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
Media Training






A hospitality manager is always on stage and must reflect a professional image and role modeling at all times.
酒店经理总是处于“舞台上”, 必须时刻表现专业形象并以身作则。
The managers not only communicate with employees, guests, owners, shareholders or vendors but they also represent the company in the larger public during special events, conferences, exhibitions, varied presentations and media.
管理者不仅与员工、客户、所有权者、股东或供应商沟通, 而且在特别活动、会议、会展活动、多样的演出和媒体中也代表公司在公众场合的形象。
Public Relations known as PR is the process of communicating favorable information about an organization to the public.
公关关系简称公关,是向公众传达一个组织有力信息的过程。
PR is part of an overall marketing strategy and its main goal is to build brand recognition and attract new customers.
公关是整体市场营销战略的一部分,它的主要目标是打造品牌知名度和吸引新客户。
Depending to the size, the organization and available resources of the company, PR may be handled internally by the management or externally by a PR firm.
根据公司的规模、组织、可用资源,公关可能由内部管理者担任或是外部公关团队。

The extensive efforts of PR campaigns benefit the company to be positioned positively in public’s eyes. These efforts result to a positive publicity.
公关活动广泛的效果是有利于公司在公众眼里展现积极形象。这些效果等于积极的宣传。
Publicity is NOT PR, publicity is the media’s gratuitous mention of the organization such as having the business name mentioned in the newspaper, in a blog, on the radio or TV.
宣传不是公关, 宣传是媒体无偿提及机构, 如在报纸、博客、电台或电视台上提到的企业名称。
Receiving such free press coverage is an important tool of PR.
接受这样免费的新闻报导是公关的一个重要手段。

Publicity can be positive as well as negative, therefore, organizations have the responsibility to track and respond to all types of media referring to the brand of the company.
宣传可以是正面和消极的, 因此, 组织有责任追踪和回应所有类型有关公司品牌的媒体报道。
Publicity can also be planned, such as getting the word out about planned expansions or special programs.
宣传也需要提前策划, 例如准备好宣讲计划中的扩张或特别活动等。
Dealing with media is one of the most difficult tasks managers undertake, because the media is very powerful. In this regard the companies assign a media spokesperson that is knowledgeable about the company and has a firm grasp of the topic being discussed.
处理媒体是管理者承担的最困难的任务之一, 因为媒体非常强大。在这方面, 公司指派一个媒体发言人, 他对公司非常了解, 并对所讨论的话题有深入的理解。
It is important as well to develop a PR strategy for dealing with emergencies or other situations that can generate negative coverage such as labor disputes, injuries, disasters or deaths on property.
制定公关策略在处理突发事件或其他可能产生负面影响的情况是非常重要的, 如劳资纠纷、工伤、灾难或死亡。
One of the most important strategies is to designate one spokesperson and prepare a message. This will ensure that the same information is presented to different media outlets and minimize the possibility that facts are mispresented.
最重要的策略之一是指定一名发言人并准备一封邮件。这将确保向不同媒体提供相同的信息, 并尽量减少事实被误传的可能性。


This section concludes Chapter 5 of this course.Thank you for your attention and participation.课程的第5章节就此结束,感谢您的关注和参与。