To Chun Fung Cliff. / "Architecture Department, Chinese University of Hong Kong, Master of Architecture Programme 1996-97, design report." / Includes bibliographical references. / Design Report / Chapter Part 1 --- Introduction / Chapter 1.1 --- Personal Design Objectives / Chapter 1.2 --- Project Selection - Subject / Chapter 1.3 --- Project Selection - Clients and Users / Chapter 1.4 --- Project Selection - Site and Context / Chapter Part 2 --- Project Analysis / Chapter 2.1 --- Subject Analysis / Chapter 2.2 --- Client/User Analysis / Chapter 2.3 --- Site/Context Analysis / Chapter Part 3 --- Process / Chapter Stage 1 --- Form Exploration / Chapter Stage 2 --- Concept Generation / Chapter Stage 3 --- Zoning Arrangement / Chapter Stage 4 --- Schematic Design / Chapter Stage 5 --- Design Refinement / Chapter Stage 6 --- Special Study / Chapter Stage 7 --- Final Revision / Chapter Part 4 --- Final Project / Appendix / Programming Report

The Online Hotel Booking System was developed to allow customers to use a web browser to book a hotel, change the booking details, cancel the booking, change the personal profile, view the booking history, or view the hotel information through a GUI (graphical user interface). The system is implemented in PHP (Hypertext Preprocessor) and HTML (Hyper Text Markup Language).

The purpose of this study was to describe senior-level hospitality programs and assess hospitality administrators' opinions concerning specialized accreditation during the 1990-91 academic year. Overall, administrators characterized the typical full-time faculty member as: being in a small program (1-3 members); being a non-ethnic minority; having a minimum four years industry work experience; having attained a doctoral degree; and holding the rank of associate professor. Part-time faculty members were described as: being in a small program (1-3 members); being a non-ethnic minority; having at leas one to three years industry work experience; having attained a master's degree; and holding the rank of instructor. Administrators characterized their programs as: located at public institutions; beginning after 1970; requiring graduates to acquire work experience; expecting increased enrollments; having placement services available; and not offering continuing education courses. Administrators indicated they were seeking accreditation or were accredited currently. They agreed slightly that accreditation would improve program image, help them meet their programs' missions and objectives, and provide assistance in planning.

The primary/objective of this study was to develop a framework for identification of political environmental issues faced by multinational hotel chains in newly industrialized countries in Asia. To accomplish the objective, key factors having an impact upon these hotel chains were identified using the Delphi Technique. This study was conducted with participation of multinational hotel chain executives and general managers, trade association executives, government tourism officials, hospitality management educators, and industry lawyers. Five Asian countries including Hong Kong, Korea, Malaysia, Singapore, and Thailand were selected as a sample for newly industrialized countries. Key factors in the political environment were identified under four categories: law and regulation, administrative, judicial, and lobbying, based on the classification scheme of the Trends Database developed by the Virginia Polytechnic Institute and state University. A professional panel of 17 members identified 93 key factors for each category in the first round of Delphi. In the second round panel members rated the level of influence of these identified factors using a five point Likert-type scale (5 = very influential, 1 = not influential), and reexamined their ratings in the final round to reach an agreement. All key factors receiving a total of two-thirds of the panel members' votes in the very influential, moderately influential and average influence categories were included in the framework. Finally, a total of 58 factors were agreed to be included in the framework: 26 in the law and regulation category, 14 in administrative, 10 in judicial, and 8 in lobbying categories. / Ph. D.

published_or_final_version / Business Administration / Master / Master of Business Administration

The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.

This study focused on the hotel front office management course and how this course and related topics were taught in hospitality management programs. The results of the study can guide faculty in developing and expanding the hotel front office management course, related textbooks and teaching resources to best prepare students to meet the future needs of the lodging industry.

The overall purpose of this research was to add to existing theory of quality pertaining to the service provider's perception of quality. Quality in the service industry is difficult to assess because of the intangible, heterogeneous and labor intensive nature of services. In addition, personnel have varying perceptions of delivered quality based on their position within the organizational hierarchy. This study enhanced the Service Quality Model developed by Zeithaml, Berry, and Parasuraman (1988). An additional gap ("gap 6") was hypothesized and investigated. This gap describes the differences in perceived delivered quality by employees at different organizational levels (e.g., managerial, supervisory, and non-management employees) across different market segments. The researcher proposed that "gap 6" has a significant impact on total perceived delivered quality. The survey instrument addressed five dimensions of overall quality: tangibles, reliability, responsiveness, assurance, and empathy. The survey was administered to employees from hotels representing three market segments located within the same metropolitan area and managed by the same company. A 3 X 3 factorial design was used with three organizational levels (managers, supervisors, and hourly employees) and three lodging market segments (luxury, business-traveller, and long-term/suite). Data analyses included descriptive statistics, analysis of variance (ANOVA), and Tukey's Multiple Comparison Test.

The purpose of this study was to assess the satisfaction level of 240 employees of a single hotel property. The questionnaire, administered by the Corporate Director of Training, determined if a significant difference exists between overall satisfaction and individual departmental satisfaction regarding 11 dimensions: customer satisfaction, employee involvement/teamwork, work environment, training/development/evaluation, communication, compensation/benefits, supervision, resources, planning/goal setting, general, and departmental interaction. Percentages and t tests were used to analyze the data. Results of the study will help management recommend courses of action needed to address identified problem areas.

The study was designed to identify the public relations structures at eight Dallas hotels, their functions and activities, and if public relations effectiveness is evaluated. Findings were based on sixteen interviews with senior management and public relations coordinators. The study concluded that public relations programs are structured by either separate public relations department, public relations activities combined with other department, or an external agency. The public relations functions range from image-building to participation in sales and marketing with primary responsibility of promotion and publicity dominated by economic considerations. One weakness is the lack of formal research methods to discern public opinion. There is a lack of understanding by hotel management of the potential and scope of public relations programs.