USF Sarasota-Manatee College of Hospitality and Technology Leadership
HFT 3603 – 3 Credit Hours
Law & Leadership Ethics for the Hospitality Industry
Spring, 2014 USF Sarasota-Manatee – Live Class
Instructor: Keith A. Barron, J.D., Esq.
E-Mail: kbarron@sar.usf.edu
Office: Sarasota Campus - A317
Office Telephone: (941) 359-4449
Office Hours: 1:00 – 2:30 PM, T., W., & By Appointment
Classroom: TBD
Time: Monday; Noon – 2:50
PREREQUISITES: HFT 3003 – Introduction to Hospitality and Tourism
COURSE DESCRIPTION: This course covers the functions of the law, legal environment, legal reasoning, and
ethical analysis within the hospitality industry. Students will examine leadership and ethical issues in the hospitality
industry as they relate to legal reasoning regarding contracts, torts, property, and the impact of law on economic
enterprise in the hospitality industry.
COURSE TOPICS:
This course will cover the following content areas:
1. Contractual issues involving hotelkeepers and guests
2. A hotelkeeper’s ethical and legal duty to their guests and non-guests
3. Property stolen or left at a hotel and limited liability statutes
4. Ethical leadership issues in the hospitality industry
5. The nexus between effective leadership and strong ethics in the hospitality industry
6. Food service and truth-in-menu liability
7. Dram shop liability and the responsible service of alcoholic beverages
8. Preventative approaches to minimize litigation
COURSE OBJECTIVES: This course is designed as an upper level Ethics and Leadership Pillar requirement at
USFSM. It focusses on the intersection of hospitality law and ethical leadership. Students will learn through the
case-study method the legal awareness required to make appropriate legal decisions within the hospitality industry.
Ethical leadership involves leading in a manner that respects the rights and dignities of others. The hospitality
industry is a people industry and effective leaders who are ethical are people-oriented. Students will study how
ethical hospitality leaders make daily decisions with integrity and character that impact the lives of many and how
they use their power to serve the greater good instead of self-serving interests. Our future hospitality leaders will
gain the ethical awareness necessary to become successful leaders in the hospitality industry. This course continues
to expose students to the USFSM University Core which includes the Pillars of Intellectual Engagement. The Pillars
of Intellectual Engagement express the qualities every student graduating from USFSM should be able to
demonstrate - they are critical thinking, communication, ethics, leadership, community engagement, and diversity.
BACHELOR OF SCIENCE IN HOSPITALITY MANAGEMENT MISSION STATEMENT: The Bachelor
of Science in Hospitality Management in the College of Hospitality and Technology Leadership at the University of
South Florida Sarasota-Manatee prepares graduates for leadership positions in the hospitality industry through
foundational knowledge of hospitality operations and experiences that promote diversity, ethical responsibility,
lifelong learning, and community engagement.
BACHELOR OF SCIENCE IN HOSPITALITY MANAGEMENT PROGRAM LEARNING OUTCOMES
(PLOs):
1. Identify and apply business concepts and skills relevant to the operational areas of hospitality management.
2. Describe and apply the fundamental principles of leadership and model the behavior of effective leaders.
3. Demonstrate effective communication skills.
4. Analyze information and make decisions using critical thinking and problem solving skills.
5. Evaluate diversity and ethical considerations relevant to the hospitality industry.
USFSM – HFT - 3603 Syllabus
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USFSM UNIVERSITY CORE – PILLARS OF INTELLECTUAL ENGAGEMENT STUDENT LEARNING
OUTCOMES
1. Leadership: Students will exemplify effective and authentic leadership through planning, achieving
goals, collaboration, and influential communication.
2. Ethics: Students will apply ethical perspectives and concepts to situations and justify the implication
of their applications.
COURSE SPECIFIC STUDENT LEARNING OUTCOMES:
Upon completion of this course, students will be able to:
1. Recall the practical working knowledge with which to recognize a hospitality industry related legal
problem (aligns to PLO 1,4);
2. Explain how to manage a hospitality industry facility preventatively and demonstrate a practical legal
awareness to their actions (aligns to PLOs 1,2,3,4,5);
3. Justify when to consult with an experienced attorney before a legal matter escalates (aligns to PLOs 1,
2,4); and
4. Evaluate the legal and ethical responsibilities of leaders in the hospitality industry. (aligns to PLOs
1,2,3,4,5)
TEXT AND MATERIALS
A. REQUIRED TEXTS: Jack P. Jefferies & Banks Brown, Understanding Hospitality Law, 5th Edition (American
Hotel & Lodging Educational Institute, 2010) ISBN – 978-0-86612-345-7; AND: Karen Lieberman & Bruce
Nissen, Ethics in the Hospitality and Tourism Industry, 2nd Edition (American Hotel & Lodging Educational
Institute 2008) ISBN – 978-0-86612-328-0
CANVAS USE:
The class syllabus is posted in CANVAS, an online learning platform. In this class, CANVAS will be used to post
announcements, files that may be helpful to compliment the live classroom learning experience, and grades.
Information on how to use CANVAS is available at:
http://www.sarasota.usf.edu/Academics/DE/current_students.php
Other sources for assistance are the toll-free hotline, (866) 974-1222 or the live online help site:
http://usfsupport.custhelp.com/app/chat/chat_launch
Need help?
CANVAS support is also available through USFSM E-Leaning staff from 9am to 5pm, Monday through Friday.
Please call or email Dale Drees at 941-359-4215; djdrees@sar.usf.edu.
GRADING, EVALUATION AND ATTENDANCE POLICIES:
Grades are issued based on the total points earned for class participation, completion of the assignments, quizzes, a
paper, and exams. Grades will not be negotiated or curved. This means you should invest time in preparing for
each week’s topic and submitting your best effort on all assigned work. You are expected to write in a scholarly
manner using proper grammar, punctuation, and sentence structure. Research sources are to be properly cited using
APA format. All assignments must be typed and uploaded to CANVAS unless otherwise indicated. Specific
instructions for each assignment will be posted in CANVAS and discussed in class.
The table below shows how each course component contributes to your final grade. Your final grade is determined
out of 1,000 possible points, i.e., 10% = 100 points. The table also includes the plus/minus system that will be used
for this course:
Assignment
Written Leadership Ethics Case Studies
Written Law Assignments
Quizzes
Research Paper
Midterm & Final Exam
Total
USFSM – HFT - 3603 Syllabus
Percentage of
grade
20%
10%
10%
20%
40%
100
Overall
Percentage
93 - 100%
90 - 92%
86 - 89%
83 - 85%
80 - 82%
Letter
Grade
A
AB+
B
B-
76 - 79%
C+
Page 2
73 - 75%
70 - 72%
C
C-
67 - 69%
64 - 66%
60 - 63%
59 or below
D+
D
DF
Written Ethical Leadership Case Studies - 20%
There are ten (10) written assignments that address questions related to ethical leadership case studies in the text.
Each assignment will be worth 20 points, i.e., 10 assignments X 20 possible points = 200 possible points or 20% of
the final grade. These assignments must be typed and submitted in CANVAS as a Microsoft Word document.
These assignments will be 1.5-spaced and 12-point font. Use correct grammar, spelling and sentence structure.
Your ability to convey your ideas through writing is imperative for this upper-level course. The writing center has
tutors available who can help you proofread your papers; however you will need to make an appointment in
advance. All written case study answers are due no later than the start of class for each particular week. Please print
two copies of your submission and bring to class – one to hand in, the other to use in group debates.
Guidelines for Ethical Leadership Case Study Reflections
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Read the case study carefully, noting important information and facts.
Construct a timeline of events leading to the leadership and ethical situations being considered.
Identify all of the significant characters in the case.
Identify the problem, conflict, or core issue and define it. Is there more than one?
Analyze the case. List the important factors in the case that affect your analysis (for example: main
character(s), location and type of property, time of year, etc.).
List items you feel must be addressed in developing a solution to the scenario (such as specific events,
underlying issues, attitudes or feelings of the characters, etc.).
Identify a solution (or solutions) to the dilemma. Do not simply choose the first solution that comes to
mind. Thoughtfully consider options and meaningful applications of theories you have learned in class.
Evaluate the solution. If this solution was implemented in a real-world situation, what would be the
consequences? Would it be effective? Might it cause some new problems?
Look at the case study again, taking the perspective of a different character in the scenario. Explore the
problem(s) and potential solutions from that character’s perspective.
Working in Groups
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Your point of view is important. Be prepared to defend your response to the case and explain your
reasoning to the group.
Other points of view are important as well. Listen to the members of your group as you expect others to
listen to you.
Ask questions to gain greater understanding and clarify the points of view of your group’s members.
Find points of similarity and build on them.
Analyze points of difference. How does each point of view contribute to finding a solution to the problem?
Re-examine you point of view in light of the other perspectives in the group.
Adjust your solution based on your group’s discussion.
Keep to the topic. If the group’s direction strays, try to bring the members back to the case’s main points.
There is really no “one right answer” to the case studies. But make sure that your proposed answers are
well-reasoned and supportable.
According to John Maxwell, there are 21 irrefutable laws of leadership:
1. The Law of the lid.
Your leadership is like a lid or a ceiling on your organization. Your business will not rise beyond the level your
leadership allows. That’s why when a corporation or team needs to be fixed, they fire the leader.
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2. The Law of Influence.
Leadership is simply about influencing people - nothing more, nothing less. The true test of a leader is to ask him or
her to create positive change in an organization. If you cannot create change, you cannot lead. Being a leader is not
about being first, or being an entrepreneur, or being the most knowledgeable, or being a manager. Being a leader is
not just holding a leadership position. (“It’s not the position that makes a leader, but the leader who makes a
position.”) Positional leadership especially does not work in volunteer organizations. The very essence of all power
to influence lies in getting the other person to participate. “He, who thinks he leads, but has no followers, is only
taking a walk.”
3. The Law of Process.
Leadership is learned over time. And it can be learned. People skills, ethics, emotional strength, vision, momentum,
and timing are all areas that can and should be learned. Leaders are always learners.
4. The Law of Navigation.
Anyone can steer the ship, but it takes a leader to chart the course. Vision is defined as the ability to see the whole
trip before leaving the dock. A leader will also see obstacles before others do. A leader sees more, sees farther, and
sees before others. A navigator (leader) listens – he finds out about grassroots level reactions. Navigators balance
optimism with realism. Preparation is the key to good navigation. “It’s not the size of the project; it’s the size of the
leader that counts.”
5. The Law of E.F. Hutton.
Hutton was America’s most influential stock market analyst. When he spoke, everyone listened. When real leaders
speak, people automatically listen. Conversely, in any group, you can identify the real leaders by looking for those
who people listen to. According to Margaret Thatcher, “being in power is like being a lady – if you have to tell
people you are, you aren’t.” Factors involved in being accepted as a new real leader include character, building key
relationships, information, intuition, experience, past success, and ability.
6. The Law of Solid Ground.
Trust is the foundation for all effective leadership. When it comes to leadership, there are no shortcuts. Building
trust requires competence, connection and character.
7. The Law of Respect.
People naturally follow people stronger than themselves. Even natural leaders tend to fall in behind those who they
sense have a higher “leadership quotient” than themselves.
8. The Law of Intuition.
Leaders evaluate everything with a Leadership bias. Leaders see trends, resources and problems, and can read
people.
9. The Law of Magnetism.
Leaders attract people like themselves. Who you are is who you attract. Handy hint: “Staff” your weaknesses. If
you only attract followers, your organization will be weak. Work to attract leaders rather than followers if you want
to build a truly strong organization.
10. The Law of Connection.
You must touch the heart before you ask people to follow. Communicate on the level of emotion first to make a
personal connection.
11. The Law of the Inner Circle.
A leader’s potential is determined by those closest to him. “The leader finds greatness in the group, and helps the
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members find it in themselves.”
12. The Law of Empowerment.
Only secure leaders give power to others. Mark Twain said, “Great things can happen when you don’t care who gets
the credit.” Another point to ponder… “Great leaders gain authority by giving it away.”
13. The Law of Reproduction.
It takes a leader to rise up a leader. Followers can’t do it, and neither can institutional programs “It takes one to
know one, to show one, to grow one.” The potential of an organization depends on the growth of its leadership.
14. The Law of Buy-In.
People buy in to the leader first, then the vision. If they don’t like the leader but like the vision, they get a new
leader. If they don’t like the leader or the vision, they get a new leader. If they don’t like the vision but like the
leader, they get a new vision.
15. The Law of Victory.
Leaders find a way for the team to win. “You can’t win WITHOUT good athletes, but you CAN lose with them.”
Unity of vision, diversity of skills plus a leader is needed for a win.
16. The Law of Momentum.
You can’t steer a ship that isn’t moving forward. It takes a leader to create forward motion.
17. The Law of Priorities.
Activity is not necessarily accomplishment. We need to learn the difference. “A leader is the one who climbs the
tallest tree, surveys the entire situation, and yells “Wrong Jungle!” If you are a leader, you must learn the three
“R’s”- a) what’s Required, b) what gives the greatest Return, c) what brings the greatest Reward.
18. The Law of Sacrifice.
A leader must give up to go up. Successful leaders must maintain an attitude of sacrifice to turn around an
organization. One sacrifice seldom brings success. As he worked to turn around the Chrysler Corporation, Lee
Iacocca slashed his own salary to $1 per year. “When you become a leader, you lose the right to think about
yourself.”
19. The Law of Timing.
When to lead is as important as what to do and where to go. Only the right action at the right time will bring success.
20. The Law of Explosive Growth.
To add growth, lead followers. To multiply growth, lead leaders. “It is my job to build the people who are going to
build the company.”
21. The Law of Legacy.
A leader’s lasting value is measured by succession. “Leadership is the one thing you can’t delegate. You either
exercise it – or abdicate it.”
Written Law Assignments – 10%
There are ten (10) written assignments that address questions to legal issues in the law text. Each assignment will be
worth 10 points, i.e., 10 assignments X 10 possible points = 100 possible points or 10% of the final grade. These
assignments must be typed and submitted to CANVAS as a Microsoft Word document. These assignments will be
1.5-spaced and 12-point font. Use correct grammar, spelling and sentence structure. Your ability to convey your
ideas through writing is imperative for this upper-level course. The writing center has tutors available who can help
you proofread your papers; however you will need to make an appointment in advance. All written law assignments
USFSM – HFT - 3603 Syllabus
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are due no later than the start of class for each particular week. Please print two copies of your submission and bring
to class – one to hand in, the other to use in group debates.
Quizzes – 10%
There will be a total of ten (10) quizzes – each quiz will contain ten (10) true/false questions worth one (1) point
each making each quiz worth 10 total points. (10 quizzes X 10 possible points each = 100 total possible points)
Quizzes will be given in class.
Ethical Leadership Legal Research Position Paper – 20%
This paper must address a legal issue in the hospitality industry – the student must take a leadership position on the
issue and argue for or against it, both in terms of ethics and the law. Students should use actual legal cases, statutes,
ordinances, articles, ethical theories, and other sources as citations to support, bolster, and strengthen their thesis/
argument. The paper will have 1.5-spacing and be five (5) to ten (10) pages in length, not including cover page and
bibliography. Students are required to submit a draft copy of their paper in CANVAS as a Microsoft Word
document. The professor will make comments and edits to the draft. Papers not submitted for revision will not
be accepted.
Midterm and Final Exam – 20% each = 40%
The Midterm and Final Exam will have the same format – 60 true/false and multiple choice questions worth one (1)
point each and four (4) essay questions worth ten (10) points each. The Midterm will cover the first half of the law
text and the Final will cover the second half of the law text.
Late work
Late work will be penalized 10% of the total points per day (weekends, i.e., Saturday and Sunday, are counted as
two days and USFSM recognized holidays are not counted). NOTE: The weekends proceeding and following
Semester Break holidays, if applicable, will be counted.
Disputing a Grade
Every student has two weeks after receiving a graded assignment to dispute the actual grade. Specific or detailed
grading issues are not discussed via email due to FERPA regulations. If you need to discuss a grade on an
assignment please make an appointment with your instructor to meet on campus. Prepare an explanation for why
you believe there is an error before coming to this meeting. Also, make sure to bring the graded assignment with
you to the meeting.
*For live classes, students do not have permission to sell notes or tapes of class lectures. Students are not
permitted to use smart phones to text or “surf” the web during class unless there is an emergency. Students
may use laptop computers to type notes but may not “surf” the web during class.
COURSE SCHEDULE:
Please see the detailed course schedule at the end of this syllabus. Any changes to the schedule will be announced
in CANVAS and in class.
USFSM Policies:
A. Academic Dishonesty: The University considers any form of plagiarism or cheating on exams,
projects, or papers to be unacceptable behavior. Please be sure to review the university’s policy in the
catalog, USFSM Undergraduate Catalog or USFSM Graduate Catalog, the USF System Academic
Integrity of Students, and the USF System Student Code of Conduct.
B. Academic Disruption: The University does not tolerate behavior that disrupts the learning process.
The policy for addressing academic disruption is included with Academic Dishonesty in the catalog:
USFSM Undergraduate Catalog or USFSM Graduate Catalog, USF System Academic Integrity of
Students, and the USF System Student Code of Conduct.
C. Contingency Plans: In the event of an emergency, it may be necessary for USFSM to suspend normal
operations. During this time, USFSM may opt to continue delivery of instruction through methods that
include but are not limited to: CANVAS, Elluminate, Skype, and email messaging and/or an alternate
USFSM – HFT - 3603 Syllabus
Page 6
schedule. It’s the responsibility of the student to monitor Blackboard site for each class for course
specific communication, and the main USFSM and College websites, emails, and MoBull messages for
important general information. The USF hotline at 1 (800) 992-4231 is updated with pre-recorded
information during an emergency. See the Safety Preparedness Website for further information.
D. Disabilities Accommodation: Students are responsible for registering with the Office of Students
with Disabilities Services (SDS) in order to receive academic accommodations. Reasonable notice
must be given to the SDS office (typically 5 working days) for accommodations to be arranged. It is
the responsibility of the student to provide each instructor with a copy of the official Memo of
Accommodation. Contact Information: Disability Coordinator, 941-359-4714,
disabilityservices@sar.usf.edu; http://www.usfsm.edu/students/disability.
E. Fire Alarm Instructions: At the beginning of each semester please note the emergency exit maps
posted in each classroom. These signs are marked with the primary evacuation route (red) and
secondary evacuation route (orange) in case the building needs to be evacuated. See Emergency
Evacuation Procedures.
F. Religious Observances: USFSM recognizes the right of students and faculty to observe major
religious holidays. Students who anticipate the necessity of being absent from class for a major
religious observance must provide notice of the date(s) to the instructor, in writing, by the second week
of classes. Instructors canceling class for a religious observance should have this stated in the syllabus
with an appropriate alternative assignment.
G. Web Portal Information: Every newly enrolled USF student receives an official USF e-mail
account. Students receive official USF correspondence via that address.
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The following course schedule is subject to change. Please pay attention to updates and announcements delivered in
CANVAS and in class. Reading assignments come respectively from the required hospitality law and hospitality
ethics textbooks.
Date
2014
Jan. 6
Topic/Readings
LAW:
 Ch. 1 – The Common Law Basis for Laws
Governing the Hotelkeeper (also discussed
will be areas of law, legal procedure, and
how to read and brief a legal decision)
ETHICAL LEADERSHIP:
 Part 1
 Chapters 1 – 5
Jan. 13
LAW:
 Chapter 4 – The Hotel’s Duty to Receive
Guests and Its Right to Refuse Guests
 Chapter 9 – Americans with Disabilities
Act – Public Accommodations
ETHICAL LEADERSHIP:
 Chapter 13 – Applying Ethics to Club
Management
Assignments / Important Dates
LAW:
Assignment #1
 Review Questions 1-4, P. 10
 Written Assignment #1 Due Jan. 6 (bring
two hard copies to class – one for
submission, the other for your reference
when discussing the questions – this holds
true for all written assignments, both law
and ethical leadership).
ETHICAL LEADERSHIP:
 No Assignment – ***Please become familiar
with the four theories or approaches to
analyze an ethical issue – (Utilitarianism,
Kantian, Justice &Virtue) – you will need to
know these when answering the ethical
leadership case studies.
LAW:
Assignment #2
 Review Questions 1-8, PP. 45-46
 Review Questions 1-7, P. 136
 Written Assignment #2 Due Jan. 13
ETHICAL LEADERSHIP:
 Chapter 13 Case Study #1 – “Are You a
Member?” – PP. 134 – 135
 Answer all six case questions
 Due Jan. 13
Jan. 20
NO CLASS
SCHOOL CLOSED
MARTIN LUTHER KING, JR.
NO CLASS
SCHOOL CLOSED
MARTIN LUTHER KING, JR.
Jan. 27
LAW:
 Chapter 2 – The Hotelkeeper and the Law
of Contracts
 Chapter 5 – Guest Reservations
 Chapter 6 – Convention and Group
Contracts with the Hotel
LAW:
Assignment #3
 Review Questions 1-9, P. 18
 Review Questions 1-6, P. 61
 Review Questions 1-7, P. 84
 Written Assignment #3 Due Jan. 27
Quiz #1 – Chapters 4 & 9
ETHICAL LEADERSHIP:
 Chapter 18 Case Study #2 – “Who’s
Responsible?” – PP. 175 – 176
 Answer all six case questions - Due Jan. 27
ETHICAL LEADERSHIP:
 Chapter 18 – Applying Ethics to Meeting
Management
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Feb. 3
Feb. 10
LAW:
 Chapter 3 – The Hotelkeeper and the Laws
of Torts and Negligence
 Chapter 10 – The Hotel’s Duty to Protect
Guests
LAW:
Assignment #4
 Review Questions 1-6, P. 27
 Review Questions 1-7, P. 158
 Written Assignment #4 Due Feb. 3
Quiz #2 – Chapters 2, 5 & 6
ETHICAL LEADERSHIP:
 Chapter 6 – Applying Ethics to the
Purchasing Function
Research Paper
 Deadline to submit topic to
Professor
LAW:
 Chapter 7 – The Guest’s Right to Privacy
 Chapter 8 – The Hotel’s Right to Evict a
Guest, Tenant, Restaurant Patron, or
Others
 Chapter 14 - Frauds Committed Against
Hotels and Crimes of Trespass
ETHICAL LEADERSHIP:
 Chapter 12 – Applying Ethics to the
Housekeeping Function
Feb. 17
LAW:
 Chapter 11 – The Hotel’s Liability
Regarding Guests’ Property
 Chapter 12 – The Hotel’s Liability for
Loss of Property of Non-Guests
 Chapter 13 – Safekeeping Facilities
ETHICAL LEADERSHIP:
 Chapter 6 Case Study #3 – “Spilled Coffee”
– PP. 65 – 66
 Answer the first two case questions
 Due Feb. 3
LAW:
Assignment #5
 Review Questions 1-4, P. 107
 Review Questions 1-6, P. 121
 Review Questions 1-9, P. 245
 Written Assignment #5 Due Feb. 10
Quiz #3 – Chapters 3 & 10
ETHICAL LEADERSHIP:
 Chapter 12 Case Study #4 – “The Clean
Linens” – P. 128
 Answer all four case questions - Due Feb.
10
LAW:
Assignment #6
 Review Questions 1-8, PP. 204-205
 Review Questions 1-8, P. 226
 Review Questions 1-8, P. 236
Quiz #4 – Chapters 7, 8 & 14
ETHICAL LEADERSHIP:
 No Reading
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Feb. 24
MIDTERM EXAM
March 3
LAW:
 Chapter 16 – General Laws Regarding
Food
 Chapter 17 – Other Laws Relating to Food
Service
ETHICAL LEADERSHIP:
 Chapter 10 – Applying Ethics to the Food
and Beverage Function
March 10
March 17
SPRING BREAK --- NO CLASSES
LAW:
 Chapter 18 - State Laws Relating to
Alcoholic Beverages
Exam will cover chapters 1-14 in the law text.
One 8 ½ X 11” single sided sheet of notes allowed.
60 True/False & Multiple Choice worth 1 pt. each
4 Essay Questions worth 10 pt. each
LAW:
Assignment #7
 Review Questions 1-9, P. 272
 Review Questions 1-7, P. 281
 Written Assignment #7 Due March 3
ETHICAL LEADERSHIP:
 Chapter 10 Case Study #5 – “Stolen Lobster
Tails” – PP. 105 – 106
 Answer all three case questions
 Due March 3
SPRING BREAK ---- NO CLASSES
LAW: No Written Assignment this week
Quiz #5 – Chapters 16 & 17
Research Paper Draft Due ***
ETHICAL LEADERSHIP:
 Chapter 10 – Applying Ethics to the Food
and Beverage Function
March 24
March 31
LAW:
 Chapter 19 – Wage and Hour Laws
Applicable to Hotel Employees
 Chapter 20 – The Family and Medical
Leave Act
ETHICAL LEADERSHIP:
 Chapter 21 – Ethics and the Human
Resources Management Function
LAW:
 Chapter 21 – Laws Against Discrimination
in Employment
 Chapter 22 – Use of Lie Detector Tests by
Hotel Management
ETHICAL LEADERSHIP:
 Chapter 21 – Ethics and the Human
Resources Management Function
USFSM – HFT - 3603 Syllabus
ETHICAL LEADERSHIP:
 Chapter 10 Case Study #6 – “To Drive or
Not to Drive” – P. 106
 Answer all four case questions
 Due March 17
LAW:
Assignment #8
 Review Questions 1-11, PP. 300-301
 Review Questions 1-9, P. 313
Quiz #6 – Chapter 18
ETHICAL LEADERSHIP:
 Chapter 21 case study #7 – “Taking Credit”
– PP. 206-207
LAW:
Assignment #9
 Review Questions 1-16, PP. 335-336
Quiz #7 – Chapters 19 & 20
ETHICAL LEADERSHIP:
 Chapter 21 Case Study #8 – “Is This Sexual
Harassment?” – PP. 204-206
 Answer all four case questions
 Due March 31
Page 10
April 7
LAW:
 Chapter 29 – Public Health and Safety
Requirements
 Chapter 31 - Licensing and Regulation of
Hotels by Cities, Towns, and Villages
ETHICAL LEADERSHIP:
 Chapter 24 – Ethics and Public Policy
April 14
LAW:
 Chapter 33 – Copyright Laws for Music,
Television, Video, and Movies
(Trademarks will also be addressed)
 Chapter 36 – Warranties and Product
Liability
ETHICAL LEADERSHIP:
 Chapter 16 – Applying Ethics to
Entertainment Management
April 21
LAW:
 Chapter 38 – Understanding Franchising
 Chapter 40 – The Impact of Terrorism on
Laws Governing Hotels
LAW: No Written Assignment this week
Quiz #8 – Chapters 21 & 22
ETHICAL LEADERSHIP:
 Chapter 24 Case Study #9 – “Loyal Beyond
the Letter of the Law” – PP. 242-243
 Answer all three case questions
 Due April 7
LAW:
Assignment #10
 Review Questions 1-5, P. 469
 Written Assignment #10 Due April 14
Quiz #9 – Chapters 29 & 31
ETHICAL LEADERSHIP:
 Chapter 16 Case Study #10 – “The Big
Name” – PP. 161-162
 Answer all four case questions
 Due April 14
LAW:
Quiz #10 – Chapters 33 & 36
ETHICAL LEADERSHIP:
ETHICAL LEADERSHIP:
Final Draft Research Paper Due ***
April 28
FINAL EXAM
USFSM – HFT - 3603 Syllabus
Final Draft Research Paper Due ***
The Final Exam will cover all material from the law
text presented post-midterm. The format of the
final is exactly the same as the midterm exam.
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