Developing Multicultural Sensitivity As Hospitality Managers

A student Webzine from the International Council on Hotel, Restaurant, and Institutional Education

for Future Hospitality & Tourism Professionals

Vol. 20 No. 2 • ISSN: 1095-7898 Fall/Winter 2011

HOSTEUR

e-Tourism20th

Anniversary

Volume 20, No 2 | Fall/Winter 2011 Issue2 HOSTEURTM

Editorial....................................................................................3 by Michael Vieregge & Ali Centinkaya

Expert Commentary

Hotel Reviews in Today’s Tourism Consumer Environment........................5 by Georg Ziegler

Today’s Tourism Offices and Information and Communication Technologies: A French Focus...........................................................................7 by Nicolas Jabaudon

Augment Your Tourism Experience or Die..........................................10 by Lukas O. Ritzel

Research Articles

Seeking Jobs on Social Media: Are You Ready?.....................................13 by Linchi Kwok, Ph.D.

The Importance of Managerial Communiation for Hospitality Organizational Settings in the Era of High-Tech Evolution.........................................19 by Angelo Camillo, Ph.D. & Loredana Di Pietro, Ph.D.

Contributions from Campus

Shoot the Chef..........................................................................28

Facilitating Case Study Writing with an Annotated Bibliography ...............30 by Michele Grottola. Ph.D.

Tourism and Warfare...................................................................36 by Carol Wai Yan Mui

In This Issue...

HOSTEUR • Volume 20, Issue 2 • 2011

International Council on Hotel, Restaurant, and Institutional Education2810 North Parham Road, Suite 230Richmond, Virginia USA 23294Telephone: 01 (804) 346-4800 | Fax: 01 (804) 346-5009 Email: [email protected] | Website: http://www.chrie.org

Executive EditorsMichael Vieregge, Ph.D.

Fernfachhochschule Schweiz

Ali Sukru Cetinkaya, Ph.D. Selcuk University, Turkey

PublisherKathy McCarty

International CHRIE

Editorial Review Board

Miguel Bendrao BaltazarUniversidad del Este

Angelo Camillo, Ph.D.Woodbury University

Serhat Cerci, Ph.D.Selcuk University

Eric Chan, Ph.D.The Hong Kong

Polytechnic University

Brendan ChenNational Chin-Yi University

of Technology

Cihan Cobanoglu, Ph.D.University of South Florida

at Sarasota

Maria Cecilia A. Tio CuisonUniversity of Santo Tomas

Michele GrottolaRichard Stockton College

of New Jersey

Dogan GursoyWashington State University

Chandana JayawardenaGeorge Brown College

Lichi KwokSyracuse University

Volume 20, Issue 2HOSTEUR

TM

Volume 20, No 2 | Fall/Winter 2011 Issue HOSTEURTM 3

From the Editors

Ali Sukru Cetinkaya, Ph.D.Selcuk University

[email protected]

Michael Vieregge, Ph.D.Western State College of Colorado and Fernfachhochschule Schweiz

[email protected]

Christine Lynn, Ph.D.Northern Arizona University

Ken Myers, Ph.D.University of

Minnesota–Crookston

Godwin-Charles Obgeide, Ph.D.

University of Arkansas

Lakshaman RajagopalIowa State University

Garret Ross, Ph.D.Delta State University

Michael WrayMetropolitan State College

of Denver

Anastasios ZopiatisCyprus University

of Technology

HOSTEURTM magazine is the only internationally distributed career and self-development magazine for future hospitality and tourism professionals. It aims to prepare students at International CHRIE member schools who are studying for careers in the industry to make the transition to graduate or study-abroad programs, or to professional life with restaurants and foodservice management, hotels and lodging, and travel-related businesses; food & beverage producers; equipment manufacturers; trade and profes-sional associations, and commodity groups.

HOSTEURTM magazine is published semi-annually in the fall and spring by the International Council on Ho-tel, Restaurant, and Institutional Ed-ucation. No part of this publication may be reproduced or transmitted in any or by any means, electronic or mechanical, including photocopy, re-cording or any information retrieval system, without written permission of the publisher. All material in the magazine is copyrighted © 2010 by the International Council on Hotel, Restaurant and Institutional Educai-ton, except where noted otherwise. All rights reserved. HOSTEURTM magazine is available free of charge to International CHRIE member schools for distribution to students by educators and administrators. F

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Internet and social media are changing the way of doing business in organi-zations, including hospitality and tourism institutions. As one of the pioneering adapters of the Internet, hospitality and tourism industry is being deeply involved in this virtual media and produced its own cyber market as “e-tourism”. To draw the attention of readers on this subject, the theme of the Fall/Winter 2011 issue of HOSTEUR™ is dedicated to “e-tourism”.

There are many interesting papers presented in this Issue, and all are assumed to attract readers’ attention. In the invited ‘Expert Commentary’ from industry section, there are three interesting commentaries in this issue. Nicolas Jabaudon, General Manager, Médoc Océan Tourism, France, points out the changing role and face of traditional tourism boards, based on the example of France. He expresses how technological advancements force the tourism boards to re-shape their mis-sions. Georg Ziegler, Head of B2B, HolidayCheck AG, Bottinghofern, Switzerland, emphasizes the importance of third-party reviews, stated on the hotels’ own websites as a third party application. Ziegler explains clearly the effect of third part reviews on the final decision of guests to book a hotel stay. Lukas O Ritzel, Web-Strategist, IMI University Centre Luzern, Switzerland, draws a picture of Augmented Reality and its effect in the near future. Augmented Reality and its applications have already started to be mentioned as Web 3.0. After reading the commentary you will certain to realize that Augmented Reality will bring dramatic changes to our industry, as did the Internet.

Having been involved in social media may be critical for a person during a hiring process. In the ‘Research Paper’ section, Linchi Kwok, Assistant Professor at Syracuse University discusses the effect of Web 2.0 technologies on decision-making processes of Human Resources Managers. Kwok also presents useful and practical social media tactics to readers on the job market. Another research pa-per by Angelo A. Camillo, Associate Professor at Woodbury University and Loredana Di Pietro, Postdoc fellow at University of Molise, Italy, explains thoroughly the im-portance of communication in management of a hotel. The authors point out the importance of having communication plans for organizations. They also emphasize the importance of the modes of communication, including social media, in con-temporary hotel management.

In the ‘Contribution from Campus’ section there are three papers in this Is-sue. First, Michele R. Grottola, Assistant Professor at The Richard Stockton College of New Jersey gives a clear picture of why case studies are needed and how case studies should be written. This step by step explanation of writing case studies gives a clear understanding of case study writing process. Second, Carol Wai Yan Mui, Student at The Hong Kong Polytechnic University, Hong Kong, PRC, explains the relationship between war and tourism, and gives an in-depth view in an in-teresting way on the effect of rest and recreation leave of soldiers. In the third contribution in this section, readers can get information about an exciting and innovative educational platform named “Shoot the Chef”. As the Shoot the Chef’s team points out, it carries culinary education into the digital environment. Even though the call for video contest with a great prize valuable for practice kitchens will have expired by the time this issue is published, educational and training insti-tutions may not want to miss using this new platform.

We hope that you enjoy this issue. Please send us your submissions and en-courage your colleagues and students to submit to HOSTEUR™. The theme of the next issue is the future of industry in an issue entitled: Vision 20/20: the Hospital-ity and Tourism Industry in 2020. The deadline for submissions for the next issue is 15 March 2012.

The editors wish you a peaceful and merry Holiday Season and a prosperous New Year.


International CHRIE is excited to offer the new, online Guide to College Programs in Hospitality, Tourism and Culinary Arts. Just like the previous printed resource used by parents, students, counselors and advisors, the online Guide to College Programs offers information in an easily searchable database.

For more information about the Guide to College Programs or to find out to get your school listed, please contact Amie Grayson in the ICHRIE office via telephone at 01 (804) 346-4800 or email [email protected].

The online Guide to College Programs in Hospitality, Tourism & Culinary Arts is now online with a comprehensive listing of institutions worldwide that includes:• Program & contact information • Application & enrollment procedures• Admission & graduation requirements• And accreditation status.

Search for programs by:• Continent, country or state• Program/degree type• Field of Interest• Cost• Financial aid• or any keyword desired

Information to help make your decisions easier!


Looking at the range of touristic products it is very obvious that today there are plenty of offers which are, at first sight, very similar in their qualities, features, services and prices. In terms of classic marketing it is increasingly challenging to differentiate the individual characteristics and unique selling propositions from those of competitors in the market.

At the same time, tourism products are very often designed for specific customers and are also focused on particular segments or target groups. This implies that the respective target groups need to find these tour-istic products, which in turn leads to the greater challenge that service pro-viders’ products are visible to such markets.

The first-mover poten-tial for customer reviews has already passed because many hotels have already explored and exploited the opportunity of their guests’ opinions as effective mar-keting channels. These hotels have identified the additional value of custom-er reviews early and have actively integrated them into their own communi-cation. Modern tourism marketing does no longer mean `I am the best but rather `What do I offer and what do others say about me?

The perception of tourism products are definitely co-determined by customers who exchange opinions about products and highlight specific features and characteris-tics.

In order to be found it is therefore important for hotels to build up a strong online reputation and estab-lish presence everywhere their potential guests are. On the one hand, presence implies reaction, on the other it implies being proactive. Hence, being highly visible in places where customers seek information about touristic

products is crucial in modern hotel marketing.The statements of satisfied guests will help to

point out the unique selling propositions and qual-ity aspects of a hotel on the internet and will also create visibility on tourism portals as well as search engines in order to reach potential customers. The hotel’s own efforts on the web are reflected in the on-line activity level of its guests. The following paragraphs introduce some suggestions that have already been successfully implemented by many ho-tels.

Demand note in the hotel newsletter

The hotel’s newsletter is per-fectly suited to call the guests attention to hotel reviews. Subscribers of such newsletters are very interested in news and information about the hotel. The inclu-sion of guest reviews shows that the hotel takes the opinions of its guests serious and is open to criticism. The direct link to the

own hotel on the review-portal was found out to be very effective.

Follow up email after stayWhile (positive) impressions are still vivid in the

guest’s mind, it is the best time to ask for feedback about the stay. With an email after the trip, the ho-tel can remind the guests about their stay and ask at the same time for a guest review. Emphasising that guest opinions are a contribution to the quality of the hotel demonstrates to every customer, that his or her opinion is appreciated by the hotel manage-ment. It would be good to establish a direct link to the own hotel on the review-portal as well, since lowering the impediments to submit a review will result in higher response rates.Georg Ziegler, Head of B2B at HolidayCheck in AG Bottinghofern,

Switzerland

Hotel Reviews in Today’s Consumer Environment By Georg Ziegler

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Personal communication in the hotelDuring a hotel stay there are many opportunities

to express the desire for customer feedback. Display stands at the reception, flyers in the guest rooms or even printed questionnaires in the rooms or front-desk are good opportunities to address the guests and to ask for their feedback. A creative way to raise involvement is the public display of very well written guest reviews and tes-timonials in the hotel’s reception area.

WidgetsThird party reviews on the own web-appearance

are getting more important. Looking at online conver-sion rates—meaning the ratio between website visits and booking requests—the integration of consumer reviews does have a measurable direct effect on sales.

Interesting text-content and professional pictures often are no longer sufficient to persuade website visitors to initiate a booking. Consumers often experienced, that promotional promises have not been met by the hotels. Therefore the messages by advertisement today often lack credibility with potential customers.

In order to create trust for the product, the inte-gration of third party reviews is a very effective way of demonstrating to new customers, that the service provider is appreciating consumer feedback and, more importantly, that the product is meeting guests’ expecta-tions and is hence recommended by others. An important factor is not only to integrate consumer reviews, but rather to integrate widgets from popular review portals which are well-known and established in the consumer’s mind as independent from the hotels.

It is absolutely recommended to integrate such a review widget and to measure the effect on the booking performance of the website. As different cases with Holi-dayCheck widgets have proven already, the conversion rates of hotel websites were significantly raised by the in-tegration of the third-party review portal widgets on the websites of these different hotels.

Review portals such as HolidayCheck, Tripadvisor or Zoover offer widgets free of charge. Some of the por-tals might even be customised, making the integration as simple as copy-pasting an html-code snippet on the hotel’s own website. Also, many hotels use the voices of their guests in their own marketing campaigns. What has been written in the guestbook in the past is today avail-able as an authentic and valuable sales argument for the own products and services. Hotels that extend their com-munication to social-media channels (such as Facebook, twitter, blogs) very often interlink these channels with the reviews that they receive from guests. There are also other hotels that benefit from their guest reviews by showing these results in offline communication such as brochures and customer mailings.

Ultimately, the proactive approach to hotel reviews can lead to a momentum that enables hotels to keep in contact with their guests via different channels for a long

time after their stay and in winning new customers who fit the product of the hotel.

Finally, apart from marketing aspects, consumer reviews can be a truly valuable contribution to quality management of a hotel. Not only issues or defects of the product might be determined, but it can also be easily established for which target groups the product is well suited and for which target groups it is not. Consumer reviews also help to uncover, if the own product com-munication might raise exorbitant expectations or do not emphasise sufficiently the perceived unique value of the

product. Basically consumer reviews help the provider, to have a look at their own products and services through the eyes of their customers.

To react and respond to consumer reviews should be a normal task for today’s hotel management, because past guests’ reactions and also the hotels’ responses to consumer reviews help future guests to both, get a first impression of the hotel as well as avoid misunder-standings. If hotels take an open approach to consumer reviews, they will benefit in terms of marketing and qual-ity management and provide a basis for long-term success of their product and services. In times of web 2.0 com-munication authenticity and transparency should be of upmost priority and could become the key success factors for businesses. The more a hotel takes care of its guest during her/his stay, the more the guest will care about the hotel after the stay. This care will lead to higher lev-els of involvement and then loyalty which will ultimately benefit the bottom line and business success.

Interesting text-content and professional pictures often are no longer sufficient to persuade website visitors to

initiate a booking.


Today’s Tourism Offices and Information and Communication Technologies: A French Focus

By Nicholas Jabaudon

Over the last 15 years, tourism boards were a must stop for anyone willing to get information about the holi-day destination, things to see and to do.

Both the Internet and mobile technologies have radically amended this situation and have given new opportunities to the tourists and visitors to find useful information without any intermediaries.

Thus, tourism boards have been forced to work on their traditional missions and tasks (information, market-ing, incentives, sales, etc...) and re-invent their core work with more added-value. Consequently, this process has forced them to find and create new financial resourc-es.

Tourism boards are the mirrors of a destination and they carry a rather old image. They have faced a drop in their attendance. They need to adapt and re-invent themselves in this ever-changing market where the use of Information & Com-munication Technologies (ICT’s) has become the norm during the holiday’s consumption cycle: before, during and after.

In France, for instance, the tourism in-dustry accounts for 6% of the Gross Domestic Product. The local tourist offices or tourism boards are in charge of welcoming visitors throughout the year, promoting the territory, attracting new visitors and selling packages and products on the main outgoing markets. According to the President of the French Na-tional Tourist Offices Federation, Mr. Jean Burtin, the contribution made by the Travel and Tourism industry to direct and indirect employment accounts for nearly 2 Million jobs particularly in the hospitality and tourism sectors. The tourism industry generates an average of more than 1,000 Euros of direct income per inhabitant in 21 French regions and more than 15,000 Euros in the most attractive ones, such as Paris and the French Riviera.

Consequently, the Travel and Tourism industries need to be driven by a strong network of local tourism boards with policies set by the local and National government

Nicolas Jabaudon is General Manager at Médoc Océan Tourism in France.

authorities. How can we combine the existing tourist offices infrastructures with the ICT’s to meet tourists’ de-mands and requirements?

The web’s BoomWithin less than 10 years, local tourism boards have

encountered major changes in their environment.In the past, in order to prepare a holiday, the com-

mon way was to contact a tourist office and gather official and up-to-date information. It was the same to book accommodation, to get information about the local attractions, to order a restaurant brochure or a practical guide to the destination. Once the destination reached, the next natural step was to enter a tourist office bureau and get as many leaflets and brochures as possible. The

local hoteliers and restaurants owners and hospitality and tourism professionals, at the other end, were asking their tourist office to display their communication materials in their lobbies.

But the Internet shook this sector. Today, 71, 3% of the French population surf the web (71, 2% of the US pop-ulation in 2010 according to emarketer.com). In Europe too, the Internet became the main source of information. This is particularly true for the tourism market.

Even when they are on the holiday location, the holi-daymakers use their smartphones to find the information they need without visiting a tourist office. 40% of the


tourists book and buy their holidays online and 30% use their smartphones whilst on holidays according to the head of the Aquitaine region tourist offices federation (MOPA). The local travel actors are also directly positively affected by this as new technologies allow them to pro-mote their activities, make online deals and bookings.

The tourist offices are not the focus meeting point anymore. They have moved from being the middlemen al-lowing exchanges between entrepreneurs and tourists to becoming a normal autonomous economical actor among the others. According to the French national statistics, the tourist offices encountered a global drop in their a tendance rate. This decrease has accelerated over the past 4 years. Back in 2004, 65 million visitors called in the tourist offices in France.

Looking at tomorrow’s tourist officesHave we come to an end of the tourist offices due to

the rise of Internet and mobile technologies?The question is definitely asked by many tourism

experts and professionals today in Europe. However, the first answers are rather optimistic as they stress that tourist offices should themselves be at the very center of this revolution by acting as catalysts. Who else can gath-er and qualify all the relevant and up-to-date information of any given territory?

Information is the key element; it is the core ‘material’ from which the tourist office can develop its true added value.

In France, most of the tourist offices have started to restructure themselves and reinvent their missions to face the challenge. Various projects are launched, funds are raised and new personnel trainings are implemented in order to adapt.

In November, the French tourism authorities have to-tally amended the tourism boards’ classification scheme.

From 2014 onwards, 3 levels will replace the tradi-tional 4 stars system. The new ranking will be stricter and will take into account new priorities such as visitors’ satisfaction, the need to define and set up a marketing and promotion plan and implement a sales plan strategy.

To reach the 1st category, the highest level, the tour-ist office has to work on a complete business plan with objectives and productivity emphasis.

For destinations wishing to keep their classification as ‘top resorts’ allowing them to receive grants from the state and bringing numerous financial and fiscal advan-tages, a second level tourist office is required.

Reinventing the traditional missionsFor the forthcoming years, the first objective is to re-

define the 4 traditional missions of today’s tourist office: • Visitors center• Information

• Promotion • Local tourism professionals coordination

First issue: the mission is deeply affected.The time when an employee behind a counter was

simply handing out leaflets is over. The tourist office lob-by has to be reorganized to mirror the area, the region it belongs to.

Thanks to the cutting-edge marketing displays, the traveler has to be immersed into the local atmosphere.

Such tools (flat screens, touch pads, digital terminals, mobile websites and apps, QR Codes, etc…) will complete the ‘travel advisor’s work. Travel advisor being the new name of the clerk working in the tourist office.

Second issue: the information. In order to mark a difference between the informa-

tion available on the Internet, the travel advisor will play the role of a prescriber by offering personalized and tailor-made advice matching the tourist’s needs and ex-pectations. Whether should it be a couple without kids or an entire family, the information given will be totally dif-ferent. The travel advisor should therefore benefit from a strong knowledge of the destination as well as being a good listener for the tourist demands.

Third issue: destination marketing The use of the Internet is strategic for the future of

the tourist office. It has shifted the way it interacts and works with the holidaymakers.

Today, recruitments for tourist offices’ staff focus on candidates with a strong background in ICT’s rather than on candidates mastering the complete history of the des-tination for instance.

This is just one of the many changes affecting the tourism boards.

Last issue: the coordination of the hospitality and tourism professionals.

The local tourist office, just like in the movie sector, has to become the true ‘Art Director’ of the destination by working closely with the tourism professionals, B&B’s owners, the locals and the visitors.

Inventing new missionsTourist offices have to reinvent their traditional mis-

sions and invent new ones.The first one being to initiate and develop a global

quality approach of the destination. This is certainly one

In France, most of the tourist offices have started to restructure themselves and reinvent their

missions to face the challenge.


of the biggest challenges for the coming years.Foreign visitors in France judge very poorly the qual-

ity of hospitality in general when visiting the country.The French destination is not one the least expensive

compared to the competition. The tourist offices must provide their teams with high quality training standards.

The tourist offices have to accelerate the tourism economical impacts. France is the leading incoming des-tination in the world but stands only at the third place behind the United States and Spain in terms of tourism expenses.

All these changes and improvements have a cost in terms of recruitment, staff trainings, new technologies, etc…

In order to finance tomorrow’s tourist office, two so-lutions need to be explored:

The first, and it is currently the trend in France, con-sists in merging budgets from all tourist offices from a same region;

The second one is logically to increase the revenue of the tourist offices, by selling packages including week-end breaks, day trips, and tickets and by developing original services.

More and more tourist offices are working with an “entrepreneurial” mind with a turnover close to one mil-lion Euros; however the majority of the offices are still working traditionally.

The challenge to convert small offices into competi-tive structures is enormous. But some are accepting it. The story just begins…

For questions about the Guide to College Programs, contact: Amie Garrett Grayson | ICHRIE

Telephone: 01 (804) 346.4800 Email: [email protected]

Have you updated your institution’s information

in the Guide to College Programs in Hospitality, Tourism & Culinary Arts!

The Guide to College Programs in Hospitality, Tourism & Culinary Arts is the best source of in-formation regarding education & employment op-portunities in the fields of hospitality, tourism & culinary arts. By updating the latest version of the Guide to Col-lege Programs to a web-based database, parents, students, counselors & other advisors will be able to search the listings based on the criteria—loca-tion, school size, degrees offered, etc.—that best meets their needs. In addition, colleges & universi-ties will have the ability to revise their information as it changes. The Guide to College Programs incorporates mem-bers of International CHRIE as well as colleges & universities who wish to make details of their pro-grams accessible to hospitality, tourism & culinary arts students. In addition, information about indus-try is available with ICHRIE’s corporate partner list-ings and others who wished to participate.

• New, online database• Searchable criteria—location, school size, degrees offered, etc.• Ability to revise information online— always have the most up-to-date listing!• Information is open for public access• ICHRIE membership not require to list your institution or company

The Guide to College Programs in Hospitality, Tourism & Culinary Arts

is Better than Ever!

Guide to College Programs

Guide to College Programs It’s Never Been Easier.


Augment Your Tourism Experience or DieBy Lukas O. Ritzel

Lukas O. Ritzel is Web Strategist at IMI University Centre Luzern in Switzerland.

The whole Web2.0 wave has already had a huge impact on how business is done today and web2.0 marketing is essential to most current businesses, from fashion to education and even government. For example, in the tourism industry, the ‘re-view features’ have dramatically

changed how hotels and hospitality related services and products are perceived. Hotel chains like Sheraton have spearheaded this change, displaying the social feedback component dominantly on their homepage.

Web2.0 has helped to create “Tribes.” (Godin, 2008). Godin’s “Tribes” idea is a simple one, as well as an old one, where people are turned into a “tribe” by a shared interest. The rise and acceptance of social networks has done its share to make “Tribe” initiation and lead-ing easier. If the interest is in an off-mainstream Marvel superhero like the “Silversurfer”, one will find it much easier to locate a virtual community and experts, who are willing to share and to network about this topic. None of our students at IMI University Centre will plan their term break travel without a visit to ‘tripadvisor’ and on the website for the City of Luzern, the only external logo to be carried forward from the old website to the new one in August 2011, was their traveller choice award from the users of ‘tripadvisor’. The very social and emotional nature of tourism seems to be ideal for all social media.

All this leads to a totally new way of using the collab-orative web, making it more interactive, transparent and accessible to an ever growing user community. Recent technologies once again have added a totally new level to the data gathered in the social web with geospatial and NOW (http://now.netapp.com/) as added dimensions. The technology hype or buzz word of 2011, which has replaced Twitter, is Augmented Reality or AR. AR, this au-thor believes, will be conceived as one of the key drivers leading to a more “sensory” or more natural Internet and may one day be known as Web3.0.

Specifically, tourism seems to be an ideal partner for the development of AR. Augmented Reality (AR) is

when technology recognises what you are doing, and then enhances it. Especially Augmented Reality is where the digital world enhances the real world, and Augmented Virtuality is where the real world enhances digital worlds. These technologies, with ever evolving applications, are presented at almost every technology fair today.

Augmented city guides give a totally new experi-ence delivered directly into every tourist’s palm and he or she can experience the city at their own pace, with their own specific level of interest and most of all exactly when and where they need it. It is the perfect enhance-ment of a physical experience with the digital overlay of information, visuals and other sensory triggers. It will never compete with the life experience and the “being there” but it can make this specific presence so much more intriguing and fun. Where one person wants to know more about the historic background of a specific building (http://goo.gl/IsI29 for example the Berlin Wall or the World Trade Center), the other would love to see scenes from all movies which have been played there (http://goo.gl/XeioD - you tube movie) and the third sim-ply wants guidance to the next tube (http://goo.gl/lL1It New York AR tube finder).

Augmented Reality is much more than just a new technology, it leads to a more instrumented, intercon-nected and intelligent internet experience. AR is simply the tool that allows us to achieve this. Fundamentally, AR can actually lead to a better understanding of the world through experiences and overlay of digital informa-tion to the real world. Is there any tourist who would not want to profit from such a new experience? But such new potential, leads once again, to change and a rethinking of factors such as digital content, socio-cultural trends and the new importance of mobile computing (the world in your hand). Today, the examples of AR are abun-dant. See here a compilation mix done by the author http://goo.gl/5onZZ which will give you a good impression of what AR can achieve.

The Economist Technology Quarterly newspaper in September 2009 stated that “Trying to imagine how AR will be used is like trying to forecast the future of the web in 1994”. In November 2009, Juniper Research made the following forecast for 2014 “AR on the mobile will


generate $732 million. 350 million handsets are expected to be AR enabled” (Juniper Research, 2009). The hope is that AR will not just add even more of an information load to the existing cyberspace, but will actually help make the world more understandable.

AR allows a person to look at a range of mountains during a walk, through a mobile device equipped with a camera and receive additional information. This is only possible if the user can then connect to real-time infor-mation, for example, facts through Wikipedia or social media content including feedback, reviews and opinions and layer it over the real time image. In this way users may achieve greater clarity and be more informed as they experience our complex world. This transition comes naturally since it bridges those two worlds, the world we live in and the abstract world of digital information avail-able online.

During a live demonstration at ETH University in Zu-rich, different AR applications were shown to a mixed audience, some Net natives and some more mature, less technical members. The results were surprising. A high percentage of non-technical people not only had great fun, but also demonstrated great ease in grasping those new applications almost instantly. No words needed to be exchanged to experience and to agree on the added val-ue and the ‘edutainment’ benefit of applications such as Junaio, SwissPeaks, Mobilizy and AR games like Gbanga. We will most probably experience the same positive user feedback once AR has found its way into every airport, to guide and support stressed and tired travellers, with in-formation delivered directly to their smart phones.

The need for simplified, more natural technology, which performs as it should, has recently been the sub-ject of a research study carried out by Oxford University students. This research investigates the post-digital era and the current transition from an early phase ‘Co-digi-tal’ - in which

“A technology goes through as the user community appropriates it and influences its development” to-wards a ‘Post-digital’ one, in which the ‘power of the technologies’ arises in the act of their colonisation, or appropriation, by people into their lives … when they

cease to be technology and become simply “stuff that works” (52 Group).

So why is AR important? This question was raised during the first European Augmented Reality Business Conference in April, 2010 in Berlin (Arbcon, 2010). The conclusions were that the world itself is becoming the universal and intuitive interface with mobile AR. This explosion of the interface into ambient space means an explosion of opportunities to interact, communicate, col-laborate, and make transactions.

The author believes that by now businesses do have a pretty good idea of the opportunity for change brought about by the cybernetic revolution. Decision makers can analyse what is happening today and, after distancing themselves a little, may be able to estimate what will probably stay and what will need to be adjusted. Lead-ers now really have to wonder how to bring economic organisations from where they are (basically industrially-minded communities that use modern technologies without integration) to where they should be. Some seri-ous scenario building must be done. So far, it has been so important just to convince people of the reality of change that we have been content with just the vaguest descriptions of what the organisation of tomorrow could look like.

The problem is, now that people are convinced of the reality of change, they want more, and they want solid scenarios and guidelines. The digestion of social me-

dia and what we call today the Web2.0, is largely a “fait accom-pli”. Web3.0, where technology becomes more human through Augmented Reality, Augmented Virtuality, and the semantic in-ternet, is happening right now. Web3.0 will, for once, not just add more to the existing palette of technologies and applications,

but, once the hype has calmed down, will result in value- added applications which lead to a better understanding of a more and more complex world.

The key message one should draw is that technology recently has become much more user friendly and allows a totally new audience to participate online and for once really have fun with technology which is sensory, bridging online and offline in a way that has never been possible. Watch the author talking at a recent TEDx event in Zug, Switzerland on the topic of the sensory Internet http://goo.gl/sAmVb

The emergence of AR will significantly change many activities and will cause a series of far reaching changes to how business is done, in a similar way to how Web2.0 and social networks have already affected many indus-tries and in some cases have almost reinvented them (tourism and music industry, for example).

We are still at the very beginning of AR and nobody now can say what effect it will have on our future lives.

Augmented Reality is much more than just a new technology, it leads to a more instrumented, inter-connected and intelligent

internet experience.


It would be the same as expecting Wales, Zuckerberg or Berners Lee to know in advance what impact their ap-plications and technologies would have. But there are certainly enough indicators to know that a lot more is to come and that businesses better get ready to board the AR train.

We can be sure that tourism and hospitality will ben-efit from many more apps which will enhance the whole travel experience. (http://goo.gl/PzGh4 some more videos from YouTube showing the latest and best of AR collected by the author and his students at IMI-Luzern of batch 2011B)

The question now is who will be the major players in the AR market? Will it, once again, be the big ones; Microsoft, Adobe and Apple? Right now it is a jungle out there. No standards and no killer AR application are vis-ible. The problem is that for every AR application, the user will have to install a specific widget, add on or ap-plication to their device. But this may well be a chance for many more creative products to emerge before the big three flex their corporate muscle and wade in to try to manage it.

Angell Akademie Freiburg GmbH • ARAMARK • Bet-hune-Cookman University • Bradley University • Brad-ley University —FCS • César Ritz Colleges • César Ritz Colleges Switzerland • César Ritz Colleges, Lucerne • César Ritz Colleges, Luzern • Cornell University • Council on International Educational Exchange (CIEE) • elaware State University • DePaul University • Drexel University • Dusit Thani College • Ecole hôtelière de Lausanne • Endicott College • Fairleigh Dickinson Uni-versity • Florida Atlantic University • Florida Gulf Coast University • Florida State University • Free University of Bolzano • HAAGA-HELIA University of Applied Sci-ences • Hotel Institute Montreux (SEG) • Hotelschool The Hague • Humber College Institute of Technol-ogy and Advanced Learning • IHTTI School of Hotel Management • Indiana University - Purdue University Fort Wayne • Iowa State University • James Madison University • Johnson & Wales University, Charlotte • Johnson & Wales University, Denver • Johnson & Wales University, North Miami • Johnson & Wales University, Providence • KDU College • Laurea University of Ap-plied Sciences • Manchester Metropolitan University • Michigan State University • Missouri State UniversityNapier University • New York University • Niagara Uni-versity • North Carolina Central University • Oklahoma State University • Ozyegin University • Rochester Insti-tute of Technology—Dubrovnik Campus • Rochester Institute of Technology—Rochester Campus • Saint Leo University • Shannon College of Hotel Manage-ment • Sinclair Community College • Sodexo • South Dakota State University • St. Cloud State University •Swiss Hotel Management School, Caux • Swiss Man-agement University • Taylor’s University, Malaysia • Temple University • The Culinary Institute of America • The Hong Kong Polytechnic University • The Pennsyl-vania State University • The Total Simulator Company Ltd. • University of Central Florida • University of Dela-ware • University of Denver • University of Houston • University of Maryland Eastern Shore • University of Massachusetts, Amherst • University of Memphis • University of Nebraska-Lincoln • University of Nevada, Las Vegas • University of New Hampshire • University of North Texas • University of South Carolina • Virginia Polytechnic Institute and State University • Virginia State University • Washington State University • West-ern State College • Widener University

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Seeking Jobs on Social Media: Are You Ready?By Linchi Kwok, Ph.D.

Over the years, practitioners and researchers in hu-man resource (HR) management have been aiming to help organizations cut operation costs, improve services to employees, and address the strategic objectives of organizations; these challenges push organizations to continuously transform and re-organize their HR functions (Martin & Reddington, 2009). Since December 2007, many countries have entered a worsening recession, which fur-ther challenges for-profit and not-for-profit organizations to re-construct their HR functions. The recession has resulted in many organizations consolidating operations, freezing new hires, and/or laying off workers (Kwok et al., 2011; Robertson & Dayal, 2009). More organizations outsource HR work (Berg, 2009) and begin using social media in managing HR functions (Russell, 2009).

When companies rely more on social media in man-aging HR functions, traditional job-seeking tactics, such as submitting online applications or responding to classi-fied ads, might not be sufficient anymore in securing job

offers (Kibbe, 2009; Kohnle, 2009). The fact is that many HR managers have already frequently used social media in employee re-cruitment and selection (Pear-son, 2009/2010). According to Meinert (2011),

CareerBuilder.com surveyed 2,600 hiring managers in June 2009 and found that 45% of employers had been us-ing social networking sites in researching job candidates, as compared to 22% in 2008. In addition, 11% of employ-ers planned to use social networking sites for screening; 35% of those who used social networking sites in recruit-ing and selection had turned down candidates because of what they found online about the candidates. A 2010 Microsoft study reported by Dahlgren (2011) at NBC News

suggests that almost 80% of recruiters look at can-didates’ activities on social media sites. In another 2010 Microsoft-commissioned survey of 275 U.S. recruiters, hiring managers and HR professionals revealed that 70% employers had rejected job can-didates before based on the information they found online (Meinert, 2011). Today, conducting candidate background checks has become a serious business. Social Intelligence Corp. in Santa Monica, California, for instance, is established to help other companies complete candidate background checks on social media. This makes it essential for colleges and uni-versities to provide pertinent advice to students and prepare them with the adequate social-media job-search skills.

The purpose of this paper is to propose some useful tactics for students on how they may lever-age the power of social media in job search. The suggestions outlined in this paper, however, are solely based on the author’s practical and research experience in college recruitment, employee selec-tion, and social media. It is hoped that this paper will open up a scholarly discussion on using social media in job search and provide helpful information for college students who will soon be looking for an internship or career opportunity in the hospitality and tourism industry. In particular, this paper an-swers three questions:

1. What is social media? 2. How do companies use social media in recruit-

ment and selection? 3. What can job seekers do in responding to

companies’ social-media strategies in recruit-ment and selection?

What Is Social Media? Social media includes more than those popular

social networking sites such as Facebook and Linke-dIn. Social media is a group of Internet applications that “build on the ideological and technological foundations of the Web 2.0 technology;” it allows people to quickly exchange user-generated content (Kaplan & Haenlei, 2010, p. 61). Social media is composed of online forums such as blogs, discussion boards and chat rooms, e-mail, product or service review websites and forums, moblogs (e.g., audio, image, or movie sharing websites), and social net-working sites (Mangold & Faulds, 2009).

Linchi Kwok, Ph.D. is Assistant Professor at Syracuse University.


There are an increasing number of companies using social networking sites such as Facebook in recruiting candi-

dates and for employee selection

Today, social media has become one of the most pop-ular Internet tools. Recent studies have found that 75% of Internet users use social media as of the second quarter of 2008 (Kaplan & Haenlein, 2010). Between 2006 and 2008, the active Internet users who read blogs grew from 54% to 77%, and the users who watch video clips online increased from 32% to 83% (Manafy, 2010). Additionally, many of these social media websites record Internet us-ers’ rich social-demographic information and track their preferences. Such information provides invaluable data for companies to make viable business decisions. Many companies, traditional media agents, government, and non-government organizations have recognized the power of social media; they are finding ways to utilize social media for their benefits (Finin et al., 2008).

Companies’ Social Media Strategies in Recruitment and Selection

There are an increasing number of companies using social networking sites such as Facebook in recruiting candidates and for employee selection (Smith & Kidder, 2010). According to the Jobvite Survey of U.S. Human-Resources and Recruiting Professionals reported by Raice (2011) on The Wall Street Journal, the percentage of companies that have been using social media in recruit-ing increased from 68% in 2009 to 73% in 2010 and 80% in 2011. Additionally, 9% companies plan to begin using social media in recruiting by the end of 2011. In the hos-pitality industry, many employers are also using social media in recruiting and screening candidates (Jennings, 2010). Hyatt Hotels and Resorts (Hyatt hereafter), for example, has already had a designated career website for talent acquisitions (http://www.hy-att.jobs). Yet, the company is also actively using social media to engage with potential candidates and current employees. Hyatt has a variety of social media accounts just for recruiting can-didates, including a Facebook page, a Twitter account, a YouTube channel, a blog, and a LinkedIn group (keyword: “Hyatt Career” for all of these social media accounts). Hyatt announces and posts vacancies on the social media websites, encour-ages job candidates to post or tweet questions on Hyatt’s pages, and allows job candidates to directly interact with the company’s current employees. By doing so, Hyatt not only creates a communication platform for current and potential employees on the most popular medium, but also maximizes the magnifying effect on social me-dia because whenever a job candidate raises a question or responds to a comment, his/her actions (i.e., hitting the “Like” button, posting a comment, retweeting a message, etc.) will also be updated on this candidate’s friends’ walls or pages. Kimpton Hotels & Restaurants is another example. They post short video clips of current associates’ work experience with Kimpton on YouTube and the IMKimpton website (www.imkimpton.com; the com-

pany’s recruiting page). Recent trends also show that more companies use

a candidate’s information posted on social media for employee screening (Smith & Kidder, 2010), despite the fact that this practice may bring employers potential legal ramifications in discrimination cases (Brandenburg, 2007; Elzweig & Peeples, 2009). Recruiters actually feel a public profile on the Internet (e.g., a LinkedIn profile) may better reflect a candidate’s real credentials because people tend to be honest when they describe their expe-rience, responsibilities, and education online (Johnson, 2011). According to Brown and Vaughn (2011), the advan-tages of using social networking sites such as Facebook for employee screening seem obvious: these websites are open to public, most of which cost almost nothing for companies; the rich information of a candidate may help employers validate an applicant’s resume; and hiring managers may be able to make inferences about a can-didate’s personality, which might not be easy to access otherwise through the traditional screening methods. A recent Jobvite Survey of U.S. Human-Resource and Re-cruiting Professional showed that 45% companies “always search” job candidates profiles online as a screening method, 29% “occasionally search,” 13% review the pro-files if a candidate provides the information, and only 13% “do not review” such information at all (Raice, 2011). Recruiters urge career service centers at universi-ties to work with students on how to present themselves on the Internet because they are looking at students’ information on social networking sites (Roberts & Roach, 2009).

Kluemper and Rosen (2009) believe that there are very few academic studies that have empirically tested the validity and reliability issues of using social net-working sites in employment selection. Nevertheless, Kluemper and Rosen (2009) argue that employers can as-sess a job candidate’s personality, intelligence, and other characteristics or qualifications such as written commu-nication skills, job experiences, knowledge and skill sets, abilities, and the candidate’s fit in the job and organiza-tion based on the abundant personal data posted on the popular social networking sites. Later, they conducted an experiment with a student sample about Facebook and confirmed their assumptions.

With employers’ increasing emphasis on using social media in employee recruitment and selection, it seems that the traditional job search tactics will no longer be effective. Furthermore, job seekers often experience


tougher competition for fewer job opportunities during recessions (Kwok et al., in press). It is important that job seekers respond to the changing dynamics of the labor market and adopt a new set of job-search strategies.

Tactics of Using Social Media in Job Search When using social media in job search, job seekers

need to be aware of the “social networking” and the “communication” perspectives of social media. Specifi-cally, they are advised to adopt the following tactics:

Understand the industry expectations. Job seekers need to understand the characteristics or qualifications that recruiters seek in candidates. Hospitality students are suggested to check out the recent studies and reports by Kwok et al., (2011), Kwok et al. (in press), and Vieregge (2011), which provide in-depth analysis of the com-petencies and skills that hospitality recruiters/managers are looking for in qualified candidates.

Design an appropriate personal brand that fits in the industry expecta-tions and the student’s career goal. Job seekers need to decide what s/he wants the recruiters or hiring man-agers to know about her/him. For example, leadership potential is iden-tified as one of the most important factors that influence hospitality re-cruiters’ hiring decisions (Kwok et al., 2011; Kwok et al., in press). Accord-ingly, if a student wants to work in the restaurant or foodservice industry, s/he needs to market herself/himself as “a leader who has a good knowledge of food and beverage” in the job mar-ket.

Join the professional organizations/groups on Linke-dIn or Facebook such as the American Hotel & Lodging Associations and the National Restaurant Associations; and participate in discussions, i.e., initiating intellectual conversations and answering other group members’ ques-tions. It is very important that a job candidate shares useful information in the network --- the more informa-tion a person share, the better; the more advice/help a person offers to other people, the more likely this per-son will be recognized as an expert or a great employee (Kirkpatrick, 2011).

In addition to the popular social networking sites, create an account in other professional communities on the Internet, such as The Wall Street Journal, The New York Times, and Inc.com (a community for small busi-ness). By default, Google Search will present relevant information/results from a variety of sources, such as web, image, video, news, and blog, and the content on social media can influence the ranking results of a topic or a keyword (Fichter & Wisniewski, 2008). Accordingly,

discussions on online forums also become very important because a person’s profile and his/her comments on these mainstream media can also show up on top of the Google Search results.

Use the same name and title on every social media site. This will help Google Search identify and bring up the right profiles at once.

Cross-reference one another on a person’s social media profiles. For instance, it will be very helpful if recruiters or potential employers can check out a job candidate’s blog or Facebook pages by making one click on this person’s profile on LinkedIn or Tweeter.

Build a network with industry experts, professors, co-workers, references, people who share the same inter-

ests, and people encountered in professional occasions. Hoye et al. (2009) conducted a two-wave longitudinal study with 1,177 unemployed Flemish job seekers and found that networking could be more effective if job seekers connect with those with higher educational, oc-cupational, or general life status than the job seekers’.

Before building a personal brand, search a candi-date’s name on Google and see what people talk about the brand on the Internet and social networking sites. Because employers can easily locate a job candidate’s profiles, pictures, and other personal information on Google, job seekers must be proactive and monitor their online persona (Samborn, 2007).

Start building or reinforcing the personal brand on social media by frequently posting relevant comments or discussions that support the individual’s personal brand. For example, if a job seeker wants to be known as a good chef, s/he may want to share good recipes, post constructive restaurant reviews, and provide professional suggestions to those who need help with food and bev-


erage related topics on social media. Discussions about hotel designs or the boutique hotel concept will not help this job seeker to build a strong personal brand. In fact, irrelevant discussions will actually confuse recruiters and hiring managers about the true passion, interest, or expertise of a candidate. Similarly, if a job candidate wants to be known as a “lodging profes-sional in finance,” s/he must know how to use the industry jargons such as ADR (average daily rate), RevPAR (revenue per available room), and ROI (return on investment). “Consistency + Frequency” will help a job seeker put the desired content on top of Google Search and ultimately build a strong personal brand. Over time, the job candidates should be known as an expert in a specific domain.

Ask professionals who are familiar with the job seeker’s work for endorsement on social media. The more people who can testify a job candidate’s qualifications and credentials, the better. Their recommendations may also help a job candidate to validate and promote his/her personal brand.

Keep in mind that very few employers want to hire a negative person or a questionable candidate (Johnson, 2011). Accordingly, a job seeker needs to be very careful when posting negative comments (unless they are con-structive), complaints, or those pictures/comments that do not project his/her personal brand.

Pay attention to the hidden messages conveyed on social media. Recruiters probably understand that every-body needs to have a life besides work, but a candidate who wants to be known as “hard-working and goal-driven” probably would not have a profile that contains exclusively party or leisure pictures. Pictures taken at the award ceremonies, on the other hand, will be very help-ful in supporting a resume or what is highlighted on the application letter that the candidate is an award-winning individual.

It is all right to show a candidate’s true personality in some ways. In this social media era, business lead-ers must build trust among employees and customers by showing authenticity and transparency on social media (Kirkpatrick, 2011) --- “the more you expose and share your problems, the more successful you become” (p. 74). Likewise, it is important for a job seeker to show his/her true personality and value. In some degree, job seeking is similar to dating. While hospitality companies are looking for candidates who fit in the organization’s culture and jobs (Kwok et al., 2011), job seekers also want to find the jobs they like. If a candidate “pretends” to be somebody else (e.g. a more introversive person wants to be seen as a more extroversive person on social media) and gets a job offer that does not match the candidate’s personality, s/he will very likely end up hating the job and leaving the company. Rather, a job seeker should target the positions or companies that match his/her personality and be true to oneself.

It is important that a job candidate uses a profes-sional profile picture and keep their profiles public to some degree. A professional profile picture is better than having no picture, and having no picture is better than a picture taken by the pool or at a bachelor party. If a job seeker sets his/her social media profiles private, s/

he is not leveraging the magnifying power of social me-dia in building a personal brand. Sometimes, people can make a huge mistake by assuming that their “private” content on social media will only be revealed within their pre-determined network. The truth is, as soon as one of their friends click the “Like” button, post a comment, or re-tweet a person’s “private” update, this “private” content all of a sudden will become public because it will be passed on in their friends’ networks as well as their friends’ friend’s networks. Moreover, a job candidate’s private profile may sometimes create a misleading per-ception for recruiters --- they may wonder why this job candidate must keep everything private.

Be very careful of the questionable content posted on the Internet. If a job candidate feels that a particular picture or comment contains questionable content, it is very likely that recruiters will feel the same as well. In case somebody has posted some questionable pictures or comments about a job candidate, it is fine to ask the other person to delete the content in a polite way.

In today’s job market, a job seeker would hope his/her application or online profile will catch a potential employer’s attention. In fact, there are many success-ful stories published on the Internet about job seekers finding jobs through social media. For example, Berrak Sarikaya, aged 26, lost her job at a trade association in June 2010, but very soon, she built a personal brand on her Twitter network with 2,300 followers and successfully landed freelance and pro-bono projects (Grant, 2011). The results of the Jobvit Survey of U.S. Human-Resources and Recruiting Professionals show that 64% of the compa-nies being surveyed have successfully hired staff through a social networking site (Raice, 2011). Social media, if used appropriately, may help a job seeker to secure job offers. The key is that job seekers need to build a strong personal brand by packaging their credentials, qualifica-tions, and expertise on social media sites. Meanwhile, it is important to note that the suggestions listed above are proposed solely based on the author’s advising and research experience. More scholarly discussion and em-pirical studies on this topic are encouraged. Last but not least, hospitality students need to be aware that it usu-ally takes a long time, or even years, before a candidate establishes a strong personal brand on social media. As a result, students need to start building a personal brand

Be very careful of the questionable content posted on the Internet.


while they are still freshmen or sophomores. So, are you ready to leverage the power of social media in job search?

For comments and feedback, please contact: Linchi Kwok (Lingzhi Guo), Assistant Professor of Hospitality Management, David B., Falk College of Sport and Hu-man Dynamics, Syracuse University, Syracuse, NY, 13244, U.S.A. Tel: 1-315-443-2162; E-mail: [email protected]. In addition to his personal blog about hospitality news and trends (http://linchikwok.blogger.com), Linchi Kwok’s discussions about social media also appear in The New York Times and other professional blogs.

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Fichter, D. & Wisniewski, J. (2008, Nov/Dec). Social media metrics: Making the case for making the effort. Online, 54-57.

Finin, T., Anupam, J., Pranam, K. Akshay, J., Anubhav, K., & Amit, K. (2008). The information ecology of social media and online communi-ties. AI Magazine, 29(3), 77-92.

Grant, A. (2011, July 1). How to use Twitter to change careers. U.S. News Digital Weekly, 3(26), 15.

Hoye, G.V., van Hooft, E.A.J., & Lievens, F. (2009). Networking as a job search behavior: A social network perspective. Journal of Occupational and Organizational Psychology, 82, 661-682.

Jennings, L. (2010, November 22). Social profiling: Screening job seek-ers’ Facebook pages brings insights, liabilities. National Restaurant News, 18.

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Kibbe, C. (2009). Social networking media enhances your job search. New Hampshire Business Review, 31(24), 12.

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Hospitality & Tourism, 10, 372-399.

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Your Guide to Resume Writing How to Prepare an Effective Resume

Reprinted from http://www.jobweb.com/

Resume Essentials Before you write, take time to do a self-assessment on paper. Outline your skills and abilities as well as your work experi-ence and extracurricular activities. This will make it easier to prepare a thorough resume. The Content of Your Resume Name, address, telephone, e-mail address, web site address All your contact information should go at the top of your resume. • Avoid nicknames. • Use a permanent address. Use your parents’ address, a friend’s address, or the address you plan to use after graduation. • Use a permanent telephone number and include the area code. If you have an answering machine, record a neutral greeting. • Add your e-mail address. Many employers will find it useful. (Note: Choose an e-mail address that sounds professional.) • Include your web site address only if the web page reflects your professional ambitions. Objective or Summary An objective tells potential employers the sort of work you’re hoping to do. • Be specific about the job you want. For example: To obtain an entry- level position within a financial institution requiring strong analytical and organizational skills. • Tailor your objective to each employer you target/every job you seek. Education New graduates without a lot of work experience should list their educational information first. Alumni can list it after the work experience section. • Your most recent educational information is listed first. • Include your degree (A.S., B.S., B.A., etc.), major, institution attended, minor/concentration. • Add your grade point average (GPA) if it is higher than 3.0. • Mention academic honors. Work Experience Briefly give the employer an overview of work that has taught you skills. Use action words to describe your job duties. Include your work experience in reverse chronological order—that is, put your last job first and work backward to your first, relevant job. Include: • Title of position • Name of organization • Location of work (town, state) • Dates of employment • Describe your work responsibilities with emphasis on specific skills and achievements. Other information A staff member at your career services office can advise you on other information to add to your resume. You may want to add: • Key or special skills or competencies • Leadership experience in volunteer organizations • Participation in sports References Ask people if they are willing to serve as references before you give their names to a potential employer. Do not include your reference information on your resume. You may note at the bottom of your resume: “References furnished on request.”


The Importance of Managerial Communication for Hospitality Organizational Settings in the

Era of High-Tech EvolutionBy Angelo A. Camillo, Ph.D. and Loredana Di Pietro, Ph.D.

AbstractThe nature of the hospitality industry demands a high

level of communication with both internal and external stakeholders. The evolution of information technology and the internet has made it possible to send written or video communications across the globe at unprecedented speeds. This technology also enables immediate storage and retrieval of data and so, consequently, all electronic communications must be extremely thoughtful and pre-cise: Once information is sent electronically it can, in

theory, be accessible to anyone, anywhere. Thus, having a Managerial Communication plan in place, especially when the need for “crisis communication” arises, allows for efficient dissemination as well as the data protec-tion. The aim of this paper is to raise awareness about the criticality of communication issues within hospitality organizational setting using a philosophical and ethno-graphic research methodology to investigate and to assess

the status-quo of contemporary Managerial Communica-tion Plan. The methodology also applies interpretative techniques to analyze case studies, factual events, and non-intrusive collection of data obtained from a conve-nience sample of hospitality companies’ executives. The results of the study suggest that inefficient communica-tion and lack of communication’s policy implementation can lead to unpredicted consequences. The findings will benefit the practitioner in the field, hospitality educators and students understand the importance of a policy that sets the standard for intrapersonal, interpersonal, group and organizational communications within global hospi-tality organizations.

Introduction Communication policies are designed to engender

understanding of appropriate forms and styles of commu-nication with emphasis on both internal communication with employees and external communication with busi-ness associates, press, and potential customers. The nature of any industry demands an understanding of key communication concepts. Through appropriate training and effective policy implementation, a firm improves communication skills at all levels of the organization, but especially at middle to top management levels. Manage-rial Communication can be considered a discipline (Gross, 2011) and a research topic in the field of social sciences (Calhoun, 2011). Accordingly, it is now taught in busi-ness schools worldwide. In fact many graduate business programs include “strategic communication” in their curriculum. Strategic communication is taught as a core management competence which is instrumental in ampli-fying general performance in all areas including personal, business, financial, and strategic arenas. It is applied to the key managerial fields of study that encompass career building, coaching, crisis management, multi-cultural leadership, ethical communication, managerial control, impression management, informational vs. persuational leadership, interpersonal communication, investor/media relations, team-building, presentations, and negotiations.

Practitioners have long seen the necessity of ef-fective communication. However, as recently as a few decades ago there were no resources available for learn-ing communication nor was it considered a discipline in the educational field in general. But, what exactly is Managerial Communication? To a certain extent Manage-rial Communication within a firm can be defined as the

Angelo A. Camillo, Ph.D. is Associate Professor of Strategic Management in the School of Business at Woodbury University. Loredana Di Pietro, Ph.D. is a Post doc fellow of Business Organization in the Department of Management at the University of Molise in Italy.


communication between a manager and his or her subor-dinates. In a broader sense it can be applied to employee interactions with those outside of the company. The goal of communication is comprehensive in the fact that it

intends to develop and disseminate relevant knowledge that will increase the effectiveness and efficiency of managers, and employees in the contemporary business environment. Managerial Communication extends beyond the walls of the organization and involves the interaction between two or more individuals who must communicate in business situations whether it is Manager to Employee (M2E); Business to Business (B2B); or Business to Cus-tomer/Guest, (B2CG), (Monash University 2010; Cornell University, 2011). Nevertheless, good communication practices in the working environment are developed over time and through experience. Too often miscom-munications have created problems resulting in conflicts. Therefore, it is important that firms not only have com-munication manuals and training at their disposal, but also they must perfect the art of Managerial Communica-tion.

Hypothetically, there would be no conflict were a message sender able to accurately predict how a receiver would perceive his/her message. Unfortunately, the busi-ness world does not operate within such a utopian state. Business leaders must, therefore, be organized and pre-pared with a well formulated communication policy in place to avoid potential pitfalls. Having a plan in place is a constant reminder to respect others, and strive for mu-tual understanding.

This paper investigates if hospitality organizations have a communications policy and plan in place; to what extent the plan was implemented (e.g. corporate level), and whether the plan was effectively implemented to raise awareness about the importance of communication issues within hospitality organizational settings. It also specifically addresses the responsibility of Hospitality Executives who manage properties internationally and need to communicate cross-culturally. Overall the results of the investigation will benefit the practitioner in the field, but should also aid students at hospitality business schools allowing them the opportunity to explore the ways in which intrapersonal, interpersonal, group and organizational communications are experienced within global organizations. In this study and within the frame-work of managerial leadership effectiveness, Managerial

Communication does not refer to media communication; instead it focuses solely on communication within the context of hospitality management.

Scope of the researchCommunication, although it appears to

be straightforward, is a complex undertak-ing. Clampitt (2005) argues that employee communication is an important skill for all Line managers irrespective of their seniority (Clampitt, 2005). Effective communication requires training and development. Often, organizations do not invest the appropri-ate resources (money, time and effort) in developing their managers’ communications skills. This lack of investment can result in

communication failure. First and foremost the organiza-tion’s leadership must have a clear understanding about communication and adapt its scope to the operation in which they do business in. Thus understanding its true meaning beside its importance is crucial to management. There are many definitions of the term “communication”. Within the scope of this paper we expand its definition describing communication as “the ability to exchange information via data, voice, and video communication as outlined in the organization communication’s policy.” Ac-cordingly, we investigate if stakeholders at all level of an organization should strive for interoperable and seamless communications in order to manage their task effectively and be ready and capable to deal with emergency situa-tions should the need arise.

The main scope of this research is determined wheth-er hospitality companies have a communication policy in place and offer a useful outcome that reinforces the importance of having such a policy implemented. It also aims at raising awareness about the criticality of not hav-ing a communication policy in place.

The Importance of Managerial Communication in Hospitality Operations

This study focuses on two types of communication: formal and informal. In this context we define formal communication: “A set of rules that all stakeholders in the organization strictly adhere to”. It is a structured flow of information formally conveyed to members within and outside the organization. The structure enables the flow of communication in a way that guarantees the transfer of specific knowledge effectively, effortlessly, precisely, quickly and confidentially. In other words the structure is the only formal channel of communication. Formal communication within the organization includes but is not limited to: Departmental meetings, confer-ences, telephone calls, emails, text messages, company news releases, media interviews and special publications.

Conversely we determined that informal communi-cation cannot be specifically defined, since it is derived from unplanned events and under a wide array of unpre-dictable circumstances. Informal communication is based

Hypothetically, there would be no conflict were a message sender able to accurately predict how a receiver would perceive his/her message.


on the realization that a firm cannot be effective without personal interaction among the members. Therefore in-formal communication is personal, unofficial, and mostly verbal.

When formal Managerial Communication is non-existent informal communication occurs organically in individuals or in a team. When a crisis occurs managers who have not been trained in communication processes develop and implement an immediate communication plan based on effective past experience from practiced communication values and interactions. When the emer-gency happens, the manager is able to promptly begin the communication interactions, enabling him/her to manage the crisis (McKinney et al., 2005).

The literature shows that too often communication by managers fails because of lack of proper training, lack of follow-up, follow-through, and lack of consequences for those who do not perceive the communication to be important. Consequently managers abdicate the responsibility for communicating effectively to their ‘internal com-munications department and lack the confidence in facilitating dis-cussion in their teams” (Clampitt, 2005). Indeed, communication is not simple and experienced com-municators recognize the need to be persistent until their messages have been clearly received, under-stood, and dealt with accordingly. The results of an investigation about persistent and redundant Manage-rial Communication revealed that clarity in messaging was not the goal for redundant communication (Girard, 2011). Even if a powerful manager is clear and direct with an employee-team member, it is still the clarity that counts in order to get the core of the message delivered as intended.

Communication has become a topic of intense inter-est by national defense forces. Moreover, the topic of strategic communication is studied as an integral compo-nent of a country’s national defense strategic planning. Strategic communication can, therefore, be referred to as policy-making and guidance for consistent information activity within an organization and between organiza-tions.

In business management terms one may refer to com-munication as: Integrated (marketing) communication, organizational communication, corporate communication, institutional communication, etc. (Thatam, S.A., 2008). To a certain extent, the concept could be reduced to a department level e.g. accounting communication, finance communication, human resources communication, public relations communication, investor relations communica-tion etc.

In strategic management sensitive information must

be safeguarded effectively. According to Kitchen and Schultz (2001) “Communicators have sometimes been referred to as “doctors of business”. While it is impor-tant to pay close attention to firm’s view of a problem, it becomes necessary to go beyond the means to diagnose the real situation to protect company’s sensitive commu-nication. For example in case of contemporary industrial espionage, when information is accessed by intruders “hackers” it can be used through social media as a weap-on to gain competitive advantage. To understand the impact specific information can have when an intruder accesses the information illegally one can refer to the Wiki Leaks case (Johnson, 2011). Not only the information was obtained illegally but the weaker stakeholder who had the information in his possession became empowered and emboldened in a way that it prevailed, to a certain extent, over seemingly stronger adversaries, the U.S.

Government (Castels, 2007).

The role of Information technology (IT) in contemporary communications practice

Information technology (IT) is, to a certain extent, an essential mediating element in contempo-rary Managerial Communication. The knowledge and proficiency of utilizing information technology ef-fectively will help management at all levels better communicate both internally and externally.

For example, the global po-litical events of 2011 and the changes in the political landscape

in the Middle East show that social media has become increasingly important in the field of international com-munication. In a way anyone can communicate worldwide even simulating a reporter; in other words anyone can be a self declared journalist. Global companies across all industries, but especially hotel companies, are us-ing social media to disseminate all types of information whether marketing related or human resources related. The most popular social media outlets such as Facebook and Twitter are being used to communicate with individu-als within and outside the organization.

Although using social media to communicate can be challenging for some, hospitality leaders use it effec-tively to stay in touch with all concerned in a timely and effective fashion. Hospitality leaders such as Bill Mar-riott (http://www.blogs.marriott.com/) and Dan Cathy (http://www.chick-fil-aleadercast.com/blog) use internal and external blogs to communicate with employees and individuals within and outside the organization. Even employees have developed external system of communi-cation connected with present and past colleagues e.g. past and present employees of InterContinental Hotels


Table 1Factors a firm should consider in the formulation

of a Managerial communications planFactors (Not rank specific)

1. Good communication skills and proper eti-quette by managers are essential

2. The value of learning about culture and cul-tures

3. Effectively practicing Managerial Communi-cation

4. Must have a communications plan in place

5. Define the scope and the goal of the plan

6. Deciding on the critical components of the communication plan

7. Who should be in charge of disseminating what information

8. Who should receive the information

9. What should be the content of the informa-tion include

10. The criticality of the timing on when infor-mation should be released

11. What methodology should be used to relay the information

12. Determine how to store, track, retrieve, and, if necessary delete the disseminated information

13. Plan for unintended consequences and how to deal with them

14. Implement an effective control mechanism that can monitor all company information to avoid distortion, tempering, and manipula-tion of the original information by intruders

15. Clear the Managerial Communication’s initiative with legal department before implementing the final plan.

communicate as “Alumni” through the website Xinter-conti™ accessible at http://xinterconti.ning.com/. This phenomenon delivers measurable benefits to all stake-holders involved with the organization. For example, by using internal blogs the organization can collect informa-tion from within the workplace. The data collected from employees can be used for aiding performances evalua-tions and for many other applications. The data collected on guests, for example, can be used in the application of competitive analytics, Customer Relations Management (CRM), Customer Experience Management (CEM), and other marketing related applications. Of course there are important caveats to these new modes of communica-tion. While IT communication may have many benefits, managers should be careful not to abuse an individual’s right to privacy or to unlawfully collect personal informa-tion.

Use of effective communication to create competitive advantage

When researching competitive advantage major research questions come to mind: Why are some com-petitors more successful than others? And: Why do some executives seem to always make the right decisions while others fail? The answer is certainly not based on luck or serendipity. One of the most significant attributes that make a hospitality executive successful is “effec-tive communication”. Studies in the field of Managerial Communication reveal that managers’ failure to effec-tively communicate with all stakeholders leads to lower productivity, lower profitability and short – term survivor-ship. In other words even the most talented managers who attempt to lead the organization on their own will eventually become isolated and fail while successful com-municators will succeed. Transparency through effective communication is the key to success. Many strategic plans may never be implemented due to lack of communication from managers. Increased Managerial Communication effectiveness enables practitioners at all management levels to realize the benefits of proper communication regardless of their departmental function.

Lesson from a case studyKathryn Yates (2006), the Global Practice Director

for Communication Consulting at Watson Wyatt has con-ducted a six year research study entitled: Becoming a ROI Builder: Delivering Effective Employee Communication. The results for which Watson Wyatt Worldwide surveyed more than 750 companies representing more than 12 mil-lion employees aimed at determining the best practices in organizational communication and at identifying the “critical communication areas” companies should be concerned with. The results of the study confirmed that “communication effectiveness” is a leading indicator of financial performance. In fact companies with “superior employee communication” policies provided a 47 percent higher total return to shareholders over a five year period (2002–2006) compared with those firms at the bottom

of the communication effectiveness scale (Yates, 2006). The study also found that companies that implement or improve their communication practices by one significant deviation can achieve a 15.7 percent increase in market or shareholder value. Hence, improving communication effectiveness can provide added shareholder value for small and large companies alike. The results also deter-mined that the areas in which top performing companies excel are: Customer focus, employee engagement, mana-gerial communication, change management, measuring effectiveness, and employer brand (Yates, 2006).

Lesson from a factual eventOn September 21st, 2011, Reuters Online News Agency

reported that the White House Officials from the De-partment of Justice spent $16.00 per muffin they had

Table 2

Sample communication for a meeting schedule

Communication meeting type:

Monthly Financial Meeting

Purpose Review month-end financial results

Location Conference Room

Frequency Every 5th day of the month

Chairperson John Peterson, Regional Finance Manager/Revenue Manager

Minutes by Jane Myers, Executive Assistant

Attendees Bob O’ Raw; Shane Kennedy, John Bonanno, Jorge Garcia,Mohammed Al Fahra; Luise Him-mel; Diana Schmidt.

Agenda Financial results issues, prepare report to head office

Distribution list All Departmental managers, Ex-ecutive Committee, Regional VPs

Media Results of the meeting will be posted on the intranet

consumed during a legal conference sometimes in August of 2011. Specifically the online news read: “We found the Department (of Justice) spent $16 on each of the 250 muffins served at an August 2009 legal conference in Washington, said a DOJ Office of Inspector General report released on Tuesday,” (Reuters, 2011). Accord-ing to Reuter’s report the expensive muffins, which came from the Capital Hilton Hotel just blocks from the White House, were delivered together with cookies and brownies that cost almost $10 each.” In addition, the department spent $32 per person on snacks of Cracker Jack, popcorn, and candy bars and coffee that cost $8.24 per cup at another conference. Furthermore, they added that the Department of Justice spent $121 million on con-ferences for the fiscal period 2008 and 2009 and nearly $600,000 for event planning services for five conferences (Allen, 2011).

However, on September 30, 2011 Reuters Online News Agency reported: “The U.S. government did not pay $16 for each muffin served at a legal conference after all, the Justice Department inspector general’s office said on Friday, contradicting an earlier report that caused up-roar. A spokesman for the office said it had based the $16 muffin on documents showing an invoice from the Capi-tal Hilton Hotel of $4,200, including gratuity and service charge, for 250 muffins at the August 2009 conference in Washington,” (Vicini, 2011).

The previous report, released on September 20, 2011 had generated extensive national news coverage to the extent that President Barack Obama ordered all federal agencies to review expenses for conferences. Following the report the Capital Hilton Hotel, a spokesman for the Hilton Hotel company issued a statement saying that oth-er food and beverage items, such as coffee, tea and fruit, were also included in the charge. As a result, both images may have been damaged, the Department of Justice for overspending and the Capitol Hilton Hotel for supposedly charging high prices to the Government. Incidents such as this happen frequently and the damage to a company can be irreparable.

Indeed reputation through voluntary or involuntary miscommunication through any media outlet can serious-ly damage the reputation of a company, especially that of hospitality companies which are very vulnerable to public scrutiny.

Coincidentally, in the October 11, 2011 press release, the AIG (American Insurance Group, Inc.,) announced that it had added an innovative idea to their insurance portfolio and began offering a “Reputation Insurance” through their Chartis insurance division (Ali, 2011). With this service AIG has created a new type of public rela-tions firm by offering an insurance policy that gives companies access to world-class reputation and crisis communications professionals as well as coverage for costs associated with avoiding or minimizing the potential impact of negative publicity. Such a service, together with a well crafted communication’s policy could become

an extremely important and integral part of the risk man-agement process.

MethodologyThis qualitative paper uses philosophical and eth-

nographic research methodology to investigate and to assess the status-quo of contemporary Managerial Com-munication within the hospitality industry. Furthermore this explanatory study applies interpretative techniques to analyze case studies, factual events, and non-intrusive collection of data obtained from a convenience sample of hospitality companies’ executives (Marshall and Ross-man, 2010, pp.137-303). To analyze the data the study uses the technique of coding and frequency, trends and patterns analysis. Coding is an analytical process in which data is categorized to facilitate the detailed analysis of critical variables which have variety, richness, and indi-vidual character. Coding is used to distinguish between a set of variables, followed by an additional in-depth, interpretive coding in which more specific trends and patterns can be interpreted. Thus, coding allows for sum-marizing the prevalence and relevance of codes, as well as discussing similarities and differences among them. In addition, it uses recursive abstraction, a methodology where datasets are summarized; those summaries are then further summarized, until a subset of useful data is obtained (Denzin and Lincoln, 2005; Loseke and Cahil, 2007; Holliday, 2007).

Data Collection


Table 3

Critical components and logistics of a communication plan

Critical components and logistics of a communication planFactors Who What When How Where StakeholdersDrafting the policy and creating the plan

Management Policy and plan At inception or by timely adoption

Self devel-oped, hiring an expert, adoption from parent compa-ny, research

Corporate office or at property level

All: manage-ment, em-ployees and customers

Disseminating information

Management appointed spokes person

Type of com-munication: internal-exter-nal; how much and level of confidentiality

Timing, fre-quency,

-Directly: memo, email, presentation -Indirectly: accessible on intranet, website -Personal: relayed to others in person

At specified lo-cation, either with public ac-cess or private

Individuals or groups of stakeholders

Communica-tion tracking and storage

A trustworthy person ap-pointed by the Management

All types of communica-tions

On going In writing, electronically, voice and video record-ing, or by other means such as wit-ness observa-tion and taking notes

At all desig-nated physical locations and on cyber space

All persons as appointed by the Manage-ment

Data from previous studies and factual events was extrapolated from published scholarly literature and par-tially from practitioners’ trade literature. The qualitative data was obtained from previously arranged semi-struc-tured phone interviews as well as face-to-face structured interviews during the months of June and July, 2011. This approach provided information that was assessed accurately and consistently by asking all participants the same questions. Like personal interviews, telephone interviews enable a researcher to gather information rapidly. They also allow for personal contact between the interviewer and the respondent. During the interview participants also had the opportunity to answer open ended questions which allowed them to contribute their personal point of view. The data was collected from a convenient sample of 18 hospitality executives, nine of which worked for a hotel company. The remaining nine

worked for food service companies. Participants were asked a set of questions that included whether the com-pany they worked for had a communications policy and a defined communication plan in place; to what extent the plan was implemented, e.g. corporate level, and whether the plan was effectively implemented.

Discussion

Results from literature review The synthesis of the findings from published litera-

ture reveals that hospitality firms cannot neglect the importance of a well formulated and executed communi-cations plan when operating in this century of high-tech evolution. A well executed communications plan has a direct correlation with a firm’s success. Furthermore the implementation of a managerial communication plan allows for maximum efficiency of information dissemina-


tion as well as the protection of confidential and highly sensitive data which is vital to maintaining competitive advantage over a competitor. The methodology in which the data is stored and retrieved is also the key. Decisions regarding who should have access and/or authorship of a company blog, Facebook page or intranet are pivotal.

In regards to Managerial Communication Education, much has been debated as to the direction this rather new discipline should be heading. Since it was first introduced in the classroom, academicians have argued whether the subject should be cataloged and taught as a discipline, or be part of social sciences or simply regarded as an integral tool for the practitioner in the field.

Regardless of the future of Manage-rial Communication taxonomy, published literature and recent events such as the case of WikiLeaks (Johnson, 2011), and the case of the expensive muffins consumed by the Department of Justice and delivered by the Capi-tol Hilton Hotel (Allen, 2011; Ali, 2011), offer compelling evidence that not only is there a need for companies to implement an effective communications policy, but there is also the need to formulate a policy that is effective and that protects confidential data.

The degree of effectiveness, however, will depend on management ability to formulate and implement a Mana-gerial communications plan that is inclusive. This means that it cannot disregard the sensitivity and the critical-ity the effect of information technology will have on the plan in terms of how and at what speed communication takes place.

Qualitative results The results from company data obtained through

interviews were transcribed, coded and analyzed for frequency and pattern. They were then synthesized by applying recursive abstraction. The summarized and tab-ulated results are presented below. Table 1 lists the most important factors participants believed a firm should consider having in order to have an effective Managerial communication standard in place. Table 2 shows a sample communication for a meeting schedule which represents a true event. In order to protect the identity of the company that provided the content in table 2 and the identity of the meeting participants the names have been changed.

From the participants’ interviews it was also deter-mined that the hospitality companies they represented did not really have a true stand alone “Communication’s Policy, or a Communication Plan” in place. To a certain extent the commutation policy was either integrated in the employee manual or in the ethics policy document or in the standard of performance manual, or in other

important guidelines such as “standard of service for the roof top restaurant”. However several types of internal communications standards were identified e.g.: how to communicate with restaurant guests for servers; how to communicate with intoxicated guests at a bar; how

to communicate with room guests in rooms service; and how to

correspond in writing or com-municate verbally or over the phone with customers in regards to rooms res-ervation or conference booking. Other communi-

cation standards dealt with emergency situations such as

what to do and say in case of an earthquake or the evacuation

of the property in case of fire, etc. In sum the participants pro-

v i ded critical information which have summarized, and tabulated in table 1 and table 2.

Managerial implications In the internet era, Hospitality Managers must un-

derstand the complexity of Managerial Communication and must decide to what extent a communications policy should be implemented. An international company may need to change and adapt communications policies to reflect local culture. No matter the country, a company must always consult its legal department to ensure that no legal infringements will result from the plan. The re-sults of this explanatory qualitative investigation offer useful insights about the criticality of having a com-munications policy and plan in effect at all levels of the organizational chart. The section below highlights the findings and proposes useful recommendations for prac-titioners in the field as well for educators who wish to include Managerial communications in their curriculums.

Conclusion and recommendations The literature review revealed that the communica-

tions plan is a tool that helps an individual, such as a manager to decide how s/he intends to have the team understand the firm’s plans, strategies and operational objectives. Modern modes of communication are numer-ous; one can relay a message in person, by email, text, social network, or through casual conversation. If the message that was disseminated was negative, the con-sequences can be severe and detrimental not only to the person involved, but to the entire organization. Yet, purposive incidents such as this do happen on a regular basis, extending beyond the reach of the company, es-pecially if the internet was used in communicating that message. It is also worth noting that a hastily sent email or a blog posting will be stored in a server permanently. Therefore hospitality manager who do not have a com-munication policy in place should consider implementing one. Those who already have a communication policy in

Communication

is key.


place may need to revise it regularly to adapt to the con-stant changes in the daily operation as a result of all the

factors that influence a business endeavor (e.g.: a hotel being negatively commented about charging an unusual high price for muffins to a branch of the U.S. Govern-ment when in fact the report was misleading). Hence when the reputation is damaged at all levels, whether at property level or at the corporate level, it could be-come difficult for a hospitality operation to reverse it. Therefore the management must not be reactive to such situations, instead it must be proactive in preventing that miscommunication does not happen. Thus once the policy is implemented, to prevent it from becoming ineffective, the management must consider all factors identified in the study, e.g.: good writing and communication skills, proper etiquette, and sensitivity for cultural values (see table 1). Table 3 below shows the summary of the critical components of a communication policy and communica-tion plan.

In sum, having a communication plan may not be the only answer to prevent a crisis. Companies whose em-ployees have ongoing direct contact with customers must engage in in-depth communication training to improve the day-to-day contact between managers, supervisors and employees both internally and externally. Therefore companies must recognize the need for effective and transparent communication for within and outside the operation. Also an effective hospitality company must le-verage key people to build commitment and line of sight among employees. They must be compelled to prepare managers and supervisors for their role as communica-tors, therefore training is the most important factor in acquiring and improving communication skills among all employees.

An extensive review of the literature and selected companies’ policies provided valuable information about the status-quo of contemporary communication in hospitality operations. This study revealed effective communication is a vital skill for everyone in business today. Strong communicators have a formidable advan-tage in building an influential managerial career. Just as a military general communicates key stratagem to head-quarters, so too must hospitality leaders communicate to their stakeholders. Knowing how to communicate effec-tively in every business situation is not only important but critical to a business’s success. From sensitive employee feedback to persuasive communication to customers, today’s hospitality executive must know how to commu-nicate effectively. How can a manager master effective communication? He/she will have to learn how to fully

understand the optimal medium to present information and learn the best timing for specific messages. Knowing when to deliver “bad news?” is critical. For example in economic downturns, when is the best time to commu-nicate lay-offs? While there is no easy answer to such a question, it is worthwhile to reiterate that if there is a communication plan in place management will be better able to control information dissemination.

The results of the study suggest that inefficient com-munication caused by lack of a communication policy and plan in place can lead to unpredicted consequences, and will be valuable to hospitality firms and educational insti-tutions.

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Knowing when to deliver “bad news?” is critical.


1. What is your job like?

2. How did this type of work interest you & how did you get started?

3. How did you get your job? What jobs & experiences have led you to your present position?

4. Can you suggest some ways a student could obtain this necessary experience?

5. What are the most important personal satisfactions & dissatisfactions connected with your occupation? 6. What things did you do before entering this occupation?

7. What are the various jobs in this field or organization?

8. Why did you decide to work for this company?

9. What do you like most about this company?

10. Do you find your job exciting/boring? Why?

11. How does your company differ from its competitors?

12. Why do customers choose this company?

13. Are you optimistic about the company's future and your future with the company do to contribute to its employees' professional development?

15. How does the company make use of technology for internal communication & outside marketing?

Being Considered for a Position?? Here are some questions to ask during the interview.

16. What kind of changes occur in your occupation?

17. How does a person progress in your field?

18. What is a typical career path in this field or organization?

19. What were the keys to your career advancement?

20. What are the skills that are most important for a position in this field?

21. What particular skills or talents are most essential to be effective in your job?

22. How would you describe the working atmosphere and the people with whom you work?

23. Is there a basic philosophy of the company or organization and, if so, what is it?

24. What can you tell me about the corporate culture?

25. Does your work relate to any experiences or studies you had in college?

26. How well did your college experience prepare you for this job?

27. How important are grades/GPA for obtaining a job in this field?

28. Does the company encourage and pay for employees to pursue graduate degrees?

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Thatam, S.A., (2008). Strategic Communication: A Primer. Advanced Research and Assessment Group. ISBN 978-1-905962-59-4. December 2008.

The Ritz-Carlton Hotel Company, L.L.C. 3414 Peachtree Road NE, Suite 300 Atlanta, GA 30326, Telephone: (404) 237-5500, Fax: (404) 261-0119, www.ritzcarlton.com.

Vicini, J. (2011). Government did not pay $16 for muffins after all. Reuters Online Edition, Washington, Friday Sep 30, 2011, 9:05 AM EDT. Retrieved from http://www.reuters.com/article/2011/09/30/us-usa-justice-muffins-idUSTRE78T54220110930.

Wildes, V. J. & Nyheim, P. D. (2008). Business Writing for Hospitality. Prentice Hall; 1st edition. (June 8, 2008). ISBN-10: 0131715712.

Xinterconti, (2011) .Xinterconti™: Connecting alumni of InterContinental Hotels. Accessed August 15, 2011 at http://xinterconti.ning.com.

Yates, K. (2006), Internal communication effectiveness enhances bot-tom-line results. Journal of Organizational Excellence, (25) 71–79.


Shoot the Chef: “Where the CameraMeets the Kitchen”

Recently an exciting and innovative educa-tional platform has been launched, named Shoot the Chef. Shoot the Chef is a virtual educational environment designed for those schools involved in culinary arts. Visit-ing www.shootthechef.com , you will find a wide range of culinary training videos and other digital materials, all linked to a European competence grid. Currently 30+ Hos-

pitality schools from over 15 nations already broadcast some of their e-learning materials on Shoot the Chef.

“Shoot the Chef is like You Tube for hospitality schools” says Frederik den Hollander, co- founder of HRC International: “Chef instructors can upload their own class materials and broadcast this to their students and the entire Shoot the Chef audience from other schools. A great way to learn from each other.”

Shoot the chef never stops cooking... As internet nev-er sleeps, the videos and learning materials are available 24/7, 365 days per year. Culinary students and employees in the hotel & catering industry can use the platform for self-study at home.

Shoot the Chef provides international exposure in a fun way. Students and instructors can view how schools around the world interpret Culinary Arts or view how lo-cal and national dishes are made. The platform is the result of a 2-year project supported by the Leonardo da Vinci program.

Earlier this year, Shoot the Chef organized a “national dish” video contest which resulted in more than 25 video entries by chef instructors and students alike. Culinary school Oliva Allegra from Croatia took home the first prize.

“Shoot the Chef is a work in progress” adds Direc-tor Mr. Raf Sonneville of Belgium’s leading hotel school Koksijde. “New content will be uploaded on an ongoing basis. We look forward welcoming many more participat-ing schools from around the world. Interested schools can subscribe for free!

Benefits for your schoolOne place for digital learning materials such

as training videos and .pdf recipes.A global branding opportunity for your school.

Each training video that you upload will show your school credits.

Individual log-in area for your school. You de-termine who you give access to uploading videos, and which students can review.

Shoot the Chef will benefit visual learners and the current generation of students so comfortable with the internet.

The Shoot the Chef teamShoot the Chef is an initiative by 5 leading Eu-

ropean hospitality schools and HRC International.• Hotelschool Bad Gleichenberg, Austria• Hotelschool Koksijde, Belgium• HRC Culinary Academy, Bulgaria• HRC International, Netherlands• Vocational College for Catering and Tourism,

Slovenia• College Llandrillo, United King-dom

Shoot the Chef and Electrolux Professional organize a series of video con-tests for all participating schools on the Shoot the Chef platform.

Par-ticipating in

this video contest is a great way for your students to learn to work on a project basis and in a team, express themselves in English, and challenge their culinary creativity and skills while being watched by the cameras...

The theme of the fall 2011 contest is “how

co

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rib

ut

ion

s f

ro

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am

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ISSN 1096-3758 • Volume 20, Number 1 • 2008

Lead articLe The Bologna Process: Building Bridges for Education Internationalization and the Bologna Process: What Does it Mean for European Higher Education Institutions?

refereed articLes The Three Waves of Internationalisation Sweeping Thailand’s Tourism and Hospitality Education: Current Progress and Future Prospects

The Dragon is Roaring… The Development of Tourism, Hospitality and Event Management Education in China

The Purchasing Experiences of Chinese Tourism and Hospitality Students in Australia

Joint International Hospitality Management Programs: The Case of Cornell-Nanyang Institute of Hospitality Management, Singapore

The Internationalization of Tourism Education – The Case of MCI

The award-winning Journal of Hospitality & Tourism Education is a refereed, interdisciplinary quar-terly magazine designed to serve the needs of all levels of hospitality and tourism education through the presentation of issues and opinions pertinent to the field. The main ob-jective of this periodical is to facil-itate scholarly interchange among hospitality & tourism educators, industry practitioners & educators from related disciplines. All mem-bers of International CHRIE eligible to receive JHTE as a member ben-efit receive the Educator in March, June, September, and December.

Regular features of the JHTE include: •Papersonrelevantacademicissues•Forumarticlesaddressingcurrent trends&developmentsrelatedto hospitality&tourismeducation•Creativeessaysthroughwhich educators share unique instructional techniquesorotherinnovative approachesintheclassroom

It’s easy to submit your submission to JHTE for review & consideration! For

submission guidelines, go to http://www.chrie.org/publications/submission-guide-

lines/jhte/index.aspx and follow the instructions given.

technology can improve your kitchen”. Each school can contribute 1 or more videos on the subject. Please keep following guidelines in mind:

• presenter of the video(s) can either be an in-structor or student(s), as per preference of each individual school

• Upload your video to the Shoot the Chef platform www.shootthechef.com before December 15, 2011. When uploading your video, refer in your title to the “fall 2011 video contest”.

• After your upload(s), please email [email protected] and inform us on the titles(s) of your school’s entry(ies)

• The more video entries, the bet-ter chances to win! - A Shoot the Chef committee of culinary educators will review all video entries and select a winner based on the following criteria:

• Hygiene• Professionalism• Interpretation of the contest theme• Clear presentation

Great prize to win!! The winner of the video contest will receive a free 5 liter planetary mixer by Electrolux!

What are you waiting for... An opportunity not to miss! Get your students ready to start shooting today.

For more information please visit www.shootthechef.com or shoot an email to [email protected] to reg-ister your school for free.

Good luck!The team at Shoot the Chef

Is Your School Hosting a HospitalityEvent?

Feature your school’s hospitality event for FREE on the Events Calendar on the

ICHRIE website. Attact member companies from all over the globe

looking to recruit your students and attend your hospitality functions.

ICHRIE Events CalendarThe ICHRIE Events Calendar is located under on the ICHRIE’s website (www.ichrie.org). This valu-able member resource highlights your school’s event to companies looking to plan their future recruitment visits.

Submit your event to [email protected].


Facilitating Case Study Writing with an Annotated Bibliography

By Michele R. Grottola, Ph.D.

The purpose of this paper is to inspire and to assist with the creative activity of case study writing. Addi-tionally, an annotated bibliography, consisting of seminal works in the area of case writing, is provided. Let’s begin.

A Very Old StoryAnd the children said

unto Halcolm, “We want to understand the world. Tell us, O Sage, what we must do to know the world.”

“Have you read the works of our greatest think-ers?”

“Yes, Master, every one of them as we were instruct-ed.”

“And have you practiced diligently your meditations so as to become One with the infinity of the universe?”

“We have, Master, with devotion and discipline.”“Have you studied the experiments, the surveys, and

the mathematical models of the Sciences?”“Beyond even the examinations, Master, we have

studied in the innermost chambers where the ex-periments and surveys are analyzed, and where the mathematical models are developed and tested.”

“Still you are not satisfied” You would know more?”“Yes, Master. We want to understand the world.”“Then my children, you must go out into the world.

Live among the peoples of the world as they live. Learn their language. Participate in their rituals and routines. Taste of the world. Smell it. Watch and listen. Touch and be touched. Write down what you see and hear, how they think and how you feel.

“Enter into the world. Observe and wonder. Ex-perience and reflect. To understand a world you must become part of that world while at the same time re-

maining separate, a part of and apart from.“Go then, and return to tell me what you see and

hear, what you learn, and what you come to understand.” Halcolm’s Chronicles.

Experiential LearningIn order to learn how to

better educate our students in the subject of organiza-tional behavior, we must be willing to experiment. We must be willing as Arthur W. Chickering (1976) to “cut up, pick apart, and chew over this apple of human experi-ence to know its causes and possible cultivation (p. 3).”

Experiential learning means that changes in a stu-

dent’s cognitive development originate in the opportunity to experience changes in judgments, perceptions, values, and emotions. The case method of educating students is but one way this highly desired learning process can oc-cur.

There are plenty of others: field trips, work experi-ences, attending a seminar or lecture, seeing a brilliant film, or observing a special professor hold up ideas for inspection as if each one were a fine crystal allowing light to enter from all directions.

The act of writing cases falls into two general cat-egories: the teaching case and the research case. The management teaching case may be conceived of as a written parable designed to focus the students’ attentions upon one or two particular aspects of an or-ganizational situation so as to instruct the students in learning to grapple with realistic organizational problems and on-going dilemmas. It differs from the research case only in the sense that it is usually shorter and less rigorously concerned with capturing a pervasive historical research design and in-depth focus. Such differences, of course, are basically matters of degree only.

Our focus in this session will be upon the teaching case. Because this literary medium evokes discussion of real life situations that have been faced or are be-ing faced by actual people, it has been traditional for the major character in a case to be a CEO or some other member of top management. Realistically, though, there

Michele R. Grottola, Ph.D. is Assistant Professor at The Richard Stockton College of New Jersey


isn’t any reason why the leading character in a case couldn’t be a front line service delivery worker, or the actual consultant going through the delicate motions of diagnosing an organizational dilemma or decision making scenario1 .

Exposure to teaching cases can help students to com-pensate for what often amounts to be their weakest link with the real world: sheer exposure to the reality of or-ganizational life.

Cases permit “time- travel” in a certain positive sense, allowing students to build knowledge across a broad variety of management issues. A class, for ex-ample, can deal selectively and intensively with very specific organizational themes not as well evoked by most standard textbooks. Most importantly, the student begins to comprehend that most organizational problems are not unique but apply to an entire perspective of organiza-tional situations and experiences.

The classroom walls are removed and learning expands into the experiential realm--the ultimate goal all instructors are striving instinctively to manifest for their classes. Additionally, by involving the students in their own learning experience, they begin to take active roles in actually shaping the substantive contents of their own lessons. Most important of all, perhaps, the student has moved out into the field but still has the support of the classroom while she or he is learning how to interact with the field itself.

The Student Case Writer’s Guide

Establishing LeadsYou may wonder “Where do case writers get their

ideas?” The answer is “From real organizations and the

issues with which they grapple on an everyday basis.” Perhaps you’ve heard the old adage “Truth is stranger than fiction.” Believe it. It is true. For the most part, case writing is a profession executed by professionals.

As students, you may not be aware of it, but you have very many network contacts and sources from which to draw your own case study ideas. Exhibit 1 illustrates several ways to view possible lead sources.

Ask your professors for leads. Professors, especially those involved with subjects such as management and organizational behavior, usually have contacts of their own. They are able to recommend local organizations in your immediate area as well, because they have associa-tions with the larger university community--especially if they have lived in that community for awhile. Even more important, because they understand your specific purpose in requesting leads for potential case studies, your pro-fessors will be able to steer you in the right direction for selecting particular organizations more likely to possess the kind of issues you want to explore initially.

You may walk into an organization and become spon-taneously interested in the observed dynamics at hand. Perhaps it is a business with which you have been person-ally dealing during your stay at the University. Being a “college student” on “assignment” is a wonderful license for doing research. Take full advantage of it.

When you muster the courage to make a friendly con-tact on your own, you will often be pleasantly surprised to discover how eager most people are to talk about themselves and their organization. Managers and owners deal with the issues you are interested in writing about on a daily basis-and often in isolation, so don’t be sur-prised if they are open to your viewpoints and questions.

On the other hand, rejection-should it occur-mustn’t be taken too personally. Think about newspaper jour-nalists and the fact that they must professionally deal with strangers on an everyday basis. For the most part, people are friendly but, of course, there are bound to be a few who do not want to talk to you for a wide variety of reasons. Don’t give up your mission because of them.

Asking someone if they will interact with you means taking a chance that they will exercise their right to say no. Take that in stride. Someone else will say yes. Think of the law of averages. The best way to develop a case study is through a direct contact with someone in an organization who can metaphorically and literally open the door for you. You may meet this person through a third party such as a professor. Or, you may initiate the meeting yourself by writing a personal letter explaining your intentions--or by telephoning the organization of in-terest and speaking directly with an owner or manager to arrange a personal appointment in which you can explain your purpose and your interest.

A final, and perhaps best, way in which you may es-tablish leads is by virtue of reading the literature in your chosen field--and generating your own creative path.

Exhibit 1. Establishing Leads3

Externally Generated Leads:

• Business practitioners contact the school or indi-vidual professors for advice.

• Former students and associates offer suggestions.• Alumni friends and associates suggest other ac-

quaintances.• Commercial publications supply ideas via their spe-

cial sections on both local and national business issues.

Internally Generated Leads:• Field Activities, Consulting, Business Conferences

and Seminars.• Reading business and management journal articles.• Friends suggest ideas.• Student reports and course readings.


Questions will arise which may hold a special intrigue for you. Out of these specific questions you may want to seek out organizations dealing with the very issue you are interested in studying. For example, suppose you would like to know more about employee cooperative businesses? The local vegetarian co-op in your town may be an example with a ten year history. There’s your first case study.

Initial ContactsA lead, however adventuresome it may be, is only as

utilitarian as the follow-through which a writer applies to it. Two important questions must be answered: Is there enough material for an actual case? And, will the pow-ers- that- be really allow you to write it?

Prior to making initial contact, the student should carefully research the organization. Learn all that you can about its history, its mission, and its operational pro-cedures. You have taken the time to arrange a meeting with a contact person, so don’t blow it by not having any-thing to say or by not having done your homework. You are the stimulus in this interaction moving in a positive direction, not the contact who you hope will open a door for you.

Making an initial contact has a specific, functional purpose in case writing. First, if there is a worthwhile case writing experience to be collected, you want to receive permission to be the one to research it. Your purpose in making the initial contact is to receive this permission.

In order to create a favorable impression upon your initial contact, present a personality that is genuinely interested and well-informed. No one has to be a rocket scientist, or even a very seasoned writer to figure that one key formula out. Okay, so you’ve followed a lead, regardless of where it came from, and you’ve made an appointment with an initial contact. There you are seat-ed across from this important person. What do you say?

The topics of discussion in an initial meeting are bound to vary depending on the situational dynamics at play. Here are examples of how professional case writers handle this stage of the case study process4:

John: In our first interview, we attempt to define the problem we have in mind. Then I try to get the executive talking about it, without any particular structure at the outset. We make lots of notes. We are also very specific about the probability of release. “Is this something you’ll be willing to talk about in public? Do we need to use a disguised name? How much information can we get?” We are really trying to determine if a case is actually there.

Jim: When I first meet the company representative, I just try for a reasonably quick rundown of the general picture--about half an hour will do it. This helps me with a chronological outline of what I will observe. Then I like to be left alone to read through everything they can pro-vide from their files.

Neal: It does help to know what you are looking

for, and it’s even better to recognize the worth of what you’ve got when it’s told to you. That is the key. How-ever, if you don’t know specifically what you are after, you can talk to the interviewee about his or her problems and hope that some will fit into your needs. Some of my best cases were written after I left the company, still not being sure of the real issue.

Susan: Having written cases for over ten years now, I find I do lots of things without giving them much thought. This was really brought home to me when Bar-bara, a brand new case writer here, wanted to ask me some questions about what to do. She wanted to know lots of basic very simple details like: When do you give your business card? Do you make your appointment with the secretary or the person you will see? Where do you sit if there is a couch in the office and also some extra chairs? Do I ask the person out to lunch? By the way, my answers are easy.

Michele: For top man-agers I make almost all ap-pointments with secretar-ies. I give my business card right away and will ask whether the interviewee has a preference as to where I sit and I avoid lunch if at all possible. It is extremely important that I create an im-pression of competence and trustworthiness in that first interview. I want to be seen as a trusting, caring person who is interested in properly recording a situation in which a person, under pressure from within and outside the organization, has tried to make the best possible de-cision under the circumstances.

Data Collection: Primary and Secondary SourcesUnderstanding the difference between primary data

gathering and secondary data gathering is important. Pri-mary data is originated by the researcher for the purpose of the project he or she is engaged in. Secondary data, on the other hand, consists of information and materials which have been gathered for other purposes.

The most significant advantages of secondary data are the low cost and energy saving results they offer the researcher. If the information already exists, why recre-ate the wheel? Go to the library, locate the necessary sources of information, and simply take what you need.


Begin looking for information you seek in secondary data sources first. Only when you discover that these sources do not address your questions in exactly the way you desire, proceed to primary data collecting methods. While secondary data will not do your investigative work for you, very often it will offer help to better state the problem under investigation; suggest improved methods of data gathering; and provide comparative information which may be used as reference points for the primary data you will eventually use.

There are a number of ways in which secondary data can be classified. One of the most useful ways for you to think about it with respect to case writing research is by source: internal source and external source secondary data. Internal data are those found within the organiza-tion you are researching (e.g. sales and cost records) while external data are those gathered from outside the organization (e.g. US Government publica-tions). Internal data sources will, of necessity, be more specialized and become available to you through the specific organization you may be researching.

InterviewsInterviews are widely used in gather-

ing information about organizations. Within the context of the interview, the researcher can select to ask very specific questions or broadly explore general issues in the hopes of discovering what the specific and correct questions to ask may be. For this reason, interviews are generally classified into two major categories: structured and un-structured.

Think of a questionnaire and you immediately are on the road to understanding what a structured interview is like. Specific questions are addressed to the interviewee. Perhaps the nature of these specific questions originated from the case writer’s secondary data sources? Or, they may have come from prior exposure to internal data sources from the organization itself.

The important characteristic to understand about structured interviewing is that the researcher must take care to present the questions with exactly the same wording and in exactly the same order to all interview-ees. It is the variance in the answers which becomes important in this technique. Structured interviews typi-cally derive from a conceptual model of organization functioning; the model guides the types of questions that are asked. For example, a structured interview based on organization-level components might ask man-agers specific questions about organization structure, measurement systems, human resource systems, as well as cultural symbols. Unstructured interviews ask more broadly, probing questions about organizational function-ing as illustrated by the following examples of questions asked:

1. What are the major goals or objective of the orga-nization or department?

2. What are the major goals from a managerial and an employee perspective? Are they similar with one another, or are they noticeably at odds?

3. How does the organization currently perform with respect to the new competition on the market?

4. What are the cultural clues in the organization and where do they come from?

5. What are the strengths and weaknesses of the hu-man resource influence?

6. What barriers stand in the way of good benefits for employees here?

7. Are managers imported from the outside or do they rise up from within the organization?

8. Are managers cognizant of any specific mission statement which serves as a blueprint for how they perceive their varied organizational roles?

Actually, when you come right down to it, most inter-

viewers use a combination of both types of interviews, often referred to as “semi-structured” interviewing. It allows the researcher to qualify responses to similar questions across the organizational hierarchy--and probe for unexpectedly, rich data sources with particular re-spondents, all at the same time.

Observing

Here is a helpful list of questions to help you shape your observations and begin writing the “story line” of your case study:

1. Who were the individuals involved? What things did you know about them, at various stages in the development of the situations? Describe the back-grounds of the people involved. Give as much of what you know about their personal lives and cir-cumstances as you believe necessary to understand their actions in the case.

2. What were people’s positions in the group? If you describe a group such as a club or military unit, which has a structured form of organization, you may find it helpful to draw a chart showing the for-mal organization and informal organization.

3. What were people’s positions in the group? Were they formal or informal, routine or spontaneous? How adequate was the communication thus estab-lished?

4. Give instances of the sorts of personal relationships



which existed among the people involved. How did the people actually get along together? In what way, or to what extent, did personal relationships govern the interactions in the group?

5. Describe any other factors which you believe affected the quality of co-operation given or ex-pected in this situation.

6. Give specific evidence, if possible, of the feelings and attitudes of people and how these evolved or changed?

7. What was the question around which the situation came to a head? How did it arise? Were the issues involved clear cut? Were the people concerned emotionally aroused; in what way and to what ex-tent?

8. How was the problem handled? How did the ac-tion taken affect the co-operation of the people involved? What were the net results? (If the situ-ation is still in progress or in flux, these questions will not be pertinent.)

Writing the CaseAccept the given fact that once you begin to seri-

ously write an actual case, you will be inundated with more material such as observations, overheard dialogue, setting descriptions, and secondary documents than you can possibly use. This is okay, a realistic situation which closely approximates the fate of all writers. Faced re-peatedly with the dilemma of having to compress and sculpt large amounts of information, follow the advice of Harry F. Wolcott (1990) who offers the follow-ing philosophy to all qualitative researchers: “Do less more thoroughly.”5

Keep reminding yourself repeatedly what the specific focus of the case is all about. Re-fer back to the answers to the questions listed under Observation. Let the questions be your guide when you begin to feel lost. Let the purpose of the case be an internal censor.

Another way to help yourself when you feel lost is to let your professor take a look at your completed first draft. An objective opinion is sometimes worth its weight in gold

to writers who have been sitting at their desks talking only to themselves for hours and hours. Or, find a an-other reader who hasn’t any idea of what you are up to with your case--and ask him or her to read what you have written. After they do that, ask them to tell you what they think the story is about. This acid test will tell you a lot about your ability to communicate as a writer. The feedback will give you insight into changes, or better yet, affirm the direction in which you are already directing your writing.

Another valuable aid in keeping yourself focused is to utilize an extended outline of your case as a road map so that you don’t take any delightful but, ultimately, wasteful detours. The extended outline should contain well developed thoughts and ideas which you want to contain in each section of your case’s story elements.

When you perceive yourself writing a finished case, accept the fact that there will probably be anywhere between two to twenty unfinished drafts on the way to done. Case writing, as with all writing in fact, is a process of patience, perception, and careful rewriting. Rewriting is not a sign of the amateur. Rather it is the process by which we think through on paper. The number of drafts required depends upon the way in which our

own creative processes are working at a given point in time. This often overlooked reality is important to fully understand.

SummaryIt is apparent from this brief paper that the skills

a person acquires in becoming a case writer have a

Notes1. Chickering, Arthur W. (1979). Develop-

mental Change as a Major Outcome. In Experiential Learning: Rational, Char-acteristics, And Assessment, Morris T. Keeton and Associates (eds.) San Fran-cisco: Jossey Bass.

2. Hammond, John S. (1980). Learning By the Case Method. Paper (# 9-376-241) distributed by Har-vard Business School Case Services.

3. Leenders, Michael R. & and James A. Erskine. (1989). Case Research: The Case Writing Process. Ontario: School of Business Administration. (p. 62).

4. Leenders, Michael R. & and James A. Erskine.

(1989). Case Research: The Case Writing Process. Ontario: School of Business Administration. (p. 25).

5. Wolcott, Harry F. (1990). Writing Up Qualitative Research Qualitative Research Methods Series. Vol-ume 20. California: Sage.


significant application to the individual beyond the devel-opment of facility in writing and collecting cases. They form, in fact, a large part of those skills with which the individual relates to his or her place in the social and ma-terial universe.

A wide variety of situations may be suitable for a case report. You may write about either a situation in which you participated or one of which you were an observer. The problem may have involved relations among individu-als, an individual and a group, or groups of people. It may have been well or badly handled; the solution may have been successful or unsuccessful; or the situation may be still in progress.

It is not necessarily a very complex or unusual situ-ation that makes the best case. A simple situation or a common problem, well-described and clearly thought out will be satisfactory and appropriate.

In writing up finished cases, remember that the closer the case comes to describing the real-life situation being described, the greater the validity it may have as an edu-cational vehicle for your fellow students. In order to do this, descriptions of the backgrounds of both the organi-zation and the actors involved can be invaluable to the beginning--as well as the more experienced--case writer.

The most useful background data gives your readers some concrete ideas about the thinking of the charac-ters. Utilizing the techniques of literature and drama such as writing dialogue and describing settings will bring the essential story line in your case alive in ways which objectified recitals of facts and figures will not. Use your imagination and your descriptive powers to recreate all of those rich observations you’ve personally witnessed or heard about in your research.

Annotated Bibliography of Seminal Books about Writing Case StudiesWhyte, W. F. (1984)Learning from the Field: A Guide from Experience. Newbury Park,

CA: Sage Publications.The father of field research tells us how he has plied his craft for the

past 50 years. He discusses the successes--and failures--he has had in studying street corner society in Boston, oil companies in Oklahoma and Venezuela, restaurants in Chicago, working cooperatives in Spain, factories in New York State, and villages in Peru. With the goal of taking potential students into the field with him, Whyte discusses and dissects his chief tools--participant observation and the semi-structured interview.

Wolcott, Harry F. (1990)Writing Up Qualitative Research. CA: Sage.An easy-to-read book in which writers will find sound advice pertaining

to the act of writing, editing, and publishing qualitative research of all types. One of the best chapters in this book is entitled “Getting Going”. In it Wolcott gives excellent tips to aspiring research writers about starting and focusing in on new projects. This is an excellent “first” course text.

Schatzman, Leonard & Anselm Strauss. (1973)Field Research: Strategies for a Natural Sociology. NJ: Prentice-HallPart of the Prentice-Hall Methods of Social Science Series. Non-technical

in its presentation, it emphasizes decisions that sociologists must

make in research and implications of those decisions for drawing valid conclusions. The focus is on general methodological problems and strategies for solving them.

Towl, Andrew R. (1969)To Study Administration by Cases. Boston: Harvard University.A classic in the topic of case methods. It leads the reader through a

process which discusses discovering cases in the field, writing them, and then utilizing them on various levels in the classroom. Most im-portant, this book gives the reader a strong appreciation for the way in which case studies, as well as their multi-faceted applications, have evolved.

Yin, Robert K. (1993)Case Study Research: Design and Methods. CA: Sage.Yin offers helpful advice regarding data collection, case analysis, and

designing the Single- and Multiple-Case Study approach.

Blau, Peter M. (1955)The Dynamics of Bureaucracy. Chicago: University of Chicago Press.This book is a classic study of managerial behavior in large government

agencies which is valued for its insights into the relationship between the formal and the informal organization of work groups.

Glassman, Alan M. & Cummings, Thomas, G. (1991)Cases in Organizational Development. MA: Irwin.An innovative collection of teaching cases which focuses upon the

practitioner as much or more than it does upon the various types of clients a consultant may serve. The following key phases of the con-sultancy cycle are featured as separate chapters containing several cases, as illustrations for students to read and discuss: Entering and Contracting, Diagnosing, Interviewing, Practitioner Roles and Ethical Dilemmas, and Integrating Cases.

Kidder, Tracy. (1984)The Soul of A New Machine. MA: Houghton Mifflin. This Pulitzer Prize winning book tells the story of the development team

who created an innovative minicomputer which was produced by Data General Corporation, intended to compete with one produced by a ri-val company, Digital Equipment Corporation. This book is an excellent example of a case study. It also demonstrates a fundamental prob-lem in doing case studies—that of defining the unit of analysis. Is the case study about the mini-computer of about the group which designs it? Thus, the work will help writers to grapple with the delicate issue of selecting a focus within the context of their story line.


Tourism and WarfareBy Carol Wai Yan Mui

The word tourism brings images of sun, surf, and sand to mind – images of travelling to exotic beaches and beautiful resorts with family and friends. Stereotypi-cal tourists are people travelling with family and friends purely for pleasure, sightseeing, taking photos and con-stantly boarding tour buses. However, tourism is a much broader spectrum, including phenomena such as the re-lationships between warfare and tourism. At first glance, warfare and tourism seem to be polar opposites – one can be defined to be the waging of armed conflict against an enemy, and the other can be defined to be travelling for pleasure. In most cases, war leads to sharp decreases in tourism in affected countries, and “is an extremely im-portant factor in negative influence on tourism demand” (Mihalic, 1996, p.232), and post-war, battlefields and memorials are a significant sector of the tourism business – the two leading tourist attractions from 1989 to 1993 in Hawaii were war memorials of World War II (Smith, 1996, p.247). However, another dimension of tourism that is often ignored is the phe-nom-enon of serving soldiers as tourists during war, leading to the promo-tion of certain places or activities. Warfare creates many opportunities for serving soldiers to take on the role of a tourist dur-ing much-needed rest and recreation periods and to visit destinations they would otherwise not visit. During these rest and recreation periods, soldiers often participate in darker aspects of tourism, mainly sex tourism, conse-

quently promoting sex tourism destinations to become international tourist destinations today.

Serving soldiers in other countries during the state of war are, in most cases, under immense amounts of pres-sure and are withstanding psychological stress. Rest and recreation provides valuable time to escape the harsh conditions and realities of war and life as a soldier, al-lowing them to take on the role of a tourist and explore unfamiliar destinations. When the Germans occupied France in 1940, they organized group tours for tens and thousands of their personnel to Paris for rest and reha-bilitation and as rewards (Gordon, 1997, p.618) – the strategy of implementing more rest and recreation pe-riods encouraged the war effort and increased morale and motivation. It also offered another incentive to join the war effort – advertisements for the armed forces promised military service as a way to “See the World” (Diller and Scofidio, 1994). Aside from actual battlefields, “many soldiers were billeted in England for training,

then ‘toured’ parts of Europe in the course of military occupation. Troops in the pacific ‘discovered South Sea islands, India, China and later, Japan” (Mihalic, 1996, p.253). The soldiers’ escape to leave their ordinary social role behind to inhabit a non-ordinary space and time (Jafari, 1987, p.153) links their tourist ex-periences to liminality in tourism. As a soldier is given rest and recreation time, he is able to break away from his identity as a soldier and is given freedom to play any role, behave inap-propriately, and break social norms. Although it often sheds negative light on military op-erations, inappropriate behaviour during rest and recreation is allowed, even encouraged, because upon soldiers’ return to the army,

they are often psychologically refreshed and motivated. Even an American Ambassador, Ellsworth Bunker, once commented that “there’s a lot of sex going on here [in Vietnam], but I guess it encourages the war effort” (Al-neng, 2002, p.480).

The type of tourism most indulged in by serving sol-diers during rest and recreation is sex tourism, so much that R&R (Rest and recreation) for American soldiers serving in the Vietnamese war “was commonly referred to as ‘I&I’ – Intoxication and Intercourse” (Alneng, 2002, p.480). Military operations in general are a major con-tribution of the sex and prostitution industry – Nagel reports that large numbers of local prostitutes surround

Carol Wai Yan Mui is a Student at The Hong Kong Polytechnic University in Hong Kong, PRC.


US military bases all over the world, from Korea to Ger-many (Nagel, 2000, p.161). Sex with local prostitutes or even rape of local women, can be argued to be a liminal experience for a US soldier, resulting in recreational psychological benefits as it breaks norms and is usu-ally not socially acceptable. Furthermore, Nagel argues that the reason why sex tourism was popular with US soldiers involves “the place of Asian women in the im-ages and mechanics of Western erotic systems” (Nagel, 2000, p.162). Asian women embody adventure, cultural difference and mystery, thus, Nagel argues that inter-acting with local girls and women allows US soldiers to satisfy a stereotypical Western sexual fantasy without consequence, and to wholly take on the role of a tourist by participating in new, exotic activities. Another factor contributing to the popularity of sex tourism in Vietnam and Thailand during the Vietnamese War was the subcon-scious thought that as well as being a spoil of war for the troops to enjoy, sexual intercourse with ‘the enemy’s’ women, it could also be a terrorizing technique to domi-nate and humiliate enemy men (Nagel, 2000, p.162). The especially long, dreary Vietnamese War and its psycholog-ical toll on the American soldiers drove them to resort to extreme measures to feel dominant in a foreign country – one way to achieve this was to ‘conquer’ the women. In response to the increased morale following such ‘rest and recreation’ periods, the US Secretary of Defense Robert McNamara signed an R&R contract with Thailand in 1967, allowing US soldiers stationed in Vietnam to en-ter Thailand on their Rest and Recreation leave (Alneng, 2002, p.480), and promising them rest and recreational ‘services’.

This contract went hand in hand with the 1966 Services Establishments Act which “regulated hotel op-erations, and legitimized the operation of entertainment places whose main clients were US military servicemen stationed in Vietnam” (Truong, 1990, p.161). Because of the presence and profitability of the wartime sex in-dustry, the Bank’s advice to specialize in tourism, which Thailand followed, resulted in the sexualization of the tourist trade, making Thailand “synonymous with sex

tourism” (Nagel, 2000, p.166). It eventually turned into a $16 million industry, and four years afterwards, McNa-mara recommended the development of mass tourism in Thailand (Alneng, 2002, p.481), which was wildly success-ful. Although prostitution has a long history in Thailand and other Asian countries, Southeast Asian women first

become prostitutes on a mass scale during the Vietnam War in 1967 when the Thai government and U.S. mili-tary signed the treaty (Evans, Forsyth & Wooddell, 2000, p.538). It seems that similar to Thailand, many sex tour-ism destinations today has their roots deeply planted in the military market – as Nagel states, “the hypersexual-ization of local women, the commercialization of sexual culture, and the presence of an entrenched sex industry, all of which stem from the militarization of sexuality, often persist long after the wars have ended” (Nagel, 2000, p.165). Bishop and Robinson also argue a histori-cal connection between prostitution catering to soldiers and sex tourism to tourists, reporting that “sex tourism builds on an infrastructure established for military R&R and extended through corporate recreational contracts” (Bishop and Robinson, 1998, p.45). Hence, it can be seen that soldiers’ indulgence in prostitution while on rest and recreation has promoted destinations, result-ing in them being global tourist attractions today, some overtly known for its military-rooted sex tourism, such as Thailand. As Alneng so simply puts it “’Then’ merges with ‘Now’, as Saigon is once again earning its wartime nickname of ‘whore city’” (Alneng, 2002, p.481). An-other way that soldiers have promoted destinations to become tourist attractions is through their nostalgia and reminiscing of war-time days – many of the soldiers who returned home victorious were imbued with a desire to see war-time sites under peaceful conditions (Smith, 1996, p.253). Some “travel agents even offer special travel discounts to soldiers who fought in the Persian Gulf War in order to stimulate this tourist segment demand” (Goodrich, 1991, p.39). War veterans are often deeply affected and influenced by their experiences in the war, and sentimentality and nostalgia often bring them back to war sites, giving them the role of a tourist. Catering to this market, military reunions have slowly become a rich market in the American and European travel industry (Smith, 1996, p.261), seeking war veterans who wish to reminisce on their war-time days and youth.

In conclusion, it is clear that there are many intri-cate intersections between warfare and tourism. Soldiers

can be tourists in many different ways, and can promote destinations in various differ-ent lights. Soldiers have the opportunity to take on the role of a tourist during rest and recreation hours, when they can escape their social identity and burden of being a soldier and enter non-ordinary space and time and break social norms so that they can return to the ‘real world’ refreshed and recharged. They can be tourists as they explore new, unfamiliar countries, or they can be tourists

as they engage in intercourse with local prostitutes dur-ing rest and recreation time, contributing to sex tourism. Soldiers are the most significant factor concerning the origins of the sex tourism industry, and military opera-tions and the prostitution industry go hand in hand. Aside from contributing to the tourism industry by revisiting



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war sites and countries they served in, it is clear that sol-dier’s involvement in sex tourism in Vietnam and Thailand has led to Vietnam and Thailand, namely Thailand, be-coming international sex tourism destinations today.

ReferencesAlneng, V. (2002). ‘What the F*** is a Vietnam?’: Touristic Phantasms and

the Popcolonization of the Vietnam War. Critique of Anthropology, 22 (4), 461 - 489.

Bishop, R. & Robinson, L. S. (1998). Night Market: sexual culture and the Thai economic miracle. New York: Routledge.

Diller and Scofidio (1994). Back to the Front: Tourisms of War. Basse-Normandie: FRAC.

Evans, R. D., Forsyth, C. J. & Wooddell, G. (2000). Macro and Micro views of erotic tourism. Deviant Behaviour: An Interdisciplinary Journal, 21 537-550.

Goodrich, J.N. (1991). An American Study of Tourism Marketing: Impact of the Persian Gulf War. Journal of Travel Research, 30(2): 37-41.

Gordon, B. M. (1998). Warfare and tourism: Paris in world war II. Annals of Tourism Research, 25 (3).

Jafari, J. (1987). Tourism Models: The sociocultural aspects. Tourism Management. 8(2): 151-159.

Mihalic, T. (1996). Tourism and warfare – the case of Slovenia. In A. Pizam, Y. Mansfeld Tourism, Crime and International Security Issues. West Sussex: John Wiley & Sons.

Nagel, J. (2000). States of Arousal/Fantasy Islands: Race, Sex and Romance in the Global Economy of Desire. American Studies. 41 (2/3). 159-181.

Smith, V. (1996). War and its tourist attractions. In A. Pizam, Y. Mansfeld Tourism, Crime and International Security Issues. West Sussex: John Wiley & Sons.

Truong, T. D. (1990). Sex, Money and Morality: Prostitution and Tourism in Southeast Asia. London: Zed Books.

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