Introduction to HTMP Program 2 酒店...

George Ubbelohde

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
Emergency Management and Media Relations

 

 

 

 

Evert property should have a good written emergency management plan.
每份财产都应有一份良好的应急管理计划书。

Such a plan can reduce the risk of losses, protect the company from liability and can demonstrate that the company has taken “reasonable care” to protect guests and their assets.
这样的计划书可以减少损失的风险，保护公司免受责任，并可以证明该公司采取了“合理的注意”，以保护客人和他们的资产。
An emergency management plan can be different for each property, as it will be influenced by the location of the property, personnel, history of previous emergencies and types of emergences.
每个公司的应急管理计划书可能会有所不同，因为它会受到公司的位置、人员、以前的紧急情况的历史和出现类型的影响。
An emergency management plan for a hotel in Japan with high risk of earthquake is obviously different from a hotel in Florida where floods and hurricanes are more common.
有较高地震风险的一家日本酒店的应急管理计划书显然与一家佛罗里达州的酒店不同，因为那里的洪水和飓风更为普遍。

However, every emergency management plan should include detailed information about:
然而，所有的应急管理计划都应包括以下内容的详细信息：
Staffing, evacuation, equipment, communication, property protection and useful documents
人员配备、疏散、设备、通讯、财产保护和有用的文件。

Once all employees are trained in emergency procedures, management should schedule live and functional drills, ideally with local community resources such as the fire department.
当所有员工都接受了紧急程序的培训之后，管理层最好与当地的社区资源，如消防部门一起，安排现场和功能性的演练。
Emergences and bad news involving a hospitality and tourism business may negatively affect the public’s perceptions of the property.
紧急情况和涉及酒店旅游业的坏消息可能会对公司的公众形象产生负面影响。

Effective media relations can help to minimize these effects.
有效的媒体关系可以帮助把这些负面影响最小化。
Both management and employees should know how to address the media before an emergency occurs. The property must designate a spokesperson to whom all media inquiries should be referred.
在危机发生之前，管理层和员工都应该知道如何应付媒体。 公司必须指定一名发言人来应对所有媒体的调查。
A well-structured crisis communication plan will show management to be responsible, competent and cooperative in a time of an emergency.
一份结构完善的危机沟通计划书将在危机发生的时候彰显管理层的责任、能力与合作。

This section concludes the Chapter 16 of your course.
本节总结了你的第16章课程。
Chapter 16 is the last chapter of the HTMP course Part 2.Thank you for your attention and participation.
第16章是HTML课程第2部分的最后一章。感谢你的关注和参与。