For my undergraduate and graduate hospitality industry management courses, I planned to supplement frequent case study discussions and role plays with video-recorded insights from successful international and domestic hospitality managers. In these courses, numerous business topics are reviewed utilizing active learning approaches, with specific application to the hospitality industry

Levy, Stuart E.

Archive of European Integration

ACES 
THE EUROPEAN UNION CENTER OF 
EXCELLENCE 
AUGUST 2010 
RESEARCH GRANTS AND 
COURSE DEVELOPMENT 
Enriching the Case ·study Approach: 
. Expert Perspectives from European Hospitality 
.Industry Managers 
Stuart E. Levy 
--··--·--------------------------------------- ·-·-·- ----- ---· .. ... ... ------ --------------------------- . -··-· .. ·- ·- .. ··--· -- -------------
liP age 
ACES Grant 2009-2010: GWPTA 27920/10/ECNS20647N 
ACES EU Grant Report 
Enriching the Case Study Approach: 
Expert Perspectives from European Hospitality Industry Managers 
Pall 2010 Hospitality Industry Management (TSTD 143) sy/labui;, which details the 
dates in which the EU case studies are presented. 
Stuart E. Levy, Ph.D. 
Assistant Professor, Department of Tourism and Hospitality Management 
The George Washington University 
Funger Hall, Suite 301 
2201 G Street NW 
Washington, DC 20037 
Phone: (202) 994-1706, Fax: (202) 994-1630, Email: slevy@gwu.edu 
2IPage 
Review of Proposal Idea and Objectives: 
For my undergraduate and graduate hospitality industry management courses, I-planned -
to supplement frequent case study discussions and role plays with video-recorded insights 
from successful international and domestic hospitality managers. In these courses, 
numerous business topics are reviewed utilizing active learning approaches, with specific 
application to the hospitality industry. 
My primary objective was to reinforce and substantiate course concepts with effective 
management practices, as conveyed by knowledgeable hospitality executives. Given the 
international nature of the industry as well as the cross-cultural differences in employee 
and guest behavior, it is critical to include a variety of perspectives outside ofNorth 
America. I utilize full length and mini-case studies, in which students either engage in 
discussion or role playing, on the following topics in both hospitality industry 
management courses: service quality; branding; corporate social responsibility and 
sustainabk hospitality; customer relationship management; sales; motivating employees; 
managing diversity; ethics; labor relations; crisis management; and leadership. For many 
of the topics listed above, I planned to integrate "expert perspective" videos, in which 
carefully selected hospitality managers give a succinct description of how they would 
handle the particular situations posed by the case study. These videos would be shown at 
the end of discussions and role playing exercises in order to reinforce concepts and good 
31Page 
practices. 
The proposed "expert perspective" videos incorporate the benefits of guest lectures and 
field trips by helping students connect course concepts with effective management 
practices. In addition, students can be exposed to managerial insights from diverse 
intemationill perspectives, enhancing cross-cultural knowledge and sensitivity. The 
opportunity to incorporate the European context is particularly important, given the 
traditional focus on North American managerial practices. 
Project Execution 
Through my academic and industry network in Washington DC, I identified a number of 
well-respected European hospitality professionals. I scheduled appointments to discuss 
two particularly relevant issues with each interviewee. Each professional first described a 
problem or chilllenge, and then detailed how they handled the situation. Then 
interviewees reflected upon their actions and conveyed major differences between 
European and North American managerial (or, in some cases, consumer) perspectives 
regarding the situation described. The interviews were conducted during July and August 
2010 utilizing a flip video camcorder, and will be integrated into my undergraduate and 
graduate hospitality industry management courses during" the Fall2010 semester. Eight 
interviews (total length ofvideo:41.35 minutes) were taped, edited, and now will be 
/ 
transferred to a CD to be utilized for classroom discussions. 
41Page 
) 
Interviewee Details (EU Citizenship), Case Description, and Subject Areas 
Ms. Letizia Sirtori (Italy), International Sales Manager, Destination DC 
__ Establishing Rapport with Difficult Clients atJntemationaLTrade.Shows_ 
Sales, Services Marketing 
Ms. Letizia Sirtori (Italy), International Sales Manager, Destination DC 
Handling Guests During a Crisis at an Italian-Owned Resort 
Crisis Management, Services Marketing, Customer Relationship Management 
M1~ Liam Fitzgerald (Ireland), Director of Upscale Health Club/Spa 
Managing Employee Anxiety at the Workplace during Ethnic Conflict in Lebanon 
Crisis Management, Managing Diversity, Leadership 
Mr. Liam Fitzgerald (Ireland), Director of Upscale Health Club/Spa 
Motivating and Leading Employees during Difficult Economic Times 
Crisis Management, Human Resources, Leadership 
Dr. Philippe Duverger (France), GM of Luxury Hotel in France 
Managing Workplace Conflict in a Union Environment 
Managing Diversity, Human Resources, Labor Relations 
5JPage 
!I 
Dr. Philippe Duverger (France), GM of Luxury Hotel in France 
A Review of Ethical SitUations as a Hotel Manager 
Ethics, Leadership 
Ms. Laura Piovesan (Italy), Supervisor of Five-Star Restaurant in London 
Service Recovery in a Restaurant Setting 
Customer Relationship Management, Service Quality 
Ms. Laura Piovesan (Italy), Supervisor of Five-Star Restaurant in London 
Staffing Challenges during a Restaurant Breakfast Shift 
Human Resources, Crisis Management, Leadership 
6IPage 
TSTD 143: Hospitality Industry Management 
Elliott School, 1957 E Street, Room 112 
Mondays/Wednesdays: 3:45-5PM 
Instructor: 
Office: 
Dr. Stuart Levy 
Funger Hall 310 
Office Hours: Wednesdays: 9AM-3PM (or by Appointment) 
Phone: (202) 994-1706 
TSTD 143 provides an overview and analysis of major issues involved in the management, 
. marketing, and operations of hotels, events and otlier sectors of the hospitality industry. Particular 
emphasis will be given to the areas of branding, services marketing, human resources management, 
and leadership. After completing this course, students should be able to:· 
• Develop insightful analyses of hospitality industry case studies. 
• Be familiar with industry concepts and practices. 
· • Be well acquainted with hospitality industry terminology. 
• Clarify career opportunities in tourism and hospitality. 
• Build upon important workplace skills (e.g., communication, teamwork, analytics) through case-
. based learning activities and other classroom exercises. 
Assignments in this course have been designed to improve students' verbal, written, and analytical 
skills in preparing them for positions in the business world. 
Shoemaker, Lewis, and Yesawich (2007), Marketing leadership in hospitality and tourism: 
strategies and tactics for competitive advantage (4th Edition). 
On line Case Study CoursePack (available online, details will be shared in class) 
Additional course material will be provided via handouts, on library reserves, or through interne! links. 
7\Page 
The methodology for this course includes lectures, case discussions, videos, guest speakers, and an exam. 
The following is a schedule of course progression for your reference in preparing and planning for assignments· 
. and discussion. lt is expected that the material referred to below will be covered during or close .to the dates 
·indicated; however, I may make discretionary changes and modifications to the syllabus and to the schedule 
when necessary in order to meet course objectives. Students are expected to read and to be prepared to 
discuss the material assigned for the date indicated. In adpition, homework assignments and readings may be 
assigned for specific classes. · 
Aug 30- Mon 
Sept 1- Wed 
Sept 8- Wed 
Sept 13- Mon 
'Sept 15 -Wed 
Sept 20 - Mon . 
Sept22 -Wed 
Sept27 - Mon 
Sept29- Wed 
Oct 4- Mon 
Oct6- Wed 
oct 11- Mon 
Oct 13- Wed 
Oct 18- Man 
Oct20-Wed 
Oct25- Man 
Oct27- Wed 
Course Introduction 
Hospitality Management Issues -Video 
Project and Case Study Overviews 
*Services Marketing 
**Services Marketing 
Marketing Strategy I CRM 
**Marketing Strategy I CRM 
*Branding 
Branding 
Revenue Management 
~sales 
*Human Resources 
**Human Resources 
Sustainable Hospitality ICSR 
Special Topics in Hospitality Management 
**Laborand Government Relations 
Informational Interview Research Report Due 
**Crisis Management 
81Page 
Nov 1-Mon *Performance Management 
Nov3-Wed Performance Management 
Nov8 -Man **Hospitality Law I Ethics 
Nov 10-Wed Managing Diversity 
. ·- ----------
Nov 15- Man *Leadership 
Nov 17- Wed **Leadership 
Nov 22- Man Exam 
Nov24-Wed Communication 
Nov 29- Man Special Topics in Hospitality Management 
Dec 1-Wed . Student Presentations 
Informational Interview Reflective Report I Presentation Power Points Due 
Dec6-Mon Student Presentations· 
*Case study deliverables due, **EU case studies presented 
Participation Standards 
Your active involvement during class discussions and activities is a key factor in making your overall learning 
experience a success. Therefore, you will be expected to participate. You are expected to attend every class, 
arrive on time, be completely prepared and participate fully unmthe end of class. The following will determine 
your grade in the participation grade component 
·(a) quality participation in class activities and discussions 
(b) satisfactory completion of homework assignments 
(c) respectful, non-disruptive class behavior (see class behaVior and etiquette rules 1-7 below). 
Expected class behaviar and etiquette: 
1. Be in class on time. 
2. Stay in class the entire period outside of breaks, unless it is an emergency. 
3. Turn off ALL electronics (e.g., laptap, cell phone). 
4. Be well prepared far class, and be prepared to participate. 
9IPage 
5. Sit in assigned seats, placing your name placards in front of you. 
6. While beverages are permitted, no food will be allowed in the classroom during the class session. 
7. Do not chat during the class period. 
Assignment Policies 
Case studies and homework assignments must be submitted via Blackboard by 2PM on the assignment due 
date. If Blackboard is not working, you must email me at slew@gwu.edu with an attachment of the assignment 
by the deadline to receive credit for your work. No late submissions are accepted. Submit hard copies of the 
informational interview research and reflective papers at the beginning of class on the respective due dates. 
Examination Policies 
Specifics regarding the exam will be discussed in class. The exam must be taken at the scheduled time, as 
there will be no makeup opportunities. 
Communication Policies . 
·1 will periodically send em ails to you via Blackboard. Please be sure to check the em ail account which receives 
blackboard messages on a daily basis. · 
Other Policies 
All examinations, papers and other graded work products and assignments are to be completed in 
confonmance with The George Washington University Code of. Academic Integrity. The Code is printed in the 
Schedule of Classes and can be found on the GW website at http://www.gwu.edu/-nteqrity/code.html. Also, if 
weather conditions may affect the University class schedule, please call (202) 994-5050 to fihd out whether 
classes or cancelled. Alternatively, go to the Campus Advisories link on the homepage of the GW website. 
Grading• Final grades will be calculated based on the· following factors: 
· Participation 15% 
Journal Entries 10% 
Information Interview Project 
Research Report 10% 
Reflective Report 1 0% 
Presentation 5% 
Case Studies (4 cases, 7.5% each) 30% 
Exam 20% 
All exams and assignmenis will be awarded a letter grade consistent with the following: 
·--·-·--··---- ···--- ........ -----···-··· ---~-------~----·--------------·--··· -----------~--------------------··--···-·- ........ _, ··--·-- --- --- .. --------------------
IOIPage 
A 100-92 B- 81-80 D+ 68-$9 
A- 91-90 C+ 79-78 D 62-67 
B+ 89-88 c 77-72 D- 60-$1 
B 87-82 C- 71-70 F below60 
Classroom Emergency Preparedness and Response Information 
To Report an Emergency or Suspicious Activity 
Call the IJniversity Police Department at 202-994-6111 {Foggy Bottom) or 202-242-6111 {Mount Yemen). If the line is unavailable or 
you are calling from another University location, dial911. 
Shelter In Place- General Guidance 
Although it is unlikely that we will ever need to shelter in place, it is helpful to know what to do just in case. No matter where you are on 
campus, the basic steps of shelter in place will generally remain the same: 
• If you are inside, stay where you are unless the building you are in is affected. If it is affected, you should evacuate. If you are 
outdoors, proceed into the closest GW building or follow instructions from emergency personnel on scene. 
• Shelter-in-place in an interior room, above ground level, and with the fewest windows. If sheltering in a room with windows, 
keep away from the windows. If there is a large group of people inside a particular building, several rooms maybe necessary. 
• Shut and lock all windows {locking will form a tighter seal) and close exterior doors. 
·• Tu m off air conditioners, heaters, and fans. Close vents to ventilation systems as you are able. {Facilities staff will turn off 
ventilation systems as quickly as possible). 
• Make a list of the people with you and calrthe list in to UPD so they know where you are sheltering. 
• Visit GW Campus Advisories for incident updates http://campusadvisories.gwu.edu or call. the GW Information Line 202-994-
5050. If possible, turn on a radio or television and listen for further instructions. If your e-mail address or mobile device is 
registered with Alert DC, check for alert notifications. 
• Make yourself comfortable and look after one other. You will get word as soon as itis safe to come out. 
Evacuation · 
An evacuation will be considered if the building we are in is affected or we must move to a location of greater safety. We will always 
evacuate if the fire alarm sounds. In the event of an evacuation, please gather your personal belongings quickly (purse, keys, cell 
phone, GWorld card, etc.) and proceed 'to the nearest exit. Do not use the elevator. 
Once we have evacuated the building, proceed to our primary rendezvous localion (lobby of Duques Hall). In the event that this 
location is unavailable, we will meet in the lobby of Lerner Health and Wellness Canter. · 
Alert DC 
Alert DC provides free notificalion bye-mail or text message during an emergency. Visit GW Campus Advisories for a link and 
instructions on how to sign up for alerts pertaining to GW. If you receive an Alert DC notification during class, please share the 
information immediately. 
GWAiert 
GW Alert provides popup notification to desktop and laptop computers during an emergency. In the event that we receive an alert to 
the computer in our classroom, we will follow the instnuclions given. You are also encouraged to download this applicalion to your 
personal computer. Visit GW Campus Advisories to learn how. 
Additional information 
lliPage 
Additional information about emergency preparedness and response at GW as wen as the University's operating status can be found 
on GW Campus Advisories http://campusadvisories.gwu.edu or by calling the GW Information Line at 202-994-5050. 
121 Page 


Enriching the Case Study Approach: Expert Perspectives from European Hospitality Industry Managers. ACES Working Papers, August 2010

ACES THE EUROPEAN UNION CENTER OF EXCELLENCE AUGUST 2010 RESEARCH GRANTS AND COURSE DEVELOPMENT Enriching the Case ·study Approach: . Expert Perspectives from European Hospitality .Industry Managers Stuart E. Levy --··--·--------------------------------------- ·-·-·- ----- ---· .. ... ... ------ --------------------------- . -··-· .. ·- ·- .. ··--· -- -------------liP age ACES Grant 2009-2010: GWPTA 27920/10/ECNS20647N ACES EU Grant Report Enriching the Case Study Approach: Expert Perspectives from European Hospitality Industry Managers Pall 2010 Hospitality Industry Management (TSTD 143) sy/labui;, which details the dates in which the EU case studies are presented. Stuart E. Levy, Ph.D. Assistant Professor, Department of Tourism and Hospitality Management The George Washington University Funger Hall, Suite 301 2201 G Street NW Washington, DC 20037 Phone: (202) 994-1706, Fax: (202) 994-1630, Email: slevy@gwu.edu 2IPage Review of Proposal Idea and Objectives: For my undergraduate and graduate hospitality industry management courses, I-planned -to supplement frequent case study discussions and role plays with video-recorded insights from successful international and domestic hospitality managers. In these courses, numerous business topics are reviewed utilizing active learning approaches, with specific application to the hospitality industry. My primary objective was to reinforce and substantiate course concepts with effective management practices, as conveyed by knowledgeable hospitality executives. Given the international nature of the industry as well as the cross-cultural differences in employee and guest behavior, it is critical to include a variety of perspectives outside ofNorth America. I utilize full length and mini-case studies, in which students either engage in discussion or role playing, on the following topics in both hospitality industry management courses: service quality; branding; corporate social responsibility and sustainabk hospitality; customer relationship management; sales; motivating employees; managing diversity; ethics; labor relations; crisis management; and leadership. For many of the topics listed above, I planned to integrate "expert perspective" videos, in which carefully selected hospitality managers give a succinct description of how they would handle the particular situations posed by the case study. These videos would be shown at the end of discussions and role playing exercises in order to reinforce concepts and good 31Page practices. The proposed "expert perspective" videos incorporate the benefits of guest lectures and field trips by helping students connect course concepts with effective management practices. In addition, students can be exposed to managerial insights from diverse intemationill perspectives, enhancing cross-cultural knowledge and sensitivity. The opportunity to incorporate the European context is particularly important, given the traditional focus on North American managerial practices. Project Execution Through my academic and industry network in Washington DC, I identified a number of well-respected European hospitality professionals. I scheduled appointments to discuss two particularly relevant issues with each interviewee. Each professional first described a problem or chilllenge, and then detailed how they handled the situation. Then interviewees reflected upon their actions and conveyed major differences between European and North American managerial (or, in some cases, consumer) perspectives regarding the situation described. The interviews were conducted during July and August 2010 utilizing a flip video camcorder, and will be integrated into my undergraduate and graduate hospitality industry management courses during" the Fall2010 semester. Eight interviews (total length ofvideo:41.35 minutes) were taped, edited, and now will be / transferred to a CD to be utilized for classroom discussions. 41Page ) Interviewee Details (EU Citizenship), Case Description, and Subject Areas Ms. Letizia Sirtori (Italy), International Sales Manager, Destination DC __ Establishing Rapport with Difficult Clients atJntemationaLTrade.Shows_ Sales, Services Marketing Ms. Letizia Sirtori (Italy), International Sales Manager, Destination DC Handling Guests During a Crisis at an Italian-Owned Resort Crisis Management, Services Marketing, Customer Relationship Management M1~ Liam Fitzgerald (Ireland), Director of Upscale Health Club/Spa Managing Employee Anxiety at the Workplace during Ethnic Conflict in Lebanon Crisis Management, Managing Diversity, Leadership Mr. Liam Fitzgerald (Ireland), Director of Upscale Health Club/Spa Motivating and Leading Employees during Difficult Economic Times Crisis Management, Human Resources, Leadership Dr. Philippe Duverger (France), GM of Luxury Hotel in France Managing Workplace Conflict in a Union Environment Managing Diversity, Human Resources, Labor Relations 5JPage !I Dr. Philippe Duverger (France), GM of Luxury Hotel in France A Review of Ethical SitUations as a Hotel Manager Ethics, Leadership Ms. Laura Piovesan (Italy), Supervisor of Five-Star Restaurant in London Service Recovery in a Restaurant Setting Customer Relationship Management, Service Quality Ms. Laura Piovesan (Italy), Supervisor of Five-Star Restaurant in London Staffing Challenges during a Restaurant Breakfast Shift Human Resources, Crisis Management, Leadership 6IPage TSTD 143: Hospitality Industry Management Elliott School, 1957 E Street, Room 112 Mondays/Wednesdays: 3:45-5PM Instructor: Office: Dr. Stuart Levy Funger Hall 310 Office Hours: Wednesdays: 9AM-3PM (or by Appointment) Phone: (202) 994-1706 TSTD 143 provides an overview and analysis of major issues involved in the management, . marketing, and operations of hotels, events and otlier sectors of the hospitality industry. Particular emphasis will be given to the areas of branding, services marketing, human resources management, and leadership. After completing this course, students should be able to:· • Develop insightful analyses of hospitality industry case studies. • Be familiar with industry concepts and practices. · • Be well acquainted with hospitality industry terminology. • Clarify career opportunities in tourism and hospitality. • Build upon important workplace skills (e.g., communication, teamwork, analytics) through case-. based learning activities and other classroom exercises. Assignments in this course have been designed to improve students' verbal, written, and analytical skills in preparing them for positions in the business world. Shoemaker, Lewis, and Yesawich (2007), Marketing leadership in hospitality and tourism: strategies and tactics for competitive advantage (4th Edition). On line Case Study CoursePack (available online, details will be shared in class) Additional course material will be provided via handouts, on library reserves, or through interne! links. 7\Page The methodology for this course includes lectures, case discussions, videos, guest speakers, and an exam. The following is a schedule of course progression for your reference in preparing and planning for assignments· . and discussion. lt is expected that the material referred to below will be covered during or close .to the dates ·indicated; however, I may make discretionary changes and modifications to the syllabus and to the schedule when necessary in order to meet course objectives. Students are expected to read and to be prepared to discuss the material assigned for the date indicated. In adpition, homework assignments and readings may be assigned for specific classes. · Aug 30- Mon Sept 1- Wed Sept 8- Wed Sept 13- Mon 'Sept 15 -Wed Sept 20 - Mon . Sept22 -Wed Sept27 - Mon Sept29- Wed Oct 4- Mon Oct6- Wed oct 11- Mon Oct 13- Wed Oct 18- Man Oct20-Wed Oct25- Man Oct27- Wed Course Introduction Hospitality Management Issues -Video Project and Case Study Overviews *Services Marketing **Services Marketing Marketing Strategy I CRM **Marketing Strategy I CRM *Branding Branding Revenue Management ~sales *Human Resources **Human Resources Sustainable Hospitality ICSR Special Topics in Hospitality Management **Laborand Government Relations Informational Interview Research Report Due **Crisis Management 81Page Nov 1-Mon *Performance Management Nov3-Wed Performance Management Nov8 -Man **Hospitality Law I Ethics Nov 10-Wed Managing Diversity . ·- ----------Nov 15- Man *Leadership Nov 17- Wed **Leadership Nov 22- Man Exam Nov24-Wed Communication Nov 29- Man Special Topics in Hospitality Management Dec 1-Wed . Student Presentations Informational Interview Reflective Report I Presentation Power Points Due Dec6-Mon Student Presentations· *Case study deliverables due, **EU case studies presented Participation Standards Your active involvement during class discussions and activities is a key factor in making your overall learning experience a success. Therefore, you will be expected to participate. You are expected to attend every class, arrive on time, be completely prepared and participate fully unmthe end of class. The following will determine your grade in the participation grade component ·(a) quality participation in class activities and discussions (b) satisfactory completion of homework assignments (c) respectful, non-disruptive class behavior (see class behaVior and etiquette rules 1-7 below). Expected class behaviar and etiquette: 1. Be in class on time. 2. Stay in class the entire period outside of breaks, unless it is an emergency. 3. Turn off ALL electronics (e.g., laptap, cell phone). 4. Be well prepared far class, and be prepared to participate. 9IPage 5. Sit in assigned seats, placing your name placards in front of you. 6. While beverages are permitted, no food will be allowed in the classroom during the class session. 7. Do not chat during the class period. Assignment Policies Case studies and homework assignments must be submitted via Blackboard by 2PM on the assignment due date. If Blackboard is not working, you must email me at slew@gwu.edu with an attachment of the assignment by the deadline to receive credit for your work. No late submissions are accepted. Submit hard copies of the informational interview research and reflective papers at the beginning of class on the respective due dates. Examination Policies Specifics regarding the exam will be discussed in class. The exam must be taken at the scheduled time, as there will be no makeup opportunities. Communication Policies . ·1 will periodically send em ails to you via Blackboard. Please be sure to check the em ail account which receives blackboard messages on a daily basis. · Other Policies All examinations, papers and other graded work products and assignments are to be completed in confonmance with The George Washington University Code of. Academic Integrity. The Code is printed in the Schedule of Classes and can be found on the GW website at http://www.gwu.edu/-nteqrity/code.html. Also, if weather conditions may affect the University class schedule, please call (202) 994-5050 to fihd out whether classes or cancelled. Alternatively, go to the Campus Advisories link on the homepage of the GW website. Grading• Final grades will be calculated based on the· following factors: · Participation 15% Journal Entries 10% Information Interview Project Research Report 10% Reflective Report 1 0% Presentation 5% Case Studies (4 cases, 7.5% each) 30% Exam 20% All exams and assignmenis will be awarded a letter grade consistent with the following: ·--·-·--··---- ···--- ........ -----···-··· ---~-------~----·--------------·--··· -----------~--------------------··--···-·- ........ _, ··--·-- --- --- .. --------------------IOIPage A 100-92 B- 81-80 D+ 68-$9 A- 91-90 C+ 79-78 D 62-67 B+ 89-88 c 77-72 D- 60-$1 B 87-82 C- 71-70 F below60 Classroom Emergency Preparedness and Response Information To Report an Emergency or Suspicious Activity Call the IJniversity Police Department at 202-994-6111 {Foggy Bottom) or 202-242-6111 {Mount Yemen). If the line is unavailable or you are calling from another University location, dial911. Shelter In Place- General Guidance Although it is unlikely that we will ever need to shelter in place, it is helpful to know what to do just in case. No matter where you are on campus, the basic steps of shelter in place will generally remain the same: • If you are inside, stay where you are unless the building you are in is affected. If it is affected, you should evacuate. If you are outdoors, proceed into the closest GW building or follow instructions from emergency personnel on scene. • Shelter-in-place in an interior room, above ground level, and with the fewest windows. If sheltering in a room with windows, keep away from the windows. If there is a large group of people inside a particular building, several rooms maybe necessary. • Shut and lock all windows {locking will form a tighter seal) and close exterior doors. ·• Tu m off air conditioners, heaters, and fans. Close vents to ventilation systems as you are able. {Facilities staff will turn off ventilation systems as quickly as possible). • Make a list of the people with you and calrthe list in to UPD so they know where you are sheltering. • Visit GW Campus Advisories for incident updates http://campusadvisories.gwu.edu or call. the GW Information Line 202-994-5050. If possible, turn on a radio or television and listen for further instructions. If your e-mail address or mobile device is registered with Alert DC, check for alert notifications. • Make yourself comfortable and look after one other. You will get word as soon as itis safe to come out. Evacuation · An evacuation will be considered if the building we are in is affected or we must move to a location of greater safety. We will always evacuate if the fire alarm sounds. In the event of an evacuation, please gather your personal belongings quickly (purse, keys, cell phone, GWorld card, etc.) and proceed 'to the nearest exit. Do not use the elevator. Once we have evacuated the building, proceed to our primary rendezvous localion (lobby of Duques Hall). In the event that this location is unavailable, we will meet in the lobby of Lerner Health and Wellness Canter. · Alert DC Alert DC provides free notificalion bye-mail or text message during an emergency. Visit GW Campus Advisories for a link and instructions on how to sign up for alerts pertaining to GW. If you receive an Alert DC notification during class, please share the information immediately. GWAiert GW Alert provides popup notification to desktop and laptop computers during an emergency. In the event that we receive an alert to the computer in our classroom, we will follow the instnuclions given. You are also encouraged to download this applicalion to your personal computer. Visit GW Campus Advisories to learn how. Additional information lliPage Additional information about emergency preparedness and response at GW as wen as the University's operating status can be found on GW Campus Advisories http://campusadvisories.gwu.edu or by calling the GW Information Line at 202-994-5050. 121 Page 

http://aei.pitt.edu/59095/1/ACESWP_Levy_2010.pdf

Enriching the Case Study Approach: Expert Perspectives from European Hospitality Industry Managers. ACES Working Papers, August 2010

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