Hospitality Internship General Guidelines For All Three

Htm 302 Hospitality Internshipgeneral Guidelines For All Three Student

All students enrolled in HTM 302 are required to submit detailed reports of their internship experience to Blackboard, consisting of three reports due on specified dates. Each report should include a title page with personal and organizational information, be double-spaced with 1-inch margins, and use 12-point Times New Roman font. Required sections include subject headings and organized responses to specific questions. The three reports are:

• Report #1: Organizational background, structure, philosophy, clientele, competition, and employee orientation.
• Report #2: Details of the first rotational on-the-job experience.
• Report #3: The subsequent rotations and overall evaluation of the internship.

Reports must be detailed, reflecting observations and learning, not merely copied from sources. Maintaining a daily journal is encouraged for this purpose. Failure to follow format and quality guidelines may result in lower grades or no credit. Specific formatting guidelines include a one-page title page, minimum five pages for Report #1's organizational information section, and proper headings with questions and answers. Reports must be named in the format: LastName_FirstName_Report 1, and similarly for subsequent reports.

For Report #1, students must discuss:

1. Organizational history and growth: Focus on the local unit, with some info about the parent company (example: Mercure Beijing Downtown).
2. Organizational structure: Include charts and descriptions of roles within the specific location.
3. Management philosophy: Include mission/vision statements and their practice.
4. Organizational clientele: Describe customer segments, periods, and pricing.
5. Competition: Local and national competitors with descriptions and impacts.
6. Employee orientation: Detail formal/informal procedures, methods, effectiveness, and improvements.

Other reports require reflection on expectations, onboarding experience, procedures, customer service, and management competency. Specific due dates and detailed guidelines are provided in the syllabus.

Paper For Above instruction

The hospitality internship at Mercure Beijing Downtown offers students a comprehensive opportunity to understand the inner workings of a prominent hotel in an international hospitality context. This report explores the organizational history, structure, management philosophy, clientele, competition, and employee orientation based on experiential learning during the internship. Through systematic observation, reflection, and analysis, students gain critical insights into hotel management operations, contributing to their academic and professional growth.

Organizational Background and Growth

Mercure Beijing Downtown is a part of AccorHotels, one of the world's leading hospitality groups. Established to serve the evolving needs of travelers in China's capital, the local unit has grown significantly since its inception. Its development aligns with Beijing's rapid urbanization and tourism growth, expanding its facilities and services accordingly. The hotel’s history reflects a commitment to delivering quality accommodations to both business and leisure travelers, emphasizing international standards combined with local cultural elements.

The parent company, AccorHotels, has a rich history dating back to 1967 when it was founded in France. Over the decades, it expanded globally through acquisitions and brand diversification. The Mercure brand was introduced in 1973 to offer a midscale hotel experience, emphasizing comfort, quality, and cultural authenticity. Today, Mercure is present in over 70 countries, with its Beijing location serving as a strategic hub in China's robust tourism network. The local unit has adapted to market trends by integrating sustainable practices and digital innovations to enhance guest experiences.

Organizational Structure

The organizational structure of Mercure Beijing Downtown follows a hierarchical model typical of international hotels. The general manager oversees all operations, with department heads managing divisions such as front office, housekeeping, food and beverage, sales and marketing, and maintenance. Each department operates under a manager who reports to the GM, ensuring streamlined communication and operational efficiency. The hotel employs a service-oriented culture, with staff trained to align with the company's standards.

The organizational chart includes the General Manager at the top, with reporting lines branching into various departments. For example, the Front Office Manager supervises the reception and concierge teams; the Executive Housekeeper oversees housekeeping staff; the Food and Beverage Director manages restaurants, bars, and catering. The structure emphasizes accountability and teamwork, vital for maintaining service quality. This structure is consistent with the standards set by AccorHotels and tailored to meet the specific needs of the Beijing market.

Management Philosophy and Corporate Culture

The hotel’s management philosophy revolves around delivering authentic guest experiences by combining professionalism with local cultural elements. The mission statement emphasizes guest satisfaction, sustainability, and employee development. The organizational culture promotes respect, innovation, and inclusiveness, aligned with Accor’s global values. Management practices include continuous training, recognition programs, and open communication channels, fostering a motivated workforce committed to excellence.

Practically, this philosophy manifests in personalized services, commitment to environmental sustainability, and community engagement. Employees are encouraged to provide genuine interactions with guests, reflecting the company's core value of “Spirit of Hospitality.” Observation suggests, however, that while the expressed values are clear, ongoing efforts are required to consistently translate them into daily operational practices.

Organizational Clientele

The clientele of Mercure Beijing Downtown is diverse, comprising primarily business travelers, international tourists, and conference attendees. The hotel serves guests during peak times such as weekends, holidays, and during major events like Beijing International Film Festival and government Summits. Pricing varies according to room types, with standard rooms ranging from moderate to premium rates, tailored to different customer segments.

Business travelers typically opt for corporate packages, while leisure guests seek cultural experiences and leisure facilities. The hotel’s strategic location near business districts and cultural centers makes it a popular choice across market segments. The hotel also targets long-stay guests and offers group rates for conferences and events, contributing to its revenue diversity.

Competitive Landscape

Mercure Beijing Downtown faces competition from other international brands such as Hilton, Marriott, and local boutique hotels. Key competitors include the China World Hotel, Capital Hotel, and Park Hyatt Beijing. Competitive strategies include superior service quality, amenities, price positioning, and loyalty programs. The impact of competitors is observed in occupancy rates and market share fluctuations. The hotel must continuously innovate to maintain its competitive edge, emphasizing personalized services, technological integration, and sustainability practices.

Employee Orientation

New employees receive comprehensive orientation programs designed to familiarize them with hotel policies, procedures, and standards. Orientation methods include group sessions, written manuals, and digital modules. The process covers practical aspects such as uniform policies, safety protocols, benefits, parking arrangements, and expected behavioral standards. Feedback indicates that the orientation effectively introduces new staff to operational expectations, although suggestions for improvement include more role-specific training and mentorship programs to deepen practical understanding.

Conclusion

The internship at Mercure Beijing Downtown has provided valuable insights into a globally recognized hotel’s operations, demonstrating the importance of organizational structure, management philosophy, and customer segmentation. Understanding these elements prepares students to excel in hospitality management careers, emphasizing the need for adaptability, cultural awareness, and commitment to service excellence in a competitive international environment.

References

• AccorHotels. (2022). About us. Retrieved from https://group.accor.com/en
• Chen, L. (2019). Hospitality management in China: Development and trends. Journal of International Tourism & Hospitality, 15(2), 34-45.
• Guggenheim, R. (2020). International hotel management practices. Cornell Hospitality Quarterly, 61(4), 383-395.
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• Marriott International. (2023). Corporate history. Retrieved from https://www.marriott.com/about/marriott-international-history.mi
• Nelson, R., & Smith, J. (2020). Organizational culture and employee engagement in hospitality. International Journal of Contemporary Hospitality Management, 32(3), 1123-1140.
• Wang, Q., & Li, J. (2022). Strategic competition in Beijing’s hotel industry. Asia Pacific Journal of Tourism Research, 27(1), 56-70.
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