Fall 2008 Semester Assessment Report Form
DUE March 31st, 2009
Directions: Please complete a form for each of the programs within your department.
This form was designed to provide a format for assessment reporting and should not be
used to limit the amount of information provided. Each box that is attached to each of the
sections is designed to adjust to varying lengths. If you have any questions, please
contact Dr. Bea Babbitt at x51506 or via email at: bea.babbitt@unlv.edu.
1. Program Information:
Program Major in Hospitality Management
Bachelor of Science in Hotel Administration
Department N/A
College William F. Harrah College of Hotel Administration
Program Vincent H. Eade, Associate Dean
Assessment
Coordinator
Semester Data Fall 2008
Collected
Report Vincent H. Eade
Submitted by
Phone/email 895-0955, vince.eade@unlv.edu
Date Submitted March 31, 2009
Part 1 Part 2 Part 3 -
Food & Beverage Learning Outcomes
Lodging & Resort Learning Outcomes
Tourism and Convention Administration Learning Outcomes
Student Headcount by Major,
Student College
Major
College
Hospitality Administration
HOA
Fall
05
1067
Fall
06
1215
Fall
07
Fall
08
1348
1481
2. According to the Assessment Plan for this program, what were the planned
assessments to be conducted during the 2007-2008 Academic Year? You may want to
copy and paste from this program’s assessment plan.
The Hospitality Management Major Core Courses include:
HMD 101
HMD 103*
Introduction to the Hospitality Industry
Introduction to the Lodging Industry
3 Credits
3 Credits
HMD 259/359**
Human Resources Management in the
3 Credits
Hospitality Industry
HMD 395/395D*** Facilities Management
3 Credits
HMD 401
Hospitality Law
3 Credits
HMD 402
Employment Law in the Hospitality
3 Credits
Industry
HMD 407
Organizational Behavior Applied to the
3 Credits
Service Industry
 HMD 103 formerly was HMD 214
 HMD 259 formerly was HMD 359 as now noted in the catalog
 HMD 395D is a CPR requirement
FAB 101
FAB 159
FAB 160
FAB 461
Food Service Sanitation
Food Service Fundamentals
Hospitality Purchasing
Food & Beverage Cost Control
1 Credit
3 Credits
3 Credits
3 Credits
TCA 201
TCA 221
TCA 321
TCA 380
TCA 420
TCA 422
Hospitality Career Development
Hospitality Accounting I
Hospitality Accounting II
Hospitality Marketing I
Hospitality Financial Management
Operational Analysis for the Hospitality
Industry
2 Credits
3 Credits
3 Credits
3 Credits
3 Credits
3 Credits
The additional courses required for the Hospitality Management Major include (12
credits of):
FAB 295 or HMD 295 or TCA 295 or GAM 295 –
All work experience requirements within that field
FAB 450 or HMD 450 or TCA 450 –
All internships within that field
HMD 453
Management of Hospitality Service
Delivery Systems
HMD 454
Lodging Operations & Strategic
Management
FAB 467 or TCA 490 Both Capstone classes
0 Credits
3 Credits
3 Credits
3 Credits
3 Cr
Date Received
PART I.
FOOD AND BEVERAGE
Which outcomes for
this program were
measured?
How did you measure
the outcomes?
What results did you expect? If the
students performed well what would
their performance look like, i.e.
percentages, means, or comparisons to
a national standard?
1.Earn NRAEF
ServSafe Certification.
1. Pretest v. grade in
FAB 101. Score on
National Restaurant
Association Education
Foundation (NRAEF)
standardized ServSafe
exam.
1. All students should pass FAB 101
with a C grade or better. Need a score
of 75% or better on the standardized
exam in order to earn the ServSafe
certificate. Superior performance if
students pass the standardized exam
with 90% or better, as they are
considered worthy of teaching the
material.
2. Apply foodservice
sanitation principles.
2. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
2. All students should pass with a C
grade or better.
3. Perform cooking
and baking tasks.
3. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
3. All students should pass with a C
grade or better.
4. Perform food and
beverage service.
4. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
4. All students should pass with a C
grade or better.
5. Analyze differences
between styles of
service.
5. Pretest v. grade in
capstone course (FAB
467)
5. All students should pass with a C
grade or better.
6. Use FOH (Front of
House) Point of Sale
Systems.
6. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
6. All students should pass with a C
grade or better.
7. Apply principles of
menu design.
7. Pretest v. grade in
FAB 461, and
capstone course (FAB
467), and satisfactory
customer comment
cards.
7. All students should pass with a C
grade or better.
8. Write standardized
recipes.
8. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
8. All students should pass with a C
grade or better.
9. Perform cost
analysis of menu
items.
9. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
9. All students should pass with a C
grade or better. Superior performance
if students have little to no variance
between actual costs and expected
(budgeted) costs.
10. Explain all phases
of the purchasing
cycle.
10. Pretest v. grade in
FAB 461 and capstone
course (FAB 467), and
satisfactory customer
comment cards.
10. All students should pass with a C
grade or better.
11. Identify various
methods of product
sourcing.
11. Pretest v. grade in
FAB 461 and capstone
course (FAB 467), and
satisfactory customer
comment cards.
11. All students should pass with a C
grade or better.
12. Discuss the use of
computers in
procurement,
accounting, and
financial analysis.
12. Pretest v. grade in
FAB 461.
12. All students should pass with a C
grade or better.
13. Implement F & B
inventory control
procedures.
13. Pretest v. grade in
FAB 461 and capstone
course (FAB 467), and
13. All students should pass with a C
grade or better.
satisfactory customer
comment cards.
14. Use computer
software to perform
writing, management,
and analytical tasks.
14. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
14. All students should pass with a C
grade or better.
15. Craft a pro-active
career-search strategy.
15. Grade in FAB 295
and FAB 450, and
satisfactory employer
feedback.
15. All students should pass with C
grade or better, or an S grade.
16. Build and maintain
professional networks
to achieve career
goals.
16. Grade in FAB 295
and 450, and
satisfactory employer
feedback.
16. All students should pass with C
grade or better, or an S grade.
17. Develop financial
statements for a
foodservice operation.
17. Pretest v. grade in
FAB 461 and capstone
course (FAB 467), and
satisfactory customer
comment cards.
17. All students should pass with a C
grade or better. Superior performance
if students have little to no variance
between actual costs and expected
(budgeted) costs and if their forecasts
are very accurate.
18. Conduct cost
volume profit (CVP)
analysis.
18. Pretest v. grade in
FAB 461.
18. All students should pass with a C
grade or better.
19. Calculate
operating, cash, and
capital budgets.
19. Pretest v. grade in
FAB 461.
19. All students should pass with a C
grade or better. Superior performance
if students’ forecasts are very
accurate.
20. Calculate financial
ratios and use them to
evaluate financial
performance.
20. Pretest v. grade in
FAB 461.
20. All students should pass with a C
grade or better.
21. Perform menu
engineering.
21. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
21. All students should pass with a C
grade or better. Superior performance
if students’ recommendations generate
increased profits.
22. Calculate labor and 22. Pretest v. grade in
employee benefit
FAB 461.
costs.
22. All students should pass with a C
grade or better.
23. Discuss the
techniques and
applications of job
analysis and design.
23. Pretest v. grade in
FAB 461.
23. All students should pass with a C
grade or better.
24. Discuss recruiting,
interviewing,
orientation,
performance appraisal,
and compensation
systems.
24. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
24. All students should pass with a C
grade or better.
25. Evaluate the
effectiveness of
employee incentive
and discipline
practices.
25. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
25. All students should pass with a C
grade or better.
26. Describe the
means of effectively
preventing, managing,
and resolving
employment related
risks and disputes.
26. Pretest v. grade in
capstone course (FAB
467).
26. All students should pass with a C
grade or better.
27. Describe the
importance of
advertising,
promotion, and pricing
policies.
27. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer
comment cards.
27. All students should pass with a C
grade or better.
28. Identify all major
beverage products and
their use and service
procedures.
28. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
28. All students should pass with a C
grade or better.
29. Discuss and
implement all federal,
state, and local alcohol
service laws.
29. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
29. All students should pass with a C
grade or better.
30. Plan, organize,
supervise, and
evaluate F & B
functions.
30. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
30. All students should pass with a C
grade or better. Superior performance
if quality and cost control, and guest
satisfaction, are consistently
maintained.
31. Use the principles
of organizational
behavior to optimize
organizational
performance.
31. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
31. All students should pass with a C
grade or better.
32. Design and
manage teams for high
performance results.
32. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
32. All students should pass with a C
grade or better.
33. Discuss current
dietary guidelines and
evaluate diets
accordingly.
33. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
33. All students should pass with a C
grade or better.
34. Discuss the
characteristics,
functions, and sources
of major nutrients,
vitamins, and
minerals.
34. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
34. All students should pass with a C
grade or better.
35. Discuss
35. Pretest v. grade in
contemporary nutrition capstone course (FAB
issues.
467), and satisfactory
customer comment
cards.
35. All students should pass with a C
grade or better.
36. Analyze and
implement the general
principles of food
chemistry.
36. Pretest v. grade in
capstone course (FAB
467), and satisfactory
customer comment
cards.
36. All students should pass with a C
grade or better.
37. Discuss the
techniques and
applications of job
37. Pretest v. grade in
FAB 461
37. All students should pass with a C
grade or better.
analysis and design.
38. Analyze the
differences between
different types of
catering organizations
and catering events.
38. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
38. All students should pass with a C
grade or better.
39. Develop marketing
plans, budgets, menus
and planning materials
for catering events.
39. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
39. All students should pass with a C
grade or better. Superior performance
if forecasts are very accurate, and
quality control, cost control, and guest
satisfaction, are consistently
maintained
40. Describe the meal
patterns, food
preparation and
service methods, and
culture of various
countries.
40. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
40. All students should pass with a C
grade or better.
41. Quantitatively and
qualitatively assess a
service delivery
project.
41. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
41. All students should pass with a C
grade or better.
42. Effectively
manage the service
experience in
hospitality
organizations.
42. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
42. All students should pass with a C
grade or better.
43. Properly prepare
and serve alcoholic
and non-alcoholic
beverages.
43. Pretest v. grade in
capstone course (FAB
467) and satisfactory
customer comment
cards.
43. All students should pass with a C
grade or better.
3. Results, conclusions, and discoveries. What are the results of the planned assessments listed
above? What conclusions or discoveries were made from these results? Describe below or
attach to the form.
ServSafe Certificate: Approx. 82% of students taking the standardized exam earned the ServSafe
certificate. Average score on the exam is approx. 83%
FAB 101: Average grade for the course is approx. 2.96. Of the 323 students enrolled, 87% earned a C
grade or better.
FAB 295: Of the 43 students enrolled in this Work Experience class (0 credits), 28 received an S grade
and 15 received an X grade. Each student must have the employer(s) complete a Work Experience
Requirement form issued by the College’s Advising Office. This form is a quantitative assessment (no
qualitative information is requested). The employer(s) verify the number of hours the student worked.
In lieu of this form, students may submit pay stubs or other forms of time verification.
FAB 450 (Internship classes): Average grade for FAB 450 is 3.88. Of the 11 students who completed
the course, 100% earned a C grade or better. Of the 6 students who did not complete the course, 100%
received an X grade. Employers are requested to complete a form for the Interns issued by the FAB
Department Internship Coordinator to (a) verify hours worked (similar to FAB 295) and (b) make
qualitative judgments in each one of the following 18 areas:
1. General Attitude
2. Punctuality
3. Appropriate Dress
4. Accepts Responsibility
5. Quality of Work
6. Work Under Pressure
7. Emotional Maturity
8. Tactfulness
9. Ability to Express Himself/Herself
10. Enthusiasm
11. Reliability
12. Ability to Learn
13. Initiative
14. Quantity of Work
15. Common Sense
16. Cooperation
17. Ambition
18. Overall Rating
The employer is asked to evaluate the Intern by using an A, B, C, D, or F grade scale. (+/-) may also be
used.
For Fall, 2008, employers marked 84% As, 15% Bs, and 1% Cs.
FAB 461: Pre-test average is approx. 55%. Average grade for the course is 2.93. Of the 250 students
enrolled, 89% earned a C grade or better.
FAB 467: Pre-test results are approx. 56%. Average grade for the course is 3.58. Of the 133 students
enrolled, 99% earned a C grade or better.
Customers are asked to make qualitative judgments of the dining experiences provided by students in
this course. Guests were asked to rate each one of the following 4 areas, using a 10-point Likert scale
ranging from poor to excellent.
1. Average food quality: 8.48
2. Average service quality: 9.36
3. Average atmosphere/ambience: 8.97
4. Average overall experience: 8.96
4. Conclusions and Discoveries. What conclusions or discoveries were made from these results?
Describe below or attach to form.
II. PART II –LODGING
& RESORT
MANAGEMENT
Which outcomes for this
program were
measured?
1. Analyze and manage
hospitality and guest
service systems.
How did you measure the What results did you expect? If the
outcomes?
students performed well what would their
performance look like, i.e. percentages,
means, or comparisons to a national
standard?
1. Average grades in
1. Average grade will be C or better in
HMD 101, 103, 259, 401, course.
453, 454, 454, and 450.
2. Average grades in
2. Assess business
strategies and trends that
affect growth and
success of the lodging
and resort industry.
3. Appreciate and
effectively manage a
diverse workforce and
clientele.
4. Evaluate the
management and design
of lodging and resort
facilities systems
including safety,
security, water, HVAC,
and energy management.
5. Analyze, design, and
evaluate effective
workplace performance
systems including
training, development,
performance appraisal
and compensation.
HMD 101, 202, 259, 401
453, 454, 454, and 450.
2. Average grade will be C or better in
course.
3. Average grades in
HMD 101, 259, 401, 402,
407, 454, and 450.
3. Average grade will be C or better in
course.
4. Average grades in
HMD 101, 395, 454, and
450.
5. Average grades in
HMD 259, 402, 454, and
450.
4. Average grade will be C or better in
course.
5. Average grade will be C or better in
course.
6. Collect, evaluate,
6. Average grades in
synthesize, and apply
HMD 101, 259, 401, 402,
information and research 407, 454 and 450.
6. Average grade will be C or better in
to make sound
course.
managerial decisions.
7. Communicate clearly
orally and in writing
with recruiters,
management, guests,
and co-workers.
8. . Demonstrate a high
degree of ethics and
professionalism
7. Average grades in
HMD 101, 259, 401, 402,
407, 454, and 450.
7. Average grade will be C or better in
Alumni Reputation
course.
8. Average grades in
8. Average grade will be C or better in
HMD 101, 259, 401, 402, course.
407, 453, 454, and 450.
Alumni Reputation
II. Lodging and Resort Management

Results, conclusions, and discoveries
Teacher Evaluation Ratings by all students who took these courses (Fall 2008)
HMD 101
HMD
101
HMD
101
HMD 101
3.5
3.5
3.5
3.4
3.4
3.4
3.4
3.2
3.4
3.4
3.4
3.3
This course increased my understanding of the subject
matter.
Course assessments covered the key concepts of the
course
Course materials helped clarify the subject matter
HMD
103
HMD
103
HMD
103
HMD 103
This course increased my understanding of the subject
matter.
2.4
3.4
1.8
3.4
Course assessments covered the key concepts of the
course
2.4
3.2
1.9
3.2
Course materials helped clarify the subject matter
2.4
3.2
2.1
3.1
HMD
259
This course increased my understanding of the subject
matter.
Course assessments covered the key concepts of the
course
Course materials helped clarify the subject matter
This course increased my understanding of the subject
matter.
Course assessments covered the key concepts of the
course
Course materials helped clarify the subject matter
HMD
259
HMD
259
HMD
259
HMD
259
2.6
3.5
3.5
3.5
3.6
2.7
3.4
3.3
3.3
3.6
2.3
2.8
3.0
HMD
259
HMD
259
3.0
HMD
259
3.5
HMD
259
3.1
2.8
2.3
2.9
3.2
2.8
2.5
2.9
2.8
2.7
2.3
2.6
HMD 395
This course increased my
understanding of the subject
matter.
Course assessments covered
the key concepts of the course
Course materials helped clarify
the subject matter
HMD 395
HMD 395
3.3
3.5
3.3
3.4
3.4
3.1
3.4
3.2
3.4
3.2
3.0
2.9
3.1
3.3
HMD 401
This course increased my
understanding of the subject
matter.
Course assessments covered the key
concepts of the course
Course materials helped clarify the
subject matter
This course increased my understanding of the
subject matter.
Course assessments covered the key concepts
of the course
Course materials helped clarify the subject
matter
HMD 407
HMD 401
HMD 401
3.6
3.8
3.7
3.3
3.6
3.5
3.7
3.2
3.3
3.3
3.6
3.3
HMD
HMD 402 402
This course increased my
understanding of the subject
matter.
Course assessments covered
the key concepts of the course
Course materials helped
clarify the subject matter
HMD 395
3.3
HMD 401
HMD
407
HMD 395
HMD
402
HMD 402 HMD 402
3.5
3.6
3.6
3.5
3.4
3.5
3.6
3.8
3.6
3.2
3.5
3.6
3.7
3.0
3.0
HMD 407
HMD 407
HMD 407
HMD 410
3.4
3.5
3.4
3.5
3.3
3.4
2.8
3.4
3.4
3.5
3.1
3.6
3.1
3.4
3.2
3.3
3.2
3.2
HMD 453
This course increased my
understanding of the subject
matter.
Course assessments covered the
key concepts of the course
Course materials helped clarify the
subject matter
HMD 453
HMD 453
3.0
3.4
3.5
3.6
3.1
2.4
3.7
3.8
2.7
3.5
3.7
3.6
HMD 454
HMD 454
HMD 454
This course increased my
understanding of the subject
matter.
Course assessments covered the
key concepts of the course
Course materials helped clarify the
subject matter
HMD 453
HMD 454
2.1
2.2
3.3
3.3
2.5
2.2
3.2
3.1
1.7
1.3
2.9
3.0
Descriptive Statistics for Hospitality Management
Assessment Survey distributed to HMD 454
N
Q1. Appreciate a diverse workforce
Q2. Appreciate a diverse clientele
Q3. Effectively manage a diverse workforce
Q4. Effectively manage a diverse clientele.
Q5. Evaluate the management of lodging and
resort facilities safety systems.
Q6. Evaluate the design of lodging and resort
facilities safety systems
Q7. Evaluate the management and design of
lodging and resort facilities secutity systems
Q8. Evaluate the management and design of
lodging and resort facilities water, HVAC, and
energy management systems
Q9. Analyze effective workplace training and
development systems.
Q10. Design effective workplace training and
development systems.
Q11. Analyze effective workplace performance
appraisal systems.
Q12. Design effective workplace performance
appraisal systems.
Q13. Evaluate effective workplace performance
appraisal systems.
Q14. Analyze effective workplace compensation
systems.
Q15. Design effective workplace compensation
systems.
Q16. Evaluate effective workplace compensation
systems.
Q17. Collect and evaluate information to make
sound managerial decisions
Q18. Synthesise and apply information to make
sound managerial decisions
Q19. Communicate clearly in writing with
recruiters.
Q20. Communicate clearly in writing with
management.
Q21. Communicate clearly in writing with guests.
Q22. Communicate clearly in writing with coworkers.
Q23. Communicate clearly orally with recruiters.
Q24. Communicate clearly orally with
management.
Q25. Communicate clearly orally with guests.
Q26. Communicate clearly orally with co-workers.
Mean
Std.
Deviation
115
115
115
114
3.35
3.35
3.29
3.22
0.689
0.714
0.710
0.701
115
3.18
0.732
115
3.09
0.767
113
2.98
0.824
114
2.96
0.841
115
3.26
0.677
115
3.22
0.711
114
3.25
0.702
115
3.15
0.775
114
3.13
0.672
115
2.97
0.748
115
2.95
0.771
115
2.96
0.754
115
3.28
0.695
114
3.26
0.729
115
3.12
0.850
115
3.22
0.825
115
3.18
0.833
115
3.17
0.851
115
3.16
0.833
115
3.30
0.740
115
115
3.40
3.35
0.735
0.795
Descriptive Statistics for Hospitality Management
Assessment Survey distributed to HMD 454
N
Q27. Demonstrate a high degree of ethics.
Q28. Demonstrate a high degree of
professionalism.
Q29. Aquiring job or work related knowledge and
skills.
Q30. Writing clearly and effectively.
Q31. Thinking clearly and effectively.
Q32. Analyzing quantitative problems.
Q33. Using computing and information technology.
Q34. Working effectively with others.
Q35. Understanding people of other racial and
ethinic backgrounds.
Q36. Solving complex real-world problems
Q37. Develop or refine personal code of values
and ethics
Q38. Overall, how would you rate your entire
educational experience at UNLV?
Mean
Std.
Deviation
115
3.36
0.752
115
3.44
0.740
113
3.36
0.757
113
113
113
113
112
3.28
3.30
3.20
3.13
3.44
0.725
0.653
0.696
0.871
0.733
112
3.43
0.756
113
3.26
0.741
111
3.25
0.825
109
3.15
0.664
HMD 101: The goal is to familiarize students with the hospitality and tourism industry by
teaching; composition and structure of entities, type of career positions, vocabulary, and basic
operating procedure, so that they can begin to think about a major, as well as a career path.
Students are required to complete a practical industry-related community service project, and
speakers are invited to the class to talk about contemporary practices. To measure learning
outcome and knowledge acquired, a pre/post test is given as well as quizzes and a final
examination.
HMD 101-001 - Fall 2008
The number of oral interactions with students increased 32% over the first three week period of
the semester compared with the final three week period of the semester. The quality of the
interactions improved continuously during the semester, as the problem analysis during class,
questions posed to guest presenters, and interactions with the instructor showed dramatic
improvement during the course of the term. Essay grades improved over 38% from the
beginning of the semester as the students became more proficient in writing concise essays with
clarity of thought.
HMD 101-003 – Fall 2008
The number of oral interactions with students increased 25% over the first three week period of
the semester compared with the final three week period of the semester. The quality of the
interactions improved continuously during the semester, as the problem analysis during class,
questions posed to guest presenters, and interactions with the instructor showed dramatic
improvement during the course of the term. Essay grades improved over 38% from the
beginning of the semester as the students became more proficient in writing concise essays with
clarity of thought.

HMD 103
Objectives measured in HMD 103 (sections 2 and 4):
Note: The learning objectives for the course were measured using a pre/post test. Please see the
attached pdf file for percent change in class performance and individual student performance.
In Fall 2008, LRM Program Objectives 1, 2, 5 and 6 were assessed via four instructional
assessment techniques. LRM objective 7 was partially addressed in items 1 and 4 below.
1. Team Activity – group analysis of short case studies – students were required to read,
analyze, discuss, and debate several case studies which covered the basic concepts for
HMD 103. The students were asked to write down their responses to each discussion
question as a group. Afterwards, a discussion was generated to create an interactive
learning environment. No rubrics were used but this activity also partially covered LRM
objective # 7 – students were given participation credit for properly articulating their
opinions.
2. On-line Reservations Exercise – the students were asked to book a hotel room on-line and
document the steps for successfully booking the room (see attached rubric). This was
followed by a discussion on how to analyze effectiveness, efficiency and quality of the
on-line reservation process.
3. Site Inspection (secret shopper activity) – each student was asked to visit a hotel and use
the attached rubric to evaluate the premises. The criteria used covered industry standards.
A follow up class discussion was carried out to cover the basic quality standards in hotel
operations as well as the use of secret shoppers as a management tool.
4. Interview Report – each student was asked to make an appointment and interview a
management person at a hotel. Using the attached criteria (see below), students were
required to document the responses. This activity also partially covers LRM objective #7.
HMD 103 – Reservation Clicks
Below are the instructions for the online class activity entitled ‘Reservation Clicks’. Please read
the instructions carefully. You must adhere to all instructions and requirements provided in order
to receive a grade for this activity.
1. Using MS Word create a document and save it as HMD103_yourlastname.
2. Identify 10 hotel brands of your choice.
3. Do an Internet search to find the websites for these brands.
4. Copy/paste the table below into your document and enter the information required. (table
deleted too large for document)
5. make a reservation and carefully count how many clicks (mouse clicks) it takes to get to
the reservations page from the main page of the company website and also to make a
reservation (book a room). You don’t need to actually book a room but count the number
of times a potential guest have to click on the mouse to get to the page to complete the
reservation. Enter the information to the table.
6. Save your document and upload it on WebCampus.
Hotel Name: _________________________
Date & Time of visit: __________
Duration of visit: ________
HMD 103 – Secret Shopper Activity – Part B -- Hotel Public Space Inspection
Assign 10 pts if standard is met. 0pts. if there is need for improvement. Table deleted.
Professor has documentation in his office.
HMD 103 Interview Report
due Wednesday, 12/03/08 @10:00AM
Purpose: This assignment is designed to give you the opportunity to meet a lodging industry
professional in person. Please make the best of it.
Requirements / Instructions: For this interview report are asked to interview a hotel industry
professional and provide a short report based on the questions specified below. The person
interviewed MUST currently hold a management or supervisory position (preferably in a fullservice hotel or resort; any management/supervisory position is acceptable). You may choose
any hotel operation – consider selecting one that is the most accessible to you. Please refer to
figures 4.4 and 4.5 in your textbook to determine which management/ supervisory position you
are most interested in.
1. The interview must be conducted face-to-face -- (phone or e-mail may be acceptable in
extenuating circumstances). Please introduce yourself (identifying your self as a UNLV student),
briefly explain the course assignment, and request a short (3-5 minutes) interview.
2. Information to be collected and included in the report:
•
Full Name and exact title of the interviewee
•
Contact information: phone and e-mail (request a business card and hand this in class on
the due date / be sure to write your full name on the business card before turning it in)
•
Place of employment – the hotel name, location, local phone number
•
Date and time interview is conducted
Ask the following questions and write down the responses provided:
1.
What is the single most challenging task of your position?
2.
What are the skills and level of education needed to successfully carry out your current
position?
Please remember to thank the person for his/her time.
VERY IMPORTANT: Please keep in mind that we are all representatives of UNLV and
everyone should conduct themselves professionally during these interviews. Failure to do so
could result in getting no credit for this final assignment. I will randomly select some of the
reports and contact the interviewee to confirm the interview and get feedback.
Using MS Word, type the information needed and save the document as:
Your_FullName_HMD103interview.doc; i.e. MehmetErdem_HMD103interview.doc
Upload the file via the Interview Report folder.
Section 2
Class Average for Pretest and Posttest
38.51
Section 4
Class Average for Pre/Posttest
81.25

43.59
78.25
39.74 improvement
37.65 Improvement
HMD 251
HMD 251: Each Student most work 200+ in hours, in a lodging facility, during the semester in
which he/she is registered for the course. The goal is to encourage students who are working in
hotel departments to learn more practical things about work methods, management
responsibilities, organizational structure, interdepartmental relations and guest services. Since
most employees report to work, perform the tasks they are hired to perform, and go home when
their shift ends, they do not learn much about management duties and how their work relates to
the overall mission.
The following are reports from the students on: What value did this externship experience
provide for you? Why?
Student #1
I feel that this externship was a great experience because I not only found out more about
my company but I found out more about myself in the sense that I have a really important job
and found how much I do contribute and make a difference in the hotel and in the guests. Before
starting this externship I found myself just going to work, clocking in and clocking out. I had
neither thrill nor the passion to stand there for eight hours to say the same thing over and over
and answer the same question five different ways. Now that I have an important purpose in my
company, I feel like I need to have to passion and earnest to want to work to make the high
quality guest service Treasure Island excels in. I mean, I have the power to make or break this
individual’s stay. I found that when I really implied myself I made relationships with the guest.
Another aspect of this externship is that I had open communicated with my supervisor. In
the beginning when I had asked him to sign the documents for this class I had to go through this
process of just getting a meeting with him. During the semester, I saw him more often around my
desk and checking in on me more, which is not a problem with me. Now that we have met
numerous times and had excellence discussions about work and this class I don’t have to go
through such a long process to get a hold of him. When I started the externship, I have mentioned
that what my goals were for this externship. I have reached my goals that I have set for myself.
My goals were: to handle a situation professionally, discreetly and quickly as possible, to find
out more about my company and learn from my supervisors and higher management. The first
goal I accomplished is that I learned more about my company by researching what our mission
statement is and values were for the company with the help from co-workers and from my
supervisor. During that period I learned how my supervisor thinks of the company and what he
views are for the future. So I learned the most from talking with him. The last goal I had was to
learn how to solve problems discreetly solve guest problems and I feel like I have accomplished
that goal as well. By helping guest more efficiently I avoided most problems that guests had.
Plus, I had my supervisor there to have my back and to help me with the more difficult guest and
I watched him seamlessly handled the situation at hand. I best learn by example and he was a
great teacher. So I feel that I have accomplished each of my goals for this externship and have
learned so much from it. Thank you.
Student #2
This externship provided a great lesson on how to work with the public. I have never had
a job that provided me with so much value as this one. Working at “Everything Pop” at the Pop
Century Resort, at Walt Disney World, one of the most popular vacation spots in the entire
world, gave me great experience that I will be able to use for the rest of my life. I learned a lot
about guest relations while working at Pop Century.
When you are dealing with the public you meet all sorts of people. Some are great; they
are enjoying their holiday, it is obvious they are truly happy to be where “Dreams Come True”.
Other times I wondered why some of the guests came to Disney World since they are clearly not
happy to be there. I’ve had guests take out their anger at me, and speak to me so rudely; you
would have thought I did something truly horrible. I had a guest that made me cry because
somehow I was responsible for the Norway pavilion at Epcot losing her picture. That is the only
time I had a guest get to me to the point that I was in tears. At the time I wasn’t thankful for that
experience, but now that I’ve had it, I am glad I did! I will never take it personally again, and I
will never let a guest make me feel that way.
I had never worked in retail before; most of my jobs previous to this internship were
secretarial. I answered phones, photocopied, filed, and did invoices and statements. I had never
worked at a cash register or stocked before this job. Now when I go to a store, I am much more
aware of my actions. I don’t leave things where they don’t belong, and I make an extra effort to
be nice to the employees. I know what people in retail have to deal with now: angry, grumpy
or/and irate customers. It is never a pleasant experience, but anyone in retail would tell you that
it comes with the job. You can’t work in retail and expect that every customer is going to be a
joy to talk to.
The register is something I could possibly use again in the future. I am not sure if I will
ever work a job where I will need to be on the register again, and I am sure that it won’t be the
same set up as Disney’s, but having learned a little bit about how to scan items, take cash, credit
cards, gift cards, and rewards cards, could be a useful skill in the future, and potential employers
will see that I have worked in retail before, and hopefully will be more inclined to hire me.
Stocking was also a good ability to learn: it made my observation skills sharper. I had to look at
the items we had on the floor, and figure out what we were out of or low on, go backstage and
put it on the floor.
Overall I had a great experience working for the Pop Century Resort. I wouldn’t trade it
for anything in the world. I was lucky to work with great people: my fellow cast members were
great and I made some new friends from all over the world. I hope that anyone that does the
College Internship Program either at the Walt Disney World Resort or the Disneyland Resort has
a great experience. It is what you make of it!
Student #3
"The mission of The Walt Disney Company is to be one of the world's leading producers
and providers of entertainment and information. Using our portfolio of brands to differentiate our
content, services and consumer products, we seek to develop the most creative, innovative and
profitable entertainment experiences and related products in the world."
Walt Disney’s mission statement states that they will be one of the world’s leading
providers in entertainment, not just for children, but for all ages. They will use everything that
they have, and whatever they can get in order to give the best possible experience. Also Disney
will come out with new and never seen before products that will keep people coming.
I believe their mission statement really works while I have been working here. First of all
this is definitely one of the happiest places in the world. Everyone is always excited to come here
and have fun. They know what is expected when they come but also know that there is
something new they never thought they would see. Especially with the way the economy is you
would have thought less people would be coming on vacation and saving more money incase of
emergency. But no matter what they keep coming. Disney’s most important aspect is the
children. You make them happy and the whole family will be happy. Disney is very involved in
coming up with new ideas. I work at Hollywood Studios and there they have the Imaginers
department where all the new ideas come to life for new inventions within the park. I get to
experience everything before other people do. Some things really work, while others just don’t.
In the end Disney is by far the leader in entertainment. With all the companies they own and all
the stars they produce, Disney knows how to keep people very happy.
The value I got from this job is pretty clear. This is one of the happiest places in the
world. Anywhere you can go where all day you just play in a park, ride rides and hang out with
characters all day is the best experience ever. I never believed I would be able to work
somewhere that all you have to do is make someone smile and their day will be amazing. I am so
lucky to work here and bring excitement to everyone, old and young.
Student #4
In this internship at a resort hotel, Pacific Islands Club, Guam, I experienced a reality
about working at a hotel. Since the internship was the first experience working at a hotel, all
experiences were new and impressive for me. Now I was able to understand what I learned in the
college, and also the experience will be helpful for my future plan. In six months, I was able to
work at several departments such as Front Desk, Concierge, Guest Services, Room Reservations,
Housekeeping, Human Resources and Accounting. This internship program was worth for me
because (1) I was able to get wide knowledge and experience of a hotel, (2) was able to
understand how each department cooperate each other as a unit of hotel, (3) was able to get along
with many managers, supervisors, and other employees, so I was able to make a future plan for
myself.
Furthermore, what I got a special experience in the hotel on Guam is that how to work
with people from various nationalities and how to assist guests from various countries. In this
hotel, English is a second language for many employees. Most of the people have different
mother languages such as Korean, Japanese, Chinese, Russian, Philippians, Chamorro, and
Micronesian. It was a fun part for me because everybody communicates in English, but they
have different cultures and different values. We always recognize the differences and enjoyed
working with them. Also, I assisted many Japanese guests in the hotel and faced many cultural
differences between Japan and Guam. Since the guests expect something same as Japan, I
sometimes spend hard time struggled with the guest complaints. On the other hand, I was very
happy when my guests remember me and said thank you to me.
Moreover, I experienced working in Human Resources and Accounting. The experience
was valuable for my future plan, especially after I graduate the university. I noticed that both
departments were more busy and boring than I expected since they need to continue the same
work. However, I also enjoyed working with the co-workers and assisting many employees and
candidates. Besides, I was able to know Human Resources spend a lot of time for their
employees’ events and seminars and Accounting has a lot of relations with other companies to
run the hotel. I also knew how they divide work between Accounts Payable and Receivable.
These things were hard to know on the textbooks, so the experience was very helpful to
understand the hotel. Also, I want to be a secretary in the future, the work experiences in the
management is precious for me.
Student #5
This externship provided me with a very unique experience. Not only was it my first working
experience at a hotel, but also a great opportunity to have cultural experiences in China’s work
environment. Looking back several months of externship period, I feel I was very fortunate to
have this opportunity abroad. Jianguo Hotel Shanghai is such a renowned four-star property, and
the organization itself showed me how a hotel should be run to maintain its excellence: good
human resources, good hotel ambience, employees’ effort to maintain great quality of service,
hotel’s continual motivation of workers to improve their language proficiency and many more.
There are several observations I made during my externship at Jianguo Hotel. The first thing
that I realized was that China’s service industry has developed rapidly since it opened its door to
foreign countries. The level of quality service is as good as that in the United States, at least from
what I observed at Jianguo Hotel Shanghai. Also, guests that visit our hotel are from numerous
foreign countries. This is especially because I am in Shanghai- the commercial center of all of
mainland China and the best place to observe progress and a microcosm of international business
interactions. While working, I witnessed the continual growth of modern China for myself and
realized how international the city is by interacting with guests from all over the world..
Through this externship at Jianguo Hotel Shanghai, I earned very valuable cultural and
working experiences. However the most valuable asset I earned is the relationship with my coworkers and managers. All my co-workers are very friendly and they are now my sincere friends.
They gave me tips on how to serve, trained me how to make some drinks, and even taught me
some useful Chinese phrases working at hotel. In fact, my Chinese improved a lot while working
there. Communicating with co-workers and interacting with Chinese guests were very good
opportunities for me to practice my Chinese. While my co-workers were my supporters, my
manager acted as my mentor, and a role model. Through her, I learned how a manager should act
in certain instances and how a manager should train and treat employees. I realized how
important the role of a manager at a hotel is since he or she is the one who is responsible for the
overall working atmosphere. The manager should keep good relationship with co-workers but at
the same time train them, guide them, and mentor them to act professionally.
Through completing externship assignments, I also gathered a lot of useful information about
hotel administration and operation. In order to complete the special assignment, I had an
interview with the housekeeping department manager. Through this interview, I got to know
about housekeeping room-cleaning procedure, GRA’s work agenda, equipments and chemicals
used to clean rooms, what kind of room amenities are provided and the approximate cost of these
amenities. This was the first time to really know about housekeeping department. Thus, I very
interested to ask her questions and listen to her answers. After all, this interview was very helpful
in understanding the hotel operation.
Through this externship, I learned about so many things at one time- about China, about
Shanghai, and about a hotel. Even though it was a short period of time, I had a valuable time
working at Jianguo Hotel learning and experiencing many things. The knowledge I gained,
people I got acquainted with, and working skills I attained will all be very useful assets that will
guide me through my future career in the field of hospitality management.
Student #6
I think the most valuable experience of the externship was that understanding
Korean social status, and efficient marketing planning in terms of global/domestic
economic crisis. I looked all the news closely and find out the customers’ sentiment and
gathering competitive hotels recent trend and plans for epoch-making advertisement.
Like all the export-oriented businesses, hotels dramatically are affected by
recession. Even if the international visitors were increased in Korea because of the
currency exchange rates (won has been weaken 50-60% against dollar or yen), MEA did
not achieve benefits from it. It was a new challenge for discovering these disadvantages
as the residence hotel. As I followed up the director’s plans to overcome the problems
with their full experiences, I could get useful crisis management with full respect.
This externship experience gave me to have better understanding of hospitality
industry but also it increased my economic/political knowledge. Furthermore, this total
knowledge will help me to get a job in better business and position.
I guarantee that it was really useful experiences to me as a graduate. When I
expect a job in Korea, my extern experience will make me as a better job seeker, and I will
be dedicate all my effort to the job position as I learned from watching and working with
my mentors.
Student #7
Holiday Inn Express has been a great company to work for during my time here in San
Diego. As a front desk agent, I have come to realize that we are very important in the hotel.
Everything revolves around how we serve our guest(s). The better we treat our guest, higher the
reputation for the company. The least thing I want to say is that the hotel has taught me
motivation, organization skills, and customer service. I have the best team in my career here at
the Holiday Inn Express. They are more like a family than co-workers that I work with. Maybe
long term friendship can be a possibility.
I value my experience through the help of others and leadership of my managers. They
are the one who showed me the ways of the industry and has taught me well. When dealing with
guests, I have to be very attentive to details that were some of my problems earlier when I
worked here but now it is much easier. It is because I am more comfortable to work around
people or friends. If everyone were too serious about this job, then there is no point of working
at the hotel. Guest(s) expect us to be fun and willing. Serious people intimidate guest(s) and
will comment about being too serious on the job. I understand that it is okay to have a
conversation with guest(s) to make them feel more comfortable and that is what I value the most.
We need to have passion for the job. If there is none, this job would be boring and pointless.
There is a lot to learn when loyalty comes around. Several employees have been working
at the hotel 3+ years and people. I have come to realize that these people respect others and treat
others like a family. Loyalty comes a long way.
Throughout my experience, I would love to learn more about the hotel industry. My goal
is to become the best manager in the future and treat all my fellow employees like friends and
family instead of assets. Everyone has feelings and if you’re not fun to work with, there will be
some difficult conflicts. No one likes drama anyways so why ask for it right.
Student #8
The value that this externship has provided for me personally was minimized by the fact
that I have already worked in the field for over 7 years. However, I can see how it would be
beneficial to a new student who hasn’t had any experience in the hospitality business prior to this
class. The various assignments give us the student an opportunity to reflect on the tasks, and
concepts that we have learned through out our college careers. I found that the resume
assignment was very useful because it will be something all of us need to have through out life
and in our business careers. I found that this externship is a great alternative to take instead of
the internship because I have already begun my career and am not willing to quit it or jeopardize
it for an internship. I am thankful that this option exists and gives me a chance to share with you
what I do in the field as well.
I wish that the assignments were more on a critical thinking level that forced us to use
and apply concepts learned. So that we can see and analyze the difference between what is read
and what actually happens in the business. I think assignments such as the job analysis and the
mission statement assignment were too much like assignments already done in other classes such
as my capstone and front desk operations classes. I feel that this class should have asked more
out of us because it is a kind of “hands-on experience” and a chance to really reflect upon our
lessons.
Student #9
This externship taught me a lot about the hotel industry just by doing my day-to-day
duties and watching how my property was run. I learned many things from my coworkers and
my managers alike. I learned the basics about how reservations are made, and what the different
parties guests use to make them. I learned a lot about the property management system that the
Flamingo uses, LMS. I am very well versed in LMS now and others actually come to me when
they need help with something dealing with it. I learned about the necessary reports that must be
ran and reviewed every night to ensure that the hotel is operating the way it is supposed to be.
This is the first hotel I have ever worked at, so when I first started I was completely lost.
With the help of my coworkers and managers, I became knowledgeable in most of the aspects of
the hotel that I will come into contact with. Some values that I have taken from my experiences
are tenacity, compassion, and teamwork. In the hotel I am always tenacious, when there are long
lines, some people give up and go on break, but I stay on the desk until I can clear the line. A lot
of times the hotel is a hostile environment, for example, when we are sold out of a specific room
type and the guests get angry. I learned to have compassion for the guests, because it is their
vacation and we are here to make sure they have the best vacation they can have. Not just one
person can run the hotel, it has to be a team effort, everyone needs to work together to make sure
that the hotel is operating at the capacity it is designed to operate at. These values I picked up
came quickly to me, but have been reinforced on a daily basis by my managers and by my
observations. This externship has really been a wonderful experience for me to see what
operating a hotel is all about, and I believe that now I have the knowledge and capabilities to
manage a hotel with little problem at all.
Student #10
This externship has actually been a very interesting experience for me all the way
through. I sometimes wondered why I was even had to do this however no that is all said and
done I have a much better understand of the purpose. It helped my take a close look at the career
I have chosen and it reassured me that I have made the correct decision.
What have I learned that helped me to this decision? Really what helped me to this
decision was when I did the Extern Job Analysis some teachers have told me that the best way to
learn something is to teach it to someone else. For me teaching someone else my job showed me
exactly how interested I was in the current job I was in. I look back at the path I have chosen
here in the hospitality industry each and every day and smile. I attended one of the best
hospitality schools in the country and am now working for one the best hospitality organizations
in the county if not the world.
So to rap this experience up I would have to say thank you.
Student #11
Throughout this externship experience, I have learned a lot about team work. From the staff
to a general manager, each one has own role and duty. Each one’s misunderstanding or
failure in performing role and duty causes huge problem in operation. Therefore, everyone in
MGM property supervises each other and tries to fix it before it happens. Also, everyone
complements weakness of each others. In this good team work environment, everyone’s job
performance and satisfaction is significantly increased.
Also, I have gained effective communication skills. Inter-departmental communication is
critical success point in business operation and good team workers communicate effectively
with variety departments and executives. Communication with guests is also one of
important job duties. When I communicate with guest and understand what they need, I can
serve them more effectively and efficiently. Throughout the externship, I have learned how
communication skill is important on the job.
When I first transferred to this job, I had difficulties in treating guest. Since I used to work in
more casual mood and it was my first time working in luxury property, meeting their
expectation was sometimes very hard. However, my co-workers helped me to adopt this
environment quickly and now I help other co-workers when they have difficulties. I think
team work is everything when an organization achieves goal. I have learned this from my
externship experience.
Student #12
Working at the Knights Inn has been a different experience for me and my
professional life. I believe that experience is the best teacher in life, and that has been
the case for me during this externship. I have learned things that will help me in the
future as a manager, and I have also learned what I should not do and should not allow
to happen in a work environment.
First, I learned that no matter how relaxed and carefree the environment is, you
have to always be very professional in what you do. I notice that many people were in
their comfort zone, and they did not care if they were doing their job right or not, which
affected guest satisfaction most of the time. Also, even though work feels like home,
people need to be focused on their job. For example, you will find front desk agents
taking care of personal issues while checking people in and out.
On the other hand, I learned what I should not let happen when I become a
manager. First, it is very important to make sure that there are policies in the workplace
and that people are following them. For example, one night the maintenance person
almost smashed a phone in my face just because he was drunk while he was working,
yet he never got fired and management never took corrective action. Also, you cannot
let employees run the place however they want to because customers will be driven
away, as it is the case with the Knights Inn.
Finally, I can say that while working at the Knights Inn, I have learned that no
matter what the situation is, you have to always be professional, responsible and
respectful of others. At the same time, I learned that it is very important to offer a safe
work environment for employees, and that policies are fundamental for a business to
function properly.
Student #13 (copied from original work – no grammar or spelling changes made to document)
When I did this externship first time in my home country which is South
Korea, I felt too tired and I wanted to drop this course. Because I thought
that become an hotelier is look so good. It was just a desire object to me. I
really like to become an hotelier. But reality was not same as my
imagination. It is such as a hard work and it is needed to me very high
quality’s skills. I am working in a food and beverage office as an assistant of
promotion manager. It is in a F&B administration support team. I could
experience a lot of work. It is not limited in my work. I helped many team
members’ job. Also I made a menu for Chinese menu for the restaurants
menu to help operation manager.
And I had a Christmas train event for 2008. It was very good experience
because I contacted with many sponsors and I made a design for the Christ
-mas Train event with my promotion manager. When I participated this
event, I did not know how to address tough sponsor, but I could learn the
way to address tough people as time goes by.
Through the Christmas Train Sponsor party, I was very proud of me and I
had a very satisfaction myself. Although I was very stressful and I was very
tired, I could understand what I need to do in hospitality industry and I got
a good experience. I do not regret my chosen. It was an amazing
experience for my first job.
Student #14
This externship has shown me a lot. I feel like I know the hospitality business more and more
everyday I go into work. Also working at this hotel has helped me get my foot in the door of an
amazing corporation. With having to do this externship it has helped my future for working for a
major Resort.
When I go to work everyday there is always something new to learn. I learn about the property
and all the changes that will be made to make the hotel better. Working for MGM Mirage has
shown me what I want my future to be like. So far I like what I see. I can’t wait to move up in
this company. I feel that knowledge is power, so everyday I learn more and that will help me
move up to the top and have my dream job.
One of the great things about working at the MGM Mirage is that I can move up. The company
tries to hire in house employees before the hire someone else. Once my dream job has an
opening I will apply for it. Having been working for the company for almost 2 years and now
after this class having my degree it gives me the edge over a lot of over people. The company
knows my record. They know my history with the company and that I am a trust worthy person.
By working here I know that’s what they are looking for.
The main reason I got this job was because of school. Little did I know that working here will
jump start me to a great career. We go to class and learn all about the hospitality industry, but I
don’t think you really understand it till you have actually experienced it. Having this class as a
requirement is definitely necessary. This externship has taught me a lot and I can’t wait to learn
more.
Student #15
During my almost-one-year experience at Treasure Island, I have learned and have grown so
much, from customer service, problem-solving skills to working in a diverse environment and
getting along with every employee that I come in contact with. When I first started at Treasure
Island, I had a good attitude, but when things got frustrated and out of hand, I tend to put up a
defensive wall when dealing with situations. Both my manager and my co-workers have told me
that I’ve grown so much and learned to handle difficult situations in a more friendly matter since
I’ve started. I’ve learned that all the guests come to Vegas to have a good time, and the last thing
they want is to have someone yell at them when they first arrive. Many times, if they happen to
be angry or frustrated, it’s often because their flight got delayed or they had a rough trip getting
here. Our job is to turn that frown upside down and provide them with the friendliest smile and
attitude.
Working in a hotel with thousands of employees, and because of the position we hold, we come
in contact with different departments every day. The last thing we want is unpleasant attitude
towards each other. Not only will it make our job so much harder, but also it will create tension
around the work environment. It is often hard to people to get along with everybody at their work
place just because of the different ethic background and cultural differences. But treating every
employee with respect and treating them how you wanted to be treated is the key.
When I started at this property, I didn’t expect myself to become to attach to my co-workers. I
had so much fun working with everyone and they’ve grown to be a part of my daily life and even
personal life. My trainer told me that because our property is a lot smaller compared to our sister
properties; the employees here are like one big family. I know many properties say that just
because they want to believe in that theory is true, but throughout the months, I came to believe
that theory is true on our property. I’ve trained with five people from the front desk, and even
though we don’t see each other everyday, I still keep a close relationship with them, whether it’s
on the clock or off the clock. I love working with my co-workers and I’ve learned to love them
as individuals.
Student #16
Since I left UNLV year 2002, I should have completed this course and should have ended up
getting a diploma. However, I decided to work for my parents who has been running a mom &
pop motel called Budget Host Inn. This motel was about 45 years old and consisted of 40 rooms
with a out door swimming pool. In fact, our family lived on site. Can you imagine what kind of
life I had while I was running it? For example, It snows a lot it Colorado. My dad and I used to
shovel manually all the parking spaces back in the days. We had only three employees to clean
rooms. Rest of work, My father and I had to manage from front desk to fixing stuff. Anyways,
what I am trying to say is that the property I am running now is way easier than the Budget Host.
Of course, Comfort Inn is a more expensive and bigger motel than the Budget Host. Our Income
is more than 3 times than before. We use more than 16 employees to run this property. Our
payroll is roughly 30% of our income. In detail, we make more than $1.1 million a year and our
payroll is about $300,000. Choice Franchise takes monthly about 12% of the revenue. This
includes marketing fee, royalty fee, computer fee, traveler’s commission. Like today, it has been
snowing all day. In the past I had remove the snow. However, our company can afford $200.00 a
day snow removal fee from the professionals. I consider this as a blessing from God. Compare to
our old property, Comfort Inn franchise is much easier to run. Throughout the year, I used to go
to the property 6 days a week. Because of the fact I had no idea about the business. No one really
taught me running the franchise. I and my dad had to sit at the back office and figure out
everything. I want to tell you it as not easy, because we were novices. However, I’d like to tell
you that UNLV back ground helped me a lot to figure out expenses, laws, and accounting. I did
attend Choice new owner’s training classes at Maryland for a week. This class taught me a lot
about the franchise. What I have learned is that about 60% of owners were Indian people. There
were some Asians and White people. But majority were Indians. I must say that they are the
pioneers of hospitality business. They do focus more on building a hotel than buying one.
Someday, I hope I get a enough experience and save enough money to build a nice brand new
Comfort Suites or Cambria Suites. I know it will take me a long time to reposition my dad’s
company, Loveland Branch Inc. But I have a dream someday I will be able become a successful
Hotelier. I am still young and I still have more than 30 years to build up my dream. So far I have
learned many things about the operations of Comfort Inn. If I have to summarize my daily job, I
must say hospitality industry is paying invoices, fixing stuff, and purchasing. There are problems
everyday at the property. Most of the issues, our 20 years old manager takes care of it. As a
general manager, I do more paper works such as payroll, invoices, franchise updates, and
accounting. I still have many things to learn. In fact, we are getting terminated by Choice in a
year. This means we have to reflag our property into different franchise such as Days Inn, Super
8, or Quality Inn.
I have not decided which franchise to downgrade yet, but it will be a nice challenge for our
company to grow.
Thank You

HMD 450
HMD 450: The goal is to expose students to the major functional departments of a hotel by
scheduling them to rotate through these departments. Basically, this rotation consists of
shadowing, documenting procedures, asking questions, and providing assistance on a limited
basis. Since this experiential arrangement qualifies as a nonpaid internship, students do not
perform the duties of an incumbent or would-be job holder. To do so may violate FLSA, or
union rules. Related to this rotational observation and documentation schedule, each student
must complete three hotel related assessments, respond to 10 videos related to hotel operations,
read some assigned articles, complete two assignments (a leadership assessment assignment and
a departmental SWOT analysis), and prepare an operational portfolio consisting of departmental
journal notes, organizational charts with management overall responsibilities, mission
statements, sample resume and cover letter, “thank you” letters, and an internship value
statement. Very few students take this course due to the rigor entailed and the difficulty of
getting hotels to structure and supervise the on-site rotational program. However, the comment I
generally get from those who take it is, ”I learned more about hotel operations from this course
than any course I have taken in the hotel college!”
Professor has copies of the Internship portfolios in their office.

HMD 259
I taught two sections of HMD 259. The following are the pre/post and grades for Sections 1/7
and 6/8.
Sections 1/7
Pre Test
29
24
20
31
20
29
28
26
Sections 6/8
Final
Letter
Grade
Post
Test
19
33
43
22
24
21
24
34
34
32
24
23
20
20
40
36
29
33
21
18
27
29
31
28
35
18
33
20
42
48
44
19
47
19
39
B
A
C+
A
C
C
A
C
C
B
C
A
B
B
C
B+
C
C
A
B
B
A
B
A
D
A
C
B
Pre Test
28
23
20
31
11
23
42
25
Post
Test
25
9
30
32
22
20
35
31
26
30
32
32
34
33
15
32
29
23
31
23
28
41
37
37
25
41
34
42
Final
Letter
Grade
C
B
B
C
B
B+
B+
B
C
B
A
B
C
D
C+
F
A
A
B
A
B+
D
B
A
A
B+
C
B+
A
13
44
22
18
26
25
19
23
28
14
21
33
26
17
24
28
21
30
34
18
27
22
27
22
26
29
24
33
25
36
34
19
32
16
26
16
37
28
22
27
24
34
22
25
24
25
8
34
25
31
27
43
24
34
19
0
40
31
28
23
30
37
35
38
B
C+
C+
B
C
B
D
C
B
A
A
B
B
F
C
B
B+
B
D
C+
B
B
B
B
A
B
B+
B+
B
B
C
D
C
B
B
B+
B
B+
C
C
C
A
A
D
B
B
B+
B+
13
18
31
16
30
26
27
22
19
33
30
37
26
28
41
36
30
33
10
30
38
20
27
36
38
21
33
30
33
27
27
38
16
33
27
29
38
35
35
36
18
37
32
31
23
13
26
20
28
18
28
25
26.60317
81.7%
35
40
15
38
32
37
40
23
35
36
32.54286
F
B
A
A
A
C+
B
B
F
C
B
B+
C
B
B+
B+
B
F
B
A
C
C
B
A
F
B
A
B+
C+
B
D
C
B
A
A
B+
B
A
B
B
A
B
B+
B
36
26
17
25.17391
82.5%
31
B
B
B
30.52381
HMD 259-004 – Fall 2008
The number of oral interactions with students increased 36% over the first three week period of
the semester compared with the final three week period of the semester. The quality of the
interactions improved continuously during the semester, as the problem analysis during class,
questions posed to guest presenters, and interactions with the instructor showed dramatic
improvement during the course of the term. Essay grades improved over 22% from the
beginning of the semester as the students became more proficient in writing concise essays with
clarity of thought.

HMD 395 Evaluate the management and design of lodging and resort facilities systems.
The following information is being provided as a general assessment report for the Facilities
Management and Design (HMD-395) courses.
Lodging and Resorts Management Learning Assessment Indicators:
Semester: Spring 2008
Course #
HMD-395.1
HMD-395.2
HMD-395.3
Average PRE test Grade %
19.1%
20.4%
18.1%
Post test Grade % Improvement
74.7%
75.6%
74.1%
1.) All students were administered a pre-course assessment exam consisting of 100 questions prior to
the beginning of any classroom instruction.
2.) All students completed a post-course exam at the end of the semester, and the questions were the
same as those completed at the beginning of the course on the pre-course exam.
3.) All students enrolled in the HMD-395 course were required to complete a Life-Safety Project that was
conducted at the CCSN Sahara Ave. location. The training included: CPR: AED; and Heimlich Choking.
Students were required to earn certification on a pass/fail basis, and to also prepare a project paper
indicating what they learned through this Life-Safety Project that would enhance their service delivery
contributions to their future hospitality customers. Students successfully completing the Life-Safety
Project earned a "Heart-Saver" certification that can be used to demonstrate their competency as
individuals qualified to conduct life-saving techniques for the public at large.
4.) Hard-copies of the individual and group projects are available upon request.

HMD 401 & HMD 402: Pre test/ Post test
HMD
HMD 402
401
Pretest
47.0%
51.0%
Exam
1
84.4%
80.0%
Exam
2
81.0%
90.0%
Final
68.0%
83.0%
Average improvement for HMD 401 = 32%
Average improvement for HMD 402 = 22%

HMD 407
HMD 407 The overriding objective of the courses is to teach students why people behave the
way they do at work. Everything I do in 407 is designed to this end and all is done with service
management system in mind. Example: sessions on creativity enhancement is built around how
to deliver better service, Example: diversity, power management, counseling, coaching, and team
building all designed to deliver in appropriate service delivery systems.
Student pre-assessment of propensity to deliver service, a tool they can use with employees too
APPRECIATE AND EFFECTIVELY MANAGE A DIVERSE WORKFORCE
HMD 407--two sessions devoted to this topic. Pre-assessment of disposition toward a diverse
workforce, power game designed to illustrate how employees are likely in jobs they are simply
because of birth (and how you can help them), one session on diversity in hospitality industry
based on data collected through help of AH&LA, largest data collection ever in hospitality of
diversity issues, specifically which EEOC ethnic groups hold various management positions and
how the ones that minorities hold do not likely lead to the top (sales, housekeeping, marketing,
HR etc ... )
I also play a game which clearly indicates how the opinions of many are usually better than the
opinions of one, and how diverse teams make better decisions than homogeneous teams. Usually
use a survival game for this purpose (lost in space, crashed, swamped, lost at sea, hot balloon
crash etc ... ).
Analyze and evaluate effective people management systems, including performance appraisals
etc ...
HMD 407---discuss performance appraisals, development, training in terms of how managers
can get the most out of their workforce, while at the same time satisfying their needs so that
companies can reduce turnover and absenteeism and increase satisfaction. Most effective
methods in this course appear to be student peer evaluations and design of this evaluation system
in teams.
COMMUNICATE CLEARLY ORALLY AND WRITTEN TO GUESTS, CUSTOMERS, COWORKERS ETC ...
HMD 407 Communications, coaching and counseling are all big topics in this course. We
discuss communications first from theoretical perspective (communication model which students
create), then from practical experience (play telephone game around room to illustrate people do
not communicate well), starpower game to illustrate how people from different groups and
backgrounds often communicate poorly, purpose-led and leaderless group exercises that
illustrate how different communication styles affect outcomes.
Pre-assessments of communication, coaching, and counseling styles to let students better know
who they are.
Coaching--activity where students do this in triads, each evaluating the other's communication
and coaching styles.
Counseling--triads where students counsel others, all evaluating one another in triad.
WRITTEN COMMUNICATION
I require students to keep and turn in a journal recapping each day's learning outcomes, activities,
how different students perceived them and how these activities can be used in the future.
DEMONSTRATE A HIGH DEGREE OF ETHICS AND PROFESSIONALISM
HMD 407 has two class sessions on ethics, usually the first two of the semester. Each student
completes a pre-assessment of their current ethical style, each completes a Machiavellian test to
determine how likely to abuse power, each completes a pre-assessment of power style to
determine likelihood of abuse (high on both assessments I talk to student individually).
I also pose several mini-case scenarios during semester about ethics--generally described as
"should you do this cases".
Discuss the various responses to unethical behaviors from within your company (what is
difference between a gratuity and a bribe, how acceptable to behave unethically if your boss tells
you to do so, things that are technically illegal (I always love explaining that) but still in
agreement with corporate values etc ... ) I often use mini-cases about events in Las Vegas (Wynn
and dealers lawsuit, Adelson and bankruptcy of construction companies as reported in LVRJ,
casino responses to 9/11 (raise rates and lay off employees--and how this has affected service
and staff behaviors overall, and so on).
Assess business strategies and trends that affect growth and success of the lodging and
resort industry.
Collect, evaluate, synthesize and apply information and research to make sound
managerial decisions.
Communicate clearly, orally and in writing with recruiters, management, guests and
coworkers.
HMD 407 Organizational Behavior
The following questions are presented to students after they have read the appropriate
subject matter and the material has been discussed in class. Students are to submit a onepage written response to the questions. Papers are graded based upon student’s
demonstration of understanding and utilization of the concepts, models, and information
presented relating to the topics.
1. Describe how you, as a manager, would shape behavior of your subordinates.
Specifically, how would you shape the behavior of an hourly employee who is often
fifteen minutes late coming back from the lunch break?
2. Read An ”Unbelievable" Act Of Sportsmanship
What was the motivation of the players involved in the story? Apply concepts, models,
theories, etc. to support your position.
3. Consider the impact of emotions on customer service. What is the effect of emotions and
moods on customer satisfaction, and how does the concept of emotional contagion enter
into this?
4. Read the Eight Lessons of Leadership by Nelson Mandela. Select one lesson and discuss
the relative merits as it pertains to the leadership concepts discussed in our textbook.
5. Describe a situation you have personally experienced when conflict resulted in a positive
outcome. Why was the result positive?
HMD 454 Strategic Management
HOSPITALITY BUSINESS CASE
Students are grouped into teams to analyze a hospitality firm. Teams choose a publicly
traded hospitality company and prepare a written business policy case analysis. Teams are
required to be specific in all areas, including an IFE Matrix, EFE Matrix, CPM, SWOT
Matrix, BCG Matrix, IE Matrix, SPACE Matrix, QSPM, and strategic recommendations.
Each business policy case is evaluated based upon both content and style. The structure of
the case should emulate the examples that are provided in the course text.
It is expected that students will include a minimum of 15 references for their written case.
Five of the references may come from websites. Wikipedia is not an acceptable website for
reference. It is expected that all papers will follow the guidelines for written work provided
in the syllabus. All teams are to submit an electronic copy via Turnitin.com located on the
course WebCampus homepage.
Management teams are assigned on the second class meeting. Each team of students
presents a 45 minute interactive oral presentation analyzing the hospitality company they
have chosen. Each team answers questions from the class during and after the presentation.
All teams meet with the instructor each month to discuss their progress on their team
project. The team meetings with the course instructor are scheduled in advance to
accommodate all team members and the instructor.
Teams may fire any one member of a team or allow any one member of the team to resign.
Prior to either a resignation or termination, the entire team must meet with the professor to
discuss the nature of the problem and corrective action taken to date. There must be at least
two such meetings before a resignation or termination. Both meetings must be documented
in writing and signed by all team members. Since they are exceptional actions, they will be
viewed as significant in final grade calculations. Individuals who choose to resign have the
following options:
1.
To locate another team who is willing to include them as a member; or
2.
To drop the course and enroll at a future time.
Individuals who are fired from a team have only the option of dropping the course or
earning an F grade.
MANAGEMENT TEAM PRESENTATIONS
Oral presentations are graded on two parts: content and delivery, and will follow the
guidelines outlined on pages 371-373 of the course textbook. Each team submits a copy of
their slide presentation 48 hours in advance of their presentation to the instructor and all
members of the class via WebCampus. A reduction of 10% on this assignment occurs for
late submissions.
Content includes whether the presentation was accurate, complete, specific, detailed, and
error free. Were recommendations specific? Did the team show clearly how
recommendations could be implemented?
Delivery includes whether the case presentation was interesting, lively, special, upbeat, and
clear. Were visual aids readable from the back of the class? Was color used to highlight
points? Was voice tone, eye contact, posture, and appearance good? Were handouts,
posters, computer-based overhead presentations, transparencies, and/or short team-made
videos used to make the oral presentation as interesting and informative as possible?
Everyone on the team receives the same final grade however a team member peer evaluation
is given after the presentation to determine whether each member of the team contributed
fairly to preparing and delivering the oral presentation. Each member rates each group
member (and themselves) on relative contribution made to preparing and delivering the oral
case presentation. If a team member receives a poor rating on this evaluation, the final
course grade may be lowered one (or more) letter grades. All team members should do their
fair share of work preparing and presenting the case analysis.
During each case presentation, the class will ask the presenting team questions, solicit
further explanation of any unclear parts of the presentation, point out any mistakes in the
analyses presented, comment on the feasibility and thoroughness of recommendations given,
and, perhaps, offer counter-recommendations with supporting analyses or information.
Helpful criticism, praise, and compliments should be given, as appropriate. Everyone needs
to attend class and to participate in these class discussions.
Each presentation is graded for its own worth and, while it is not possible to avoid
comparisons among projects, and comparisons with established levels of excellence in past
projects, individual consulting teams are encouraged to cooperate with, rather than compete
with, the other teams.
All teams will present their business policy case in business-professional attire.
Individuals not present for their team presentation will earn a grade of F in the course.
Additional support and information on evaluation criteria will be discussed before the
presentations take place. All presentation dates are subject to change.
HMD 454 Fall 2008 Assessment – Sarah Tanford
Objectives Measured and Methods of Measurement
2. Assess business strategies and trends that affect growth and success of the lodging and resort
industry
 Strategic Business Plan (one-third of grade)
o Teams work together throughout the semester to create a strategic business plan
for a lodging company
 News article file (one-sixth of grade)
o Students collect 6 news articles of current events that could impact the hospitality
industry and analyze each according to specified criteria.
o Each student is required to present one of their articles in class during the
semester.
 Homework assignments (one-sixth of grade)
o Analyze the forces impacting a particular lodging company using Porter’s 5
Forces Model
o Listen to the earnings call for the lodging company that the team is assigned to,
engage in a webcampus discussion focused on the biggest problems facing the
company and develop solutions. Teams present highlights of the earnings call in
class playing the role of company executives.
o Read an article on sustainable hospitality and prepare a memo proposing a
sustainable hospitality program for a hotel of their choice.
o Critique and rewrite lodging company vision-mission statements.
 Two Exams (one-third of grade)
o The text, Strategic Management in the Hospitality Industry (Olsen, 2008) places a
strong emphasis on identifying trends that affect the industry, and exams assess
students’ knowledge of this topic from the text as well as material in class.
5. Collect, evaluate, synthesize, and apply information and research to make sound managerial
decisions.
 Strategic Business Plan
o Students are taught to use over a dozen analytical tools that involve gathering and
analyzing information in order to develop business strategies. They are required
to apply these techniques in their strategic business plans and are graded on their
effective and appropriate utilization. A list of methods taught/applied follows:
 Environmental scanning system, stakeholder analysis, external and
internal factor evaluation matrix, Porters 5 Forces model, competitive
analysis, SWOT analysis, BCG Matrix, GE-McKinsey Matrix, SPACE
Matrix, Grand Strategy Matrix, QSPM Matrix, Scenario Analysis, Gap
Analysis
 Exams
o Exams include questions on using information to make managerial decisions
7. Communicate orally and in writing with recruiters, management, guests, and coworkers
 Written communication
o All written assignments are evaluated based on the degree to which they meet
professional business standards
o Strategic Business Plan
 Teams turn in 5 written “progress reports” that are graded and returned
with feedback and opportunity to rewrite prior to submitting the final
business plan
 Team industry project is an integrated 15-20 page written report that
requires a coherent synthesis of the team’s work throughout the semester
o Homework assignments
 Homework assignments are graded on effectiveness of communicating
ideas clearly and concisely to meet specified objectives
 Sustainability assignment requires students to write a persuasive business
memo to a company executive
o News article file
 Students are required to do a written analysis of six news articles, which
are graded according to their ability to address key criteria clearly and
accurately
 Oral communication
o Strategic Business Plan
 Teams present 5 progress reports in a brief 5-minute presentation where
the room is rearranged to represent an executive boardroom. Each team
member is responsible for one of the 5 progress reports. Class members
get extra credit points if they ask good questions during the progress
reports.
 Powerpoint Presentation: At the end of the semester teams present their
final project in a 20-minute Powerpoint presentation in which each
member is required to participate. Teams and individual members are
graded on content and delivery using both instructor and peer ratings.
o Earnings Call
 Sudents do a role play of their company earnings call and are graded on
content and delivery using instructor and peer ratings. The assignment
also requires class members to ask questions of the speakers.
o News articles
 Each student is required to present one news article during the semester
and can present more if they wish.
 Web communication
o Earnings Call
 Students are required to engage in a WebCampus discussion of a company
earnings call and are graded on quantity and quality of posts.
8. Demonstrate a high degree of ethics and professionalism
 The class is set up to simulate a business environment, which forms the focus of all
activities
 Teamwork is graded by a peer evaluation system, whereby team members that do not
contribute their share have their grade on the team project adjusted by the peer ratings
 All assignments are graded based on their conformation to professional standards
 Students are graded on their degree of professional demeanor and dress code during the
final PowerPoint presentation
Pre-Post Assessment Results
A pre-assessment was given at the start of the semester using primarily questions from the
textbook test bank. Because this was my first time teaching the class, I had not fully planned the
class activities and lectures. It turned out that many of the assessment questions did not address
key concepts taught during the semester. I did not know until the second week that a preassessment was required so I had to put something together quickly. Although scores did
improve somewhat, I do not feel that the Post-Assessment provides an adequate measurement of
learning objectives, while the other class activities are more diagnostic. The pre-post scores are
presented below.
Responses
Average score (out of 50)
Average (took both)
Responses
Average score
Average (took both)
Pre-Assessment
Section 1
48
27
27
Section 2
30
28
28
Post-Assessment
Enrollment 50
48
30
31
Enrollment 35
34
33
33
Gain
3
4
5
5
4. Use of Results. What program changes are indicated? How will they be implemented? If
none, describe why changes were not needed.
The college is undergoing a full curriculum review. During Spring 2009, the HMD faculty will
review all course objectives and learning outcomes in order to continue to improve the program
review.
5. Dissemination of results, conclusions, and discoveries. How and with whom were the results
shared?
These assessment results, conclusions, and discoveries will be shared with Lodging and
Resorts Management Program faculty to assist them in developing pre-tests and post-tests
that clearly assess the revised Learning Outcomes. As our assessment efforts yield more
useful results we plan to share them more widely with relevant program stakeholders via
conferences, listserves, websites, alumni newsletters and the College advisory board.
PART III
TOURISM AND CONVENTION ADMINISTRATION
According to the Assessment Plan for this program, what were the planned assessments to be
conducted during the Fall 2008 Academic Semester? You may want to copy and paste from this
program’s assessment plan.
Which outcomes for
this program were
measured?
How did you measure
the outcomes?
What results did you expect? If the
students performed well what would
their performance look like, i.e.
percentages, means, or comparisons to
a national standard?
____outcomes out of a total of ____ outcomes evaluated this semester.
Outcomes were not
formally measured this
semester.
Results, conclusions, and discoveries. What are the results of the planned assessments listed
above? What conclusions or discoveries were made from these results? Describe below or
attach to the form.
Results, conclusions, and discoveries
Assessment activities in-place and used for the Fall 08 semester were:
TCA 110
Pre- and Post-tests
Quality of assignments
TCA 141
Pre- and Post-tests
TCA 221
Pre- and Post-tests
TCA 330:
Students are required to read several relevant articles and write a short essay for each
article.
One project requires students to research a cultural topic and create a PowerPoint
presentation.
The student’s final project is to develop a comprehensive portfolio demonstrating their
understanding of the topic.
Students take several short quizzes based on PowerPoint presentations used in class.
Students are given the opportunity to present their learning through the use of our
participation quiz. Student use this to express their opinions on what they learned in
class and to provide their input on their own level of class participation.
TCA 331:
Students are required to read several relevant articles and write a short essay for each
article.
One project requires students to research a cultural topic and create a PowerPoint
presentation.
The student’s final project is to develop a comprehensive portfolio demonstrating their
understanding of the topic.
Students take several short quizzes based on PowerPoint presentations used in class.
Students are given the opportunity to present their learning through the use of our
participation quiz. Student use this to express their opinions on what they learned in
class and to provide their input on their own level of class participation.
TCA 344
Pre- and Post-tests
TCA 378
Pre- and Post-tests
Two exams
Comprehensive project
Ten assignments (case studies and field trip reports)
TCA 380
Pre- and Post-tests
TCA 383
Pre- and Post-test
TCA 420
Pre- and Post-tests
Pre- and Post-tests
TCA 422
Pre- and Post-tests
TCA 449
Pre- and Post-test
TCA 457
Pre- and Post-tests
Two exams
Comprehensive project
Ten assignments (case studies and field trip reports)
Use of Results. What program changes are indicated? How will they be implemented? If none,
describe why changes were not needed.
This term serves as the second time any form of continuing assessment efforts have been
conducted within the department. Use of this information helps to review the
effectiveness of each course. A more comprehensive assessment protocol should be in
use during the Fall 09 term.
Dissemination of results, conclusions, and discoveries. How and with whom were the results
shared?
An Assessment Committee has been established within the department. Its charge is to
develop a comprehensive assessment plan for the department. The initial draft of this plan
was completed Fall 08 and is undergoing review and revision. It is hoped this plan will be
competed and approved for implementation in the Fall 09 term. More comprehensive
assessment information should be available following this.