Date Received
Fall 2008 Semester Assessment Report Form
March 2009
1. Program Information:
Program Lodging and Resort Management, B.S. in Hotel Administration
Department Hotel Management
College Hotel Administration
Program Gail Sammons
Assessment William Werner
Coordinator
Semester Data Fall 2008
Collected
Report Gail Sammons and William Werner
Submitted by
Phone/email 895-4462
Date Submitted March 2009
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.
Which outcomes for
this program were
measured?
How did you measure the
outcomes?
Lodging and Resort (LRM)
1. Analyze and
(LRM majors’ average grades
manage hospitality and in HMD 101, 103, 202, 203,
guest service systems
240, 359, 401, 410, 453, 454,
440, 454, 251, and 450.
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
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?
LRM majors average grade
will be C or better in course
LRM majors’ average grades
in HMD 101, 202, 203, 240,
359, 401 453, 454, 440, 454,
251 and 450.
LRM majors average grade
will be C or better in course
LRM majors’ average grades
in HMD 101, 202, 203, 240,
320, 359, 401, 402, 407, 456,
440, 454, 251, and 450.
LRM majors average grade
will be C or better in course
Which outcomes for
this program were
measured?
How did you measure the
outcomes?
Lodging and Resort (LRM)
What results did you expect?
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
6. Collect, evaluate,
synthesize, and apply
information and
research to make
sound 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
LRM majors’ average grades
in HMD 101, 395, 410, 440,
454, 251, and 450.
LRM majors average grade
will be C or better in course
LRM majors’ average grades
in HMD 359, 402, 456, 440,
454, 251, and 450.
LRM majors average grade
will be C or better in course
LRM majors’ average grades
in HMD 101, 359, 401, 402,
407, 202, 203, 240, 410, 440,
454, 251, and 450.
LRM majors average grade
will be C or better in course
LRM majors’ average grades
in HMD 101, 359, 401, 402,
407, 202, 203, 240, 410, 440,
454, 251, and 450.
Alumni Reputation
LRM majors’ average grades
in HMD 101, 359, 401, 402,
407, 453, 456, 440, 454, 251,
and 450.
Alumni Reputation
LRM majors average grade
will be C or better in course
If the students performed well what
would their performance look like,
i.e. percentages, means, or
comparisons to a national standard?
LRM majors average grade
will be C or better in course
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.

Results, conclusions, and discoveries
In the following HMD courses offered Spring 2008 LRM majors earned average
grades of:
HMD 101 3.65
HMD 202
2.28
HMD 203 1.96
HMD 103 2.50
HMD 240 3.25
HMD 225 4.00 HMD 226 3.00
HMD 259 3.15
HMD 320
3.83
HMD 340 3.85
HMD 395 2.12
HMD 410
3.29
HMD 401 2.90
HMD 453
3.65
HMD 402 2.11
HMD 454
3.33
HMD 450 4.0
HMD 407
2.89
HMD 456
spring only HMD 440 not offered

Head counts continue to increase in the Lodging & Resorts Management Major. As of the end
of Fall 2008 we have 84 students enrolled in LRM.
Program
LRM
LRMPRB
LRMPRE
Fall
2004
Final
Major
LODGING AND RESORT
MANAGEMENT
--Total-LODGING AND RESORT
MANAGEMENT
--Total-LODGING AND RESORT
MANAGEMENT
--Total--
Fall
2005
Final
1
1
Fall
2006
Final
12
12
Fall
2007
Final
34
34
64
64
66
66
42
42
35
35
18
18
1
1
3
3
39
39
Student evaluation scores were reported for 3 items:
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.
Rating scale if a 4 point scale
Student evaluation results
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
Fall
2008
Final
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
HMD
103
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
Student evaluation results
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
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
320
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
103
HMD
103
HMD
103
3.4
1.8
3.4
3.1
2.3
2.4
3.2
1.9
3.2
2.8
2.6
2.4
3.2
2.1
3.1
3.1
2.7
HMD
225
HMD
226
HMD
240
3.4
3.3
3.0
3.8
3.4
3.3
3.7
3.3
3.0
2.8
3.5
3.6
HMD
259
HMD
259
HMD
259
HMD HMD
259
259
2.6
3.5
3.5
3.6
3.1
2.8
2.3
2.9
2.7
3.4
3.3
3.6
3.2
2.8
2.5
2.9
2.3
2.8
3.0
3.5
2.8
2.7
2.3
2.6
HMD
395
HMD
395
HMD
203
2.4
HMD
225
HMD
259
HMD
203
HMD
395
HMD
395
HMD
395
3.3
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
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
HMD
401
HMD
401
3.8
3.7
3.3
3.6
3.5
3.7
3.2
3.3
3.3
3.6
3.3
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
3.2
3.0
HMD
407
HMD
407
HMD
407
HMD
407
HMD
402
HMD 402
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
401
3.6
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
401
HMD
453
HMD
453
HMD
453
3.0
3.4
3.5
3.6
3.1
3.4
3.7
3.8
2.7
3.5
3.7
3.6
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
454
HMD
454
HMD
454
HMD
454
2.1
2.2
3.3
3.3
3.4
2.5
2.2
3.2
3.1
3.5
1.7
1.3
2.9
3.0
3.1
Descriptive Statistics for LRM 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
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
Descriptive Statistics for LRM Assessment Survey
distributed to HMD 454
N
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.
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
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
115
3.40
3.35
3.36
0.735
0.795
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 full-service 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 co-workers 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 roomcleaning 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
B
A
C+
A
C
C
A
C
C
B
C
A
B
B
C
B+
C
Pre Test
28
23
20
31
11
23
42
25
32
22
20
35
31
26
30
Post
Test
25
9
30
Final
Letter
Grade
C
B
B
C
B
B+
B+
B
C
B
A
B
C
D
C+
F
A
A
21
18
27
29
31
28
35
18
33
20
42
13
48
44
19
47
19
39
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
31
24
34
22
27
43
24
C
A
B
B
A
B
A
D
A
C
B
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
32
32
34
33
15
32
29
23
31
23
28
13
18
31
16
30
26
27
22
19
33
30
37
41
37
37
25
41
34
42
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
35
40
15
B
A
B+
D
B
A
A
B+
C
B+
A
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
25
24
25
8
34
25
34
19
0
40
31
28
23
30
36
26
17
25.17391
82.5%
37
35
38
31
B+
C
C
C
A
A
D
B
B
B+
B+
B
B
B
26
20
28
18
28
25
26.60317
81.7%
38
32
37
40
23
35
36
32.54286
A
B
B
A
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 320-001 – Fall 2008
The number of oral interactions with students increased 20% 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 40% 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 "HeartSaver" certification that can be used to demonstrate their competency as individuals qualified to conduct lifesaving 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 one-page 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 pre-assessment was required so I had
to put something together quickly. Although scores did improve somewhat, I do not feel that the PostAssessment 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.