Samenvatting
Samenvatting DWIG
- Vak
- DWIG
- Instelling
- Hogere Hotelschool Den Haag
Summary of all components of Dealing with International Guests (ethics, liability law, hotel management, beverage management, and cross culture management)
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Voorbeeld 2 van de 5 pagina's
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Voorbeeld van de inhoud
Liability Law: 3 MC + 1 Open Standard Operation Procedures (SOPs): 2 MCethics means thinking about proper behaviour
Legislator someone who creates rulesGlobal principles - what is seen as ‘right’ and ‘wrong’ is strongly driven by culture
Law 1. statutory (codes, written law) liability: a legal consequence to actions - it’s about the motivation for doing something or not
What is an SOP?
2. case law (judge rulings)- national rules dictate consequences - it’s something you are or aren’t supposed to do
a set of instructions/steps someone must follow to complete a job safely and to maximise
Damages financial and non-financial
operational and production requirements with no adverse impact on the environment
Liability sources 1. Contractual (damage to guest) ethical dilemma a situation in which a difficult choice must be made between 2 courses of action, either
2. Non- contractual (damage to passer-by) of which entails transgressing a moral principle
Who should write SOPs?
moral agents those forced to choose between 2 or more conflicting options, neither of them resolves the
- they are often written by one person, and must be reviewed by one or more others
Liability: principles (2 approaches):to disprove: issue in a morally accepting manner
1. fault-based: claimant must prove the other is to blame1. duty of care exists
What are important cultural considerations?
2. strict damage in enough, blame is not required2. ^ was breached 3 conditions for moral dilemmasNote: THERE IS ALWAYS A LOSS!!!
- age, cultural background, gender, knowledge, experience, education, etc.
- can be limited by statute (e.g., sign that hotel isn’t liable for theft)3. causal link ^ and damage 1. the person of a moral action is obliged to make a decision about which course of action is the best
2. there must be different courses of action to choose from
What are potential hot spots in cross cultural communication?
2 legal bases for liability claims:2. ‘but for’ rule 3. no matter what action is taken, some moral principles are always compromised
- opening and closing conversations
1. breach of contract- if not for carelessness, there wouldn’t be any damage
- use of silence (sometimes polite, sometimes awkward)
determining factors:- there is a direct, causal link between damage and Different dilemmas
- use of humour
- how serious is the risk likely to occurnegligence problem owner (PO) agent, actor, who’s problem it is primarily
- knowing how much to say (less is more, sometimes the opposite)
- what potential for harm (bruise vs death)- no other major intervening factor (e.g.,) 1. insider dilemma the insider/witness is always the PO regardless their position (manager vs trainee) This is
- how difficult/expensive to prevent vs pay out° assumption of the risk the only person to know about this dilemma
What formats of SOPs are there?
(cost-benefit analysis)° contributory negligence 2. authority dilemma PO is not necessarily the highest rank but is the one who must make the next move
1. simple step routine procedures that are short (or repetitive) and require few decisions
unlawful act (civil law) or tort (common law) leading to liability° misuse of the product (immediately). e.g., trainee is offered bribe from guest = an authority dilemma, they are PO
- e.g., switching on the coffee machine
2. hierarchical steps long procedures consisting of several steps, with few decisions. it allows for
2 main remedies: Types of reasoning in ethics: moral reasoning can be =
experienced users while including more detailed sub-steps as well. experienced users may
1. compensation2. injunction (judicial order to stop continue the action 1. along the lines of the outcomes of actions 2. the motivation for your actions
only refer to sub-steps when they need to, while beginners use all to learn the procedure
- e.g., checking in a hotel guest
Fault vs Strict liability:2. strict liability 2 streams in ethics
3. graphic format pictures = 1000 words. when writing procedures for long activities use this. you can use
1. fault liabilitythe claimant doesn’t have to prove intent/carelessness 1. consequentialism looks at the consequences of an act/locates meaning in the consequences of an act
photographs and/or diagrams to illustrate the procedure. most SOP writers have access to
the claimant has to prove: ^ only causal link between behaviour and damage 2. deontology locates morality in certain duties & rights
computers with powerful graphic capabilities. it is now relatively inexpensive and simple to
- defendant’s behaviour is unlawful ^^ proof of failure to take care is often problematic
operate.
and caused damage- civil law unlawful behaviour is basis Ethical theories1. utilitarianism (Jeremy Bentham)
- e.g., VIP set-up for room service trolley
- defends intends to cause harm- common law base liability on tort [consequentialism utilitarianism- the greatest happiness principle - society based
4. process flowchart procedures that require many decisions should be written this way.
or blame for the damage - theological ‘goal’ oriented- greatest good for the majority of people (pleasure over pain)
- e.g., sequence of service in the restaurant
- intended outcome based- cost-benefit analysis
Generally strict liabilities- contractors for sub-contractors- owner of animal/pet - weighing pros vs cons]
How to choose the right format
- company for misleading advertising- (hotel) owner for building
2. egoism (Adam Smith)3. ethics of duties/Kantianism (Immanuel Kant)
When should you write an SOP?3. revise them:4. can’t write them overnight, so
Duty is limited when: - man is actor with limited knowledge/objectives- non-consequentialist
1. write and test for all jobs before starting- after on-the-job trialset priorities
1. damage was not reasonably foreseeable2. no proximity (carelessness & damage not close enough) - individual desire or interests- man is capable of making their own decisions
2. test SOPs before final application- any changes/modifications are made
- maximisation of desires- categorised imperatives/eternal truths:
Indirect duty man is always treated as an end, not a means
How long should an SOP be?
- could there be a liability due to someone’s carelessness, could they be held responsible? 4. ethics of rights & justice (John Locke) ‘the right has priority over the good’
- it depends on the skill level of the person carrying it out- usually long lists are uncomfortable, so make it
- vicarious liability = employee-employer; agent-principle; franchisee-chain - deontology a deed is morally right if the motive is just
- it depends on the task to be completedeasy to read and concise
- duty to respect doing the right thing for the right reasons
- what matters is that it is complete
Contractual vs non-contractual liability: - ‘natural’ rights of men (e.g., live, freedom, etc.)- under valuing outcomes
1. contractual liability2. tort liability (non-contractual) - human dignity is of the centre
Factors determining what type of SOP to use
contract + non-performanceno contract + unlawful behaviour
- how many decisions need to be made?- how many (sub) steps are there?
- results from performance of a contractual- results from violating a statutory or societal Morality: nature vs nurture
obligation; from breach of contractobligation 1. nature = provides a moral inborn system; everyone starts with the same intuition
Why should SOPs be reviewed?
- it towards the other contract party- is towards 3rd party (e.g., a competitor) 2. nurture = has an influence on moral systems
- to check completeness, clarity, and safety (environmental and operational)
NOT towards 3rd parties factors: - individual (e.g., gender) - situational (e.g., work. issue: intensity & framing (how to explain it)
What is the manager’s role in creating a high-performance environment?
Remedies Influence of context: peer pressure
- feedback- training/coaching - standard systems
legal remedies means of protecting legal entitlements Asch experiment
- a remedy is the practical & tactical aspects of the legal right, which gives it meaning and power - if and how individuals yielded of defied a majority group and the effect of influence on beliefs and opinions
What are some benefits to SOPs?
the means with which a court of law (usually civil law jurisdiction), enforces a right, imposes a penalty, or - conformity in perception due to group pressure
- to ensure operations are done consistently- to serve as a checklist to observe performance
makes another court order to impose its will in order to compensate for the harm of a wrongful act inflicted
- to ensure tasks are completed in time- to serve as a checklist for auditors to check safety/credibility
upon an individual Nefastuous examples of framingNefastuous examples of setting
- a legal right that is NOT protected & enforced by the legal system is therefore not a right at all, but only a - authority tells you to take unethical actions- the setting in which people/participants are
claim or interest that has no legal status. - Milgram’s experiment = experiment on tested has an influence on their behaviour
- in short: where there is a (property) right, there is a remedy, and only where a remedy is provided - legal obedience to authority figures- Stanford prison experiment = psychological
right exists. study of the human response to captivity
- legal remedies are important to a business as a tool to enforce a right that represents value and to prevent Golden rule
violation of a right that has value impartiality your happiness and softening doesn’t have more or less value than others
gut’s feeling intuition but morality blinds and binds Hotel Management: 15 MC + 3 Open
Hotels and liability organisational chart a schematic representation of the relationship between positions within an
1. contractual legal relationship2. non-contractual relationship Common currency organisation. it should be flexible and reviewed yearly
- service contract (guests)- hotel administrative meta morality common moral standard
- employment contract (employees)- hotel competitors automatic setting vs manual mode gut’s feeling vs social/cooperative approach Members of an executive board:(they week once a week for 1-2 hours)
- sales contract (suppliers)- hotel guests’ guests - explaining what your moral approach is, is crucial - general manager (makes all major decisions)- catering manager- revenue manager
questions to ask: - rooms division manager (responsible of all RD depts.)- chief accountant- chief engineer
- type of contract & contentslegal risks Moral praise & blame - retail manager- director of recreation- wellness manager- security chief
- non-performance?- administration: prosecution and penalties only blame actions that are in our control not caused by external causes - HR director- F&B director- marketing & sales director
- remedies?- competitors: compensation based on tort - praise and blame: assigning responsibility for actions - encourage moral behaviour on society
- risk management?- guests’ guests: tort and product liability - praise visible behaviour but it is the disposition & intention to do good Topics discussed in executive board meeting:
- reputation management?- everyone else: tort liability - budget (hotel occupancy forecast together with revenue and expenses)- guest/employee satisfaction
7-step Dilemma Model - training- total quality management- occupancy forecast- sales & marketing plans
1. core problem? 2. stakeholders? 3. rules, regulations? 4. external factors? 5. arguments (theory)? - renovations- major items of expenditure- ownership relations- energy conservation
6. possible options? 7. final decision? = PSREAOP - recycling- new legislation- security & profitability
Ethics: 5 ethics
MC + 2a dilemma
Open where values are compromised. the outcome may be Testing Rating and classification of hotels:why is it important?
unsatisfying, but necessary visibility test what would I do if someone were watching? according to:- to inform consumers (confidence)
Hospitality in ethicsSustainability in ethics universalise test would it be okay if everyone did it? could this be a rule for everybody? - location- standardised listing for intermediaries (OTAs)
- people (what we think is right/wrong)1. socio-environmental integrity test choosing thoughts & actions based on values rather than personal gain - price- evaluation tool
- food (scandals, resources, transport, etc.)2. socio-economic - types of services offered- a reference for the implementation of public policies
- material (e.g., Air France)3. environmental-economic
- digital (e.g., website cookies)4. all three combined = sustainability
Digitalisation: algorithms for ethical choicesflattening effect people share it all online instead of in real life
, The departments
rooms division2. housekeeping3. guests services
1. FO4. concierge
night auditorfood & beverage registration what makes it so difficult?
- accounts are balance every day becausethe1. kitchen terminology - single: room assigned to one person - double: room assigned to two people the guest and the employee are both involved
hotel is open 24/7. the auditor waits until the hotel- responsibility of executive chef (in charge - triple: room assigned to three people- king: US – 193x203, UK – 183x198 empowerment
quits down and then begins the task of balancingof quality control, and financial results) - double double: room with two double (or Queen (US – 152x203, UK 150x 200)) beds interpersonal skills- employees are
accounts receivables2. stewarding - connecting rooms: individual entrance and a connecting door between the rooms - employees need to put themselves in the shoes of the guestempowered to ‘wow’
- daily report = room occ % and ADR- cleaning the kitchen (and equipment), is in charge of pest control and - adjoining rooms: common wall but no door in between- adjacent rooms: rooms close to each other - give examples that you have encountereda guest
inventory registration card a printed form for a registration record
sales and marketing3. catering what do we want to achieve?
- small hotel = GM does all roles- subdivided into on- and off-premise occasions, communication/PBX/operator - from features to benefits- complaints as an opportunity to learn from mistakes
- large hotel = 5 functionswhich may include meetings, conventions, and - call accounting system (PMS) - guestroom phones - pay phones - internet access for guests - create an environment where people feel comfortable giving feedback
1. sales 2. PRweddings - pagers/cell phones/radio in the hotel for staff - faxes for guests of staff- emergency centre - ask power questions like “what can we do better?”- remember to thank people who complain
3. revenue management4. room service - voicemail service for guests or staff - wake-up service for guests (either automated or personal) Levels of Customer Satisfaction & Loyalty
4. convention services- rooms service offers the convenience of dining
5. advertisingin-room at a price acceptable to both guest housekeeping three kinds of customers1. dissatisfied customers (they have a lot of power)
primary goal: to promote the sales of hoteland hotel responsibilities - guest rooms - corridors - public areas - pool and patio - management offices 2. satisfied customers (it was okay, nothing more, nothing less) 3. loyal customers (trust and love you)
products
conta and services - storage areas - linen and sewing rooms - back-of-the-house - meeting rooms - dining rooms
S&M researches: the marketplace, competition,accounting - game rooms - exercise rooms - banquet rooms - convention exhibit halls - hotel-operated shops how do you lose customers?- you cut back on the promise of your brand
guests needs & expectations, and future demandactivities occupancy report report produced by FD agent or PMS; list of rooms occupied that night; indicates guest - you start to get careless- you start to become arrogant
- paying outstanding invoices who are expected to check out
security & loss prevention = the law enforcement,- distributing unpaid statements housekeeping status report a report that the housekeeping department prepares that indicates the zero defects when do you deliver a delight?
fire, and EMS of the hotel- collecting amounts owed current housekeeping statues of each room, based on a physical check service ‘happens’ to someone - timing is important
responsibilities: - identification procedure- processing payroll room status discrepancy a situation in which a housekeeping department’s description of a room’s status the only acceptable performance standard - best time is pre-arrival and post-departure
- guest safety- loss prevention - keys- accumulating operating data differences from the room status information at FO - right the first time, rather than solving problems at a later stage
- they must not be disruptive to the guest’s experience
- security and safety of equipment- compiling financial reports - quality is measured in financial terms, one needs to judge waste, production, and revenue in terms of
- safety procedures (first aid)- making bank deposits check out and account settlement budgetary impacts - means fulfilling requirements at that point in time
common security procedures:- securing cash loans check out and account settlement is the final stage of the guest’s cycle. - performance should be judged by the accepted standards, as close to perfections as possible
- don’t mention room number- advise & guide hotel to increase profitability functions: - resolution of outstanding guests account balance - updating of room status information
- show identification before giving a keyaccount payable = paying incoming bills - creation of guest history records Foodservice in a hotel
- no entering a room without a keyaccounts receivable = receiving payments methods of settlement: - cash payment - credit card - debit card - combined settlement methods the F&B department is responsible for maintaining high quality food and keeping costs efficient
- no charges purchased without a keypayroll = paying employees - direct billing: hotel sends bill to guest, and it needs to be approved by hotel before arrival of the guest
- valet parking controls with 3-part formscredit manager = works with events for billing guest folio a paper or electronic form FD staff uses to chart transactions on an account assigned to an financial:- purchasing stock - stock & storage control - planning and carrying out budgets
individual person or guestroom - goods receiving - relevant financial reports and other financial duties
engineering/maintenancehuman resources house limit a guest credit limit established by the hotel
responsibilitiesresponsibilities late charge transactions requiring posting to a guest’s account that does not reach the FO system until menu: - contribute to the design and update of menus for restaurants - working with chef in planning
- maintaining the property’s structure and grounds- employment (external recruiting, internal after the guest has checked out - keeping up with trends and customer preferences - costing of menus
as well as its electrical and mechanical equipmentreassignment)
- swimming pool- training- administration (policies) front office audit managing staff: often responsible for recruiting, hiring, training, evaluating, and terminating staff
- sanitation- employee relations (quality assurance) functions: - verifying posted entries to guest and non-guest accounts - balancing all FO accounts
- parking lot cleanliness- labour relations and safety - resolving room status and rate discrepancies - generating operational and managed reports customer service: - making sure needs are addresses and attended to - must be of high standard
- fountain operations - reviewing guest credit transactions against established limits - dealing with issues that might occur during daily service operations
- operation of safety equipmentother (retail/casino/wellness/retail/recreation)
topics mentioned in the daily report: F&B director: reports to GM/financial controller
front office - detail of previous day’s activities and includes vital information about the performance of the hotel) responsible for operations of: - kitchen/catering/banquet - resto/room service/minibars - lounges/bar
1. functions - occupancy in the hotel Rooms Occupancy Percentage (ROP): rooms occupied divided by rooms available
- reservations- registration- rooms and rate assignment- guest services x 100 - folio (bill) balance per room - cancelled reservations, no show booking F&B manager:2. the different restaurant managers
- maintenance & settlements of guest’ accounts- creation of guest history records - average Daily Rate: rooms revenue divided by the number of rooms sold keeps track of: reports to F&B manager
2. difference between front office and front desk - revenue per outlet, average check 1. purchasing manager reach goals for revenue, profit, customer
- FO develops and maintains a database of guest information, coordinates guest services, and ensures - which rooms are occupied (in case of emergency) and which rooms are vacant also reports to financial controller, chief accountant,satisfaction by overseeing operations
guest satisfaction - arrival list in case you still had check in during the running of the night audit which room will you assign the and general manager training staff
- FD is where guests registers, request information and services, relate complaints, settle accounts, and guest? works with suppliers to negotiate contracts and keep
check in/out - check out list, in case guests want to check out during running of the night audit accurate transaction records3. stewarding manager
3. work shifts assists in finance & operational depts in monitoring reports to exec. chef and F&B manager
day shift = 07:00-15:00 evening shift = 15:00 - 23:00 night shift = 23:00 - 07:00 time of night audit: , report, and controlling CoS keeps every up to hygiene standards
A: when all outlets are closed – if open 24 hours, the night audit needs to take place and then all POS mainly: dish room operations, night cleaning,
reservations systems are closed for a certain amount of time 4. executive chefback area maintenance, banquet plating, and
tasks B: when all arrival guests have checked in reports to GM and F&B directorfood running
- matching room requests with room availabilities and rates - confirming reservation record consistent preparation of innovate and creative
- recording, confirming, and maintaining reservations- researching/planning/monitoring reservations Report is distributed to GM and other departments cuisine for the dining rooms, banquet, etc.5. storekeeper
- formulation reservation inquiry - determining room and rate availability - creating reservation record accountant responsible for smooth running of kitchen, reports to purchase and store managers
- maintaining reservation record - producing reservation record dealing with complaints manage areas of profit, stock, wastage control, hygiene receive, store, and issue supplier
relationship with FO: information is useful with information gathered during reservation process, FO L listen E empathise A apologise R react N notify practises and training verify items on orders/inventories/recording
personnel can use a PMS to finalise room assignment, initiate guest accounts and fulfil special requests Service
revenue manager: duties associated with room sales have become more important and complex, so many outlets in the hotel2. lounges
hotels have the RM oversee this service a valuable action, deed, or effort performed to satisfy a need or to fulfil a demand 1. a la carte restaurants- lobby/cocktail/cigar/executive club lounges
RM responsibilities: - forecasting demand of each market segment the hotel seeks to attract perishability: - hard to control - you cannot inventory service - hotel restaurants can be divided into:
- determining the guestroom rates that will provide sufficient room revs and occs all day dining or coffee shops3. bars
relationship revenue with RM: RM must coordinate efforts with R, FO, and sales department to ensure a types of service specialty restaurants- small snack menu, quick service
common base of operational information assistance service help choose a seat for a show fine dining restaurants- pool/club/cocktail/juice/beach bars
repair service repair leaky faucet in a guest’s room
types of reservation: value-added service exceed customer expectations 4. butler service5. minibar
guaranteed reservations assures the guest that a room will be held until a specific time - for exclusive service in rooms- invented in 1960
- this time may be check-out time, the start of the hotel day or any time the hotel chooses product levels arranging personal luggage valet laundry service- 1974: increased Hilton sales by 500%
- the guest, in turn, guarantees to pay for the room - the facilitating product- the augmented product needed by the host and guest preparing baths private bartender, etc.- sales have now dropped
non-guaranteed reservations a reservation agreement in which the hotel holds a room for the guest until - the core product- the supporting product - minibar concepts have changed to tailored
6. stewarding
a stated reservation cancellation hour of the day of arrival what can make service so special? - maintaining inventory of china, silver- and glassware7. delicatessen shop
- the hotel is not guaranteed payment in case of a no-show - caring and thoughtful staff- hospitality personality- recognition- commitment - cleaning back of house & proper sanitising of equipment- guests can buy fresh products
prepayment guaranteed reservations requires payment in full before the day of arrival cakes, salads, hotel specialty products
advanced deposit guaranteed reservations requires the guest to pay a specific amount of money to the guest’s expectations- the three stages 7. room service8. meeting/conference rooms9. ballrooms
- most guests do not ask anything unreasonable1. prior to the experience3. after the
hotel in advance of arrival
- but it depends on their level of expectations2. during the experienceexperience
uniformed services + guest services
- headed by a guest service manager- bellman: escorts guest and brings luggage to the rooms
- concierge: “Les Clefs d’Or” (the golden keys)
- doorman: hotels unofficial greeters- transportation personnel
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