HOSPITALITY MANAGEMENT

Hospitality Management



Table of Contents

Hospitality Management3

Background3

Introduction3

History of the site4

Discussion4

Project Manager's Objectives4

Project Manager's duties5

Payment methods6

Tourism7

Social7

Employment7

Sporting involvement8

Public health8

Standardisation9

Pre-assembly10

Benefits of Standardisation and Pre-assembly in construction11

Standardisation and Pre-assembly for the Leisure Park Project12

Activity Schedule13

Compensation Events13

Waste Management, Materials Selection and Recycling14

The programme15

Revising the programme Clause 3215

Compensation events Clause 6016

Recommendations and Conclusion16

References18

Hospitality Management

Background

The client wishes to pursue proposals for a Leisure Park development at Cricklade village near junction 15 of the m4 motorway.

Introduction

XYZ Project Management Consultancy Ltd was requested by the client, Manchester City Council to undertake studies into the proposed leisure park development. The report was carried out by Mr. ABC , Civil Engineer and Mr. DEF, Quantity Surveyor. XYZ Project Management Consultancy Ltd are a Manchester based multi-disciplinary consultancy with extensive experience in full Project Management services. The aim of this report is to provide details of Project Management services and analysis of the development proposals.

The aim of this report is to carry out a wide-span study in the proposed development. XYZ Project Management Consultancy Ltd will be represented as the client's Project Manager, therefore, this report will commence with the PM's roles and obligations. This will then be followed by an Impact Study of the proposals, and examination of the Standardisation and Pre-assembly. Section 4 provides an insight into the NEC3 contractual options, in particular the notion of Compensation Events.

The network approach has been used in leisure and recreation (Stokowski, 1990, 1994; Blackshaw and Long, 1998) and, tourism and hospitality (Cobb, 1988; Park, 1997; Money, 2000; Pavlovich, 2001, 2003; Tyler and Dinan, 2001; Pforr, 2002, 2006) and in event management (Larson, 2002; Stokes, 2004, Mackellar, 2006) to examine interactions among actors, identify the actors in the network, or to examine the function of the network as a whole.

Stakeholder theory has been applied as a planning and management tool (Sautter and Leisen, 1999; Yuksel et al., 1999; Getz and Jamal, 1994; Robson and Robson, 1996; Walsh et al., 2001; Jamal and Getz, 2000; Medeiros de Araujo and Bramwell, 1999), and for stakeholder identification (Hardy and Beeton, 2001; Sheehan and Ritchie, 2005). Recently, Sheehan and Ritchie applied stakeholder theory to assess destination stakeholders from the perspective of DMOs and concluded that if these agencies were to be re-conceptualized as destination management organizations it would require the DMO to effectively build and manage stakeholder relationships. They specifically called for a network approach “to create a picture of the connectedness of destination stakeholders” and to test the hypothesis that “the DMO is the most central and most connected actor in the network?…?” (Sheehan and Ritchie, 2005, p. 731).

Accordingly, this study first examines the current interconnectedness of diverse urban tourism stakeholders through a network lens and then analyzes the connectedness of legitimate and powerful stakeholders of the industry in the established destination networks.

History of the site

In the mid 1930s the site was used for gravel extraction. These operations ceased prior to 1939 and during the war years subsequently the site was used as a tip. The tipping ceased in the mid ...