【正文】 sequence Service sequence briefing Guest wele Banquet checklists Beverage service Back of house organization Equipment storage Bar equipment Menu engineering amp。 settlement Banquet log book Banquet revenue reports Banquet event orders Banquet rental Casual labor Service Mise en place Door knob menu sequence Order taking Selling by remendation Carrying food from the kitchen Food service Beverage service Breakfast service Tray/trolley removal Delivery time Room service equipment Billing Log book amp。E obtain food availability survey manpower food suppliers pantry shops menus materials develop Famp。B import (customs) finalize menu items and prices finalize Famp。B meeting present menu proofs verify uniform delivery establish serving procedures of outlets print menus standardize receipt for kitchen staff take food display photos post receipes and photos in kitchen establish work schedule for outlets kitchen stewards room service restaurants and bars establish banqueting procedures tracing file function book bar sales weddings establish fire drill procedures establish first aide course establish entertainment policy establish layouts of all function rooms banquet EMPLOYEE STANDARSThe purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and acplished by the standard. The responsibility of the General Manager is to identity who, in the organization will be held accountable for the implementation and adherence to the Policies. Manning GuideOnce performance standards have been established for all positions within the Hotel and all Job Descriptions have been formulated the number of positions required for each specific area of the Hotel can be drafted. Each position should be established in relation to the size and operational requirements of the area and finally reviewed in conjunction with the Budget. Recruitment ScheduleFollowing the pletion and approval of the Manning Guide the Recruitment schedule may be formulated based on the following factors:q Type and Level of the positionq Number of employees per positionq Opening Dateq Commencement of relative training programsq Any special or extraordinary circumstancesq Preopening Budget constraintsThe recruitment schedule should be formulated in a grid pattern in accordance with the number of months in the Preopening period. Performance StandardsThe system is based on the establishment of specific standards of performance for each group of each Department within the Hotel.Non Production Groups:These positions do not vary with the volume of Business had by the Hotel, such positions as Department Heads, Assistants, other Supervisory and Clerical positions. Production Related Groups: This Group will be determined by established performance standards and as such reflect the projected volume of business, positions such as Floor Supervisors, Receptionists, Telephonists. Direct Production Groups:This Group defines positions which can directly fluctuate in accordance with the Highs and Lows of the Business volume and may include seasonal recruitment.The Performance standards for each of these Groups are measured as follows:Non Production Groups:The standard for this group is the result of a policy decision established for the Hotel based on its size, location and idiosyncrasies. Since the Position functions of this group are not controlled by established work standards it is important that each position be evaluated and reviewed on an annual basis to determine its actual requirement and contribution to the profitability of the Hotel. Position in this group are:q General Managerq Executive Assistant Managerq Financial Controllerq . Managerq Human Resources Managerq Etc…To evaluate the requirement of these positions each requires a detailed Job Description to be prepared including:q Job Titleq Departmentq Purpose and Responsibilityq Means for carrying out the responsibilityq Qualification required to fill the positionOnce the Job Description is plete for all positions within this group the individual work can be evaluated to determine the contribution to the Operation of the Hotel. Why is the Job done? Where is it done? By whom? And how long does it take?Once all Job Descriptions and analysis has been pleted for this group they will be reviewed by the management mittee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and ing year/s.Production Related Groups:Standards of performance for this group are based on the level of Occupancy, Number of covers served and the Volume of Beverage sales.Direct Production Groups:Standards of performance for this group are based as for the production related group, however are monitored and modified regularly to sustain the most cost effective production available. On the basis of established standards a manning guide is prepared for each department, or subdepartment if necessary, within the Hotel. This guide outlines the number of nonproduction, production related and direct production employee required at the various levels of volume of business and would include an Organization Chart.In order to utilize the standards established in the Manning Guide a forecast for the ing three month period is prepared and updated monthly, using production standards a potential manpower requirement for each department and subdepartment may be formulated. These requirements can then be reviewed and discussed and ultimately modified if necessary.Examples of production standards would be:Room Attendants 15 Rooms 8 HoursBellmen