Отчет о практике в гостинице на английском языке

Работа выполнена на английском языке. ...

1 Hotel ast hof *** characteristics
2 Description of hotel ast hof product
3 Human resources and organizational structure of ast hof ***
4 Working environment
5 Duties
6 Offered innovations
7 The basic features of positioning of hotel ast hof ***
Conclusion

AST HOF HOTEL (Fig. 1) - (5 floors, 105 rooms) built in 1985, renovated in 1999. The AST HOF HOTEL has been existing for a long time, it was built in 1969. In 2001 the hotel was reconstructed and renovated. The hotel is surrounded by business and exhibition centers, among which we can mark out the large exhibition complex Expocenter. There are some places of interest near the hotel – Poklonnaya gora, Borodinskaya panorama, Filevsky park.
HOTEL AST HOF is a privately owned European class hotel. It offers security and high level of services to all the guests. ................

8. Apartment houses (hostels) - 2.
Services:
- Common areas heated/air conditioned: central heating, air conditioning.
- 24 hour room service.
- Television room.
- Public telephone.
- Valuables service.
- Wi-Fi Free
The AST HOF rooms (services) of various functional purposes are combined in one building, and also are blocked in united constructions by transitions, galleries, etc.
The subsidiary services and rooms of the AST HOF hotel, directly serving tourists, are the following:
- A left-luggage office / 1;
- A house-keeper warehouse / 1;
- Technical workshops /1;
- Objects of rendering of the personal services (repair and cleaning of footwear, repair and ironing of clothes, urgent washing and a dry-cleaner, hairdresser's) /1 /1;
- Boothes (chemist's, newspaper, souvenir, perfumery goods) / 1;
- Point of a currency exchange /1;
- Rooms of the attendants (on floors) / 3;
- Rooms for administration / 4;
- Stations of rendering of various additional and sports services (a billiard room, a sauna, tour-cabinet, library, a rental agency sports, etc.) /1.
Realization of AST HOF product, thus, demand on high professional skill, art of strategic and operative management, high spiritual culture, the best human qualities and high training of the personnel of AST HOF.
3. Human Resources
and Organizational Structure OF AST Hof ***
The administration bears responsibility for operation of AST HOF. Among the major questions concerning to these - creation of collective culture. The favorable organizational climate has positive influence on perception of service by clients and serviceability of employees. Clients perceive received service much better in a friendly atmosphere. The supreme key element is the initiator of occurrence of the corporate culture which unites all parts of industrial structure of the enterprise down to the basis.
The organizational structure of AST HOF can be presented in the following scheme: (Fig. 11)
Fig. 11 The organizational structure of AST HOF
The administrative service is responsible for the organization of management by all services of a hotel complex, solves financial matters, questions of personnel maintenance, is engaged in creation and maintenance of necessary working conditions for the personnel of hotel, supervises observance of the established norms and rules on a labour safety, the safety precautions, fire-prevention and ecological safety.
The structure of service includes secretary, financial service, personnel service, the ecologist, inspectors on a fire safety and the safety precautions.
General managers have overall responsibility for the operation of the hotel. Within guidelines established by the owners of the hotel or executives of the hotel chain, the general manager sets room rates, allocates funds to departments, approves expenditures, and ensures expected standards for guest service, decor, housekeeping, food quality, and banquet operations. Managers who work for chains also may organize and staff a newly built hotel, refurbish an older hotel, or reorganize a hotel or motel that is not operating successfully. In order to fill entry-level service and clerical jobs in hotels, some managers attend career fairs.
Resident or hotel managers are responsible for the day-to-day operations of the property. In larger properties, more than one of these managers may assist the general manager, frequently dividing responsibilities between the food and beverage operations and the rooms or lodging services. At least one manager, either the general manager or a hotel manager, is on call 24 hours a day to resolve problems or emergencies.
Assistant managers help run the day-to-day operations of the hotel. In large hotels, they may be responsible for activities such as personnel, accounting, office administration, marketing and sales, purchasing, security, maintenance, and pool, spa, or recreational facilities. In smaller hotels, these duties may be combined into one position. Assistant managers may adjust charges on a hotel guest’s bill when a manager is unavailable.
An Executive Committee made up of a hotel’s senior managers advises the general manager, assists in setting hotel policy, coordinates services that cross departmental boundaries, and collaborates on efforts to ensure consistent and efficient guest services throughout the hotel.
The Committee is comprised of the department heads for housekeeping, front office, food and beverage, security, sales and public relations, meetings and conventions, engineering and building maintenance, and human resources. Executive committee members bring a different perspective of guest service to the total management objective reflecting the unique expertise and training of their positions.
Executive housekeepers ensure that guest rooms, meeting and banquet rooms, and public areas are clean, orderly, and well maintained. They also train, schedule, and supervise the work of housekeepers, inspect rooms, and order cleaning supplies.
Front office managers coordinate reservations and room assignments, as well as train and direct the hotel’s front desk staff. They ensure that guests are treated courteously, complaints and problems are resolved, and requests for special services are carried out. Front office managers may adjust charges posted on a customer’s bill.
Convention services managers coordinate the activities of various departments in larger hotels to accommodate meetings, conventions, and special events. They meet with representatives of groups or organizations to plan the number of rooms to reserve, the desired configuration of the meeting space, and banquet services. During the meeting or event, they resolve unexpected problems and monitor activities to ensure that hotel operations conform to the expectations of the group.
Food and beverage managers oversee all food service operations maintained by the hotel. They coordinate menus with the Executive Chef for the hotel’s restaurants, lounges, and room service operations. They supervise the ordering of food and supplies, direct service and maintenance contracts within the kitchens and dining areas, and manage food service budgets.
Catering managers arrange for food service in a hotel’s meeting and convention rooms. They coordinate menus and costs for banquets, parties, and events with meeting and convention planners or individual clients. They coordinate staffing needs and arrange schedules with kitchen personnel to ensure appropriate food service.
Sales or marketing directors and public relations directors oversee the advertising and promotion of hotel operations and functions, including lodging and dining specials and special events, such as holiday or seasonal specials. They direct the efforts of their staff to purchase advertising and market their property to organizations or groups seeking a venue for conferences, conventions, business meetings, trade shows, and special events. They also coordinate media relations and answer questions from the press.
Human Resources Directors manage the personnel functions of a hotel, ensuring that all accounting, payroll, and employee relation matters are handled in compliance with hotel policy and applicable laws. They also oversee hiring practices and standards and ensure that training and promotion programs reflect appropriate employee development guidelines.
Finance (or Revenue) Directors monitor room sales and reservations. In addition to overseeing accounting and cash-flow matters at the hotel, they also project occupancy levels, decide which rooms to discount and when to offer rate specials.
The administration of AST HOF established such system and style of management which correspond to the character of the enterprise most of all. It allows the administrators to choose various tactical receptions in compliance with situation.
AST HOF administration preaches style of flexible regulation and friendliness, complaints and problems of clients which can quite be solved in positive conditions. However, the sense of measure is extremely important in this case. If the liberal approach displays in all that concerns operation of business, clients can think, that the management does not undertake sufficient measures in order to carry business properly, and will prefer, according to negative impression, not to address any more to services of AST HOF.
4 Working environment
Computers are used in AST HOF extensively by lodging managers and their assistants to keep track of guests’ bills, reservations, room assignments, meetings, and special events.
In addition, computers are used to order food, beverages, and supplies, as well as to prepare reports for hotel owners and top-level managers. Managers work with computer specialists to ensure that the hotel’s computer system functions properly. Should the hotel’s computer system fail, managers must continue to meet the needs of hotel guests and staff.
Because AST HOF is open around the clock, night and weekend work is common. Many lodging and hotel managers work more than 40 hours per week, and may be called back to work at any time. Some managers of resort properties or other hotels where much of the business is seasonal have other duties on the property during the off-season or find work at other hotels or in other areas.
Conventions and large groups of tourists may present unusual problems or require extended work hours. Moreover, dealing with irate guests can be stressful. The job can be particularly hectic for front office managers during check-in and check-out times. Computer failures can further complicate processing and add to frustration levels.
Employment of lodging and hotel managers is expected to grow about as fast as the average for all occupations through 2014. Additional job openings are expected to occur as experienced managers transfer to other occupations or leave the labor force, in part because of the long hours and stressful working conditions. Job opportunities are expected to be best for persons with college degrees in hotel or hospitality management.
Renewed business travel and domestic and foreign tourism will drive employment growth of lodging and hotel managers in full-service hotels. The numbers of economy-class rooms and extended-stay hotels also are expected to increase to accommodate leisure travelers and bargain-conscious guests.
An increasing range of lodging accommodations is available to travelers, from economy hotels which offer clean, comfortable rooms and front desk services without costly extras such as restaurants and room service, to luxury and boutique inns that offer sumptuous furnishings and personal services. The accommodation industry is expected to continue to consolidate as lodging chains acquire independently owned establishments or undertake their operation on a contract basis.
The increasing number of extended-stay hotels will moderate growth of manager jobs because these properties usually have fewer departments and require fewer managers. Also, these establishments often do not require a manager to be available 24 hours a day, instead assigning front desk clerks on duty at night some of the responsibilities previously reserved for managers.
Additional demand for managers is expected in AST HOF too, so as it is the full-service hotel offering restaurants, fitness centers, large meeting rooms, and play areas for children. Among other amenities it will continue to provide many trainee and managerial opportunities.
Median annual earnings of lodging managers were $37,660 in May 2004. The middle 50 percent earned between $28,640 and $51,030. The lowest 10 percent earned less than $22,680, while the highest 10 percent earned more than $72,160. Median annual earnings for lodging managers in traveler accommodations were $37,420.
Salaries of lodging managers vary greatly according to their responsibilities and the segment of the hotel industry in which they are employed, as well as the location and region where the hotel is located. Managers may earn bonuses of up to 25 percent of their basic salary in some hotels and also may be furnished with meals, parking, laundry, and other services. In addition to providing typical benefits, some hotels offer profit-sharing plans and educational assistance to their employees.
Other occupations concerned with organizing and directing a business in which customer service is the cornerstone of their success include food service managers, gaming managers and community association managers.
5. Duties
As an assistant of food and beverage managers I had to oversee all food service operations maintained by the hotel. I helped to coordinate menus with the Executive Chef for the hotel’s restaurants, lounges, and room service operations. They supervise the ordering of food and supplies, direct service and maintenance contracts within the kitchens and dining areas, and manage food service budgets.
I supervised catering managers who arranged food service in a hotel’s meeting and convention rooms. I provided coordination menus and costs for banquets, parties, and events with meeting and convention planners or individual clients. I coordinated staffing needs and arranged schedules with kitchen personnel to ensure appropriate food service.
6. Suggested innovations
Evidently, an introduction of service on type "buffet" can enrich possibilities of Food and Beverage department and have a fine impact on the image of AST HOF.
Now the restaurant MAYAK offers visitors traditional service A la carte when in the menu opposite of dish the price is underlined.
"Swedish Buffet" was invented by Swedes. Several centuries ago when Scandinavians expected arrival of set of visitors, they made preparations of the preserved meal - a salty fish, a cooked potato and vegetables, smoked meat – avoiding of cooking anew every time. A meal is usually submitted on a table in the big bowls and everyone can take so much he wants.
Now, certainly, a situation is different: at the hotels the cook should submit on table exclusively fresh meals. There was only a principle of submission: all meal - on a taste of the visitor and he can define what he wants to try.
The buffet is considered to be the most democratic form of a meal; it allows the visitor to have a meal quickly. For this reason it should be accustomed in AST HOF.
Swedish buffet is cheaper for the hotel than portional submission. First because all is prepared "by the gross", and many dishes on a buffet are made from the ingredients. Olives - in four salads and in one hot, smoked fish - in two kinds of snack, beans - in two salads and one hot...
Certainly, on a buffet each visitor can pile to itself a huge plate of meal with top. But practice shows, that such occurs only in the first days of rest. Therefore for the days of the big arrivals the meal is prepared in great quantity, but then the quantity is gradually reducing.
This system allows the cook to use inexpensive products, but having prepared them tasty, he can deserve praises of visitors. The portional submission is more expensive. The buffet also can "play" on cost of dishes.
So, during a high season when it is a lot of visitors, salad can consist half of seafoods, half - from greens. And during a low season when there is a few of visitors in hotel, the same salad "grows thin". The quantity of dishes is kept at the same level, and their cost price sharply falls.
The constitution of the menu of "buffet" is based on cultural, religious and national features - the base menu always will be Russian or European. But in the majority of hotels it is even specially emphasized, that the European (most neutral) dishes are contained in a buffet.
The buffet in AST HOF hotel can offer both traditional or international dishes, and dishes of the Estonian cuisine. Days of national and European kitchen can alternate.
Table 3 The equipment for the "buffet"
№
art.
Device
Cost, $.
1
МЕР 135
Saladett- refrigerating table
2117
2
СVDH2
cooling bath
1100
Total cost of the equipment:
3217
The obtained Food & Beverage manager assistant’s experience included a wide range of activities of finding a way to satisfy guest needs while maintaining positive attitudes and employee morale. I had a necessity to use computer for ordering food, beverages, and supplies, as well as to prepare reports for hotel owners and top-level managers.

7. the basic features of Positioning of Hotel Ast Hof ***
The tendency of change of attendance of hotels of Moscow is the following (Table 4):
The country
2006 год
2007 год
2008 год
Change
Germany
62684
75220
87757
25073
Finland
61508
63414
65321
3813
Estonia
39102
44968
50833
11731
Lithuania
30827
37918
45193
14366
Total
231371
262122
292649
61278
The market of hotel services of Moscow has two basic features:
The first is a well-defined seasonal prevalence. The tourist traffic is intense in a warm season but it dries up in the winter and in the late autumn when the majority of local sights, naturally, shopping centers and the markets, loses the attraction.
The second is that fact that lodgers of hotels are basically the nearest neighbors - Scandinavians, Germans, certainly, neighbors - Balts.
The peak of a tourist season lasts four - five months - from May till September. During this time fallability of the Moscow hotels makes 80-90 %, and in other months is hold at the level of 40 %.
(May-September; October-April)
Fig. 12 Fillability of hotels of Latvia depending on a season
Hotel sector is the most problematic from the point of view of its promotion. It is necessary to understand precisely a position which will be occupied by institution, its primary audience which can develop the given unique trading offer, for increase of a level of competitiveness.
All parameters of positioning of hotel AST HOF in the market can be presented in the table. (See Table 4)
Table 4 Positioning of AST HOF in the hotel business of Moscow
Positioning
Criterion
1) On the purpose of activity
Profit earning
2) Mission
Satisfaction of the purposes and requirements of clients
3) In terms of volume
One of best 3 star-rated of Moscow
4) On breadth of assortment of restaurant at hotel
European and Russian kitchen
5) On the type of a meal in hotel
A classical variant of hotel
6) On a price class of the consumer
Middle class of active consumers
7) A market share in Moscow Hotel Bisiness
0,9 %
8) A mean score of the sum of ratings on a 10-mark scale
9,25
9) Age structure of consumers
From 30 till 50 years (67 %)
10) Orientation to a level of incomes of clients
From 600 up to 1000 dollars in month
11) Quality of service on a 10-mark scale
9
Table 5 Rating of the competitive hotels of AST HOF (according to / bookingmoscow.com)

Hotel
Rating
Stars
Hotel Academicheskaya
1
Hotel Ararat Park Hayatt
1
Hotel AST Hoff
1
Hotel Arbat
1
Hotel Aeropolis
1
Hotel Golden Ring
5
Hotel Aerotel Domodedovo
Hotel Belgrad
Hotel Budapest
Hotel Warsaw
Hotel Izmailivo Alfa
Hotel Izmailovo
Hotel Baltschug Kempinski
Hotel Rossiya
Hotel Salut
5
Hotel Sheremetyevo-2