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
Budgeting Labor and Linen Expenses






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，既不是“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。

The main items executive housekeepers must concern themselves with the term of budgeting are:
客房部主管需考虑预算的主要条目包括：

  1. Labor Expenses  人工成本

    Labor Expenses  which is the single highest expense of the housekeeping department includes salaries and wages and employee benefits.
    人工成本，是客房部单项支出最高的开支部分，包括员工薪资和福利。
    The first step in budgeting the labor costs is to determine which positions are fixed and which are variable depending upon the occupancy levels at the hotel.
    预算人工成本的第一步是确定哪些是固定岗位，哪些是根据酒店住宿率变化的非固定岗位。

    Fixed staff positions are those that must be filled regardless of the volume of the business such as managerial and administrative positions; executive housekeeper, supervisors..
    固定员工岗位是无论业务量大小都必须设立的管理行政职位，例如客房部行政管家、主管/领班。

    Variable staff positions are those that must be scheduled depending the occupancy level of the hotel.
    非固定的员工职位是根据酒店住宿水平变化而增减的职位。
    Some examples for these positions are: room attendants, house persons and laundry attendants.
    例如客房服务员、保洁人员以及洗衣间工作人员。

  2. Linen expenses 织物用品开支

    Linen expenses are the next highest expenses of the housekeeping department.
    织物用品开支是客房服务部第二高的开销。
    Linen expenses can be for outside services for rented linen or for in-house laundry depending the nature of the operation.
    织物用品开支根据运营性质可分为租用外部的织物用品服务以及由酒店内部洗衣房负责。
    Linen includes uniforms and recycled inventory items such as: sheets and towels.
    织物用品包括制服和床单、毛巾等循环使用的物品。

    The initial purchase of linens for the hotel will greatly influence the costs of replacing lost or damaged linens.
    对酒店的首次购买将极大地影响更换丢失或损坏的布草成本。
    The fabric type, size and color influence both price and lifespan of linens.
    面料类型、大小、颜色都会影响织物用品的价格和使用周期。

    The executive housekeeper must carefully select suppliers and linen products to ensure the hotel receive good value for money spent.
    客房部行政管家须谨慎选择供应商和织物产品，确保酒店的花销物有所值。

    Durability, laundry considerations and purchase price are the main criteria to use in selecting linen.
    耐久性、洗衣费用和购买价格是选择布草的主要标准。

  3. Non-recycled items 不可回收的物品

    Another expense item in this department is the operating supplies including non-recycled items such as guest supplies and amenities, cleaning supplies and small equipment.
    该部门另一项开支条目是管理日常用品，其中包括不可回收的物品，例如提供给宾客住宿所使用的客用品、清洗用品和小件物品等。
    The budget for these items is prepared based on the cost per occupied room.
    这些物品的预算是按照每间住宿客房的成本来准备的。

We will discuss the housekeeping performance standards in the next section.
下节我们将讨论客房服务的工作标准。