Managing hospitality

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  • Chapter 1 - Finance and the hospitality industry. In chapter 1, we find an explanation of the financial challenges hospitality industry faces along with the chapter topics covered in the book. This chapter gives an overall view of the key concepts introduced in each chapter.

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  • Chapter 2 tackles financial reporting in the hospitality industry. The specific topics covered include accounting as the language of business, financial statements, management reports and accounting system. This chapter is a recap of basic accounting rules and financial statements analyzed in a typical managerial accounting class.

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  • Chapter 3 follows up on chapter 2 by introducing methods to analyze financial statements. Readers of financial analysis, types of financial analysis and use of financial information in management decision making are explored in this chapter.

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  • Chapter 4 is devoted to managing working capital and controlling cash. Working capital covers definition of working capital, factors impacting the amount of working capital required by a business and ways to minimize the amount of working capital needed.

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  • The fifth chapter, entitled “Growing the business” discusses the need for growth, shareholder value, benefits of growth and growth strategies. The relationship of risk and reward is also covered in this chapter which is a very extensive topic itself. Risk and reward relationship is explained briefly using hospitality industry related examples.

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  • The ninth chapter, entitled “Hospitality Industry Applications of Time Value of Money Concepts and Skills” explains questions to consider when securing a loan, questions to consider when raising equity, sensitivity analysis to meet lenders’ and equity investors’ financial tests and standards, finance in action case studies.

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  • Most people work in order to earn their living.  They produce goods and services.  Goods are either produced on farms, like maize and milk, or in factories, like cars and paper. Services are provided by such things as schools, hospitals and shops. Some people provide goods; some provide services. Other people provide both goods and services. For example, in the same garage, a man may buy a car, or he may buy some service which helps him to maintain his car.

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  • Most people work in order to earn their living. They produce goods and services. Goods are either produced on farms, like maize and milk, or in factories, like cars and paper. Services are provided by such things as schools, hospitals and shops.

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  • HOTEL AND restaurant managers work in the hospitality industry, providing services to millions of people around the world every day. Most people are familiar with the setting in which these managers work, having enjoyed meals in restaurants and stayed in hotels. But how many know what goes on behind the scenes? Depending on the size of the establishment, there may be hundreds of people involved in the process of providing a hotel room or restaurant meal.

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  • The author wishes to acknowledge the following professors who provided insightful reviews of individual chapters of this and previous editions. Without your concern and thoughtful commentary, this effort for our students would not have been possible: Thomas Jones, University of Nevada at Las Vegas; Robert McMullin, East Stroudsburg State University; and James Reid, New York City Technical College.

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  • I gratefully acknowledge the support and contributions of people who have in some way helped me write this book. To begin with, my parents, Gene and Dee Donnelly, inspired me to become a veterinarian, and I decided early on to follow that career path in my father’s footsteps. My parents instilled in me a passion for client service and the human-pet bond; they taught me perseverance and gave me a great many opportunities that have helped me succeed in life.

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  • BHMCT is a four year intensive programme which exposes the student to the diversity of hospitality industry and equips the student with intellectual & leadership capabilities allowing the student to move into diverse managerial roles in prestigious international organisations. Its multi-disciplinary programme focuses on critical analysis of management styles & strategic thinking required to succeed in hotel management.

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  • (BQ) Part 1 book "Introduction to hospitality" has contents: Introducing hospitality, the hotel business, rooms division, food and beverage, the restaurant business, restaurant management, managed services, beverages.

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  • Cardiovascular emergencies account for at least 30% of all medical emergencies. The impact of cardiovascular disease is felt in every hospital and every community. Whether you are drawn to critical care practice or not, you are bound to be confronted by acute cardiac events. Responding appropriately to cardiac emergencies requires a basic familiarity with cardiac anatomy and physiology, the ability to mobilize an advanced life support team, and the skills to perform cardiopulmonary resuscitation (CPR)....

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  • (BQ) Part 2 book "Introduction to hospitality" has contents: Tourism; recreation, attractions, and clubs; gaming entertainment; meetings, conventions, and expositions; leadership and management.

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  • Alibobo is hospital information system designed to help hospital easily manage all their operation, and have advance function such as: remote manage hospital, online medical record (allow patient access their EMR anywhere, anytime), tracking patient health via SMS, tele-codiagnosis… This is low-cost solution with high quality and easily customized with special requirement from each hospital. This also is total solution, include ability to connect bi/unidirectional with lab instruments (LIS – Laboratory Information System), with imaging instruments......

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  • This explicit step requires the program to seek explanations for unusually high or low outcomes on each indicator. The organization should establish a routine process for examining the findings from the latest outcome reports. For example, exhibit 11 compares outcomes for three family service units on one particular demographic characteristic. The two outlying values circled in the exhibit indicate unusual outcomes that a program manager will likely want to investigate.

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  • Like any revolution, the digital transformation of healthcare began almost imperceptibly many years ago. I witnessed one of its earliest events without having any special awareness of what was to come. The 400-bed hospital where I worked as a photographer installed its first computer in the late 1960s, and I was asked to take pictures for the press release announcing the hospital’s entry into the new world of electronic data processing. The computing machine was more noteworthy for its size than for its function.

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  • Infections. During infancy, a number of viruses have been associated with the inception of the asthmatic phenotype. Respiratory syncytial virus (RSV) and parainfluenza virus produce a pattern of symptoms including bronchiolitis that parallel many features of childhood asthma53,54. A number of long-term prospective studies of children admitted to the hospital with documented RSV have shown that approximately 40% will continue to wheeze or have asthma into later childhood53.

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  • Head injury refers to trauma of the head. This may or may not include injury to the brain. However, the terms traumatic brain injury and head injury are often used interchangeably in medical literature.The incidence (number of new cases) of head injury is 300 of every 100,000 per year (0.3% of the population), with a mortality rate of 25 per 100,000 in North America and 9 per 100,000 in Britain. Head trauma is a common cause of childhood hospitalization.

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