Introduction to HTMP Program 2 酒店...

George Ubbelohde

目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Building a Budget






The housekeeping is a support department or”non-revenue” or a “cost center” department; therefore, the executive housekeeper’s primary responsibility is achieving the property’s financial goals by controlling departmental expenses.
客房部是一个提供支持的部门，它不是“收入中心”，也不是“成本中心”部门；因此客房部主管的首要职责就是控制部门开支以达到酒店的财务目标。
This can be accomplished through careful budget planning.
这可以通过仔细的预算计划来实现。

The budget projects the revenue hotel anticipates receiving and the expenses required during the fiscal year.
预算反映出酒店会计年度的预期收入和所需开支。
A fiscal year is also known as financial year or budget year is a 12-month period over which a company budget its spending.
会计年也被称作财务年或预算年，是指公司在为期12个月内预算其开支。
The front office department is a “revenue center” and the front office manager develops the occupancy forecasts and projected revenues based on past rooms sales and expected future marketing activities.
前厅部是“收入中心”，前厅经理应创建住宿预期报告，根据以往的客房销售和未来预期的市场活动来计划酒店的入住率和预测收入。
Once occupancy levels are predicted, the executive housekeeper can use those figures to determine expected costs.
一旦入住率达到预期，行政管家就可以利用这些数据来确定预期的成本。
These costs are expressed as “cost per occupied room”, which includes the salaries and wages for housekeeping staff, cleaning supplies, guest supplies, laundry and linens required to operate each occupied room in the hotel.
这些成本是以“每间住宿客房的成本”来计算的，包括运营每间住宿客房所需的客房部员工资、清洁用品、客用品、洗衣房及织物用品。

Each month, the hotel’s accounting department produces financial statements showing each department’s actual expenses.
酒店的会计部门每月会生成财务报告显示每个部门的实际开支。
The executive housekeeper compares actual numbers with budgeted amounts in the budget.
客房部主管会将预算数字和实际开支进行比较。
If there is a discrepancy, the executive housekeeper must determine why it exists.
如有差别，需探究其存在的原因。
If the number of occupied rooms was lower than expected, the department’s actual expenses should also decrease.
如果被占用的房间的数量低于预期数字，那么该部门的实际开支也应该减少。
In the opposite case there would be an increase in the expenses.
在相反的情况下，费用会增加。
The executive housekeeper should be ready to form a plan to get the department back on budget if needed.
行政管家应该准备好制定一个计划，在需要的时候让部门恢复预算。

We will discuss the budgeting process for labor and linen expenses in the next section.
下节我们将探讨人工成本的预算过程和织物用品的开支。