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ABSTRACT
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CE 061 722
Peroni, Giovanni; Guerra, DuccioOccupations in the Hotel Tourist Sector within theEuropean Community. A Comparative Analysis.European Centre for the Development of VocationalTraining, Berlin (Germany).ISBN-92-826-2986-4Sep 91160p.UNIPUB, 4661-F Assembly Drive, Lanham, MD 20706-4391(Catalogue No. HX-60-90-490-EN-C).Reports Research/Technical (143)
MF01/PC07 Plus Postage.Charts; Comparative Analysis; Cooks; DistributiveEducation; Educational Background; EmploymentQualifications; Food Service; Foreign Countries;*Hospitality Occupations; *Hotels; Job Analysis; *JobSkills; Marketing; Occupational Home Economics;*Occupational Information; *Profiles; Recreation;*Tourism; Vocational Education; Waiters andWaitresses*European Community; France; Germany; Greece; Italy;Portugal; Spain; United Kingdom
This report contains a directory of job profiles inthe tourist/hotel sector that is based on seven national monographs.It provides an instrument for comparing factors that characterizepractitioners working in the sector in Germany, Spain, France,Greece, Italy, Portugal, and the United Kingdom. A methodologicalnote discusses study objectives, the field, and the researchprocedure. The directory is a set of descriptive data sheets forthese practitioners: (1) hotels (general manager in large,medium-sized, and small hotels--front office manager, receptionist,head housekeeper, room attendant, food and beverage manager,restaurant manager, waiter/waitress, head barperson, sommelier, headchef, chef, pastry chef); (2) agencies (agency manager, reservationssupervisor, counter clerk); and (3) public sector promotion(marketing executive, tourist courier, information officer, activityorganizer, tour guide, franchising and company aggregationconsultant, development executive). Each data sheet describes thepractitioner on the basis of five typical factors: name, role, tasks,occupational expertise, and duration of training. The comparativetables use descriptors of occupational tasks and vocationalexpertise. Bar charts show the duration of education and training.The following section comments on individual data sheets,supplementing the information they contain and clarifying certainaspects. Other sections discuss trends in the tourist market andtraining for careers. A bibliography lists the seven nationalmonographs on which the report is based. (YLB)
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CEDEFOP
European Community Directory of Job Profiles
Occupations in the Hotel Tourist Sectorwithin the European Community
A Comparative Analysis
Giovanni Peroni Duccio Guerra
This research has been promoted by
CEDEFOP, European Centre for the Development of Vocational Training, Berlin
and produced with the collaboration of
Centro italiano studi superiori sul turismo, Assisi
The reportis by
Duccio GuerraGiovanni Peroni
Scientific researcher on CEDEFOP's staffDirector of the Istituto Italian° di Studi Superiori sul Turismo (Assisi);Director of the Istituto di Tecnica delle Ricerche di Mercato e dellaDistribuzione Generale attached to Perugia " !niversity
The following have contributed to the research project:
Stefano Poeta, teaching and research fellow at the Centro Italiano di Studi Superiori sulTurismo e sulla Promozione Turistica (Assisi)
Graphic production: Axel Hunstock, Berlin
Date of printing: September 1991
Edited by:
CEDEFOP - European Centre for the Development of Vocational TrainingJean Monnet House, Bundesallee 22, D-1000 Berlin 15Tel. (030) 88 41 20; Telefax 88 41 22 22; Telex 184 163 eucen d
The Centre was established by Regulation (EEC) No 337/75of 10 February 1975 of the Council of the European Communities
Cataloguing data can be found at the end of this publication
Luxembourg: Office for Official Publications of the European Communities, 1991
ISBN 92-826-2986-4
Catalogue number: HX-60-90-490-EN-C
Reproduction is authorized, except for commercial purposes, provided the source isacknowledged.
Technical production with Desktop Publishing:Axel Hunstock, Berlin
Printed in France
Foreword
This study on occupations in tourism is pa, t of a broad range of experimental workundertaken by CEDEFOP for the purpose of clarifying job skill systems in Europe. Thepreliminary research has helped to assess the complex problem of arriving at a comparativeanalysis of occupations on an international scale. It has been because of the need to seeknew solutions, especially in the methodological field, that the research findings are of aprovisional nature. We are sure that the research will merit the attention and appreciationof those specialists in vocational training and tourism to whom it is addressed.
We should like to thank the authors, and Professor Giovanni Peroni in particular, for theexpert advice and support that he and his colleagues have given.
Enrique Retuerto de la Torre
Deputy Director, CEDEFOP
7
Contents
Introduction 1
Methodological note 3Why compare? 3The objectives 3The field covered 4The practitioners 5
The data sheets and the practitioners 9
HotelsGeneral Manager (large hotel) 14General Manager (medium-sized hotel) 16General Manager (small hotel) 18Front Office Manager 20Receptionist 22Head Housekeeper 24Room Attendant 26Food and Beverage Manager 28Restaurant Manager 30Waiter/Waitress 32Head Barperson 34Sommelier 36Head Chef 38Chef 40Pastry Chef 42
AgenciesAgency Manager 44Reservation Supervisor 46Counter Clerk 48
Public sector, promotionMarketing Executive 50Tourist Courier 52Information Officer 54Activity Organizer 56Tourist Guide 58Franchising and Company Aggregation Consultant 60Tourist Development Executive 62
8
Comments on individual data sheets 65
Trends on the tourist market 83
Employment and its qualitative and quantitative aspects 84
Trends in tourism supply and demand 86
Training for careers in the tourist and hotel industry 95
Factors influencing vocational training 95
The provision of vocational training 97
The demand for vocational training 98
Trends in vocational training in the sector 98
Bibliographical note 100
Glossary 101
Introduction
This study is part of a broader project on the subject of job profiles planned and in partimplemented by CEDEFOP. The final aim is to provide the bodies that makedecisions on and manage vocational training with an instrument that can be used tocompare "occupations", or the practitioners who work within various productionsectors.
Essentially the aim is pragmatic, but it calls for the development of an analyticalmethodology for the comparison of job profiles in the different national contexts thatobtain within European Community Member States.
Models do of course exist for analyzing the structure of job profiles, but they have beendesigned more for use in the national contexts to which they refer.
The aim of arriving at an international comparison means that the level of aggregationused in definitions has to be fairly high. If job profiles were to be defined in detail, thecomparison exercise would be very difficult, if not impossible. It should also be bornein mind that, since the profiles have to be analyzed and described in the twelvenational settings in the Community, the methodology and procedures adopted shouldmeet the need to streamline the process and keep down costs.
The Directory of job profiles in the tourist/hotel sector is based on seven nationalmonographs (see bibliographical note). The data in those monographs have beenused in producing this report, which aims to provide an instrument for a comparativeview of the factors that characterize practitioners working in the sector.
In the same sphere, CEDEFOP has also produced an instrument for the comparisonof jobs in the fields of "Office Work" and "Engineering". This project adopts amethodological approach focusing on "occupational activity", grouped by"homogeneous functional areas". The end aim, obviously, is to describe the "jobprofile of practitioners" operating within the fields covered. For a more comprehensivepicture of the complex thinking that underlies this work, however, the reader isreferred to the report in which it is described (CEDEFOP Community Directory ofJob Profiles November 1990).
We regard this work as "provisional" in that research and experiment are by theirnature provisional and incomplete.
Methodological Note
Why compare?
If the Europe of tomorrow is to be a "Single Market", open to the free movement ofpersons and goods, the "job skills" of its citizens will undoubtedly play a notinconsiderable role. With this in mind, the "rapprochement" of training systems andthe "equivalence" of job skills are likely to be the prerequisites for the free movementof workers.
It is probable that in the not too distant future the distances and differences that area feature of training systems in Member States today will gradually diminish due to aprocess that has already begun, partly because of the fairly uniform advances intechnology and production methods. This process is the alignment of trainingsystems and product quality standards, and therefore the vocational skills andsystems that go into the making of those products.
Before this happens, however, account should be taken of the differences that needto be known if they are not to slow down hamper and constrain the process ofEuropean integration. The main lesson is that instruments are needed to comparetraining systems, contents and goals.
The objectives
In this report, the aim has been to create an instrument for the comparison of jobprofiles in the tourist sector within the Community.
The aim of "comparing" implies not the identification or formalizing of the "equivalence"between job profiles but rather making them "transparent".
An analysis of the structure of job profiles should make it possible to compare theelements characterizing that structure within the Community, helping to pinpoint andappreciate the points of convergence and divergence for each practitioner. We usethe more cautious words "pinpointing" and "appreciation" rather than "evaluation",since the instrument cannot be used to "evaluate" the similarities and dissimilarities,in that the analysis of practitioners goes no further than the general and fairlyaggregate features of each one and does not provide sufficient information for a moredetailed investigation.
- 3 -
The Directory is directed, as a priority, towards:
bodies responsible for Community policies on vocational training;bodies responsible for consultation on and the organization of vocational trainingin the tourist sector;bodies responsible for the management of tourist-sector training.
This is essentially an information tool that can be used in many different ways,possibly even as a basis for further study and comparative analysis.
The field covered
The choice of methodology obviously depends on the general objectives. Given thatthe objective is to produce an instrument that can be used for comparing job profiles,the "practitioner" will be taken as the subject of analysis in order to identify thecharacteristic components of what he knows and what he does in his job.
The practitioner is examined within the actual production system and within thefunctional area in which he works.
It should be pointed out that the current process of change in both the organizationand content of work means that the profiles priduced and any analysis of thoseprofiles are inevitably provisional.
The work would obviously be less provisional if the subject of analysis were not the"practitioner" but, for example, only the features of a given functional area or groupof activities. Nevertheless, it is doubted whether a simple description of functionalareas would help to achieve the aim of "comparing job profiles". It must be acceptedthat the description of practitioners in the Directory is fairly transitional and that theDirectory should be designed as a dynamic instrument that needs to be updated fromtime to time.
In the research, the field of investigation adopted has been the tourist industry inseven European Community countries: Germany, Spain, France, Greece, Italy,Portugal and the United Kingdom.
"Tourism" has been chosen because in these seven countries it is a relativelyhomogeneous sector in terms of the type of product and the structure and organizationof the system of tourist enterprises.
/2
- 4 -
Since this is a pilot study, the decision has been taken to confine its geographicalscope to seven Community States, selected because of the relative incidence oftourism in their production activity as a whole and because of the special nature oftheir training systems, especially their training system in the tourist sector.
The tourist sector, finally, has been broken down into three sub-sectors or branches,identified as three homogeneous functional areas: hotel, travel agency and public-sector work.
The practitioners
The practitioners operating in the sector of "tourism" and in the seven nationalcontexts have been identified through CEDEFOP's creation of a network of sevengroups (one per country) of sector experts. The networked experts have worked intheir respective countries on the basis of common guidelines orovided by CEDEFOPat joint meetings. There have been two separate phase:, in '''e research procedure:
A. Within the seven national contexts, an analysis of the stn.: lure of the tourist sectorand the identification and description of characteristic ff. atcres of the practitioners(profiles);
B. Synthesis at Community level.
(A) In implementing the first phase, it was seen as vital to find a method whereby thefindings produced at national level could subsequently be aggregated andsynthesized. As a result, joint methods of operation and common guidelines wereestablished on:
(a) structuring the tourist sector and identifying functional areas;(b) identifying practitioners for analysis;(c) identifying the characteristic features of the practitioner and the format for
describing those features.
(a) Structure of the sector: three sub-sectors were identified hotel, agencyand public-sector work together with the functional areas in each sub-sectorinto which the various production activities are structured.
(b) Identification of practitioners: a concept of "sector-specific practitioners" or"practitioners typical of the tourist sector" had to be introduced. Practitionerswere regarded as "typical" if their vocational, cognitive and applicationexpertise refers solely or mainly to working content and methods specific to thetourist sector. Practitioners were not regarded as typical of the tourist sectorif they belonged to two or more sectors, either because their general expertiseand knowledge of their discipline prevailed over the occupational and sector-specific expertise (administrators, for example) or because the vocationalexpertise required in the work they do is low-level or non-existent (luggageporters, for example). As a result, only those practitioners typical of the touristsector were chosen for analysis.
In the light of these considerations, it may well be advisable to diversify themethodological approach for the practitioners "typical" of a given sector andfor "transversal" practitioners. It would be more appropriate to group andidentify practitioners engaged on work that "cuts across" several sectors(administrators, secretarial workers, maintenance operators, etc.) withinhomogeneous areas than within specific sectors or branches.
It is of course realized that the criterion adopted in selecting practitionersthe "prevalence of occupational expertise" is somewhat vague, especiallyas it is hard to define the dividing lines between general expertise andvocational expertise. General expertise always retains a measure of uniformityand is an indivisible human resource, irrespective of the situations workingor non-working in which it is used.
(c) Characteristic features:the aim of analyzing and describing the profiles of certain practitioners hasmeant that certain characteristic features have to be determined:
title;role;vocational tasks;vocational skills;(general and sector-specific occupational expertise).
To make the format for descriptions as uniform as possible, a data sheet hasbeen devised. It sets out the features characteristic of the practitioner andprovides information on the typical education and training routes where hisgeneral and vocational expertise is acquired. Obviously it is here that all the
14
differences among national training systems are encountered; the onlyobjective factor on which to base comparisons is the number of years' generaleducation and vocational training. The data sheet then includes certain itemsof information in note form that will help to place the practitioner within thetraining system to which he belongs.
Part of the data sheet is allocated for a summary description of the thematiccontent of specialist expertise, i.e. the expertise job knowledge regardedas specific to work in tourism. It describes not the training curriculum butmodules of vocational knowledge organized into thematic areas (correspondingto groups of vocational tasks).
The content of a job, and therefore the expertise that it entails, depends oncertain variables such as the size of the employer and the organization anddivision of labour there. This is generally true of all the practitioners taken intoconsideration, but of some more than others. The "enterprise size" variablehas been taken into account when considering the general manager of a hotelenterprise (large, medium-sized and small hotels).
The seven national "Directories" produced through the work of seven researchinstitutes specializing in tourism have been used as the basis for the work ofsynthesis (phase B). The methodological approach has been directedtowards making a comparison of the practitioners described in the sevennational reports.
(B) A method of comparison
After checking that the data sheets describing each practitioner corresponded inthe d escriptors that they used, a comparison was made, taking each characteristicfeature of the practitioner into separate consideration: role, vocational tasks andthematic modules of vocational expertise.
it became immediately apparent that the data sheet format and the agreementsreached within the working group on description methods did not in themselvesensure that an immediate comparison could be made. A diversity of content hadbeen foreseen, but there was also a great variety in the terms used to express thatcontent. The diversity of terms had to be narrowed by introducing "descriptors",in other words common terms chosen without attempting to interpret the contentof the formal term.
- 7 -
By standardizing the descriptive terms in this manner, a series of descriptive units(nomenclature) could be used that helped to verify, at least in form, all the datasheet descriptions on the practitioners included in the seven national studies.
Obviously the descriptions merely indicate the tasks and skills, and the level ofaggregation is too general for their specific features to be assessed. Theparticulars of a given vocational task do not in themselves specify the quantity orquality of the actions entailed in performing that task. This constraint wasaccepted, however, in the initial working hypotheses especially as work in
common with every other human activity is the sum total of a body ofknowledge, capacities, abilities, aptitudes, experience and behaviour, all of whichwould oe hard to describe, even harder to compare.
- 8 -
The data sheets and the practitioners
The Directory is a set of descriptive data sheets, printed on the back and front, for eachof the following practitioners:
Hotels
General Manager (large hotel)General Manager (medium-sized hotel)General Manager (small hotel)Front Office ManagerReceptionistHead HousekeeperRoom AttendantFood and Beverage ManagerRestaurant ManagerWaiter/WaitressHead BarpersonSommelierHead ChefChef
1:1 Pastry Chef
Agencies
Agency ManagerReservations SupervisorCounter Clerk
Public sector, promotion
Marketing ExecutiveTourist CourierInformation OfficerActivity OrganizerTour GuideFranchising and Company Aggregation ConsultantDevelopment Executive
We realize that producing a description of job profiles is in itself an arduous exercise,and that an international comparison of those profiles gives rise to a series ofproblems that do not readily lend themselves to a solution. This research has helpedto identify the problems and to solve a few of them. Since the aim is to make theDirectory easy to consult, we have used a data sheet with a simple structure but haveclosely followed the seven national monographs used as references.
Each data sheet describes the practitioner on the basis of five typical factors: name,role, tasks, occupational expertise and duration of training. These particulars are setout on the two sides of the data sheet:
front : name, role, tasksback : occupational expertise, duration of training/experience
At the top left of the front is the identification code for the practitioner's branch,followed by the serial number. The letter R stands for practitioners in the HOTELbranch, the letter A refers to the AGENCY branch and the letter P is for practitionersworking in the PUBLIC-SECTOR/PROFESSIONAL field.
The comparative tables have been constructed from an index of descriptors (ofoccupational tasks and vocational expertise thematic modules). The descriptorshave been obtained by analyzing the descriptions contained in each of the sevennational monographs (see bibliographical note) on which this research is based. Thisanalysis has helped to reduce the standard contents of the description to commonformal expressions (the descriptors). The descriptor indices are naturally linked withthe descriptions in the national monographs, which ensure that they are comprehensiveand clarify their levels of aggregation.
The reader should bear in mind that the bar charts showing the duration of educationand training are purely for guidance, since there are many possible training routes ofdiffering duration in each member State. The aim here has been to give some ideaof the standard lengths of courses. Readers are referred to the individual nationalmonographs fora more comprehensive description of the possible education/trainingroutes for each practitioner.
18
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(Run
drei
se)
Ani
mat
eur
Rei
sele
iter/
Stu
dien
reis
e
Kur
and
Ver
kehr
sdire
Kor
Res
erva
tions
sup
ervi
sor
Age
ncy
coun
ter
cler
k
Mar
ketin
g ex
ecut
ive
Info
rmat
ion
offic
er
Tou
r gu
ide
Dev
elop
men
t exe
cutiv
e
Res
pons
abile
di
prod
uzio
ne
Add
etto
alle
ven
dite
, al
ticke
ting
epr
enot
azio
ni
Res
pons
abile
mar
ketin
gpr
omoz
. e c
omun
icaz
.de
ll'im
mag
ine
turi
stic
a
Acc
ompa
gnat
ore
turis
tico
Pro
gram
mis
ta d
iso
ggio
rno
Ani
mat
ore
turis
tico
Gui
da tu
ristic
a
Con
sule
nte
di fr
anch
isir
e ag
greg
azio
ne d
'impr
e
Typ
ical
pra
ctiti
oner
s in
indi
vidu
al c
ount
ries
Con
cier
ge o
u pr
epos
e au
xin
form
atio
nsD
irect
or d
e al
ojam
ento
Dire
ctor
de
rest
aura
nts
Pro
mot
or d
e ve
ndas
Jefe
de
cons
erje
riaJe
fe d
e sa
le d
e di
scot
eca
Adm
inis
trat
ivo
com
erci
alde
age
ncia
s de
via
jes
Per
sona
lche
fK
aufm
anni
sche
r D
irekt
orC
omm
is d
e cu
isin
eLe
iterin
der
Was
chek
amm
erW
asch
ebes
chlie
Ber
inC
hefp
ortie
rP
age
Rei
zebu
roex
pedi
ent
Mita
rbei
ter
imV
erke
hrsa
mt/
Kur
verw
altu
ng
Bar
pers
onG
ener
al m
anag
erT
echn
ical
man
ager
Mar
ketin
g pr
oduc
tm
anag
erR
esor
t rep
rese
ntat
ive/
Cou
rier
Gen
eral
man
ager
/Dire
ctor
Adm
inis
trat
ion
exec
utiv
eC
onfe
renc
e/B
usin
ess
trav
el e
xecu
tive
Org
aniz
zato
re d
ico
ngre
ssi
2
R1
- D
irect
eur
d'ho
tel (
gran
d)-
Dire
ctor
de
hote
l - D
irect
or d
e ho
tel -
Die
fthid
is x
enod
ochi
u (m
egal
i mon
ada)
- H
otel
dire
ktor
(gr
oBes
Hot
el)
-G
ener
al m
anag
er (
larg
e ho
tel)
- G
ener
al m
anag
er (
gran
di a
zien
de)
Com
para
tive
tabl
e: ta
sks
rIM
MA
bilg
an
F3
4
n 5
,7.1
11:1
01. 8
ME
"'"T
IS
910
,PR
OM
PW
AR
OM
MO
MM
ar"W
:
12
P2
56
891
018
S7
89
1013
GR
12
711
1213
D12
1314
1516
UK
13
67
89
10
I1
26
813
1719
Voc
atio
nal r
ole
Fis
res
pons
ible
for
the
runn
ing
of th
e ho
tel,
and
ther
efor
e fo
r th
eac
hiev
emen
t of i
ts o
bjec
tives
Pis
res
pons
ible
for
the
runn
ing
of th
e ho
tel,
and
ther
efor
e fo
r th
eac
hiev
emen
t of i
ts o
bjec
tives
Sis
the
pers
on w
ho h
as th
e re
spon
sibi
lity
for
man
agem
ent o
f the
hot
el
GR
is r
espo
nsib
le fo
r th
e ho
tel's
str
ateg
ies
Dis
res
pons
ible
for
man
agem
ent o
f the
hot
el
UK
is r
espo
nsib
le fo
r m
anag
emen
t of t
he h
otel
Ire
pres
ents
all
the
inte
rest
s pr
esen
t in
the
hote
l and
is r
espo
nsib
le fo
rac
hiev
ing
its o
bjec
tives
Tas
k de
scrip
tors
1.D
eter
min
es h
otel
tact
ics
2.D
eter
min
es m
arke
ting
and
man
agem
ent s
trat
egy
for
the
hote
l's m
anag
emen
t3.
For
mul
ates
man
agem
ent p
olic
ies
4.F
orm
ulat
es m
arke
ting
polic
ies
5.F
orm
ulat
es d
evel
opm
ent p
olic
ies
6.P
lans
the
wor
k of
the
hote
l dep
artm
ents
7.S
ched
ules
the
wor
k of
the
hote
l dep
artm
ents
8.C
oord
inat
es th
e w
ork
of th
e ho
tel d
epar
tmen
ts9.
Mon
itors
the
wor
k of
the
hote
l dep
artm
ents
10.
Org
aniz
es th
e w
ork
of th
e ho
tel d
epar
tmen
ts11
.In
trod
uces
cor
rect
ive
mea
sure
s12
.D
evel
ops
the
hote
l's p
ublic
rel
atio
ns a
nd r
each
es c
oope
ratio
n co
ntra
cts
and
agre
emen
ts13
.C
oord
inat
es s
taff
plan
ning
and
mot
ivat
ion
of h
uman
res
ourc
es14
.P
lans
mar
ket r
esea
rch
15.
Pla
ns a
dver
tisin
g16
.P
lans
mar
ketin
g17
.M
onito
rs h
otel
effe
ctiv
enes
s an
d ef
ficie
ncy
18. P
rovi
des
info
rmat
ion
on th
e re
sults
ach
ieve
d an
d cu
rren
t man
agem
ent m
easu
res
19.
Iden
tifie
s, h
arm
oniz
es a
nd d
eter
min
es m
anag
emen
t obj
ectiv
es in
gen
eral
out
line
R1
Com
para
tive
tabl
e:tr
aini
ng m
odul
es
F2
34
58
918
19
23
45
89
011
1618
19
S3
811
1617
GR
34
68
011
1215
1718
D2
811
1213
1417
2
UK
46
812
18
23
45
67
89
1011
1213
1415
1617
1820
22
2325
44
22
3
Num
ber
of y
ears
' educ
atio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
inr 1
5G
reec
e
Ger
man
y
Gre
at B
ritai
n
Italy
117
17
18
118
20
05
1015
20
2c.
..1
Li Y
ears
Exp
ertis
e de
scrip
tors
1.B
reak
dow
n of
hot
elst
ruct
ure
into
uni
tsan
d de
part
men
ts: t
asks
and
dut
ies
tabl
es2.
Tou
rism
and
envi
ronm
enta
l econ
omic
s3.
Acc
ount
ing
and
cost
ana
lysi
spr
inci
ples
4.B
udge
ting
prin
cipl
esan
d m
etho
ds5.
Cos
ting
prin
cipl
esan
d m
etho
ds6.
Bud
get fo
rmul
atio
n an
dan
alys
is m
etho
ds7.
Rel
atio
ns w
ithin
term
edia
ries
and
setti
ng u
p sa
les
plan
s8.
Mar
ketin
gm
anag
emen
t - m
arke
t res
earc
h an
dm
arke
ting
inst
rum
ents
9.S
trat
egic
mar
ketin
g10
.P
rodu
ct a
ndco
mpe
titio
n an
alys
is11
. The
psy
chol
ogy
of to
uris
m12
.Le
gal s
tatu
s of
tour
ist e
nter
pris
es13
.C
ontr
act l
aw in
field
of t
ouris
m14
. Tax
and
curr
ency
reg
ulat
ions
appl
icab
le to
tour
ist en
terp
rises
15. S
ourc
esof
fund
ing
for t
ouris
m, a
nd fi
nanc
ial pl
anni
ng m
etho
ds16
.Le
ader
ship
tech
niqu
es(e
xerc
ise
ofm
anag
emen
t fun
ctio
n)17
.P
ublic
rel
atio
nsm
etho
ds18
. Hum
anre
sour
ce m
anag
emen
t and
opt
imiz
atio
n19
.Q
ualit
y co
ntro
l met
hodo
logi
es20
. Wor
kor
gani
zatio
n21
.In
tern
al s
ales
met
hods
22.
Hot
el w
ork
plan
ning
and
sche
dulin
gm
etho
ds23
. Bas
ics
ofm
anag
emen
t for
tour
ist en
terp
rises
24. S
ocio
logy
of to
uris
m25
.E
dito
rial p
ublic
itym
etho
ds
2 -6
R2
- D
iefth
idis
xen
odoc
hiu
(mes
ea m
onad
s)-
Hot
eldi
rekt
or (
mitt
lere
sH
otel
) -
Gen
eral
man
ager
(med
ium
-siz
ed h
otel
) - G
ener
al m
anag
er (
med
ieaz
iend
e)
Com
para
tive
tabl
e: ta
sks
F GR
UK
0 10
Voc
atio
nal r
ole
F p S GR
is r
espo
nsib
le fo
r ho
tel s
trat
egie
s
Dis
res
pons
ible
for
man
agem
ent
of th
e ho
tel
UK
is r
espo
nsib
le fo
rm
anag
emen
t of t
he h
otel
,I
repr
esen
ts th
e sp
here
of i
nter
ests
pres
ent i
n th
e ho
tel
Tas
k de
scrip
tors
1.F
orm
ulat
es m
anag
emen
t pol
icie
s2.
For
mul
ates
mar
ketin
g po
licie
s3.
For
mul
ates
hot
el d
evel
opm
ent p
olic
ies
4.D
eter
min
es m
arke
ting
and
man
agem
ent s
trat
egie
s fo
r ho
tel m
anag
emen
t5.
Iden
tifie
s, h
arm
oniz
es a
nd d
eter
min
esth
e ov
eral
l set
of h
otel
obj
ectiv
es6.
Ana
lyze
s th
e re
sults
of t
he h
otel
'sac
tiviti
es7.
Mon
itors
the
leve
l of p
erfo
rman
ce8.
Pro
mot
es th
e ho
tel's
imag
e9.
Dec
ides
on
and
appl
ies
corr
ectiv
em
easu
res
10.
Org
aniz
es th
e w
ork
of h
otel
sta
ff11
.D
eter
min
es p
olic
y on
pro
mot
ion,
man
agem
ent a
nd th
e m
otiv
atio
n of
hum
anre
sour
ces
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
S GR
24
511
1418
D2
37
1011
1216
1819
UK
24
58
1117
20
12
34
56
78
910
1112
1314
1516
1718
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
7r"
17
18
i
17
16 16
05
1015
20
Yea
rs
Exp
ertis
e de
scrip
tors
1.B
asic
s of
man
agem
ent f
or to
uris
t ent
erpr
ises
2. B
reak
dow
n of
hot
el s
truc
ture
into
uni
ts a
ndde
part
men
ts: t
asks
and
dut
ies
tabl
es3.
Tou
rism
and
env
ironm
enta
l eco
nom
ics
4.P
rinci
ples
of a
ccou
ntin
g an
d co
st a
naly
sis
5.B
udge
ting
prin
cipl
es a
nd m
etho
ds6.
Cos
ting
and
pric
ing
prin
cipl
es a
nd m
etho
ds7.
Mar
ketin
g m
anag
emen
t-
mar
ketin
g in
stru
men
ts8.
Str
ateg
ic m
arke
ting
9.P
rodu
ct a
nd c
ompe
titio
n an
alys
is10
. The
psy
chol
ogy
of to
uris
m11
.Le
gal s
tatu
s of
tour
ist e
nter
pris
es12
.C
ontr
act l
aw in
the
field
of t
ouris
m13
. Tax
and
cur
renc
y re
gula
tions
app
licab
leto
tour
ist e
nter
pris
es14
.S
ourc
es o
f fun
ding
for
tour
ism
, and
fina
ncia
l pla
nnin
g m
etho
ds15
.Le
ader
ship
tech
niqu
es (
exer
cise
of m
anag
emen
t fun
ctio
n)16
.P
ublic
rel
atio
ns m
etho
ds17
. Hum
an r
esou
rce
man
agem
ent a
ndop
timiz
atio
n18
. Wor
k or
gani
zatio
n19
.S
ocio
logy
of t
ouris
m20
.H
otel
wor
k pl
anni
ng a
nd s
ched
ulin
g m
etho
ds
3
R3-
Die
fthid
is x
enod
ochi
u (m
ikri
mon
ads)
-H
otel
dire
ktor
(kl
eine
s H
otel
)T
ask
desc
ripto
rs
- G
ener
al m
anag
er(s
mal
l hot
el)
- G
ener
al m
anag
er (
picc
ole
azie
nde)
Com
para
tive
tabl
e: ta
sks
p S GR
23
8
46
78
UK
25
89
Voc
atio
nal r
ole
rF
S GR
is r
espo
nsib
le fo
r ho
tel s
trat
egie
s
Dis
res
pons
ible
for
man
agem
ent o
f the
hot
el
UK
is r
espo
nsib
le fo
r m
anag
emen
t of t
he h
otel
1re
pres
ents
the
sphe
re o
f int
eres
ts p
rese
nt in
the
hote
li. -1)
_1.
1.C
oord
inat
es th
e w
ork
of th
e ho
tel
2.P
lans
sal
es p
olic
ies
3.C
oope
rate
s in
def
inin
g st
rate
gy4.
Pla
ns m
anag
emen
t5.
Org
aniz
es s
taff
6. A
naly
zes
the
mar
ket
7.P
lans
pro
mot
ion
8.M
onito
rs th
e re
sults
of t
he h
otel
's b
usin
ess
9.Id
entif
ies
and
dete
rmin
es m
anag
eria
l tac
tics
for
the
hote
l's b
usin
ess
and
supe
rvis
es
thei
r im
plem
enta
tion
10.
Coo
pera
tes
with
the
hote
l's o
wne
rs
R3
Com
para
tive
tabl
e: tr
aini
ngm
odul
es
GR D
34
613
1415
20
26
810
1316
1720
UK
23
46
917
1819
21
23
45
67
89
1011
1213
1421
Num
ber
of y
ears
' edu
catio
n an
dtr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
117
Ger
man
y
Gre
at B
ritai
n
Italy
r
05
10 Y
ears
16 16
1520
Exp
ertis
e de
scrip
tors
1.B
asic
s of
man
agem
ent f
orto
uris
t ent
erpr
ises
2.B
reak
dow
n of
hot
el s
truc
ture
into
uni
ts a
nd d
epar
tmen
ts: t
asks
and
dut
ies
tabl
es3.
Prin
cipl
es o
f acc
ount
ing
and
cost
ana
lysi
s4.
Bud
getin
g pr
inci
ples
and
met
hods
5.C
ostin
g an
d pr
icin
g pr
inci
ples
and
met
hods
6.M
arke
ting
man
agem
ent
- m
arke
ting
inst
rum
ents
7.S
trat
egic
mar
ketin
g8.
The
psy
chol
ogy
of to
uris
m9.
Lega
l sta
tus
of to
uris
t ent
erpr
ises
10.
Con
trac
t law
in th
e fie
ld o
f tou
rism
11. T
ax a
nd c
urre
ncy
regu
latio
ns a
pplic
able
to to
uris
t ent
erpr
ises
12.
Lead
ersh
ip te
chni
ques
(ex
erci
seof
man
agem
ent f
unct
ion)
13.
Pub
lic r
elat
ions
met
hods
14. H
uman
res
ourc
em
anag
emen
t and
opt
imiz
atio
n15
.F
inan
cial
pla
nnin
g m
etho
ds16
. The
eco
nom
ics
of to
uris
man
d th
e en
viro
nmen
t17
.S
ocio
logy
of t
ouris
m18
.O
rgan
izat
ion
and
man
agem
ent i
n th
e fo
od a
nd b
ever
age
sect
or19
.O
rgan
izat
ion
and
mon
itorin
g of
rece
ptio
n an
d ho
usek
eepi
ngse
rvic
e20
. Sal
es te
chni
ques
21.
Qua
lity
22.
Hot
el w
ork
plan
ning
and
sche
dulin
g m
etho
ds
R4-
Che
f de
rece
ptio
n -C
hafe
de
rece
pga -
Jefe
de r
ecep
cion
-P
rois
tam
enos
ipod
ochi
s -
Em
pfan
gsch
ef-
Fro
nt o
ffice
man
ager
- R
espo
nsab
ile s
ervi
ziric
evim
ento
Com
para
tive
tabl
e: ta
sks
F4
58
911
12
13 1
419
P3
4 5
912
14 1
5 16
17
19
S4
18
GR
24
720
2122
D2
89
1012
1924
UK
24
59
23
23
45
67
89
1019
Voc
atio
nal r
ole
Fis
res
pons
ible
for
orga
nizi
ng th
e se
ctor
Pis
res
pons
ible
for
orga
nizi
ng th
e fr
ont o
ffice
Sis
the
orga
niza
tiona
l man
ager
of t
he r
ecep
tion
func
tion
GR
is th
e co
ordi
nato
r of
the
fron
t offi
ce
Dis
res
pons
ible
for
the
runn
ing
of r
ecep
tion
UK
is r
espo
nsib
le fo
r th
e ru
nnin
g of
rec
eptio
n
is th
e po
int o
f int
erse
ctio
n an
d en
coun
ter
betw
een
the
hote
l and
its
gues
ts
Tas
k de
scrip
tors
1D
efin
es a
nd m
onito
rs th
e im
plem
enta
tion
of p
olic
ies
on s
ervi
ce q
ualit
y an
d cu
stom
ersa
tisfa
ctio
n2.
Ens
ures
that
pol
icie
s on
max
imiz
ing
room
occu
panc
y ar
e im
plem
ente
d3.
Brie
fs o
ther
dep
artm
ents
on
gues
ts' w
ishe
s an
d ex
pect
atio
ns4.
Sup
ervi
ses
rece
ptio
n w
ork
and
is r
espo
nsib
le fo
r th
e m
otiv
atio
nof
hum
an r
esou
rces
5.C
oope
rate
s on
def
inin
g bo
okin
g m
anag
ing
polic
ies
and
supe
rvis
esth
e im
plem
enta
tion
of th
at p
olic
y6.
Coo
pera
tes
on d
efin
ing
polic
ies
on in
-hot
el g
uest
man
agem
ent a
nd s
uper
vise
s th
eir
impl
emen
tatio
n7.
Sup
ervi
ses
the
wor
k do
ne in
the
hous
ekee
ping
dep
artm
ent
8.S
ets
pric
ing
polic
ies
and
ensu
res
that
they
are
appl
ied
9.H
as o
rgan
izat
iona
l res
pons
ibili
ty fo
r in
-hot
el g
uest
acc
ount
ing
and
for
asso
ciat
ed fi
scal
and
cash
act
iviti
es10
.D
efin
es g
uest
cre
dit m
anag
emen
t pol
icie
s an
d pr
oced
ures
11.
Ana
lyze
s th
e de
part
men
t's r
esul
ts12
.D
efin
es c
ompl
aint
man
agem
ent m
etho
ds13
.C
oope
rate
s w
ith th
e ho
tel p
orte
r on
the
tran
smis
sion
of
info
rmat
ion
14. T
akes
car
e of
the
secu
rity
of g
uest
s an
d th
eir
prop
erty
15.
Pla
ns g
uest
flow
16. P
rovi
des
info
rmat
ion
to g
uest
s17
.S
uper
vise
s th
e di
strib
utio
n of
cor
resp
onde
nce
togu
ests
18. D
eput
izes
for
the
man
ager
19.
Coo
rdin
ates
fron
t offi
ce w
ork
with
that
of o
ther
hot
el d
epar
tmen
ts20
. Coo
pera
tes
on p
ricin
g21
.C
oope
rate
s on
mar
ket r
esea
rch
22. C
oope
rate
s on
pub
lic r
elat
ions
23.
Mar
kets
the
hote
l and
its
prod
ucts
in a
ccor
danc
e w
ith p
olic
ies
laid
dow
n by
man
agem
ent
24.
Def
ines
and
sup
ervi
ses
gues
t rec
eptio
n m
etho
ds
pt.
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
23
67
910
1114
1516
1718
P1
23
67
1014
1618
S1
38
1417
18
GR
12
56
810
1113
14..'
D2
36
78
910
1112
1314
15
..p i\J
UK
24
810
1114
1920
21
I1
23
45
67
89
1011
1213
1417
Num
ber
of
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
.
year
s' e
duca
tion
and
trai
ning
18
1 1 i i 20
:--L
-=1-
115
13 13
L--
----
- .-
_,
.,...,
_L-L
.L.1
115
.:.' '
' ...
013
c._
,:.;.'
...._
..
.c:
......
...o.
;.:...
. _ .
.....
.
C'1
3
150
5
37
10
Yea
rsI
I
Exp
ertis
e de
scrip
tors
t, i
tlft
,1p.
". e.
1.F
ront
offi
ce ta
sks
and
orga
niza
tiona
l str
uctu
res
2.P
rinci
ples
and
tech
niqu
es o
f gue
st a
ccou
nt b
ookk
eepi
ng, i
nvoi
cing
and
cas
hier
wor
k3.
Rel
atio
ns w
ith in
term
edia
ries
and
sale
s pl
an o
rgan
izat
ion
4.M
arke
ting
man
agem
ent -
mar
ketin
g in
stru
men
ts5.
Str
ateg
ic m
arke
ting
6.M
erch
andi
sing
prin
cipl
es a
nd m
etho
ds7.
Inte
rnal
sal
es m
etho
ds8.
Met
hodo
logi
es a
nd te
chni
ques
of i
n-ho
tel g
uest
man
agem
ent
9.P
rinci
ples
of m
anag
emen
t app
lied
to h
otel
ent
erpr
ises
10.
Bre
akdo
wn
of h
otel
str
uctu
re in
to u
nits
and
dep
artm
ents
: tas
ks a
nd d
utie
s ta
bles
11. H
uman
res
ourc
e m
anag
emen
t and
opt
imiz
atio
n12
.O
pera
ting
proc
edur
es fo
r th
e pr
ovis
ion
of h
otel
ser
vice
s13
. The
psy
chol
ogy
of to
uris
m14
. Tec
hniq
ues
and
met
hodo
logi
es a
pplic
able
to th
e us
e of
com
pute
r sys
tem
s15
. The
str
uctu
re o
f the
tour
ist m
arke
t16
.Q
ualit
y co
ntro
l met
hodo
logi
es17
.C
ompl
aint
s m
anag
emen
t tec
hniq
ues
18.
Prin
cipl
es a
nd r
egul
atio
ns a
ssoc
iate
d w
ith th
e m
onito
ring
of th
e se
curit
y of
prop
erty
and
pers
ons
19. T
he la
w o
n to
uris
m20
.F
ront
offi
ce b
udge
ting
38
ro
R5-
R4c
eptio
nnis
te&
Mel
Rec
epci
onis
tade
hot
el -
Ipal
lilos
ipod
ochi
s
Em
pfan
gsse
kret
arin
-R
ecep
tioni
st -
Add
etto
atric
evim
ento
epo
rtin
eria
Com
para
tive
tabl
e: ta
sks
F GR D U
K1111
1111
1111
1111
1111
1111
111
1111
1111
1111
1111
1111
1111
1111
1111
1111
1111
1111
1111
1111
1111
111
1111
1111
1111
1111
1111
1111
1111
1111
1101
111
1111
1111
1111
12
3 4
56
7 8
910
11
12 1
3
Voc
atio
nalro
le
Fas
sum
espr
actic
alre
spon
sibi
lity
for
rece
ptio
n
Pas
sum
espr
actic
alre
spon
sibi
lity
for
rece
ptio
n
assu
mes
prac
tical
resp
onsi
bilit
yfo
r re
cept
ion
GR
ass
umes
prac
tical
resp
onsi
bilit
yfo
r re
cept
ion
Das
sum
espr
actic
alre
spon
sibi
lity
for
rece
ptio
n
UK
isre
spon
sibl
efo
r re
ceiv
ing
hote
l gue
sts
Ias
sum
espr
actic
alre
spon
sibi
lity
for
rece
ptio
n
-30
Tas
kde
scrip
tors
1. T
akes
book
ings
2.S
ells
roo
ms
3.A
ssig
ns r
oom
s
4.P
rovi
des
info
rmat
ion
onth
e ho
telan
d its
loca
tion
5.Is
sues
invo
ices
6. A
cts
asca
shie
r
7.A
rran
ges
fors
afek
eepi
ngof
val
uabl
es
8. K
eeps
gues
trec
ords
(che
ck-in
)
9. K
eeps
gues
ts'a
ccou
nts
10.
For
war
dsin
form
atio
n to
othe
r ho
teld
epar
tmen
ts
11. H
ands
over
key
s
12. H
asin
-hot
else
curit
ysu
perv
isio
nta
sks
13. T
akes
char
ge o
fgue
sts
14.
Rec
eive
sgu
ests
15. U
ses
elec
tron
ican
dco
mpu
teriz
edm
eans
ofc
omm
unic
atio
n
16.
Pro
duce
s th
eho
tel's
stat
istic
s
17.
Rec
eive
sgu
ests
'com
plai
nts
18.
Sch
edul
esbo
okin
gs
19.
Mon
itors
the
wor
k of
subo
rdin
ates
!) .-
1R
gr . 4.
..
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
24
910
1112
S GA
23
69
1011
23
45
67
910
1113
14
15
UK
23
410
16
23
45
67
89
1011
1315
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
12
15
(.13
..,
...'.-
-13
[1-
111
05
1015
20
PiY
ears
apar
tise
desc
ripto
rs
1.F
ront
offi
ce ta
sks
and
orga
niza
tiona
l str
uctu
res
2.P
rinci
ples
and
tech
niqu
es o
f gue
st a
ccou
nt b
ookk
eepi
ng, i
nvoi
cing
and
cas
hier
wor
k3.
Prin
cipl
es o
f app
roac
h to
clie
ntel
e an
d in
tern
al s
ales
met
hods
4.M
etho
dolo
gies
and
tech
niqu
es o
f in-
hote
l gue
st m
anag
emen
t5.
Pub
lic r
elat
ions
tech
niqu
e6.
The
psy
chol
ogy
of to
uris
m7.
Mar
ketin
g m
anag
emen
t - m
arke
ting
inst
rum
ents
8.S
trat
egic
mar
ketin
g9.
Mer
chan
disi
ng p
rinci
ples
and
met
hods
10. T
echn
ique
s an
d m
etho
dolo
gies
app
licab
le to
the
use
of c
ompu
ter s
yste
ms
11. T
he e
cono
mic
s an
d po
litic
s of
tour
ism
12.
Prin
cipl
es a
nd r
egul
atio
ns a
ssoc
iate
d w
ith m
onito
ring
the
secu
rity
of p
rope
rty
and
pers
ons
13.
Mai
ntai
ning
cas
hboo
k, c
ashi
er w
ork
and
inte
rnat
iona
l pay
men
ts12
.O
pera
ting
proc
edur
es fo
r th
e pr
ovis
ion
of h
otel
ser
vice
s14
. Hum
an r
esou
rce
man
agem
ent a
nd o
ptim
izat
ion
15.
Met
hods
and
ope
ratin
g pr
oced
ures
for
rese
rvat
ions
man
agem
ent
16. T
he la
w o
n to
uris
m17
.C
ompl
aint
s m
anag
emen
t met
hods
4L42
R6
- G
ouve
rnan
te&
lad
- G
over
nant
ege
ral d
e an
dare
s -G
ober
nant
a -
Tas
k de
scrip
tors
Gen
iki p
rois
tam
enior
ofou
- H
ausd
ame-
Hea
d ho
usek
eepe
r-R
espo
nsab
ile
serv
izia
llogg
io/h
ouse
keep
er
Com
para
tive
tabl
e:ta
sks
12
56
78
910
1112
20
23
813
1415
16
S2
317
GR
23
45
1317
18
D2
34
510
1214
19
UK
58
913
23
45
14
Voc
atio
nal r
ole
Fis
res
pons
ible
forpl
anni
ng a
nd o
rgan
izin
gth
e ho
usek
eepi
ng
sect
or
Pis
res
pons
ible
for
orga
nizi
ng th
eru
nnin
g of
roo
mflo
or s
ervi
ce
Sis
res
pons
ible
for
orga
nizi
ng th
eru
nnin
g of
roo
m fl
oor
serv
ice
GR
pla
ns th
e w
ork
done
on
the
room
floor
s
Dis
res
pons
ible
for
the
man
agem
ent
of r
oom
floo
rser
vice
UK
is r
espo
nsib
lefo
r th
e m
anag
emen
tof r
oom
floo
rser
vice
.1,
is r
espo
nsib
le fo
rorga
nizi
ng th
e ru
nnin
gof
roo
m fl
oor
serv
ice
3
1.R
ecei
ves
and
forw
ards
info
rmat
ion
2. C
heck
s on
serv
ice
qual
ity
3. A
rran
ges
forfit
ting
out t
he h
otel
4. C
reat
es th
eat
mos
pher
e of
bed
room
san
d pu
blic
are
as
5.C
oord
inat
es th
e w
ork
of s
taff
6. C
heck
s on
roo
moc
cupa
ncy
7.P
lans
inst
alla
tion
of fu
rnitu
re a
ndfit
tings
8.M
aint
ains
rel
atio
nsw
ith g
uest
s
9.C
heck
s on
ser
vice
cost
s
10. T
rain
s st
aff
11.
Mot
ivat
es s
taff
12.
Col
labo
rate
s on
the
choi
ce o
f cle
anin
gm
ater
ials
and
equ
ipm
ent
13. M
anag
es th
em
ater
ials
sto
rero
om
14. O
rgan
izes
wor
k on
the
bedr
oom
floor
s
15. C
ondu
cts
qual
ity c
ontr
ol o
fgue
sts'
laun
dry
serv
ice
16.
Col
lect
s an
d sa
fegu
ards
prop
erty
left
behi
ndby
gue
sts
17.
Is r
espo
nsib
le fo
rm
anag
emen
t of h
otel
laun
derin
g
18. C
heck
s on
the
oper
atio
n of
laun
dry
mac
hine
ry
19. C
heck
s on
gues
t sec
urity
20. C
hoos
es o
wn
staf
f
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
p2
56
910
S3
45
67
89
1011
GR
34
69
10
34
67
a12
13
UK
78
910
45
6 7
1314
Num
ber
of y
ears
' edu
catio
n an
dtr
aini
ng
Fra
nce
Por
tuga
l
Spa
in.
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
1:r
\,..,
1,11
5
t.13
t]15
113
05
1015
EI Y
ears
45
1
20
Exp
ertis
e de
scrip
tors
1.H
ouse
keep
ing
serv
ice
task
s an
dor
gani
zatio
nal s
truc
ture
2.B
asic
s of
man
agem
ent a
pplie
dto
hot
els
3. J
ob a
naly
sis;
ope
ratin
gm
anua
ls a
nd p
roce
dure
s4.
Hum
an r
esou
rce
man
agem
ent a
nd o
ptim
izat
ion
5.M
etho
dolo
gies
for
qual
ity c
ontr
ol o
f hou
seke
epin
g se
rvic
e6.
Hyg
iene
/cle
anin
g pr
oced
ures
and
met
hods
7. M
anag
emen
t of c
lean
ing
mat
eria
ls a
nd li
nen
stoc
ks8.
The
psy
chol
ogy
of to
uris
m9.
Met
hods
of a
ppro
ach
to a
nd r
ecep
tion
of g
uest
s10
.E
quip
men
t mai
nten
ance
reg
ulat
ions
and
proc
edur
es11
.U
se o
f mac
hine
ry fo
r op
erat
ing
proc
edur
es12
. Met
hods
of i
nter
nal c
omm
unic
atio
n an
d in
form
atio
ntr
ansm
issi
on13
. Kno
wle
dge
of to
uris
t mar
ketin
g14
. The
law
on
tour
ism
46
R7-
Fem
me
de c
ham
bre
- E
mpr
egad
a de
and
ares
/Oua
rtos
- O
rofo
kom
osT
ask
desc
ripto
rs(k
amar
iera
) -
Roo
m a
ttend
ant -
Add
etto
ai s
ervi
zi a
llogg
io
Com
para
tive
tabl
e: ta
sks
a)
F2
37
910
11
P2
38
10
S GR
23
510
D UK
23
12
12
34
56
Voc
atio
nal r
ole
FIn
cha
rge
of ti
dyin
g, p
repa
ring
and
rout
ine
mai
nten
ance
of
bedr
oom
uni
ts
47
In c
harg
e of
tidy
ing,
pre
parin
g an
d ro
utin
e m
aint
enan
ce o
fbe
droo
m u
nits
. Is
also
res
pons
ible
for
the
prop
erus
e of
hot
ellin
en
S GR
is r
espo
nsib
le fo
r tid
ying
and
pre
parin
g be
droo
ms
D UK
is r
espo
nsib
le fo
r be
droo
m c
lean
ing
IIn
cha
rge
of ti
dyin
g, p
repa
ring
and
rout
ine
mai
nten
ance
of
room
uni
ts
1.C
lean
s an
d tid
ies
bedr
oom
s2.
Cle
ans
and
tidie
s ba
thro
oms
3.C
lean
s an
d tid
ies
publ
ic a
reas
of t
he h
otel
4.A
rran
ges
for
rout
ine
mai
nten
ance
in b
edro
oms
5.H
elps
to s
ettle
the
gues
t in
room
and
res
pond
s to
his
/her
nee
ds a
nd r
eque
sts
6.P
rovi
des
lugg
age
serv
ice
7.U
ses
clea
ning
mat
eria
ls a
ccor
ding
to th
eir
purp
ose,
aim
ing
for
both
the
econ
omy
and
qual
ity o
f wor
k8.
Han
ds o
ver
prop
erty
left
behi
nd b
y gu
ests
9.P
rovi
des
brea
kfas
t ser
vice
10.
Che
cks
on b
edro
oms
and
note
s re
quire
d re
pairs
11.
Res
tock
s m
ini-b
ar12
.R
epor
ts th
at r
oom
s ar
e re
ady
for
new
gue
sts
4b
R7
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
24
56
S GR D
34
57
UK
23
47
34
57
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
L71
1
-1)1
0
12
0
49
(1,1
2
11
510
1520
L_] Y
ears
Exp
ertis
e de
scrip
tors
1.H
ouse
keep
ing
serv
ice
task
s an
d or
gani
zatio
nal s
truc
ture
2. T
echn
ique
s an
d w
orki
ng p
roce
dure
s fo
r tid
ying
/cle
anin
g ro
oms
and
publ
ic a
reas
3.F
amili
arity
with
the
use
of te
chni
cal m
ater
ials
and
equ
ipm
ent
4.F
amili
arity
with
the
mai
nten
ance
of m
ain
item
s of
equ
ipm
ent
5.S
truc
turin
g of
hot
el in
to d
epar
tmen
ts a
nd s
ervi
ces
6. C
once
pt o
f qua
lity
in th
e ho
tel t
rade
7. T
he te
chni
ques
of h
andl
ing
gues
ts
R8-
Dire
cteu
r de
la r
esta
urat
ion
ratta
che
a di
rect
eur
d'hô
tel -
Dire
ctor
de
alim
enta
gao
e be
bida
s -
Die
fthid
is e
stia
torio
u -
Wirt
scha
ftsdi
rekt
or -
Foo
d an
d be
vera
ge m
anag
er -
Res
pons
abile
food
and
bev
erag
e
Com
para
tive
tabl
e: ta
sks
P5
69
11 1
213
14
12
36
1516
D4
610
13 1
4
UK
6
Voc
atio
nal r
ole
Fis
res
pons
ible
for
the
qual
ity o
f cat
erin
g an
d fo
r or
gani
zing
the
cate
ring
depa
rtm
ent
Pis
res
pons
ible
for
plan
ning
the
cate
ring
depa
rtm
ent
S GR
is r
espo
nsib
le fo
r th
e qu
ality
of c
ater
ing
and
for
orga
nizi
ng th
eca
terin
g de
part
men
t
Dis
res
pons
ible
for
the
orga
niza
tion
and
runn
ing
of th
ede
part
men
t
UK
is r
espo
nsib
le fo
r su
perv
isin
g op
erat
ions
ass
ocia
ted
with
cate
ring
is r
espo
nsib
le fo
r or
gani
zing
the
cate
ring
func
tion
Tas
k de
scrip
tors
1.Is
res
pons
ible
for
banq
uetin
g, fr
om m
arke
t res
earc
h to
dec
idin
g on
the
prod
uct w
ith th
ecl
ient
2.A
naly
zes
the
cost
of m
eals
, with
due
reg
ard
to in
form
atio
n re
ceiv
ed fr
om o
ther
depa
rtm
ents
of t
he h
otel
3.D
eter
min
es p
rices
, with
due
reg
ard
to in
form
atio
n re
ceiv
ed fr
om o
ther
dep
artm
ents
of
the
hote
l4.
Sel
ects
sup
plie
rs5.
Ove
rsee
s st
orer
oom
man
agem
ent a
nd th
e co
nser
vatio
n of
raw
mat
eria
ls6.
Coo
rdin
ates
and
org
aniz
es c
ater
ing
serv
ices
(ki
tche
n, r
esta
uran
t, st
orer
oom
s, b
ar)
7.S
uper
vise
s th
e qu
ality
of s
ervi
ce a
nd fo
od8.
Che
cks
on a
nd p
rovi
des
for
the
mai
nten
ance
of m
achi
nes
and
equi
pmen
t9.
Che
cks
on m
enu
rota
tion
10.
Coo
pera
tes
on r
esta
uran
t mar
ketin
g an
d pr
omot
ion
11.
Coo
rdin
ates
the
cate
ring
serv
ice
prov
ided
on
the
room
floo
rs a
nd s
taff
cant
een
12.
Coo
rdin
ates
, sup
ervi
ses,
mot
ivat
es a
nd o
rgan
izes
hum
an r
esou
rces
ava
ilabl
e to
the
cate
ring
depa
rtm
ent
13.
For
war
ds in
form
atio
n to
fina
ncia
l dep
artm
ents
14.
Com
pile
s re
port
s on
the
wor
k of
the
depa
rtm
ent
15.
Org
aniz
es a
nd c
oord
inat
es th
e ba
r se
rvic
e16
.D
eter
min
es c
ater
ing
polic
y in
the
light
of i
nfor
mat
ion
prov
ided
by
mar
ketin
g
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
45
67
1112
1314
1516
P1
34
511
1213
1516
1721
S GR
13
45
691
012
13
D1
23
47
910
1213
1516
1819
1
UK
24
613
1718
1923
24
I1
23
45
67
89
1011
1213
1519
2021
22
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
117
7-11
5
,15
05
1015
Yea
rs
20
20
Exp
ertis
e de
scrip
tors
1. T
he ta
sks
and
orga
niza
tiona
l str
uctu
re o
f cate
ring
depa
rtm
ents
' str
uctu
ring
of th
e ho
tel
into
dep
artm
ents
and
ser
vice
sW
ork
orga
niza
tion
and
the
dyna
mic
s of
per
sona
l rel
atio
nshi
ps3.
Pla
nnin
g ca
terin
g w
ork
and
men
u ro
tatio
n4.
Mea
l cos
t ana
lysi
s an
d pr
icin
g te
chni
ques
5.F
ood
hygi
ene
and
safe
ty r
egul
atio
ns fo
r st
aff a
nd g
uest
s6.
Tou
rist m
arke
ting
and
mer
chan
disi
ng te
chni
ques
7. M
arke
t ana
lysi
s an
d as
sess
ing
the
com
petit
ion
8.C
ater
ing
serv
ice
for
spec
ial o
ccas
ions
9.C
ater
ing
tech
nolo
gy a
nd e
quip
men
t mai
nten
ance
regu
latio
ns a
nd s
tand
ards
10.
Sel
ectin
g su
pplie
rs a
nd p
rocu
rem
ent m
etho
ds11
.Le
ader
ship
met
hods
12.
Inte
rnal
com
mun
icat
ion
met
hods
13. H
uman
res
ourc
e m
anag
emen
t and
optim
izat
ion
14. F
ood
prep
arat
ion
met
hods
15.
Met
hods
of i
nter
pret
ing
clie
ntel
e w
ishe
san
d ex
pect
atio
ns16
.Q
ualit
y co
ntro
l prin
cipl
es a
nd m
etho
ds17
. The
law
on
tour
ism
and
reg
ulat
ions
for
food
pro
duce
rs18
. Cho
ice
and
use
of c
ompu
teriz
edsy
stem
s19
. Cus
tom
er r
elat
ions
tech
niqu
es20
.C
redi
t and
cus
tom
er a
ccou
nt m
anag
emen
t21
. Man
agem
ent o
f sto
cks
in s
tore
room
22.
Bas
ics
of m
anag
emen
t for
tour
ist e
nter
pris
es23
. Cat
erin
g en
terp
rise
budg
ets
24. C
ompl
aint
s m
anag
emen
t met
hods
5354
R9-
Mai
tre
d'hô
tel -
Che
fe d
e m
esa/
Mai
tre
- M
aitr
e- P
rois
tam
enos
est
iato
riou
- M
aitr
e d'
hôte
l - R
esta
uran
t man
ager
- R
espo
nsab
ile d
istr
ibuz
ione
pas
ti/m
aitr
e
Com
para
tive
tabl
e: ta
sks
1213
1415
16
P1
24
1115
1617
18
S1
213
19tl
GR
13
45
912
1620
21r2
4,zi
D1
23
412
21
UK
12
312
18
I1
23
45
67
89
1012
1317
u
Voc
atio
nal r
ole
is r
espo
nsib
le fo
r or
gani
zing
the
rest
aura
nt
Pis
res
pons
ible
for
orga
nizi
ng th
e re
stau
rant
Sis
res
pons
ible
for
rest
aura
nt o
pera
tions
GR
is r
espo
nsib
le fo
r th
e ru
nnin
g of
the
rest
aura
nt
Dis
res
pons
ible
for
the
runn
ing
of th
ere
stau
rant
UK
is r
espo
nsib
le fo
r th
e ru
nnin
g of
the
rest
aura
nt
is r
espo
nsib
le fo
r or
gani
zing
the
rest
aura
ntI
.'rr
Tas
k de
scrip
tors
1.O
rgan
izes
res
taur
ant s
ervi
ce a
nd s
uper
vise
sth
e w
ork
of s
taff
2.C
heck
s on
the
phas
es o
f mea
l ser
vice
and
rest
aura
nt w
ork
3.A
rran
ges
staf
f shi
fts4.
Gre
ets
gues
ts5.
Acc
ompa
nies
gue
sts
to ta
bles
6.In
terv
enes
in s
ervi
ce o
n sp
ecia
l occ
asio
ns7.
Pre
sent
s m
enus
8. T
akes
ord
ers
9.In
terp
rets
gue
sts'
wis
hes
and
expe
ctat
ions
and
reco
mm
ends
cho
ices
10.
Info
rms
the
man
agem
ent o
f gue
sts'
wis
hes
and
expe
ctat
ions
11.
Rec
eive
s an
d de
als
with
com
plai
nts
12.
Act
s as
inte
rmed
iary
bet
wee
n th
e re
stau
rant
,gu
ests
and
the
back
offi
ce13
.S
ells
the
prod
ucts
14. C
heck
s on
tabl
e se
tting
s15
. Che
cks
on a
nd e
nfor
ces
hygi
ene
and
safe
ty r
ules
16.
Coo
pera
tes
on th
e pr
epar
atio
n of
men
us17
. Che
cks
on th
e cl
eani
ng o
f tab
les
and
the
rest
aura
nt18
. Che
cks
on a
nd in
form
s th
em
anag
emen
t of t
he s
tatu
s of
bus
ines
s in
the
rest
aura
nt19
. Mak
es a
n in
vent
ory
of e
quip
men
t and
fittin
gs20
.P
lans
and
sup
ervi
ses
wor
k fo
r sp
ecia
lga
ther
ings
21. C
oope
rate
s w
ith m
anag
emen
t on
prod
uct c
ost a
naly
sis
22. C
oope
rate
s w
ith th
e ch
oice
of s
uppl
ies
and
the
stor
age
of m
ater
ials
R9,
Com
para
tive
tabl
e: tr
aini
ngm
odul
es,..
vim
agen
empA
n2=
rutz
wym
agm
,:
F1
23
45
67
89'
1018
P1
23
45
69
1015
1718
S1
23
47
911
1213
1418
L
GR
12
45
914
15
D1
34
56
911
1314
1621
UK
36
918
1920
2124
25
11
36
910
1114
1516
1718
2022
23
Num
ber
of y
ears
' edu
catio
nan
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
1)15
11
13
10
[15
[114
15
510
1520
1Y
ears
Exp
ertis
e de
scrip
tors
.1! r
:
1. T
he s
truc
turin
g of
the
hote
l int
o de
part
men
ts a
ndse
rvic
es
2.C
ater
ing
tech
nolo
gy a
ndre
gula
tions
on
equi
pmen
tmai
nten
ance
3. W
ork
orga
niza
tion
and
the
dyna
mic
s of
per
sona
lrel
atio
nshi
ps
4.P
rinci
ples
and
tech
niqu
es o
f men
uan
d dr
inks
men
u fo
rmul
atio
n
5.M
eal c
ost a
naly
sis
and
pric
ing
met
hods
6. C
usto
mer
rel
atio
nste
chni
ques
7.C
redi
t and
cus
tom
er a
ccou
ntm
anag
emen
t
8.C
hoic
e an
d us
e of
com
pute
rized
syst
ems
9.F
ood
hygi
ene
and
safe
tyre
gula
tions
for
staf
f and
gue
sts
10.
Inte
rnal
com
mun
icat
ion
met
hods
11.
Bas
ics
of c
ulin
ary
tech
niqu
es12
. Oen
olog
y an
d th
em
atch
ing
of w
ines
to fo
ods
to.
Nat
iona
l and
inte
rnat
iona
lgas
tron
omic
term
inol
ogy
14.
Cat
erin
g fo
r sp
ecia
l occ
asio
ns15
.T
ouris
t mar
ketin
g an
d m
erch
andi
sing
tech
niqu
es
16. T
he p
sych
olog
y of
tour
ism
. Clie
ntel
e's
deci
sion
-mak
ing
mod
els
17.
Lead
ersh
ip te
chni
ques
18. T
able
ser
vice
pro
cedu
res
and
tabl
e se
tting
tech
niqu
es
19.
Fin
anci
al c
ontr
ol20
.B
udge
ting
21.
Com
plai
nts
man
agem
ent m
etho
ds22
.E
lem
enta
ry k
now
ledg
e of
man
agem
enta
s ap
plie
d to
tour
ist
ente
rpris
es
23.
Mot
ivat
ing
staf
f to
mar
ket p
rodu
cts
24. T
he la
w o
n to
uris
m25
. Man
agem
ent o
f sto
cks
in s
tore
room
58
R10
Ser
veur
-E
mpr
egad
ode
mes
a -S
ervi
toro
s -C
hef d
era
ng -
Wai
ter/
Tas
kde
scrip
tors
Wai
tres
s -A
ddet
toai
ser
vizi
risto
rativ
i
Com
para
tive
tabl
e:ta
sks
mot
hici
iiiiim
uil
1111
1111
0
1111
1111
1111
1111
1111
1111
1111
1111
11
III
1111
1111
1111
1111
1111
1111
1111
111
1111
1111
1111
1110
1111
1111
1111
1111
1111
1111
11
III
1111
1111
1111
1111
1111
1111
1111
1
GR U
KI
Voc
atio
nalro
le
Fis
resp
onsi
ble
for
the
actu
alpr
ovis
ion
of th
ese
rvic
e
Pis
resp
onsi
ble
for
the
actu
alpr
ovis
ion
of th
ese
rvic
e
Sis
resp
onsi
ble
for
the
actu
alpr
ovis
ion
of th
ese
rvic
e
GR
isre
spon
sibl
efo
r th
eac
tual
prov
isio
nof
the
serv
ice
Dis
resp
onsi
ble
for
the
actu
alpr
ovis
ion
of th
ese
rvic
e
UK
isre
spon
sibl
efo
r th
eac
tual
prov
isio
nof
the
serv
ice
Iis
resp
onsi
ble
for
the
actu
alpr
ovis
ion
of th
ese
rvic
e
1.S
erve
sfo
od a
nddr
ink
atta
ble
2.C
ater
s fo
rgue
sts'
need
san
dre
ques
ts
3.S
ets
tabl
esan
dpr
epar
esre
stau
rant
,chec
ks o
nta
bles
and
rest
aura
nt
4.A
dvis
esgu
ests
5.E
xpla
ins
the
cont
entof
the
men
uan
d ho
wdi
shes
are
prep
ared
6.T
akes
orde
rs
7.P
rovi
des
room
serv
ice
8.C
arrie
sou
tpre
para
tions
in th
ere
stau
rant
9.M
akes
out b
ills
10.
Tak
espa
ymen
tfor
bills
11.
Gre
ets
gues
ts
12.
Dea
ls w
ithco
mpl
aint
s
13.
Ser
ves
aper
itifs
14.
Wor
ksw
ith th
eki
tche
nst
aff
15.
Tid
ies
mat
eria
lsan
dch
ecks
on
thei
rcon
ditio
n
16.
Rec
eive
sgo
ods
from
supp
liers
R10
P'a
Com
para
tive
tabl
e: tr
aini
ng m
odul
es...
.
F1
26
817
19
P1
23
45
67
89
1014
1920
S GR
14
56
710
D1
34
56
78
912
1317
19
UK
24
56
813
1415
1617
I1
23
45
67
1011
18
Num
ber
of y
ears
' edu
catio
n an
dtr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
05
1015
20
[ 1 Y
ears
Exp
ertis
e de
scrip
tors
1. T
he s
truc
turin
g of
the
hote
l int
ode
part
men
ts a
nd s
ervi
ces
2.C
ater
ing
tech
nolo
gy a
nd r
egul
atio
ns o
n eq
uipm
ent m
aint
enan
ce3.
Wor
k or
gani
zatio
n an
d th
e dy
nam
ics
ofpe
rson
al r
elat
ions
hips
4. C
usto
mer
rel
atio
ns te
chni
ques
5.B
asic
s of
cul
inar
y pr
epar
atio
n6.
Tab
le s
ervi
ce p
roce
dure
s an
d la
ying
tech
niqu
es7.
Foo
d hy
gien
e an
d sa
fety
reg
ulat
ions
for
staf
f and
gues
ts8.
Cre
dit a
nd c
usto
mer
acc
ount
man
agem
ent.
Mak
ing
out b
ills
9.U
se o
f com
pute
rized
sys
tem
s10
.C
ater
ing
for
spec
ial o
ccas
ions
11.
Tou
rist m
arke
ting
and
mer
chan
disi
ngte
chni
ques
12. T
he p
sych
olog
y of
tour
ism
. Clie
ntel
e's
deci
sion
-mak
ing
mod
els
12. T
he la
w o
n to
uris
m14
.N
atio
nal a
nd in
tern
atio
nal g
astr
onom
icte
rmin
olog
y15
. Oen
olog
y an
d th
e m
atch
ing
of w
ines
to fo
ods
16.
Cos
t ana
lysi
s17
.In
tern
al c
omm
unic
atio
n m
etho
ds18
.M
otiv
atin
g st
aff t
o m
arke
t pro
duct
s19
. Roo
m s
ervi
ce c
ater
ing
20. C
ompl
aint
s m
anag
emen
t met
hods
6162
R11
- B
arm
an/r
espo
nsab
le d
e ba
r -
Bar
man
- B
arm
an -
Ipef
thin
os b
ar -
Tas
k de
scrip
tors
Bar
chef
- H
ead
barp
erso
n -
Res
pons
abile
ser
vizi
di b
ar
Com
para
tive
tabl
e: ta
sks
F S
68
10 1
1 12
2
GR
12
3 4
10 1
113
D2
14 1
5
UK
12
3 4
5 6
7
Voc
atio
nal r
ole
Fis
res
pons
ible
for
orga
nizi
ng a
nd r
unni
ng th
e ba
r
Pis
eng
aged
on
typi
cal b
ar w
ork
Sis
res
pons
ible
for
orga
nizi
ng a
nd r
unni
ng th
e ba
r
GR
is r
espo
nsib
le fo
r or
gani
zing
and
run
ning
the
bar
Dis
res
pons
ible
for
orga
nizi
ng a
nd r
unni
ng th
e ba
r
UK
is r
espo
nsib
le fo
r or
gani
zing
and
run
ning
the
bar
Iis
res
pons
ible
for
orga
nizi
ng a
nd r
unni
ng th
e ba
r
63
1.D
efin
es q
uant
ity a
nd q
ualit
y of
wha
t is
prep
ared
2.O
rgan
izes
the
bar
serv
ice
3.Id
entif
y cl
ient
ele'
s de
sire
s an
d ne
eds
4.M
akes
up
drin
ks5.
Arr
ange
s fo
r pr
esen
tatio
n of
pro
duct
s to
clie
nts
6.M
anag
es b
ar s
tock
s an
d th
e pr
ocur
emen
t of s
uppl
ies
7.C
hoos
es, l
ooks
for,
test
s ou
t and
intr
oduc
es n
ew p
rodu
cts
8.G
reet
s an
d ad
vise
s gu
ests
9.A
pplie
s an
d en
sure
s th
e ap
plic
atio
n of
hea
lth a
nd s
afet
y re
gula
tions
10.
Sup
ervi
ses
invo
icin
g an
d co
llect
s pa
ymen
t11
.D
efin
es th
e lis
t of p
rodu
cts
12.
Han
dles
com
plai
nts
13. T
akes
ord
ers
14.
Mai
ntai
ns c
onta
ct w
ith a
dmin
istr
ativ
e de
part
men
ts a
nd m
anag
emen
t15
.S
uper
vise
s, c
oord
inat
es a
nd m
onito
rs b
ar s
taff
.;64
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
23
46
78
1011
1314
P1
24
6 7
1112
S2
34
57
8
OR
15
6 7
8
D1
45
78
912
13
UK
46
1113
14
I1
23
45
6 7
814
15
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
inc\
r
Gre
ece
(s
Ger
man
y
Gre
at B
ritai
n
Italy
t.
0 65
11
510
1520
F-1
Yea
rs
Exp
ertis
e de
scrip
tors
1.B
ar s
ervi
ce ta
sks
and
orga
niza
tiona
l str
uctu
re2.
Man
agem
ent a
nd r
unni
ng o
f cat
erin
g es
tabl
ishm
ents
3.B
ar te
chno
logy
and
equ
ipm
ent,
mai
nten
ance
stan
dard
s4.
Cus
tom
er r
elat
ions
tech
niqu
es5.
The
psy
chol
ogy
of to
uris
m. C
lient
ele'
s de
cisi
on-m
akin
gm
odel
s7.
Tec
hniq
ues
of p
repa
ring
and
pres
entin
g ba
r pro
duct
s8.
Foo
d hy
gien
e an
d sa
fety
reg
ulat
ions
for
staf
f and
clie
nts
9.T
he s
truc
turin
g of
the
hote
l int
o de
part
men
ts a
ndse
rvic
es10
.B
asic
s of
oen
olog
y11
.In
voic
ing
and
cash
man
agem
ent p
rinci
ples
and
tech
niqu
es12
.P
rinci
ples
and
tech
niqu
es o
f com
mun
icat
ion
and
perf
orm
ing
the
role
of I
ntl
othe
r ho
tel s
ervi
ces
13. T
he la
w o
n to
uris
m14
.W
ork
orga
niza
tion
in b
ar s
ervi
ce15
.P
rodu
ct s
tora
ge a
nd q
ualit
y te
chni
ques
6
ia)R
12-
Som
mel
ier
-Esc
anca
o in
ocho
os -
Som
mel
ier
Tas
k de
scrip
tors
Com
para
tive
tabl
e: ta
sks
P3
57
1112
S GR
23
57
813
23
45
67
Voc
atio
nal r
ole
Fis
res
pons
ible
forru
nnin
g th
e re
stau
rant
beve
rage
ser
vice
Pis
res
pons
ible
for
runn
ing
the
rest
aura
ntbe
vera
ge s
ervi
ce
;S
GR
is r
espo
nsib
lefo
r ru
nnin
g th
ere
stau
rant
bev
erag
ese
rvic
e
D UK
is r
espo
nsib
le fo
rru
nnin
g th
e re
stau
rant
beve
rage
ser
vice
$:0
Ft I
1. M
anag
es c
ella
rsto
cks
2.S
elec
ts w
ines
and
clas
sifie
s an
d ch
ecks
on
thei
r qu
ality
3. D
raw
s up
the
win
e lis
t4.
Che
cks
on w
ine
at ta
ble
5. S
erve
s w
ine
todi
ners
for
thei
r ap
prov
al
6.La
ys ta
ble
for
win
es7.
Mat
ches
win
esto
kitc
hen
prod
ucts
8. A
dvis
es d
iner
s as
to c
hoic
e
9.P
rom
otes
sal
es a
t tab
le10
. Org
aniz
es th
ese
rvic
e on
spe
cial
occa
sion
s (r
ecep
tions
)
11. R
ecei
ves
orde
rs12
.D
eals
with
clie
nts'
com
plai
nts
13.
Eva
luat
es th
e pu
rcha
se c
osto
f win
e
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
56
7
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l L
Spa
in
Gre
ece
r-
Ger
man
y
Gre
at B
ritai
n
Italy
1.
69
510
1520
I Yea
rs
Exp
ertis
e de
scrip
tors
1.B
ar s
ervi
ce ta
sks
and
orga
niza
tiona
l str
uctu
re2.
Bas
ics
of o
enol
ogy
and
the
mat
chin
g of
win
e to
food
3. T
he p
sych
olog
y of
tour
ism
. Clie
ntel
e's
deci
sion
-mak
ing
mod
els
4.C
usto
mer
rel
atio
ns te
chni
ques
5.M
otiv
atin
g st
aff t
o m
arke
t pro
duct
s6.
Tou
rist m
arke
ting
and
mer
chan
disi
ng te
chni
ques
7.T
echn
ique
s of
pre
sent
ing
and
serv
ing
win
e8.
Man
agem
ent o
f sto
rero
om s
tock
s9.
Cat
erin
g fo
r sp
ecia
l occ
asio
ns10
. Wor
k or
gani
zatio
n an
d th
e dy
nam
ics
of p
erso
nal r
elat
ions
hips
11.
Legi
slat
ion
on o
enol
ogy
and
vine
yard
/vin
e ge
ogra
phy
12. M
anag
emen
t and
run
ning
of c
ater
ing
esta
blis
hmen
ts13
.R
outin
e ce
llar
man
agem
ent
14.
Sel
ectio
n of
sup
plie
rs a
nd p
rocu
rem
ent t
echn
ique
s15
. Win
e st
orag
e te
chni
ques
70
CO
R13
- C
hef d
e cu
isin
e -
Che
fe d
e co
zinh
a -
Pro
ista
men
os m
agiri
ouT
ask
desc
ripto
rs(k
ouzi
nas)
- K
iiche
nche
f - H
ead
chef
- R
espo
nsab
ile p
rodu
zion
e pa
sti
Com
para
tive
tabl
e: ta
sks
F1
45
67
89
1112
1415
1617
18
P1
23
45
891
0
S GR
12
34
56
78
910
D1
24
810
11
UK
14
811
12
I1
23
45
67
89
1112
1314
Voc
atio
nal r
ole
Fis
res
pons
ible
for
orga
nizi
ng th
e ki
tche
n an
d pr
oduc
tion
proc
esse
s
wor
ks w
ith fo
od a
nd b
ever
age
man
ager
in id
entif
ying
pro
duct
ion.
Is r
espo
nsib
le fo
r or
gani
zing
the
kitc
hen
and
prod
uctio
n pr
oces
ses
S GR
wor
ks w
ith fo
od a
nd b
ever
age
man
ager
on
plan
ning
prod
uctio
n.
Dis
res
pons
ible
for
runn
ing
the
kitc
hen
UK
is r
espo
nsib
le fo
r ru
nnin
g th
e m
eal p
repa
ratio
n se
ctor
Iis
res
pons
ible
for
orga
nizi
ng th
e ki
tche
n an
d pr
oduc
tion
71pr
oces
ses
1.O
rgan
izes
and
dire
cts
food
pro
duct
ion
2.A
ssig
ns ta
sks
to s
taff
3. C
heck
s on
the
mak
ing
up o
f rec
ipes
and
the
qual
ity o
f raw
mat
eria
ls4.
Che
cks
on th
e qu
ality
of f
inis
hed
prod
ucts
5. M
akes
up
reci
pes
6.C
heck
s on
the
stan
dard
of c
lean
lines
s an
d hy
gien
e in
the
kitc
hen
and
amon
g ki
tche
nst
aff
7.C
heck
s on
the
stan
dard
of d
eal d
ines
s an
d hy
gien
e of
food
pre
pare
d8.
Man
ages
the
kitc
hen'
s st
ocks
of r
aw m
ater
ials
and
pla
ns fo
r pu
rcha
ses
9.P
lans
men
u ro
tatio
n10
.S
elec
ts s
uppl
iers
11. W
orks
with
the
acco
untin
g de
part
men
t12
. Man
ages
hum
an r
esou
rces
13. C
heck
s on
sam
ples
from
food
stuf
fs s
tore
14.
Coo
rdin
ates
pro
duct
ion
with
the
need
s of
oth
er d
epar
tmen
ts15
.T
rain
s an
d m
otiv
ates
sta
ff16
.A
rran
ges
for
equi
pmen
t mai
nten
ance
17.
Det
erm
ines
the
stru
ctur
e of
the
depa
rtm
ent a
nd c
hoos
es m
achi
nery
and
ute
nsils
18.
Eva
luat
es th
e co
st o
f raw
mat
eria
ls
r13
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
23
45
67
89
1015
19
P2
46
79
1112
1518
1920
21
,
Sw
y
GR
23
67
89
1011
1215
17
D1
23
45
67
810
1113
1415
1618
22
UK
34
57
912
1316
1719
I1
23
45
67
89
1011
1215
1617
1819
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
C L
[12
[11
1
1
-I10
L15
6
05
1015
73
L j
Yea
rs
20
Exp
ertis
e de
scrip
tors
1.M
anag
emen
t and
run
ning
of c
ater
ing
ente
rpris
es2.
Cul
inar
y te
chni
ques
3.C
ater
ing
tech
nolo
gy a
nd r
egul
atio
ns o
n eq
uipm
ent m
aint
enan
ce4.
Org
aniz
atio
n of
wor
k an
d dy
nam
ics
of p
erso
nal r
elat
ions
hips
5.S
elec
tion
of s
uppl
iers
and
pro
cure
men
t tec
hniq
ues
6.H
ygie
ne in
fiel
d of
tour
ism
and
food
sci
ence
7.P
rodu
ct s
tora
ge a
nd q
ualit
y te
chni
ques
8.P
rodu
ct p
rese
ntat
ion
tech
niqu
e9.
Cat
erin
g se
rvic
e pl
anni
ng a
nd m
enu
rota
tion
tech
niqu
es10
.C
ater
ing
for
spec
ial o
ccas
ions
11.
Lead
ersh
ip te
chni
ques
12.
Mea
l cos
t ana
lysi
s an
d pr
icin
g te
chni
ques
13.
Legi
slat
ion
on fo
od a
nd m
eal p
rodu
cers
14. T
he p
sych
olog
y of
tour
ism
. Clie
ntel
e's
deci
sion
-mak
ing
mod
els
15. T
asks
and
org
aniz
atio
nal s
truc
ture
of c
ater
ing
serv
ices
: res
taur
ant a
nd k
itche
n se
rvic
es16
.M
anag
emen
t of s
tore
room
sto
cks
17.
Prin
cipl
es a
nd r
egul
atio
ns c
over
ing
heal
th a
nd s
afet
y at
wor
k18
.In
tern
al a
nd e
xter
nal c
omm
unic
atio
ns te
chni
ques
in c
ater
ing
ente
rpris
es19
.K
itche
n pr
oduc
tion
flow
and
tim
ing
man
agem
ent
20.
Qua
lity
and
prod
uctio
n co
ntro
l met
hodo
logi
es21
. The
kitc
hen
serv
ice
in h
otel
org
aniz
atio
n22
.A
naly
zing
the
mar
ket a
nd th
e co
mpe
titio
n
74
R14
- C
uisi
nier
- C
ozin
heiro
Coc
iner
o-
Mag
iros
- C
hef d
e pa
rtie
- C
hef -
Tas
k de
scrip
tors
Add
etto
alla
pre
para
zion
e de
i pas
ti
Com
para
tive
tabl
e: ta
sks
231
48
9
7
Voc
atio
nal r
ole
Fha
s pr
actic
al r
espo
nsib
ility
for m
akin
g up
the
reci
pes
Pha
s pr
actic
al r
espo
nsib
ility
for
mak
ing
up th
e re
cipe
s
Sha
s pr
actic
al r
espo
nsib
ility
for
mak
ing
up th
e re
cipe
s
GR
has
pra
ctic
al r
espo
nsib
ility
for
mak
ing
up th
e re
cipe
s
Dha
s pr
actic
al r
espo
nsib
ility
for
mak
ing
up th
e re
cipe
s
UK
has
pra
ctic
al r
espo
nsib
ility
for
mak
ing
up th
e re
cipe
s
has
prac
tical
res
pons
ibili
ty fo
rm
akin
g up
the
reci
pes
75
1.P
hysi
cally
pre
pare
s th
e fo
od2.
Is r
espo
nsib
le fo
r hy
gien
e an
d m
aint
enan
ce o
f ute
nsils
3.Is
res
pons
ible
for
hygi
ene
at w
ork
stat
ion
4.T
akes
pre
cise
qua
ntiti
es o
f the
raw
mat
eria
ls5.
Che
cks
on p
rodu
ct q
ualit
y6.
Ove
rsee
s su
bord
inat
es' w
ork
7.U
ses
the
kitc
hen
equi
pmen
t8.
Set
s ou
t and
dec
orat
es fo
od o
npl
ate
9.H
elps
to p
repa
re a
nd o
rgan
ize
buffe
t10
. Che
cks
on p
rodu
ct s
tora
ge a
ndqu
ality
7 6
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
23
45
611
1415
P1
23
45
714
1617
S1
34
57
811
1518
GR
12
34
711
1920
D1
23
45
910
1421
22
UK
12
37
1115
2324
11
23
45
1112
13
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
13
-014
12
0 77
510
1520
Li
Yea
rs
Exp
ertis
e de
scrip
tors
1.C
ulin
ary
tech
niqu
es a
nd fo
od p
repa
ratio
n2.
Cat
erin
g te
chno
logy
3. H
ygie
ne in
fiel
d of
tour
ism
and
food
sci
ence
4. T
asks
and
org
aniz
atio
nal s
truc
ture
of
cate
ring
serv
ices
: res
taur
ant a
nd k
itche
n se
rvic
es5.
Org
aniz
atio
n of
wor
k an
d dy
nam
ics
of p
erso
nal r
elat
ions
hips
6.Le
ader
ship
tech
niqu
es7.
Pro
duct
pre
sent
atio
n te
chni
ques
8.B
asic
info
rmat
ion
tech
nolo
gy9.
The
psy
chol
ogy
of to
uris
m. C
lient
ele'
sde
cisi
on-m
akin
g m
odel
s10
.S
elec
tion
of s
uppl
iers
and
pro
cure
men
t tec
hniq
ues
11.
Pro
duct
sto
rage
and
qua
lity
tech
niqu
es12
.P
rinci
ples
of a
nd r
egul
atio
ns c
over
ing
heal
than
d sa
fety
at w
ork
13. M
anag
emen
t and
run
ning
of c
ater
ing
ente
rpris
es14
.P
atis
serie
pre
para
tion
tech
niqu
es15
.M
eal c
ost a
naly
sis
16.
Bas
ic m
arke
t stu
dies
17.
Qua
lity
and
prod
uctio
n co
ntro
l met
hodo
logi
es18
.C
ater
ing
for
spec
ial o
ccas
ions
19. M
eal c
ost a
naly
sis
20. M
enu
rota
tion
tech
niqu
es21
.Le
gisl
atio
n on
food
and
mea
l pro
duce
rs22
. Ana
lyzi
ng th
e m
arke
t and
the
com
petit
ion
23.
Met
hod
of c
alcu
latin
g sa
les
pric
es24
.In
term
edia
te p
rodu
ct p
repa
ratio
n te
chni
ques
78
R15
- P
atis
sier
- P
aste
ieiro
- P
aste
lero
- Z
acha
ropl
astis
- C
hef p
astic
cier
eT
ask
desc
ripto
rs
Com
para
tive
tabl
e: ta
sks
F S GR
78
9
79
1011
2 3
47
912
13
UK
23
45
6
Voc
atio
nal r
ole
Fth
e pe
rson
who
org
aniz
es a
nd d
irect
ly p
erfo
rms
the
wor
k of
prod
ucin
g pa
tisse
rieP
the
pers
on w
ho o
rgan
izes
and
dire
ctly
per
form
s th
e w
ork
ofpr
oduc
ing
patis
serie
Sth
e pe
rson
who
dire
cts
the
prod
uctio
n of
pat
isse
rie to
war
ds c
erta
inpr
oduc
ts
GR
the
pers
on w
ho o
rgan
izes
and
dire
ctly
per
form
s th
e w
ork
ofpr
oduc
ing
patis
serie
0
D UK
1th
e pe
rson
who
org
aniz
es a
nd d
irect
ly p
erfo
rms
the
wor
k of
r*,
prod
ucin
g pa
tisse
rie
1.D
irect
s, o
rgan
izes
and
man
ages
the
mak
ing
of p
atis
serie
2.P
lans
pat
isse
rie w
ork
3.P
hysi
cally
mak
es p
atis
serie
4.C
oord
inat
es p
atis
serie
-mak
ing
with
oth
er k
itche
n ac
tiviti
es5.
Che
cks
on th
e qu
antit
y an
d qu
ality
of r
aw m
ater
ials
6.C
heck
s on
pro
duct
qua
lity
7.T
akes
app
ropr
iate
qua
ntiti
es o
f raw
mat
eria
ls8.
Tra
ins
and
mot
ivat
es s
taff
9.A
rran
ges
for
clea
ning
and
mai
nten
ance
of t
he p
atis
serie
sec
tion
10.
Ant
icip
ates
clie
nts'
tast
es11
.A
ppor
tions
des
sert
s12
.M
anag
es p
urch
asin
g13
.S
uper
vise
s pr
oduc
t sto
rage
and
qua
lity
.R15
Com
para
tive
tabl
e: tr
aini
ng m
odul
es01
1111
1101
0MIN
wrz
rez-
rne"
.
F1
23
48
. 1213
15
-`Y
Va,
-7-.
1v7-
1:. ...
P1
23
48
1516
S1
45
67
8
GR
13
48
1215
D UK I
12
34
57
89
1011
1213
14
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
1 1
13
05
1015
20
81
Yea
rs
Exp
ertis
e de
scrip
tors
1.P
astr
y-m
akin
g te
chni
ques
and
pre
para
tion
2. M
anag
emen
t and
run
ning
of c
ater
ing
ente
rpris
es3.
Cat
erin
g te
chno
logy
4.H
ygie
ne in
fiel
d of
tour
ism
and
food
sci
ence
5.M
eal c
ost a
naly
sis
6.B
asic
info
rmat
ion
tech
nolo
gy7.
Tec
hniq
ues
of p
erso
nal r
elat
ions
hips
8. T
asks
and
org
aniz
atio
nal s
truc
ture
of c
ater
ing
serv
ices
: res
taur
ant a
nd k
itche
n se
rvic
es9.
Lead
ersh
ip te
chni
ques
10. M
enu
rota
tion
tech
niqu
es11
. Met
hods
of c
alcu
latin
g sa
les
pric
es12
.P
rodu
ct s
tora
ge a
nd q
ualit
y te
chni
ques
13.
Prin
cipl
es a
nd r
egul
atio
ns c
over
ing
heal
th a
ndsa
fety
at w
ork
14. C
ater
ing
for
spec
ial o
ccas
ions
15. P
rodu
ct p
rese
ntat
ion
tech
niqu
es16
.P
rodu
ct q
ualit
y co
ntro
l met
hodo
logy
82
Al -
Che
f d'a
genc
ede
voy
age
- D
irect
orde
Age
ndas
de
Via
ges
- D
irect
or
de a
genc
ia d
evi
ajes
- T
echn
ikos
dief
thid
is -
Bilr
o le
iter
-Tra
vel a
genc
y
man
ager
-D
iretto
re te
cnic
o di
agen
zia
di v
iagg
i
Com
para
tive
tabl
e: ta
sks
F p S GR
0
1111
1111
1111
1111
1111
1211
1111
11(
20
UK
ainn
omm
orV
ocat
iona
l rol
e
Fis
the
tech
nica
l,ad
min
istr
ativ
e an
dco
mm
erci
al h
ead
of a
trav
el
agen
cy
Pis
the
pers
on w
hoor
gani
zes,
coo
rdin
ates
and
mon
itors
the
wor
k of
a tr
avel
age
ncy
Ssu
perv
ises
the
wor
kdo
ne in
the
trav
el a
genc
y
GR
is r
espo
nsib
lefo
r th
e pr
oduc
tion
and
orga
niza
tion
oftr
avel
and
othe
r tr
avel
age
ncy
prod
ucts
Dre
spon
sibl
e fo
r th
epr
ofes
sion
al m
anag
emen
tof
a tr
avel
agen
cy
UK
is r
espo
nsib
lefo
r th
e ge
nera
lope
ratio
n of
a tr
avel
age
ncy
that
reta
ils tr
avel
is th
e pe
rson
man
agin
gth
e ag
ency
's w
ork
and
assu
min
g
resp
onsi
bilit
y fo
r al
l its
activ
ities
Tas
k de
scrip
tors
1.S
uper
vise
s th
e w
ork
done
by a
genc
y st
aff
2. M
akes
tech
nica
larra
ngem
ents
for
crea
ting
the
prod
ucts
3. M
anag
es a
ndor
gani
zes
the
agen
cy's
serv
ices
4. S
uper
vise
s sa
les
5. P
ursu
es th
eco
mm
erci
al o
bjec
tives
6.D
eter
min
es th
e co
mm
erci
alob
ject
ives
7.Is
res
pons
ible
form
arke
ting
and
prom
otio
n
8.P
rodu
ces
stat
istic
s9.
Stu
dies
fore
ign
mar
kets
10. F
orm
ulat
esde
velo
pmen
t pol
icie
s
11. C
oord
inat
es a
ndm
onito
rs p
rodu
ctio
n
12.
Coo
rdin
ates
and
mon
itors
gro
upse
rvic
es
13.
Coo
rdin
ates
and
mon
itors
inco
min
g se
rvic
es
14.
Coo
rdin
ates
and
mon
itors
coun
ter
serv
ices
15.
Coo
rdin
ates
and
mon
itors
adm
inis
trat
ion
16. D
ecid
es o
n an
din
trod
uces
cor
rect
ive
mea
sure
s
17. C
oope
rate
sw
ith th
e ow
ners
on
dete
rmin
ing
agen
cy p
olic
ies
1E. A
rran
ges
for
hum
an r
esou
rce
man
agem
ent
19.
Exa
min
es th
e ba
lanc
esh
eets
and
eva
luat
esth
eir
resu
lts
20. D
ecid
es o
n an
dar
rang
es fo
r co
ntac
tsw
ith in
term
edia
ries
21. A
dvis
es c
usto
mer
s on
trav
el o
rgan
izat
ion
22. D
raw
s up
age
ncy
budg
ets
23. P
lans
and
sche
dule
s th
e ag
ency
'sw
ork
n
Al
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F3
57
810
1114
IS16
17
P1
23
58
1011
1314
1620
2425
26
S3
45
67
912
1516
1718
2325
28
GR
13
56
810
1112
1315
1617
2122
'" ,....
D1
23
45
715
1719
2225
2627
a.U
K3
45
710
1516
1823
28
I1
-3
45
610
1112
1315
1617
2021
2223
26
Num
ber
of y
ears
' edu
catio
n an
dtr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
t
1
05
85
15 15
16 16
-t11
6
1015
1Y
ears
20
Exp
ertis
e de
scrip
tors
1.T
rave
l age
ncy
man
agem
ent a
nd o
pera
tion
2.T
rave
l age
ncy
task
s an
dor
gani
zatio
nal s
truc
ture
3.C
ontr
act l
aw o
n th
e ac
quis
ition
and
sale
of a
genc
y se
rvic
es4.
Deb
entu
res
and
cred
it tit
les
for
tour
ist
ente
rpris
es5.
Mar
ketin
g m
ix a
nd m
arke
ting
man
agem
ent f
or tr
avel
age
ncie
s6.
Mar
ket a
nd c
ompe
titio
nan
alys
is te
chni
ques
7. T
he g
eogr
aphy
of t
ouris
m8.
Bud
get a
naly
sis
and
cont
rol
9.A
pplie
d st
atis
tics
10. G
ener
al p
rinci
ples
of t
rave
l age
ncy
adm
inis
trat
ion
and
acco
untin
g11
. Cos
t and
ear
ning
s flo
wan
alys
is12
. Lan
d, s
ea a
nd a
ir ta
riff t
echn
ique
s13
. Lea
ders
hip
tech
niqu
es14
. Com
mun
icat
ion
and
pers
onal
rel
atio
nshi
p te
chni
ques
15.
Ele
ctro
nic
rese
rvat
ions
and
ticke
ting
syst
ems
16. H
uman
res
ourc
em
anag
emen
t and
opt
imiz
atio
ni 7
. Tec
hniq
ues
and
proc
edur
es fo
r pr
icin
g pa
ckag
e an
d in
divi
dual
trav
el18
.P
rinci
ples
and
reg
ulat
ions
gov
erni
ngsa
fety
at w
ork
19. T
he p
sych
olog
y of
tour
ism
. Clie
ntel
e's
deci
sion
-mak
ing
mod
els
20. T
he tr
avel
bro
kera
ge a
ndpr
oduc
tion
mar
ket
21.
Prin
cipl
es o
f bal
ance
she
et p
repa
ratio
n an
dan
alys
is22
. Tec
hniq
ues
and
proc
edur
es fo
r pr
oduc
ing
pack
age
and
pers
onal
trav
el23
.F
isca
l reg
ulat
ions
appl
icab
le to
trav
el a
genc
ies
24. Q
ualit
y co
ntro
l ove
r th
epr
oduc
tion
of to
uris
t ser
vice
s25
. App
licat
ions
of t
heco
mpu
ter
in tr
avel
age
ncie
s26
. Adv
ertis
ing
and
publ
ic r
elat
ions
27. C
usto
mer
rel
atio
nste
chni
ques
28. T
echn
olog
ies
used
in tr
avel
agen
cies
8.6
rn
A2-
For
faiti
ste
- T
ecni
code
turis
mo
(pro
duca
o) -
Jefe
de
ofic
ina
de
agen
da d
e vi
ajes
-Ip
efth
inos
par
agog
is -
Res
erva
tions
sup
ervi
sor
-
Res
pons
abile
di p
rodu
zion
e
Com
para
tive
tabl
e: ta
sks
1111
1111
1111
1111
1111
1111
1111
1
1111
1111
0
1111
1111
1111
1111
S GR UK I
12
3 4
5
Voc
atio
nal r
ole
Fis
res
pons
ible
for
arra
ngin
gth
e pr
oduc
ts
Pis
res
pons
ible
for
the
plan
ning
and
pro
duct
ion
ofbr
ochu
re
prod
ucts
Sis
the
coor
dina
tor
of th
ew
ork
of tr
avel
age
ncy
cler
ks
GR
is r
espo
nsib
le fo
r th
epr
oduc
tion,
org
aniz
atio
nan
d sa
le o
f
trav
el
UK
is th
e pe
rson
resp
onsi
ble
for
the
runn
ing
ofth
e re
serv
atio
ns
serv
ice
is th
e pe
rson
res
pons
ible
for
orga
nizi
ng a
nd m
anag
ing
the
7 pr
oduc
tion
ofpa
ckag
ed tr
avel
Tas
k de
scrip
tors
1.S
uper
vise
s, c
oord
inat
es,m
onito
rs a
nd g
uide
spr
oduc
tion
wor
k
2,C
oord
inat
es a
nd a
rran
ges
for
all p
hase
s of
pro
duct
ion
3.D
evel
ops
and
sets
up
trav
elpa
ckag
es
4. C
heck
s th
at p
rodu
cts
mat
ch th
e de
man
d se
gmen
ts
5.Id
entif
ies
mar
ket d
eman
dan
d tr
ends
6.D
eter
min
es p
rices
7.N
egot
iate
s an
d en
ters
into
agre
emen
ts w
ith th
e su
pplie
rsof
inte
rmed
iate
ser
vice
s
B.
Pro
mot
es s
ales
9. C
heck
s on
the
qual
ityof
the
prod
ucts
cre
ated
10.
Mon
itors
the
wor
k of
sta
ff
11.
Arr
ange
s pr
oduc
ts in
res
pons
eto
spe
cial
req
uest
s
088
Com
para
tive
tabl
e: tr
aini
ngm
odul
es
F4
5
291
6 7
1112
1317
'223
2425
P2
34
56
1113
20'2
S2
49
1214
1517
1819
227
28
GR
78
1217
20'2
DL
UK
37
910
1213
17
I1
23
45
6 7
89
1011
1213
1516
1720
21'2
Num
ber
of y
ears
' edu
catio
nan
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
t15
13
15 15
0
89
1116
510
1520
L1
Yea
rs
Exp
ertis
e de
scrip
tors
1.T
rave
l age
ncy
man
agem
enta
nd o
pera
tion
2.C
ontr
act l
aw o
n th
eac
quis
ition
and
sal
e of
age
ncy
serv
ices
3.D
eben
ture
s an
d cr
c .:i
t titl
esfo
r to
uris
t ent
erpr
ises
4. T
he g
eogr
aphy
oft
ouris
m
5.S
ourc
es o
f inf
orm
atio
n fo
rm
arke
t res
earc
h an
dst
atis
tics
for
trav
el a
genc
ies
6.M
arke
ting
mix
and
mar
ketin
gm
anag
emen
t for
trav
elag
enci
es
7.M
arke
t and
com
petit
ion
anal
ysis
tech
niqu
es
8.G
ener
al p
rinci
ples
of t
rave
l age
ncy
adm
inis
trat
ion
and
acco
untin
g
9.C
ost a
nd e
arni
ngs
flow
anal
ysis
10.
Typ
ical
trav
el a
genc
ypr
oduc
ts, p
rinci
ples
ofi
nter
-ent
erpr
ise
coop
erat
ion
and
rela
tions
11.
Land
, sea
and
air
tarif
ftec
hniq
ues
12. C
usto
ms
and
curr
ency
impo
rt/e
xpor
t pro
cedu
res
13.
Lead
ersh
ip te
chni
ques
14. H
uman
res
ourc
em
anag
emen
t and
opt
imiz
atio
n
15. T
echn
ique
s an
dpr
oced
ures
for
pric
ing
broc
hure
and
pers
onal
trav
el
16.
Pub
lic r
elat
ions
tech
niqu
es17
.P
rinci
ples
and
reg
ulat
ions
gove
rnin
g sa
fety
at w
ork
18.
Tra
vel a
genc
y ta
sks
and
orga
niza
tiona
l str
uctu
re
19.
Prin
cipl
es o
f bal
ance
she
etpr
epar
atio
n an
d an
alys
is
20. T
echn
ique
s an
dpr
oced
ures
for
prod
ucin
gbr
ochu
re a
nd p
erso
nal t
rave
l
21.
Info
rmat
ion
tech
no',I
ciy
and
elec
tron
ic s
ervi
ces
fort
rave
l age
ncie
s
22. Q
ualit
y co
ntro
l ove
,tr
.n p
rodu
ctio
n of
tour
ists
ervi
ces
23. C
usto
mer
rel
atio
nste
cnni
qty,
s
24.
Inte
rnal
and
ext
erna
l pro
.uct
mer
chan
disi
ng
25. T
rans
port
eco
nom
ics
26. T
echn
olog
ies
used
in tr
avel
age
ncie
s
27.
Met
hods
of h
andl
ing
com
plai
nts
28.
Inte
rnal
com
mun
icat
ion
tech
niqu
es
29. T
he la
w o
n to
uris
m
90
A3
- Tec
hnic
ien
vend
eur
Tec
nico
de
Tur
ism
o/op
erac
aoV
ende
dor d
eA
gend
as d
eV
iaje
sIp
efth
inos
polis
seon
kai
krat
isse
on-
Age
ncy
coun
ter
cler
k-
Add
ctto
alle
vend
ite, a
t ticke
ting
eal
tepr
enot
azio
niC
ompa
rativ
eta
ble:
task
s
F2
34
89
0
23
4 5
6 7
89
04
S
GR
23
412
UK
37
a9
1213
23
4 5
67
89
10
Voc
atio
nal r
ole
Fis
resp
onsi
ble
for a
ll or
part
of t
hete
chni
cal w
ork
done
in th
etr
avel
agen
cyP
is th
epe
rson
who
phys
ical
lype
rfor
ms
all t
heag
ency
'sco
unte
rw
ork
Sis
the
pers
on w
hose
lls tr
avel
tocu
stom
ers
GR
isre
spon
sibl
e fo
r cou
nter
tran
sact
ions
UK
isre
spon
sibl
e fo
r deal
ing
with
cust
omer
s're
ques
tsI
is th
epe
rson
who
phys
ical
lype
rfor
ms
all t
heag
ency
'sco
unte
rq
1w
ork
1
Tas
kde
scrip
tors
1. G
reet
scu
stom
ers
2. A
dvis
escu
stom
ers
3. M
akes
rese
rvat
ions
4.P
repa
res
and
hand
sov
er tr
avel
docu
men
ts5.
Iden
tifie
scu
stom
ers'
wis
hes
and
expe
ctat
ions
6.F
orw
ards
info
rmat
ion
com
pile
don
cus
tom
ers
7.P
erfo
rms
ticke
ting
tran
sact
ions
8. M
akes
sale
s of
inte
rnal
prod
ucts
9. M
akes
sale
s of
outs
ide
prod
ucts
(for
whi
chth
e tr
avel
agen
cy a
cts
asin
term
edia
ry)
10.
Info
rms
cust
omer
sas
to th
epr
oduc
ts a
ndse
rvic
esbe
ing
sold
11.
Ass
ists
cust
omer
s in
the
plac
es o
f dest
inat
ion
and
durin
g tr
avel
12.
Per
form
sca
shie
r du
ties
13.
Pro
vide
sad
ditio
nal ag
ency
ser
vice
s(in
sura
nce,
car
hire
)14
. Act
sas
corr
espo
nden
t for
tour
ists
sent
by
othe
r agen
cies
92
A3
Exp
ertis
e de
scrip
tors
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
S4
57
1314
1516
17
GR D
23
59
11
UK
79
1014
23
45
69
1114
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
1
12
05
1015
20
II Y
ears
93
1.T
rave
l age
ncy
man
agem
ent a
nd o
pera
tion
the
orga
niza
tiona
l str
uctu
re, t
asks
and
dutie
s ta
bles
of t
rave
l age
ncie
s2.
The
trav
el b
roke
rage
mar
ket a
nd tr
avel
pro
duct
ion
3.La
nd, s
ea a
nd a
ir ta
riff t
echn
ique
s4.
Org
aniz
atio
n an
d m
anag
emen
t of r
eser
vatio
ns s
ervi
ce5.
Arr
angi
ng "
tailo
r -m
ade"
trav
el6.
Ope
ratio
nal t
echn
ique
s fo
r ag
ency
ser
vice
s7.
The
geo
grap
hy o
f tou
rism
8.B
asic
acc
ount
ing
for
tour
ist e
nter
pris
es9.
Info
rmat
ion
tech
nolo
gy a
nd e
lect
roni
c m
etho
ds fo
r tr
avel
age
ncie
s10
.P
repa
ratio
n an
d is
sue
of tr
avel
doc
umen
ts11
. Cus
tom
er r
elat
ions
tech
niqu
es12
.F
amili
arity
with
and
use
of t
ouris
t doc
umen
tatio
n13
.In
voic
ing
regu
latio
ns a
nd te
chni
ques
14. C
usto
ms
and
curr
ency
impo
rt/e
xpor
t pro
cedu
res
15.
Prin
cipl
es o
f and
reg
ulat
ions
on
safe
ty a
t wor
k16
. Met
hods
of p
aym
ent f
or th
e ac
quis
ition
of d
omes
tic a
nd in
tern
atio
nal t
ouris
t ser
vice
s17
. Non
-com
pute
rized
sys
tem
s fo
r th
e fo
rwar
ding
and
issu
e of
doc
umen
ts18
.R
egul
atio
ns g
over
ning
trav
el a
genc
ies
and
trav
el c
ontr
acts
P1-
Pro
mot
or d
e tu
rism
o -
Dire
ctor
de
mar
ketin
g -
Idik
os s
to m
arke
ting/
prov
oli k
ai e
piki
noni
a -
Mar
ketin
g ex
ecut
ive
- R
espo
nsab
ile m
arke
ting,
prom
ozio
ne e
com
unic
azio
ne d
ell'i
mm
agin
e tu
ristic
a
Com
para
tive
tabl
e: ta
sks
F P1
23
410
11
S10
11
GR
12
45
68
D UK
12
78
910
1112
I1
23
45
67
89
1011
Voc
atio
nal r
ole
Pis
the
pers
on w
ho s
ugge
sts
mar
ketin
g sc
hem
es fo
r pu
blic
or
priv
ate-
sect
or b
odie
s
Sis
the
pers
on w
ho o
utlin
es a
nd d
raw
s up
pro
mot
ion
and
publ
icity
pla
ns
GR
is r
espo
nsib
le fo
r co
ntin
uous
alig
nmen
t of p
rodu
cts
with
mar
ket
dem
and
UK
is r
espo
nsib
le fo
r m
arke
ting
polic
ies
in o
rder
to a
djus
t its
pro
duct
sto
mar
ket d
eman
d
is r
espo
nsib
le fo
r de
cisi
ons
on m
arke
ting
and
prod
uctio
n tr
ends
,
tde
pend
ing
on w
heth
er th
e ex
ecut
ive
wor
ks in
the
publ
ic o
r pr
ivat
ese
ctor
Tas
k de
scrip
tors
1.O
vers
ees
the
com
pila
tion
and
proc
essi
ng o
f dat
a an
d in
form
atio
n2.
For
mul
ates
and
pro
pose
s m
arke
ting
stra
tegi
es a
nd p
rovi
des
info
rmat
ion
on im
prov
ing
the
faci
litie
s of
fere
d by
tour
ist a
reas
3.F
orm
ulat
es, p
ropo
ses
and
mon
itors
the
impl
emen
tatio
n of
pro
duct
, pric
e an
d m
arke
ting
polic
ies
4.C
reat
es a
nd a
dmin
iste
rs c
orpo
rate
imag
es5.
Mai
ntai
ns c
onta
ct w
ith e
xist
ing
and
pote
ntia
l clie
nts
6. T
akes
par
t in
com
mer
cial
and
pro
mot
iona
l eve
nts
7.C
reat
es b
roch
ures
and
sup
ervi
ses
thei
r pr
oduc
tion
8.E
nsur
es th
at th
e pr
oduc
t mat
ches
the
dem
and
9.A
rran
ges
for
the
deve
lopm
ent o
f new
tour
ist r
esor
ts10
.A
rran
ges
for
and
help
s to
dire
ct p
rom
otio
n an
d co
mm
unic
atio
n to
tour
ists
11.
Is r
espo
nsib
le fo
r re
latio
ns b
etw
een
the
publ
ic a
nd p
rivat
e se
ctor
s an
d am
ong
priv
ate
ente
rpris
es a
s pa
rt o
f pro
mot
ion
sche
mes
for
the
area
or
for
thos
e en
terp
rises
12. C
heck
s on
the
qual
ity o
f int
erm
edia
te s
ervi
ces
form
ing
part
of l
ocal
"pa
ckag
es"
orfa
cilit
ies.
6
P1
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F p6
S2
7
GR
23
67
D UK
24
5
23
56
7
Wei
*OR
MS
efitl
eria
Nal
lie
1012
1516
12
810
1220
9 10
11
12 1
3 14
15
16 1
7 18
19
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n1,
Italy
FL 0
ql5
17
5 97
18
1015
20
Yea
rs
Exp
ertis
e de
scrip
tors
1.T
he e
cono
mic
s of
tour
ism
2.T
ouris
t pro
mot
ion
prin
cipl
es a
nd te
chni
ques
3. T
he b
asic
s of
tour
ist m
arke
ting
4. M
anag
emen
t and
run
ning
of t
ouris
t ent
erpr
ises
5. T
he ta
sks
and
orga
niza
tiona
l str
uctu
re o
f the
mar
ketin
g fu
nctio
n in
tour
ist e
nter
pris
es6.
Prin
cipl
es a
nd te
chni
ques
of m
erch
andi
sing
and
sal
es p
rom
otio
n fo
r to
uris
t ent
erpr
ises
7.M
arke
ting
mix
and
mar
ketin
g m
anag
emen
t for
tour
ist e
nter
pris
es8.
The
law
on
tour
ism
9.E
dito
rial a
nd m
ailin
g pu
blic
ity fo
r to
uris
t ent
erpr
ises
10. C
usto
ms
and
curr
ency
impo
rt/e
xpor
t pro
cedu
res
11. T
he p
sych
olog
y an
d so
ciol
ogy
of to
uris
m. C
lient
ele'
s de
cisi
on-m
akin
g m
odel
s12
. The
tour
ist e
nter
pris
e an
d m
achi
nery
and
the
envi
ronm
ent i
n m
oder
n co
ncep
ts o
f an
inte
grat
ed s
yste
m o
f am
eniti
es13
. Urb
an a
nd e
nviro
nmen
tal r
egul
atio
ns g
over
ning
tour
ist r
esor
ts14
.Lo
cal/r
egio
nal t
ouris
t man
agem
ent;
urba
n pl
anni
ng a
nd tr
ansp
ort s
yste
ms
15. M
etho
ds a
nd te
chni
ques
of d
evel
opin
g in
ter-
sect
or p
lans
and
coo
rdin
atin
g th
eap
poin
ted
bodi
es16
. Tou
rist i
nves
tmen
t fea
sibi
lity
stud
y te
chni
ques
17. H
uman
res
ourc
e m
otiv
atio
n, m
anag
emen
t and
opt
imiz
atio
n18
.In
ter-
ente
rpris
e im
age
polic
ies
and
cons
ortiu
m fo
rmat
ion
19.
Met
hods
and
tech
niqu
es o
f usi
ng th
e m
edia
20. B
ookk
eepi
ng, b
alan
ce s
heet
pre
para
tion
and
budg
et c
ontr
ol m
etho
dolo
gies
98
P2
- A
gent
d'a
ccue
il et
d'a
ccom
pagn
emen
t de
grou
pes
tour
istiq
ues
-T
ask
desc
ripto
rsR
eise
leite
r (S
tand
ort)
- A
ccom
pagn
ator
e tu
ristic
o
Com
para
tive
tabl
e: ta
sks
-.
,",,
,,,
F1
2
S GR D
23
4 5
910
UK
2 3
Voc
atio
nal r
ole
Fre
pres
ents
his
or
her
empl
oyer
and
car
ries
out i
nstr
uctio
nsdu
ring
indi
vidu
al o
r gr
oup
trav
el
GR
Das
sum
es r
espo
nsib
ility
for
the
satis
fact
ory
cond
uct o
f tra
vel
UK
ass
umes
res
pons
ibili
ty fo
r th
e sa
tisfa
ctor
y co
nduc
t of t
rave
l
1I
assu
mes
res
pons
ibili
ty fo
r th
e sa
tisfa
ctor
y co
nduc
t of t
rave
l
1.A
ccom
pani
es a
nd a
ssis
ts tr
avel
lers
in th
eir
jour
neys
bet
wee
n di
ffere
nt p
lace
s, w
orki
ngto
mak
e th
e tr
avel
eas
ier,
mor
e liv
ely,
inte
rest
ing
and
enjo
yabl
e2.
Ass
ists
clie
nts
durin
g th
eir
trav
el a
nd a
rran
ges
for
all t
he p
ract
ical
form
aliti
es fr
om th
etim
e of
dep
artu
re to
the
time
of a
rriv
al3.
Pro
vide
s in
form
atio
n on
the
plac
es th
roug
h w
hich
clie
nts
are
pass
ing
4. C
heck
s on
the
qual
ity o
f ser
vice
s pr
ovid
ed b
y in
term
edia
ries
5. T
akes
the
nece
ssar
y st
eps
in th
e ev
ent o
f pro
blem
s an
d er
rors
by
inte
rmed
iarie
s6.
Pur
sues
the
aim
of c
lient
sat
isfa
ctio
n7.
Org
aniz
es e
nter
tain
men
t dur
ing
the
cour
se o
f jou
rney
s8.
Wat
ches
ove
r th
e sa
fety
of c
lient
s an
d he
lps
them
to d
eal w
ith tr
avel
form
aliti
es9.
Org
aniz
es e
xcur
sion
s10
.U
phol
ds th
e in
tere
sts
of c
lient
s an
d th
e or
gani
zatio
n he
or
she
repr
esen
ts
1(.3
0
P2
Com
para
tive
tabl
e: tr
a ni
ng m
odul
es
P S GR D
12
56
79
11 1
215
1617
18
UK
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
10
.11
05
1015
20
[11
Yea
rs
101
Exp
ertis
e de
scrip
tors
1.M
etho
dolo
gies
and
tech
niqu
es o
f acc
ompa
nyin
ggr
oups
2.E
xcur
sion
pla
nnin
g te
chni
ques
3.T
ypic
al c
ontr
acts
for
the
acqu
isiti
on a
nd s
ale
ofag
ency
ser
vice
s4.
Cus
tom
s an
d cu
rren
cy im
port
/exp
ort p
roce
dure
s5.
Tra
vel p
lann
ing
6.Le
ader
ship
tech
niqu
es7.
Per
sona
l and
pro
fess
iona
l com
mun
icat
ion
tech
niqu
es8.
Met
hodo
logi
es fo
r th
e m
anag
emen
t and
org
aniz
atio
n of
clie
ntel
e's
leis
ure
time
9. T
he g
eogr
aphy
of t
ouris
m10
. The
task
s an
d or
gani
zatio
nal s
truc
ture
of t
rave
l age
ncie
s11
. The
psy
chol
ogy
of to
uris
m. C
lient
ele'
s de
cisi
on-m
akin
gan
d be
havi
oura
l mod
els
12. T
he la
w o
n to
uris
m13
.P
rinci
ples
and
tech
niqu
es o
f pub
lic r
elat
ions
and
edi
toria
l pub
licity
for
tour
ism
14. T
he r
oles
, res
pons
ibili
ties
and
wor
k of
nat
iona
l and
inte
rnat
iona
l pub
lic to
uris
tor
gani
zatio
ns15
. Stu
dy o
f tra
nspo
rt s
yste
ms
in th
e m
ain
tour
ist r
egio
ns16
.T
rave
llers
' beh
avio
ural
mod
els
17. E
cono
mic
feas
ibili
ty o
f exc
ursi
ons
and
thei
r ac
coun
ting
man
agem
ent
18.
Hot
el o
pera
ting
tech
niqu
es
102
in 41
P3
- R
epre
sent
ant l
ocal
d'ag
ence
de
voya
ges
- R
ecep
tioni
sta/
Tec
nico
de in
form
acao
turis
tica
- R
eisd
eite
r (R
undr
eise
) -
Info
rmat
ion
offic
er-
Pro
gram
mis
ta d
i sog
gior
no
Com
para
tive
tabl
e: ta
sks
ta..,
-0,,t
''''-'
"VA
,.\ 1
''''''''
,1'
:::
'.e.
F1
23
45
,....-
67
89
1
P1
910
S-,
.:
GR
13
611
t211 tI
D1
39
1011
1 114
I i
1---
1-U
K3
49
1011
I2
312
I '4'
Voc
atio
nal r
ole
Fis
loca
l rep
rese
ntat
ive
actin
gon
bet
:alf
of th
e ho
liday
org
aniz
erP
is th
e pe
rson
who
stu
dies
loca
lm
arke
ts a
nd fo
rwar
ds in
form
atio
non
tour
ist a
men
ities
to v
isito
rsS G
R is
res
pons
ible
for
the
runn
ing
of th
e lo
cal t
ouris
t am
eniti
es,
whe
ther
he/
she
wor
ks in
the
priv
ate
sect
or o
for
publ
ic-s
ecto
ror
gani
zatio
nsD
repr
esen
ts th
e pr
oduc
er in
trav
elle
rs'
of d
estin
atio
nU
K is
the
pers
on w
ho s
tudi
eslo
cal m
arke
ts a
nd fo
rwar
dsin
form
atio
non
tour
ist a
men
ities
to v
isito
rsI
is r
espo
nsib
le fo
r th
e ru
nnin
gof
the
loca
l tou
rist a
men
ities
,1
rw
heth
er h
e/sh
e w
orks
in th
epr
ivat
e se
ctor
o to
r pu
blic
sect
oror
gani
zatio
ns
Tas
k de
scrip
tors
1.O
rgan
izes
rec
eptio
n fo
r to
uris
tsin
the
reso
rt2.
Ass
ists
clie
nts
3. C
heck
s on
the
qual
ity o
f the
ser
vice
s pr
ovid
es a
nden
sure
s th
at th
ey m
atch
up
tocl
ient
s' e
xpec
tatio
ns4.
Che
cks
rese
rvat
ions
and
ensu
res
that
ther
e ar
e no
boo
king
erro
rs, a
nd s
teps
in to
find
alte
rnat
ive
solu
tions
5.C
heck
s th
at th
ere
are
no m
ista
kes
in th
e pr
ices
cha
rged
or u
njus
tifie
d ex
tra
requ
ests
6.C
oord
inat
es a
nd m
onito
rs th
ete
am o
f hos
tess
es a
nd o
ther
sta
ff7.
Cre
ates
and
mai
ntai
ns r
elat
ions
with
loca
l sup
plie
rs8.
Neg
otia
tes
and
mod
ifies
cont
ract
s w
ith lo
cal s
uppl
iers
9.C
ompi
les,
org
aniz
es a
nd p
rovi
des
info
rmat
ion
on th
e pl
ace
whe
re h
eor
she
ope
rate
s10
.A
rran
ges
loca
l exc
ursi
ons
11.
Pla
ns to
uris
ts' s
tays
12.
Use
s lo
cal r
esou
rces
tocr
eate
new
tour
ist p
rodu
cts
and
new
tour
ist a
men
ities
,en
cour
agin
g pa
rtic
ipat
ion
by p
ublic
and
priv
ate
bodi
es13
. Dra
ws
up th
epr
ogra
mm
e of
arr
ival
s an
d de
part
ures
14.
Uph
olds
the
inte
rest
s of
clie
nts
and
the
orga
niza
tion
P3.
Exp
ertis
e de
scrip
tors
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
24
P1
710
1112
,
S GR
36
78
1011
D2
47
89
1013
1819
20
UK
34
79
1114
15
I3
56
810
1115
1617
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
L1)
14 th4
r(j1
4
0
105
1J18
510
1520
Li
Yea
rs
1.T
echn
ique
s of
com
mun
icat
ion
and
mai
ntai
ning
goo
dre
latio
ns w
ith c
lient
s an
d su
pplie
rs2.
Hol
iday
ent
erta
inm
ent t
echn
ique
s3.
Tou
rist m
arke
ting;
sys
tem
and
ent
erpr
ise
prom
otio
n4.
Bas
ic a
dmin
istr
atio
n an
d ac
coun
ting
5.P
rinci
ples
of m
arke
ting
man
agem
ent a
nd m
erch
andi
sing
as a
pplie
d to
tour
ist p
rodu
cts
6. T
he to
uris
t ent
erpr
ise
and
mac
hine
ry a
nd th
een
viro
nmen
t in
mod
ern
conc
epts
of a
nin
tegr
ated
sys
tem
of a
men
ities
7. T
he g
eogr
aphy
of i
ouris
m8.
The
rol
es, r
espo
nsib
ilitie
s an
d w
ork
of n
atio
nal
and
inte
rnat
iona
l pub
lic to
uris
tor
gani
zatio
ns9.
The
law
on
tour
ism
10.
The
psy
chol
ogy
of to
uris
m. C
lient
ele'
s de
cisi
on-m
akin
gan
d be
havi
oura
l mod
els
11.
Sal
es te
chni
ques
and
dea
ling
with
cus
tom
ers
12. T
echn
ique
s of
org
aniz
ing
and
com
pilin
gin
form
atio
n ar
chiv
es13
.E
xcur
sion
pla
nnin
g te
chni
ques
14. C
usto
ms
and
curr
ency
impo
rt/e
xpor
t pro
cedu
res
15.
Fam
iliar
ity w
ith in
form
atio
n te
chno
logi
es a
nd th
eir p
ract
ical
pot
entia
l16
. Tec
hniq
ues
of p
ublic
rel
atio
ns a
nd e
dito
rial
publ
icity
for
tour
ism
17. T
he s
yste
m o
f tra
vel p
rodu
ctio
n, d
istr
ibut
ion
and
cons
umpt
ion
in p
rodu
cer
agen
cies
, the
role
s an
d ta
sks
of v
ario
us ty
pes
of e
nter
pris
e18
.H
otel
ope
ratin
g te
chni
ques
19. G
roup
dyn
amic
s an
d ps
ycho
logy
17. C
usto
mer
rel
atio
ns m
anag
emen
t tec
hniq
ues
106
P4
- A
nim
ateu
r to
uris
tique
- A
nim
ador
turis
tico
Ai .
imad
or tu
ristic
o -
Ani
mat
eur
- A
nim
ateu
r -
Ani
mat
ore
turis
tico
Com
para
tive
tabl
e: ta
sks
Voc
atio
nal r
ole
Fis
res
pons
ible
for
holid
ay a
ctiv
ities
with
ina
stru
ctur
e
Pis
res
pons
ible
for
holid
ay a
ctiv
ities
with
ina
stru
ctur
e
Sis
res
pons
ible
for
holid
ay a
ctiv
ities
with
ina
stru
ctur
e
GR
is r
espo
nsib
le fo
r re
crea
tiona
l act
iviti
es w
ithin
the
esta
blis
hmen
t
Dis
res
pons
ible
for
recr
eatio
nal a
ctiv
ities
with
in th
ees
tabl
ishm
ent
UK
is r
espo
nsib
le fo
r re
crea
tiona
l act
iviti
es w
ithin
the
esta
blis
hmen
t
Yi
Tas
k de
scrip
tors
1.O
rgan
izes
rec
reat
iona
l act
iviti
es2.
Inte
rpre
ts g
uest
s de
sire
s an
d as
pira
tions
3.C
reat
es th
e ho
liday
imag
e an
d tr
ansl
ates
it in
to r
ealit
y, in
line
with
gue
sts'
exp
ecta
tions
4. W
elco
mes
gue
sts
5.A
rran
ges
for
the
optim
um u
se o
f the
ski
lls o
f oth
er e
nter
tain
men
tor
gani
zers
6.P
rom
otes
hum
an c
onta
cts
and
soci
al c
omm
unic
atio
nam
ong
gues
ts a
nd b
etw
een
gues
ts a
nd th
e re
sort
7.In
fcm
s gu
ests
of t
he a
men
ities
ava
ilabl
e lo
cally
and
with
inth
e es
tabl
ishm
ent
P4
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
35
713
1718
S7
1214
1516
1720
GR
23
49
57
1315
1718
23
45
67
89
1011
1819
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
0
109
510
Yea
rs
r,
13
115
16
1520
Exp
ertis
e de
scrip
tors
1. T
he r
ole
of e
nter
tain
men
t org
aniz
atio
n in
tour
ist
ente
rpris
es; t
asks
and
met
hods
2. T
echn
ique
s of
pub
lic r
elat
ions
and
edi
toria
l pub
licity
for
tour
ism
3.P
erso
nal a
nd p
rofe
ssio
nal c
omm
unic
atio
ns te
chni
ques
4.Le
ader
ship
tech
niqu
es5.
The
psy
chol
ogy
of to
uris
m. C
lient
ele'
s de
cisi
on-m
akin
gan
d be
havi
oura
l mod
els
6.T
ouris
t ent
erpr
ise
man
agem
ent a
nd o
pera
tion
- th
e or
gani
zatio
nal s
truc
ture
, tas
ks a
nddu
ties
tabl
es o
f tou
rist e
nter
pris
es7.
Bas
ic a
dmin
istr
atio
n an
d ac
coun
ting
8.T
ouris
t ind
ustr
y su
ppor
t and
fund
ing
mea
sure
s9.
Hum
an r
esou
rce
man
agem
ent a
nd o
ptim
izat
ion
10.
Mer
chan
disi
ng, m
arke
ting
and
mar
ketin
g m
anag
emen
tas
app
lied
to h
otel
ent
erpr
ises
11. G
roup
dyn
amic
s an
d ps
ycho
logy
12.
Bas
ic b
udge
ting
and
budg
et c
ontr
ol13
. The
eco
nom
ics
of to
uris
m14
.H
ealth
and
saf
ety
prin
cipl
es a
nd r
egul
atio
ns15
. The
geo
grap
hy o
f tou
rism
16.
Labo
ur la
w a
nd th
e la
w o
n pu
blic
ent
erta
inm
ent
17.
Bas
ic p
edag
ogy
18.
Gue
sts'
beh
avio
ural
mod
els
19. H
uman
res
ourc
e m
anag
emen
t and
opt
imiz
atio
n20
. The
app
licat
ion
of te
chno
logy
to th
e or
gani
zatio
nof
act
iviti
es
110
P5-
Gui
dle-
inte
rpre
te -
Gui
a in
terp
rete
nac
iona
l - G
uia
de tu
rism
o -
Xen
agoi
- R
eise
leite
r/S
tudi
enre
ise
- T
our
guid
e -
Gui
de tu
ristic
a
Com
para
tive
tabl
e: ta
sks
F2
3 4
12
S2
GR
2
D2
4
UK
2
12
5
1111
1111
1111
111
1111
1111
1111
11=
III
II6
78
9
Voc
atio
nal r
ole
Fis
res
pons
ible
for
acco
mpa
nyin
g to
uris
ts to
the
plac
es o
f gre
ates
t tou
rist
inte
rest
, pro
vidi
ng e
xpla
natio
ns to
a h
igh
cultu
ral l
evel
, if r
equi
red
;
is r
espo
nsib
le fo
r ac
com
pany
ing
tour
ists
to th
e pl
aces
of g
reat
est t
ouris
tin
tere
st, p
rovi
ding
exp
lana
tions
to a
hig
h cu
ltura
l lev
el, i
f req
uire
d
Sis
res
pons
ible
for
acco
mpa
nyin
g to
uris
ts to
the
plac
es o
f gre
ates
t tou
rist
iin
tere
st, p
rovi
ding
exp
lana
tions
to a
hig
h cu
ltura
l lev
el, i
f req
uire
d
GR
is r
espo
nsib
le fo
r ac
com
pany
ing
tour
ists
to th
e pl
aces
of g
reat
est t
ouris
tin
tere
st. p
rovi
ding
exp
lana
tions
to a
hig
h cu
ltura
l lev
el, i
f req
uire
d
Dis
res
pons
ible
for
acco
mpa
nyin
g to
uris
ts to
the
plac
es o
f gre
ates
t tou
rist
inte
rest
, pro
vidi
ng e
xpla
natio
ns to
a h
igh
cultu
ral l
evel
, if r
equi
red
UK
is r
espo
nsib
le fo
r ac
com
pany
ing
tour
ists
to th
e pl
aces
of g
reat
est t
ouris
tin
tere
st, p
rovi
ding
exp
lana
tions
to a
hig
h cu
ltura
l lev
el, i
f req
uire
d
,I
is r
espo
nsib
le fo
r ac
com
pany
ing
tour
ists
to th
e pl
aces
of g
reat
est t
ouris
tin
tere
st, p
rovi
ding
exp
lana
tions
to a
hig
h cu
ltura
l lev
el, i
f req
uire
d
I11
Tas
k de
scrip
tors
1.A
ccom
pani
es in
divi
dual
s or
gro
ups
durin
g vi
sits
to to
uris
t attr
actio
ns2.
Exp
lain
s an
d de
scrib
es th
e fe
atur
es o
f int
eres
t to
tour
ists
in th
e lo
calit
y3.
Pro
vide
s th
e hi
stor
ical
ai'
cultu
ral c
onte
nt o
f the
jour
ney
4.A
rran
ges
for
gues
ts' a
ccom
mod
atio
n5.
Com
pile
s in
form
atio
n on
the
loca
lity
6.A
rran
ges
for
the
optim
um c
ondu
ct o
f the
pro
gram
me
of e
xcur
sion
s7.
Org
aniz
es e
xcur
sion
s8.
Che
cks
on s
ervi
ces
rend
ered
by
inte
rmed
iarie
s9.
Uph
olds
clie
nts'
inte
rest
s
11y
P5
Com
para
tive
tabl
e:tr
aini
ng m
odul
es
F1
24
56
711
A,,,
..,...
......
..t..,
.
1820
P5
68
910
1119
S1
68
1112
GR
23
58
21
ID1
23
56
89
1213
1415
1718
22
UK
12
35
916
21"'
I2
36
817
20
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tal;
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
15 15
_415
0
.M13
15
18
19
510
1520
1T3
L J
Yea
rs
Exp
ertis
e de
scrip
tors
1. T
he g
eogr
aphy
of to
uris
m2.
The
his
tory
of a
rt3.
Leaz
iers
hip
tech
niqu
es4.
For
eign
lang
uage
s,cu
lture
and
civ
iliza
tions
5.In
tern
al, p
erso
nal a
nd im
pers
onal
com
mun
icat
ions
tech
niqu
es6.
The
psy
chol
ogy
of to
uris
m.
Clie
ntel
e's
deci
sion
-mak
ing
and
beha
viou
ral m
odel
s7.
Gro
up le
ader
ship
tech
niqu
es8.
Pub
lic r
elat
ions
tech
niqu
es9.
The
eco
nom
ics
of to
uris
m10
.S
peci
fic le
gisl
atio
non
gui
ding
wor
k11
.A
ctiv
ity o
rgan
izat
ion
tech
niqu
es12
.E
xcur
sion
pla
nnin
gte
chni
ques
13. T
rave
l pla
nnin
g14
.B
asic
adm
inis
trat
ion
and
acco
untin
g15
. The
law
on to
uris
m16
. Bas
ic m
arke
ting
and
sale
s te
chni
ques
17. G
uest
s'be
havi
oura
l mod
els
18. G
roup
dyn
amic
s19
.E
thno
logy
20. D
ealin
g w
ithcl
ient
s21
. Soc
iolo
gy (
asap
plie
d to
the
area
s w
here
he/
she
oper
ates
)22
. Ped
agog
y
114
P6-
Idik
os s
to fr
anch
isin
g ka
i stin
sinc
hort
efsi
tour
istik
onT
ask
desc
ripto
rs
epic
hiris
seon
- C
onsu
lent
e di
fran
chis
ing
e ag
greg
azio
ne d
'impr
esa
Com
para
tive
tabl
e: ta
sks
F11
1111
4111
1111
1111
111
IMM
O M
I13
1111
1111
1111
1111
1111
1111
SIM
L11
1111
1111
1111
1111
I1
NI
III11
1
1111
1111
11III
II II1
GR
Voc
atio
nal r
ole
F p S GR
is a
pro
fess
iona
l who
se w
ork
is to
pro
mot
eand
ext
end
fran
chis
ing
D UK
Iis
a p
rofe
ssio
nal w
hose
wor
k is
to p
rom
ote
and
exte
nd fr
anch
isin
g
1 1
t;
1.S
timul
ates
, ass
umes
res
pons
ibili
tyfo
r an
d de
velo
ps c
onta
cts
amon
gth
ose
who
may
pote
ntia
lly b
e a
part
y to
a fr
anch
isin
gco
ntra
ct
2.A
cts
as in
term
edia
ry in
the
setti
ng u
pof
con
sort
ia, c
hain
s, jo
int v
entu
res,
etc
.
3. T
akes
par
t in
nego
tiatio
ns o
n th
e se
tting
up
of fr
anch
isin
g co
ntra
cts
and
asso
ciat
ion
agre
emen
ts in
gen
eral
4.C
arrie
s ou
t res
earc
h on
dom
estic
and
fore
ign
mar
kets
to id
entif
y fu
ture
tren
ds o
n th
e
tour
ist m
arke
t
Lib
P6
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F S GR D
24
78
1112
UK
23
45
67
89
10
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
1,11
6
Ger
man
y
Gre
at B
ritai
n
Italy
17
510
15
1-1
Yea
rs
20
Exp
ertis
e de
scrip
tors
1.T
he to
uris
m e
nter
pris
e, fa
bric
and
the
mod
ern
conc
ept o
f an
inte
grat
ed s
ul2.
The
fran
chis
ing
cont
ract
: the
gen
eral
app
roac
h, it
s co
nten
t and
the
prob
ler
3.O
pera
ting
tech
niqu
es fo
r fr
anch
isin
g in
tour
ism
4.E
nter
pris
e gr
oupi
ngs,
rea
l ser
vice
s fo
r en
terp
rises
and
inte
r-co
mpa
ny r
elat
5.T
ypic
al s
ales
con
trac
ts in
acc
omm
odat
ion
ente
rpris
es6.
Eco
nom
ics
and
man
agem
ent o
f tou
rist e
nter
pris
es7.
Sup
port
and
fund
ing
sche
mes
for
the
tour
ist s
yste
m a
nd fo
r to
uris
t ent
erpr
syst
em8.
Tou
rist m
arke
ting,
mar
ketin
g m
ix, m
arke
ting
inst
rum
ents
and
mar
ketin
g m
;fo
r ho
tel e
nter
pris
es9.
Pro
duct
and
com
petit
ion
anal
ysis
10.
Prin
cipl
es o
f str
ateg
ic m
arke
ting
and
iden
tifyi
ng th
e ta
rget
mar
ket
11. T
he e
cono
mic
s of
tour
ism
, the
law
on
tour
ism
12.
Inte
rnat
iona
l ten
denc
ies
and
deve
lopm
ents
in th
e ap
plic
atio
ns o
f fra
nchi
sin
118
117
P7-
Res
pons
able
loca
l de
deve
lopp
emen
t et d
e pr
omot
ion
tour
istiq
ue-
Tec
nico
de
anal
ize
de p
roje
ctos
- K
ur-
and
Ver
kehr
sdire
ktor
-D
evel
opm
ent e
xecu
tive
Com
para
tive
tabl
e: ta
sks
tpiy
Mea
tgrA
kela
ina.
,-I
N-,
0481
1M-"
,47.
4001
9:*"
..1,ie
r ,i.
zfgf
V2M
,FIN
tl
45
6
D2
37
89
1011
1214
UK
24
511
13
Voc
atio
nal r
ole
Fis
the
pers
on id
entif
ying
gui
delin
es fo
r to
uris
t dev
elop
men
t in
agi
ven
loca
tion
Pis
the
pers
on p
repa
ring
or v
erify
ing
tour
ist i
nves
tmen
t fea
sibi
lity
stud
ies
S GR
Dis
the
foca
l poi
nt fo
r de
velo
pmen
t pol
icie
s dr
awn
up b
y pu
blic
and
priv
ate
inve
stor
s
UK
is th
e pe
rson
res
pons
ible
for
prov
idin
g gu
idan
ce o
n th
ede
velo
pmen
t of a
loca
tion
IiJ
Tas
k de
scrip
tors
1.D
irect
s, c
oord
inat
es a
nd m
onito
rs th
e ap
plic
atio
n of
pol
icie
s on
tour
ist d
evel
opm
ent,
prom
otio
n, r
ecep
tion
and
activ
ity o
rgan
izat
ion
2.C
ontr
ibut
es to
def
inin
g to
uris
t, pr
omot
ion
and
activ
ity p
olic
ies
3.C
reat
es s
yner
gy a
mon
g al
l pub
lic a
nd p
rivat
e to
uris
t ope
rato
rs in
the
loca
lity
4.A
naly
ses
the
tech
nica
l and
fina
ncia
l fea
sibi
lity
of in
vest
men
t pro
ject
s5.
Che
cks
whe
ther
law
s an
d re
gula
tions
pro
mot
ing
tour
ist d
evel
opm
ent a
re r
efle
cted
inpr
ojec
t con
tent
and
wor
king
pro
cedu
res
6.P
rodu
ces
repo
rts
asse
ssin
g ap
plic
atio
ns fo
r fu
ndin
g7.
Man
ages
agg
rega
tions
of a
genc
ies
and
indi
vidu
als
prom
otin
g lo
cal t
ouris
t dev
elop
men
t8.
Arr
ange
s fo
r pe
rson
nel m
anag
emen
t, or
gani
zatio
n an
d m
otiv
atio
n9.
Org
aniz
es, m
anag
es a
nd c
heck
s on
pro
ject
acc
ount
ing
man
agem
ent
10.
Coo
rdin
ates
the
polic
y fo
r th
e de
velo
pmen
t of a
giv
en lo
catio
n w
ith th
e br
oade
r po
licy
for
a la
rger
are
a11
.A
rran
ges
for
cont
acts
with
inte
rmed
iarie
s an
d th
e m
edia
12.
Coo
pera
tes
with
ent
erpr
ises
in th
e ar
ea13
.P
rovi
des
guid
ance
and
adv
ice
on s
ourc
es o
f fun
ding
14. C
ondu
cts
cost
/ben
efit
anal
yses
P7
Com
para
tive
tabl
e: tr
aini
ng m
odul
es
F1
23
45
613
1519
20
.-
P5
67
1421
S GR D
12
58
910
1112
1314
2223
UK
27
15S
617
1 8
I
Num
ber
of y
ears
' edu
catio
n an
d tr
aini
ng
Fra
nce
Por
tuga
l
Spa
in
Gre
ece
Ger
man
y
Gre
at B
ritai
n
Italy
0
18
1j18
17
510
1520
Yea
rs
Exp
ertis
e de
scrip
tors
1.R
esea
rch
on th
e to
uris
t mar
ket a
ndin
form
atio
n-ga
ther
ing
syst
ems
2.O
ral a
nd w
ritte
n co
mm
unic
atio
nste
chni
ques
3.P
rodu
ct m
arke
ting
met
hodo
logi
es4.
Tou
rist d
evel
opm
ent p
olic
ies:
set
ting
up im
plem
entin
g m
etho
dolo
gies
and
tech
niqu
es,
and
rese
arch
5.R
egul
atio
ns a
nd p
roce
dure
s fo
r inv
estig
atin
g fu
ndin
g ap
plic
atio
ns6.
Ent
erpr
ise
man
agem
ent
7.T
echn
ique
of i
nves
tmen
t fea
sibi
lity
anal
ysis
in th
e to
uris
t sec
tor
8.B
urea
ucra
tic o
rgan
izat
ion
of p
ublic
auth
oriti
es; d
ecis
ion-
mak
ing
rout
es9.
Ana
lysi
s of
tour
ist d
eman
d: s
truc
ture
and
volu
me
10. T
he g
eogr
aphy
of t
ouris
m11
. The
pro
visi
on o
f tou
rist a
men
ities
;th
e or
gani
zatio
n of
tour
ism
12.
Psy
chol
ogy
of to
uris
m; t
ouris
ts' d
ecis
ion-
mak
ing
mod
els
and
beha
viou
r13
. Hum
an r
esou
rce
man
agem
ent,
optim
izat
ion
and
mot
ivat
ion
14.
Ent
erpr
ise
finan
cial
man
agem
ent
15. T
he e
cono
mic
s of
tour
ist e
nter
pris
es16
.A
pplic
atio
ns o
f mar
ketin
g to
tour
ist e
nter
pris
es17
.P
rinci
ples
of t
ouris
m p
lann
ing
and
proj
ect a
naly
sis
for
new
con
stru
ctio
ns18
. Law
s an
d re
gula
tions
on th
e im
plem
enta
tion
of p
lann
ing
for
new
set
tlem
ents
18. T
he la
w o
n to
uris
m20
.B
udge
ting
prin
cipl
es a
nd te
chni
ques
21.
Sup
port
mea
sure
s fo
r th
e to
uris
tsy
stem
22. T
echn
ique
s of
pub
licity
pro
mot
ion,
publ
ic r
elat
ions
and
rel
atio
ns w
ithth
e m
edia
23. T
echn
ique
s of
sel
ling
tour
ist p
rodu
cts
122
121
Comments on individual data sheets
The comparative data sheets on the preceding pages represent an attempt tocompare the tasks and vocational skills of certain practitioners in the seven countriestaken into consideration.
The descriptions contained in the comparative data sheets are simplified andautomated by the structured format of these data sheets.
Given that the priority has been to produce an instrument for a simple, immediatecomparison of job profiles, it is accepted that there is a risk of ironing out thecomplexities inherent in any job. Partly because of this, in the section that follows wepropose to comment on individual data sheets, supplementing the information theycontain and clarifying certain aspects. In other words, this is a commentary to be readin conjunction with the comparative data sheets.
In the comments on the data sheets, each practitioner's vocational tasks have beenreformulated and placed in a sequence that avoids duplication, their order referringto different "types" and levels of those tasks. In some cases, the description of thetasks is extended to the point of explaining the objectives so that they can be moreclearly identified. This is, then, a proposed reading of the tasks characteristics of thejob profiles, not an exercise in "assembling" national definitions in order to producea single common definition.
(R1, R2, R3) General Manager
All the definitions provided agree substantially on certain concepts. The first is thatthe general manager is the fulcrum of the whole life of the enterprise, in that hedetermines business tactics and is the focal point and representative for all thedemands and interests of those having any business relationship with the hotel ortravel agency as customers, employees, suppliers or investors. Secondly, he is theperson who has operational responsibility, and therefore the tasks of coordinating andsupervising all the resources of the enterprise. In addition to those mammon
characteristics of the general manager's role, certain countries regard hirr. lavingother differentiating features typical of local conditions. For example, France sees thegeneral manager as also having the task of promoting the hotel's image, whereasPortugal gives him the role of "central information point".
Since certain countries have provided no information on the three types of generalmanager, all three have to be combined here into a single type, with the size variablebeing used to define the content and level of managerial work. For this reason, the
123
following are the standard descriptors for the three levels of general managercorresponding to the sizes of hotels taken into account: R1 = large hotel, R2 =medium-sized hotel, R3 = small hotel.
(R1)determines hotel strategies and tactics, formulating financial, management,marketing and development policies;plans, coordinates and monitors the work of the hotel departments, making thenecessary decisions to ensure that those departments take a fuller part inachieving the hotel's objectives;compiles, verifies and coordinates budgets, examines and analyzes the resultsachieved and takes the necessary steps to optimize those results;sets up and organizes the management communication system within the hotelin order to optimize and motivate its human resources;promotes the hotel's image in its public relations.
(R2)formulates hotel financial, management, marketing and development policies;coordinates, monitors and organizes the work of the departments and servicesinto which the hotel is structured, making decisions to improve their running andhelp them to take a fuller part in achieving the hotel's objectives;organizes the work of staff and checks on the level of their functions;is responsible for marketing functions and internal and external relations;draws up the budget and takes part in administration and sales;examines and analyzes the results achieved and takes the necessary steps tooptimize them.
(R3)formulates hotel financial, management, marketing and development policies;organizes, coordinates and monitors the work of subordinates and staff, monitoringthe quality and level of their performance and making the necessary decisions;is responsible for marketing, sales and internal and external relations;takes part in administration, draws up the budget, examines the results achievedand takes the necessary steps to optimize them;trains and motivates his staff.
124-66-
(R4) Front Office Manager
Individual countries have assigned this practitioner to different working levels,although in general the front office manager features as a person who is part of hotelmanagement. In many cases, countries provide a list of simple tasks (as in the caseof Portugal), inserting certain managerial aspects into the conduct of this job.
There are certain special features in individual reports: Portugal gives this managerthe task of maintaining contacts with tourist product intermediaries as well as a furthermarketing role, in that the front office manager has the task of predicting hoteloccupancy rates in order to administer its production capacity. In France, themanager has responsibility for the security of property and guests. In the Greekprofile, there is no feature in common with all the other reports, nor does the managerhav3 the characteristic role of "interface between the guest and the hotel".
A further comment should be made on the Portuguese report: it includes the personof the housekeeping manager, placing him upstream from the front office managerand the housekeeper and giving him many of the management responsibilities whichother countries assign to the front office and to the housekeeper.
The German report places the emphasis on the task of achieving the occupancy ratesseen as necessary for optimum running of the hotel, with the accent on responsibilityfor coordinating the work of the front office and the work of other hotel departments.Similar functions are attributed to the front office manager in the UK report. Germanyalso retains some of the divisions between the hotel porter and reception: its reportlists a "head porter" but not receptionists.
The front office manager:
supervises and coordinates front office work and in-house relations with guests,informing other departments of guests' wishes and imparting the necessaryinstructions;plans and supervises hotel bookings management, formulating predictions as tothe flow of guests and organizing the "room plan" with a view to maximizingoccupancy and earnings;cooperates on establishing prices and applies and arranges for the application ofprice policies;supervises and is responsible for management of cash, accounting and guests'credit as well as complaints;
v_
- 67 -
125
supervises the work of the front office, checks in guests and is responsible for thesecurity of guests and their property;cooperates on marketing, clientele analysis and public relations.
(R5) Receptionist
There is substantial agreement as to the content of this job in all the countries, withone exception: Italy includes duties characteristic of the hotel porter, with a view tobringing the two areas together to reflect what happens in practice, whereas Franceand Portugal see the hotel porter as a separate entity.
The receptionist is not included in the German report.
The receptionist:
takes bookings and sells and assigns rooms;provides information on the hotel and the location;greets guests and arranges for records, comments and check-in, forwarding theirparticulars and special instructions to the departments concerned;is responsible for guest accounting and issues invoices;performs the work of cashier and takes valuables for safekeeping;is responsible for in-house relations with guests and deals with their requests andcomplaints.
(R6) Head Housekeeper
There are no special problems regarding the consensus as to the content of thehousekeeper's work on the technical and executive level. In France, the housekeeperalso has the tasks of scheduling repairs and redecoration work for the "bedroom"sector as well as the choice of materials, equipment and products used in running thisarea, together with the choice of suppliers.
Portugal includes the housekeeper but restricts the terms of reference by introducingthe housekeeping manager (as pointed out under R4).
The United Kingdom attributes marketing functions to the head housekeeper;presumably, marketing functions in this case are to be understood as duties within thehotel, i.e. managing contacts with guests and monitoring the work of human
resources under the housekeeper's supervision. According to the German monograph,the housekeeper is also responsible for the training of those human resources.
The head housekeeper:
checks on the quality of service in the housekeeping sector and maintainsrelations with guests;arranges for fitting out the hotel and creates the atmosphere of bedrooms andpublic areas;checks on room occupancy and organizes work on the bedroom floors, plans therefitting of fixtures and fittings and helps with the choice of materials andequipment;manages the hotel materials storeroom and linen room, making checks on theirproper use and maintenancechecks on service efficiency and costs;trains, motivates, coordinates and supervises the housekeeping staff;collects property left behind by guests and arranges for its safekeeping.
(R7) Room Attendant
The duties listed in all national reports are solely functional; the room attendant hasnot been included in the monographs produced by Germany and Spain.
The room attendant:
cleans, tidies and prepares bedrooms, bathrooms and common areas comingunder the housekeeping department;checks on bedrooms and the other premises assigned, reporting any technicalproblems;reports on the "status" of bedrooms;takes out cleaning and tidying materials and is responsible for their use;answers guests' calls and ensures that an efficient service is provided.
(R8) Food and Beverage Manager
This practitioner is reported by all countries with the exception of Spain, but there areconsiderable differences in the content of the work done. Mention is generally madeof the managerial content of the work, with its monitoring and planning tasks, but in
127-69-
some cases the manager is delegated duties which at first sight would seem to pertainto other practitioners. In Portugal, for example, he has the task of analyzing kitchenrecipes to determine the cost of meals, a task that would be performed by the headchef in other countries.
The food and beverage manager:
manages and coordinates the catering services;plans the catering, optimizing the use of the available space and resources, menurotation and supplies p"ocurement;selects and checks on suppliers, the storeroom, product storage and quality;analyzes the cost of meals and compiles reports on work in this sector;monitors the efficiency and cost of services under his control;organizes and supervises banqueting and bar services, cooperating on themarketing of this sector;supervises and coordinates the restaurant and kitchen, checking on the quality ofservice and foods;helps with pricing and applies and supervises the application of pricing policies.
(R9) Restaurant Manager (Maitre d'hotel)
Every country in the survey agrees that it is the maitre's task to run the restaurant.Apart from this task, only Italy mentions his central role in acting as the link betweenguests, the kitchen and the rest of the hotel, including senior management. Spain andGreece also give him the tasks of storeroom management.
The restaurant manager:
organizes and heads the restaurant service, allocates work among the waiters,arranges shifts and monitors the serving of products and restaurant work;greets guests, assigns them their tables and accompanies them there, presentsthe menu, advises and guides guests, takes orders, intervenes in service onspecial occasions and receives and deals with complaints;works with management on clientele analysis and public relations, interpretingand reporting on guests' wishes and expectations;acts as mediator and link between the restaurant, guests and kitchen;helps with menu preparation and analyzing the cost, popularity and quality ofdishes;checks on service efficiency and costs;
I
- 70 -
128
checks on table setting and clearing and cleaning the restaurant; supervises andenforces health and safety rules;trains, motivates, coordinates and monitors his staff;supervises the maintenance and proper use of the restaurant fittings andequipment;collects property left behind by guests and arranges for its safekeeping.
(R10) Waiter/Waitress
This is a practitioner with elementary tasks, although specific technical skills areneeded to perform them. In certain cases he is also given more skilled and complexduties: in Italy, for example, he needs to understand guests' tastes to improve theoverall quality of the service he provides and then to report to his superiors on trendsand changes in customer tastes so that restaurant production can be brought in line.
Portugal also gives the waiter the task of "serving wine at table", a duty that othercountries regard as the sommelier's job. This is an evident case of concentratingtasks on non-specialized practitioners; the smaller the hotel, the greater theconcentration.
The waiter/watress:
serves food and drink at table, checks on the preparation of the room and tablesettings;helps the restaurant manager to greet guests and explain the content andpreparation of dishes, guiding and advising the guest and taking orders which hethen passes on to the kitchen;responds to guests' needs and requests;provides room service; &
provides the particulars for preparing the bill and collects payment.
(R11) Head Barperson
The bar manager's work is similar in all seven national monographs, althoughdifferences exist in defining his level of autonomy. In Italy and Greece, he draws upthe drinks list, while in Portugal and France he merely helps with this task; in Greecehe also has the task of defining product quality, quantity and price.
129- 71 -
The head barperson:
organizes and provides the bar service, preparing, presenting and mixing drinksand developing and making special products;greets and advises guests in the bar, identifies their needs and expectations,introduces new products, takes orders, deals with complaints and makes out andcollects payment for bills;helps with public relations with clientele, supervises the premises of which he isin charge and creates its atmosphere in line with the hotel's style and image;defines the drinks list and administers bar stocks;applies and enforces the application of health and safety rules;motivates, coordinates and supervises his staff.
(R12) Sommelier
The differences among countries are minimal, being mainly due to the more or lesssummary description of his duties. Greece, Portugal and France emphasize themanagerial content of the job as well, while Portugal also stresses his role in actingas a point of contact with guests.
The sommelier:
selects wines and draws up the wine list, classifying and checking on the qualityof wines;promotes the sale of wines at table, matches wines to food, advises and guidesguests on their choice and takes orders;presents the wine at table, checks on it and serves it to guests for their approval;manages bar stocks;organizes service on special occasions (receptions).
(R13) Head chef
All the national reports attribute the mission of organizing the kitchen department tothe head chef, who decides on the content of menus in conjunction with othermanagement figures on the catering side. Italy and Greece stress the quality controlduties, including the choice of suppliers.
130- 72 -
The head chef:
organizes and directs food production, helps with menu rotation and the planningof purchases of raw materials, assigns tasks amongst his staff, decides on thestructure of the kitchen department and chooses the machinery and utensils;creates recipes, checks on the quality of raw materials, work procedures, thequality of finished products, the standard of cleanliness of the kitchen and kitchenstaff and the standard of cleanliness and hygiene of the food prepared in thekitchen;checks on withdrawals from the storeroom and administers the stocks of rawmaterials for the kitchen, maintaining appropriate records that can be used foranalyzing costs, yields and productivity;trains, motivates, coordinates and supervises his own staff;supervises the maintenance and proper use of equipment, plant and utensils inthe kitchen department.
(R14) Chef
There are considerable differences between France and the other countries. TheFrench and to some extent the Greeks see the chef as more than a simple kitchenemployee, in that he is responsible for taking raw materials from the storeroom andhas a junior (commis) who does most of the manual work.
The chef:
physically cooks the food;is responsible for utensil hygiene and maintenance;is responsible for hygiene at his work station;takes precise quantities of raw materials;checks on product quality;uses the kitchen equipment;sets out and decorates the food on plates;helps to prepare and organize buffets;checks on product storage and quality.
(R15) Pastry Chef
There is substantial agreement on the content of his work, which is set out in fairlyconcise form but without any differences of note becoming apparent.
The pastry chef:
plans the making of patisserie and coordinates the work with that of othersections;takes raw materials and checks on their quality and quantity, administers stocksof patisserie, makes the patisserie and checks on the quality and quantity of thefinished products;checks on the standard of cleanliness of pastry-making and the staff as well asthe standard of cleanliness of the patisserie produced;checks on service efficiency and costs;supervises maintenance and is responsible for the proper use of the utensils andequipment in the section;trains, motivates, coordinates and supervises his staff.
(A1) Agency Manager
This job has a marked managerial content in the work of companies acting asintermediaries in the field of tourism, but this content assumes different aspects inindividual countries. In Italy he tends to be a manager on the technical side, checkingon the smooth provision of production services (rather than on general running of theagency). In Portugal, he is the general manager of the agency business, and inFrance he also has the right to decide on the creation and sale of services. Finally,in Greece he is a general manager who also has technical responsibilities.
The agency manager:
cooperates with the owners on determining the agency's objectives, and plansand formulates its policies on finance, products and the prices at which servicesare acquired and sold;coordinates, monitors and organizes the functions and services into which theagency is structured, making decisions on improving their management and howthey can contribute more effectively towards achieving the agency's objectives;ensures that the agency products offered to the clientele are technically sound;
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helps with administrative work, draws up budgets, examines the results achievedand takes the necessary steps to optimize those results, with due regard formarket analyses and sales statistics;checks on the efficiency and cost of services;trains, motivates, coordinates and supervises his staff.
(A2) Reservations supervisor
Only in Italy and Greece is there full consensus as to this practitioner: they see himas the person establishing and implementing the travel agency's production work andas concerned with setting up all services as well as selecting the quality of thoseservices. In other countries the situation is different. France regards him asconcerned with sales as well as production, while Portugal gives him the duties ofsales promotion.
The reservations supervisor:
decides on, differentiates between and categorizes the products that in practiceembody the agency's strategies, formulating the most appropriate technicalsolutions;coordinates and supervises all phases of production and finds, selects andnegotiates with suppliers, monitoring their work;supervises, organizes and monitors customer support efforts;defines and analyzes the cost of package travel and helps to determine its price;checks on the quality of the products and individual services of which thoseproducts are made up, ensuring that their quality is as scheduled;creates travel products and makes special travel arrangements to order;trains, motivates and coordinates his staff;checks on the efficiency and cost of services.
(A3) Agency Counter Clerk
There is complete agreement between Portugal and Italy on this practitioner, whomthey regard not only as selling but also as observing and interpreting customers'wishes and expectations. In Greece, this aspect is of less importance than thetechnical side; greater weight is placed on the duties of receiving visitors at theirdestination and the places where they are to stay. The content of the counter clerk's
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work as seen by individual European countries is essentially technical, being directedtowards simple operations associated with the practical production of travel and withrecourse to pre-arranged elements only. The exceptions are Italy and Portugal,where the counter clerk is also given the tasks of interpreting and passing oncustomers' expectations.
The counter clerk:
receives and advises customers, identifying their wishes and expectations,informing them on the products and services being sold and guiding them in theirchoice, passing on information on them; promotes and makes sales of internaland external products;examines requests for travel and personalized travel arrangements and makesuse of the agency's technical facilities and the cooperation of the productiondepartment to satisfy customers;makes bookings;prepares and issues tickets;takes payment and acts as cashier;draws up and prepares travel documents in conjunction with the productiondepartment.
(P1) Marketing Executive
All the national monographs agree that the marketing executive is the person who hastechnical responsibility for managing the image of the enterprise. In Italy the task ismore comprehensive and complex, being seen as the set of management dutiesaimed at both the public and private sectors, with responsibility for continuouslyupdating supply to meet demand, making use of marketing mix instruments. In thepublic sector, he also has the task of integrating the elements of the tourist facilitiesin the resort where he operates.
The Greek monograph takes the same approach as in Italy as regards the formerduties but not the latter.
The Spanish report, on the other hand, sees the marketing executive as havingmerely promotion and publicity duties. In view of the complexity of this executive, afew explanatory notes are provided at the end of this section.
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The marketing executive:
oversees the compilation and processing of data and analyzes the demand,products and competition;formulates strategies on marketing and on the specific features and optimizationof the image of the enterprise and its products;helps with setting up product, price and promotion policies, checking that thosepolicies are in line with the requirements of the segments of actual and potentialdemand at which they are aimed, proposing schemes and changes as necessaryto improve the situation;identifies, analyzes and proposes new market prospects;coordinates the use and content of internal and external tourist promotion andcommunication instruments, ensuring that there is maximum synergy in theirimpact on the existing and potential market;decides on and supervises the production of literature and brochures, in cooperationwith specialist agencies and experts;sets up and implements promotion, publicity and public relations campaigns;maintains and promotes relations with existing and potential clients, intermediariesand the media;takes part in promotional or commercial events;manages his own department and checks on its efficiency and costs;trains, motivates, coordinates and supervises his own staff.
(P2) Tourist Courier
In addition to the obvious basic duties, France stresses the responsibility of the courierfor monitoring the quality of ancillary services rendered by their providers and forgroup leadership during travel from one place to another.
The tourist courier:
accompanies and assists travellers on their journeys between different placesand exerts efforts to make the travel more comfortable, lively, interesting andenjoyable;provides information on the places through which visitors are travelling;checks on the quality of services provided by intermediaries, taking the necessarysteps in the event of problems or errors by intermediaries;supervises the safety of clients and helps them with travel formalities;upholds the interests of clients and the organization he represents.
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(P3) Information Officer
The general view of this practitioner is that he is an incoming agent, in other wordsthat he is the representative of the travel producer in the destination resort. Only inthe Italian and to an extent the Greek report is he seen as an independent operatorwhose duties are essentially associated with defining the provision of facilities andwith the tourist resort itself.
The information officer:
arranges for the reception of visitors and plans for activities, schemes, meetingsand excursions that will help to make visitors' stays more satisfying and enjoyable,enriching their holiday and improving their relations and contact with the local areaand the host society;compiles and organizes information on the places in which he operates, createsand maintains good relations with the suppliers of services, those responsible forlocal cultural, social and tourist facilities, public bodies and any other partiesinterested or involved in the provision of schemes or activities of interest totourists;establishes and maintains contact with individual tourists and groups potentiallyinterested in his services, organizing the necessary structures to promote andimplement them, or works in bodies that may or may not have profit-making aims;trains, motivates, coordinates and supervises his own staff.
(P4) Tourist Activity Organizer
Apart from the basic duties of the organizer, all national monographs except for theSpanish stress his task of acting as interpreter and practical arranger of schemesdesigned to fulfil visitors' expectations of their holiday, with a view to achievingmaximum customer satisfaction.
The tourist activity organizer:
arranges recreational activities and promotes interaction among guests so thatthey get to know each other, enjoy common activities and form a pleasant "holidaygroup";to this end, arranges group meetings, games, competitions, quizzes, sportscompetitions, small shows and other similar initiatives, encouraging guests to joinin and create a holiday atmosphere that meets their expectations and reflects theimage and style of the establishment where the activities are being organized.
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(P5) Tour Guide
The countries do not differ to any extent as regards the content and role of the tourguide. There is only one special feature: in the German monograph, the guide is seenin different ways depending on the type of tourist demand he is called upon to satisfy.
The tour guide:
accompanies individuals or groups on visits to tourist attractions;explains and describes features of tourist, artistic, cultural, historic andenvironmental interest in the locality, providing information on its traditions,economy, folk traditions and population;provides information on the places to visit, premises to patronize and objects tosee or buy;answers questions put by the tourists he is guiding and helps them to solve anyminor problems that may arise during their visit, giving them the best possibleadvice, watching over their safety and helping them in their dealings with the hostsociety;ensures that the activities planned are properly run and checks on the servicesrendered by suppliers and intermediaries, upholding the interests of visitors andthe organization he represents.
(P6) Consultant on Franchising and CompanyAggregation
In view of the complexity of this practitioner, a few explanatory notes are provided atthe end of this section. (See page 81.)
The franchising consultant:
encourages, proposes and promotes the aggregation of enterprises with a viewto forming groups, consortia, cooperatives, franchising networks and centralizedservices for shared use by a group of enterprises;studies and analyzes demand, competition and the operating conditions of anenterprise to identify which are the optimum prospects on the market for bringingthose processes about;
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defines and describes specific schemes to implement those processes and, insetting up the schemes, analyzes their feasibility and uses them as catalysts topromote the interests of public-,3ector agencies, providers of tourist services andinvestment groups;provides technical support for their launching and implementation and promotesthe relationships needed for the implementation of their product and marketingpolicies;trains, motivates, coordinates and supervises his own staff.
(P7) Development Executive
In view of the complexity of this practitioner, a few explanatory comments areappended to this section.
The development executive:
formulates, defines and supervises the development and product policies fortourist areas, resorts and projects and contributes towards the formulation andimplementation of marketing relating to these policies;organizes events and takes responsibility for reception, information andarrangements;draws up tourism development projects and analyzes the technical and financialfeasibility of tourism investment projects submitted by third parties; verifies theircontent in the light of regulations, expresses opinions on applications relating tothe projects and directs interested parties towards the most appropriate sourcesof funding;cooperates with tourist enterprises in the area; creates synergy among touristenterprises operating in the area of responsibility and works for the aggregationof public and private bodies with a view to developing tourism;arranges for contacts with intermediaries and public bodies providing services ofsubstantial interest to tourism that makedecisions and adopt measures, influencingtourism viability and opportunities in the area;compiles, processes and analyzes facts and figures on demand, tourist enterprises,tourist products and competition;arranges for the administration of his own department and monitors its efficiencyand costs;trains, motivates, coordinates and supervises his own staff.
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Explanatory notes on practitioners P1, P6 and P7
Among the typical "inter-compartmental" practitioners (people who combine a specialistfunctional skill with sector-specific expertise), special mention should be made of themarketing executive, with responsibility for communication on and the promotion oftourism, the development executive, responsible for feasibility analysis and thefranchising consultant. The first of the three is viewed as a multi-skilled practitionerto be found in hotels, large travel agencies, tour operators and tourist offices or as anoutside consultant. For this reason his and the other two practitioners' roles havebeen described in the data sheets by fewer references to their in-company activitiesthan is the case with the other practitioners.
A review of the particulars provided by the various countries shows that thedevelopment executive is seen mainly as a professional consultant, working fortourism development and promotion boards. This description, however, means thathis work partly overlaps with that of the "marketing executive".
In describing his tasks, the existence of the other professional has been disregarded,as has the fact that two separate practitioners in fact operate simultaneously withintourist boards, since they are considered both with "product" policy and "marketing"policy.
As will be discussed in greater detail, this has meant eliminating certain instances ofoverlap in the final part of the data sheets.
The franchising consultant's profile has, therefore, been modified.
It should be borne in mind that these are three new professionals, whose profiles aregradually being consolidated and becoming more clearly defined in this period ofradical structural and functional change in the European tourist system following aperiod of downgrading.
Trends on the tourist market
Over the course of time there have been major changes in world tourism, mainly dueto its economic growth and its steadily increasing impact, influencing and onoccasions bringing about changes in patterns of individual behaviour. Tourism is theonly "industry" to emerge unscathed, or almost unscathed, from the major, recurringcrises affecting other sectors of the economy. It has seen a marked increase in thenumber of tourists, annual turnover and the number of people employed in the sector.
Other trends are harder to quantify but are becoming increasingly evident. Tourismhas made a significant contribution to the economic and social development ofmarginal rural areas, which have to an extent been revitalized by agri-tourism andrural tourism. Many historic cities have also attracted growing interest as a result ofthe higher demand for cultural tourism. On the social level, tourism has made a notinconsiderable contribution to integrating cultures and life styles. When one looksmore closely at tourism at one and the same time a mass and an individualphenomenon one finds it at the centre of a circular process: some of the majorpressures on tourism are exerted by changes in the social and economic fabric, andin turn tourism brings about other changes in the environment in which it is generatedor towards which it is directed.
It is in this self-generating circular process that we can discern trends that need to beidentified if we are to understand the ways in which the market is developing.
In the course of research, attention has deliberately been focused on these themes,because any future trends and changes in tourist products have immediate implicationsfor the demand for new skills among employees, and therefore for the desirablecontent of those employees' training in the near future.
This is a strategic factor, and on it depends to a great extent the prospects for survivalof individual enterprises and the development of the tourist system as a whole.
A major feature of the tourist industry is the human factor, on which its quality dependsa good deal. The tourist operator must combine specific technical expertise with skillsin human relations, psychology and behaviour that help to determine the type andquality of the tourist product.
The salesman/producer seems to be someone who has not only management andproduction responsibilities but also the responsibility for deciding on the quality ofwhat is provided. In certain respects this makes the tourist industry unique and, withinthat industry, it makes the role and work of its human resources a central and vitalfactor. These levels of responsibility imply a need for thorough, targeted training, forthe good of the tourist enterprises, the people they employ and, in the final analysis,
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the industry as a whole. The content of training must be such that the trainees acquirenot just technical and specialist skills but also the vitally needed managerial skills.
Employment and its qualitative and quantitativeaspects
In the seven national contexts covered by the research, the tourist industry seenas consisting of three components: hotel/catering, travel agency and organizationand the public-sector professional component currently employed some 5,600,000people, including employees, owners working in their own firms and independentprofessionals.
This figure should, however, be seen as only a an indicator of employment potentialin the tourist industry. With the variety of national statistical survey systems, theirdiffering approaches and in some cases the differing research objectives that thenational statistical centres set themselves, the figures are not sufficiently comparablefor detailed studies on the use of manpower in tourist enterprises, historic employmenttrends or the relative functions of employees within those enterprises.
Certain qualitative features common to all the countries taking part in the researchcould, however, be inferred from the reports submitted.
The first common factor is the scale of hotel enterprises: from 70% to 90% of the totalaccommodation available is concentrated in small and medium-small hotels, thoseemploying fewer than 10 people and in which a substantial amount of the work is doneby the entrepreneur and members of his family. The seven national monographspoint up other common factors:
the highly seasonal nature of the demand for manpower, which is closely correlatedto the seasonal nature of tourist demand. This factor reaches a very high level in allthe countries in the research pool, whether they import or export tourists. There is,however, a current tendency towards a change in the employment policy adopted byenterprises. The United Kingdom points out that there has been less recourse to"seasonal workers" because of the dwindling demand in certain periods of the yearand changes in the recruitment strategies adopted by employers, who are increasinglyconcerned to retain skilled manpower in their own firms.
the high proportion of women employed in hotels and catering. This tendency is dueto:
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1) most of the jobs available being less than full-time and therefore convenientfor women with family responsibilities,
2) the job content being to a considerable extent of a domestic nature,3) a tendency to accept the wages paid even though they are fairly low, as they
are regarded as supplementing the family budget.
All this may not be the full explanation for the trend, which assumes different formsand has different implications depending on the social, economic and legal contextin which it arises.
the steadily rising number of jobs in the industry. In the hotel and catering trades, therehas been a marked trend towards the creation of new employment.
The reasons for this trend, which contrasts sharply with the average employmenttrends in other major economic sectors such as agriculture and industry, lie essentiallyin two factors: the first is the constant growth in tourist product consumption in everycountry, for leisure, holiday and other purposes; the second is internal to the systemand is closely associated with the nature and methods of creating and providing hoteland catering services. in the provision of such services, the factor that determinestheir quality is the human element, the intermediary and point of contact between thephysical structures of the hotel or restaurant and the people acquiring those services.
This dynamic growth in the number of jobs offered by employers is not, however,matched by a similar growth in the supply of manpower. The whole sector is sufferingfrom two serious problems: the highly seasonal presence of guests and employeesand the high turnover of employees, together with the fact that young people areleaving the industry in certain countries (such as Italy). This means that a large bodyof people employed in the industry work only temporarily, preventing profitablerecourse to training, especially for low-skilled jobs.
The decline in the number of people taking up jobs and the high turnover are due toa combination of negative factors, clearly evidenced in the UK report:
unsocial working hourslow wages and difficult working conditionsshortage of training and lack of career planningabsence of motivation and job satisfactionan empirical rather than managerial approach to running the enterprise
For these reasons, the prospects of replacing or recruiting new manpower aresteadily declining as well.
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With regard to travel organization and agency work, the national reports show thatsmall and medium-small agencies, those employing fewer than 10 people, prevail onthe market, accounting for approximately 70% of the total number of agenciesoperating on the various national markets. There are, however, no further quantitativedata and it is extremely hard to arrive at any useful conclusions for the purpose of thisreport.
The average age of employees is very low, probably due to the spiralling growth ratein the number of agencies, attracting large numbers of young workers to the sector.
Unlike the hotel and catering trades, the world of travel agencies does not suffer fromthe negative factors that discourage new employees. On the contrary, the sectorenjoys a highly dynamic image, offering substantial career prospects within agenciesand mobility in the business as a whole. All this is obviously a powerful attraction topeople looking for their first jobs, and is part of the reason for the youthfulness ofemployees there. Here again, women account for a high proportion of manpower,although the rate is lower than in the hotel/catering trades. There is little recourse toseasonal workers. The Spanish report shows, in this area, that the small proportionof seasonal employment that does exist differs depending on the type of agency: inSpanish producer agencies, only 4.8% of all employees are seasonal, whereas inretailing agencies (those dealing solely in the sale of travel, not its production), thispercentage rises to 10% of the total work force. The figures are undoubtedly specificto Spain, but they are indicative of a trend that, to a lesser degree, seems to affect thewhole "European" travel agency business.
Trends in tourism supply and demand
Looking also at developments in the provision of tourist services, it is useful to analyzethe trends in individual sectors. In the hotel and catering trades, the data analyzedshow that the number of enterprises operating in the market differ in individualcountries. In certain countries, Italy for example, the number of hotels is decreasing,a trend that is very likely to continue in the near future. In other countries such asGreece and Portugal, the opposite is occurring, with a constant growth in the totalnumber of hotels over a period of time; here again, the trend is expected to continueover the next few years.
Given these differences, however, individual reports point up a common factor: thesteady increase in the number of enterprises of medium and medium-high quality.
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This is not just a growth in absolute figures, but also in average size, expressed asthe number of beds.
Other common factors are:
a general improvement in the quality of hotel and catering services, due partly toexpectations of growing competition and therefore the effort to become morecompetitive on the market by implementing policies on improving the quality ofservices offered;the entry into the market of non-tourism operators who wish to diversify their fieldsof investment (especially property developers);the creation of integrated tourist centres in which hotels are just one of the servicesoffered;the entry into various national markets of foreign companies and large-scaleinternational chains;the ever growing use of new information and communications technology withinhotels.
In the tourist agency field, all the national reports show the general tendency towardsan increase in the number of agencies operating on the market. In certain countries(Italy, for example), this increase has almost reached its peak and the number of newagencies opened is expected to level off. In others (Greece and Portugal), the growthtrend seems to have just begun and it is expected that there will be further scope forgrowth for firms intending to embark on this business.
Certain reports (the Portuguese and Italian, for example) stress the introduction anduse of information and communications technology in the travel agency business, andthe effects on the organization of travel agency work. In small and medium-sizedagencies which, as pointed out, are the mainstay of the whole travel business, newtechnology has led to the appearance of practitioners with a wide range of knowledgeand skills, able to tackle a whole variety of tasks. Where computerization is still notcomplete, information technologies will certainly play a key role in the developmentof this sector and in the professional skills of its employees. Typical of the travelagency area are all those technological innovations that have come into being in thefield of information management, processing and transmission. One example is theEuropean remote bookings and ticketing system developed by the Amadeusconsortium, in common with Galileo and Sabre and the American C.R.S. networks.The coverage of these networks will be increasingly comprehensive, with a growingpotential for the real -time transmission of a large volume of information throughout theworld, thus creating a new relationship between vendors and consumers and
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resulting in the development and adoption of new sales techniques. With viewdatatechniques, fresh thought will increasingly be given to the supply of certain services,for example remote viewing for the choice of travel arrangements, consultingelectronic travel brochures and the development of a new method of marketing touristenterprises. This will also affect the hotel business, hitherto reluctant to adopt the newtechnologies.
In large travel agencies and tour operators, information and communicationstechnologies have affected, and are likely to continue to affect, the organization ofwork, and their effects will differ from those on small concerns. It is predicted that theroles of employees will become highly specialized, but not that new practitioners willcome into being.
Another factor affecting the world of tourist product brokerage is the integration ofproduction with sectors outside agency work. The aim here is to eliminate the needto acquire basic services from several suppliers by bringing them together under asingle provider. Typical of the agency production cycle is the assembly ofcomplementary services from different economic sectors under a single label, forexample the services rendered by carriers in the travel business which, in the finalanalysis, are competing on the same ground as the travel services typically providedby travel agencies.
A different case is that of tour operators taking holdings in hotels and/or carriercompanies for the obvious purpose of eliminating from the production cycle thoseoperators which, having different management and organizational objectives, mightcreate a danger of a decline in the quality of services provided; another purpose is totake advantage of the economies of scale arising from the processes of aggregation.
Another feature common to the whole of the travel agency market is theinternationalization of markets. International competition over the next few years islikely to become an ever more pressing consideration in defining market structure.The influence it exerts will, on the one hand, stimulate an improvement in thevocational skills of employees and, on the other, create considerable impetus for theadoption of market policies that depend not on price competition but rather on offeringhigh quality and highly innovative products.
The improvement in the quality of hotel and agency products will be one of the keypoints in the development of a European system of tourism.
In consequence, the following can be expected in this sector in the near future:
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a growing awareness among many enterprises of this need leading to theintroduction of standards, procedures, quality circles and q6ality assuranceprogrammes;an extension in the concept of the global tourist product, which will no longer beconfined to the elements included by tour operators in setting up package travel;definition of an exportable quality policy, the aim being to adapt equipment andservices to demand from foreign clientele.
These aspects have been described in all the reports and in certain cases, in thePortuguese monograph for example, quality improvement policies are regarded asthe main resource available to small and medium-sized enterprises in facing up to thegrowing international competition. The increase in the quality and volume ofinternational competition also seems to be influencing the development of nationaland international chains of both small/medium-sized and large establishments, oftentaking advantage of the prospects opened up by instruments with vast potential suchas franchising. The Greek and Italian reports refer to this trend, predicting that theperson of the franchising consultant will become very common in the years to come.In general, it could be argued that the providers of tourist services will be more inclinedto respond to the information and demand reaching them from the market. Forexample:
the products on offer will be more diversified and targeted to specific segmentsof the market,greater weight and importance will be attached to the existence of sports andentertainment activities;the enterprise's ability to adopt advanced marketing techniques will becomestrategically relevant; it will need to use marketing instruments to identify and keepabreast of the constant changes in consumer tastes and wishes.
This vital role of marketing in the tourist service production cycle is highlighted in tworeports in particular, the French and the Italian. The French report argues that thedevelopment of marketing methodologies will be directed towards the whole systemof tourist and entertainment activities, whatever the size, legal status and business ofthe enterprise.
The foreseeable consequences may be summarized as follows
the need for employees to acquire new knowledge and experience, varyingaccording to their level of responsibility in the enterprise, and covering widelydiffering fields:
the ability to handle contacts with clients;familiarity with the demand so that new products can be created and old productsadapted;more thorough canvassing of clientele;quality management of services sold direct and of other products for which theenterprise acts as an intermediary or that in any way forms part of the production,cycle;specialization of certain enterprises and some of their staff in specific productsand markets.
The Italian report goes beyond what is in some ways the traditional concept of themarketing function hitherto adopted, pointing to its possible application in conjunctionwith sophisticated technologies and information methodologies. In addition to theuse, which has now become the norm, of air travel booking and ticketing networks,it would be realistic to predict that computers will no longer show just the rates andavailability of air travel but also similar particulars for all the other tourist services,together with information on and pictures of the destination areas and resorts and theholiday packages offered by tour operators and tour organizers. In the near future,tourist services that do not appear on computer network terminals will cease to havecontacts with the whole world agency system. Hotel chains and large touristenterprises have already taken the necessary steps in this field. To avoid being leftout of the market, the whole system of small and medium-sized tourist enterprises willhave to organize itself in such a way as to avert this risk. It can do so only if theauthorities intervene in its support, both because the investment needed at inter-enterprise level is very substantial and because the small and medium-sizedestablishments in minor tourist centres can be neither promoted nor marketed bycommunications technology in isolation from the area in which they operate. Thismeans that the public-sector tourism network must also be computerized: the fourelements information, promotion, marketing and bookings must be offered topotential clients on a single channel covering both the territory (choice of resort) andthe services it offers (choice of establishments).
The Italian report also highlights two other trends on the market for tourism:
a) the final implementation of the Single European Market;b) the gap between rising costs and increases in productivity in 4ourist enterprises
operating in the European Community.
a)The implementation of the Single European Market will not only have theobvious benefits and disadvantages affecting every sector of the economy but, in the
field of tourism, will create a specific risk: the three key factors in the life of a touristenterprise in the host country for tourists capital, labour and customers mayultimately all come from the same exporting country, which will then be able tomanipulate those factors, wiping out (or at least sharply reducing) the importingcountry's strategic and operating capacity.
Because of a set of factors that need not be considered here (including the smallaverage size of tourist enterprises), most Mediterranean host countries offer far morenumerous and desirable attractions than their system of tourist enterprises can caterto. This means that a substantial flow of foreign capital into the sector can bepredicted, and it is logical that most of that capital will come from the countries sendingholiday-makers to the Mediterranean. But inevitably investment entails strategic andmanagerial control, functions that are performed by management staff. If the hostcountry fails to offer sufficiently professional, reliable managers, it is likely that thosebringing capital from other countries will also bring in their own managers. If themanagers fail to find heads of department and staff with the sound qualifications thatthey need, they will in the end recruit them in their own countries. The particularimportance in tourism of affinity of language, culture and character (not just betweenowners and staff but also between staff and the clientele) makes this process far morecommon in tourism than in other sectors, and the fact that the demand originates inthe same place makes the problem even more delicate and risky.
With the advent of the Single European Market, the quality of vocational trainingat every level, but above all at managerial level becomes of vital strategicimportance to the tourist industry of host countries, because it affects not just theirability to react to the keener competition but also the practical potential for forestallinga dangerous economic colonization of the tourist business, as discussed above. Thisreinforces what has been pointed out at the end of the previous section regarding theneed to give greater impetus to vocational training for the tourist industry inMediterranean host countries, and the need for the stress on managerial skills.
b)The gap between increases in costs and increases in the productivity oftourist enterprises is another fundamental factor in current trends on the market.The European socio-economic system is developing rapidly, and the social concessionswon by workers in sectors where technological innovation has reached a higher level(in terms of wages, conditions, working hours, etc.) will inevitably be reflected in othersectors. Tourist enterprises cannot offset this rise in labour costs and contributions(taxes, social security payments, etc.) by increasing their productivity, becausetechnological innovation has only a secondary role in this type of enterprise. This
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steadily pushes up operating costs, detracting from competitiveness and pushingsuch enterprises out of the market. Although the development of the socio-economicsystem pushes up the social, fiscal and labour costs of tourist enterprises, at the sametime the infrastructure, services and more modern working conditions it creates helpto bring down operating costs (provided that the tourist enterprises are able to takeadvantage of them).
Tourist enterprises can take advantage of these reductions, arising from externaleconomies or economies in the system, by going outside for certain services orcertain phases of their work: they can sub-contract them to outside specialist firmswhich can provide the services more economically because they are specialized andorganized on an industrial scale to serve a large number of client enterprises needingthe same services. One of the first services to be "contracted out" by hotels andrestaurants was laundry work. This was followed by whole phases or departmentsof the kitchen service (baking, patisserie, ice cream and pre-washed, pre-portioned,pre-processed and even pre-cooked foods), the back office (general and taxaccounting), storeroom management, etc. Today many other services engineering,computerization, many phases of marketing, even cleaning (obviously the non-routine cleaning service provided once a week or once a fortnight, with in-houseemployees merely doing the day-to-day cleaning and tidying) are being contractedout to specialist firms who can provide the services at less than the cost incurred bythe tourist enterprise if it were to do the work in-house. In certain countries, a touristestablishment is unlikely to be leased unless the would-be manager produces acontract showing that the routine and extraordinary maintenance of the property andequipment has been contracted out to a firm that guarantees to return the leasedpremises in perfect condition. It should also be pointed out that, in contracting outservices, the tourist enterprise's fixed overheads tend to change into variable costs.This is undeniably a considerable advantage for the very many tourist enterprises inthe Mediterranean that open on a seasonal basis.
All the variations and changes in the provision of tourist services that have beenanalyzed up to this point reflect specific changes and trends in the demand for touristproducts. All the national reports consider this point and identify the precise ways inwhich it seems that the structure of the tourism market is changing.
Although individual reports start with different hypotheses, they agree as to certainfactors of change. As clearly and concisely stated by the Portuguese report, thechanges in demand will be marked by:
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a diversification in the origin of the flow of tourists, with profound changes in touristpreferences, habits and motivation (active, personalized holidays, contact withnature, the discovery of unknown places, etc.);tourists becoming increasingly demanding in terms of quality and information;a broadening of demand to new sectors of the community;an increase in the number of tourist resorts due to their political, economic andcultural attractions.
Each of these factors is very important when it is analyzed in light of the changes inthe tourist product it implies. The providers of tourist services have no option but torespond to these trends if they are to survive in the economic future of the EuropeanCommon Market. At the same time, this means that the "people involved" inproduction must change, as well as their vocational skills, the way they perform theirtasks and the knowledge serving as a foundation for the work they do.
In the final analysis, it is the task of vocational training to gather this information andconvert it into instruments that will enable workers to integrate successfully andprogress in this vital sector of production.
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Training for careers in the tourist andhotel industryThe configuration of the tourist and hotel industry in the different national settings isin fact comparable. The nature of tourist products is to an extent typical, in that theassumption is that consumers are mobile and come to the provider of the service. Thismobility makes it possible to compare the quality of service and therefore generatesa certain uniformity of expectation as to fairly clearly defined quality standards. Atourist who opts to stay in a three-star hotel, whether that hotel is in Greece or Ireland,has a picture of the service in mind, and therefore an expectation of a certain standard,and he will be disappointed if that expectation is not met, i.e. the standard of a three-star category hotel. Furthermore, it is increasingly common for tourist and hotelenterprises to organize as a "network" using shared central services, an additionalimpetus for standardizing the type of service they provide.
The tourist industry in Europe has similar structures for its production and theorganization of labour, which has been part of the reason for choosing the tourismsector as the field for this research on job profiles.
While the production sector itself is relatively homogeneous, the same cannot be saidof the training systems and routes leading to training qualifications. Their diversity isdue to the diversity of the national systems of vocational training and also certainfeatures specific to the tourist industry in the different economic, social and culturalenvironments in the seven countries included in this research.
Factors influencing vocational training
Although differences exist in the national vocational training itineraries, we canperceive certain common factors influencing the development of vocational training:
a. Diversification of the flow of tourism and of tourist products: the flow oftourism tends to differ depending on the origin of tourists (the trend towards aworldwide spread of tourism), the social group to which tourists belong and thetype of demand. This diversification entails an ever greater diversification in thetourist product on offer (cultural, political, health resort or ecological tourism, etc.).This naturally creates a need for new vocational skills and is leading to a new typeof training provision.
b. The technological upgrading of the tourist service: with the pervasivenessof new technologies, especially information technology, the tourist and hotelindustry is also being affected. Both the agency and the catering/hotel trades arebeing computerized, from their bookings and sales systems to the "intelligent
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hotel". The need to update or work on a new form of vocational expertise is beingfelt at both the administrative management level and on the marketing andproduction side of the tourist and hotel enterprise.
c. Developments in production strategies, particularly as regards the developmentof "chains" and the increasingly common practice of small hotels to be managedas part of a "network", are creating new needs for managerial and other skills,especially in the field of sales and marketing.
In addition, the likelihood of keener competition is making people aware of the evermore strategic role of vocational training, in that human resources are the foundationof the tourist and hotel industry.
These factors are bringing fresh impetus to the demand for and provision of training,but there are other specific features of the sector that have the opposite role, with anegative or restraining effect on the development of vocational training:
a - the seasonal nature of tourist flows;b the wide geographical dispersion of providers;c - the prevalence of small and very small family concerns and the rarity of supra-
or inter-enterprise vocational training structures;d - the poor image of certain job skills.
a) The seasonal nature of tourist flows is a negative factor, and the tourist industryis trying to deseasonalize its work by setting up forms of tourism less dependenton the weather (especially cultural and political tourism). Nevertheless, tourismis still seasonal today, one of the results being a rapid turnover in staff, who arepoorly trained and have little motivation to train for or to enter the tourist industryas a career.
b) Geographical dispersion, i.e. the wide geographical spread of the touristindustry, makes it difficult to reach centres providing vocational training. It is nocoincidence that the tourist industry is an ideal sphere for the use of open anddistance methods of training',
c) A prevalence of small firms exists, in other words firms on a small scale thatare commonly family businesses, where the owner often manages the manyfunctions in the firm. Such entrepreneurs tend to look on training more as a costthan as an investment, especially as they have often reached the top of their smallfirm by working their way up (waiter head waiter small entrepreneur) andtheir training is on the whole experience-based.
(11 For example, see the experimental project promoted by CEDEFOP under the name of the "ArchipelagoProgramme" with a view to management training for small tourist and hotel enterprises.
153
IIMMENNIP"
d) The poor image of certain skills, something also linked with the nature of thesector, which to an extent makes use of low-skilled or unskilled manpower.
Even so, the tourist industry in Europe is aware of the economic contribution that itmakes or might make and is tending to step up its own investment in vocationaltraining. At the same time, the authorities realize the growth potential of tourism,especially in local areas that are finding it hard to establish themselves on aneconomic footing or that are having to restructure, and they are tending to increasethe incentives for and provision of vocational training.
The provision of vocational training
The tourist industry characteristically has a multitude of job skills that differ in type andlevel: technical skills typical of the industry, technical skills that in part relate to thesector, technical skills that do not relate to the sector; skills entailing vocational,discipline or sector-specific knowledge at a high level; and vocational skills entailinga low level of vocational knowledge, or none at all.
As already pointed out, the national routes to vocational training vary greatly, in thetourist industry as elsewhere, and it is hard to arrive at common typologies. There are,however, certain common lines:
Technical and industry-specific training is provided by public-sector training bodies ortrade associations. Manual and semi-skilled qualifications are usually acquired,following the end of compulsory school education, through the dual system,apprenticeship or vocational courses incorporated in the technical education system.Technical qualifications at an intermediate level are generally obtained by attendingtraining establishments that specialize in the industry, such as the "tourist lycee","hotel school" and so on. These courses normally lead to technical diplomas at thelevel of upper secondary school-leavers or the equivalent.
Management training is a separate issue. It is certainly the focal point for public andprivate investment in vocational training, and is differentiated according to whether itis for management on a small or large scale. The training for a manager of a small firmtends to be more practical, being linked with a career in which the person suddenlyrises from work at a lower level to the work of manager. This means that in the futurespecial attention will have to be devoted to continuing training for small tourismentrepreneurs if their management background is such as to cause them to drop outof the system of small tourist enterprises which, as has been pointed out, accountfor most of the tourist industry.
,k
-
Managers of medium-sized to large enterprises, if their work consists of generalmanagement, are almost always trained at ordinary university courses specializingin a general subject (economics or business studies). If their work is sector-specificmanagement, they tend to take the special management training which is increasinglybeing offered by university bodies specializing in a given industry, either public orrecognized by the authorities, and offer advanced, university-level diplomas. Thishas been found in all the national contexts covered by the research except for Greece,where such sector-specific university studies are still in the planning stage.
The demand for vocational training
It is harder to categorize the demand for vocational training. The tendency is towardsgrowth in the volume of demand, especially for initial training, above all with a viewto obtaining medium- to high-level technical and sector-specific skills. The demandis for continuing training in certain specialist fields where the effects of technical andtechnological change are making themselves more keenly felt. In the nationalsettings covered by this research, it is generally pointed out that there is littlemotivation for vocational training,. This is partly because of the tendency amongemployers, especially small employers, not to regard job qualifications as a prerequisitefor recruitment but to prefer job experience. As an example, in the United Kingdomit is estimated that only 10% of managers have a specific qualification, and that 94%of the people employed in the tourist industry have no recognized qualification. Thesubstantial proportion of unskilled workers among employees, the family running ofenterprises, the seasonal nature of the work and staff turnover are all factors thatadversely affect the quantitative and qualitative growth in the demand for vocationaltraining in this sector.
Trends in vocational training in the sector
Besides the widespread tendency towards an expansion in the volume of demand forand provision of vocational training, the following have been reported:
a. a quantitative growth in the provision of training targeted at management for thetourist industry;
b. an upgrading in the provision of management training, due to the tendencytowards more specialist university courses or through the establishment ofuniversity institutes specializing in advanced tourist studies;
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c. the tendency to provide training at intra- and inter-enterprise level for chains ofsmall tourist and hotel enterprises;
d. in the content of training, a tendency to opt for business/technical studies ratherthan operational/technical training. Technological studies, in particular informationtechnology, are being seen as an integral part of specialist vocational expertise.Language learning is regarded as ever more vital for all types and levels of skills.
e. distance learning methods are gradually spreading, especially in the case ofthematic training modules and those designed to promote the continuing trainingof people already in employment;
f. vocational training will be increasingly required to support not just the changesbrought about by production policies and technologies, but also the growinginternal and external competition faced by the tourist industry. In this respect,training in the tourist industry is likely to assume a strategic role in the industry'sgrowth.
155-99-
I
Bibliography
This report is based on the seven national monographs produced under the "Directory of Job profiles"project. The monographs have been drawn up by seven research institutes specializing in the field oftourism:
"Analyse der Berufs- and Qualifikationsstruktur im Fremdenverkehr in Deutschland"Martin Lohmann, with A. Lorenz, J.W. Mundt, A. Steinecke, R. Steinecke, M. Wedepohl, M. Guthmannand M. MantzeilStudienkreis fur Tourismus e.V.D-8130 Sternberg
"Ana lisis de la estructura de las profesiones y de la calificaciones en el sector del turismo enEspana"Pedro J. Garcia ArtilesConsejera de Turismo y Transportes Gobierno de CanariasE-35003 Las Palmas de Gran Canaria
"Analyse de la structure des profils professionnels dans le secteur touristique en France"Janine Passat, with M.-Th. Audoux, D. Behague, N. Haen, R Hougron and M. TiardLycee d'hotellerie et de tourisme de Saint-Quentin-en-YvelinesF-78280 Guyancourt
"Analyse de Is structure des profiles professionnels dans le secteur touristique en GrOce"Walter FissamberDMP Development Monitoring and Planning Ltd.GR-101 71 Athens
"Analisi della struttura del profili professionali nel settore turistico in Italia"Giovanni PeroniCentro italiano di studi superiori sul turismo e sulfa promozione turistica1-06081 Assisi
"Ana lise da estrutura dos perfis profissionais no sector to turismo em Portugal"Acecio Ferreira DuarteInstituto Nacional de Formacao TuristicoP-1900 Lisbon
"The structure of professional profiles for tourism in the United Kingdom"Chris Cooper/Sally MessengerDepartment of Management Studies for Tourism and Hotel IndustriesUniversity of SurreyGB-Guildford Surrey GU2 5XH
156-100-
Glossary of some of the terms used in the report
Practitioner a person performing a function whose work is identified by the role he iscalled upon to perform as part of the working process
Occupational function the set of homogeneous activities that have to be performed to achievecertain objectives, within a working process
Thematic module
Job profile
Job expertise
Vocational expertise: the body of knowledge that can be athematic modulebrought together in a single training unit, corresponding to a body ofoccupational tasks that have been identified in an actual production process
the set of features characteristic of a practitioner, i.e. the body of tasks thathave to be performed regarding the role assumed and the general,occupational and industry-specific skills needed in performing those tasks
the set of knowledge, abilities, aptitudes and behaviour patterns directlyassociated with the performance of the job
157
CEDEFOP (European Centre for the Development of Vocational Training)
Occupations in the Hotel Tourist Sector withinthe European Community - A Comparative Analysis
Giovani PeroniDuccio Guerra
Luxembourg: Office for Official Publications of the European Communities
1991 - 109 pp. 21,0 x 29,7 cm
ISBN 92-826-2986-4
Catalogue number: HX-60-90-490-EN-C
Price in Luxembourg, VAT excluded: ECU 7
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