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
Interview and Hiring Practices





Interviewing is the most common selection method used by companies to evaluate job applicants.
面试是公司最常用来评估应聘人员的筛选手段。
As a job applicant you are looking for the best suitable position based on your competencies and at the same time hospitality and tourism companies are looking to hire the most suitable talents in their companies.
应聘人员根据自己的能力希望找到最适合的职位,而酒店住宿业公司也渴望聘请最合适的人才。
During interviews, both the applicant and the employer representative should be carefully prepared and have a thorough knowledge of each other’s requirements.
应聘者和招聘代表都应好好准备面试,弄清彼此的需求。
Establishing rapport, knowing the job requirements, qualifications and the expectations are essential for a successful interview.
面试氛围融洽,清楚了解职位要求、任职资格和工作期望都是面试成功的必需条件。
Interviews generally can be:
面试类型大体分为:
Unstructured  when questions are not planned in advance and is best suited for experienced interviewers.
非结构化面试无需提前准备问题,比较适合经验丰富的面试官。
Semi-structured interviews involve preparing or planning the issues to be explored but also allowing flexibility during the process.
半结构化面试需要提前准备好探讨的问题,但过程中也能灵活变通。

In these interviews, “open-ended” and “closed-ended” questions are used to obtain responses from the candidates.
这些面试都会涉及开放式和封闭式的问题,从应聘者那里收集答案。
And finally in structured interviews, questions are prepared in advance and are asked the same way and at the same time during an interview. However in this format, the information collected is narrower.
最后,结构化面试需预先准备问题,问及的方式和时间点也要保持一致。然而,这种面试形式会限制信息的收集。
During an interview, both the applicant and the interviewer who represents the company’s image, choose to make the right impression, as it is critical in building a positive first image.
不论是应聘人员还是代表公司形象的面试官,都应在面试过程中保持积极,因为良好的第一印象至关重要。

Interviewers usually decide on the general tone by using three approaches:
招聘代表采用的方法决定面试的大体氛围,共有三种:
The direct approach –is asking, “closed ended” questions requiring only “yes” or “no” responses.
直接法—只问封闭式问题,得到“是”或“非”的答案即可。
The non-direct approach –is asking, “open ended” questions and encouraging applicant to talk freely about his or her experiences, goals and expectations at work。
间接法—只问开放式问题,鼓励面试者对其经历、工作目标和期望畅所欲言。
The eclectic approach – emphasizes on both types of questions to learn specific information as well as to allow the candidate to expand on certain topics or areas of interest.
兼用法—同时运用两种问题,既可以收集具体信息,又能让面试者在特定论点和兴趣层面展开话题。
In all interviews, it is unlawful to ask applicants (certain?)  questions as it can lead to discriminatory practices.
有些问题在任何面试中都不应提及,因其有违公正的原则并可能触及法律层面。
We will discuss briefly the employment laws in the next section.
下节我们将简略探讨雇佣法。