unit 13: CONFERENCE AND BANQUETING MANAGEMENT
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LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development Diversity of venues: venues eg conference centres, specific conference and banqueting facilities within hotels, multi-functional leisure centres Nature of the industry: size and worth of the industry; types of event Development of the industry: socio-cultural; economic; political; technological; environmental; legal
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Unit guide
This document provides an overview of a 10-week course on the contemporary hospitality industry, including:
- The unit aims to provide an understanding of the nature and diversity of the hospitality industry and the various job roles within it.
- Over the 10 weeks, students will learn about the current structure of the industry, staffing, recent developments, and how to recognize future trends through lectures, tutorials, discussions, workshops and assignments.
- The scheme of work outlines the topics to be covered each week, including the types of hospitality organizations, staffing, operational/managerial/regulatory developments, and analyzing trends and developments that may impact the industry.
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Singapore has been a leader in the MICE (meetings, incentives, conferences, exhibitions) industry in Asia and globally. To maintain this position, the document suggests Singapore should further develop its infrastructure like building new convention centers to provide more event venue options. It also notes the importance of improving air connectivity to major countries and developing more attractions and entertainment options. Maintaining a high level of safety and security is also key to attracting MICE business given events involve large groups of international travelers. Overall, continued investment and development can help Singapore consolidate its top ranking and revenue from the lucrative MICE sector amid growing regional competition.
Dhm 192 the global hospitality industry
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UNIT 1: THE CONTEMPORARY HOSPITALITY INDUSTRY
LO1 Understand the current structure of the hospitality industry
Hospitality industry: hotels; restaurants; pubs, bars and nightclubs; contract food service providers; hospitality services; membership clubs and events; brands and businesses Scale and scope: size; types of ownership; turnover; percentage of Gross Domestic Product (GDP); purchasing power Diversity: products and services eg food, drink, accommodation, conference and banqueting, leisure facilities; levels of service; customer base Organisational structure: operational areas eg food preparation, food and beverage services, accommodation services, front of house services; functional eg human resources, finance, marketing, research and development, security, maintenance Hospitality-related organisations and professional bodies: as current at time of delivery, to include People 1st, British Hospitality Association, Institute of Hospitality, British Institute of Innkeepers, Springboard UK
3 deptt of hotels
The document discusses the key departments and organizational structure of hotels. It outlines the major divisions of a hotel which include rooms division, food and beverage division, sales and marketing division, and accounting and finance division. It then describes the typical departments within each of these divisions such as front office, housekeeping, and restaurants. The document also provides an organizational chart showing the typical reporting structure within a hotel.
INTRODUCTION OF HOSPITALITY INDUSTRY
This document provides an introduction to the hospitality industry. It defines hospitality and discusses the various sectors within the industry, including lodging, foodservice, travel and tourism. It outlines the different types of establishments within the foodservice sector such as cafes, cafeterias, restaurants and banquet facilities. It also distinguishes between commercial and institutional foodservice operations. Finally, it discusses the various ownership structures for commercial foodservice operations including independents, chains and franchises.
chapter 1 overview of hospitality
The document provides an overview of the hospitality industry, including what it entails, some of its largest sectors (lodging, food service, travel and tourism), and possible career paths one can take within the industry. It notes that the hospitality industry is the oldest and fastest growing industry in the world, and involves welcoming and hosting guests. It also highlights some of the characteristics of working in the industry, such as often working long hours including nights and weekends.
Four segments of hospitality and tourism
The document discusses the four main segments of the hospitality and tourism industry: food and beverage, lodging, recreation, and travel and tourism. It provides details on the various types of businesses that fall within each segment, including quick service and full service restaurants, hotels, entertainment, attractions, and travel agencies. The food and beverage segment makes up half of all meals consumed in the US and includes commercial, institutional, and consumer-based food service. Lodging provides temporary accommodations from hotels to hostels. Recreation businesses aim to refresh people through entertainment, attractions, spectator sports and participatory events. Travel and tourism encourages people to visit places and spend on local hospitality.
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Unit guide
This document provides an overview of a 10-week course on the contemporary hospitality industry, including:
- The unit aims to provide an understanding of the nature and diversity of the hospitality industry and the various job roles within it.
- Over the 10 weeks, students will learn about the current structure of the industry, staffing, recent developments, and how to recognize future trends through lectures, tutorials, discussions, workshops and assignments.
- The scheme of work outlines the topics to be covered each week, including the types of hospitality organizations, staffing, operational/managerial/regulatory developments, and analyzing trends and developments that may impact the industry.
Banqueting and conference management pgdhm
Singapore has been a leader in the MICE (meetings, incentives, conferences, exhibitions) industry in Asia and globally. To maintain this position, the document suggests Singapore should further develop its infrastructure like building new convention centers to provide more event venue options. It also notes the importance of improving air connectivity to major countries and developing more attractions and entertainment options. Maintaining a high level of safety and security is also key to attracting MICE business given events involve large groups of international travelers. Overall, continued investment and development can help Singapore consolidate its top ranking and revenue from the lucrative MICE sector amid growing regional competition.
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The document provides an overview and guide for the module "The Global Hospitality Industry". It begins with learning outcomes which are to investigate a range of global hospitality outlets and explain their contribution to the economy. It then outlines the syllabus which will cover topics like hotels, restaurants, events, and trends in the hospitality industry. Assessment is through a 2.5 hour exam with multiple choice and long answer questions. Recommended resources include textbooks on hospitality management and industry magazines.
UNIT 1: THE CONTEMPORARY HOSPITALITY INDUSTRY
LO1 Understand the current structure of the hospitality industry
Hospitality industry: hotels; restaurants; pubs, bars and nightclubs; contract food service providers; hospitality services; membership clubs and events; brands and businesses Scale and scope: size; types of ownership; turnover; percentage of Gross Domestic Product (GDP); purchasing power Diversity: products and services eg food, drink, accommodation, conference and banqueting, leisure facilities; levels of service; customer base Organisational structure: operational areas eg food preparation, food and beverage services, accommodation services, front of house services; functional eg human resources, finance, marketing, research and development, security, maintenance Hospitality-related organisations and professional bodies: as current at time of delivery, to include People 1st, British Hospitality Association, Institute of Hospitality, British Institute of Innkeepers, Springboard UK
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The document discusses the key departments and organizational structure of hotels. It outlines the major divisions of a hotel which include rooms division, food and beverage division, sales and marketing division, and accounting and finance division. It then describes the typical departments within each of these divisions such as front office, housekeeping, and restaurants. The document also provides an organizational chart showing the typical reporting structure within a hotel.
INTRODUCTION OF HOSPITALITY INDUSTRY
This document provides an introduction to the hospitality industry. It defines hospitality and discusses the various sectors within the industry, including lodging, foodservice, travel and tourism. It outlines the different types of establishments within the foodservice sector such as cafes, cafeterias, restaurants and banquet facilities. It also distinguishes between commercial and institutional foodservice operations. Finally, it discusses the various ownership structures for commercial foodservice operations including independents, chains and franchises.
chapter 1 overview of hospitality
The document provides an overview of the hospitality industry, including what it entails, some of its largest sectors (lodging, food service, travel and tourism), and possible career paths one can take within the industry. It notes that the hospitality industry is the oldest and fastest growing industry in the world, and involves welcoming and hosting guests. It also highlights some of the characteristics of working in the industry, such as often working long hours including nights and weekends.
Four segments of hospitality and tourism
The document discusses the four main segments of the hospitality and tourism industry: food and beverage, lodging, recreation, and travel and tourism. It provides details on the various types of businesses that fall within each segment, including quick service and full service restaurants, hotels, entertainment, attractions, and travel agencies. The food and beverage segment makes up half of all meals consumed in the US and includes commercial, institutional, and consumer-based food service. Lodging provides temporary accommodations from hotels to hostels. Recreation businesses aim to refresh people through entertainment, attractions, spectator sports and participatory events. Travel and tourism encourages people to visit places and spend on local hospitality.
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- Leverage location and facilities. Promote proximity to attractions or unique on-site features like an indoor pool or event space.
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“The best way to find yourself is to lose yourself in the service of others.”
– Ghandi
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Here are some key strategies hotels can use to increase occupancy and revenue while differentiating themselves from competitors:
- Focus on excellent customer service. Make guests feel valued by providing friendly, attentive service. Train staff to go above and beyond.
- Enhance the guest experience with amenities. Offer perks like free breakfast, WiFi, parking, gym access, etc. to attract customers.
- Leverage location and facilities. Promote proximity to attractions or unique on-site features like an indoor pool or event space.
- Improve direct bookings. Drive bookings through the hotel website and loyalty programs for higher margins vs third-party sites.
- Optimize pricing. Use dynamic pricing tools to adjust
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LO1 Understand human resource management
Human resource management: concept of human resource management (HRM) eg planning and forecasting, recruitment process, contracts of employment, deployment and monitoring of employees, training and development, budget monitoring, relationships; role and purpose of HRM, soft HRM, hard HRM Human resource planning: planning eg the creation of the human resource plan, analysing demand and supply, internal and external factors influencing human resource planning, human resource planning in a changing environment
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LO1 Understand the operational responsibilities of a facilities manager
Staff: structure and responsibilities; employment terms and conditions; training and development; appraisal; legal issues eg equal opportunities, discrimination, dismissal, working time regulations, transfer of undertakings Buildings: uses; allocation of space; capacity; essential services and supplies (mechanical, electrical, electronic); maintenance and repair (planned, preventative, emergency/reactive); refurbishment and development; security Customers: identifying and assessing needs; expectations and reactions; providing information and advice; providing customer care and control; accessibility; safety and security; legal obligations and liabilities; processing and monitoring sales and bookings; maintaining communication systems and databases; ancillary services and sales Employer/funding agencies: private and/or public ownership of facilities; management board/trustees; local authority; funding partnerships and sources; financial management; personal contract and accountability; lines of management responsibility; impact on facilities operations
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UNIT 19: EXTERNAL BUSINESS ENVIRONMENT
LO1 Understand the impact of socio-economic change on the development of commercial organisations in a business and services industry context
Structure and operation of UK economy: market structure; perfect/imperfect competition; oligopoly; duopoly and monopoly; national/local factors; determinants of free-market economy Government economic policy: aims and influence; effects on employment policy; inflation; balance of payments; economic growth in industry sector; current issues Income, wealth, employment and occupational distribution: structure and composition of business and services industry; patterns of demand for business and services; the socioeconomic framework of demand; labour demand in industry sector Demographic trends: geographical pattern of labour demand; nature of employment in business and services industries; employment profiles eg age, sex Social structures: types of people employed; geographical variations; self-employed; unemployed; labour turnover; levels of pay Industry context: contexts eg hospitality and catering, hairdressing and beauty therapy, sports and leisure, travel and tourism
UNIT 8: MARKETING IN HOSPITALITY
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The hospitality industry is a service industry that aims to create wealth by satisfying guests. It includes sectors like hotels, restaurants, clubs, food service, event planning, tourism businesses, and travel providers. The product or service is often intangible, and quality is impacted by the service delivery. Hospitality involves welcoming and caring for guests' basic needs, especially food, drink, and accommodation. Employees are part of the product itself, so guests must feel valued for satisfaction. The hospitality and tourism industry meets people's needs with kindness away from home through food/drink, lodging, recreation, and travel sectors. It is a diverse and complex global industry involving entrepreneurs, jobs, and economic levels.
UNIT 12: HOSPITALITY OPERATIONS MANAGEMENT
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Airlines, tourism & hospitality management institute
Airlines, Tourism & Hospitality are the major international industries essential for National & Regional Economic Development. This advanced program focuses on the understanding of the Airlines, Tourism & Hospitality Industry with detailed operational aspects through projects, presentations, selective case studies & discussions, besides regular sessions.
Hcm 101 introduction to hospitality management
This document provides an overview of an introductory course on hospitality management. It discusses:
1. The meaning of hospitality management and defines the hospitality industry.
2. The history of hospitality management, tracing it from domestic hospitality practices in Europe and Nigeria to the development of commercial hospitality establishments like hotels, restaurants, and hospitals.
3. An outline of the course, including its aims and objectives, topics to be covered across 15 units organized into 4 modules, assessment details, and a weekly schedule to complete the coursework.
The document is intended to introduce students to fundamental principles of hospitality management and provide guidance on navigating the course requirements.
UNIT 38: SUSTAINABLE TOURISM DEVELOPMENT
LO1 Understand the rationale for planning in the travel and tourism industry
Rationale: to achieve the determined objectives eg improved employment opportunities, protection and conservation of wildlife, landscape, co-ordination between public/private partners, to maximise benefits, provide infrastructure, co-ordinate development, consumer protection; involvement of stakeholders eg developers, tourism industry, tourists and host community; public/private partnerships and advantages/disadvantages of; effective use of resources eg infrastructure; natural, cultural, heritage, human resources
Hospitality service design
This document discusses plans for designing a new service for a 4-star hotel called Belmont Hearne Hotel located in Goa, India. It proposes innovations like providing wearable tech bands for keyless entry and tablets for digital check-in. It also outlines facilities, target customers, employee management and training programs, methods for analyzing customer data, and forecasting tourism demand in Goa. The goal is to position the hotel as a leader in hospitality technology and customer service by understanding customer preferences and addressing current challenges in the industry.
Performance appraisal in hotel industry (raviraj)
This document discusses employee performance appraisals. It defines performance appraisal as evaluating an employee's job performance against standards. The appraisal process involves setting standards, assessing actual performance, and providing feedback. The main objectives of appraisals are assisting with promotions/transfers, improving performance, increasing supervisor skills, identifying training needs, and preventing grievances. The document then provides information about Hotel Raviraj in Aurangabad, India and lists some of its services and amenities.
UNIT 2: FINANCE IN THE HOSPITALITY INDUSTRY
LO1 Understand sources of funding and income generation for business and services industries
Funding: sources eg retained profits, loans, banks, investors, small business schemes, franchise, hire purchase, sponsorship, lease schemes, creditors, debt factoring Income generation: methods eg sales, commission, sub-letting, sponsorship, grants, tracking mechanisms
LO2 Understand business in terms of the elements of cost Elements of cost
sales; materials; consumables; labour; overheads; capital; gross and net profits; discount costing Selling prices: product and service costing; formula to achieve a specific gross profit percentage; differential gross/net profit margins; marginal costing; effect of competition; freelance; commission; peak/off-peak trading Control of stock and cash: methods eg storage, purchasing, cash, security, reconciliation, stock-taking Taxation: income tax; Value Added Tax (VAT); corporation tax; schedules; rates; personal/capital allowances; post-tax profits, implications
Hospitality Management Team
Brainwave Management has extensive experience in managing hospitality projects globally. They are looking to partner with hotel/restaurant developers and investors in India, particularly for distressed assets and new concepts. The management team has decades of experience with major brands. Brainwave offers a value-added approach to maximize profits, including financial optimization, sales/marketing, human resources, operations, project management, and quality systems. They seek 5-year management agreements with incentive fees based on gross income and profits.
Hospitality Management Operation
This document discusses hotel management and operations. It identifies several objectives, including understanding the basic management structure and organizational chart of a hotel. It describes different categories of hotel guests and the common aims of satisfying guests and running a profitable business. The document outlines various types of hotels including motor hotels, town hotels, resort hotels, tourist hotels, airport hotels, and beach hotels. It also describes the range of amenities hotels provide and factors that influence hotel prices and tariffs. Finally, it discusses key hotel departments and positions like front office, housekeeping, maintenance, and human resources as well as the duties and responsibilities of hotel general managers.
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Bachelor of hospitality management at work 2005, 2011 and 2016
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UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
Airlines, tourism & hospitality management institute
Airlines, tourism & hospitality management institute
Similar to unit 13: CONFERENCE AND BANQUETING MANAGEMENT
UNIT 15: ON-LICENSED TRADE MANAGEMENT
LO1 Understand key issues that impact on the licensed trade industry Brewing and the licensed
trade: economic, social and legislative history Agreements: freehold; leasehold; tenancy Types of licensed premises: family; themed; community; country; town houses; branded pubs including franchises Future developments: national; EU influences Industry challenges/issues: the health agenda; responsible retailing; anti-alcohol lobby; smoking ban; violence; ethics; social responsibility; alcohol related disorder; gambling; pub closures; sustainability and the environment
The Ultimate Beginner's Guide to Event Management & Event Planning
Ever wonder what goes into event management & event planning?
Ever thought how Event Management is different from Event Planning?
What work does event planners and managers do?
Well, then this piece of content is for you.
If you already liked it, share this with other #EventProfs and Follow us on LinkedIn : www.linkedin.com/company/hubilo
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Get free demo of our online event management software: https://ebook.hubilo.com/request-a-free-hubilo-demo
Event Management - Unit 6
The document discusses managing vendor contracts for event management. It covers developing appropriate resources like choosing a venue and theme. It emphasizes the importance of coordinating catering operations by selecting the best caterer and arranging catering logistics. Site inspections and production schedules are also important parts of managing vendor contracts for successful event planning.
UNIT 6: ROOMS DIVISION OPERATIONS MANAGEMENT
LO1 Understand services provided by the rooms division in diverse contexts
Accommodation services: roles and responsibilities; housekeeping; maintenance; working procedures; control mechanisms; decoration and furnishings; refurbishment; accommodation environment and occupancy; guest services and supplies; linen services and laundry; cleaning services; environmental issues; health, safety and security; documentation and records Front office services: roles and responsibilities; reception; advanced reservations; concierge; administration; working procedures; control mechanisms; interior design; first impressions; guest records; the guest cycle; occupancy rates and monitoring; selling and promotion; tariffs and discounting; billing; point of sale (POS); payment procedures; cash control and reconciliation; security Legal and statutory requirements: health and safety; hazardous substances; protective clothing; consumer law; price tariff and display; data protection; immigration (hotel records); diplomatic privileges Diverse contexts: hospitality businesses; at least three examples eg hotel, restaurant with rooms, university campus
Events mgt. chapter 1 sy 2013 14
This document provides an overview of event planning and the meetings, incentives, conventions and exhibitions (MICE) industry. It begins with learning objectives about understanding the structure and operations of the event industry. It then differentiates between meetings, congresses, conventions and conferences. The document outlines the many roles and skills required of an event planner, including project management, human resources, and public relations. It categorizes events and defines event management. The role and history of the MICE industry in tourism is discussed. Key aspects of meetings management and the parts of planning an event are explained. Career opportunities in event planning are also listed.
UNIT 16: SALES DEVELOPMENT AND MERCHANDISING
This document outlines the learning outcomes and content for Unit 16: Sales Development and Merchandising. It includes 4 learning outcomes that cover understanding elements of products and services, external and internal sales development techniques, and evaluating the role of staff in maximizing sales. Specific topics addressed include product strategy, market segmentation, buyer behavior, advertising, merchandising, sales promotions, personal selling techniques, and training. Learners will evaluate various sales and marketing components, make recommendations for improvement, and justify principles of an effective sales training program. Access to industry providers is recommended so learners can examine real-world examples of different products and sales approaches.
UNIT 5: FOOD AND BEVERAGE OPERATIONS MANAGEMENT
LO1 Understand different food and beverage production and service systems
Food production: systems eg traditional, batch cooking, call-order, centralised, assembly kitchens, sous-vide, cook-chill, cook-freeze Service: systems eg table service, counter service, à la carte, table d’hôte, silver service, family service, plate service, guéridon service, specialist food service systems Recipe and menu factors: recipe suitability and modification; customer perceptions; choice of products; flavour and appearance of dishes; nutritional value Cost implications: system costs; equipment; staff; products Staffing implications: system skills and de-skilling; job specifications; training; levels of output Application: within the hospitality industries eg hotels, restaurants, pubs, clubs and nightclubs, contract food services, hospitality services, membership clubs, events and specialist operations, banqueting, fast food, in-flight catering
Events Management Services NC III_Class of 2023
The document discusses several aspects of developing knowledge of the event industry including its structure, categories of events, sizes of events, business events, impacts of events, differentiation of events, and career opportunities. It outlines the key government agencies, event organizations, promoters, service providers, suppliers, and venues. It also defines event categories and sizes ranging from mega to minor events. [/SUMMARY]
UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE
LO1 Understand different systems and equipment used for the volume of food production and beverage delivery in different contexts
Systems: manufacturing; traditional; sous-vide; cook-chill/freeze; cook-to-order; batch; centralised; pre-prepared; individual; multi-portion; communications; technology; applications; operational/management requirements; reporting procedures Equipment: specialist; volume; equipment specifications; economics; ergonomics; integration; maintenance and ‘down time’ Contexts: types eg contract catering, events catering, conference and banqueting
PLANNING MEETINGS, CONVENTIONS AND EXHIBITION
This document discusses the planning and execution of meetings, conventions, and exhibitions. It covers topics such as common sponsors of these events, the bidding and preparation process, site selection, contract negotiations, forming committees, marketing, food and beverage planning, and on-site management. The overall planning process involves establishing goals, targeting attendees, designing the program, creating a budget, selecting a location, and hiring necessary subcontractors.
UNIT 11: RESOURCE MANAGEMENT IN HOSPITALITY
This document discusses resource management in hospitality. It covers four learning outcomes: understanding principles of resource management and procurement; understanding finance and taxation options; understanding how procurement strategies contribute to commercial objectives; and reviewing and evaluating procurement strategies and business performance. The document provides details on procurement methods, supplier selection, finance sources, taxation computations, the procurement officer's role, sourcing issues, contract terms, and strategy evaluation techniques.
Writing enforcing-effective-so ps-los-angeles
Writing SOPs or procedural documents can be challenging at times. However, writing SOPs is overall a straightforward process. However, enforcing what you already created and implemented in the pipeline is another story.
Darryl downey - classifications of special events
Darryl Downey loves to participate in events like Music, Comedy and Events across Theatres, Concert Halls and Venues.
Events mgt. chapter 2 sy 2013 14.ppt
This document discusses key concepts for event management including organizing, planning, motivating, communicating, creating, controlling, and problem solving. It provides examples of how each concept applies to event management. For planning, it outlines the event planning process and key steps including initiation, planning, implementation, control and monitoring, shutdown, and evaluation. It also discusses developing organizational charts and job descriptions for an event management team.
Event Management where the learner will learn about the event.ppt
event management related, the learning object is related to the events and their type scope, and importance.
Meeting and Events Planning Execution and Success.pdf
In the realm of business, meetings and events serve as crucial platforms for collaboration, networking, and achieving organizational goals. Whether it's a corporate conference, a team-building retreat, or a product launch event, meticulous planning and execution are essential for success. In this guide, we'll explore the key aspects of organizing meetings and events, from initial planning stages to post-event evaluation, highlighting best practices and strategies for ensuring a memorable and impactful experience.
Unit 2
This document discusses the key stages in event management: developing the concept, analyzing the concept, designing the event, logistics, and keys to success. It provides details on developing the concept, including determining the purpose and theme of the event, selecting a venue that matches the audience and available resources, and considering financial factors. The document also discusses budgeting, with steps to estimate costs for site rental, catering, transportation, decor, entertainment, printing, gifts, and activities.
Convention and conference management
The document discusses convention and conference management. It provides details on the responsibilities of meeting planners, which include developing themes, arranging speakers, coordinating logistics like facilities, décor, security, and more. It also discusses the different levels of professionals (facilitator, technician, professional) and their roles in planning events. Finally, it outlines important considerations and steps for planning events, like developing budgets, selecting venues, catering, registration, lighting, transportation, and emergency management.
Introduction To Professional Meeting And Event Planning
This document outlines the agenda and goals for an introductory class on professional meeting and event management. It discusses establishing goals and objectives, determining the target audience, and selecting a meeting site. Key aspects include:
- The class will focus on establishing goals and objectives, understanding the target group, and beginning the site selection process.
- Students will complete a group negotiation project and final project planning an event, worth 25% and 50% of the grade respectively.
- Determining objectives involves analyzing the target audience and writing clear, measurable statements of anticipated results using the PLAN framework.
- Understanding the target group involves researching demographics and gathering feedback through focus groups, surveys, and reviewing past events.
360 of the events industry by Mario Kanaan
History, Importance & Current Status of Events
Events Cycle
Initiation and Preparation of Events
Marketing Tools for events
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The Ultimate Beginner's Guide to Event Management & Event Planning
The Ultimate Beginner's Guide to Event Management & Event Planning
UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE
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Event Management where the learner will learn about the event.ppt
Event Management where the learner will learn about the event.ppt
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UNIT 40: TOUR OPERATIONS MANAGEMENT
LO1 Understand the tour operators industry within the travel and tourism sector
Tour operators: as defined by EU Package Travel Directive; different types of tour operators including outbound operators, domestic operators, incoming operators, specialist operators, direct sell operators Industry: identification of major tour operators including their origins, ownership, market segments, competition, identification of specific operators within each category; scale eg number of passengers carried, market share, turnover; products and services to meet different markets; vertical and horizontal integration in leading operators; impact of integration; European and global links; trends to include changing trends in holidays (eg mass market tourism to customisation, product range, all-inclusive holidays), expansion of the cruise market; environmental awareness of tour operators, responsible tourism; effect of economy and other external factors eg discounting, emergence of e-commerce, budget airlines; role of trade bodies including The Travel Association (ABTA), Association of Independent Tour Operators (AITO), Federation of Tour Operators (FTO), UKinbound, the UK Civil Aviation Authority (CAA)
UNIT 42: EMPLOYABILITY SKILLS
LO1 Be able to determine own responsibilities and performance
Own responsibilities: personal responsibility; direct and indirect relationships and adaptability, decision-making processes and skills; ability to learn and develop within the work role; employment legislation, ethics, employment rights and responsibilities Performance objectives: setting and monitoring performance objectives Individual appraisal systems: uses of performance appraisals eg salary levels and bonus payments, promotion strengths and weaknesses, training needs; communication; appraisal criteria eg production data, personnel data, judgemental data; rating methods eg ranking, paired comparison, checklist, management by objectives Motivation and performance: application and appraisal of motivational theories and techniques, rewards and incentives, manager’s role, self-motivational factors
UNIT 41: PERSONAL AND PROFESSIONAL DEVELOPMENT
LO1 Understand how self-managed learning can enhance lifelong development Self-managed
learning: self-initiation of learning processes; clear goal setting eg aims and requirements, personal orientation achievement goals, dates for achievement, self-reflection Learning styles: personal preferences; activist; pragmatist; theorist; reflector eg reflexive modernisation theory; Kolb’s learning cycle Approaches: learning through research; learning from others eg mentoring/coaching, seminars, conferences, secondments, interviews, use of the internet, social networks, use of bulletin boards, newsgroups Effective learning: skills of personal assessment; planning, organisation and evaluation Lifelong learning: self-directed learning; continuing professional development; linking higher education with industry, further education, recognition of prior learning, apprenticeships, credit accumulation and transfer schemes Assessment of learning: improved ability range with personal learning; evidence of improved levels of skill; feedback from others; learning achievements and disappointments
UNIT 39: TOURIST DESTINATIONS
LO1 Understand the scope of key UK and worldwide tourist destinations
Main destinations: by income generated, visitor numbers and tourism statistics Tourist destinations: major tourist destinations selected from UK, Europe and the rest of the world Generators: source of tourists
Unit 35
The document discusses the entertainment industry and venue management. It covers four learning outcomes: understanding the industry's contribution to the economy and different activities offered; types of entertainment activities and venues; management and operation of venues; and trends in the industries. For each learning outcome, it lists topics to be analyzed, compared, classified, evaluated, and discussed to demonstrate understanding of the key concepts. These include data on the industry's economic impact, public and private funding sources, performer and audience types, major venue categories, income generation strategies, and influences on management approaches.
UNIT 31: FOOD SAFETY MANAGEMENT
LO1 Understand the agents that cause food-borne illness and the contamination of food
Bacteriology: main bacteria of concern – salmonella, clostridia, listeria, E. coli, campylobacter, staphylococcus; toxins; growth conditions; characteristics; incubation and onset times of illness Physical contamination: explanation of physical contaminants; prevention of physical contamination; methods of control Chemical contamination: types of chemical contaminants; prevention of chemical contamination; methods of control Food poisoning: causes; symptoms; duration Food-borne infections: difference between food-borne infection and food poisoning; agents of food-borne disease; sources of contamination; prevention measures High-risk foods: foods that are most likely to cause food poisoning
UNIT 30: NEW PRODUCT DEVELOPMENT IN FOOD
LO1 Be able to develop a new or modify an existing food or beverage product
Design: concept research; small-scale development; corporate development programmes; costing; specification manual; presentation methods; food stabilisers; food enhancers; trend analysis; consumer reactions; timescales for development; risk assessment Legislation: concerns eg food labelling, additives, food safety, risk analysis [HACCP] Influences: types eg food fashions, globalisation, ethnic cookery influences, vegetarian and healthy eating concepts
UNIT 29: CREATIVE PATISSERIE
This document outlines the learning outcomes and assessment criteria for Unit 29: Creative Patisserie. It discusses key equipment, preparation methods, food items including pastes, fermented goods, sponges and cakes, sugar work, chocolate work, and evaluation techniques used to prepare and evaluate patisserie items. Professional and hygienic kitchen practices are also covered, along with health and safety legislation. The unit aims to teach skills for preparing, processing, cooking and finishing a variety of patisserie items to a high standard.
UNIT 28: WORLD FOOD
LO1 Understand the characteristics and influences in world cuisine World
regions: European; the Americas; Caribbean; Pacific Rim; Far East; Middle East; Indian sub-continent; Africa; Australia Characteristics: conventional menu structures eg starters, main courses, sweets, regional and cultural variations; sequencing of courses/dishes; why do people eat what they eat Trends: recipe development; dietary/special requirements; health issues eg lifestyle, balanced diet, anaphylactic shock; fusion with different cuisines; changes in customer demand; changes in menu structure; religion
UNIT 25: MENU PLANNING AND PRODUCT DEVELOPMENT
LO1 Understand factors that influence menu planning decisions Menu development and policy
overview: principles of menu planning; types of menu; menu balance; creativity; consumer expectations; religious, cultural, ethnic and social influences; fads and trends; fashions; themes Menu compilation: factors eg taste, colour, texture, portion size, temperature, appearance, commodity planning, seasonal factors Recipe development: creativity; cookery styles; nutritional composition; consistency of product; methods eg fresh commodities, prepared foods, combination of fresh and prepared foods, cook-chill/freeze, batch cookery; call order; timing Food service systems: variations to standard service methods eg silver, table, buffet, tray, counter; food presentation; addressing consumer needs and expectations; timing
UNIT 24: BREWING SCIENCE
LO1 Understand fermentation systems Microbial groupings: microbial range and form Unicellular
fungi: importance to the fermentation process especially Saccharomyces species History of fermentation advances: metabolic pathways of respiration; dynamics of anaerobic respiration/fermentation; methods of controlling fermentation (top and bottom); principal steps in the brewing process
LO2 Understand the biochemistry of malting, mashing and conversions in the copper Barley
physiology: choice of cereal; biochemical changes affected by the malting process Wort composition: biochemical/biophysical conversions Malting process: the enhancement of diastatic power; control of N2-content; development of colour Mashing process: the ionic balance of the liquor (Burtonization); factors affecting extraction and enzymatic conversion in the grist; importance of temperature and time controls; monitoring ‘run-off’ from the mash tun for turbidity and specific gravity Hop variety: varieties of hops available (including brief histories and geographical location); characteristic properties of each variety; hop additions to brews (biochemistry of action); hop quality (appearance, feel and aroma) Hop biochemistry: the ratio of α and β-acids; oxidative conversions to humulones and hulupones; the effect of seed content on hop property and the principle contributors to aroma The copper: inactivation of enzymes; precipitation of proteins, polyphenols and some lipids; production of hop-derived flavours and aromas; sterilisation of the wort; further precipitation of calcium phosphate [Ca3(PO4)2] and its effect on pH; the distillation of volatile materials; water evaporation and subsequent wort concentration; enhancement of colour (caramelization, melanoidin formation, oxidation of tannins); reduction of surface tension Practical control: timescales involved in boiling and the stage points of hop introduction
UNIT 23: LAW FOR LICENSED PREMISES
LO1 Understand the effects of licensing legislation Types of licensed
premises: managed houses; tenancies; leasehold; freehold; public houses; restaurants; hotels; clubs (members, proprietary, night); outside catering; events Types of licence: personal licence; premises licence; gaming permit; music copyright Procedures: local authorities; application (new, renewal); fees Conduct of licensed premises: prevention of crime and disorder; prevention of public nuisance; public safety; protection of children from harm
LO2 Understand consumer protection Misleading
information: advertisements; prices; food labelling; alcoholic strengths; display of prices (food, drink, accommodation); trade descriptions Employer liability: sale of goods; supply of goods and services; consumer protection; product liability directive; negligence; effect of European Union directives Weights and measures: beer and cider; spirits; wines; HM Customs & Excise
UNIT 22: CELLAR AND BAR OPERATIONS MANAGEMENT
LO1 Understand bar and cellar management techniques
Safety: handling of caustic solutions; Control of Substances Harmful to Health (COSHH); kinetic handling; storage of wet and dry stock and cleaning materials; safe use of CO2; safe delivery methods; manual handling Hygiene: hygienic storage of a range of wet and dry stocks; cleaning materials; Hazard Analysis Critical Control Point (HACCP); environmental procedures Product quality: standards; consistency; market needs; storage; stock rotation; temperature controls Staff issues: productivity; staff rostering; training; legal and social constraints Business implications: size of operation; theft; pilferage; cost of stock losses; enhancement to/or loss of reputation; impact of trends
UNIT 21: SMALL BUSINESS ENTERPRIS
This document provides information on a unit related to investigating and improving the performance of small business enterprises. It includes four learning outcomes:
1) Investigating a small business's performance through a profile, comparisons, and analysis.
2) Proposing changes to overcome weaknesses, maintain strengths, and identify new opportunities.
3) Revising business objectives and plans to incorporate proposed changes.
4) Examining the impact of changes on business operations, personnel, and performance over time.
The document provides guidance on assessment criteria, links to other units, essential requirements, and engaging employers to provide industry context.
UNIT 20: BUSINESS HEALTH CHECK
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
UNIT 17: QUALITY MANAGEMENT IN BUSINESS
This document discusses quality management in business organizations. It covers defining quality, different approaches to quality management like inspection, assurance and continuous improvement. It also discusses benefits of quality management like customer satisfaction, added values and improved customer information. Quality controls like measurement, surveys, consultation and complaint procedures are explained. The importance of self-assessment, communication, record keeping and staff consultation are also covered to understand how to apply quality management principles to improve organizational performance.
UNIT 10: WORK-BASED EXPERIENCE
LO1 Be able to negotiate industry experience Suitable
organisation and location: types of establishments for placement eg industry-related work for a client brief at college, existing work environment, different department within current employer’s business Negotiation: methods of contacting organisations; methods of undertaking negotiations Nature of duties: type of undertaking eg routine duties and tasks, project work, development of new procedures/protocol Supervisors: roles and responsibilities of academic and industrial mentors Expectations of learning: aims eg proficiency in new tasks and procedures, timemanagement and problem solving skills, reflection, discuss progress with others, teamwork Business constraints: consideration of possible limitations eg need to be fully trained, adherence to quality systems, health and safety considerations, supervision time, workload, customer satisfaction, limited staffing, cost of materials
UNIT 7: THE DEVELOPING MANAGER
LO1 Understand principles and practices of management behaviour Management
theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers
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Independent Study - College of Wooster Research (2023-2024)
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
真实可查(nwu毕业证书)美国西北大学毕业证学位证书范本原版一模一样
原版定制【微信:bwp0011】《(nwu毕业证书)美国西北大学毕业证学位证书》【微信:bwp0011】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strategies
University of North Carolina at Charlotte degree offer diploma Transcript
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
一比一原版(cwu毕业证书)美国中央华盛顿大学毕业证如何办理
原版一模一样【微信：741003700 】【(cwu毕业证书)美国中央华盛顿大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(cwu毕业证书)美国中央华盛顿大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(cwu毕业证书)美国中央华盛顿大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(cwu毕业证书)美国中央华盛顿大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(cwu毕业证书)美国中央华盛顿大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
快速制作美国迈阿密大学牛津分校毕业证文凭证书英文原版一模一样
原版一模一样【微信：741003700 】【美国迈阿密大学牛津分校毕业证文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strategies
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn
Bank of Finland
Press conference on the outlook for the Finnish economy
Helsinki, 11 June 2024
Economic Risk Factor Update: June 2024 [SlideShare]
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Accounting Information Systems (AIS).pptx
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
International Sustainability Standards Board
Issb standards
New standard for reporting sustainability on lines of tcfd
OAT_RI_Ep20 WeighingTheRisks_May24_Trade Wars.pptx
How will new technology fields affect economic trade?
Exploring-Madhya-Pradesh-Culture-Heritage-and-Land-Records.pptx
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
The Impact of the 2024 Indian
Election Beyond Borders
01. Investment Gyan
02. Market Update
03. Inspiration investment story
Dr. Alyce Su Cover Story - China's Investment Leader
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
13 Jun 24 ILC Retirement Income Summit - slides.pptx
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.Recently uploaded (20)
Independent Study - College of Wooster Research (2023-2024)
Independent Study - College of Wooster Research (2023-2024)
Importance of community participation in development projects.pdf
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Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
University of North Carolina at Charlotte degree offer diploma Transcript
University of North Carolina at Charlotte degree offer diploma Transcript
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
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Economic Risk Factor Update: June 2024 [SlideShare]
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OAT_RI_Ep20 WeighingTheRisks_May24_Trade Wars.pptx
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Exploring-Madhya-Pradesh-Culture-Heritage-and-Land-Records.pptx
Exploring-Madhya-Pradesh-Culture-Heritage-and-Land-Records.pptx
Dr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment Leader
13 Jun 24 ILC Retirement Income Summit - slides.pptx
13 Jun 24 ILC Retirement Income Summit - slides.pptx
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
unit 13: CONFERENCE AND BANQUETING MANAGEMENT
- 1. UNIT 13: CONFERENCEAND BANQUETING MANAGEMENT Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development Diversity of venues: venues eg conference centres, specific conference and banqueting facilities within hotels, multi-functional leisure centres Nature of the industry: size and worth of the industry; types of event Development of the industry: socio-cultural; economic; political; technological; environmental; legal LO2 Understand the key strategic and operational issues involved in the effective management of conference and banqueting events Administrative procedures: function sheets; booking diary; the contract; pricing and packaging; discounting initiatives; space utilisation Financial, legal consideration and marketing consideration: licensing law implications, health and safety legislation eg Health and Safety at Work Act 1974 (HASW); hygiene regulations; product placement, targeting and selling; required profit margins Function etiquette and protocol: religious and cultural guidelines, protocol appropriate to different occasions, weddings, formal dinners, room design, seating plans, role of master of ceremonies Performance and quality: evaluation and review techniques, client and guest evaluation procedures, venue appraisal, profit realisation, closed loop evaluation methods LO3 Understand food production and service systems Food production systems: types eg cook-freeze, cook-chill, vacuum packaging, pre-prepared, sous-vide, traditional partie system, modern partie system Food production styles: styles eg banquet, buffet presentation (finger, fork, full); stages in the food production process Food and beverage service: styles eg banquet service, full silver service, family service, lay-up styles; room plans; beverage service; the service sequence Off-site considerations: equipment hire, staff utilisation, Hazard Analysis Critical Control Point (HACCP), space realisation, transport, entertainment required Menu planning: composition guidelines, legal requirements, marketing implications, production and service capabilities; feasibility and budget; customer perception and needs
- 2. UNIT 13: CONFERENCEAND BANQUETING MANAGEMENT Get assignment help for this unit at assignmenthelpuk@yahoo.com LO4 Understand the ergonomic considerations in the organisation of conference and banqueting event Space utilisation techniques: seating plans/room layout designs to accommodate guests, style, comfort, types of event, computer-aided design packages (CAD) Quality of environment: minimum and maximum space/floor occupancy, demands on floor space, heating, ventilation, change of air rates, air- conditioning Audio-visual: lighting, sound, special effects, video projections, computer disc presentations, lighting technology, sound technology Get assignment help for this unit at assignmenthelpuk@yahoo.com UNIT 13: CONFERENCEAND BANQUETING MANAGEMENT Learning outcomes and assessment criteria Learning outcomes On successful completion of this unit a learner will: LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development 1.1 discuss the size and scope of the conference and banqueting industry in the UK 1.2 analyse factors that have influenced its development LO2 Understand the key strategic and operational issues involved in the effective management of conference and banqueting events 2.1 critically assess the key strategic and operational issues involved in the effective management of a given conference or banquet 2.2 discuss performance and quality review techniques used by the conference and banqueting industry LO3 Understand food production and service systems
- 3. 3.1 evaluate the suitability of a range of food production systems and styles and food and beverage service styles for a given conference or banquet 3.2 discuss factors to consider when organising an off-site conference or banquet 3.3 analyse the key menu planning considerations for conference and banqueting events LO4 Understand the ergonomic considerations in the organisation of conference and banqueting event 4.1 assess the ergonomic considerations for a given conference and banquet UNIT 13: CONFERENCEAND BANQUETING MANAGEMENT Guidance Links This unit provides and can be linked successfully with: Unit 5: Food and Beverage Operations Management Unit 8: Marketing in Hospitality. Unit 12: Hospitality Operations Management Unit 14: Hospitality Contract and Event Management. This unit links to the following Management NVQ units: B1: Develop and implement operational plans for your area of responsibility B8: Ensure compliance with legal, regulatory, ethical and social requirements E1: Manage a budget E2: Manage finance for your area of responsibility E5: Ensure your own action reduce risks to health and safety E6: Ensure health and safety requirements are met in your are of responsibility F9: Build your organisation’s understanding of its market and customers F12: Improve organisational performance. Essential requirements Case study materials, some drawn from the trade press, are an essential resource.
- 4. Employer engagement and vocational contexts.It is important for centres to develop supporting relationships with local commercial providers. These should be used for visits and as a source of visiting speakers. Get assignment help for this unit at assignmenthelpuk@yahoo.com