Managing Housekeeping Operations - Ebook download as PDF File .pdf), Text File .txt) or read book online. ongoing operations of housekeeping management. It begins by discussing the hotel housekeeper's daily rou- tine of department management. It then presents. ern housekeeping operation. The Classical School. The classical school of management theory can be di- vided into two distinct concerns: administrative theory.
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Hotel Housekeeping is an activity of keeping the hotel clean, tidy, and up to the highest agents, guest supplies, types of hotel rooms, and laundry management . Coordinating floor operations and tray clearance with room attendants. Now in its fifth edition, Professional Management of Housekeeping Operations is the essential practical introduction to the field, a complete course ranging from. Professional Management of Housekeeping Operations FIFTH EDITION Thomas J. A. Jones, Ed. D., R. E. H. William F. Harrah College of Hotel Administration.
The Educational Institute of the American Hotel and Lodging Association has recently developed a series of language-free videotapes for housekeeping. These World Trainer videos are superb training aids for any multilingual housekeeping department. The executive housekeeper does not have to implement these remedial programs from scratch; he or she can turn to a number of sources of assistance found in most communities, such as the public school or the community college system.
These sources can often provide qualified bilingual adult instruction at little or no cost to the company. Another tactic is to reimburse employee tuition if remedial classes are completed at the local community college. The payoff to the housekeeping department is twofold. First, productivity improves because the level of communication has increased. Others view delegation as the most valuable activity.
To delegate actually means to pass authority to someone who will act in behalf of the delegator. The passing of such authority does not relieve the delegator of the responsibility for action or results, although there is an implied accountability of the person 13 to whom power has been delegated to the person having that power.
The responsibility of a manager for the acts or actions of his or her subordinates is therefore absolute and may not be passed to anyone else. When an executive housekeeper is assigned overall responsibility for directing the activities of a housekeeping department, carrying out this responsibility may require the completion of thousands of tasks, very few of which may actually be performed by the executive housekeeper.
It is therefore a responsibility of management to identify these tasks and create responsibilities for subordinates to carry them out.
The creation of these responsibilities is done during organization through the preparation of job and position descriptions; see Appendix B. The lack of any one of the three elements of this definition creates a situation whereby the manager abdicates the responsibility to manage.
Thorough and complete delegation, where possible, will free the manager from tasks that can be performed by subordinates, allowing the manager time to manage the operation. The manager is then left free to: 1 coordinate the activities of subordinates, 2 manage change implies that the manager now has time to be creative and search for changes that will improve operations , and 3 manage differences a form of problem solving.
How does one delegate? There are several methods, all of which will be useful to the executive housekeeper. Methods of Delegation 1. By results expected: The manager can make a simple statement of the results that are to be obtained when the task has been completed properly. By setting performance standards: The manager can create conditions that will exist when a task has been performed satisfactorily. An example of this type of delegation is found in inspection forms, which specify conditions that exist when the tasks are adequately performed.
Figure 1. In hospitals and health care institutions, standards may become more strict and even require that the institutions meet agency approval.
Hotel Housekeeping: Operations and Management
Miller, that could be used as a guide in establishing standards and adding or deleting them as necessary in hospitals, health care institutions, and hotels. Acceptable conditions are specified that, if met, indicate satisfactory performance. Checkmarks in boxes indicate satisfactory performance; N. By establishing procedures: The major technique in dealing with routine matters is to prepare standard operating procedures SOP in which the tasks to be performed are set forth in a routine procedure.
The SOP also indicates who will do what in the procedure, thus allowing for the delegation of appropriate tasks to people. Another simple and equally important technique of delegation is to take all tasks that must be done and di- vide them into three separate groups. Group 1 contains tasks that may be done by someone else immediately. Group 2 contains tasks that may be assigned to other people as soon as they have been properly trained. Group 3 contains tasks that must be done only by the manager.
People are assigned group 1 tasks as soon as staff is available. Training is started for people to undertake group 2 tasks. As soon as training is complete and competence is shown, the tasks in group 2 are assigned. Group 3 tasks remain with the manager. The reasons can be summed up as follows: 1.
Some managers do not understand their roles as managers.
Housekeeping Operation - A Reference Book
This happens most often with newly appointed managers who have been promoted from within as a reward for outstanding service. For example, the section housekeeper who has been doing an outstanding job as a room attendant is rewarded by being promoted to the position of supervisor, although he or she is given no supervisory training.
Having been physically very busy in the act of cleaning guestrooms, the person is now in charge and, as such, feels out of place. The new supervisor manager has been moved from a realm in which he or she was very competent to a position in which he or she has little or no expertise. In Figure 1. For this reason, supervisory training is an absolute must when promoting first-line workers into positions requiring managerial performance such as supervising. Managers who enjoy physically doing work are sometimes reluctant to let go of such tasks.
Again, this is a matter of training. The new manager needs to be reminded that doing the physical task is not what he or she is being paid to do. This list can be used to develop an inspection form.
Miller, published by American Hospital Publishing, Inc. Less competent people fear the consequences of being outperformed. There are managers who refuse to delegate routine tasks for fear that their own incompetence will be magnified.
Surprisingly enough, their incompetence will be in managing the activities of others, not in their ability to perform the task that they do not delegate. These people are uneasy because they fear that a stronger person will eventually be able to perform their jobs.
What some managers forget is that they cannot be promoted themselves until someone is available and competent enough to replace them. Some managers feel that delegation is an all-ornothing situation.
This may occur in spite of the fact that there are several degrees of delegation. Imagine the situation in which a manager needs to investigate a situation, decide if action is needed, and, if so, take the appropriate action.
This task, or portions of it, may be delegated to another person, depending upon the degree of training and demonstrated ability of the person. Here are several degrees of delegation, any one of which might be 17 Motivation and Productivity used, depending upon the skill level and reliability of the subordinate.
Investigate and report back b. Investigate and recommend a course of action c. Investigate and advise of intended action d. Investigate, take action, and keep manager informed e. Investigate and take action 5. Some managers feel that if they do not do the task themselves, it will not be done properly.
This type of attitude encourages inaction on the part of the employees and a feeling that they are not trusted with important matters. More important, it is counterproductive to the creation of good morale-building environments.
Many managers fear the possibility that some subordinate will rise to the occasion of being able to replace the manager. Said another way, some managers keep themselves in the position of being indispensable. Other managers recognize that until someone is capable of replacing them, they themselves are not promotable.
What is important to remember is that until the manager trains people to act in his or her behalf, and delegates as much as possible to subordinates, the manager need not think of promotion, vacation, or even becoming ill, lest the operation crumble.
Hotel Divisions and Departments
Figure Atchison has expressed tangible and intangible inputs and outputs in relation to their application to either management producing predictable results or leadership producing inspired followers. Thomas A. Intangibles: Managing for Change.
Tangibles versus Intangibles Thomas Atchison23 indentified a significant difference between the tangibles and the intangibles associated with management and leadership. He consulted with many organizations regarding the industrial downsizing that took place in the early s, and he noted the tremendous pressures that befell many organizations beleaguered with the necessity of either downsizing or declaring bankruptcy.
As a result of his investigations as a consultant, he was instrumental in helping several companies prepare for change as they moved toward new life in the twenty-first century. Atchison was able to identify the significant difference between the tangible and intangible inputs and outputs that occurred in the business world Figure 1.
Atchison recognized that tangible inputs and outputs are measurable and fairly predictable. Tangible outputs e. Leaders should focus on the intangibles rather than on the tangibles. To successfully deal with change, Atchison said, it is necessary for leaders to have followers who commit to achieving a vision by building teams to manage change.
Essential leadership activities must include: 1.
Challenging the process by seeking out opportunities, without being afraid to take risks 2. Inspiring a shared vision by seeing the future and communicating it to others; making it their vision also 3. Enabling employees to act by fostering teams and empowering others 4. Modeling the way by setting an example, and remembering that success is gradual Atchison concluded that when you lead well, others become willing followers in a new direction of managed change.
He also concluded that management, in a sense, might be nothing more than a title. You are a manager until you get promoted, become retired, or are fired.
There is no accrual, no equity, no transfer in leadership. Every day, a leader must inspire followers.
The significance of these thoughts is that, as time goes on, you have only one choice. Are you going to react to change, or are you going to manage it, because change is going to happen at a continually accelerating rate. Autocratic change always produces passive aggressive behavior, and this will destroy an organization. To the contrary, managed change is inspiring and what most employees actually hope for. Managed change has five ingredients.
Be specific in what change is desired. Think small. Break the project into small increments.
Managing Housekeeping Operations
Move quickly from one small increment to the next. Evaluate whether progress is being made. Celebrate the completion of each small segment. It is important to put fun into work. Good work can be made enjoyable by remembering to grant ownership to the person who is responsible for the work being done.
Consensus is the glue that seems to hold us back in America, but trust is the glue that binds leaders to followers. One has to work hard and steady to earn trust; and trust not cherished and protected can be easily destroyed. Atchison provided six frameworks, each with four intangible items, as follows: Leadership Style Leaders are intelligent, which is nothing more than being flexible, are disciplined—have control of themselves, have compassion—they care about people, have energy—stay involved and participate.
Strength of Culture Is there a mission? Does everyone know the purpose of the unit? Employees must understand the value of what they do. Vision—where will your unit be in ten years? Trust— work for it, earn it.
See a Problem?
Your unit must have it to move forward. Personal Investment Seek knowledge—people must know their roles and their jobs. Skills—the leader must know how to do his or her job. Attitude—the bad attitude is difficult to deal with— may warrant disconnecting.
Satisfaction—nothing more than happiness and being respected. Fit—everyone with a job must fit on the team and have value. Communication—great teams know how to communicate. Dynamic tension—great teams argue but keep their egos in check. Managing Change Focus—must change for something identifiable. Barriers—focus and progress will always encounter barriers; remove them one by one.
Celebrate—every time a barrier is removed.
Courage—employees sometimes sense danger in progress; leaders set good examples. Motivation—create the atmosphere in which employees can motivate themselves.
Harmony—like a great symphony, everyone fits together. Commitment—requires three ingredients: pride, loyalty, ownership.
Rewards and Motivation Recognizing and rewarding proper employee performance is essential. This event shows off the skills of the staff of 22 housekeeping departments.
Each game has specific rules, and the contestants are judged on speed, accuracy, and the appearance of the contestant. Judges include top hotel management. Each team has a cheering section in the packed audience, holding up signs of support and cheering incessantly for its colleagues. In addition to the recognition received, the hotels donate dozens of great prizes to the winners see Figure 1. The event is usually covered by the local news media, so contestants can see themselves on the evening news.
Every state hospitality show should sponsor an event like this one. The Country Lodging by Carlson chain, a subsidiary of the Carlson Hospitality Group, pays its housekeepers by the rooms they clean rather than by the hour. Housekeepers earn more, and they earn it, on average, in a shorter workday. Three cautions regarding the implementation of a pay-per-room program should be addressed.
First, management must not take advantage of the employee by raising the benchmark standards of how many rooms ought to be cleaned in an hour. Third, it is doubtful that this program could be adopted in most union environments at this time. Although we believe this to be true, we certainly hold that recognition for employee achievement is an essential management technique.
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