4. Job Descriptions:

Job description lists all tasks and subtasks that compose a work position. Moreover, it may

outline reporting relationships, responsibilities, working conditions, equipment and materials to

be used.

All job descriptions shall be tailored and customized to reflect the needs of each single hotel

property, and work position. Moreover, job descriptions shall be task-oriented rather employeeoriented,

which means that hotels shall try to search for employees who can fit their job

descriptions, not design jobs to fit the skills of certain job applicants.

Job Descriptions shall be revised periodically to cope with the ever changing demands and

needs of the industry and to respond to the sophisticated needs of guests. While doing so,

managers shall let their employees be involved in the revision process.

Job descriptions might be used as:

a) To evaluate job performances

b) Tools to conduct training or retraining

c) Prevent duty duplications

d) Ensure the performance of each job task

e) Determine appropriate staffing levels

5. Job Specifications:

Job specifications List the personal qualities, skills, and traits a person needs to have in order to

perform successfully the tasks outlined in a job description. That's why; departments shall first

design job descriptions, and later job specifications!

Job specifications usually serve as a basis for advertising job vacancies, and as a tool to

identify current employees for promotion purposes.

Inside a typical job specification, the underneath key factors shall exist:

a) Work experience

b) Formal education

c) General knowledge

d) Previous training

e) Physical requirements

f) Communication ability

g) Equipment skills

Al-Farabi KazNU Hotel Business Uvarova A.K.

L14. Catering and restaurant service in hotels. Food & Beverage Department

2. Food & Beverage Department:

According to U.S. Lodging 1995 statistics, F&B Department constitutes the second largest

revenue generator of a typical hotel with an average of 23.1 for Food sales, and 8.6 % for

Beverage sales. In a five-star hotel, Food and Beverage outlets might have the following forms:

Quick Service Table Service

Specialty Restaurants Coffee Shops

Bars Lounges Clubs Banquets

Catering Functions _ Wedding, Birthdays…

Питание

OB, NA - only bad без питания;

Питание по меню - ограниченное число блюд из меню; a-la carte - меню, в котором

каждое блюдо указано с ценой;

ВВ - bed & breakfast - в стоимость проживания включен только завтрак (шведский стол).

Дополнительное питание - за отдельную плату в ресторанах и барах отеля; НВ - half board

- полупансион - в стоимость проживания включен завтрак и ужин (шведский стол),

бесплатный чай, кофе, вода на завтрак;

НВ+ - half board +, extended half board - расширенный полупансион

завтрак и ужин (шведский стол), а также алкогольные и безалкогольные напитки местного

производства весь день;

FB - full board - полный пансион завтрак, обед и ужин (шведский стол);

FB+, EXTFB - full board +, extended half board - расширенный полный пансион

завтрак, обед и ужин (шведский стол), а также напитки (в ряде отелей пиво и вино) во время

приема пищи;

Mini all inclusive- полный пансион с напитками местного производства не только во

время еды, но в ограниченном количестве;

ALL, Al - all inclusive - завтрак, обед и ужин (шведский стол). В течение дня предлагаются

напитки (местного производства (алкогольные и безалкогольные) в неограниченном

количестве плюс дополнительное питание (второй завтрак, полдник, поздний ужин,

легкие закуски, барбекю в барах отеля и т.п.);

Continental Breakfast, Континентальный завтрак - легкий завтрак, состоящий из кофе

или чая, сока, булочки, масла и джема;

Английский завтрак - полный завтрак, обычно включает сок, яичницу, тосты, масло,

джем и кофе(чай);

Американский завтрак - аналогичен континентальному завтраку, включает различные

нарезки и горячие блюда;

HCAL, hign class all inclusive - все бесплатно, кроме магазинов, телефона, врача,

парикмахерской, некоторых водных видов спорта и подводного плавания;

UAL, UAI - ultra all inclusive - завтрак, поздний завтрак, обед, полдник и ужин (шведский

стол). Достойный выбор сладостей, десертов, всевозможных закусок, а также широкий

выбор напитков местного и импортного производства. Большинство отелей, работающих

по системе Ultra All Inclusive, предлагают гостям дополнительное бесплатное питание в

ресторанах с кухней разных народов мира. Питание в течение дня, включая напитки

импортного производства (в том числе спиртные); Разновидности ultra all inclusive:

Elegance all inc, VIP all inc, Super all inc, De luxe all inc, VC all inc, Superior all inc, MEGA

all inc, Superior all inc VIP Service, Royal Class all inc, Ultra de luxe all inc, Extended all inc,

Exсellent all inc, Max all inc. Imperial all inc.

Al-Farabi KazNU Hotel Business Uvarova A.K.

L15. Innovation strategies in hotel business.

On-line in seconds, work surf, communicate -everywhere -Today, travellers, mostly

businessmen, carry their personal PC to make presentations, communicate with their office, via

e-mails, etc. One possibility offered to them today consists in the use of so-called Pad offering,

in particular,

Cable-free and universal access to Internet or intranet, wherever you happen to be

Brilliant colour touch screen

Ready to go in seconds (instant on)

Freedom in the selection of transmission standards by interchangeable PC cards

Unlimited flexibility by open platform Windows CE 3.0

Comprehensive office software package

Virtual keyboard and handwriting recognition

For sure, new technologies are continuously offering innovative and more comfortable ways to the traveller. The

160 rooms 5 star Palafitte Hotel in Monruz Neuchatel(CH) offers the visitors of the Swiss Expo 2002 a vision of so

called in-room available technologies.

The importance of innovation has been recognized since the days of Joseph Schumpeter some

100 years ago, and this recognition is continuing with vigour today in businesses around the

world (Economist, 2007; Tidd & Bessant, 2009). Innovation is seen as a key way to effectively

compete in crowded marketplaces, or even to create new market-spaces which disrupt existing

industries and markets by making them less relevant. Cirque du Soleil comes to mind here (Kim

& Mauborgne, 2004).

The hospitality industry is no stranger to innovation, though much of it may not be at the top

level of Booz Allen Hamilton’s framework of being ‘new-to-the-world’ (Ottenbacher &

Harrington, 2010), or even ‘disruptive’ (Christensen et al, 2000). The industry though does

occasionally provide some radical ideas which change the game somewhat. Early examples

from North America would include Holiday Inns, fast-food chains, roadside budget hotel chains,

and the ‘Starbuck’s’ experience amongst many others. More recent innovative ideas have

emerged from other countries, such as Asian-style restaurants (YO!, Sushi Shop, Wasabi Sushi,

Wagamama) and more-affordable modular-type hotels (CitizenM, Yotel). At the top end of the

hotel sector we are seeing state-of-the-art ideas, such as the Burj Al Arab and Rose hotels in

Dubai, the Skypark in Singapore, or even Royal Caribbean’s Oasis of the Seas. These small

examples demonstrate that the hospitality industry is full of innovation vitality and will no doubt

continue to be so in the future.

This is surprising since so many of the employees in the industry are part of the product, have

high contact with customers, and deep understanding of their experiences. These employees are

therefore a ripe source of creative solutions and ideas and can easily contribute to NSD new

service developments in the more enlightened organizations (Limpibunterng & Johri, 2009;

Tajeddini, 2009). Perhaps though the industry focuses more on tradition and established

practices which provide the customer with a predictable and more certain experiences? Perhaps

management in the industry do not have the space in cultivating creativity within a highly

transient workforce? Or perhaps industry leaders have not been schooled in the science and art

of creativity and innovation, and have more immediate tangible targets to meet, such as filling

seats and filling beds day-in, day-out?

Conclusion - Lodging facilities are not anymore corresponding only to the truly definition: "A lodging

accommodation for travellers". Nowadays, architects, designers, developers, engineers, managers, more

and more are conscious that taste of guests could be different, according to their wishes or needs. Hotel

specialists permanently analyse new trends, define better criteria, present modern standards in order to

improve quality of life in hotels. In the third millennium, the permanent competitive hospitality market of

suppliers is definitely more and more able, combining "savoir faire" and the good use of technology to

offer their guests an "A la carte" environment.