An Industrial Report(KSOU)

An Industrial Report Hotel Tibet International

Submitted To International College of Hospitality Management Baneshwor, Kathmandu

Affiliated to Karnataka State Open University

In the partial fulfillment of the requirements for the degree of Bachelor of Science in Hotel and Catering Management (B.Sc. HCM), Sixth Semester

Submitted By Anil Bohara

KSOU Regd. No: 131681BSCHCM001 Date: 2015-10-01

Karnataka State Open University

An Industrial Exposure Report in the partial fulfillment of the requirements for the degree of Bachelor of Science in Hotel and Catering Management (B.Sc. HCM)

2

1 LETTER OF TRANSMITTAL August 21, 2015 Astiv Lamichhine Program Coordinator International College of Hospitality Management Karnataka State Open University Subject: Submission of internship report on “An Industrial Exposure Report” in the partial fulfillment of the requirements for the degree of Bachelor of Science in Hotel and Catering Management (B.Sc. HCM), Sixth Semester. Sir, I am pleased to submit this internship report titled “An Industrial Exposure Report, Hotel Tibet International” for fulfilling requirement of the course internship program. It was my endeavor to present all that I learned during my nine months internship period and analyze the gathered guest satisfaction data on Hotel Tibet International. It will be my profound pleasure if this report can give a fair idea on the concerned issue. I hope you will be pleased to accept my report and oblige thereby. Sincerely yours _ _ _ _ _ _ _ _ _ Anil Bohara Roll: 131681BSCHCM001 International College of Hospitality Management Karnataka State Open University

International College of Hospitality Management

3

An Industrial Exposure Report | Submitted By Anil Bohara

2 TABLE OF CONTENTS 1 LETTER OF TRANSMITTAL ..................................................................................................................... 1 2 TABLE OF CONTENTS ............................................................................................................................. 3 3 PREFACE ................................................................................................................................................ 8 4 ABSTRACT .............................................................................................................................................. 9 5 ABBREVIATIONS AND ACRONYMS ...................................................................................................... 10 6 CHAPTER ONE ..................................................................................................................................... 11

6.1 Introduction ................................................................................................................................ 11 6.2 Background of the Study ............................................................................................................. 12 6.3 Objective of the Study ................................................................................................................ 13

6.3.1 Broad Objective:.................................................................................................................. 13 6.3.2 Specific Objective: ............................................................................................................... 13

6.4 Scope of the Study ...................................................................................................................... 13 6.5 Methodology of the study .......................................................................................................... 13 6.6 Source of Data ............................................................................................................................. 13

6.6.1 Primary Sources: ................................................................................................................. 13 6.6.2 Secondary Sources: ............................................................................................................. 14

6.7 Data Collection Method .............................................................................................................. 14 6.8 Limitations of the Study .............................................................................................................. 14

7 CHAPTER TWO .................................................................................................................................... 15 7.1 Hotel Industry in Nepal and Induction of Tibet International .................................................... 15 7.2 Company Profile & Literature Review: Hotel Tibet International ............................................... 16 7.3 Hotel Tibet International: Mission and Vision ............................................................................ 18

7.3.1 Mission: ............................................................................................................................... 18 7.3.2 Vision: .................................................................................................................................. 18

7.4 Departments in Tibet International ............................................................................................ 18 7.5 Different Services at Tibet International..................................................................................... 19

7.5.1 Accommodation Facilities: .................................................................................................. 19 7.5.2 Dining Facilities: .................................................................................................................. 19 7.5.3 Featured Service: ................................................................................................................ 19

7.6 Facilities in Hotel Tibet International .......................................................................................... 20 7.7 Location of Hotel Tibet International .......................................................................................... 21



4

8 CHAPTER THREE .................................................................................................................................. 22 8.1 Internship Activities .................................................................................................................... 22 8.2 Discussions, Analysis and Findings .............................................................................................. 23

9 CHAPTER FOUR ................................................................................................................................... 24 9.1 Food and Beverage Department ................................................................................................. 24

9.1.1 Types of Catering Establishment ......................................................................................... 24 9.1.1.1 Restaurant ....................................................................................................................... 24 9.1.1.2 Transport Catering .......................................................................................................... 24 9.1.1.3 Airline Catering ............................................................................................................... 25 9.1.1.4 Railway Catering.............................................................................................................. 25 9.1.1.5 Ship Catering ................................................................................................................... 25 9.1.1.6 Surface Catering .............................................................................................................. 25

9.1.2 Relation between Catering and Other Industries ............................................................... 25 9.1.3 Restaurant ........................................................................................................................... 26

9.1.3.1 Types of Restaurant ........................................................................................................ 26 9.1.3.1.1 Cafeteria .................................................................................................................... 26 9.1.3.1.2 Fast-Food Restaurant ................................................................................................ 26 9.1.3.1.3 Casual Restaurants .................................................................................................... 27

9.1.4 Cost Control in F&B Department ........................................................................................ 27 9.1.4.1 Definition of Cost Control ............................................................................................... 27

9.1.4.1.1 Establish standards of accountability ....................................................................... 27 9.1.4.1.2 Measuring the work in progress ............................................................................... 27 9.1.4.1.3 Inter presenting results ............................................................................................. 28 9.1.4.1.4 Taking corrective action ............................................................................................ 28

9.1.4.2 Requirement of Adequate Control System ..................................................................... 28 9.1.4.3 Objective of Control ........................................................................................................ 28

9.1.5 Duties and Responsibility of Food and Beverage Staff ....................................................... 30 9.1.5.1 Food and Beverage Director: .......................................................................................... 30 9.1.5.2 Food and Beverage Manager .......................................................................................... 31 9.1.5.3 Restaurant Manager ....................................................................................................... 31 9.1.5.4 Banquet Manager ........................................................................................................... 32

9.1.6 Food and Beverage Department of Hotel Tibet International (Hierarchy) ......................... 33 9.1.7 Segments of Food and Beverage Department of Tibet International ................................ 34


5


9.1.8 Food and Beverage Production: .......................................................................................... 34 9.1.8.1 Culinary Art ..................................................................................................................... 35 9.1.8.2 Careers in Culinary Arts ................................................................................................... 35 9.1.8.3 Kitchen Organization ....................................................................................................... 35 9.1.8.4 Duties and Responsibility of Kitchen Staff ...................................................................... 36

9.1.8.4.1 Executive Chef ........................................................................................................... 36 9.1.8.4.2 Sous Chef .................................................................................................................. 36

9.1.8.5 Various Kitchen of Tibet International ............................................................................ 36 9.1.8.5.1 Main Kitchen:- ........................................................................................................... 36 9.1.8.5.2 Pantry:-...................................................................................................................... 37 9.1.8.5.3 Butchery:- .................................................................................................................. 37 9.1.8.5.4 Bakery:- ..................................................................................................................... 37 9.1.8.5.5 Satellite Kitchen:- ...................................................................................................... 37

9.1.8.6 Task Performed ............................................................................................................... 38 9.1.8.7 Responsibilities of the Department ................................................................................ 38 9.1.8.8 Kitchen Hygiene .............................................................................................................. 38

9.1.9 Food and Beverage Service: ................................................................................................ 39 9.1.9.1 Shangri-La Kitchen: ......................................................................................................... 39 9.1.9.2 Norbulinka Breakfast Terrace ......................................................................................... 41 9.1.9.3 Yak Bar ............................................................................................................................ 42 9.1.9.4 Shambhala Tea Garden ................................................................................................... 43 9.1.9.5 Executive Lounge ............................................................................................................ 44 9.1.9.6 Shangri-La Dining ............................................................................................................ 45

9.1.10 Banquet Service: ................................................................................................................. 46 9.1.11 Room Service: ..................................................................................................................... 46 9.1.12 Standard Operating Procedures: Steps of F&B Product Control ........................................ 47 9.1.13 Identified problems in Food and Beverage Department .................................................... 47

9.2 Housekeeping Department ......................................................................................................... 48 9.2.1 Function of Housekeeping .................................................................................................. 49

9.2.1.1 Cleaning Rooms and Public Areas ................................................................................... 49 9.2.1.2 Bed Making ..................................................................................................................... 49 9.2.1.3 Linen Management ......................................................................................................... 49 9.2.1.4 Laundry Services ............................................................................................................. 50



6

9.2.1.5 Pest Control ..................................................................................................................... 50 9.2.1.6 Key Control ...................................................................................................................... 50 9.2.1.7 Safety and Security.......................................................................................................... 50 9.2.1.8 Interior Decoration ......................................................................................................... 50 9.2.1.9 Room Maintenance ......................................................................................................... 50

9.2.2 Organization Chart of Housekeeping .................................................................................. 51 9.2.3 Functions of Housekeeping in Tibet International .............................................................. 52 9.2.4 Types of rooms at Tibet International ................................................................................ 52 9.2.5 Room Supplies and Amenities in Tibet International ......................................................... 53 9.2.6 Housekeeping Staff Performance Measurement ............................................................... 56 9.2.7 Cleaning Agent, Equipment and Guest Room ..................................................................... 57 9.2.8 Different chemicals used for Different area cleaning Purpose ........................................... 57 9.2.9 Chamber Maids’ Trolley ...................................................................................................... 58 9.2.10 Key Control .......................................................................................................................... 59

9.2.10.1.1 Types of Key ............................................................................................................ 59 9.2.10.1.1.1 Emergency Key ................................................................................................. 59 9.2.10.1.1.2 Master Key ....................................................................................................... 60 9.2.10.1.1.3 Guest Key ......................................................................................................... 60 9.2.10.1.1.4 Keys Cards ........................................................................................................ 60

9.3 Front Office Department............................................................................................................. 61 9.3.1 Front Office Hierarchy of Tibet International ..................................................................... 62 9.3.2 Accommodation at Tibet International............................................................................... 62 9.3.3 Room Tariff ......................................................................................................................... 63 9.3.4 Types of Rooms at Tibet International ................................................................................ 64 9.3.5 Front Office Department Layout ......................................................................................... 65 9.3.6 Front Office Functions and Guest Interaction .................................................................... 66 9.3.7 Co-ordination with Other Departments ............................................................................. 67 9.3.8 Summary of Front Office Functions .................................................................................... 69 9.3.9 Front-of-the-House Operations .......................................................................................... 70 9.3.10 Back-of-the -House Operations........................................................................................... 70 9.3.11 Check-In Process ................................................................................................................. 71 9.3.12 Check Out ............................................................................................................................ 72 9.3.13 Tibet International Property Management System ............................................................ 74


7


9.3.13.1 Overview ..................................................................................................................... 74 9.3.13.2 Some Screenshots from the Tibet International Property Management system IDS 75

9.3.14 SWOT Analysis on Hotel Tibet International ....................................................................... 80 9.3.14.1 Strengths of Tibet International: ................................................................................. 80 9.3.14.2 Weaknesses of Tibet International: ............................................................................ 81 9.3.14.3 Opportunities of Tibet International: .......................................................................... 81 9.3.14.4 Threats of Tibet International: .................................................................................... 82

9.4 Conclusion and Recommendation .............................................................................................. 84 9.5 References .................................................................................................................................. 85



8

3 PREFACE For nine months from November 2014 to July 2015, I did my internship at Hotel Tibet International. My induction into Four different divisions of Hotel Tibet International; one of the country‘s best Boutique hotel allowed me to practically experience the world of tourism and hospitality businesses in my country Nepal. As ‘to be’ graduate of ‘Bachelor of Science in Hospitality and Catering Management’ from the country‘s best Hospitality school, I earned good grace of the directors of each division. I found that most of the managers working in the organization started as amateurs without any degree in this field of study. They somehow migrated to Middle East or other foreign countries and started from lowest ranks in hotels over there. They learned from mistakes and experiences. After 15-20 years of stay, they came back and joined. They often tell me if they had sophisticated excellent tourism education, they could direct and train the employees more efficiently and could climb the ladder much faster. Proper degree in this field is imperative for planning, problem solving, and business expansion and to come up with original innovative concepts (still tourism remains relatively unexplored industry of all). Only degree without industry attachment or practical knowledge is like a tiger without claw. Therefore, I needed to ensure that I get proper training during the internship period. And Hotel Tibet International fulfilled my wish. In this report, I will describe my experience during the internship period. This report contains the company profile, the functions of four different departments of the hotel. For this opportunity I would love to thank: Mr. Donald Cha: Former General Manager of Hotel Tibet International who accommodated me and arranged specialized learning materials to fortify my learning. Mr. Sunil Kapali: Food and Beverage Manager of Hotel Tibet International who prepared learning materials concerning knowledge on food and beverage departments despite being a busy person and inspired me to attend different functions as a part of his team. Mr. Guna Lama: Executive Chef of Hotel Tibet International who helped my induction and gave hands on training on food production. I also thank him for sharing real life stories that are thought provoking. Mr. Santosh Upadhaya: Front Office Manager of Hotel Tibet International who let me stand at the front desk and thus gave the opportunity to learn by doing which is inaccessible for most trainees. Mrs. Doma Pradhan: Housekeeping Executive for her friendliness and flexibility to my conditions and providing me with the resources on the housekeeping department of Hotel Tibet International. And of Course Mr. Animesh Mishra: Administrative and Account Chief of Hotel Tibet International for his vital supervision during my internship period despite being preoccupied with his professional and personal life. Beside my internship, I really enjoyed spending time with the Tibet International team. I thank them for creating such beautiful experience for me.


9


4 ABSTRACT If I sum up my internship experience in 150 words, I only have to mention the titles of the contents briefly. It was 9 months of continuous learning from the experienced managers directly. In this report, I tried to illustrate the functions of each of four departments including the deviation from the standard benchmarking. Sometimes it is justified acting by not following rules. I presented the organization chart of those departments, which differs from organization to organization. I presented the screenshot of the front office software IDS that Hotel Tibet International purchased from India and configured according to their needs. I showed time chart cleaned by each of Tibet International’s staff that presents the skill of housekeeping department. Now it is possible to compare their skill against the international standard. At the end, I will finish the report recommending probable solutions to the problems found and suggestions to improve quality of service.



10

5 ABBREVIATIONS AND ACRONYMS -Back to Back: A sequence of consecutive group departures and arrivals usually arranged by tour operators so rooms are never vacant; a floor plan design that brings the piping of adjacent baths into a common shaft. -Bed Tax: A tax added to the price of a hotel room. -Benchmarking: Comparing results with similar tourism businesses or assessing the business against an industry average. -Block: An agreed: upon number of rooms set aside for members of a group planning to stay at a hotel -Booking: Term used to refer to a completed sale by a destination, convention center, facility, hotel or supplier (i.e. convention, meeting, trade show or group business booking). -Complimentary: No charge is made for the item or service offered. -Galileo: Airline reservation system. -Gateway or Gateway City: A major airport, rail or bus center through which tourists and travelers enter from outside the region. -Global distribution system (GDS) -Gross Rate: Same as rack rate. The accommodation rate quoted to the public. Group, convention, trade show, meeting and incentive rates are negotiated by the hotel and program organizers. -Group Rate: Negotiated hotel rate for convention, trade show, meeting, tour or incentive groups. - V Vacant - VC Vacant Clean - VD Vacant Dirty - VCI Vacant Clean Inspected - OC Occupied clean - OD Occupied Dirty - ONL Occupied No Luggage - C/O Check out - S/O Sleep out - OO Out of order - VIP Very important person - SA Special attention -DND Do not disturb - HMS: Hotel Management System -PMS: Property Management System -SWOT: Strength, Weakness, Opportunity and Threat -F&B: Food and beverage -GDS: Global Distribution Service -GIT: Group Independent Travel -TIA: Tribhuvan International Airport


11


6 CHAPTER ONE 6.1 INTRODUCTION Hospitality industry today is expanding fast by the grace of globalization. Business arena has been expanding globally with newest technological invention. As well as patterns of Lifestyle and Leisure period spending style changed a lot. To keep up with the ever changing demand and to get a hold of newest market segment keeping pace with dynamism and variety, innovative ideas taking over old ones and evolving every day. Hotel industry of Nepal has been expanding rapidly. History of Hotel Industry in Nepal has turned into positive aspect after the peace process taken action in 2008. In first decade of 20 century the Hospitality Industry started booming and star hotels to Luxury guest houses have been established all over the country, still some more international chain hotels are in pipeline and have already started construction which includes Sheraton, Aloft, Marriot Fairfield and Marriot International. This indicates the demand of standard accommodation facilities for both domestic and international business and leisure tourists. The transformative education process like internship program consists of developing full personal and professional potential and involves addressing six key areas of development. These are internationality, guided hands-on learning, professionalism in the workplace, progressive learning principles, soft skill development and ultimately employability. Internships are important, in terms of both employability and creating future industry leaders. If employees are already operational when they start, this will fast track them in the right direction, achieving middle management and executive levels at an increased rate. Internships as a route to entry have a proven success rate. Internship at Hotel Tibet International was productive and helped to achieve a professional edge. During my internship period, I worked in four different departments: Food and Beverage Service, Front Office, Food and Beverage Production and Housekeeping and tried to gather knowledge from each of them. I will describe my experience during the internship period. This report contains the company profile, the functions of all four different departments of the hotel, evaluation of the performance.



12

6.2 BACKGROUND OF THE STUDY Hotel Tibet International is one of the most exquisite, exclusive and magnificent boutique hotels in Kathmandu. It is located at Boudha, one of the UNESCO world heritage sites of Nepal. Hotel Tibet International has consistently sought to bring together the finest in art and architecture, comfort and cuisine, leisure and fun to create each moment is for Guests to enjoy. Experience the premier choice of hotel in Kathmandu; where it offers the personalize comfort for guest to enjoy. The Hotel Tibet International is the city‘s diplomatic zones and a host of attractions with a brand new streamlined approach to service. The Tibet International is renowned for its outstanding professional services. Spectacular 7-story‘s building, the Tibet International has 68 luxury and suite rooms plan. At present it is operating 68 fully fledged rooms including Tibetan Boutique Room, Tibetan Boutique Suite Room and Tibetan Boutique Executive Suite room Its guests will enjoy extensive facilities and extra privileges, including highly acclaimed spa, Private VIP lounge and an endless variety of activities. Fresh perspective at this new hotel in Kathmandu where the spectacular hospitality, freedom and luxury is set only for guest. For its guest, it has assembled state-of-the-art conference and exhibition halls charged with breathing vibrancy, warmth light, lobby area, Spa, private dining room, karaoke and new terrace restaurant on the rooftop offering unrivalled panoramic views of the Boudha and Kathmandu city. The Hotel Tibet International is set on becoming a high performance National player in the field of hospitality industry and has been awarded as number 1 hotel in Kathmandu for 2 successive years 2011, 2012 and has been awarded as travelers’ choice from the opening year itself. It is concerned about the satisfaction level of its guest for better improvement, higher revenue as well as to stabilize its goodwill by providing different types of hospitality. The hotel has obligations to all the guests through its staff like (Front desk receptionist, Housekeeping staff, Telephone operator, Food & Beverage staff, Recreation staff), Service like ( Telephone service, Front desk service, Housekeeping services, Food & Beverage service), Condition like (Bed room, Bath room, public area) and so on. However, it is hard to satisfy all guests but satisfaction is the crying need for any hotel. With the introduction of new international hotel brands like Sheraton, Marriot Fairfield and ALOFT Hotel Tibet International will face challenges. These challenges they have to overcome with the competitive advantage and practice of international standard to satisfy their guest. As I observed, number of repeated guest in Hotel Tibet International is higher in comparison of other hotels despite being a national brand. Which means they are performing better to build own strong brand image. This makes Hotel Tibet International a place worth studying.


13


6.3 OBJECTIVE OF THE STUDY 6.3.1 Broad Objective: The main objective of this report is to note down the adopted functions of four different divisions of Hotel Tibet International based on their extension of operation and evaluate the practice against the ideal one. The main objective of industrial training are as listed below: To empower the knowledge of hotel operation To compare their practical and theoretical knowledge To know the systematic and smooth operation of various department To learn the overall management aspects of hotel. 6.3.2 Specific Objective: The specific objectives of this report will be the following: Observe the daily operations of food and beverage department, front office department and housekeeping department Evaluate the daily operations against the standard benchmark Explaining the weakness of the hotel To measure fluctuation of performance through the timeline Measurement of guest satisfaction 6.4 SCOPE OF THE STUDY This report is an attempt to present operation of Tibet International and the mechanism they use to compete against their competitors. As it is my first industrial attachment, I tried to match and find the difference between the things I learned in the book and the practice in the real world. Then I measured the guest satisfaction, which I think will explain if the practice of this organization is paying off in their favor. The completion of this report will help the organization recheck its strengths, weaknesses, opportunities and threats that will aid it in strategizing further ahead. 6.5 METHODOLOGY OF THE STUDY Research is a procedure of logical and systematic application of the fundamentals of science to the general and overall questions of a study and scientific technique, which provide precise tolls, specific procedures and technical information, rather than philosophical means for getting and ordering the data prior to their logical analysis and manipulation. 6.6 SOURCE OF DATA The sources of data include primary and secondary data sources. 6.6.1 Primary Sources: Primary data is collected by internal report and data of Hotel Tibet International.



14

6.6.2 Secondary Sources: The secondary data is data, which is collected and compiled from different sources and are used in research for this study. The secondary data include material collected from Newspaper Magazine Internet 6.7 DATA COLLECTION METHOD The various method of data gathering involves the use of appropriate recording forms. These are called 'tools' or 'instruments of data collection. Collection Instruments: Hotel Tibet International Internal Report and data analysis. Observation Practical work in Hotel Tibet International The survey questionnaire is pre prepared by the organization and supplied at guest rooms to find out guest satisfaction I used Microsoft Excel to analyze the data with graphical presentation. The target population was the guests that visit Hotel Tibet International. Mostly luxury traveler, business traveler and international governmental organization's staff occupy most of it. 6.8 LIMITATIONS OF THE STUDY The only limitation I faced is the lack of access to the confidential data and management of the training department. I had to roll into four different divisions of the hotel within this period. Functions in each of these departments are so broad that and is not possible to cover everything at a time on this period alone. Despite that, I tried to sum up my learning within these couple of days left after the internship. During my internship period, I had to keep myself busy for 8 hours a day learning new things and facing new situations. It was little tiring yet immensely interesting. Another factor is the lack of access to the confidential data. During my period, I came to observe with their business reports, predictions and expected business expansion plans. This information could be ripe fruit for the enrichment of my report and I could have more data to decide and work on. Still I tried to gather available data from the website and the daily business reports.


15


7 CHAPTER TWO 7.1 HOTEL INDUSTRY IN NEPAL AND INDUCTION OF TIBET INTERNATIONAL It was only the five decades back that the hotel building concept has been started. The "Himalayan inn" and "The Paras Inn" was considered as the first hotel establish in Nepal in 1950 and 1951. The credit full goes to Mr. Nara Samsher Rana, for the first time invited foreign hotel expert Mr. Mandis for managing and training his staffs as well as hotel at his own palace, where staff college in currently operating. Despite the certain factors, the hotel remained closed after one year and Mr. Mandis joined to hotel show views, which was located at Lazimpat. It was in 1954 A.D., Mr. Boritch Lissanevitch the Russian master chef was invited to organize a banquet party for the 160 royal invitees during the coronation of late King Mahendra Shah. Mr. Boritch was requested to stay in Nepal and help to promote and organize hotel and tourism industry by the king in the same year, first tourist standard hotel named "Hotel Royal" located at the Bahadur Bhawan, Kantipath, was introduced with the assistance of Mr. Boritch by the year 1958, hotels like: - Coronation, Hotel Green View, Hotel Emporer, Hotel Panarama etc. were established. The Hotel Royal got closed at 1960, and Mr. Boritch started a restaurant called "Yak & Yeti" at Lal Durbar, which later converted into "Hotel Yak & Yeti". In the year 1964, the first four star hotel of Nepal named "Hotel Shankar", located at Lazimpat was established. In the same year after 9 months, "Hotel Del' Annapurna", located at the Durbar Marg has been established, which was the first five star hotel in Nepal whereas "Hotel Soaltee" was the second five star hotel in Nepal, located at Tahachal, introduced in the year 1966. Realizing the organizational needs and the promotion of hotel, Hotel Association of Nepal (HAN) has been established in 1967. In the year 1972, "Hotel Blue Star" has been established, located at Thapathali, Kathmandu. Slowly and gradually, with the increase in the number of tourists visiting Nepal has created a new dimension in the field of hotel industry. By the end of 2008, there were almost 9 five star hotels, more than 20 four star and three star hotels and more than 100s of tourist standard hotels, located inside and outside the valley. History of Hotel Tibet International May 2008 : Debut of Tibet International June 2009 : They started their own construction to develop as a Boutique hotel November 2010: The director body recruit the management body of Tibet International March 2011 : Initial staffing requirements was completed April 2011 : Started the training program for the executives as well as for the staffs September 2011 : It has been soft open Figure: Tibet International operation timeline



16

7.2 COMPANY PROFILE & LITERATURE REVIEW: HOTEL TIBET INTERNATIONAL

Picture: Exterior of Tibet International As mentioned in their website; HOTEL TIBET INTERNATIONAL a Tibetan concept boutique hotel takes its inspiration from the Tibetan architecture. For those seeking privileged location, captivating luxury, tailor made services, elegance and an overall enchanting experience, Hotel Tibet International is the ideal destination. Just as the deep blue sky changes color, from moment to moment, in the Cycladic light, Hotel Tibet International, with its unique location, acknowledged as one of the best boutique hotels, proffers its guests, a true enchantment of the senses. The sense of escapism that is experienced in this Boutique Hotel in Nepal is enhanced by Tibetan architectural buildings. Hotel befits all that is extravagant and indulgent. Discrete, bespoke and personalized service is what makes a great hotel. The personalization has evolved from the size of this Boutique Hotel, where dedication to service is one of the cornerstones of our philosophy. With 68 rooms, this property contains all the amenities and services you would expect from a 4.5-star hotel. All rooms have in room safe, ironing board, internet access – wireless as well as other amenities. Restaurant, meeting facilities, laundry service/dry cleaning are some of the extra comforts you'll find at this Kathmandu hotel. The hotel provides superior


17


recreational and leisure facilities including garden, massage, and meditation. Guests seeking that perfect blend of attentive care and modern convenience will find it at this lovely hotel. A 1-minute walk from the UNESCO World Heritage Site of Boudhanath Stupa in Kathmandu. And merely 10-minutes’ drive from Pashupatinath Temple and Tribhuvan International Airport. Hotel Tibet International provides pampering spa treatments. Its modern boutique rooms are decorated with Tibetan fabrics and old photographs. Fitted with wooden flooring, all air-conditioned rooms come with a flat-screen TV, personal safe and tea/coffee making facilities. All the rooms have a minibar. En suite bathrooms have hot-water showers. At Shambhala Spa, guests can enjoy a relaxing Tibetan massage, do a manicure or get a facial. There is also a meditation room and a Tibetan carpet showroom. Day trips can also be arranged at the tour desk. Shangri La Kitchen serves authentic Tibetan and Indian cuisines, with a hint of Continental flavors. Private dining rooms with karaoke sets are also available. Delicious tea-based drinks are offered at Shambhala Tea Garden. Year of Established 2010 Type of Hotel Boutique Address P.O.Box 908, Boudhanath Road Boudha, Kathmandu, Nepal Telephone + 977-1- 4488188/ 4467746/ 4467741 Fax +977 -01- 4487963 E-Mail [email protected] Web http://www.hoteltibetintl.com.np Transport Airport – 4 Km, (10 Minutes By Car) Accommodation 68 Guest Rooms Location City‘s nearest hotel from Boudhanath as well as closest from TIA Figure: Tibet International at a Glance 7-stories high edifice of classic stature structured for 68 luxuriously furnished guest rooms and suites, including the exclusive club floors with its private VIP lounge. Each room is equipped with central air-conditioning, satellite television, International Direct Dialing, mini bar and an electronic safe. Tibet International boasts on running the first Tibet Boutique Hotel in Nepal, Shangri-La Restaurant, offering international multi-cuisine delights and three meals per day. There is also a terrace Norbulinka cafe´, Yak Bar, which caters a wide selection of light and mouthwatering delicacies. Recently, the hotel launched a café named ’Akama’ opposite lobby which serves the best hot and cold drinks.



18

Apart from the restaurants, the hotel also caters many events in its elegant Celebration Hall and six other luxurious banquet and event venues. One of the biggest authentic Thai rejuvenation facilities in the country, Shambhala Spa, is also part of Tibet International. And as business and luxury travelers constitute most of its hotel occupants, Tibet International ensures its guests the convenience of a fully equipped Business Center and car services. 7.3 HOTEL TIBET INTERNATIONAL: MISSION AND VISION 7.3.1 Mission: The Tibet International mission is to exceed the expectations of their guests. Inspire their associates and provide superior financial results to those who entrust with managing their assets 7.3.2 Vision: Vision of Tibet International is to be a world class and renowned hotel by its service excellence and product quality. 7.4 DEPARTMENTS IN TIBET INTERNATIONAL Tibet International is a classic Tibetan Boutique Hotel. Within four years of its operation, it gets much popularity from various types of guest for its excellent service and guest friendly ambiance. This hotel has been operated consisting of its ten important departments. These Department‘s brief list is given below: Front Office Department Purchase and Store Department Food and Beverage Service/Production Department Security Department IT Department Finance and Accounting Department Maintenance Department Sales and Marketing Department Housekeeping Department Human Resources Department Figure: Departments of Tibet International


19


7.5 DIFFERENT SERVICES AT TIBET INTERNATIONAL 7.5.1 Accommodation Facilities: Each of our 68 guest rooms and suites has been immaculately decorated with complete attention to the comfort of guests. They offer numerous categories of rooms to ensure that they may cater to the individual needs of their valued guests. The following facilities are included in rooms: Central Air-Conditioning Satellite Cable Television Bathrobe &Hairdryer International Direct Dialing Mini Bar Electronic Safe 24-Hours Room Services Laundry Services Room Type Rate* Tibetan Boutique Room USD 200 ++ Tibetan Boutique Suite Room USD 300 ++ Tibetan Executive Suite Room USD 450 ++ Figure: Tariff of Tibet International 7.5.2 Dining Facilities:

Shangri-La Kitchen Norbulinka Breakfast Terrace Yak Bar Café Akama Shambhala Tea Garden Executive Lounge Shangri-La Dining 7.5.3 Featured Service:

Tour Desk Business Centre Shambhala Spa Carpet Showroom Meditation Centre Meeting and Event Facilities:



20

7.6 FACILITIES IN HOTEL TIBET INTERNATIONAL

Figure: Facilities in Hotel Tibet International


21


7.7 LOCATION OF HOTEL TIBET INTERNATIONAL Tibet International Kathmandu is located in Boudha just ten minutes away from the Tribhuvan International Airport and 2 minutes away from the Boudhanath Stupa. It is surrounded by manicured gardens and with views of the mountain ranges; the Tibet International offers a boutique atmosphere for both business and leisure travelers. It is just 20 minutes’ drive from the Thamel (tourist hub of Nepal); 10 minutes from Pashupatinath Temple (Holy temple for Hindus) and most of the tourist attractions of Kathmandu can be visited within a day trip.

Figure: Map of Hotel Tibet International



22

8 CHAPTER THREE

8.1 INTERNSHIP ACTIVITIES It was 9 months long internship program. Unlike other organizations, Tibet International was pre-prepared about my arrival. The internship-training modules from all departments were prepared by the head of the organizations. So I went through a process of learning bookish knowledge and see how that works in the real life. First 2 Months The first two months of my internship period I attended classes under Food and Beverage Manager Mr. Sunil Kapali who tried to illustrate their learning from experiences toward me. I learned the organizational hierarchy of Food and Beverage department and the roles they play. Here I was taken to the Shangri-La restaurant to see the real food and beverage operation. I did mise en place‘, observed the how skillfully managers handle guests and lead staffs. I had a tour to different outlets of food and beverage department. Manager provided me hard copy of training module to learn at home. I learned different crucial challenges the food and beverage department has to go through during daily operations and how to handle problems. Second 2 Months This week was induction into the hotel Front Office for the first time. I learned how to deal with guest check-in and check-out. Their software was custom made but still the concept was same. Since the front office connects all the departments letting them know guest requirements, the woks of the front desk employees are not that easy as it seems. I gathered the knowledge on property management system, reservation and wake up calls. I learned the telephone skills of the receptionist; how to take reservation and accommodate guest properly. I learned about processing guest check out system, change payment and night auditing activities. How to arrange the guest bills in their folders and handling communication with the concierge and security department. Third 2 Months For this period, I worked in the Main kitchen and Satellite kitchen. It was not about mastering the skills. Goal was to know operations and to find out what go wrong and take necessary steps as a manager. Fourth 2 Months These two months was my induction into the Housekeeping Department. Here I learned the hierarchy of this department. I learned how to make beds and how fast we need to prepare check in rooms and layouts. I leaned about the cleaning components and their use. I learned about relationship between Housekeeping Department and other departments. Delivering guest room supplies and how to prepare room attendants checklist. As I worked, I found that the work of this department is more tiring than other departments being


23


mostly physical. Work of this department is more sensitive than other since the guest interaction is greater than other departments. Final 1 Month This was the period to specialize in one department and I choose Front Office Department where I get further knowledge of operation of Front Office. The total nine months period was surprisingly interesting and enjoyable. The attitude of the Tibet Internationals’ team toward me was unforgettable and I learned a lot from them. 8.2 DISCUSSIONS, ANALYSIS AND FINDINGS My internship at Tibet International included induction into four core departments: Food and Beverage Service Department, Food and Beverage Production Department, Front Office Department and Housekeeping Department. I gathered knowledge and collected data from each of these department. I want to present the discussions, analysis and findings differently.



24

9 CHAPTER FOUR

9.1 FOOD AND BEVERAGE DEPARTMENT Hospitality industry is the most diverse and widely spread lucrative industry in the world. It is certainly the largest employing millions of people in a bewildering array of jobs around the globe. Sectors range from the glamorous five-star resort to the less fashionable, but arguably more specialized, institutional areas such as hospitals, industrial outfits, schools and colleges. Yet of these many different sectors, catering has to be the most challenging. Whatever the size of the catering operation, the variety of opportunities available is endless. The food and beverage operation starts from purchasing and receiving the product that will be used to prepare food and finished beverages and ends at serving and service process. The food services industry encompasses those places, institutions and companies that provide meals eaten away from home. This industry includes restaurant, school and hospital cafeteria, catering operation and many other formats, including “on-premise” and “off-premise” catering Catering is the multifaceted segment of the food service industry. There is a niche for all types of catering business within in the segment of catering. The food service industry is generally divided into 3 categories; 1. Commercial segment 2. Non-commercial segment 3. Military segment Catering management may be defined as the task of planning, organizing, controlling and executing. It is the process of providing good quality of food with hygiene, yet profitable price. These activities work together to meet and exceed the customer’s perception of value for his money. 9.1.1 Types of Catering Establishment Various catering establishment are categorized by the nature of the demands they meet. The following are some of the catering establishment. 9.1.1.1 Restaurant A restaurant is the place where the food are cooked and served in a complete manner as per the wish of the guest, where restaurant provides wide range of cuisine along with the liquor facility. As to increase their revenue they provide amenities to the table to attract the guest; which will ultimately bring the revenue to their restaurant. 9.1.1.2 Transport Catering The food provided while, after the journey in the train, bus, airplane etc. maybe also refers to transport catering. These services may also be utilized by the general public, who are in the vicinity of a transport catering unit. The major forms of modern day transport catering are catering are airline-catering, railways catering, ship catering and surface catering in coaches or busses which operates on long distance routes.


25


9.1.1.3 Airline Catering Catering to airlines passengers on board the air craft, as well as at airport terminals is termed as airline catering. Modern airport have a variety of food and beverage outlets to cater to the increasing number of air passengers. Catering to passengers en route is normally contracted out to a flight catering unit of a reputed hotel or to a catering contractor or to the catering unit operated by the airlines itself as an independent entity. 9.1.1.4 Railway Catering Catering to railway passengers both during the journey as well as during halts at different railway stations is called railway catering. Travelling by train for long distance can be very tiring; hence a constant supply of variety of refreshment choices helps to make the journey less tedious. On-board meal services are also provided on long distance trains. 9.1.1.5 Ship Catering Ship catering is catering to cargo crew and passenger ship passengers. Ships have kitchens and restaurant on board. The quality of service and facilities offered depends on the class of the ship and the price the passengers are willing to pay. There are cruises to suit every pocket. They range from room service and cocktail bars to specialty dining restaurant 9.1.1.6 Surface Catering Catering to passenger traveling by surface transport such as buses and private vehicles is called surface catering. These eating establishments are normally located around a bus terminus or on high ways. They may be either government run restaurant, or privately owned establishments. Of late there has been a growing popularity of Punjabi style eateries called dhabas on the highways. 9.1.2 Relation between Catering and Other Industries Food is the sustainer of life regardless of whether they belong to animal kingdom or plant kingdom. All living beings consume food as they come in nature. Subsequently they may be converting the raw natural food into usable form on their own. This transformation never involves the art and science of cooking, which is a specialty of human being alone. Importance of food for the human beings is amply, accurate and appropriately stated in the following age old saying: “hungry man is an angry man” and “even the army marches on stomach” where stomach implies food employment of largest number of people in the world in general terms and in commercial terms is in food preparation and servicing. Roughly half the world population (women) is actively engaged in the art and science of food production and then along comes reproduction. Food production, simply stated, is the transformation of raw food material into palatable, appetizing and easily palatable tasty food. Unlike all other living organism man has to buy food by paying money. Where does the money come from? It comes only from industries. Any industry in the world has the primary objection of making money. Money so generated by the industrial activity is shared between the employer and the employee, however disproportionate it may be. Money so shared is used to take care of three important objective; food, clothing, residence. Whatever left after meeting these primary objectives may go towards acquiring wealth. As clearly stated above, food is the very basis of existence or survival. To buy food, men need money. The money must come from industry, all of which have the primary objective of making money and share with those who help



26

generate it. Since the raw food need to be transformed into palatable food fit for consumption which is achieved, as already stated, through general cooking or commercial cooking. Therefore, there is no industry in the world which is not directly or indirectly, one way or the other, related to the food industry. Commercial food industry or the catering industry is the only industry that provides food, at a price, away from home. Various types of catering service available would include general or specialty services such as transport catering, welfare catering, industrial catering etc. 9.1.3 Restaurant A restaurant is a retail establishment that serves prepared food to customers. Service is generally for eating on premise, through the term has been including take-out establishment and food delivery services. The term covers many types of venues and a diversity of styles of cuisine and service. Restaurants are something a feature of large complex, typically a hotel, where the dinning amenities are provided for the convenience of resident and, of course, for the hotel with singular objectives to maximize their potential revenue. Such restaurant is often also open to non-resident. Restaurant range from unpretentious lunching or dining place catering to people working nearby, with simple food and fixed menu served in simple sitting with low menu prices, to expensive establishment serving specialty food and wine in a formal setting. In the former case, customer usually wears casual clothing, semi-formal, or even in a rare cases formal wear. Typically, customers sit at tables; their orders are taken by a waiter, who brings the food when it is ready, and the customer pay for bill before leaving. In class or porch restaurant there will be a host or hostess or even a maître d’hôtel to welcome customers and to seat them. Others staffs waiting on customers includes busboys and sommeliers. 9.1.3.1 Types of Restaurant Restaurant often specializes in certain types of food or presents a certain unifying, and often entertaining, theme. For example, there are seafood restaurants, vegetarian restaurant or ethic restaurant. Generally speaking, restaurant selling “local” food are simply called restaurant, while restaurant selling food for foreign origin are called accordingly, for examples, a Chinese restaurant and a French restaurant. Depending on local customs and the policy of the establishment, restaurant may or may not serve alcoholic sale laws; such is considered to be activity for bars, which are meant to have more severe restrictions. Some restaurants are licensed to serve alcohol and or permit customers to bring your own alcohol. 9.1.3.1.1 Cafeteria In some establishment, a few items such as steaks may be ordered specially prepared or is given a number and they are brought to the table. Beverage may be filled from self-service dispensers or ordered from the attendants. At the end of the line a cashier rings up the purchases. At some self-services cafeterias, purchases are priced by weight, rather than by individual item. 9.1.3.1.2 Fast-Food Restaurant Fast food restaurant emphasis speed of service and low cost over all other considerations, a common feature of newer fast food restaurant that distinguishes them from traditional


27


cafeteria is a lack of cutlery or crockery; the customer is expected to eat the food directly from the disposable container it was served in using their figures. As like Macdonald, burger king, subway, etc. are fast food restaurant. 9.1.3.1.3 Casual Restaurants A casual dining restaurant is a restaurant that serves moderately-priced food in a casual atmosphere. Except for buffet style restaurant, casual dining restaurant typically provide table service. Casual dining comprises of a market segment between fast food establishment and fine dining restaurant. 9.1.4 Cost Control in F&B Department The managerial function of control is the measurement and correction of the performance in or adder to make sure that the enterprises objective and plan devised to attain tem are accomplished. It is thus the function whereby every manager makes sure that what is done will be what is intended. In an undertaking control consists in verifying whether everything occurs in confirmation with the plans adopted as per the instruction issued and principle established. It has the objective to point out weakness and errors in order to rectify and prevent reoccurrences. It operates on everything, people and action. The word control is not indeed to imply manipulation of workers rather it has the connotation of management information system. Management job is to make decision and rational decision can only be made with appropriate information. Management needs information about cost of food and beverage, inventory levels, cost of overheads and labor cost. Only an appropriate information system can help in taking right and effective decisions. 9.1.4.1 Definition of Cost Control Control means to direct something in the direction it is intended to go. Henry Fayal considered control as an aspect of administration. Fayal defined control as “seeing that every –thing being carried out exercising or asserting authority in accordance with the plan which has been adopted, the orders which have been given and the principles which have been laid down”. Further Fayal list control in administration duties as: 9.1.4.1.1 Establish standards of accountability Standards are targets against which performance can be measured. Realistic standards in respect of various business activities should be established. These standards should form the basis against which result can be compared. Standards can be established in term of: Standards Cost standards Capital standards Physical Revenue standards Intangible standards (hygiene) 9.1.4.1.2 Measuring the work in progress Through reports and personal observation we measure the actual work achieved. This will include keeping records as daily or weekly food cost report, sales records, consumption reports and other relevant reports.



28

9.1.4.1.3 Inter presenting results This involves comparison of actual result against established standards or comparison with previous trading period figures and also identification of discrepancies and why they have occurred. 9.1.4.1.4 Taking corrective action Unless remedial measures are taken to correct the short coming, control will lose it value. The manager should issue proper instruction and guide the staff to achieve the targets. The operations need to be checked and controlled to avoid resurrection of errors and pilferage. 9.1.4.2 Requirement of Adequate Control System

Control must reflect the nature and the need of the activity Control must report deviations promptly Control must be flexible Control must be economical Control must be simple (easily understandable) Control must reflect organization patterns Control must assure corrective action The purpose of control is to protect the financial structure of the undertaking. Its watchful eye should be able to see everything and ever where. It deals with the day to day business, produce data on revenue, expenditure and ensure that all the transitions are under proper supervision. Money spent upon control must be looked upon as good investment and should assure return. The fact there is control and business done is being checked provides a safe guard. Future- more the psychological effect of control is always very strong. In additional there is more responsibilities on all owners and executives to eliminate or at least reduce to an absolute minimum all scope for pilferage by employees. 9.1.4.3 Objective of Control

Performance and quality can be standardized. The written procedures for such things as recipes for food and beverage production performance can be standardized and quality controlled. Assets can be safe guarded Proper forms, records and control can sage guard assets as cash or inventory from theft, wastages and misuse. Performance can be measured Key indicators as food cost percentage, beverage cost percentage, inventory turnover rate and sales analysis can be invaluable measuring devices. Planning can be made easier Historical records of food and beverage cost, records of guest preference can help in planning. The present day value in cash of food and beverage is so high that it is imperative that an efficient system of internal control be installed and permanently maintained to ensure that the maximum return is received from all commodities sols and service rendered. Internal control is important and quite effective but it is not at all. In addition to


29


its external information should be given due consideration in keeping with the ultimate goals of an undertaking. There are two areas of external information that must be not be ignored by the management. The extent of control is contingent upon the size of the establishment. Generally speaking, some measure of control is essential in most establishments. Size, importance and background of the establishment will largely determine the system and manner in which it is to be operated. It should be noted that any system devised must suit the requirement of the business and not business be suited to the system. Once installed, the system must work continuously to its fullest capacity. These must never be any slackness in the part of the controller because staffs are only too quick to notice loop holes and take the advantage of them. Information that would be valuable to those who are in a position to take action to correct or improve a situation should be promptly communicated. If management is provided with a daily food cost figure by F&B controller office, then this figure should be made available to the chef and F&B manager, as they are responsible to meet the food cost goal. Encourage pride in the job and a proper sense of responsibility. The aim of control is not to single out fiddlers but to regulate efficiency and assist all concerned in doing a real job. The control staff and the service staff are not regarded as belonging to the two rivals groups but as a measure team.



30

9.1.5 Duties and Responsibility of Food and Beverage Staff Like other hotels, the food and beverage director controls the Food and Beverage Department of Tibet International. Food and Beverage Manager then finds restaurant manager, banquet manager and the executive chef working for him to manage the department. Then the other people in the hierarchy have their role in this department including other chefs, cooks and waiters. As I noticed, despite the small extant of the people on job are fit for getting works done. Organization chart is modified as per their requirement and activities. We need to find out what roles different personnel of this department are required to perform: 9.1.5.1 Food and Beverage Director: The food and beverage director is in charge of a hotel's food service operations, including any stand-alone restaurants within the hotel property. This position often demands an experienced restaurant leader, who may be the sole manager at a smaller hotel, or who might oversee a number of managers at a larger one. 1) Quality Control The most important job of the food and beverage director making sure that all guests have good experiences with the hotel's food service, whether eating at the restaurant, ordering room service or having a special event catered by the establishment. The director is responsible for restaurant personnel following recipes precisely, ensuring quality meals and proper portions, for instance. He is also responsible for personnel following health and safety rules and regulations, ensuring both the well-being of guests and that the hotel is in compliance with the law. 2) Inventory The food and beverage director is also in charge of maintaining proper inventory to ensure the restaurant can fulfill all of its orders. This includes estimating the need for ingredients and ordering the appropriate amounts. This also ties in with the need to ensure quality standards, as too much or too little of a particular ingredient can create inventory issues. The director may also have overall budgetary responsibilities for the food and beverage program, which include non-food items such as dishes and chairs. 3) Scheduling The food and beverage director is also in charge of maintaining the restaurant staff, both in terms of scheduling and in terms of training. This includes hiring the best applicants, teaching them what they need to know to keep turnover to a minimum, placing the right number of people on each shift in the right positions and even firing them, when necessary. As with food inventory, the director must keep the overall budget in mind, as well as day-to-day operations, when dealing with personnel. 4) Intangibles Finally, the food and beverage director must serve as the face of the hotel's food service. Thus, she may be called upon to represent the hotel to customers, whether dealing with an unhappy guest's complaint or "making the rounds" of the dining room in formal dress to survey customer satisfaction. The director may even play a role in such front-of-house elements as the menu design and choice of flatware, or even appear in marketing brochures or advertisements. All of this demands both poise and strong communication skills from the director.


31


9.1.5.2 Food and Beverage Manager The food and beverage manager is the head of the food and beverage service department, and is responsible for its administrative and operational work. Food and Beverage Managers direct, plan and control all aspects of food and beverage services. Food and Beverage Managers require excellent sales and customer service skills, proven human resource management skills, and good communication and leadership skills. Desired knowledge for this position includes knowledge of the products, services, sector, industry and local area, and knowledge of relevant legislation and regulations, as well. Hence it is said that food and beverage manager is a Jack-of-all-trades, as the job covers a wide variety of duties. In general, food and beverage manager is responsible for: 1) Budgeting The food and beverage manager is responsible for preparing the budget for the department. He should ensure that each outlet in the department achieves the estimated profit margins. 2) Compiling New Menus and Wine Lists In consultation with the chef, and based on the availability of ingredients and prevailing trends, the food and beverage manager should update and if necessary, compile new menus. New and updated wine lists should also be introduced regularly. 3) Quality Control The food and beverage manager should ensure quality control in terms of efficiency in all service areas, by ascertaining that the staffs are adequately trained in keeping with the standards of the unit. 4) Manpower Development The food and beverage manager is responsible for recruitment, promotions, transfers and dismissals in the department. He should hold regular meetings with section heads, to ensure that both routine as well as projected activities of the department go on as planned. He must also give training, motivate and effectively control staff. 9.1.5.3 Restaurant Manager Restaurant Manager is responsible for directing and supervising all activities pertaining to employee relation, food production, sanitation, guest service and operating profits. The restaurant manager is either the coffee shop manager, bar manager or the specialist restaurant manager. The restaurant manager reports directly to the food and beverage manager and has overall responsibility for the organization and administration of a particular outlet or a section of the food and beverage service department. The restaurant manager's job includes: Setting and monitoring the standards of service in the outlets. Administrative duties such as setting duty charts, granting leave, monitoring staff positions, recommending staff promotions and handling issues relating to discipline. Training the staff by conducting a daily briefing in the outlet. Playing a vital role in public relations, meeting guests in the outlets and attending to guest complaints, if any. Formulating the sales and expenditure budget for the outlet. Planning food festivals to increase the revenue and organizing advertisement campaign of the outlet along with the chef and the food and beverage manager.



32

9.1.5.4 Banquet Manager The banquet manager supervises the banquet operations, sets up break-down service according to the standards established by the hotel. Banquet Manager Co-ordinates the banquet service in conjunction with other departments involved and prepares weekly schedules for the banquet personnel. From the time the bookings are done till the guest settles the bill, the banquet manager is in charge of all aspects of banquet and conference operations. He supervises the work of the banquet sales assistants, who do the banquet bookings and the captains and waiters who perform the food and beverage service activities under his guidance. He is responsible for organizing everything right down to the finest detail. The banquet manager projects the budget of the banquets, and works in close coordination with the chef in preparing menus. He is responsible for making an inventory of all the banquet equipment and maintaining a balance between revenue and expenditure. Banquet managers may also be designated as assistant managers in the food and beverage service department.


33


9.1.6 Food and Beverage Department of Hotel Tibet International (Hierarchy)

Figure: F&B Division Hierarchy of Hotel Tibet International Staff organization is basically concerned with matters such as the decisions of tasks within the restaurant, position of responsibility and authority and the relationship between them. It helps in introducing the concept of span of control, level of management and delegation of power and responsibilities. The typical organization chart of the Tibet International is

F & B Director

F & B Manager

Restaurant Manager

Restaurant Captian

Assistant Captian

Senior Waiter

Waiter/Waitress

Trainees

Cashier

Assistant Cashier

Restaurant Hostess Room Service Supervisor

Order Taker

Room Service Waiter/Waitress

Bus Boy

Bar Captain

Bar Man

Trainees

Banquet Manager

Assistant Banquet Manager

Banquet Supervisor

Banquet Captian

Waiter/Waitress

Apprentices

Banquet Chef

Chef de Partie

Demi Chef de Partie

Commis III

Commis II

Commis I

Trainees

Executive Chef

Sous-Chef

Chef de Partie

Demi Chef de Partie

Commis III

Commis II

Commis I

Trainees

Pastry Chef

Assistant Pastry Chef

Baker

Trainee

Executive Kitchen Steward

Assistant Kitchen Steward

Kitchen Steward

Apprentices

F & B Controller



34

shown in the figure. However smaller organization may combine a number of responsibilities according to the needs of the particular facility. 9.1.7 Segments of Food and Beverage Department of Tibet International

Figure: Food and beverage department segments of Tibet Int’l As you can see here there are 10 different segments that the food and beverage department has to look after in Tibet International. 1. Main Kitchen (Level 2) 2. Satellite Kitchen (Level 6) 3. Shangri-La Kitchen (Level 2) 4. Shangri-La Dining (Level 3) 5. Executive Lounge (Level 6) 6. Norbulinka Breakfast Terrace (Rooftop) 7. Café Akama (Ground Floor) 8. Banquet service (Level 3) 9. Shambhala Tea Garden (Courtyard) 10. Room service The people in the higher chain of authority handle the unexpected troubles and people working in different segments try to hold up the quality of the service as a team. This department seemed different from other departments I worked in and I had great pleasure working in this department. Director Mr. Ahmed was friendly and proved himself a great leader with his skills as director and behavior as a leader. Now, let us have a tour around their 8 different F&B outlets. 9.1.8 Food and Beverage Production: Cooking is the act of preparing food for eaten by the application of heat. It encompasses a vast range of method, tools and combination of ingredients to alter the flavor or digestibility of food. It is the process of selecting, measuring and combining of ingredients in an order procedure in an effort to achieve the desired result. Factors affecting the final outcome include the variability of ingredient, ambient conditions, tools, and the skill of the individuals doing the actual cooking.

Main Kitchen Shangri-La Kitchen Shangri-La Dining

Satellite Kitchen Executive Lounge Norbulinka Breakfast Terrace

Café Agenuru Shambhala Tea Garden Banquet & Room service


35


Cooking is an art. It is linked with the dietary habits and cultural pattern of people. The intention of cooking is to see that the food cooked undergoes a physical and a chemical change at the end result is edible acceptable. Applying heat to a food usually, though not always, chemically transforms it, thus changing its flavor, texture, consistency, appearance, and nutritional properties. A kitchen is the place where different types of food is prepared, processed and cooked for customer service. In a hotel a specific place is used for food preparation and is known as kitchen. The word kitchen comes from the French word "Cuisine" which means art of cooking or food preparation in the kitchen. Purpose of the kitchen organization is to provide the right quality food at the right quantity and at the right time for the required number of people by using staff, equipment’s and materials effectively. The kitchen is one of the most important parts of hotel establishment. So, kitchen is also called as the heart of the hotel. Kitchen has to produce the right quantity and quality of foodstuffs. Therefore, a good chef needs skill, patience, and creativity to make food appealing. A kitchen executive is responsible for the organizational and arrangement of the kitchen, heads this department. The chef is assisted by sous chef. A chef de parties works under the guidance of the sous chef and is in charge of the section 9.1.8.1 Culinary Art It is the art of cooking. The word “culinary” is defined as something related to or connected with cooking or kitchen. A culinary is a person working in the culinary art. A person working in restaurant is commonly is known as a cook or a chef. Culinary artist are responsible for skillfully preparing meals that are as pleasing to the plate as to the eye. Increasingly they are required to have knowledge of the science of food and an understanding of diet and nutrition. They work primarily in restaurant, fast food franchise, delicatessens, hospitals and other institution and corporation. Kitchen conditions vary depending on the type of business, restaurant, nursing home etc. 9.1.8.2 Careers in Culinary Arts The culinary art profession is made up of people who work directly or indirectly in the preparation and service of food items in the public or private sectors. They work in the range of establishment including, but not limited to hotels, full- service restaurant, private clubs, corporate dining, institutional catering, catering, and home meal replacement. With the increased demands of the consumers for nutrition, quality, sophistication in all parts of the culinary industry, today’s culinary professional needs to be well trained and prepared to meet the consumer’s demands. 9.1.8.3 Kitchen Organization The staff in the kitchen have to be sharp at their profession, where it can be rush while preparing the food for large number of people at a short time. Where guest can come in the restaurant at sudden time, where the kitchen staff have to be sharp and able to produce food at any given short time. The size of the kitchen staff is determined equally by the number of meals the restaurant commonly serves and how extensive the menu is. Brigade de cuisine is a system of hierarchy found in restaurant and hotels in France that employ extensive staff and are commonly referred to as kitchen staff in English speaking



36

countries. The structured team system delegates responsibility to different individuals that specialize in certain tasks. 9.1.8.4 Duties and Responsibility of Kitchen Staff 9.1.8.4.1 Executive Chef The executive chef is in charge of the kitchen, menu related and all the food belonging thing. Where he/ she is responsibility of the standard, quality, hygiene of the hotel/ restaurant food. They can also refer to as the “chef” or “head chef”. Although “head chef” may seem redundant, the word “chef” has come to be applied to any cook, kitchen helper or fast food operator, making the distinction necessary. Responsibilities: Full supervision of kitchen brigade Kitchen staff recruitment and training Menu planning Supervision of inventory and stock control Maintaining budgetary target Supervision of health &safety (HACCP) 9.1.8.4.2 Sous Chef The sous-chef de cuisine is the direct assistant of the executive chef and is second in command. He may be responsibility for scheduling, and filling in for the executive chef when he or she is off-duty. The sous chef will also fill in for the assist the chef de parties when needed. Smaller operation may not have a sous chef, while large operation may have multiple. The term “sous-chef” is pronounced like “sous-chef”. Some sous chefs act as expenditure. This means that they serve as the liaison between the restaurant customer and its line cooks. They deal with complaints regarding food quality. They also are in charge of coordinating cooking so that the wait staff delivers all food to the customers in a timely fashion and so that everyone sitting at a table is served at the same time. Responsibility of sous chef: Supervising the kitchen staff Preparing and cooking meals to order Demonstrating cooking technique and proper equipment usages to kitchen staff Some menu planning Some ordering of food and kitchen supplies. 9.1.8.5 Various Kitchen of Tibet International 9.1.8.5.1 Main Kitchen:- This kitchen is mainly responsible to prepare food for the Shangri-La Kitchen and also for the room service and Yak bar as per the order. It provides all the continental items for the coffee shop to be laid on the buffet. This kitchen prepares continental, oriental, Indian cuisine .Mainly a la carte menu is served from this kitchen for the lunch and dinner. Fast food items like sandwich, burger etc. are catered by it to banquet function. The snacks required for Yak bar is provided by the Main kitchen. It also provides continental food for the room service too. This kitchen is also known as bulk kitchen and is responsible for preparing food for Banquet functions.


37


9.1.8.5.2 Pantry:- Pantry is also known as Grade Manger which means cold kitchen. Pantry produces cold items such as cold sauces, salad, sandwich, canapés, dressings; etc. It provides seasonal fruits for room service. Carved fruits are prepared by pantry in banquet function so that it looks eye appealing; as well pantry lays live salad bar during banquet parties where the pantry chef shows a high level of craftsmanship on the making of salad. Some famous salads are: Greek salad, Waldron salad, slim & trim salad, cherry tomato salad, beetroot salad, mustard potato salad etc. 9.1.8.5.3 Butchery:- Butchery section of the hotel should provide all types and all cuts of meat according to the order of the entire kitchen. Butchery section should make the raw meat into desired cut, considering shape and size, pack it, store it in right temperature and provide to the entire kitchen according to order. 9.1.8.5.4 Bakery:- This kitchen is responsible to prepare the bakery items like cookies, pastries, cakes etc. It provided items like muffins, Danish, croissant, doughnut, rolls etc. For the breakfast in the garden terrace kitchen. All the bakery items that are displayed in the patisserie are also prepared by the bakery. It also provides room service with the bread rolls and the cookies. 9.1.8.5.5 Satellite Kitchen:- This kitchen provides the breakfast item for the Norbulinka Breakfast Terrace and also handles the at site kitchen during the busy hours. Food for Executive Lounge and Shangri-La Dinning is supplied from here. Food are prepared here include Continental, Tibetan, Indian, Nepalese cuisine.

Picture: Food Prepared on Main Kitchen Kitchen facilities of any hotels are very important to be efficient. The large bulk of food preparation and delivery requires the kitchen to be proper for many chefs and assistants



38

working together and getting job done in time. So the kitchen designing is important first to make the kitchen functional and make it easier for the people to work fast and work efficient. The designing is scientific keeping in mind the daily operation and flow of work. Tibet Internationals’ Kitchen is designed so well that the movement of work will flow smoothly in any conditions. The pantry, store room, refrigerators everything is managed well in place and are well in conditions. Despite of being in first floor the Main Kitchen of the Hotel it is maintained so well and all credit goes to the consultant Mr. Donald Cha and the current Chef Mr. Guna Lama. Satellite Kitchen specially maintained for food preparation for Norbulinka Terrace is also maintained well. The three kitchen doors are designed to get food to the storage area, deliver food quickly to the Shangri-La restaurant just left of hand and letting the workers get to washroom without having sight of the guests. The office of executive chef and order taking office is designed to accommodate flow of decision and handle problems at hand. The three different kitchen segments Tibetan kitchen, Continental kitchen and the Indian kitchen are kept aside considering the similarity of the job. The cold kitchen and the pastry kitchen are kept aside in different places as per the convenience. Since the restaurant works require constant communication with the cold kitchen; the cold kitchen is placed as per the convenience. The dishwashing and cutlery storage area is near to the restaurant too. It supplies clean plates and cutleries quickly. So it‘s all scientific. Cleanliness and hygiene is of highest importance here too. 9.1.8.6 Task Performed

Requisition of the items to general store, cold store and provision store. Receiving of the items from general and cold store. Cleaning and re-arranging cold store. Mise-en-place and Mise-en scene. Preparing foodstuff for breakfast, lunch, dinner and parties. Prepared different items like muffins, doughnuts, rolls, breads, cookies etc. Cooking live during the banquet function like pasta, Mo: Mo, steaks, nan-roti etc. Helping seniors. Section cleaning. 9.1.8.7 Responsibilities of the Department

To provide the food to the restaurant according to the guest order. To cooperate with other restaurant in menu planning. To cooperate and coordinate with other department. To issue requisition to the store as the needed items slacken in time. To keep the kitchen environment neat, tidy and clean. To train the staff on specific topic like kitchen hygiene, food poisoning etc. To control the food cost as much as possible. To create the good working environment for its staff. To prepare good and hygiene 9.1.8.8 Kitchen Hygiene Kitchen is the area where highest number of movement occurs. Movement of staffs, equipment, prepared and unprepared food cause dirty, and pollute the kitchen area. It is


39


quite natural for the kitchen areas to be contaminated quickly proper separation should maintain between one area to another area. Following point should be considered; Regular and Continuous check of the washing areas. Proper ventilation is the most essential for the kitchen hygiene. Receiving Quality supply. Regular check of store supply Separate rotten, outdated stored from fresh. Proper store record system also helps to manage outdated food. Regular cleaning of store, refrigerator and cool room Pesticides should be sprayed regularly to control, but proper care should be taken about the food. Equipment, knives, chopping board, working tables should be clean all the times. Other equipment which are not in regular use should be checked, cleaned well maintained and serviced regular. 9.1.9 Food and Beverage Service: 9.1.9.1 Shangri-La Kitchen:

Picture: Shangri-La Kitchen Opening Hours Lunch time: 11.30 a.m. till 2.30 p.m. Dinner Time: 6.00 p.m. till 10.00 p.m. Location 1st Floor, Block A With a contemporary yet elegant Tibetan setting, the Shangri-La Restaurant is the largest restaurant here, allowing plenty of privacy to all our patrons. It comprises an a la carte menu boasting sumptuous dishes from all four hemispheres of Earth, thereby, truly



40

offering food for your every mood - and at any hour to boot! The restaurant's buffet table too is a gastronomic affair, always allowing you to eclectically satiate your palates. Another important part of the restaurant is the reception desk where most of the reservation orders are taken in and the bill is paid. The profitability and efficiency of the Shangri-La restaurant also depend on telephone skills of the receptionist. The restaurant manager of Tibet International taught us the procedure that we need to follow to prove ourselves as efficient receptionist. During any telephone conversation, hotel staff should follow the below key points: Smile even though you are on the telephone: When you smile, you automatically improve your vocal quality, and you will sound pleasant and interested. Sit or stand up straight: By sitting or standing up straight, you will be more alert and pay better attention to what is being said. Use a low voice pitch: A lower voice pitch will make you sound more mature and authoritative. Match your speaking rate to the callers: Let the caller set the tempo of the conversation. For Example, he or she may be in a hurry; In that case, you should provide information more quickly. Avoid extremes in volume: If you speak too loudly, you may sound rude or pushy. If you speak too softly, you may sound timid or uncertain. Avoid expressions such as "uh-huh" and "yeah": Such expressions make the speaker sound dull, indifferent and uninterested. Front office staffs often take phone messages for other employees or guests. Most front offices have a standard telephone message form. If you answer the phone, it’s important that you listen carefully and take accurate written notes while speaking with the caller. When you take a telephone message, be sure to get the following information: 1) Date 2) Time of the call 3) Name of the person being called 4) Callers' full name 5) Callers' department (if the call is internal) 6) Caller's company 7) Caller's time zone (only if overseas call) 8) Caller's Telephone number (and area code, if needed) 9) Message (do not abbreviate- provide a full message) Here‘s the task list used in Tibet International for the front office assistant of afternoon shift.


41


9.1.9.2 Norbulinka Breakfast Terrace

Picture: Norbulinka Breakfast Terrace Norbulinka Terrace perfect place to enjoy unconventional quality breakfast with a stunning view of Boudhanath Stupa. Light Lunches with draught beers available here. Perfect place for the Bonfire BBQ theme night dinner in the afternoon also. Opening hours 6.30 a.m. till 14.00 p.m. Location 6th Floor, A Block



42

9.1.9.3 Yak Bar

Picture: Yak Bar Yak Bar offers an array of exotic drinks, cocktails and sumptuous snacks. A perfect hangout for those who needs a break after office and are looking for a quality place to unwind in the evenings. Yak Bar is ideal for a relaxing conversation or a casual meeting. Treat yourself to the finest in tequilas, enjoy your favorite martini or sip a glass of wine while enjoying a light meal and watching your favorite sporting event. The bar also stocks an assortment of premium wines by the glass as well as a variety of domestic, imported and microbrewery beers. Opening hours 3p.m. till 10.00 p.m. daily Location 2nd Floor, Block A


43


9.1.9.4 Shambhala Tea Garden

Picture: Shambhala Tea Garden Shambhala Tea Garden offers a wide selection of fine teas where our mission is to serve our guest delicious tea-based drinks in a friendly and relaxing atmosphere. The garden is designed to present a peaceful, natural space that focuses on achieving a heightened awareness of the beauty of the present moment through the simple act of sharing a cup of tea with friends in a tranquil setting. It’s not only the tea to be enjoyed here at the Tea Garden; we also have a wide range of coffees and other smoothies. Opening Hours 3.00 pm. till 10.00 p.m. daily Location Courtyard, near Spa



44

9.1.9.5 Executive Lounge

Picture: Executive Lounge Executive Lounge exclusively for guests in suite rooms with complimentary all day snacks and non- alcoholic beverages. Indulge in fresh cookies from the cake trolley and sip a beverage while viewing the most enchanting view of Boudhanath Stupa, which is a UNESCO World Heritage. Have breakfast and dine in style. Opening Hours 6.30 a.m. till 10.00 p.m. daily Location 6th Floor, Block A


45


9.1.9.6 Shangri-La Dining

Picture: Shangri-La Dining Shangri-La Dining: perfect place for the private fine dining experience. Wearing traditional dresses according to different provinces of Tibet are the few attractions of the service. Whether it is private business discussion or luncheon meeting or friends gathering, all can be done in these 3 special cozy restaurants. All rooms are equipped with attached toilet, LCD wall televisions, direct control Air-conditions, round revolving table (face to face) and a private host. Kham: 6 persons Amdo: 8 persons Lhasa: 12-15 persons Opening Hours 3 pm. till 10.00 pm. daily Location 2nd Floor, Block A



46

9.1.10 Banquet Service:

Picture: Banquet Hall Despite the structural problem Tibet International banquet service at level 3 is envious for other hotels. It holds numerous parties and programs at different times of the year. There are two different parts of the Banquet hall. So it‘s possible to hold two different programs at a time. The banquet hall is decorated as required. 9.1.11 Room Service: Room service is another important part for the food and beverage department. As I showed in the kitchen design, the room service order-taking department must always be aware of the orders placed by the guests. It is found that many guests select hotels depending on the efficiency and effort from the room service. Although most of the room services are at the hand of the housekeeping department, mini bar and food delivery at room are at the hand of the food and beverage department.


47


9.1.12 Standard Operating Procedures: Steps of F&B Product Control

Figure: Steps of F&B Product Control 9.1.13 Identified problems in Food and Beverage Department The identified problems that I found in the Tibet International food and beverage department are: Having problem in finding educated and proper kitchen staff Inability to employ kitchen personnel for long time, high employee turnover Lack of certification of the kitchen personnel Lack of techniques for using modern equipment

PurchasingReceivingStoringIssuingPre-preparationPreparationService



48

9.2 HOUSEKEEPING DEPARTMENT Housekeeping department is that department of hotel which is responsible for cleanliness, maintenance and aesthetic upkeep of the hotel. In a hotel the house keeping department is entrusted with the important responsibility of making the guest feel at home that his entire stay is very comfortable and looks after the cleanliness, maintenance and aesthetic upkeep of the entire hotel. Housekeeping department creates home away from home for guests. It is the eye and care of the department. The primary function of the housekeeping department is cleaning of the guest rooms, corridors and the public areas and to ensure the integrity of the original design schemes is maintained. Secondary function is the provision of uniform, F&B table linen, lost and found services, preparation of the annual budgets, control of the departmental expenses, constant research of new and more efficient cleaning procedures of, product and equipment, record keeping. The role of housekeeping department is very simple, but when it is concerned to maintain a house of several hundred rooms. A number of public areas, the tasks becomes challenging. Cleaning basically involves the removal of dust, foreign particles from the surface which could be metal floor, wood, stone, marvel etc. Various methods, chemicals and technique are used to clean various surface by housekeeping department. Cleaning materials, chemicals and techniques depend upon various factors such as:- The number of surface. The nature of soiling. The properties of cleaning material for the surface. The process should be cost effective in terms of cleaning agent. The housekeeping is the department of a hotel charged with cleaning and maintaining rooms and public spaces. From the time a guest checks-in in a hotel till he checks out, it is the housekeeping department which takes care of the guest by making his / her stay pleasant and comfortable. In general, the housekeeping crew is responsible for the daily cleaning of public rooms (lobbies, corridors, meeting rooms), private bedrooms and public washrooms. In addition, it handles the laundering of linens and in some instances, guest laundry. Housekeeping also performs a minor security function by providing a ― irst alert‖ to potential guest problems while staff undertake daily guest bedroom cleaning. The importances of housekeeping department are: a. Comfort b. Cleanliness and hygiene c. Safety and Security d. Privacy e. Décor a. Comfort: Achieve the maximum efficiency possible in the care and comfort of the guest and in providing support services for the smooth running of the hotel. Every hotel spends a lot of effort in ensuring the quality of beds, mattresses, channel music, TV, air conditioner if applicable, attached bar etc. The comforts must be regularly maintained and should be properly functioning. It atmosphere to the guest as well as strive to extend courteous, reliable and satisfactory service from staffs of all departments.


49


b. Cleaning and Hygiene Ensure a high standard of cleanliness and general upkeep in all areas. Clean and well maintained areas and equipment create a favorable impression on the guest. Hygiene is maintained especially in the wash rooms, toilets, pool changing room, health club, etc. c. Privacy The prime concern of any guest, irrespective of whether rich or poor, common man or, is privacy. Room windows are provided with curtains. Windows could normally overlook good scenic view, away from the prying eyes of other in the hotel or outside public. Housekeeping staffs ensure the privacy of the guest and they should be trained with proper procedures to enter the room. d. Safety and Security Security is one of the prime concerns of a hotel guest. The housekeeping department staffs should ensure the safety and security of the guest with the help of security services. They should also make sure that firefighting equipment and emergency alarms are functional at all times. They should also ensure peace, quiet and noise free atmosphere in the area. e. Décor Creating a pleasant and classy ambience is also one of the major concerns for a guest. This not easy and requires a good eye for detail. This work is and art and the housekeeping staff are mainly responsible for creating a pleasant atmosphere. 9.2.1 Function of Housekeeping Housekeeping department hold the responsibility of cleaning, maintenance and admirable upkeep of the hotel. The main function of housekeeping is overall cleanliness, bed making, ensuring maintenance of the building and its infrastructure, laundry, linen management, key control, pest control, safety and security of the guests as well as the infrastructure and interior decoration. All this ensure the ambience and promotes a congenial environment. The basic function of the housekeeping is explained briefly: 9.2.1.1 Cleaning Rooms and Public Areas Housekeeping department cleans the room and toilet and wash basins in the room. Apart from cleaning the guest room, housekeeping department is also responsible for cleaning floor, terrace, elevators, elevators lobbies, corridor of guest floor etc. where the houseman cleans along the all places of the hotel. Where he makes sure clean all the areas where the guest uses. 9.2.1.2 Bed Making A guest requires a comfortable bed to take the rest and relax. As to makes the guest feels comfort, the bed maker should have proper knowledge of bed making, and along who have the experience of working on particular field. Hence they can provide eye appealing to the guest. 9.2.1.3 Linen Management One of the important jobs of the housekeeping department is clothes and linen management. This involves all function from purchases of linen to laundering, storage, supplies and to condemnation. In a hotel different types of clothes and linen are used such as the bed sheets, pillow covers, napkins, towels, hand towels, table covers, curtains, cushion covers etc. All of these require regular maintenance.



50

9.2.1.4 Laundry Services It is the job of the housekeeping department to ensure clean and hygienic washing of all the linen items, and the disturbing them to different area of the hotel. The relationship between the housekeeping and laundry is significant for the smooth functioning of housekeeping services. One of the supporting roles of the laundry is to provide valet services to house guest. 9.2.1.5 Pest Control Pest control is also another major job of housekeeping department. No matter how clean one keeps the surrounding, one cannot “uninvited guests”- the pests. It is not only embarrassing but also speaks badly of a hotel where one sees rats, cockroaches, and lizards running around. Therefore, pest control is one of the primary responsibilities of the housekeeping department. 9.2.1.6 Key Control Key control is one of the major jobs in the housekeeping department. The room key has to be handled efficiently and safety before and after letting the room. 9.2.1.7 Safety and Security The housekeeping department is responsible for maintaining a peaceful atmosphere in the hotel. If the guest and staff always fear for their safety and the safety of their belongings, the atmosphere will be very tense. Hence the housekeeping department staff should be aware of ways to protect himself and other, especially the guest around and the hotel property from accident and theft. Several accidents could occur at the place of work. These include fire accident, falls, wounds, injuries, negligence in handling electrical equipment etc. It is important for all housekeeping personnel to know about first aid as they could be the first ones on the spot to give immediate attention to a guest and also an employee in trouble. 9.2.1.8 Interior Decoration Interior decoration is the art of creating pleasant atmosphere in the living room with the addition of a complex of furnishing, arts and craft, appropriately combined to achieve a planned result or design. The art and craft have to be well maintained by the housekeeping department. Decoration flowers are a creative and simulating art which often carries a message or theme. Flowers and indoor plants add colors and beauty to a room. 9.2.1.9 Room Maintenance Good housekeeping department is just as responsible for the hotel maintenance as engineering department. In an ideal environment, the housekeeping staffs and managers should act as the eyes and ears of the engineering department. If damaged or broken items are not reported, they can’t be fixed. Proper maintenance will make the perception of cleanliness easier to maintained and reduce guest complaints.


51


9.2.2 Organization Chart of Housekeeping

Figure: Organizational Chart of Housekeeping Department

Room Division Manager

ExecutiveHousekeeper

Floor Supervisor

Room Attendant

Room Boy Room Maid

Public Area Supervisor

Head Gardener

Gardner

Public area Attendant

Cloak Room Attendants

Laundry Manager

LaundrySupervisor

Laundry Attendant

Desk Control Supervisor

Runner

Lenin/Uniform Supervisor

Tailor



52

9.2.3 Functions of Housekeeping in Tibet International The functions of housekeeping department in Tibet International are: Cleaning Rooms and Public Areas Bed Making Linen Management Laundry Service Pest Control Key Control Safety And Security Interior Decoration Room Maintenance 9.2.4 Types of rooms at Tibet International Room is a place which is sold to the guests either for day purpose or night purpose where guests find complete privacy; security as well as comfort. Each hotel has a variety of rooms to satisfy the need of customer. Likewise Tibet International, Kathmandu also has variety of room to satisfy the guest. Room Type Tibetan Boutique Room Tibetan Boutique Suite Room Tibetan Executive Suite Room Figure: Room Type of Tibet International

Figure: Tibetan Boutique Room


53


Figure: Tibetan Boutique Suite Room

Figure: Tibetan Executive Suite Room 9.2.5 Room Supplies and Amenities in Tibet International Contents and supply of a room depend upon types of guest such as business people or general, types of hotel such as motel, hotel, and resorts. The facility and quality of the room is based upon the class of hotel. The below given are Tibet International, Kathmandu’s basic supplies in normal guest room but the supplies may vary in regal Tibetan Boutique, Tibetan Boutique Suite and Tibetan Executive Suite. In the Room: Each bed contains Bed With Mattress 1 Bed Pad/Mattress Protector 3 Bed Sheets (2bed Sheet and Night Spread) 1 Blanket 4 Pillow And Pillow Case 1 Bed Spread Bed Side Table: Telephone Remote Notepad With Pencil



54

Plate Switches: Column Lamp/Vestibule Lamp/Dressing Lamp Writing Table: Placed In Compendium (2 Large Envelops, 2 Post Card,2 Small Evelops,2 Large Wiring Paper, Room Service) 1 Notepad With Pencil 1 Ashtray 1 Matchbox Chair Dressing Mirror With Bulb Dust Bin and Bin Liner Service Directory International Dialing Inside Cupboard: 1 Iron 1 Iron Board 8 Hangers (3 Ladies & 5 Gents) Laundry Bag With Laundry List in Folder& Collect My Laundry Card 1 Extra Pillow with Cover In Plastic Bag Shoe Shine Mitt Door Knob Card Table by Lounge Chair/Sofa: 1 ashtray with match box Fruit basket Magazine/Newspaper Dresser: Clean Glass Clean Cup/Mug Clean Spoon Mineral Water with Complimentary Neck Tag 1 Coffee Maker Coffee Sachets Tea Bags Milk Sachets Sugar Sachets Equal Sachets 1 Packet. Lays 1 Packet. Peanuts 1 Packet. Cashew Nuts Cold Drinks


55


Entrance Door: Do Not Disturb Card Make up Room Card Make my Room Wall: Pictures Wall Hanging Lights Long Mirror Chest of Drawer with Television Air Condition Sprinkle Call Bathroom Linen & Supplies: Hand Towels Bath Towels Wash Cloth 1 Bath Mat 1 Bath Soap 1 Hand Soap 1 Shampoo 1 Moisturizing Lotion 1 Bath Gel 1 Sanitary Bag 1 Sewing Kit 1 Shower Cap 1 Ashtray with Matchbox Rolls of Toilet Paper 1 Packet of Tissue Paper Glass with Cover on Coaster 1 Waste Basket.



56

9.2.6 Housekeeping Staff Performance Measurement

Time is money. For the lodging industry, this is especially applicable when it comes to cleaning costs. Many facility managers assume they can multiply the number of guestrooms by some theoretical productivity rate to determine the time and resources needed to clean their hotels, but the results are generally inaccurate. Work loading, which involves calculating time standards for each task and area within the facility, is a reliable way to determine cleaning times. Before benchmarking your performance or developing staffing plans, consider the following steps to effectively workload your hotel. 1. Divide the building into areas that are cleaned in a similar way. While your area list will be unique to your facility, some groupings that make sense are all guestrooms; the lobby; the dining rooms, bars, and restaurants; and the pool and workout facilities. 2. Add up cleanable space. This is the area that is actually cleaned, not gross square feet. Take physical measurements—current CAD or scale drawings are the most efficient. The objective is to accurately gauge what needs to be cleaned and what type of surface is in each area (example 15,000 square feet of lobby tiles). 3. Factor in the task. Labor hours are dictated by the scope of work, which will have two parts: the actual task that needs to be performed (i.e. detailed vacuuming) and the number of times it is performed on an annual basis. This will give you the annual labor hours per task. For example, you may collect trash in a particular area 260 times a year. At 0.5 hours each time, this results in 130 labor hours. 4. Get a dollar figure. The final step is to determine your labor cost. To do this, multiply the total number of hours by the wage rate (adding a percentage to cover taxes, insurances, and benefits) to reach your burdened labor cost. To get a final cost estimate, add supply

Tibetan Boutique Room Tibetan Boutique SuiteRoom Tibetan Executive SuiteRoomTime Taken 15 20 40

05

1015202530354045

Time (m

inutes

) taken

by 1 r

oom at

tendan

t

Axis Title

Cleaning Time by Room Attendants

Time Taken


57


costs; equipment depreciation; miscellaneous job costs such as background checks, drug testing, uniforms, etc.; overhead; and administration and profit. 9.2.7 Cleaning Agent, Equipment and Guest Room 20 Steps Sequence (Eye Cleaning Process) This is the room cleaning sequence recommended to all the room maids to follow: 1. Check trolley / equipment 2. Enter room and open curtains and windows 3. Flush toilet and apply toilet cleaner evenly under rim and bowl, apply cleaner to basin. 4. Collect all rubbish, check for lost property / debris 5. Maintenance check and report, visual check on standards 6. Collect china / glass and ashtrays 7. Strip bed and remove all soiled linen from room 8. Make beds 9. Sanitize china / glass / ashtrays / bins / appliances, replace in location 10. Clean basin vanity area, tiles, walls and doors 11. Clean tiles, shower, bath, fixtures and mirrors 12. Clean toilet 13. Replace bathroom linen and supplies 14. Clean bathroom floor 15. Clean furnishings- damp dusting-high / low and inside / outside 16. Clean mirror and artwork 17. Clean windows 18. Replenish guest room supplies 19. Vacuum bedroom and bathroom floors 20. Report room as Ready using normal hotel procedure, switch lights off and close door 9.2.8 Different chemicals used for Different area cleaning Purpose All chemicals given below are used for cleaning in housekeeping department of Tibet International, Kathmandu. Product Product Description Recommended Use Keys Areas TASKI R1 Bathroom cleaner sanitize concentrate

Normal soiling:-20-50ml in 1 liter of water Heavy soiling:-50-100ml in 1liter of Water

All surfaces in the bathroom, sink, tub, tiles, floor and fitting. Safe for use on marble and granite. TASKI R2 Hygienic hard surface cleaner concentrate Hard surface:-20-50 ml in 1 liter of water Glass: - 10-20 ml in 1 liter of water.

All hard surfaces including glass ,mirrors and also shiny floor surface like polished marble, granite etc.



58

TASKI R3 Glass cleaner concentrate 20-50 ml in 2 liter of water All types of glass, windows mirrors and glass display cases. TASKI R4 Shine up furniture maintainer Ready to use product. All wooden surfaces such as tables, chairs& bed side tables can also be used to maintain polished metal surfaces like name plate’s brass handles etc. TASKI R5 Air freshener Ready to use product. Deodorizes guest room, banquet hall & office rooms & rooms where tobacco or other odors are very strong. TASKI R6 Toilet bowl cleaner Ready to use product Removes lime-scale deposits and stubborn stains and leaves toilet bowls and urinals sparkling clean. TASKI R7 Floor cleaner concentrate Normal soiling:-20-50 ml in 1 liter of water. Heavy soiling:-50-100ml in 1 liter of water

Used for both wet mopping as well as scrubbing with a machine on all kinds of floors. TASKI R9 Bathroom cleaner concentrate Normal soiling:-20-50ml in 1 liter of water All fittings and walls in the bathroom viz, sink, tube, tiles and fittings. Regular usage prevents scale deposition on walls and fittings. Figure: Different chemicals used for Different 9.2.9 Chamber Maids’ Trolley Every management room attendant can service the guest room with convenience, ease and speed by using the chamber maid’s trolley. The guest room necessities can be stored in the trolley, preventing the room attendant running constantly back and forth. If the trolley is kept in an orderly manner at all times. It helps in fast ordered method of work.


59


There are separate receptacles for dirty linen and garbage and this enables absolute separation of dirty from, clean which is essential and must be strictly adhered to. Normally the top shelf contains all the supplies necessary like note pads, pencil/pen, other stationery gargle glasses, The first shelf has all bath linen like bath towels, hand towels, face towels, bathmats, etc. The second self contains all bed linen like bed sheets, pillow cases etc. The bottom self normally holds cleaning materials and equipment. If there is no bottom shelf then one can store this under the garbage bag and laundry bag It is just an easy to keep the trolley tidy as it is a matter of the organization and its discipline. At the end of one’s shift one must clean the trolley and remove all garbage and dirty linen and reset the trolley for the next day’s shift. When one is servicing a room one parks the trolley outside the door with the open shelves facing towards the room. If the laundry bag or the garbage bag has become full, then the room attendant should empty the same and put another bag for the garbage as well as empty the soiled linen from the linen bag. After the shift is over, the room attendant should collect all the garbage from the service room and dump it in the garbage room of the hotel so as to prevent odors and germs to spread. When a hotel has no chute, the dirty linen has to be collected in trolleys by the houseman and taken to the laundry department. The floors are then re-stocked with fresh linen by the houseman who does the transporting through trolleys. 9.2.10 Key Control Every management owning property needs to establish procedures for its staff to follow that will help ensure the safe and secure functioning of the operation. All employees, not merely security personnel, should know the appropriate security procedures that will help protect the guest and the property from danger and loss at the hands of criminals. The housekeeping staffs are closely in touch with the guest, and therefore, they are more responsible for the security of the guests. A key is a device which is used to open a lock. A typical key consist of two parts; the blade, which slides into the keyhole to unlock the door, and the blow, which is left protruding so that torque can be applied by the user to open the door. The blade is usually designed to open one specific lock, although master’s keys are designed to open sets of similar locks. 9.2.10.1.1 Types of Key Most lodging properties use at least 3 types of keys. These types typically include emergency keys, master keys, and guestroom keys. 9.2.10.1.1.1 Emergency Key This key will open all the guest room even they are double locked. It can be used, for example, when the guest need help and unable to reach the room or open the door. The emergency key should be highly protected and its use strictly controlled and recorded; it



60

should never leave the property. One procedure for emergency keys is to have them locked in a safe or safe deposit box and signed out by the individuals needing one. 9.2.10.1.1.2 Master Key A master key is designed to open a set of several locks. These lock also have keys which are specific to each one and cannot open any of the others in the sets. Locks which have master key have a second set of the mechanism used to open them which is identical to all of the others in set of locks. For examples, master keyed pin tumbler locks will have two shear points at each pin position, one for the change key and one for the master key. A far more secure system has two cylinders in each lock. Depending upon the needs, the master key may be further established as housekeeping staff master keys, a floor supervisor master key, and a grand master key for management purpose. 9.2.10.1.1.3 Guest Key The hotel guest room key is normally issued to open only one room for which it was intended individualized key for each locks. If the guest room locks is in shut-out mode the guest room key can neither open it nor lock from outside of the room. 9.2.10.1.1.4 Keys Cards Metal room keys are being replaced by electronically coded key cards. A keycard, while not actually considered a key, is a plastic card which stores a digital signature that is used with electronic access control locks. It is normally a flat, rectangular piece of hard plastic and may also serve as identity. There are several popular type of keycards in use and include the mechanical hole card, bar code card, magnetic stripe card, smart card. This keycard is used by presenting it to a card reader; swiping or inserting of magnetic stripe card, me rely being brought into close proximity to a sensor. Bar code technology is note a secure form of a key, as the bar code can be copied in a photocopier and often read by the optical reader.


61


9.3 FRONT OFFICE DEPARTMENT Front office department is the heart of the hotel. It connects all the departments informing them the guest needs. Front office is the place that has to face complains and queries from the guest. This department takes the heat. From pre-arrival to departure front has to serve guests accommodating them with all the services they need. Front office department of Tibet International is situated at ground floor of the building. Regardless of the class or type of the hotel, front office is the most visible and essential focal-point of a hotel. The focal point of activity within the front office is the reception desk, which is located in the front lobby of a hotel and dispenses all front-of-the-house activities of the hotel. It is the communication center of the hotel with great amount of guest contact. Guests interact with the hotel for the first time by interacting with the staff of the front office, and they form the first impression about the hotel based on the efficiency, competency and behavior of the front office staff. The reception desk performs the functions like the sale of rooms, guest registration, room assignments, handling of guest requests, maintenance of the guest accounts, cashiering along with handling mail and providing information. The financial tasks usually handled by the front desk personnel include receiving cash payments, handling guest folios, verifying cheques and handling foreign currency and credit cards. In this Unit, you will be familiarized with all these aspects of the front office management.



62

9.3.1 Front Office Hierarchy of Tibet International

Figure: Front Office Hierarchy of Tibet International 9.3.2 Accommodation at Tibet International Each of our 68 guest rooms and suites has been immaculately decorated with complete attention to the comfort of guests. They offer numerous categories of rooms to ensure that they may cater to the individual needs of their valued guests. The following facilities are included in rooms: Central Air-Conditioning Satellite Cable Television Bathrobe & Hairdryer International Direct Dialing Mini Bar Electronic Safe 24-Hours Room Services Laundry Services

Room Division Manager

Front Office Manager

Duty Manager Night Manager Reservation Manager

Assistant Front Office Manager

Night Auditor

Cashier

Trainee

Front Office Supervisor

Telephone Operator

Trainee

Front Desk Officer

Front Office Assistant

Trainee

Business Center Supervisor

Business Centre Clerk

Trainee

Resrvation Supervisor

Reservation Clerk

Trainee

Travel Desk Manager

Tour Assistant

Lobby Manager

Guest Relation Executive

Guest Relation Officer

Bell Captian

Bell Boy Doorman


63


9.3.3 Room Tariff

Figure: Tariff of Tibet International



64

9.3.4 Types of Rooms at Tibet International Room is a place which is sold to the guests either for day purpose or night purpose where guests find complete privacy; security as well as comfort. Each hotel has a variety of rooms to satisfy the need of customer. Likewise Tibet International, Kathmandu also has variety of room to satisfy the guest. Room Type Tibetan Boutique Room Tibetan Boutique Suite Room Tibetan Executive Suite Room Figure: Room Type of Tibet International

Figure: Tibetan Boutique Room

Figure: Tibetan Boutique Suite Room


65


Figure: Tibetan Executive Suite Room 9.3.5 Front Office Department Layout Layout of any front office department must be scientific and be designed keeping in mind flexibility and smooth operation. Front office of Tibet International is also designed scientifically. There are two workstations to process check-in and checkout process. At the back office there is computer with internet connection and fax machine to check out information and receive important documents. Front office manager sits at a separate office at the corner of the back office. Guests can wait in lobby if process takes time or in rush. So it is enough to ensure smooth flow for guests. Most Front desks are located in the hotel lobby. A typical Front desk is approximately 3½ feet high and 2½ feet deep. The layout and design depends on duties performed at the front desk and the size and type of the hotel. To direct the guest to the proper activity center, signs may be placed. Since the guest’s information is considered confidential, the front desk design usually screens forms/equipment from visitors. It’s not only the aesthetic appeal and type of hotel but also the type of the working system i.e., whether the hotel is fully automated, semi-automated or manual along with the accessibility factor for the staff members. In a semicircular arrangement, there is normally a straight wall at the back of the desk with a door leading to front office support services. Circular and semicircular front desks allow greater flexibility; also look wise it is more appealing. But at the same time, problem can arise as guests can approach from any side and equipment being fixed in specific places. Now a day’s computerized system (fully or semi-automated) has become the system of choice, nevertheless there are hotels still using manual system so as to fulfill needs of guests and management. 1. Information Rack 2. Automated Switchboard 3. Automated Alarm Clock 4. Fax Machine 5. Computer Terminal 6. Registration Card Rack 7. Telephone 8. Printer 9. Cash Drawer 10. Posted Voucher Rack



66

11. Hold Mail Rack 12. Folio Bucket 13. Date and Time Stamp 14. Key Drawer 9.3.6 Front Office Functions and Guest Interaction The primary function of the front office is that of a facilitator between the guest and other departments of the hotel. Another job of Front office desk is also to support and help in providing services to the guests. The number of interactions and transactions between the guest and the hotel during a guest stay determine the type and nature of front office operations. The stages of guest stay are: · Pre-Arrival, · Arrival, · Occupancy, and · Departure Various transactions between the guest and the hotel, therefore, depend upon the stage of the guest stay. The transactions can be best understood by going through the guest cycle.

Figure: Guest Cycle (Source: Principles of Hotel Front Office Operations, Sue Baker, Jerenry Huyton and Pam Bradley) Figure shows the following transactions and exchange of services between a guest and the hotel: · Reservations, · Check-In and Registration, · Mail and Information,


67


· Uniformed Service and Baggage Handling, · Telephone Calls and Messages, · Handling Guest Accounts, And · Check-Out and Bill Settlement. All these services and transactions are handled by the front office department. The functions and services of the front office department can be differentiated depending upon the area where they are being performed. Some of the functions are performed by the reception desk as front-of-the-house operations and rest are performed as back-of-the-house operations. Table 1 gives a brief summary of the functions performed by the front office as described by Michael I. Kasavana. 9.3.7 Co-ordination with Other Departments Without the coordination of various other departments in the hotel, front office department cannot function effectively. The following sections show the type of liaison required with various sections in the hotel – Housekeeping – Exchanging the room status report to reconciliation of discrepancies and smooth flow of sales of rooms is one of the major tasks to be coordinated. Minute details from house count, to security concerns, and special guests requests are the issues which need to be sorted together. Also for room change the room has to be readied. A hotel gets repeat customers, when a guest feels at home and is provided with all possible basic amenities and necessities like shampoo, toothpaste, mouthwash, electrical equipment’s, and in-house entertainment, most of which are given by the housekeeping. Not to forget also the laundry, linen handling and dispatch are done by the housekeeping department. Starting from the projection of sales during the planning phase of the management cycle to the executing of the plans, there has to be close link between the two departments. Food and Beverage Service Department – Communication activities like reporting predicting the anticipated house counts basically to do with the sales of Food and beverage, VIP services and the preparation behind it. For the In house customers, usually in an automated system, it’s the computer terminals/interface which helps in transferring the data to the guest folio in the front office terminal to be charged. If the hotel has a manual system, then all the vouchers have to be signed by the customer and needs to be posted manually into the folio promptly to avoid the late charges. Also during the functions (Banquet Department) the guests need to be greeted and informed about various details like venue direction, billing, any last minute paid out for the function to be done by FO Cashier, other necessary announcement via message boards for example and also booking and allocating rooms if required. Production Department – This department goes in sync with the Food and Beverage Service Department for the preparation of the Food and Beverage and the set up as per the estimated number of guest arrival in- house and out house and for the function, if any. Also to act on special requests like food diet for sick customers. For the purchases of raw material proper house count is very important and also paid outs for any emergencies during the function.



68

Engineering and Maintenance – Any request about the maintenance work through the customer and also the room status has to be coordinated well for prompt dealing of the problem. For example – to rectify any plumbing problem, the maintenance person needs to know whether the room is occupied or not. Usually any repair from the guest is directed to Front Office or the Housekeeping department. Security Department – Measures like fire safety and emergency situations like bomb threats, terrorism, and security of diplomatic customers’ appeals to be looked into by both Front office and Security Department. Also for routine investigation of the guests, security concerns need the cooperation of each other. Sales and Marketing Department – It is the guest history which is maintained by the Front Office Department which is most valuable for the sales and marketing department. Also during the planning stage, it is the forecasting of the room sales, very much needed for purchases of supplies by housekeeping and other departments, staffing and other needs, is done in close coordination between both front Office and Sales and Marketing department. Stores– Responsible for constant supply of relevant forms, formats, stationery for running the department.


69


9.3.8 Summary of Front Office Functions FUNCTIONS AREA OF OPERATIONS 1) Sell guest rooms Front of the house activity Accept reservations Handle walk-ins Perform the registration process 2) Provide information on hotel services Front of the house activity Concerning internal hotel operations About external events and locations 3) Coordinate guest services Front of the house activity Liaison between front and back-of-the-house areas Handle guest problems and complaints 4) Chart room status reports Back of the house activity Coordinate room sales and housekeeping: occupied status On-change status, out -of-order status 5) Maintaining guest accounts Back of the house activity Construction of folio and account Posting to folios (updating) Supervision of credit levels Documentation of guest’s transactions 6) Settlement of guest accounts Front of the house activity Preparation of guest statement Reconciliation of folio Perform the checkout procedure

7) Construct guest history file Back of the house activity Record the guest’s personal data for future references Figure: Summary of front office functions (Source: Michael L Kasavana, VNR’s Encyclopedia)



70

9.3.9 Front-of-the-House Operations Front-of-the-House operations are known so because these operations take place in front of the guests. Thus, these operations are related either to direct interaction with the guest or they are being conducted in front of the guest. The front office activities start from the time a guest calls or sends in a request for reservation/ accommodation. Staff of the front office department starts interacting with guest by taking in guest information and reservation request, leading to confirmation of reservation and finally to the handling of guest on arrival and guest check-in. Check-in activity is a must for both, a guest with reservation or a walk-in-guest, i.e., one without prior reservation. The reservation system of hotels varies but nowadays since it is mostly computerized; therefore, features are the same. Check-in procedures require the collection of a lot of information. This is because information helps in building guest record data and serves the purposes of a ready reckoned in case of any emergency involving the guest. Front office takes in the guest information for future use and provides the guest with information about the hotel and its various services and thus, becomes the connecting link between the guest and the hotel. The pivotal role played by the front office is quite apparent from this very fact that it is the center of all activities connected with guests in the hotel. Therefore, decisions regarding the sale of a room to a particular guest, availability and allocation of a room, maintaining guest account by coordinating with the housekeeping and room service are the major front-of-the-house activities. Finally, the account settlement or deciding on the time of account settlement is generally a part of check-out process, performed by front office. Thus in short we can say that front office is the first and last place (as in check-in and check-out), wherein a guest interacts with the hotel. 9.3.10 Back-of-the -House Operations As the name suggests these operations involve the activities which do not take place in front of the guests. The front office activities start the moment an enquiry or request regarding accommodation is made. This enquiry is answered keeping in view converting it into a reservation request. Although reservation is an activity of front office, major hotel lines/chain of hotels has centralized reservation system, operational 24 hours a day 365 days a year. (Reservation and its various intricacies will be discussed in the later sections). A confirmed reservation leads to browsing of information, i.e., guest record to determine whether this is a repeat guest and if yes what are the personal information and preferences of the guest. This helps you giving personal touch to guest’s stay with the hotel. When the guest checks -in, his or her account gets activated. This account keeps track of the guest’s financial interaction with the hotel. These financial interactions involve room rent, room services, laundry, food and beverage at the hotel’s outlet and any other facility used by the guest during his or her stay. For instance, these financial transactions begin the moment when he/she while waiting for allocation of a room start making phone calls to his/her associates to inform them the arrival or order for something in the lobby itself. The daily night auditors help the back of the office department in the hotel in maintaining the guest accounts. Many hotels have a credit line extended to their guests or to the companies which they represent. The credit limit is predetermined and the hotel allows the guest to accumulate the amount before asking for either a full or partial payment. Many a times a guest is asked to provide his/her credit card during check-in while cash is expected mode


71


of payment during checkout with multinational brands coming into India the concept of property management system has emerged which allows night auditors to flash guest’s folio on day to day basis on their T.V. monitors. This kind of arrangement saves lot of guest’s time at the time of checkout. It also co-ordinates with housekeeping and room sales to maintain the status of occupied as well as unoccupied rooms. Finally, the guest record or personal data is maintained by the front office, which is essentially a back-of-the-house activity. Thus, the Guest cycle which started by taking guest booking, receiving guests, providing for their stay and billing them on departure gets completed. 9.3.11 Check-In Process Check-in process is a critical process, since a lot of vital information is exchanged between the guest and the hotel staff during this process, irrespective of the fact whether check-in process is manual or computerized. The manual process starts when a guest either walk-in (without reservation) or one with prior reservation walks into the hotel looking for desired or requested accommodation, i.e., depending upon the availability of room the walk-in guest is assigned room whereas the guest with prior reservation is usually assigned the room for which he has requested. The minimum information you usually require for manual registration is name of the guest, number of persons in the group, the expected length of stay and mode of payment. The room is assigned to the guests and usually a porter or bellboy carries their luggage and show the guests their assigned rooms. The front desk in the meantime processes the information received and generate the guest account for the mentioned period of stay. However, the process of assigning rooms commences even before the arrival of the guest. After the major check-outs of the day, the front office generates a list/printout regarding number of guests staying with the hotel. Then after comparing the reservation requests for the day with this report, assigns the remaining unoccupied rooms to the walk-in guest. In case of computerized check-in procedure, only the walk-in guests need to provide their personal information whereas guests with reservation need to confirm the information available in the computers of the reception/front desk. Once the guest is allotted assigned room, the computer automatically updates the information and for the desired length of stay, room(s) will be shown as occupied. The help of the front office manager is sought rarely, particularly in the case of over-bookings, i.e., when two or more guests arrive for the same room, the manager can either assign another room to the guest or can try to up scale the room type. However, if the hotel is unable to adjust the extra guest special arrangement for the guest at a different hotel of similar standing should be made. Lately, a guest registration system using Point of System (PoS) to hasten check-in process is gaining popularity. This system enables the guest to register at self-service terminals in the lobby or at self-service terminals at the airport or en-route to the hotel. New innovations have also helped transfer the credit cards to room keys. According to Tom Van Dyke one popular system asks the guest to insert his or her magnetic stripe credit card into a check-in terminal which calls up the property’s computerized reservations list filed by arrival date and last name.



72

Figure: Hotel Front Office Operations (Source: Principles of Hotel Front Office Operations, Sue Baker, Jerenry Huyton and Pam Bradley) When the reservations match is found, the room selecting function of the hotel’s Property Management System generates a room assignment and prints a check-in form. The guest removes the completed form, signs it and then is directed to the key pick-up area at or near the front desk. He cites the example of the Sheraton Meadowlands in New Jersey which works with Avis Rent-A-Car so that guests picking up cars at any of the New York areas three major airports can simultaneously check-in to a room at the Sheraton. Whatever may be the method of check-in, the basic idea of check-in is to collect information about the guest and try to keep the operation as simple and convenient as possible while trying to project warmth and friendliness. 9.3.12 Check Out Check out point is the last contact a guest will have with the property and experience at this point will determine what kind of impression a guest will carry with him/her. In other words, if it is smooth guest will carry pleasant memories. Thus, to make this point more efficient and error proof, you shall divide it in to three parts:


73


a) Guest vacating the room; b) Guest settling the bill; and c) Guest departing. Guest vacating the room usually depends upon the hotel’s check out time. Usually the checkout time is 12 noon. Sometimes depending on the availability of the room and the type of client the checkout time can be extended for the guest on special request. Following a routine check out time helps the hotel since the housekeeping can prepare the room for the next guest. Still there are small hotels which provide the guests with flexi-check-out time. In these cases next guest allotted this room has to wait in the lobby because the up keeping of the room takes time.

Figure: The Types of Accounts and the Settlement Methods As the above illustration suggests, bill settlement is the next important component of check out process. Usually the bills are updated during the night so as to provide the bills for guests checking out early in the day. It is advisable to ask the guest before time when he or she would be checking out to ensure that the staff has some idea when the guest would be checking out and have a bill ready at check-out. The bill would include the room service charges as well as any other unpaid bills for services rendered by different departments of the hotel. Yet the settlement of the bill can take some time, as the guest would like to recheck the bill before making the payment or may the payment be credited to the account of the company whom the guest is representing. The actual guest departure, however, takes place only when the guest returns the keys and leaves the premises. The guest is



74

provided with transportation if required and paid for. The guest folio created is updated for future use. 9.3.13 Tibet International Property Management System There are different property management systems available out there. Hotels can purchase the software from the companies or they can use their own custom-made PMS considering the nature of work in the front office. Tibet International uses an Indian custom-made PMS, which they call IDS (Intellectual Data System). There are different versions of IDS available in the market and not IDS is used by almost 62 hotels of Kathmandu and Pokhara including some Five Star Hotels and Resorts like Fulbari Resort Pokhara, Hotel Yak & Yeti Kathmandu, Hotel Everest Kathmandu, Hotel Shangri-La Kathmandu and Four Star property like Hotel Shankar Kathmandu, Hotel Himalaya Lalitpur etc. It is available for all the department of the Hotel and has mentioned online and back office operation. 9.3.13.1 Overview Fortune Enterprise ® is a complete Property Management System, designed to empower & improve productivity & performance for full-service Hotels & Hospitality Enterprise Operations. It is built around the most contemporary technologies, for properties looking at integrating their entire operations. It is a comprehensive system with the capability to address all the computing needs of a modern Hotel or Resort. The software assists you to access information in a quick, efficient and thorough manner. It is built with the busy hotel environment in mind and is designed to work efficiently through a broad range of hotels that include luxury, medium and small hotels. Fortune caters to the changing trends and technology in the hospitality industry by virtue of its scalable design.

Figure: Diagrammatic Representation of the Enterprise system


75


9.3.13.2 Some Screenshots from the Tibet International Property Management system IDS

Figure: Main Screen 1 Front office 2 Point of Sales 3 Accounts Receivable 4 Sales and Marketing 5 Banquets and Conferencing 6 Telephones 7 Financial Management 8 Materials Management 9 Food and Beverage Costing 10 Maintenance 11 HR & Payroll 12 System Setup



76

Figure: Guest Check in Module


77


Figure: Detailed Position



78

Figure: Room Rack


79


Figure: Room Status



80

9.3.14 SWOT Analysis on Hotel Tibet International The acronym for SWOT stands for S= Strengths W= Weaknesses O= Opportunities T= Threats The acronym for SWOT stands for Strength, Weakness, Opportunity, and Threat. The SWOT analysis comprises of the Organization‘s internal strength, weakness, external opportunities, and threats. SWOT analysis gives an organization an insight of what they can do in future and how they can compete with their existing competitors. This tool is very important to identify the current position of the organization relative to others, who are playing in the same field and used in the strategic analysis of the organization. 9.3.14.1 Strengths of Tibet International: 1. Location: The Tibet International is located in the prime location near from the Tribhuvan International Airport and the UNESCO Heritage site ‘Boudhanath’ also 2. Latest property: Tibet International is the Latest Boutique Hotel which is only four years old property. 3. Excellent service: Tibet International provides world class service to its guest. Service people of this hotel are very friendly to the guest. 4. Excellent F&B outlets: Food and Beverage outlets of Tibet International are exclusive than other Outlets of Dhaka city. Shangri-La Kitchen provides multi cuisine to guest and its specialty is the Tibetan Cuisine. Shangri-La dining provides the most exclusive dining facility for private party, get-together. 5. Excellent MICE service: Eight excellent banquet venues provide wide range of event and meeting facilities from Wedding ceremony to small board meeting. 6. Advanced Technology: Tibet International always uses modern advanced technology to operate the hotel. 7. New Independent Brand image: After the four years of operation Tibet International establish strong independent hotels brand image to its targeted customers. Tibet International is not the single Hotel that its owner, they have experience of handling Hotel Tibet in Lazimpat which is also the great point they have.


81


9.3.14.2 Weaknesses of Tibet International: The fault of an organization is the most important internal problems that might hamper the growth rate to take place in a company. Though Tibet International is an organization that has many strengths but it also as well has some weaknesses of its own. The following are a few of the most common weaknesses that Tibet International is having; 1. Structural Problem Though the exterior and interior is having great and contemporary Tibetan design and looks good but on deep we could find much technical error. If we see closely we could find that the interior of the room has been changed many times, the wiring is not done correctly and most of the complaint comes from the wrong architectural engineering. 2. Expensive to use internet In the Tibet International, Internet is too expensive charged on hourly basis. 3. Lack of professionalism Though the Hotel is talk of the town and has been awarded as the best Hotel in Kathmandu (Certificate of Excellence from Trip Advisor), the Hotel itself is going through serious problem on mutual relationship affecting employees professionalism. Owner’s involvement is the great problem facing by the employee and on the mean time staff is trained for ‘Hard Walk’ and even they are not aware of current development in the industry. 4. Slow service The room service is extremely slow. The AC does not seem to have individual controls. They do not have a 24/7 housekeeping. Food and Beverage service is also not satisfactory. 5. Adjacent to the Roadside Though being near form the busy road is good but same is the problem here. It is next to the main road but many times due to heavy traffic flow they will face problem on arrival and departure and road noise. 6. Higher Staff Turnover Because of owner involvement, low stipend and lack of industrial training staff turnover is high which is ultimately affecting the hotel to be on the place. 7. Challenge to maintain International Standard There is no doubt that Tibet International is world standard as a boutique, but to compete the world they have to work on their structure, service, training. With the announcement of some international brands like Aloft, Sheraton, Marriot Fairfield and Marriot International they have to think out of the box. 9.3.14.3 Opportunities of Tibet International: An organization‘s opportunities are positive external environmental factors. An organization should explore all possible opportunities available to it. These opportunities are intended to improve the organization. By making improvements, the organization



82

should be able to become more competitive in the market. The following are opportunities available to Tibet International in order to become more aggressive. Can give more attention to the booking trend and give more attention to the online sales. Tie up with big corporate business houses for providing travel and accommodation facilities in any of their hotels around the world. Social media marketing can be used to reach out more prospective customers and not only the corporate business house. Government rules and regulations are not strong enough, in our country Consistent, accurate fulfillment of the clients wishes Competitive pricing for the quality of services offered 9.3.14.4 Threats of Tibet International: With the economic development of Nepal, the rapid rise of the surrounding hotels, all other hotels have settled down in Kathmandu, while there are many domestic and international hotel giants eyeing the fast growing market in Nepal. Like other growing business organization Tibet International has to face a lot of threats. Specifically, they are the following: 1. Competition: There are nine five star hotels and many domestic giants in Nepal. The five star hotels are highly competitive with each other. To sustain in the market all hotels want to give wide service facilities to its clients. So, this is one of the main threats for the hotel to sustain in the market. The other Boutique Hotel in Kathmandu is; Dwarika Village Resort, Battishputali Royal Penguin I & II, Thamel Kantipur Temple House, Thamel Dalai-La Boutique Hotel, Thamel All these hotels are the competitor of Tibet International. All hotels have their distinguishing features own self to attract foreign and domestic customers. And these hotels are really a big threat for Tibet International. 2. Expansion of Economic Hotels: The gradual penetration of other economic hotel is also the risk for the existing hotels. Those economic hotels are expanding and penetrating frequently. The price of those economic hotels is reasonable and their services are considerate, which are favorably received by the customer resources of middle and low class. Although it‘s main replacement target is the hotel that fewer than three star levels, the distribution influence towards ordinary businessmen and the customer resources of scattering customers who choose self-assisted traveling cannot be neglected. 3. Political Turbulence:


83


Political turbulence reduces tourist traffic and thus the business of the hotels. Hotel industry in Nepal really faces many obstacles for the political instability. For political disorder, strike, lack of stable business investment tourists may not interested to come in Nepal and for this the hotel authorities have to count losses. So this is a big threat for Tibet International. 4. Lack of Brand Image: Tibet International is non brand Boutique hotel. Many international visitors have brand preference. So that Tibet International cannot catch these visitors. So to cover this they need collaborate either with the international brand and should have separate training department for maintaining epic service. 5. Others There are some other external factors such as poor economic condition of Nepal, lack of tourism development in Nepal, lack of skilled manpower, culture of Nepal, sudden bad experience of a foreign client, lack of development of industrial sector of Nepal etc. have a direct and indirect negative impact on the hotel business. All these are also treated as threat for Tibet International.



84

9.4 CONCLUSION AND RECOMMENDATION I am thankful to all the staff of Tibet International, Kathmandu, Nepal for co-operating with me and providing the training to learn something about the hotel. We learn many things in our college as a theory but this type of industrial training helps to apply these things in to practice. It’s the training where I got a chance to develop my self-confidence and patience. It also helped me to learn and know about each department in hotel and the importance of each department to run the hotel smoothly. We also learned about the inter-relationship between the departments in the hotel and how one department gets depended on the other of the hotel, I really got the chance to learn many things just because of the staffs of Tibet International and once again I am heartily thankful to the whole Tibet International family. It was pleasure to be the part of Tibet International for 9 months .During my industrial training I learned many things. It was golden opportunity to do practically those things, which I only learned theoretically in my college. The training gave me a lot of knowledge about the hotel which is very important for BHM student. It helped me to be self-confident and also gave me ideas to tackle different unusual situations .At last again I would like to give thanks to Tibet International for giving me opportunity to do training in hotel. I have already presented my discussion on SWOT analysis and Tibet International‘s strength measurement criteria. In this recommendation part, I will try to show my suggestions to overcome the weaknesses I observed and to fortify the strength with eternal force. I will present the suggestions that can be enforceable by the effort of managers below. The recommendations are: Positioning: Tibet International‘s positioning is already enviable to many hotels. Therefore, there‘s no action recommended. Infrastructure: Compare hotel‘s infrastructure and technology with other hotels, actualize the infrastructure and technology needed for essential service of the hotel Marketing and sales: Verification of market segments for hotel and identification of potential market segment to attract. Management: Communicate hotel goals and objectives with the employees, design continuous improvement plan and develop system to avoid ownership conflicts. Training: Develop useful training program, hire trainers with experience and provide initial training to the new employees. Information system: Verify if the information system and its reports are useful to the managers, develop data mining and develop guest follow up system. Since Tibet International is always a talk of the town they need to be more concerned on managing the position. They really need to watch on staff training. In future, they need to shift to compete with the world standard since they will face extreme competition in near future with the introduction of half a dozen international brands. And they need to continue their legacy of entertaining customer with events and cordial services.


85


9.5 REFERENCES http://www.hoteltibetintl.com.np https://en.wikipedia.org/wiki http://rshotelmanagement.blogspot.com http://hospitalityindustryinnepal.blogspot.com www.https://slideshare.com www.https://academia.com www.https:// welingarschool.com Front office role expectations as defined by hotel management and by front office personnel: A Comparative study by Mark Scott Principles of Hotel Front Office Operations, Sue Baker, Jerenry Huyton and Pam Bradley D. Dann and Timothy Hornsey, “Towards a Theory of Interdepartmental Conflict in Hotels,” International Journal of Hospitality Management, 5 (1986): 23. John Wiley & Son, Inc. (2007), Hotel Management & operation Pankaj Diyas Sharma (2012), Hospitality Management Lynne E. Baltzer (2002), Food Preparation Study Course, Blackwell David J, Textbook of Hotel Management, Anmol Publish Andrews Sudhir (1985), Housekeeping Training Manual Vijaya Dhawan (2000) Food & Beverage Service, Frank Bros. & co Martin Robert J (1998), Professional Management of Housekeeping James A. Bardi (2002), Hotel Front Office Management, Wiley Michael L. Kasavana and Richard M. Brooks (2005) Managing Front Office Operation, Educational Institute of America Hotel & Motel.

Date post:	13-Apr-2017
Category:	Documents
Upload:	anil-bohara
View:	159 times
Download:	4 times

An Industrial Report(KSOU)

Documents