现代外资酒店中的跨文化管理研究

外资酒店在入驻中国的时候,往往会遭遇水土不服的问题。这些往往为外国先进的管理理念在中国的实施带来障碍。但是,这并不能阻碍外资酒店入驻中国的脚步。双方通过不断的交流与了解,互相学习,完全可以克服这种障碍,实现文化优势互补,同时,外资酒店企业在同中国文化融合的过程中,也可以试着充分发挥跨文化的优势,创造出一种同中国文化环境相适应的企业文化,以便在经营管理中形成企业内部合力,增强竞争优势,创造更多的社会价值和经济价值。本文就现代外资酒店在中国遇到的跨文化冲突问题进行了研究。     

植根本土的洲际会议体验——访佛山保利洲际酒店总经理谢明德

随着会议酒店间的竞争不断加剧,酒店的营销方式及服务水准愈发凸显其重要性。佛山保利洲际酒店总经理谢明德将国外酒店的管理经验与中国的本土特色文化相结合,推出具有本土特色的洲际会议体验——     

酒店的跨文化管理——以广州海航威斯汀酒店为例

随着企业国际化的发展,跨文化管理的问题应运而生。单纯的文化探讨比较抽象,但文化的确对一个企业存在不可磨灭的影响。每个国家和地区的文化都有其鲜明的个性,因此,企业的跨地域发展如何积极地融合和适应这种文化差异,成功的突破跨文化管理的主题引起了广泛的关注和研究。文章以广州海航威斯汀酒店为例,在比较中美文化差异和分析广州海航威斯汀酒店从美国扩张至中国存在和所面临的文化冲突的基础上,针对性的探讨了该酒店跨文化管理存在的主要问题,并提出了如何进一步将两种文化融会贯通的尝试和建议。     

中国企业跨国并购中的文化整合问题及对策

基于文化整合对中国企业管理整合影响因素的分析,论文提出中国企业应加强跨文化管理,学习和吸收一切先进文化,加强跨文化培训,树立多元文化意识,激发创新活力,形成企业资源互补优势和整合力。     

文化冲突视角下酒店跨文化管理研究

文化冲突是酒店跨国管理问题的根源之一,这些冲突不仅影响着海外酒店集团在中国的经营管理,也阻碍着中国本土酒店在海外市场的拓展。在分析酒店跨文化管理所面临的价值观念、等级观念、行为观念及制度文化冲突形式的基础上,研究文化冲突对酒店管理理念、组织结构、人事制度等方面的影响,并进一步提出树立跨文化观念、加强团队组建和建立多元文化等跨文化管理策略。     

丹尼尔·艾宾斯 北京北辰洲际酒店总经理

丹尼尔拥有33年国际酒店管理经验以及14年洲际酒店资深管理经验。他对工作充满热情,尤为擅长国际酒店经营管理、新酒店开业、项目管理等,在多元文化的顶级酒店管理工作中获得了卓越的功勋,并且在酒店餐饮经营管理、市场销售及收入管理方面取得了显著的成绩。2010-2011年度,丹尼尔带领他的团队取得了出色的商业成绩,北京北辰洲际酒店     

我国酒店业培训管理现状分析及对策研究

培训管理在现代酒店企业的人力资源管理中占有重要地位,良好的培训不仅能提高酒店员工的理论修养与工作技能,还能传播与共建企业文化,从而进一步增强酒店的凝聚力与竞争优势。但是,目前国内很多酒店的员工培训均存在诸如认识误区,培训未形成制度化、系统化,随意性较大,培训方式与手段单一落后等问题。本文以现代培训理论结合当前实际,对我国酒店业培训管理方面存在的问题与困境进行了分析,并就相应的改进对策进行了探讨。     

电影《服务外包》所折射的跨文化管理理论

文章从跨文化交际学的视角,分析电影《服务外包》(Outsourced)中蕴含的跨文化管理理论。提出跨国公司应重视雇员文化多样性、跨文化交际能力和跨文化培训,提升现代企业跨文化管理水平。     

中国企业跨文化管理中问题及对策分析

随着中国加入世界贸易组织,以及全球经济的一体化的推进,大量的外商进驻中国,中国企业也纷纷融入到世界经济发展大潮中.在这些跨国公司或合资公司中,由于企业的员工来自不同的文化、不同的制度以及不同的历史传统的国家,这就形成了很大的文化差异.而这些文化的差异,往往造成企业管理上的矛盾与冲突,直接制约着企业的长期生存和发展.因此,跨文化管理问题正日渐突出,并且越来越受到人们的重视.本文结合中国企业的特点,探讨他们在跨文化管理上的问题,并提出相应对策.     

重视文化建设内涵 提升酒店核心竞争力

面对日趋激烈的市场竞争,一个企业的文化特色是否鲜明是决定企业核心竞争力的重要因素。酒店文化是酒店企业的灵魂所在,是塑造满意员工的重要渠道。酒店文化的内在要求是在经营中重视人、相信人、理解人、发展人。酒店文化建设需要有效的教育培训体系,还要形成自己的品牌文化。通过一定的文化营销手段不断提高知名度和美誉度,开拓创新,提高酒店企业的核心竞争力。     

危机中的高端酒店

<正>受金融风暴冲击,当经济型酒店喜笑颜开的时候,高端酒店的巨头们纷纷愁眉不展,只能是咬着牙来自降身价。上海旅游事业委员会提供的数据显示,上海高端酒店入住率下跌是从2008年8月开始的,单月入境旅游者人数只有20万人次。受此影响,各大酒店的平均入住率下跌到54.6%,是20年来的最低。今年1~3月,上海五星级酒店出租率45.9%,同比下降13%,     

世界金钥匙酒店联盟成员(金钥匙酒店)名录

北京北京星河湾四季会Four Seasons Club,Beijing TEL.010-85529988 FAX:010-85510968北京温特莱酒店Winterless Hotel,Beijing TEL:010-65812288 FAX:010-65812600河北石家庄国宾大酒店Ambassador Shijiazhuang Hotel Shijiazhuang,Hebei TEL:0311-86911666 FAX:0311-86911688河北石家庄石家庄国际大厦酒店International Hotel Shijiazhuang Shijiazhuang,Hebei TEL:0311-85919999 FAX:0311-85919988河北秦皇岛秦皇岛国际饭店International Hotel Qinhuangdao,Hebei TEL:0335-3853000 FAX:0335-3604783河北石家庄燕春饭店Yanchun Hotel Shijiazhuang,Hebei TEL:0311-86096666 FAX:0311-86033708山西太原山西黄河京都大酒店Shanxi HuangHeJingDu GrandHotel Taiyuan,Shanxi TEL:0351-5679999 FAX:0351-7088888山西晋城富景国际饭店FuJing International Hotel Jincheng,Shanxi TEL:0356-2088888 FAX:0356-2034366     

Revenue Management in Hotels

Abstract

In hotel industry, the goal of revenue management is to maximize the revenue by forecasting the future demand based on the current and past reservation data. This paper explores revenue management, revenue management systems (RMS), and success factors in implementing RMS. Fundamentals of revenue management are introduced as well as the benefits of revenue management systems. Some key factors of implementing revenue management systems discussed in this paper are measuring performance, management's commitment, and integration with property management systems.     

Managing Flexible Working in Hotels

Flexible working practices have apparently helped manufacturing industry make productivity improvements over and above the service sector. These manning practices may offer opportunities for the hotel industry to improve its own productivity and at the same time counter the industry's reputation for providing poor conditions of employment. This article discusses the results of research conducted in two large hotels into the attitudes of management and employees to the introduction of such practices. Although some barriers to flexible working are identified, the research also highlights that opportunities do exist for successful implementation of these approaches. However, the major obstacle in adopting flexible working would appear to be the management culture of the hotels studied and the industry in general.     

欧美酒店业的现状及其对中国酒店业发展的启示

欧美酒店业作为当今世界酒店业的重要组成部分,因其历史文化的特点决定了欧美酒店业的服务设施、经营管理的独特性。系统分析了欧美酒店形成的文化背景、建筑特色、经营特点,借鉴其精华,提出了中国酒店业未来发展的对策与建议。     

Olympic Family Hotels

Quoted prices for hotel stays in Beijing during the summer Olympics have jumped up by four to ten times higher than normal,said China＇s biggest online booking provider Ctrip.com International Ltd.     

Labour Turnover in Hotels - Revisited

Five years have now elapsed since the author last conducted an empirical investigation into the prevailing rates of labour turnover in a small sample of hotels (Johnson 1980). One conclusion of this survey was that excessive labour turnover could only be resolved by action at unit level. The object of the study outlined in this article was to re-examine the turnover process at this level and to analyse any changes or developments that had taken place in the intervening years. This was to be achieved by repeating the earlier investigations and comparing the findings with those of the original. Unfortunately it proved impossible to use all the original hotels and consequently a similar, rather than identical, sample of units had to be used. In reconstructing the sample, attention was focused on large units. This was because the original work had shown that even relatively low levels of turnover in large hotels lead to considerable economic loss. The results of this latest survey highlight some important changes that have taken place in the last five years and illustrate a new type of turnover. More specifically, several factors are identified which are of value to those unit managers interested in predicting and thereby exercising greater control over their labour turnover.     

Labour Turnover in Hotels - an Update

The Hotel and Catering Economic Development Committee (1969), Johnson (1980, 1981) and Wasmuth and Davis (1983) have all shown that many hotel managers view excessive labour turnover as a ‘regrettable fact of lije’ about which they can do nothing and over which they have no control. Such attitudes arise because of the complexity of the turnover process; attempts to apply correctives are seen as futile exercises. The inevitability of turnover constitutes an excuse for passive managerial acceptance of high levels of mobility which, in turn, ensures that such rates continue to exist. In order to break out of this regressive spiral, simple techniques for monitoring and controlling turnover must be made available to hotel managers. The work detailed below illustrates how one such technique has been implemented in one hotel and illustrates the level of success that this initiative has produced.