并享用餐厅用餐。
For example; the demographics demonstrates clear statements of the new generations entering the workforce influencing working dynamics between existing working generations.
例如,人口统计数据显示新生代进入劳动力市场的表现,影响了现有工作世代之间的工作动态。

The hospitality and tourism industries are service-based; their job is to satisfy their guests. It’s not as simple as that, however.
酒店和旅游业是服务型行业; 他们的工作是满足他们的客人。 然而,它不是那么简单。
To grow the business, the industry must attract more people, and with that increase comes a greater exposure to differing cultures.
为了发展业务,行业必须吸引更多的人,随之增长的是要面对更多的不同的文化。
For example, high turnover and low production have been attributed, in part, to a lack of managing cultural diversity in the workplace.
例如,高营业额和低产量一部分是由于在工作场所中缺乏文化多样性的管理。

Many businesses must recognize the advantages of developing a deeper understanding and appreciation for differing cultures at work to create a successful employee.
企业必须认识到在工作中培养一种成功的员工,加深对不同文化的理解和欣赏的优势。
Cultural diversity at work adds an interesting and beneficial component to hospitality and tourism. For one thing, when employees and management share a greater acceptance of varying ethnicities, a different work ethic develops that affords equal opportunities for everyone, regardless of cultural differences.
工作中的文化多样性为酒店和旅游业增添了一个有趣和有益的组成部分。 一方面,无论文化差异如何,当员工和管理层更多地接受了不同种族的情况下,他们会发展不同的职业道德,为所有人提供平等的机会。
Consequently, comfort levels increase among workers, enabling the creation of stronger teams, while lawsuits involving discrimination are reduced in number.
因此,员工的舒适度会上升,能够创造出更强大的团队,涉及歧视的诉讼数量会有所减少。
The main benefits of diversity in the workplace are: Increased productivity, improved quality of management, better service and new markets
工作场所中多样性的主要好处是:提高生产力,提高管理质量,更好的服务和新的市场
A basis for personal conflicts can exist in many hospitality and tourism jobs. These conflicts can be attributed to people with differing cultural beliefs having contradictory values about certain elements of the job.
许多酒店和旅游工作可能存在个人冲突的基础。这些冲突可归因于不同文化信仰的人对某些工作要素有矛盾的价值观。
For instance, one employee may believe that up-selling guest rooms to increase revenue is most important when interacting with customers, while another employee may feel it’s insulting.
例如,一名员工可能相信,与客户进行交流时销售客房增加收入是最为重要的,而另一名员工则可能觉得这是一种侮辱。

Similarly, in some cultures tipping is not socially expected as it is in America.
同样,在一些文化中,小费并不像美国社会所期望的那样。
A lack of understanding these types of differences thought-processes and behaviors can contribute to confusion in the workplace.
缺乏对这些不同的思维过程和行为类型的理解可能会导致工作中的混乱。
Bringing diversity to life many organizations have established diversity programs, which encourage good practices in ensuring equal opportunities.
使生活多样化,许多组织已建立起多样性计划,鼓励良好的做法,以确保平等的机会。
Several situations in business life point to the need for a deeper diversity education through training. Diversity training can help build trust between co-workers, generate better communication with guests and create a more harmonious work environment.
商业活动中的多种情况表明,需要通过培训进行更深入的多元化教育。多元化培训可以使同事之间建立信任,与客人建立更好的沟通,创造更加和谐的工作环境。
We will discuss global guests in the next section.
我们将在下一节讨论全球范围内的顾客。