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Legal Decision-making by Hospitality Managers ,[object Object],George Papadopoulos, ,[object Object],Attorney at Law, LL.M. (Cantab.),[object Object],IEMA Summer School,[object Object],DokuzEylül University,[object Object],Izmir,[object Object]
Shouldn’t they be focusing solely on management?,[object Object],Of course… ,[object Object],But, bare in mind that:,[object Object], In the day-to-day operation of a hospitality facility, it is the manager, not the company attorney, who will most influence the legal position of the operation.,[object Object],“60 to 70 % of the decisions he made on a daily basis involve some type of legal dimension”. Robert James (founder of one of the largest hotel contract management companies in the US) ,[object Object],Why should hospitality managers care about the law? ,[object Object]
Choosing a business structure (organizational: company form / operational: owner-operator; franchise; management contract; real estate investment trust; condominium; long term lease)  ,[object Object],Dealing with administrative agencies (e.g. responding to inquiries etc),[object Object],Getting into contracts (B2B, B2C),[object Object],Dealing with issues arising from the execution thereof,[object Object],Complying with your legal responsibilities as a hospitality operator,[object Object],Selecting & managing employees ,[object Object],Think of: ,[object Object]
Managers CANNOT monitor every piece of hospitality legislation (100 s of laws & regulations enacted each year in every jurisdiction concerning the provision of food, lodging, travel, and entertainment services) ,[object Object],How should hospitality managers deal with the law?,[object Object]
1. Preventative legal management,[object Object],How should hospitality managers deal with the law?,[object Object]
2.  Sound ethical behaviour ,[object Object],How should hospitality managers deal with the law?,[object Object]
Reduce employee errors ,[object Object],Reduce litigation and liability ,[object Object],The Goal,[object Object]
STEM,[object Object],[object Object]
Train
Educate
Manage and MotivatePreventative legal management,[object Object]
Possible causes of litigation: ,[object Object],[object Object]
Negligent hiring
Negligent supervision
Failure to properly trainWhy STEM ?,[object Object],Vicarious Liability,[object Object]
Is it legal?,[object Object],Does it hurt anyone?,[object Object],Is it fair?,[object Object],Am I being honest?,[object Object],Would I care if it happened to me?,[object Object],Would I publicize my action?,[object Object],What if everyone did it?,[object Object],Ethical Behaviour,[object Object]
Dealing with contracts,[object Object]
[object Object]
  How ? Get it in writing,[object Object],Enforceability  (in some cases),[object Object],Evidence ,[object Object],Email too, but be aware of qualified electronic  signatures,[object Object],(Dir. 99/93, Art. 1316-4 CC, Art. 287, 288 CPC, Decr. 2001-272, §126a BGB, art. 3 greek P.D. 150/2001 ),[object Object]
Make sure you follow the “mirror image” rule ,[object Object],i.e. a clear and unequivocal offer must be mirrored by an equally clear and unequivocal acceptance,[object Object],Otherwise, the “battle of the forms” may lead to uncertainty ,[object Object],(UCC § 2-202; Butler v Ex-Cell-O-Corporation Ltd. [1979] 1 WLR 401; Gibson v Manchester City Council [1979] 1 WLR 294; § 150 BGB, Art. 195; 196 gr.CC) ,[object Object],Use clear, unequivocal language ,[object Object]
On your part,[object Object],[object Object]
Ask for clarification if necessary
Note time deadlines for performance
Educate staff
Ensure the performance of third parties Ensure execution ,[object Object]
By the other party,[object Object],[object Object]
Personal surety/guarantee
Mortgage/hypothecation
Bank’s letter of guarantee

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