This study came about in response to the interest in, and concern about, domestic cooking and cooking skills that has arisen in recent years. It critically reviews the current state of thinking about cooking and cooking skills, provides a critique of both popular and academic discourse and proposes new opportunities for policy and future research. With little existing empirically acquired knowledge and no theoretical convention for the study of cooking and cooking skills, the primary research was designed to be exploratory and to provide systematically researched insights and understanding. It took a qualitative approach in order to provide intricate detail about people's domestic cooking practices, the skills they use, and their beliefs and opinions about cooking in the home and a systematically researched understanding of these aspects of cooking. The findings revealed that "cooking skills" could be seen specifically as the skills of domestic cooking (as opposed to those of professional cooking) and as either "task centred" (the skills involved in a particular task) or as "person centred" (the skills of an individual carrying out a task in a particular context). They also revealed that the informant's (domestic) "cooking skills" consisted of many different types of perceptual and conceptual skills as well as mechanical skills and academic knowledge. The findings revealed that the informants had very individual approaches towards domestic cooking but that there were many beliefs and opinions that they shared. The research also found that there was a complex "interrelationship" between the informants' domestic cooking skills, their approaches towards domestic cooking and their domestic cooking practices and food choice. The findings of this study provide an additional and different perspective of the relationship between domestic food provision, cooking and cooking skills allowing the development of relevant debates and concerns. They clarify that cooking skills are an influence on food choice but show that this influence is complex. They challenge current theoretical explanations of the impact of technology on domestic cooking and food provision, for example, and the deskilling of the domestic cook.

The papers submitted for this PhD by publication represent research centered on event experiences and their design, management and impact. They are the result of research projects that have produced seven published peer-reviewed papers and one book. The body of work has made an original, significant and sustained contribution towards the development of an emerging field of study in events. The work has made a major contribution towards furthering understanding of the human experience that results from the management of events, their design and their impact. At the heart of this submission is a consideration for how events are experienced and what factors and components contribute to the depth of that experience. The majority of papers analyses and reflects upon the construction of experience settings (their design) and essentially seeks knowledge to identify the variables that shape any experience of events (Ryan, 2012). In doing so the research undertaken has embraced a less restrictive set of methodologies usually afforded by statistical exercises in favour of a more embodied, immersive and participative approach. This has included not only observation and autoethnography, but also reflection on that which has been observed. In turn this reflection and analysis has drawn upon a range of theories and models to advance understanding of the social occasions that we call events where human interactions with the designed programme and environment illicit a range of responses that may culminate in a memorable and unique moment in time. The research therefore touches upon the emotional response to event experiences, the study and interpretation of the meaning of events, and notably their signification to an intended audience. In the course of this research I have evaluated and reflected upon the study and practice of event management across a range of event types and genres. Seeking to initially clarify the role of design in creating event experience led me to questioning the paradigmatic model for event management and resulted in the development of an alternative consideration for event planning and management - Event Experience Design Framework (EEDF). Unlike existing models this places design as the central and pivotal driving force that inhabits all areas of the event management process and upon which all events should then be based. The contribution of this body of work can therefore be summarised as follows: 1. Development of a paradigmatic concept that places design as the central and essential practice that underpins the planned event experience. 2. Theoretical positioning of how designing event experiences impacts on stakeholders 3. Recognition and application of theoretical models and tools relevant to event design and creativity, and further use of conceptual models to analyse experiential outcomes 4. Identification and awareness of the broader socio-cultural impact of planned events This submission provides evidentiary material that I have made a positive and meaningful contribution to raising the profile of events through research, teaching and learning by an acknowledged excellence in events management education and as a recognised (and first) National Teaching Fellow in Events. Furthermore, the submission provides a reflection on this research and development that has enabled me to make such a pivotal contribution to the field. It concludes with an outline of plans for the future.

The Twentieth Century’s hotel industry saw a shift from independently managed grand hotels to the increasing influence of multinational hotel companies whilst processes of globalisation contributed to the international movement of people, ideas and practices. The London Hilton was the first subsidiary of this American branded chain to open in Britain undergoing, at the time, cultural and social changes associated with the ‘Swinging Sixties’. The history of grand hotels has been thoroughly documented however there is lack of business history research into the expansion process of modern multinational hotel companies. The aim of this study is to explore the process of internationalisation of Hilton Hotels through the transference of knowledge between the parent company and the London subsidiary. International business theory is investigated in pursuit of establishing relationships between the concepts of transference of knowledge, multiple-embeddedness and negotiation of legitimacy, collectively forming a conceptual framework driving this research. A single embedded case study is adopted to comprehend the nuanced relationships and pressures resulting from the multiple-embeddedness of the case. An extensive range of archival material is collected to construct an in-depth case study of the London Hilton embedded in the contexts of its parent company as well as home and host countries. The case is synthesised with the theory using interpretive research methods and employing a three-stage coding process. The London Hilton appears to be representative of a case of effective knowledge transference which avoided the pressure for homogenisation from the host environment. It is an example of an organisation whose foreignness served as a differentiating, rather than restraining factor. These findings contradict the traditional institutional assertion of the necessity for adaptation to local settings and confirm the notion that legitimacy can be negotiated. The appearance of the Hilton hotel on the 1960’s London hotel market can be perceived as an emblem of the wider historical changes in the globalising world. The main contribution of this research is adding a new dimension to the paradigms of institutionalism and the resource-based view by illuminating the complex associations between these concepts underpinning international business theories. The study also extends the existing theory of foreignness and contributes to the body of business history research in the field of hotel management. It recommends the application of oral history and network analysis for further exploration of these concepts.

The writer has undertaken the task of preparing an indepth report on the long range planning effort of the Club Managers Association of America. The primary objective of this report is to show some of the background, studies, and results of those studies produced by CMAA's Long Range Planning Committee. In addition, the report is presented to show some of the long range conceptual thinking, priorities, and careful examination which the committee has addressed itself to over the past decade.

Conclusions and Recommendations: The following can be safely stated. Frequent attendance at the English language classes has a positive effect ranging from moderate to profound, in terms of language and intercultural communicative capability and also in terms of work performance. Also, moderate and even low attendance has a positive effect to some degree. Employees and supervisors tend to agree most of the time with regard to the positive effects of the classes on a give employee. Virtually every employee was pleased with the classes. A few expressed reservations about time factors. The following recommendations can therefore be made. The classes should be continued, and should be offered frequently enough to accommodate high-level attenders. Progress evaluations related to the classes, by employees and supervisors, should be carried out at least once and preferably twice a year. Classes should be held on company time, and the 7-8 a.m. class should be moved up a bit later than it is. Frequent attendance should be encouraged with mild incentives, but not pushed too hard. One example: Good refreshments could be served at the classes. At least some of the classes should be specifically directed to Haitians, who tend to attend less than Hispanics. The fact that employees can progress linguistically, interculturally and in job performance through these classes corroborates the subproblems and the hypotheses. The problems do exists; they are "treatable"; and the fact that not only linguistic and intercultural capabilities improve as a result but also job performance indicates the existence of the problems and their negative effects to begin with.

Area of Investigation Foodservice industry professionals in the Greater Miami area, with an industry survey analyzing the daily workday of the manager. Materials and Methods Used Published works that are accepted by the Library of Congress, articles that appear in industry trade journals and authors own experience were used for research and evaluation. A survey conducted with hospitality industry general managers of foodservice operations and food and beverage directors of hotel, food service operations will be interviewed on time management usage during an average workday. The results were consolidated and evaluated with guidelines to help improve a manager's time efficiency during his workday. Major Findings A majority of managers are aware of effective time management but a small percentage are using these methods. Managers that spend over 90% of their time in management functions scored the highest in decision-making. Food and beverage directors scored higher in all areas questioned than general managers of foodservice operations. Time spent planning paralleled those managers who spent more time in managerial duties. Results and Conclusions Time management is essential for management positions in the foodservice industry. . The more time efficient a manager is, the better they will be able to control circumstances that make a manager's maintained successes.

1. Area of Investigation The relative need of higher standards in healthcare foodservice facilities. Individual opinions of foodservice directors. 2. Materials and Methods Used Existing text, trade publications, interviews with industry leaders, conferences with estemmed professors and the author's own experience were used for research and evaluation. An important method used to evaluate the need for higher standards was a descriptive survey and the analysis thereof. 3. Major Findings A. The survey showed, with a 42 percent response, that the overwhelming majority of the respondents have problems within their department. B. It is presumed that these problems are caused by a lack of standards and/or a failure to meet existing standards. 4. Results and Conclusions A. The objectives of the majority of health-care facilities is to provide the best possible care at lowest possible price. The objectives of the foodservice department is to provide the best possible food at the most reasonable cost. B. Continuous education of foodservice directors in all facets of the industry are necessary so that each foodservice director has the capacity to establish and maintain, and in some cases surpass his or her own standards. C. Where no standards exist minimum requirements should be set to satisfy the objectives and goals of both the facility and foodservice department.

It is necessary and important to know what can happen to thousands of people in coastal areas when one day they will be hit by hurricane wind and storm surge. Between 1960 and 1970, the number of people living and vacationing on the coast soared more than 40 percent. During the last 50 years, a great number of hotels has been built on Miami Beach, which makes this area more vulnerable than it ever was before. Insuring the safety of its guests and employees under all circumstances is a very important part of a hotel's security and safety program. It should by all means be a preventive program - the prevention of those hazards that can hurt, injure or destroy lives or property. All hotels should be extremely concerned with the safety of their guests and with the hotel's property. While the hotel's responsibility to a guest may differ in degree, the innkeeper must avoid any injuries or unpleasantness as far as possible. When a hurricane threatens, management's responsibilities are probably even greater because lots of lives are at stake. Safety and security go hand in hand. Security plans are needed to maintain guest safety. Security is a living thing and does not remain fixed. Conditions change continuously: personnel changes, new hazards arise, new security measures are developed both in Dade County and within the hotel. Concepts and physical equipment change. A hotel's security system should keep pace with the changes that are taking place, especially these days when people are expecting and demanding safer hotels and rooms. People are also less afraid to file law suits against a hotel that did not provide "reasonable care" for its guests. These are some of the reasons why hotels should accept a proper standard of care and develop a hurricane preparedness plan. More important, however, is that these standards and plans are known and enforced by management. The thought behind this thesis is that most hotels know what should be done in terms of emergency planning but that they for some reason - be it laziness, lack of control or lack of money - do not develop a written plan or do not put it into action. Miami is again becoming one of the most frequently visited cities and all travelers in general are more safety and security-conscious than ever. Therefore it is important to know if the hotels on our beaches do in fact care enough about their guest's safety, especially in the event of a hurricane. If they don't, Miami Beach might experience a true disaster and may never be able again to revive its image in the field of hospitality and tourism.

The hospitality industry has been one of the last major business segments in the United States to utilize the computer and its capabilities. Everyone associated with the industry and data processing has contributed to this delay: manufacturers have been very slow to identify and recognize the potential that exists in the hotel industry; data processors have often unwisely attempted to apply the successful solutions of other industries' problems to the hospitality industry; and lodging management has demonstrated little interest and contributed inadequate amounts of physical and economical resources. The initial attempt by the hotel industry to utilize the computer now seems extremely primitive. The only systems being used were large, complex computers with software designed for other industries with minor changes. The major problem was one of cost justification. With the systems that were in existence a hotel had to have at least 500 rooms with an average rate of $ 50 per room for it to be economically feasible. The most important breakthrough for the hospitality industry has been the development of the mini-computer. It provided hotelmen with a system that has an acceptable price performance level and has opened doors for computerization in properties as small as 150 rooms. The mini computer has provided the industry with the realistically-priced tools it needed to finally accomplish the goal of developing a powerful real-time hotel management information system. One of the mini-computer systems that is now servicing our industry is the Moby Data Hospitality System. The Moby Data System is a complete hardware and software package that may be easily converted to almost any property. However, the training of the hotel employees in its usage, has been accomplished by personal instruction in the past. The purpose of this paper is to develop a manual of instruction for the Moby Data Hospitality System at Florida International University. It is by no means a replacement for personal instruction on the system, but to be used as an aid for a better and more complete understanding of its capabilities and usage.

Research was conducted to determine if it was cost effective for the United States government to pay all airmen in the Air Force basic allowance for subsistence (BAS) in lieu of issuing them a meal card. A test was conducted at Little Rock Air Force Base, Arkansas, to determine eating patterns and habits of those airmen presently on basic allowance for subsistence. It was assumed that if airmen were given BAS, their eating habits would be similar to those already on BAS. A 30 day observation period revealed that if all airmen on a meal card were given BAS, approximately 30,190 fewer meals per month would be eaten in the enlisted dining facilities. As a result, a cost savings would result to the government, and could possibly offset the additional cost of basic allowance for subsistence. All calculations proved that there would indeed be a substantial savings to the government, however, not enough to totally offset the cost of paying the additional BAS. The study proved negative, however, valuable information surfaced which will aid in achieving the Air Force goal of an all BAS program sometime in the near future.