This course is designed for graduate students to learn hospitality operations management. After taking this course, students can learn the managerial concepts of hospitality operations management, which are useful to academic research and managerial competence of hospitality operations management.This course is designed for graduate students to learn hospitality operations management. After taking this course, students can learn the managerial concepts of hospitality operations management, which are useful to academic research and managerial competence of hospitality operations management.
This course is designed for graduate students to learn service operations management. Many examples and cases are related to hospitality. After taking this course, students can learn the managerial concepts of hospitality operations management, which are useful to academic research and managerial competence.
This course is designed for graduate students to learn service operations management. Many examples and cases are related to hospitality. After taking this course, students can learn the managerial concepts of hospitality operations management, which are useful to academic research and managerial competence.
Ball, Jones, Kirk, and Lockwood. Hospitality Operations: A Systems Approach. Continuum. (桂魯代理) (東海圖書館647.94068 H794o 2003 )
Jones, P. Introduction to Hospitality Operations. (桂魯代理)
Fitzsimmons and Fitzsimmons. Service Mangement: Operations, Strategy, Information Technology, McGraw Hill. (華泰代理)
Stevenson . Operations Management. (華泰代理)
Waiting time:
1.Maister, D., Czepiel, J. A. et al. (1985). The Psychology of Waiting Lines. The Service Encounter, Lexington Books.
Restaurant operations:
2.Hwang, J., (2008). Restaurant Table Management to Reduce Customer Waiting Times. Journal of Foodservice Business Research, 11(4): 334-351.
Hotel operations:
3.Powell, P. H., & Watson, D. 2006. Service unseen: The hotel room attendant at work. Hospitality Management, 25 297-312.
Location:
4.Kimes, S. E. and Fitzsimmons J. A. (1990). Selecting Profitable Hotel Sites at La Quinta Motor Inns. Inerfaces 20(2): 12-20.
Capacity management:
5.Desai1, S. S. and Hunsucke, J. L. (2008). A Sensitivity Analysis Tool for Improving the Capacity of Amusement Rides. Journal of Simulation 2: 117-126.
Productivity:
6.Reynolds, D. and Biel, D. (2007). Incorporating Satisfaction Measures into a Restaurant Productivity Index. International Journal of Hospitality Management 26: 352-361.
Revenue management:
7.Kimes, S. E., 2004. Restaurant Revenue Management: Implementation at Chevys Arrowhead, Cornell Hotel and Restaurant Administration Quarterly 45(1): 52-67.
Simulation:
8.Kuo, C.F. and Nelson, D.C., (2009). A Simulation Study of Production Task Scheduling for a University Cafeteria, Cornell Hospitality Quarterly, vol. 50: pp. 540 - 552.
Meal pace:
9.Noone, B. M., Kimes, S. E., Mattila, A. S., & Wirtz, J. (2007). The Effect of Meal Pace on Customer Satisfaction. Cornell Hotel and Restaurant Adminisration Quartely, 48(3), 231-245.
Ball, Jones, Kirk, and Lockwood. Hospitality Operations: A Systems Approach. Continuum. (Guilu Agent) (Donghai Library 647.94068 H794o 2003)
Jones, P. Introduction to Hospitality Operations. (Guilu Agency)
Fitzsimmons and Fitzsimmons. Service Mangement: Operations, Strategy, Information Technology, McGraw Hill. (Huatai Agent)
Stevenson . Operations Management. (Huatai Agent)
Waiting time:
1.Maister, D., Czepiel, J. A. et al. (1985). The Psychology of Waiting Lines. The Service Encounter, Lexington Books.
Restaurant operations:
2.Hwang, J., (2008). Restaurant Table Management to Reduce Customer Waiting Times. Journal of Foodservice Business Research, 11(4): 334-351.
Hotel operations:
3.Powell, P. H., & Watson, D. 2006. Service unseen: The hotel room attendant at work. Hospitality Management, 25 297-312.
Location:
4. Kimes, S. E. and Fitzsimmons J. A. (1990). Selecting Profitable Hotel Sites at La Quinta Motor Inns. Inerfaces 20(2): 12-20.
Capacity management:
5.Desai1, S. S. and Hunsucke, J. L. (2008). A Sensitivity Analysis Tool for Improving the Capacity of Amusement Rides. Journal of Simulation 2: 117-126.
Productivity:
6.Reynolds, D. and Biel, D. (2007). Incorporating Satisfaction Measures into a Restaurant Productivity Index. International Journal of Hospitality Management 26: 352-361.
Revenue management:
7. Kimes, S. E., 2004. Restaurant Revenue Management: Implementation at Chevys Arrowhead, Cornell Hotel and Restaurant Administration Quarterly 45(1): 52-67.
Simulation:
8.Kuo, C.F. and Nelson, D.C., (2009). A Simulation Study of Production Task Scheduling for a University Cafeteria, Cornell Hospitality Quarterly, vol. 50: pp. 540 - 552.
Meal pace:
9. Noone, B. M., Kimes, S. E., Mattila, A. S., & Wirtz, J. (2007). The Effect of Meal Pace on Customer Satisfaction. Cornell Hotel and Restaurant Administration Quarterly, 48(3), 231-245.
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| Paper readingPaper reading paper reading |
40 | |
| Midterm examMidterm exam midterm exam |
25 | |
| Final examFinal exam final exam |
25 | |
| Class attedance and participationClass attedance and participation class TT E dance and participation |
10 |
