Managing Hospitality Organizations

Robert C. Ford (Ph.D., Arizona State University) is professor emeritus of management in theCollege of Business Administration (COBA) of the University of Central Florida (UCF) wherehe taught management of service organizations. He joined UCF as the chair of its hospitalitydepartment. He was also the COBA Associate Dean for Graduate and External Programs.Bob has authored and coauthored numerous publications in both top research and practitionerjournals. He has served on several editorial boards including Cornell Hospitality Quarterly,British Journal of Management, Journal of Leadership and Organizational Studies, Journal ofConvention and Event Tourism, and Journal of Service Management. Currently, he is associateeditor of Organizational Dynamics. He has also published several books including Managing theGuest Experience in Hospitality, Achieving Service Excellence: Strategies for Health Care, ManagingDestination Marketing Organizations, and The Fun Minute Manager.Bob has participated actively in many professional organizations. He has served theAcademy of Management (AOM) as editor of The Academy of Management Executive, Directorof Placement, board member of the HRM and Careers divisions, Division Chair for both itsManagement History and its Management Education and Development divisions, and as a memberand chair of its Ethics Adjudication Committee. Bob has served the Southern ManagementAssociation (SMA) in every elective office including that of president. He was a founding memberand Chair of the Accreditation Commission for Programs in Hospitality Administration andserved on the Destination Marketing Accreditation Program.Bob has been recognized for his service by many organizations. He received theDistinguished Service Award from AOM’s MED, the Richard Hodgett’s Distinguished CareerAward from Management History, and SMA’s Distinguished Service Award and was electedto SMA Fellows. In recognition of his service to hospitality education, Bob was given the PaulBrown Award by the Florida Hotel and Lodging Association. He was also twice awarded a W.James Whyte Research Fellow by the University of Queensland.Michael C. Sturman (Ph.D., Cornell University) is Professor of Human Resource Managementin the Rutgers’ School of Management and Labor Relations. His research focuses on the predictionof individual job performance over time and the influence of compensation systems. He alsoexamines the use of HR Analytics and Metrics to improve HR decision-making and the returnon HR investments. Michael has published research articles in journals such as the Academy ofManagement Journal, Journal of Applied Psychology, Journal of Management, OrganizationalResearch Methods, and Personnel Psychology. He has also published practitioner-oriented papersin Compensation and Benefits Review, the American Compensation Association Journal, CornellHospitality Quarterly, International Journal of Hospitality Management, Lodging Magazine, andLodging HR, and is a presenter in Salary.com’s CompX Compensation Education series. Beforecoming to Rutgers, Michael was the Kenneth and Marjorie Blanchard Professor of HumanResources at Cornell University’s College of Business, where he held appointments in theManagement Area and the School of Hotel Administration, as well as a courtesy appointment with the School of Industrial and Labor Relations. Michael holds a Ph.D., M.S., and B.S. fromCornell University’s School of Industrial and Labor Relations, and is a Senior Professional ofHuman Resources as certified by the Society for Human Resource Management. He teachesundergraduate, graduate, and executive courses on human resource management, HR analytics,compensation, and analytical methods.

"This book provides a great overview of how to envision, strategize, and design the service environment through incorporating basic business theories with hospitality and service-based strategies."

• SECTION 1: HOSPITALITY SERVICE STRATEGYChapter 1: The Basics of Wow! The Guest Knows BestGuestology: What Is It?The Guest ExperienceGuest ExpectationsQuality, Value, and Cost DefinedThe Importance of GuestologyChapter 2: Meeting Guest Expectations through PlanningThree Generic StrategiesThe Hospitality Planning CycleAssessing The EnvironmentAssessing the Organization Itself: The Internal AssessmentVision And Mission StatementsDeveloping The Service StrategyAction PlansChapter 3: Setting the Scene for the Guest ExperienceCreating “the Show”Why Is the Environment Important?A Model: How the Service Environment Affects the GuestChapter 4: Developing the Hospitality Culture: Everyone Serves!The Importance of LeadersThe Importance Of CultureCulture as a Competitive AdvantageBeliefs, Values, and NormsCulture and the EnvironmentCommunicating the CultureChanging the CultureSECTION 2: HOSPITALITY SERVICE STAFFChapter 5: Staffing for ServiceThe Many Employees of the Hospitality IndustryThe First Step: Study the JobThe Second Step: Recruit a Pool of Qualified CandidatesThe Third Step: Select the Best CandidateThe Fourth Step: Hire the Best ApplicantThe Fifth Step: Make The New Hire Feel WelcomeThe Sixth Step: Turnover—Retaining the Best and Selecting People Out of an OrganizationChapter 6: Training and Developing Employees to ServeEmployee TrainingDeveloping a Training ProgramTypes of TrainingTraining MethodsChallenges and Pitfalls of TrainingEmployee DevelopmentChapter 7: Serving with a Smile: Motivating Exceptional ServiceMotivating and Engaging EmployeesThe Needs People HaveThe Rewards Managers Can ProvideWays Rewards Can MotivateHow Managers and Leaders Provide the Right DirectionChapter 8: Involving the Guest: the Co-Creation of ValueThe Guest Can Help!Strategies for Involving the GuestDetermining Where Co-Production Makes SenseOne Last Point: Firing the GuestSECTION 3: HOSPITALITY SERVICE DELIVERY SYSTEMChapter 9: Communicating for ServiceThe Challenge of Managing InformationInformation and the Service ProductInformation and the Service SettingInformation and the Delivery SystemDecision Support SystemsThe Hospitality Organization as an Information SystemChapter 10: Planning the Service Delivery SystemPlanning and Designing the Service Delivery SystemDeveloping the Service Delivery SystemPlanning TechniquesTargeting Specific Problem Areas in Service Delivery SystemsChapter 11: Waiting for ServiceCapacity and Psychology: Keys To Managing LinesQueuing Theory: Managing the Reality of the WaitManaging the Perception of the WaitService Value and the WaitChapter 12: Measuring and Managing Service DeliveryTechniques and Methods for Assessing Service QualityMeasuring Service Quality After the ExperienceFinding And Using The Technique That FitsChapter 13: Fixing Service FailuresService Failures: Types, Where, and WhyThe Importance of Fixing Service FailuresDealing With Service FailuresRecovering from Service FailureChapter 14: Service Excellence: Leading the Way to Wow!The Three Ss: Strategy, Staffing, and SystemsHospitality and the FutureLeading the Way into the FutureLeading and ManagingIt All Begins—and Ends—with the Guest