Task 1. Find in the text answers to these questions

1. Why are there so many professions and careers in the hotel industry?

2. Why is the career of hotel managers so important?

3. What is the role of the accounting department?

4. What education is needed to become an efficient hotel manager?

5. What personal characteristics of a manager are absolutely necessary for successful performance?

6. What does the executive staff need to know apart from the hotel field?

7. Why are chefs so important to the success of a hotel?

8. What is so special about this profession?

9. How are workers in the hotel world classified?

10. What professions belong to a skilled group?

11. What jobs are considered semi-skilled?

12. What employees fall into an unskilled category?

13. What are the economic benefits in hotel work?

14. Are they the same for all hotel employees?

15. What other benefits are mentioned in the text?

Task 2. Sum up what you’ve learned from the text about

a) the variety of careers in the hotel industry;

b) the principal functions of hotel management;

c) the functions and importance of the accounting department;

d) the professional and personal characteristics needed for successful performance in the hotel industry;

e) the classification of the workers in the hotel industry;

f) the economic benefits in hotel work.

Read and Discuss

Text 2

MY INTEREST IN HOTEL BUSINESS

My interest in hotels started just after graduating from college with a degree in Retail Management, when I was trying to figure out what I wanted to do with my life. It was suggested that my personality, very outgoing and friendly, would be a great fit for hotels. I felt the best start for me would be at the front desk. My career started in as a front desk agent where I was trained on the day shift, then moved to the evening shift. I enjoyed being one of the first impressions the guest had of my hotel, I was eager to learn as much as I could, tak­ing on all evening tasks, and other duties.

My supervisor noticed my enthusiasm, and early on in that same year, he rewarded me with the position of Guest History Coordinator. I was moved back to the day shift. My main focuses as Guest History Coordinator were sitting up the house each month for the repeat guests to our hotel and guests of the corporate frequent guest program and training all new Front Office Agents. What a kudos to me because I had only been at the hotel for three months. During my tenure, I added some other responsibilities to the position. Our hotel was the host of many NBA and NFL teams. These are very detailed and time-consuming groups. It was in my opinion that these types of groups needed someone dedicated at the front desk to take care of all their specific needs. That someone was me! I enjoyed molding these new responsibilities into my day-to-day job, and I held this position for 1, 5years, at which time I was promoted to Transient Sales Manager. My room night goals were attained on a monthly basis, and I was able to increase the hotels' business due to my penetration of the local market.

I held this job for a short nine months, when a position of Front Office Assistant Manager became available. I always felt as though my true calling was in operations, so I jumped at the new opportunity. I love the fact that no day is ever the same. When a guest is upset, they come to the front desk, and I have the ability to turn their negative situation around into a positive one by my interaction with that guest. This job also has allowed me to be the one person in charge of the entire hotel after the department man­agers left for the evening and weekends. My day-to-day involve­ment does not stop at the front desk. Part of my responsibilities includes membership on the Heat Team, the in-house emergency response team trained to be the first persons at the site of an alarm or an emergency. However a shift ends, I am continually amazed at how many opportunities in the day I have to impact very impor­tant decisions that could affect the outcome of a guest's or group's stay at my hotel. It was over these 2, 5years that I gained the per­spective I needed to lead at the front desk. I now see new employees-as eager and as fresh faced as I was. I feel it is my responsibility to motivate,train, and promote all qualified staff members. After all, I want to give each the same opportunities that were afforded to me!

Notes

1. Retail Management – управление розничным предприятием

2. outgoing - общительный

3. fit for - соответствие

4. shift (day or night) – смена

5. Guest History Coordinator – координатор регистрации постояльцев

6. repeat guest – постоянный клиент

7. Kudos – похвала

8. tenure – срок пребывания в должности

9. time-consuming – отнимающий много времени, трудоемкий

10. Transient Sales Manager – менеджер по продажам индивидуальных заказов

11. penetration – проникновение

12. calling – призвание

13. interaction with – взаимодействие, диалог

14. alarm – аварийная ситуация, тревога, опасность

15. affect – влиять, затрагивать

16. outcome – результат, итог

17. gain – получать, добиваться

Task 1. Answer the following questions

1. What degree did she get after graduating from college?

2. Did she want to start at the front desk? Why?

3. How did she start her career?

4. What were the main focuses of a Guest History Coordinator?

5. What other responsibilities did she add during her tenure?

6. What did she feel about her calling?

7. What ability does she have?

8. What is she continually amazed at?

9. What did she feel about new employees?

Task 2. Think and express your opinion

What does the career success depend on? Points to consider:

· education, training, additional qualifications;

· guest and employee relations;

· personality;

· disciplinary guidelines;

· Communication management.

Read and Translate

Text 3

HOTEL CAREER MANAGEMENT

Recent school graduates may find themselves frustrated with a lack of a specific department's opportunities at their hotel of choice. If other departments are offering training or internship programs; job seekers would not hurt themselves by looking into them. The hotel industry is renowned for promoting from within. Quality employees are rewarded with new opportunities. A housekeeping supervisor or assistant front desk manager find the chances of gaining entrance into sales and catering much greater than what they would be outside of the hotel.

Perhaps most relevant to the room division is the experience gained dealing with guests and the operation of the front office. The front desk manager will bring customer rapport skills gained from guest interaction to the sales office, not to mention an in-depth knowledge of the rooms division as well. A sales manager can bring a wealth of knowledge on the intricacies of groups to the front desk.

Whether a hotel employee works for a major chain, or an inde­pendent, that worker must always be thinking about how best to enhance his/her career. Assuming that these workers enjoy what they do, what are the keys to their long-term success? The best ap­proach to fostering a career is to predetermine the career path as much as possible.

A good starting point is to sit down and map out long-term career goals. A list or a chart should be made detailing where they hope to see their careers one, five, and ten years down the road. Do they envision themselves as a general manager eventually? Do they want to rise through the ranks and lead a team as a director of rooms or food and beverage? Perhaps they are quite content with where they are currently and feel good about doing just that. No matter what the specific goals are, the yearly plans should reflect where they want to be and how to get there.

The one-year plan should really be a reflection of an employee's most recent job evaluation or review. A yearly plan should focus on those areas where the supervisor feels improvement is needed. It is most useful when set up as an "action plan" to act on right away. These action plans should list specifically what areas need to be worked on and the best ways of doing so.

The five-year plan should really be a blueprint of what the individ­ual wants his or her next position to be. If content in their careers, workers still need to prove themselves and management how they will stay productive there for many years. The employee will find that consistency over five years will put him or her in a position to dictate what the next position will be.

A good ongoing career management tool for hotel employees (and students interested in the hospitality field for that matter) is to consistently keep abreast of trade journals. Publications such as Hotel & Motel Management, Meetings and Conventions, and Events and Hotelsoffer a wide range of topics that are timely and rele­vant. Association newsletters from groups like the American Society of Association Executives and the Religious Conference Management Association can give people the meeting planner's point of view on the industry. Individuals interested in the food and beverage side of hotels should seek out Restaurant Business, Cuisine, and Hotel Restaurantmagazines for similar insight. Other magazines and newsletters can provide resources for research, career opportunities, and networking.

A ten-year plan is more of a rough outline than anything else. Hotel employee may have more or fewer options depending on the type and size company they work for. If they work for a chain, and they want to be promoted quickly, a good idea is to be open to relocation. Human resources managers at larger chains will have some type of career profile on all staff that other facilities may look at when they have openings. Often, these other facilities will look at employee profiles before the employees themselves ever know of another opportunity.

This profile will outline salary, performance history, experi­ence within the company, education, management suggestions or career path, and relocatability. It is a good idea for all professionals to review their profiles from time to time to ensure accuracy and make changes to reflect where they want to be.

Notes

frustrated – расстроенный, недовольный

internship program – учебная практика, стажировка, интернатура

relevant – значимый, существенный

deal with – заниматься, иметь дело с

rapport – взаимопонимание, согласие

intricacy – сложность, запутанность

enhance – совершенствовать, повышать

foster a career – улучшать

predetermine – предопределять, решать заранее

map out – планировать

list – список

chart – схема, план

envision – предвидеть

keep abreast of – держать в курсе

evaluation – оценивание

insight – взгляд

rough – черновой, приблизительный

relocation – перемещение

accuracy – аккуратность, точность

profile – профиль программы

Self-Check Test

Выберите правильный термин к данному определению.

_____________ the food is prepared and put into individual plates in the kitchen before being carried into the dining room.

a) Russian service c) French service

b) American service d) Italian service

Найдите правильное предложение.

a) Residential hotels provide accommodation for guests staying for a long time.

b) Residential hotels are used by guests who stay only for one or two nights.

c) Residential hotels are situated close to highways and are called motels.

d) Residential hotels provide accommodation only for the local people.

Определите ряд, в котором не все слова относятся к одной теме.

a) chef,dishwasher, waiter, busboy;

b) carpenter, upholster, plumber, electrician;

c) accounting, bill, cashier, charges;

d) operating profit, tax advantage, income, occupancy rate.

Выберите правильный вариант.

In order to determine________________ of a restaurant it is necessary to divide the number of the restaurants in the catchments area by the total population.

a) competitive advantage c) the potential viability

b) the right positioning d) culinary traditions

Выберите правильный вариант перевода выделенного выражения

The head housekeeper runs a complex organization with many employees, she needs to know the intricacies of purchasing on a large scale, as well as how to make beds and clean carpets properly.

a) процедура покупки с) все премудрости закупок

b) ценовую политику d) деловые связи

6. Найдите правильное определение к термину Double room

a) a room with two single beds for two persons

b) a room with one large bed for two persons

c) two rooms adjacent to each other with direct access between them

d) a room adjacent to another without direct access between them

Выберите один из предложенных вариантов ответа на вопрос.

What hotels tend to provide cheaper and more basic guest-rooms with limited food and beverage services?

a) full-service c) self-catering

b) budget d) commercial

К выделенному слову выберите близкое по значению.

People need not only nourishment, but also the social interaction that takes place in a restaurant setting.

a) surrounding c) atmosphere

b) building d) interior

Из предложенных вариантов выберите слово соответствующее смыслу предложения

An establishment held out by the proprietor as offering food, drink and sleeping accommodation to any traveller willing to pay a reasonable sum for the services and facilities provided.

a) hostel c) hospital

d) household d) hotel

Укажите номер подчеркнутого фрагмента, в котором допущена ошибка.

Hotels can be classified into different types according to their target market (a), size (b), location (c), facilities or membership (d).

ADDITIONAL TEXTS FOR READING AND DISCUSSING

1. FAST FOOD: STANDARDIZATION & MARKETING

No matter where fast food restaurants are located or what type of food they sell, their most fundamental operating principle is standardization. A hamburger from a Burger King in New York must taste the same as a hamburger from a Burger King in Florida. To succeed with this formula of selling the exact same food everywhere, fast food restaurants must offer a standardized menu that limits the number of food choices. A small selection of items on a menu makes preparing fast food convenient for the thousands of restaurants that are part of a particular company, because they need only a limited variety of ingredients, albeit in huge quantities. The limited variety makes it possible to secure adequate shipments of those ingredients from suppliers and thereby ensure quality control of the meals served to customers.

Anyone who has eaten at a fast food restaurant can appreciate the convenience of standardization. For some people, it is comforting when there aren't very many choices and they know in advance what they will be eating and how it will taste. Although some people dislike fast food for its predictability, it can be reassuring to a hungry person in a hurry or far from home. This predictability is essential for a successful fast food company. If customers have an enjoyable meal at one restaurant, they will probably be willing to go to any other restaurant of thesame company. This type of repeat sales, which is crucial for a business over the long term, requires that the same quality food and service be offered in all the restaurants that are part of a chain.

There is an obvious disadvantage to this standardization, however, that has nothing to do with the taste or convenience of the food or the reputation of the company. Among the many competing restaurant chains selling the same types of fast food, how does one stand out from the rest? The innovators at White Castle developed an answer to that problem: aggressive advertising. Much of the marketing of fast food is specifically targeted to children. Of course, the goal is for children to see restaurant's advertisements, then persuade their parents to take them there. With children in mind, McDonald's features Ronald McDonald, a clown, and Taco Bell introduced a talking Chihuahua dog. Fast food restaurants frequently offer a free toy with every purchase. A similar but more alluring type of promotion is to offer a set of toys, which requires more than one purchase to acquire the complete set. Some companies now have attractive playgrounds with swings, slides, and balloons as integral parts of their restaurants, so children can eat and play at the same place.

To attract adults, fast food marketing campaigns emphasize the method of food preparation or value rather than fun. Typical promotions are "Two for the price of one" or "Buy one at the regular price and get a second one free!" Restaurants sometimes offer a large serving for the same price as a small one. One company boasts that their hamburgers are tastier because they are charcoal-broiled, not fried. Another competitor claims that one of their sandwiches can be ordered in 1,024 possible ways; a figure based on the number and combination of condiments available.

TYPES OF ROOM SERVICE

The range of food service found in hotels and restaurant today is extensive. In the first category, there are restaurants offering the highest grade of service with a full `a la carte menu. This includes dishes served by the waiter from a trolley in the dining room, and is known as gueridon service. The gueridon waiter must always be skilled, for he has to carry) out procedures such as filleting, carving and cooling specialty dishes at the table.

A second, less complicated, type of service is silver service where the menu can be either `a la carte or table d'hote. In this system, the food is prepared in the kitchen and then put on to silver flats and presented to the guests in the dining-room.

A third form of table service, used mainly with a table d' hote menu, is plateservice. Here, the waiter receives the meal already plated from the service hotplate and only has to place it in front of the' guest and make sure that the cor­rect cover is laid and the necessary accompaniments are on the table. Plate service is often offered where there is a rapid turnover and service of the meal and is, therefore, labour-saving in such tasks as washing-up.

In a fourth type of service, called self-service, acustomer collects a tray from the service counter, chooses his dishes and selects the appropriate cutlery for the meal.

Today, with ever-increasing needs for economy, many es­tablishments usually prefer a variety of types of service.

Tourist hotels, for example, frequently offer a combination of self-service and plate-service for breakfast and another combination of self-service and silver service for lunch­eon.

3. THE HUMBURGER: IT COMES FROM WHERE?

70% roots of the modern hamburger go back to the German city of Hamburg. According to historians, German immigrants to the United States brought the recipe for a dish of raw chopped beef mixed with egg. The Germans learned about the dish, now called Steak Tartare, from Russian sailors who visited Hamburg and brought along an appetite for food from their homeland. The Russians apparently learned of the dish from the nomadic Tartars.

By the time it reached the New World, a hamburg steak was shredded or chopped beef shaped into a patty that was broiled with onions and spices. The first documented mention of hamburg steak in the United States was in the 1830s. It was served at Delmonico's, an expensive restaurant in New York City, for the price of 10 cents. In 1896, hamburg steak was included for the first time in the famous cookbook of Boston chef Fannie Farmer.

More than one person has claimed to be the creator of the modern hamburger sandwich. At various times in the late 1800s and early 1900s, cooks (or their descendants) from Wisconsin, Connecticut, Ohio, and Texas boasted of inventing the hamburger.

A theme repeated in some of the stories is that customers wanted a quick meal that was easy to carry. Charlie Nagreen's family claims he invented the hamburger in Wisconsin in 1885, when he was only fifteen years old. He fried ground beef in butter and served it between two slices of bread at the Outgamie County Fair. Charlie continued to sell his hamburgers at the fair for the next 64 years. In New Haven, Connecticut, in 1900, the owner of Louis' Lunch supposedly invented the hamburger when his customers asked for something tasty and quick to serve. That is what the grandson of Louis, and current owner of the small restaurant, claimed 90 years later when the restaurant was still in business.

Another theme is that hamburgers were invented when a creative cook ran out of the usual ingredients and had to improvise. One day in 1892 at the Summit County Fair, Frank Menches and his brother Charles, of Akron, Ohio, ran out of sausage for sandwiches and substituted ground beef instead. Their switch was so popular with customers that they began to specialize in beef sandwiches. When Frank died in 1951, his obituary in the newspaper reported he earned a small fortune from his hamburgers.

The most widely reported story about the origin of the hamburger comes from the 1904 World's Fair. Fletcher Davis and his wife Giddy, from Athens, Texas, set up a food counter and sold hamburgers with hot mustard and a slice of onion. An article about the fair in St. Louis was published in a New York newspaper, and it mentioned the sale of hamburgers but failed to include the name of the cook. Since then, the whole world has come to know the hamburger, but no one will ever know with absolute certainty who really created it!

THE GUEST ROOM PAYMENT

There are three ways a guest room can be paid for. The first, and most common, is by credit card. The credit card is obtained at the time of booking and is used as a guarantee for some forms of reservations. Most hotel com­puter systems can check to ensure that each card is valid and that a sufficient amount of credit is available on the card. This is called obtaining a card approval. Based on the number of nights needed on the reservation and the rate that it was booked at, the computer can calculate the approval based simply on the anticipated revenue.

The second method of payment is cash. Guests choosing not to use a credit card may provide a cash deposit prior to or at the time of check-in. Cash payments should be collected prior to assigning the guest room. For security and fraud concerns, the hotel will require the full room rate, taxes, and what is referred to as anticipated usage amount. This usage amount is the cash deposit required to cover estimated use of hotel facilities and servic­es (e.g., in-room phones, in-room movies, room service, etc.). Guests wish­ing to "sign" these and other services to their room must provide additional cash. Guests choosing not to do this may face their phones and movies being turned off, room service will require a payment at the time of delivery, and so on.

Checks, which are simply a form of cash payment, can be verified in a man­ner similar to credit cards. Funds to cover personal checks can be verified through the issuing banks. Traveler's checks and certified checks do not need approvals because they are issued in exchange for payment at the time of issuance.

The third method of payment is less reliant on the front desk, but is a valid method of payment. Direct billing allows an individual or group to pay for goods/services incurred during a stay or function at a later date. Within a hotel, guests and groups are routinely extended credit. Each time a guest checks in with a credit card as a method of payment, the hotel provides goods/services under the assumption that the credit card company will reim­burse it at a later date.

Groups with direct billing privileges may have their attendees' room charges included on their bill. This may be in addition to planned banquet or outlet/ancillary charges. The individual with direct billing may only be billed their outstanding guest account. Extending direct billing privileges requires that the hotel impose proper credit guidelines. The credit approval process must be strictly adhered to in order to ensure that no credit is extended to an individual or organization unable to pay, called a credit risk.

PART II

UNIT IV. The Front Office

Read and Learn

Read the text; find in it the English equivalents of the following topical words and phrases

Род занятий в гостиничной сфере; службы непосредственного обслуживания клиента; технические и административные службы; регистрация прибытия; бухгалтерия; отдел продаж и рекламы; уборка номерного фонда; служба, занимающаяся чисткой и утюжкой; техническое обслуживание; обозначать; сдавать на хранение ценные вещи; стойка администратора/портье; горничная; дать проход к; холл; огромное пространство; брать ключи; стеллаж с «кармашками» для информации; касса; обменивать иностранную валюту; заниматься бронированием; коммутатор/щит бронирования; разбирать жалобы; гладко/бесперебойно; выбытие из отеля.

Text1

THE FRONT DESK

Regardless of the numbers of workers, hotel employment itself falls into two broad categories that are traditionally referred to as front of the house and back of the house.

Jobs in the front of the house include management, the various jobs at the check-in desk (the front desk), accounting, sales and promotion, baggage handling, car attendants, and special services. It should be noted that some front-of-the-house employees — those in accounting or sales and promotion, have little or no contact with the public.

Jobs in the back of the house include food and beverage preparation and service, housekeeping, laundry and valet service, engineering, and maintenance. Some of the employees in this group — restaurant or room-service waiters and chambermaids, for example — have frequent, although rather limited, contact with guests.

The front desk is the term that designates the counter where the guests register, pick up their keys and mail, request information, deposit their valuables, and pay their bills. It is also called the reception area. In a small hotel or motel, all of these different functions may be handled by one or two people, but a large hotel assigns several people to clearly defined jobs at the front desk. The front desk is located in the lobby of the hotel. The lobby is the public entrance area that gives access to the guest rooms, restaurants, bars, shops, and other facilities in the hotel. In a commercial or resort hotel, the lobby is often a large space that contains lounging, reading and writing areas. It is often used as a meeting place by the guests and the general public.

For the convenience of guests, the front desk is almost always located near the hotel's main entrance. In a large hotel, it is divided into sections. One section is the registration desk, where guests register or sign in.A second section is the area where the guests pick up their keys, mail and messages. This part of the counter has a rack behind it with pigeonholes for each guest room in the hotel. The third section is an information desk, where the guests can ask for information or make local travel arrangements. The fourth section is the cashier's desk. The cashiers not only receive payment from the guests, but also cash checks, make change, and exchange foreign currency. Some hotels also offer a transportation desk, where the guests may get advice or help with their travel plans.

Connected with the front desk, but normally out of sight of the public, are other offices with support functions. One office, for example, is often set aside to handle reservations. The cashier's counter is usually connected to the hotel's accounting office, of which it is the public part. The hotel's telephone switchboard is also usually located near the front desk.

Many hotels have one or more assistant managers stationed either behind the front desk or at a desk in the lobby. Their jobs may include greeting important guests, sorting out problems with reservations, or handling routine complaints.

The employee who checks in arriving guests and assigns them to their rooms is the room clerk. When the guest arrives, the room clerk checks his reservations or the availability of the accommodation, the guest fills in a registration card with his name, home address and any other required information. The room clerk fills in the room number and the rate the guest will pay. All of these steps, which take only a few moments in a smoothly functioning system, make up the check-in, or registration procedure.

The primary job of front-desk personnel is to take care of the check-in and check-out procedures and to provide helpful information to the guests in order that their stay in the hotel may be comfortable and convenient.

In the eyes of most customers, the front-desk employees are the representatives of the hotel. Their ability to work smoothly is an important factor in the success of the hotel.

Task 1. Find in the text answers to these questions

1. What are the two categories of hotel employment?

2. What do jobs in the front of the house include?

3. What does the front desk mean? How else is it called?

4. How many people should work in the reception area?

5. Where is the front desk located?

6. What are the functions of the lobby? How is it usually used?

7. Why is the front desk divided into sections?

8. What is the job of every section?

9. What other support functions are carried out by the front-of-the-house?

10. What are assistant managers in charge of?

11. What are the job responsibilities of the room clerk?

12. What is the primary task of front-desk personnel?

13. Why is their job so important?

Task 2. Sum up what you’ve learned from the text about

a) two broad categories of hotel employment;

b) responsibilities handled by the hotel staff working in front-of-the-house jobs;

c) the typical location of the reception area;

d) the support functions carried out by different sections;

e) duties of the assistant managers;

f) the job of a room clerk?

g) the importance of front-of-the-house division for the overall success of a hotel.

Read and Discuss

ABOUT MY JOB

Very shortly after graduating from college, I stopped by a hotel and applied for a front desk agent position. I figured I could work some hours in a stress-free environment while I looked for a "real job." Who would've guessed that a front desk position could be the start of a life-long passion? I quickly learned that the front desk is the heart of the operation in a limited-service hotel. And I loved every minute of it.

What started as a part-time job suddenly turned into a full-time career. With my college years behind me, I decided that I was enjoying the hotel business. Because I was working at the "the heart of the hotel," I soon became a master of fielding complaints ("opportunities" is how the corporate people referred to them). I found myself actually enjoying the art of turning the situation around in favor of my organization. To go from the beginning of the conversation, where you might be apologizing to the guest for whatever might have happened, to the end, where the guest is actu­ally thanking you for your help in resolving it, I had found my dream job. I knew I wanted to grow and get promoted to higher levels of responsibility, so I planted a couple of seeds in the mind of my manager. Low and behold, three months later I was promoted to front office manager at the same location.

I was now responsible for finding the perfect front desk can­didates. Interviewing; hiring, training, supervising; I never thought 1 could make a whole week's work of this. During my time as front office manager, I interviewed what seemed like a thousand people claiming to be my perfect candidate. I had to figure out what I wanted at the front desk; who I wanted representing our hotel. I was determined to have the best front desk staff in the city. This delight­ed my general manager immensely.

The year quickly passed, and I received yet another career opportunity, which of course meant another geographical move. My experience had finally paid off — I was becoming a general manager. I am now ultimately responsible for all goings-on in my hotel. Immediately after beginning my new position, I had to go through the tedious yearly budget process, I am responsible for controlling expenses while driving revenues to increase our gross operating profit and average daily rate. I have to make a conscious effort to take a few moments out of each day to stroll around the hotel and talk to the guests and employees. After getting acclimated into my new position, I came to a conclusion. In order to eliminate the "juggling of hats" that many of us are still doing, I must, with the help of my key staff, reduce the turnover of employees at our hotel. So, my time as a general manager for the most part has been consumed with creating and implementing the best incentive plan any of my employees has ever experienced, an incentive plan that rewards and motivates, one that makes our employees want to come to work each day. Our corporate executives believe that the guest shouldbe number one. But I think differently. At our hotel, the guest is number two. In many opinions, the employee is number one.

I truly believe that we need to take good care of our employees. Train them to deliver great service, motivate them to feel that this is more than just a job, recognize them for their great deeds, compen­sate them for a job well done, and retain them to create a consistent staff. If we take care of our employees, they will in turn take good care of our guests. They will stay with us again, and we will constantly build new clientele thanks to word of mouth. Our employees are happy, our guests are happy; our revenues are increasing — so the executives at our corpo­rate office are happy — and all this makes me extremely happy. This is something they don't talk about in college. This is something you can learn about only through experiences. This is what is known as job security.

Notes

apply for – подавать заявление о приеме на работу

environment – атмосфера, обстановка

limited-service hotel – гостиница, предоставляющая ограниченное количество услуг

part-time job – работа неполный рабочий день

in favour of – в пользу

field complaints – анализировать жалобы

low and behold – будучи замеченным

hire – нанимать

supervise – контролировать

determined – решительно настроенный

ultimately – в конечном счете

goings-on – дела, действия

tedious – утомительный, длительный

gross operating profit – валовой операционный доход

average daily rate – среднесуточный дебит

stroll around – бродить

juggling of hats – жонглирование шляпами

turnover – текучесть рабочей силы

incentive plan – система поощрительных вознаграждений

reward – поощрять

retain – сохранять

consistent staff – постоянный штат работников

word of mouth – изустная реклама (приемами повседневного общения)

job security – гарантия занятости, обеспеченность работой

Дата добавления: 2015-10-28