Housekeeping department with Other DepartmentTyrara Xieleen
-To know what are relation between housekeeping with other department.
-Important organization to generate income in any hotel/resort
-how they contact with each other
Housekeeping vocabulary terms were listed including items found in guest rooms like beds, sheets, pillows, curtains and lamps as well as bathroom items like baths and mirrors. The document also noted the student who completed the work, their class and teacher who provided feedback.
This document provides information about identifying and treating bed bugs for housekeeping staff at a hotel. It discusses the importance of being able to identify bed bugs to prevent spread, how to look for signs of bed bugs in rooms, and what steps to take if bed bugs are found, including immediately reporting and closing the room without moving items, calling pest control, and laundering linens on high heat after treatment. It emphasizes acting quickly and discreetly to address bed bugs to avoid worrying guests.
11. Man Pemeliharaan Sarana & Prasarana Resort - Basic Duties of Housekeeping...Irwan Haribudiman
Housekeeping is an operational department in a lodging properties, which is responsible for cleanliness, maintenance, aesthetic upkeep of rooms, public areas, back areas and the surrounding.
The document summarizes the roles and responsibilities within a hotel housekeeping department. It describes the typical organizational structure, with an executive housekeeper or manager overseeing housekeeping supervisors, room attendants, housemen, and laundry/public area staff. It outlines the duties of room attendants, which include cleaning guest rooms, and housemen, who transport linens and supplies. Laundry room personnel separate, wash, dry and distribute linens. Public area attendants are responsible for cleaning common areas. The housekeeping department must coordinate closely with the front desk to ensure rooms are cleaned on time and prepared for arrivals and departures.
Housekeeping Organization by Shaira CruzShaira Cruz
This document discusses housekeeping organization and responsibilities. It begins by defining housekeeping and the roles of housekeepers. It then describes domestic and institutional housekeeping. For large establishments, the housekeeping department is organized into sections for guest rooms, public areas, and linen/laundry. Each section is headed by a supervisor. The document outlines the duties of an executive housekeeper, rooms maintenance supervisor, and head houseman/public areas supervisor.
This document is the index for a book on hotel housekeeping management written by Gajanan Shirke. The index outlines 12 chapters that will cover topics such as the role of the housekeeping department, cleaning procedures, linen management, interior design considerations, stain removal techniques, flower arrangements, key control systems, budgeting, and department operations. The book provides a comprehensive reference for hotel housekeeping professionals.
Presentation the role of hotel manager saifur rahman
The document provides an overview of the roles and responsibilities of various supervisory positions in the hospitality industry. It discusses the roles of front office supervisor, baggage supervisor, housekeeping supervisor, laundry supervisor, food and beverage production supervisor, pastry/bakery supervisor, food and beverage service supervisor, bar and beverage supervisor, maintenance supervisor, and cashier supervisor. For each role, it outlines the core responsibilities, duties, and tasks involved in supervising employees and ensuring smooth operations in the respective departments. The document serves to inform trainees about the hotel organization structure and the essential functions of different supervisory roles.
Housekeeping department with Other DepartmentTyrara Xieleen
-To know what are relation between housekeeping with other department.
-Important organization to generate income in any hotel/resort
-how they contact with each other
Housekeeping vocabulary terms were listed including items found in guest rooms like beds, sheets, pillows, curtains and lamps as well as bathroom items like baths and mirrors. The document also noted the student who completed the work, their class and teacher who provided feedback.
This document provides information about identifying and treating bed bugs for housekeeping staff at a hotel. It discusses the importance of being able to identify bed bugs to prevent spread, how to look for signs of bed bugs in rooms, and what steps to take if bed bugs are found, including immediately reporting and closing the room without moving items, calling pest control, and laundering linens on high heat after treatment. It emphasizes acting quickly and discreetly to address bed bugs to avoid worrying guests.
11. Man Pemeliharaan Sarana & Prasarana Resort - Basic Duties of Housekeeping...Irwan Haribudiman
Housekeeping is an operational department in a lodging properties, which is responsible for cleanliness, maintenance, aesthetic upkeep of rooms, public areas, back areas and the surrounding.
The document summarizes the roles and responsibilities within a hotel housekeeping department. It describes the typical organizational structure, with an executive housekeeper or manager overseeing housekeeping supervisors, room attendants, housemen, and laundry/public area staff. It outlines the duties of room attendants, which include cleaning guest rooms, and housemen, who transport linens and supplies. Laundry room personnel separate, wash, dry and distribute linens. Public area attendants are responsible for cleaning common areas. The housekeeping department must coordinate closely with the front desk to ensure rooms are cleaned on time and prepared for arrivals and departures.
Housekeeping Organization by Shaira CruzShaira Cruz
This document discusses housekeeping organization and responsibilities. It begins by defining housekeeping and the roles of housekeepers. It then describes domestic and institutional housekeeping. For large establishments, the housekeeping department is organized into sections for guest rooms, public areas, and linen/laundry. Each section is headed by a supervisor. The document outlines the duties of an executive housekeeper, rooms maintenance supervisor, and head houseman/public areas supervisor.
This document is the index for a book on hotel housekeeping management written by Gajanan Shirke. The index outlines 12 chapters that will cover topics such as the role of the housekeeping department, cleaning procedures, linen management, interior design considerations, stain removal techniques, flower arrangements, key control systems, budgeting, and department operations. The book provides a comprehensive reference for hotel housekeeping professionals.
Presentation the role of hotel manager saifur rahman
The document provides an overview of the roles and responsibilities of various supervisory positions in the hospitality industry. It discusses the roles of front office supervisor, baggage supervisor, housekeeping supervisor, laundry supervisor, food and beverage production supervisor, pastry/bakery supervisor, food and beverage service supervisor, bar and beverage supervisor, maintenance supervisor, and cashier supervisor. For each role, it outlines the core responsibilities, duties, and tasks involved in supervising employees and ensuring smooth operations in the respective departments. The document serves to inform trainees about the hotel organization structure and the essential functions of different supervisory roles.
Innovasjon Norge sitt beste gründertilbud? @ First Tuesday BergenFirst Tuesday Bergen
Innovasjon Norge sitt beste gründertilbud?
Per Arve Frøyen - Teamleder gründer @ Innovasjon Norge Vestland
Per Arve vil gi en innføring i hvordan Innovasjon Norge jobber med gründere. Mange tenker at finansiering er det viktigste i selskapets tidligste fase, men det kan ofte være lurt å tenke nettverk og kompetanse først. «Det er ofte et godt tegn når gründere ber om mentor før de søker finansiering», sier Per Arve. Innovasjon Norge har nettopp gjennomført en ekstern evaluering av mentorprogrammet, og vil presentere rykende fersk innsikt om dette viktige programmet.
Per Arve er teamleder gründer i Innovasjon Norge Vestland, og har jobbet med oppstartsbedrifter i Innovasjon Norge i 9 år. Før det var han i ulike stillinger nasjonalt og internasjonalt innen blant annet sjømat og retail. Han har en bachelor fra University of Texas at Austin, samt en MBA fra Darden School of Business, University of Virginia.
Meg selv som merkevare - styreakademiet bergenOdd Gurvin
Personlig merkevarebygging er en prosess hvor personen og karrieren blir behandlet som en merkevare og hvordan man skaper en historie rundt seg selv. Målsetningen med personlig merkevarebygging er å bli ettertraktet basert på “ditt brand” – ikke for å få nye jobbmuligheter
Tankelederskap - hvordan bli en anerkjent ekspertSpring Agency
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The HSMAI Region Europe Mentor ProgrammeHSMAIeurope
HSMAI Region Europe is launching a mentor program to pair experienced travel, hospitality, and event executives with young candidates for at least 12 months. The program aims to create 10 mentor-apprentice teams in 2016, 20 teams in 2017, and 50 teams by 2018. Mentors will provide leadership, advice, and opportunities to share knowledge and engage their companies, while mentees will gain industry experience, networks, and visibility through HSMAI Region Europe. The first mentor kick-off and conference will take place on September 28, 2016 in Port La Galère, France.
1) A survey of 28 HSMAI participants found that 79% believe the job of a revenue manager will be fundamentally different by 2020, with the top driving factor of change being technology (57%).
2) The survey found that 71% believe revenue managers especially lack knowledge in market environment, forecasting, and analytical skills.
3) When asked about the impact of big data and data automation, 96% believe it will have at least a substantial impact on revenue management resources.
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2. HVORDAN KAN EN
RESTAURANTAKTØR VÆRE MED Å
SIKRE SUKSESS FOR DINE ANSATTE
OG DIN BEDRIFT?
Ina Christine Wille
for
Gjøran Sæther (Adm. dir.)
Fursetgruppen restaurant group
FURSETGRUPPEN
3. AGENDA
Om oss og våre restaurantsteder
Innehaveren
Restaurantene
Litt fakta og visjon
Hva er suksess?
Våre erfaringer.
Hva er viktig?
Hvem er fremtidens vinnere?
Oppsummering
FURSETGRUPPEN
4. INNEHAVER:
1996 ble Bjørn Tore Furset
kjøkkensjef ved Lofoten
Fiskerestaurant, og året etter
kjøpte han restauranten sammen
med sin far.
Han har sterke meninger om
hvordan ting burde gjøres, og gjør
alltid en grundig markeds- og
økonomianalyse før ethvert
prosjekt.
FURSETGRUPPEN
6. Fursetgruppen restaurant group ble opprettet i mars 2008, og har siden da samlet og bygd opp
administrasjonen innenfor salg, marked og økonomi på ett kontor. Vi skal i hovedsak fungere som
et støtteapparat for restaurantstedene. I tillegg har vi også fått på plass en egen
husøkonomavdeling, som vi etter hvert så på som en stor fordel.
Hver restaurant har eget særpreg og egen ledelse, nettopp for å kunne bevare sin genuinitet. Vi er
ingen restaurantkjede, men en gruppe med individuelle restaurantkonsepter.
Vi har også en samarbeidende booking og telefonsløyfe mellom stedene.
FURSETGRUPPEN
7. VISJON:
Vi skal skape individuelle og spennende konsepter med særpreg.
Vi skal vektlegge gjestene i fokus samt gi de en totalopplevelse gjennom topp
kvalitet, faglig dyktighet og mat i særklasse.
FURSETGRUPPEN
8.
9. Vi skal til en hver tid gjøre alt for at våre gjester har en flott opplevelse hos oss,
og vår matfilosofi er å bruke de beste råvarene tilgjengelig for sesongen.
Vi kan arrangere alt fra små til store events, sammenkomster, selskaper,
forretningslunsjer og – middager, brylluper og andre arrangementer. Med
andre ord, alt fra en intim middag for 2 gjester og opp til store arrangement for
1500 gjester (+).
FURSETGRUPPEN
12. NOEN FAKTA OM OSS:
Omsetter for 215 mill i 2011
Ca 10% resultat
Ca 270 årsverk
Rundt 450 ansatte på sommeren
Driftselskap
Langsiktig eier
Kapasitet til vekst
FURSETGRUPPEN
13.
14. MER OM OSS:
Unge mennesker
Høyt tempo
Høy turnover
Får tidlig ansvar
Operative stillinger
Få med formell kompetanse
Hovedkontor med fokus på administrasjon, økonomi, ledelse, salg og marked
Gjør at stedene kan fokusere på der verdien skapes - hos gjesten
Restaurantene har egen ledelse og styring
FURSETGRUPPEN
15. «MAT OG DRIKKE»
Kan være med på å skape den rette stemning for å bygge en
relasjon, få signaturen på en kontrakt eller sikre suksessen på
et arrangement for kunder eller ansatte.
Et av mange suksesskriterier for oss har vært et godt
samarbeid med lokale aktører i reiselivsbransjen samt tett og
personlig oppfølging mot bedrifter.
Med det mener jeg…..
FURSETGRUPPEN
16. «HVA ER SUKSESS?»
Å komme sammen er begynnelsen.
Å holde sammen er framgang.
Å arbeide sammen er suksess.
Henry Ford
FURSETGRUPPEN
17. HVA ER SUKSESS FOR DEG
OG DIN BEDRIFT?
Suksess er et relativt subjektivt begrep, og nettopp
derfor kan temaet være så spennende. Hva er egentlig
suksess?
Noen måler suksess i de tre P’ene; popularitet,
produktivitet og penger.
Hva er DIN målestokk, og bruker du samme
målekriterier overalt?
Vi mener vår bransje kan bidra til suksess i din bedrift
og for dine ansatte, og på de neste sidene vil jeg forklare
hvorfor.
FURSETGRUPPEN
18. VI HAR SELV, OG AV ERFARING LÆRT AT…
Mat og drikke skaper god stemning..
Atmosfære er viktig i forbindelse med relasjonsbygging..
Det kan være bra med «andre» omgivelser når det gjelder forhandling
eller signering av en kontrakt..
En restaurantaktør kan:
bidra til å gjøre det hele mer formelt eller uformelt alt etter eget ønske..
kan bidra til å løfte kundearrangementer, som kan være viktig statuering
for bedrifter ut til sitt marked og igjen styrke gode relasjoner..
Kan legge rammen for et internt arrangement som f.eks. julebord eller
sommerfest..
Å kombinere det faglige med mat og drikke, fremkaller beslutsomhet
og skaper tryggere grunnlag for viktige avgjørelser. Nettopp på grunn
av ovennevnte.
FURSETGRUPPEN
19. VÅRE SUKSESSKRITERIER:
Involvere de ansatte, la de selv sette sine mål
Klar kommunikasjon
«Walk the talk», synlighet
Gjøre andre gode
Behandle andre som du ønsker selv å bli behandlet
Ta vare på ansatte, egen personalgodepakke
Sykefravær på 1,5%
FURSETGRUPPEN
20.
21. VI MENER DET ER VIKTIG:
å være rause
å skape trygghet i forkant
å følge personlig opp før og etter
å være stolte av eget produkt
å være fleksible og tilpasse seg behovene
å være strukturerte og detaljorienterte
å skape tillit til at «vi er best på vårt område»
FURSETGRUPPEN
22.
23. FREMTIDENS VINNER I REISELIVET
ER ETTER VÅR OPPFATNING:
Vi tror at fremtidens vinner er den som tør å by på seg selv og gi noe før man
får… På den måten skapes relasjon og trygghet – dette er hva vi mener er
måten å lykkes på og forhåpentligvis oppnå suksess.
…er den aktøren som klarer å skape trygghet og lojalitet, uavhengig av
kommunikasjonskanal.
…er den som er villig til å ta noen sjanser og investere i sine ansatte og sine
kunder.
FURSETGRUPPEN
24. OPPSUMMERING
Våre restaurantsteder er individuelle konsepter med egen ledelse
og eget budsjett, med en dynamisk organisasjon i ryggen.
Suksess kan måles i de tre p’er, men ikke uten innsats og
relasjonsbygging.
Våre erfaringer er at mat og drikke i hyggelige omgivelser skaper
god stemning.
Vi mener det er viktig å skape tillit.
Den som byr på seg selv og er villig til å ta noen risker, er vinneren
av fremtidens reiseliv.
FURSETGRUPPEN
25. TAKK FOR MEG!
Ina Christine Wille
Salg- og markedssjef
Fursetgruppen restaurant group
FURSETGRUPPEN