Vocabulary notes. positive aspectположительный аспект

positive aspect положительный аспект

customer-responsive зд. реагирующий на нужды клиентов

individual manager зд. каждый менеджер в отдельности

satisfaction удовлетворение

innkeeping зд. содержание гостиницы, управление ею

forecasting зд. прогнозирование

access доступ

copier копировальный аппарат, ксерокс

targeted clientele определенная, целевая клиентура, намеченная заранее

check-in options различные варианты регистрирования клиентов при заселении

Case questions:

1. What helps the individual manager become extremely customer-responsive?

2. What is fundamental to achieving customer satisfaction?

3. What ultimate innkeeping purpose does Hyatt attain at high levels?

4. What did Hyatt introduce recently for business travelers?

5. What does the Hyatt Business Plan include?

6. What does a special phone number, 1—800-CHECK-IN, allow guests?

7. What does the company offer Camp Hyatt to meet the needs of families?

Role-play:

Pretend you are General Manager of the famous Nizhny Novgorod Volna Hotel. You have just found out that three business travelers from the U.S. got dissatisfied with the poor working facilities in their rooms. You decide to take drastic measures to exclude such things in the future.

While making a final decision consider the following issues:

• as General Manager you must provide the hotel owners with a reasonable return on investment;

• introduction of innovative and diversified products and services has become absolutely necessary;

• only personalized service will help achieve customer satisfaction;

• personal computers and fax machines must be hi every room;

• all sorts of on-line communication, including the Internet, will be available in every room.

Identify key points in the article and extract information from it to pass on to your partner.

Let your partner see whether key points identified by you are the same as those covered in the article. Let him agree or disagree with you.

UNIT 9

ROLE OF THE HOTEL GENERAL MANAGER

(Part 2)

Pre-reading

1. Read and translate the following international words:

patience

affect

class

institute

loyalty

division

number

detail

director

culture

management

copier

effect

structure

position

sound

vital

philosophy

company

2. Read and translate the following groups of words derived from a common root:

1) success — successful — successfully — unsuccessful — unsuccess­fully — succeed — successive — succession;

2) surprise — surprising — surprisingly — surprised;

3) satisfy — satisfying — satisfyingly — satisfied — dissatisfied — satisfaction;

4) compete — competitor — competition — competitive — com­petitiveness;

5) work — worker — workable — workaholic — workday — worka­day — workforce — workbook — workfare — framework — teamwork;

6) employ — employer — employee — employable — employment — employed — unemployment — unemployed;

7) effect — effective — effectively — ineffective — effectiveness.

Reading

3. Read the text and translate it. While reading try and find answers to these questions:

1. What did a survey of general managers reveal?

2. What division heads did Hans Willimann hire?

3. What is the essence of Donn Takahashi's management philosophy?

ROLE OF THE HOTEL GENERAL MANAGER (Part 2)

(continued)

To be successful, GMs need to have a broad range of personal quali­ties. Among those most often quoted by GMs are the following:

• Leadership

• Attention to detail

Follow-through — getting the job done

• People skills

• Patience

• Ability to delegate effectively.

Not surprisingly, a survey of general managers revealed that GMs were hardworking and responsible. Each had overcome difficulties and challenges and each had made sacrifices to become successful. But each was also extremely satisfied doing what he or she was doing.

A successful GM hires the best people. The GM of Chicago's Four Seasons Hotel, Hans Willimann, deliberately hired division heads who knew more about what they were hired for than he did. Willimann says he sets the tone — a structure of excellence — and others try to match it. Once the structure is hi place, each employee works to define the hotel commitment to excellence. People who are hired need to be accom­plished at what they do, and then they have to fit into the framework of the structure and be compatible with the rest of the group.

As general manager of the Stouffer Wailea Beach Resort, Maui, Ha­waii, Donn Takahashi's management philosophy is that to achieve a first-class facility, workers must be viewed as being vital to the operation. He instituted programs designed to cut turnover, engender loyalty, and stave off competition for workers from competing hotels. He says a key to keeping employees happy is making sure there is mutual respect among all levels of workers.

Management functions are generally classified into forecasting, plan­ning, organizing, communicating, and evaluating. Centralized companies such as Marriott give detailed general manager profiles, whereas Hyatt, a decentralized company, does not. Given that the primary purpose of the hotel is to sell rooms and ensure that guests have a wonderful stay, it has been suggested that GMs assume the director-of-sales position and spend up to 75 percent of their time directly involved with sales [1, 121—122].

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