A project's net present value is a measure of a project's contribution to firm value.
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While it can be argued that all departments within the hotel are concerned about employee performance, the manager holds the main responsibility.
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The difficulty for managers when they try to manage supply and demand is that (in the short-run) the supply of hotel rooms in a property is fixed while the demand for them is variable.
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The Director of Security generally plans, schedules, supervises and evaluates the work of the security staff. It is always the General Manager's job, however, to ensure that the department is staffed with effective and well-trained employees.
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If a project's net present value is positive (negative), the project is generally acceptable (unacceptable).
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A risk management program is a program that deals with emergencies as they arise to help protect the hotel, its guests, and its employees. Such programs do not generally focus on prevention, but rather recovery.
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Providing security for patrons is usually the easiest aspect of running a hotel.
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A project's net present value is the sum of the future values of the net cash flows compounded at the required rate of return minus the net investment.
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Reasonable care involves giving what a reasonable person would consider to be adequate care. This includes in every case a clean room with functional and private bathroom facilities.
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A project's payback period is the amount of time required for the project's net cash flows to recover or pay back the net investment.
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