Cases in Hospitality Management: A Critical Incident Approach

Your guide to becoming an effective hospitality manager

The hospitality industry is a "people" business. Whether dealingwith guests or customers, managers or coworkers, those who work inthis industry interact with other people perhaps more than in anyother. And unlike many other industries, graduates entering thehospitality industry will quickly be assuming managerial roles. Oneof the only casebooks available that focuses specifically onhospitality management, Cases in Hospitality Management preparesreaders to be successful managers by providing an effectiveconnection between hospitality management theory and real–worldworkplace scenarios.

Whether managing a kitchen, dining room, front desk, travelagency, fast–food restaurant, or an entire hotel, employees seekcues and reinforcement from managers to guide their behavior. Casesin Hospitality Management provides readers with the opportunity toapply their knowledge, experience, and management skills, allowingthem to think quickly on their feet and react appropriately in awide variety of settings. By analyzing and understanding the causesand effects of a number of real, critical incidents, readers willbe better prepared to effectively deal with similar situations whenthey face them on the job.

This new, updated Second Edition features:

Fifteen all–new cases dealing with a variety of managerialtopics including technology, human resource management, customerservice, and ethics A broad array of real industry cases, including airlines,railroads, private clubs, conference centers, travel agents, autorental, hotels, and restaurants A new Technology section that explores data warehousing, theInternet, and electronic banking A new Service Exemplars section that presents incidentsinvolving truly exceptional service in a variety ofcontexts from trains to resorts A new Service Recovery section presents examples of companiesfailing to salvage service encounters that have gone awry

Preface.

Introduction.

PART ONE: ETHICS.

Case 1. Sunspot Resorts.

Case 2. The Hawaiian Village.

Case 3. A Dog–Eat–Dog World.

Case 4. Seaside Plantations.

Case 5. The Decision to Serve.

PART TWO: TRAINING AND DEVELOPMENT.

Case 6. The Promotion Decision.

Case 7. The Swimming Pool.

Case 8. Spas International.

Case 9. The Apprentice Chef.

Case 10. Bongo′s.

PART THREE: REWARD SYSTEMS.

Case 11. The University Conference Center.

Case 12. The New Sales Manager.

Case 13. The Incentive System.

Case 14. The River Walk Café.

Case 15. The Cedars.

PART FOUR: COMMUNICATION.

Case 16. The Shared Suite.

Case 17. Leaving From Rome.

Case 18. Room Service, Please.

Case 19. The Wounded Bird.

Case 20. The Three Hour Brunch.

PART FIVE: POLICIES.

Case 21. The Service Guarantee.

Case 22. The Parking Lot.

Case 23. Bank of USA.

Case 24. The Minibar Charge.

Case 25. 100% Occupancy.

PART SIX: GROUP DYNAMICS.

Case 26. The Reinstatement.

Case 27. The Job Opening.

Case 28. The Suarro Inn.

Case 29. Burrito Sisters.

Case 30. The Department Meeting.

PART SEVEN: TECHNOLOGY.

Case 31. The Amateur Travel Agent.

Case 32. The Concierge′s Computer.

Case 33. Direct Deposit.

Case 34. The Wireless Internet.

Case 35. Casino CRM.

PART EIGHT: PROCESS ANALYSIS.

Case 36. The Broadbeach.

Case 37. The Tarragassett Inn.

Case 38. The Tour Voucher.

Case 39. The Headwaiter.

Case 40. The Mystery Shopper.

PART NINE: SERVICE EXEMPLARS.

Case 41. The CD Player.

Case 42. Special Needs.

Case 43. First Class Upgrade.

Case 44. The Spanish Homework.

Case 45. The Antler Hotel.

PART TEN: SERVICE RECOVERY.

Case 46. The Stolen Sunglasses.

Case 47. The ICO Conference.

Case 48. The Airline′s Response.

Case 49. It Stinks.

Case 50. Rob Jones Corporation.

TIMOTHY R. HINKIN is a Professor at the Cornell School of Hotel Administration. He is the author of the first edition of Cases in Hospitality Management as well as numerous articles in the Academy of Management Journal, the Journal of Applied Psychology, the Hospitality Research Journal, and the Cornell Hotel and Restaurant Administration Quarterly. His primary research focuses are supervisor–subordinate relationships, power and influence in organizations, group dynamics, and service quality.