Relevant bibliographies by topics / Restaurant management Hotel management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Restaurant management Hotel management'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Restaurant management Hotel management"

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Bovsh, Lyudmyla, Larysa Hopkalo, and Alla Rasulova. "Idiversification approach to customer-oriented management of hotel and restaurant businesses." Scientific Horizons 23, no. 11 (November 26, 2020): 88–100. http://dx.doi.org/10.48077/scihor.23(11).2020.88-100.

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The relevance of the study of diversification approach to customeroriented management of the hotel and restaurant businesses is caused by the need to find areas of business management in the context of deepening economic crisis. The hotel and restaurant business in Ukraine has been in a crisis plateau for a long time, which changes in the types and nature of influence and over time only exacerbates market and economic risks. The viral pandemic, which has halted many hotel and restaurant businesses, has drawn the attention of scientists and experts to the importance of mitigating risks through other sectors of the economy that were less affected or on the contrary, benefited from quarantine restrictions. Cancelled services reservations caused significant losses, and only subjects of hotel and restaurant business, which had a financial safety margin and / or diversified business, were able to stay on the market and use this time to strengthen customer orientation through CRM-systems, branding, development of diversified business concepts in the framework of concentrated diversification. The purpose of this paper was to determine the theoretical aspects of the formation of diversification policy and development of the customer-oriented approach for the hotel and restaurant business. The paper deals with the internal capabilities of the hotel and restaurant entities for reorientation, re-profiling, and diversification of the business, which are determined on the basis of modelling the hotel service system. To consider the features of the diversified approach, a number of general scientific and specific methods were applied, which allowed to formulate the theoretical provisions of the directions of diversification. Restrictions on access to the current operating performance of hotels and restaurants in the conditions of the pandemic have created certain information gaps in the development of practices of the application of customer-oriented tools and technologies, areas of diversification. Therefore, directions for future research are the study of successful results of diversification activities for hotel and restaurant businesses in Ukraine and around the world
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R, Isnaini Nur, Kartika Hendra TS, and Yuli Chomsatu Samrotun Samrotun. "ANALISIS KONTRIBUSI DAN EFEKTIVITAS PAJAK HOTEL DAN RESTORAN TERHADAP PENDAPATAN ASLI DAERAH." eBA Journal: Journal Economics, Bussines and Accounting 5, no. 2 (August 31, 2019): 11–19. http://dx.doi.org/10.32492/eba.v5i2.841.

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Regional Original Income is revenue from collection of local taxes, regional retribution, management of separated regional wealth and other income. Hotel tax and restaurant tax are included in local taxes. Hotels and restaurants are potential sectors because their growth from year to year shows a significant increase that can spur the economic development of Surakarta City. The purpose of this study is to determine the contribution and level of effectiveness of hotel tax and restaurant tax on PAD in Surakarta City. The research was conducted at the Surakarta City Financial and Asset Management Revenue Agency. The analytical method used is descriptive method that is analyzing data on hotel tax realization and restaurant tax from 2013-2017. The overall results of hotel tax receipts and restaurant taxes contributed significantly to PAD. Whereas the level of effectiveness of hotel tax receipts and restaurant taxes in Surakarta City from 2013-2017 varied but, almost as a whole, were very effective with levels ranging from more than 100%.
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Lin, Shin-Yi, and Chia-Chi Chang. "Tea for Well-Being: Restaurant Atmosphere and Repurchase Intention for Hotel Afternoon Tea Services." Sustainability 12, no. 3 (January 21, 2020): 778. http://dx.doi.org/10.3390/su12030778.

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Afternoon tea has become a popular leisure activity in Taiwan. Most hotels, restaurants, and cafes have started to provide an afternoon tea service in addition to their regular menus. Restaurant atmosphere research has largely focused on single environmental factors in upscale restaurants. Several studies have indicated that a restaurant’s atmosphere influences the degree of customer satisfaction, thereby affecting their well-being and repurchase intention. However, the relationships between a restaurant’s overall atmosphere, its degree of service performance, and customer well-being have rarely been explored. This study utilized the Mehrabian–Russell environmental psychology model to investigate the relationships between hotel restaurant atmosphere, service performance, customer well-being, and repurchase intention for afternoon tea services. The results indicated that a hotel restaurant’s atmosphere and service performance influence customer well-being, which can positively affect customers’ repurchase intentions.
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Okhota, Vitalii. "Foreign experience in personnel management in the hotel and restaurant business." INNOVATIVE ECONOMY, no. 3-4 (May 2020): 127–32. http://dx.doi.org/10.37332/2309-1533.2020.3-4.18.

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Purpose. The aim of the article is systematization of the main directions of effective foreign experience of personnel management in the field of hotel and restaurant business. Methodology of research. The works of domestic and foreign scientists on effective foreign experience in personnel management in the hotel and restaurant business are the theoretical and methodological basis of the study. The tasks set in the work are solved by means of methods: analysis and generalization – at disclosure of the basic directions of the leading foreign experience of personnel management in the field of hotel and restaurant business; system approach and abstract and logical – in determining the possibilities of application of the considered methods in the domestic conditions of development of the subjects of the researched sphere. Findings. The main directions of effective foreign experience of personnel management in the field of hotel and restaurant business are systematized. It is established that the main areas of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry include: the personnel management system of the hotel and restaurant industry, based on the use of kaizen strategy, which is typical of Japanese management; the American approach to the personnel management system, which is applied to the entire service sector in the country (including the hotel and restaurant business) and is based on a decent assessment and remuneration of employees for the work performed (“Pay for Performance”); competency approach used in the hotel and restaurant industry in the West and based on the guideline for training employees to manage their own knowledge, skills and abilities, i.e. be able to learn and develop independently (through the introduction of a generic model and corporate competency model). Originality. The substantiation of possible directions of adaptation of effective foreign experience of personnel management in the sphere of hotel and restaurant business to conditions of functioning of the Ukrainian establishments of the specified sphere has received further development. Practical value. The use of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry will contribute to the further improvement of the system of training, retraining, advanced training and competitiveness of the hotel industry of Ukraine. Key words: personnel management, hotel and restaurant business, competency approach, kaizen strategy, implementation, generic model, corporate competency model, adaptation.
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Stoyko, Igor, and Roman Sherstiuk. "14 principles of Wilhelm Edwards Deming for quality management of hotel and restaurant ambassador." Socio-Economic Problems and the State 22, no. 1 (2020): 66–78. http://dx.doi.org/10.33108/sepd2020.01.066.

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The possibility of implementing a quality management system in the hotel and restaurant complex of Ukraine based on the William Edwards Deming’s principles of quality management to meet the requirements of ISO 9000 quality standards and Hazard Analysis and Critical Control Points (HACCP) is substantiated in the article. The purpose of the study is to adapt the William Edwards Deming’s principles of quality management to their implementation in the hotel and restaurant business to ensure the stability of services quality in the modern market, the orientation of managers on creation of conditions for the enterprise’s continuous improvement. Standard DSTU ISO 9000-2015 "Quality management systems. Fundamentals and vocabulary" provides seven general principles of quality management, specific to all activities: customer focus, leadership, employee engagement, process approach, improvement, decision-making based on evidence, relationship management. Ensuring these principles makes it possible to manage the quality of enterprises, including the hotel and restaurant industry. The quality management of hotel and restaurant services is considered as a set of interconnected subjects, objects, principles, methods and functions of management, focused on the development and satisfaction of quality requirements and reduction of its costs. Ukraine has a significant potential in the development of hotel and restaurant services. The expansion of the hotel and restaurant business infrastructure is required as well as the establishment of institutions for employees’ training and retraining. The priority is to develop the country’s own regulatory framework that would regulate the quality of services in this area. The quality management system of hotel and restaurant services must guarantee the customer’s requests satisfaction while being served in the hotel and restaurant at all stages and at all levels. Therefore, the issue of development and practical application of the enterprises’ internal standards which determine the general components of the hotel and restaurant services quality is of great importance.
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Gracia, Esther, Arnold B. Bakker, and Rosa M. Grau. "Positive Emotions." Cornell Hospitality Quarterly 52, no. 4 (January 27, 2011): 458–65. http://dx.doi.org/10.1177/1938965510395379.

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Although customer quality evaluations is a recognized precursor to loyalty, several studies have indicated that loyalty also depends on favorable customer emotions toward a hotel or restaurant. This model of developing loyalty can be summarized as a process that begins with the customer’s favorable assessment of service quality; continues with positive feelings toward the establishment; and ends with loyalty behavior, including repeat purchases and favorable recommendations. To assess this process, a cognitive-affective-conative model is tested, using separate constructs to clarify the specific role of customers’ positive affective responses in enhancing customer loyalty. Based on a sample of 586 hotel customers and 571 restaurant customers from 120 Spanish establishments, the results of the multigroup structural equation modeling analyses confirmed the proposed hypothesis that service quality increases positive affective responses, and these, in turn, increase customer loyalty. Thus, positive affective responses partially mediate the relationship between service quality perceptions and customer loyalty in hotels and restaurants simultaneously. These results suggest that customer loyalty in hotels and restaurants may follow a process were cognitive evaluations and emotions play an important role.
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Lee, Seoki, and Qu Xiao. "An examination of the curvilinear relationship between capital intensity and firm performance for publicly traded US hotels and restaurants." International Journal of Contemporary Hospitality Management 23, no. 6 (August 23, 2011): 862–80. http://dx.doi.org/10.1108/09596111111153510.

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PurposeThis study sets out to examine the potential curvilinear relationship between capital intensity and firm value for the US hospitality industry, specifically including publicly traded US hotels and restaurants, during the period 1990‐2008.Design/methodology/approachThis study performs a pooled regression analysis to examine the proposed relationship. The sampled companies are from the period 1990‐2008, consisting of 281 and 1,406 observations for the hotel and restaurant industries, respectively. The study additionally performs the analysis for the 1990s and the 2000s separately for a comparison purpose.FindingsThe findings support the U‐shaped relationship between capital intensity and firm performance during the 2000s for both hotels and restaurants, while no relationship exists during the 1990s.Research limitations/implicationsWhile the results may not be generalizable to private or non‐US hotels and restaurants, the findings should provide hotel and restaurant executives and managers with valuable information for developing their strategies with regard to the capital intensity level.Originality/valueBased on the two perspectives regarding capital intensity's impact on a firm (i.e. positive and negative), a possible proposal suggests that the relationship between capital intensity and a firm's value may not be linear, but possibly curvilinear. Considering the importance of capital intensity in the hospitality industry, examinations of the issue would be beneficial for the hospitality industry.
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Bryindzia, Zinoviy, and Andrii Kulyk. "Pragmatics of improving planning and management in the hotel and restaurant business." INNOVATIVE ECONOMY, no. 7-8 (2020): 56–64. http://dx.doi.org/10.37332/2309-1533.2020.7-8.8.

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Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.
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Zhehus, O. V., and O. V. Illiashenko. "Customer Loyalty Management in Hotel and Restaurant Establishments in the Face of New Challenges." Problems of Economy 3, no. 45 (2020): 118–25. http://dx.doi.org/10.32983/2222-0712-2020-3-118-125.

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The article proves that the current situation, which is characterized by a political and socio-economic crisis in Ukraine, has been complicated by the consequences of the COVID-19 coronavirus pandemic, and together they have led to new challenges in the hotel and restaurant industry. The actual value of the chosen area of research is stipulated by the necessity to develop modern and marketing management technologies, which could help hotel and restaurant establishments to survive, adapt, and develop in the face of today’s challenges. One of the priority areas for management is the assessment of customer loyalty and finding solutions to increase it. In order to further develop theoretical aspects and practical tools within the issues analyzed, the characteristics of consumer loyalty have been substantiated, with respect to the specific features of the hotel and restaurant industry and the scientific and methodical approach to its estimation and management. Hotel and restaurant product has been presented as a combination of material product, services, and vibes, which together form a unique trade offer in the hotel and restaurant industry. Bearing this in mind, the authors of the article have proven the fact that customer loyalty in hotel and restaurant establishments is characterized by the customer’s satisfaction, commitment, advocacy and impressions, which together reflect the customer’s perception of an establishment, his/her attitude to it and future intentions. To assess and manage customer loyalty in the hotel and restaurant industry, a structural and logical framework has been built, which governs the stages of the study. Taking into account the methodological tools of the research, an algorithm for assessing customer loyalty of hotel and restaurant establishments has been designed, which should be used when compiling a customer satisfaction survey. An index method for estimating the loyalty level has been suggested, which helps to find partial loyalty indices by feature, and the integrative indicator. A scale for identifying the level and stage of the customer loyalty formation regarding hotel and restaurant establishments has been made up. The use of the suggested scientific and practical approach will help to identify the level of customer loyalty to a hotel or restaurant establishment, in general and by feature, to make informed management decisions in accordance with the stage of the customer loyalty formation. To increase the customer loyalty for a hotel and/or restaurant establishment in the face of modern challenges, a number of practical recommendations are given, which could provide the unique competitive advantages of a certain hotel product, help introduce modern information technologies, and improve the service quality.
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Dennington, Lloyd J., Linsley T. DeVeau, and Robert H. Wilson. "Financial Management Education Taught in Hotel and Restaurant Management Schools." Journal of Hospitality Financial Management 1, no. 1 (September 1991): 25–30. http://dx.doi.org/10.1080/10913211.1991.10653613.

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Dissertations / Theses on the topic "Restaurant management Hotel management"

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Kirby, Allison D. (Allison Dawn). "Characteristics of Four-Year Baccalaureate Hotel, Restaurant and Institutional Management Programs." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc277939/.

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The research questions of this study were to determine the specific hotel, restaurant and institutional management courses offered as required and elective courses, to determine which hospitality management courses were taught by faculty members in the hospitality management program versus being taught by faculty in other programs, to determine the teaching methods used to present hospitality curriculum, and to determine the distance learning methods currently used.
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Ole-Sein, Kone. "Assessment of Essential Competencies in the Hospitality Industry." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc279381/.

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The hospitality industry in recent years has become intensely competitive. Better communication between industry professionals and educators is important for university programs to provide relevant learning experiences for students. The purpose of this study was to determine competencies that hotel and restaurant professionals deem necessary for the success of graduates in the industry. Thirty supervisors of hotel and restaurant management majors who graduated from the University of North Texas from 1990 through 1992 responded to the research questionnaire. The supervisors were given 36 competencies and asked to rate their level of importance. Percentages were used to identify the most important competencies. The skills most frequently identified as important by the industry professionals surveyed were leadership skills, professional ethics, personnel management, and understanding the different laws that affect hospitality operations and management.
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Rossing, Rainer C. "Parameters for an effective entrepreneurial, regional, hotel/restaurant management training program in Manitoba, Canada." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp04/mq23483.pdf.

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Lonam, Matthew W. "Hospitality education 2010 : a delphi study /." free to MU campus, to others for purchase, 1999. http://wwwlib.umi.com/cr/mo/fullcit?p9953878.

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Costantino, Frank C. "The effects of "cross curriculum" training of hotel and restaurant management students on overall student satisfaction with curriculum : the development of the "educational satisfaction with curriculum index" (ESCI) /." Online version of thesis, 1992. http://hdl.handle.net/1850/10860.

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Dahl, Joanne L. "Hospitality Education Programs in Senior Colleges and Universities in the United States." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc332618/.

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The purpose of this study was to describe senior-level hospitality programs and assess hospitality administrators' opinions concerning specialized accreditation during the 1990-91 academic year. Overall, administrators characterized the typical full-time faculty member as: being in a small program (1-3 members); being a non-ethnic minority; having a minimum four years industry work experience; having attained a doctoral degree; and holding the rank of associate professor. Part-time faculty members were described as: being in a small program (1-3 members); being a non-ethnic minority; having at leas one to three years industry work experience; having attained a master's degree; and holding the rank of instructor. Administrators characterized their programs as: located at public institutions; beginning after 1970; requiring graduates to acquire work experience; expecting increased enrollments; having placement services available; and not offering continuing education courses. Administrators indicated they were seeking accreditation or were accredited currently. They agreed slightly that accreditation would improve program image, help them meet their programs' missions and objectives, and provide assistance in planning.
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Weerakit, Naree. "Leadership competencies required for future hotel general managers' success in Thailand." online access from Digital Dissertation Consortium, 2007. http://digital.library.okstate.edu/etd/umi-okstate-2200.pdf.

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LaFleur, Tobias C. (Tobias Christopher). "Improving the Quality of Hotel Banquet Staff Performance: a Case Study in Organizational Behavior Management." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500375/.

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The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.
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Defries, Robert J. "Minnesota hospitality industry expectations of graduates from the Hotel-Restaurant Management Program at the Alexandria Technical College." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001defriesr.pdf.

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Yupa, Nanthachai Riegle Rodney P. Padavil George. "Desirable competencies for hospitality educators in Thailand a Delphi approach /." Normal, Ill. Illinois State University, 2002. http://wwwlib.umi.com/cr/ilstu/fullcit?p3064535.

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Thesis (Ph. D.)--Illinois State University, 2002.
Title from title page screen, viewed January 24, 2006. Dissertation Committee: Rodney P. Riegle, George Padavil (co-chairs), Barbara Heyl, Mohamed Nur-Awaleh, Somchai Hiranyakit. Includes bibliographical references (leaves 123-129) and abstract. Also available in print.
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Books on the topic "Restaurant management Hotel management"

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Starkey, Lauren B. Hotel/restaurant management career starter. New York: LearningExpress, 2002.

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Schaetzing, Edgar E. Checklisten für das Hotel- und Restaurant-Management. Z"urich: moderne industrie, 1987.

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Berberoğlu, H. Designing restaurants and hotels. 2nd ed. Toronto, Ont., Canada: Food and Beverage Consultants, 1987.

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Berberoğlu, H. Designing restaurants and hotels. 4th ed. Toronto: Food and Beverage Consultants, 1990.

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Flouton, Deanne K. Spanish for hotel restaurant technology. Garden City, N.Y: Foreign Language Department, Nassau Community College, 1990.

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Güler, Sibel. İstanbul'daki beş yıldızlı otel restoranlarının rekabet stratejilerinin belirlenmesine yönelik bir uygulama. Eskişehir: Anadolu Üniversitesi, 2005.

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Jones, Peter. The management of hotel operations. London: Thomson, 2004.

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Diop, Alassane. Analytique de gestion hôtelière. [Senegal?: s.n., 2002.

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Kephalas, Sōtērēs. Hē xenodocheiakē kai hē episitistikē viomēchania stēn Kypro: Provlēmata kai prooptikes. Paralimni: [s.n.], 2003.

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Ugostiteljstvo: Tehnika, organizacija, poslovanje. Podgorica: Oktoih, 2003.

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Book chapters on the topic "Restaurant management Hotel management"

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Swart, William. "Restaurant Management." In Data Analytics, 51–67. Boca Raton, FL : CRC Press/Taylor & Francis Group, 2019. |: Auerbach Publications, 2019. http://dx.doi.org/10.1201/9781315267555-5.

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Messenger, Sally, and Humphrey Shaw. "The Grand Hotel." In Hospitality Management, 52–59. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_11.

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Messenger, Sally, and Humphrey Shaw. "The Carlton Hotel." In Hospitality Management, 60–69. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_12.

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Messenger, Sally, and Humphrey Shaw. "The Grand Hotel." In Hospitality Management, 184–88. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_41.

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Messenger, Sally, and Humphrey Shaw. "The Carlton Hotel." In Hospitality Management, 189–93. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_42.

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Wood, Roy C. "Facilities management." In Hotel Accommodation Management, 177–90. Abingdon, Oxon; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, [2018] | Series: Routledge hospitality essentials series: Routledge, 2017. http://dx.doi.org/10.4324/9781315169965-14.

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Aubke, Florian, and Theodor Kubak. "Hotel Asset Management." In The Routledge Companion To International Hospitality Management, 173–85. Title: The Routledge companion to international hospitality management / edited by Marco A. Gardini, Michael C. Ottenbacher and Markus Schuckert. Description: New York: Routledge, 2021. | Series: Routledge companions in business, management and marketing: Routledge, 2020. http://dx.doi.org/10.4324/9780429426834-18.

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Josephi, Stan, and Frans Melissen. "Hotel revenue management." In Hotel Accommodation Management, 126–37. Abingdon, Oxon; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, [2018] | Series: Routledge hospitality essentials series: Routledge, 2017. http://dx.doi.org/10.4324/9781315169965-10.

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Messenger, Sally, and Humphrey Shaw. "The Valley View Hotel." In Hospitality Management, 74–79. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_14.

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Messenger, Sally, and Humphrey Shaw. "The Cedar Tree Hotel." In Hospitality Management, 102–5. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21595-9_19.

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Conference papers on the topic "Restaurant management Hotel management"

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Langgat, Juliana Anak. "Environmental Indicators And Hotel Restaurants Performance." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.63.

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Zulkarnain, Arif, Anita Swantari, and Haryo Wicaksono. "Hotel Revenue Management Implementation in Hotel." In International Conference on Tourism, Gastronomy, and Tourist Destination (ICTGTD 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ictgtd-16.2017.44.

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Liyanage, Vindya, Achini Ekanayake, Hiranthi Premasiri, Prabhashi Munasinghe, and Samantha Thelijjagoda. "Foody - Smart Restaurant Management and Ordering System." In 2018 IEEE 6th Region 10 Humanitarian Technology Conference (R10-HTC). IEEE, 2018. http://dx.doi.org/10.1109/r10-htc.2018.8629835.

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Koubai, N., F. M. Bouyakoub, M. S. Halilali, and I. M. A. Medad. "Toward a smart restaurant with context management." In Smart Cities Symposium 2018. Institution of Engineering and Technology, 2018. http://dx.doi.org/10.1049/cp.2018.1417.

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Maneesophon, Panaratch, and Naragain Phumchusri. "OVERBOOKING MODELS FOR HOTEL REVENUE MANAGEMENT." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2013. http://dx.doi.org/10.32738/ceppm.201310.0074.

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Vitek, T., D. Pachner, and J. Stecha. "Mathematical Models for Hotel Yield Management." In 2007 IEEE 22nd International Symposium on Intelligent Control. IEEE, 2007. http://dx.doi.org/10.1109/isic.2007.4359776.

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Vitek, T., D. Pachner, and J. Stecha. "Mathematical Models for Hotel Yield Management." In 2007 IEEE International Conference on Control Applications. IEEE, 2007. http://dx.doi.org/10.1109/cca.2007.4389332.

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Wiboonrat, Montri. "Cloud computing in budget hotel management." In 2014 IEEE International Conference on Management of Innovation and Technology (ICMIT). IEEE, 2014. http://dx.doi.org/10.1109/icmit.2014.6942447.

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Jie Seah, Samuel Wei, Detlev Remy, and Malcolm Yoke Hean Low. "Hotel Revenue Management Simulation System (HRMSS)." In 2019 20th IEEE/ACIS International Conference on Software Engineering, Artificial Intelligence, Networking and Parallel/Distributed Computing (SNPD). IEEE, 2019. http://dx.doi.org/10.1109/snpd46140.2019.9132976.

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Malachovský, Andrej, and Ľudmila Mazúchová. "Selected modern approaches to hotel management." In XXI. mezinárodní kolokvium o regionálních vědách. Brno: Masarykova univerzita, 2018. http://dx.doi.org/10.5817/cz.muni.p210-8970-2018-82.

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Reports on the topic "Restaurant management Hotel management"

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Dissanayake, Priyanka, and M. Tennakoon. Guide to on-site wastewater management for industrial and commercial establishments and other institutions: guide for hotel and restaurant owners and managers in Kurunegala, Sri Lanka. International Water Management Institute (IWMI), 2008. http://dx.doi.org/10.5337/2011.0017.

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Awulachew, Seleshi Bekele, M. Menker, D. Abesha, T. Atnafe, and Y. Wondimkun. Best practices and technologies for small scale agricultural water management in Ethiopia. Proceedings of a MoARD / MoWR / USAID / IWMI Symposium and Exhibition held at Ghion Hotel, Addis Ababa, Ethiopia, 7-9 March, 2006. International Water Management Institute (IWMI), 2006. http://dx.doi.org/10.5337/2011.0026.

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