【正文】 of the English language, and maintains superior attention to detail. Within Room Service there is a distinct division of duties. The Room Service cashier receives guest orders, either by phone or via doorknob cards collected by the night staff. The orders are written down by the Room Service cashier and then passed on to both the kitchen staff and the waiters. Cashiers receive virtually no training and little onthejob coaching or support. There is only one cashier assigned per shift, regardless of variability in demand, and therefore the cashier is frequently overburdened at peak times. The cashier’s only official duties are to take telephone orders and operate the pointofsale system. During slack times when the cashier has nothing to do, managers frequently assign him or her to other duties within the department. If a rush occurs when the cashier is away from the station, the phone may go unanswered and Room Service orders can easily accumulate. Room Service waiters assemble the carts and pick up the meals from the kitchen, deliver the meals to the guest rooms, and return the signed guest receipts to the cashier. Until the waiter arrives at a guest’s door with the ready meal, he or she has not municated with the guest regarding the order. Few of the waiters are crosstrained in the cashier’s duties, so they are unable to assist in the cashier function. This renowned Washington hotel has a recurring problem with incorrect Room Service orders and orders being delivered to the wrong rooms. The majority of such incidents involve missing items or items cooked differently than the guest requested. In a particular incident, Steven delivered breakfast to a guest at 6:30 . After knocking gently on the door and quietly announcing, “Room service” Steven waited several minutes, then announced his arrival again, somewhat more loudly this time. He heard noise in the room, and an angry voice shouted: “Just a minute!” The door then flew open and a tall, middleaged man in his bathrobe began to scream at Steven that he had not ordered room service and was greatly disturbed by being awakened at this early hour. The order pad had listed the wrong room! The guest then slammed the door and called the front desk to plain. It took Steven and the cashier about 15 minutes to figure out the room number of the guest who had actually ordered breakfast. The breakfast order, now a bit old, was rushed to the correct guest, who scolded Steven for being late. Steven apologized and informed the guest that there would be no charge for breakfast. When Steven returned to the Room Service office, he started an altercation with the cashier. “How could you get the room number wrong?” The remaining waiters joined in, and a major fracas occurred during peak serving hours. The manager reprimanded the cashier severely in front of the wait staff. Later that day, the Front Office Manager provided a free lunch to the erroneously awakened guest and his wife. Despite encouraging words from his manager, Steven went home feeling discouraged and frustrated. One small mistake had resulted in two annoyed guests, three free meals, and increased employee tension. Management did nothing to prevent the problem from occurring again. 1. What was the cause of this situation? 2. What were the costs involved in this situation2 3. What remendations might you have to improve the system? 案例 7, The Minibar Charge（客房酒水收費(fèi)） Tim Marler was in a hurry as he 1eft his room at 7:15 . He was checking out of one of New York’s finer hotels after a severalday stay. His business trip had been quite successful and he was feeling very good, even though he was running a little late to catch his plane for the West Coast. He had an important meeting early that afternoon in San Francisco, and his schedule was very tight. He chose not to use express or video checkout for two reasons. First, on several occasions in the past, he had incorrect charges on his bill, and reconciling the differences alter the fact had been timeconsuming and irritating. Second, he knew that when he turned in his receipts to the accounting department immediately upon return to his office. He was often reimbursed for his expenses before he received his credit card bill and thus avoided covering business expenses with any of his personal money. As he waited in line at the cash?！痵 operations. He also started a file that contained a log of customer and staff ments, interactions between the staff and customers, sales and revenue figures, and any information he could use to gain a prehensive understanding of the current working conditions and subsequently use as a basis for making necessary changes. After a couple of months, he had piled a long 1ist of items he thought he could use as a basis for improvement. One of Gary’s biggest concerns was the relationship between the kitchen staff and the wait staff. He recorded numerous problems and tensions. To begin with, he noticed that the servers spent a great deal of time interacting intensively with the guests. However, he also noticed that members of the wait staff were quite terse and demand of the kitchen staff. Servers plained that it took too long for food to e out, because the cooks wasted their time garnishing plates. However, the cooks plained many times that the food waited too long on the hot counter and “died” before it was picked up by the wait staff, because the servers were “schmoozing” with the customers. Gary also found that when the wait staff did occasionally bus tables, they returned the dish and glass trays without stacking them in their proper places. The kitchen staff plained bitterly, noting that the kitchen was crowded enough without trays of dishes and glassware carelessly stacked in valuable prep spaces. To address this problem, Gary decided to conduct a meeting with the wait staff