Учебно-методическое пособие по английскому языку «Introduction to the housekeeping management»

ПРАВИТЕЛЬСТВО САНКТ-ПЕТЕРБУРГА

КОМИТЕТ ПО НАУКЕ И ВЫСШЕЙ ШКОЛЕ

Санкт-Петербургское государственное бюджетное

профессиональное образовательное учреждение

«Санкт-Петербургский технический колледж управления и коммерции»

Учебно-методическое пособие на тему:

«Introduction to the Housekeeping management»

Составитель:

М.Б Ромашова

Санкт-Петербург

2020

Содержание

Введение…………………………………………………………………. 3

Lesson 1. The Housekeeping profession ………………………………….4

Lesson 2. Housekeeping management……………………………………..6

Lesson 3. Motivation and productivity…………………………………….9

Lesson 4. Executive Profile (Part 1)……………………………………….11

Lesson 5. Executive Profile (Part 2)……………………………………….14

Ключи……………………………………………………………………...17

Библиографический список……………………………………………18

Введение

Учебно-методическое пособие предназначено для студентов 4 курса, обучающихся по специальности 43.02.14 Гостиничное дело при прохождении междисциплинарного курса (МДК 03.02) Иностранный язык в службе обслуживания и эксплуатации номерного фонда.

Пособие состоит из пяти уроков, включающих аутентичные тексты профессиональной направленности с разработанными заданиями. Основной упор делается на чтение и говорение.

Lesson 1

I. Think and answer

What is the role of housekeeping in a hotel from your point of view?

II. Read the text

The Housekeeping profession

Since people have always traveled there has always been a need for housekeepers and hospitality. The function of housekeepers has changed over the years, from doing specific tasks to managing the people, material, and other resources required for task accomplishment.

Over the last 30 years the profession of executive housekeeping has passed from the realm of art to that of scientific management. Previously, professional housekeepers learned technical skills related to keeping a clean house. Now, the executive housekeeper and other housekeeping supervisory personnel are not only learning how to do such work but also how to plan, organize, staff, direct, and control housekeeping operations. They are learning how to inspire others to accomplish this with a high degree of quality, concern, and commitment to efficiency and cost control.

Origins of Hospitality and Housekeeping

Hospitality is the cordial and generous reception and entertainment of guests or strangers, either socially or commercially. From this definition we get the feeling of the open house and the host with open arms, of a place in which people can be cared for. Regardless of the reasons people go to a home away from home, they will need care. They will need a clean and comfortable place to rest or sleep, food service, an area for socializing and meeting other people,access to stores and shops, and secure surroundings.

Creating Proper Attitudes

Professional housekeeping requires a staff with a sense of pride. Housekeeping staffs must show concern for guests, which will make the guests want to return—the basic ingredient for growth in occupancy and success in the hotel business.Such pride is best measured by the degree to which the individual maids (guestroom attendants or section housekeepers) say to guests through their attitude,concern, and demeanor, “Welcome, we are glad you chose to stay with us. We care about you and want your visit to be a memorable occasion. If anything is not quite right, please let us know in order that we might take care of the problem immediately.”

A prime responsibility of the executive housekeeper is to develop this concern in the staff; it is just as important as the other functions of cleaning bathrooms, making beds, and making rooms ready for occupancy. Throughout this text, we present techniques for developing such attitudes in housekeeping staffs.

III. Answer the questions.

How has the function of housekeepers changed over the years?

What are executive housekeepers learning now?

What is the definition for hospitality? How do you understand it?

What do people usually need when they come to a hotel?

What must housekeeping staff show in their work and why?

What members of housekeepingstaff were mentioned in the text?

What phases can help hotel staff show their attitude and concern?

What is a prime responsibility of an executive housekeeper?

What are main functions of housekeeping staff?

IV. Translate from English into Russian.

task accomplishment

technical skills

supervisory personnel

high degree of quality

commitment to efficiency

cost control

generous reception

feeling of the open house

host with open arms

area for socialising

access to stores and shops

secure surrounding

sense of pride

growth in occupancy

V. Complete the sentences with the appropriate words.

Housekeeping staff must show _________ for guests, which will make the guests want ________.

Essential functions of housekeeping staff are cleaning bathrooms, _______ beds, and making rooms ready for _________.

Hospitality is the cordial and generous ________ and _________ of guests or strangers, either socially or commercially.

Guests will need a clean and comfortable place to rest and sleep, food _______, an area for _________ and meeting other people, ________ to stores and shops and secure _________.

The functionof housekeepers has changed over the years, from _______ specific tasks to ________ the people, material, and other _______ required for task _________.

“Welcome, we are glad you chose ______ with us.”

“If anything is not quite right, please let us _______ in order that we might ____ _____ of the problem immediately.

Speaking.

What have you learned from the text about functions of housekeepers and executive housekeepers in a hotel?

Lesson 2

Housekeeping management

I. Think and answer

What do you know about the work of an executive housekeeper in a hotel?

II. Read the text

The sequential functions of management are more recognizable as a part of the classical definition of management.They involve the planning, organizing, staffing,directing, and controlling of ideas, things, and people.

Activities of Sequential Functions

A manager’s sequential functions are divided into five areas—planning, organizing,staffing, directing, and controlling.

Planning

The management plan involves seven basic activities:

1. Forecasting: Establishing where present courses will lead

2. Setting objectives: Determining desired results

3. Developing strategies: Deciding how and when to achieve goals

4. Programming: Establishing priorities, sequence, and timing of steps

5. Budgeting: Allocating resources

6. Setting procedures: Standardizing methods

7. Developing policies: Making standing decisions on important recurring matters

Organizing

Getting organized involves arranging and relating work for the effective accomplishment of an objective. Managers organize by making administrative or operationaldecisions. The four activities involved in getting organized are as follows:

1. Establishing an organizational structure: Drawing up an organizational chart

2. Delineating relationships: Defining liaison lines to facilitate coordination

3. Creating position descriptions: Defining the scope, relationship, responsibilities, and authority of eachmember of the organization

4. Establishing position qualifications: Defining thequalifications for people in each position

Staffing

The third sequential function, staffing, involves people. Leadership now comes into play, and communication isestablished to ensure that understanding takes place.

There are four activities:

1. Selecting employees: Recruiting qualified people for each position

2. Orienting employees: Familiarizing new people with their environment

3. Training: Making people proficient by instruction and practice

4. Developing: Improving knowledge, attitude, and skills.

Directing

The first three sequential functions of management—planning, organizing, and staffing—might be performedbefore an operation gets under way. The last two sequential functions—directing and controlling—are carried out after the operation has begun or is in process.Aswith other managerial relationships involving people,leadership is accomplished through communication. In the directing of operations,there are five basic activities:

1. Delegating: Assigning responsibility and exacting accountability for results

2. Motivating: Persuading and inspiring people to take a desired action

3. Coordinating: Relating efforts in the most efficient combination

4. Managing differences: Encouraging independent thought and resolving conflict

5. Managing change: Stimulating creativity and innovation in achieving goals.

Controlling

The final sequential function of management is to control organizations and activities to ensure the desiredprogress toward objectives.There are five basic activitiesin the controlling of operations:

1. Establishing a reporting system: Determining what critical data are needed

2. Developing performance standards: Setting conditions that will exist when key duties are well done

3. Measuring results: Ascertaining the extent of deviation from goals and standards

4. Taking corrective action: Adjusting plans, counseling to attain standards, replanning, and repeating the several sequential functions as necessary

5. Rewarding: Praising, remunerating, or administering discipline.

III. Answer the questions

What areas are a manager’s sequential functions divided into?

What activities does the management plan involve?

What activities are involved in getting organized?

What does staffing involve?

What two sequential functions are carried out after the operation has begun or is in process?

What five basic activities are there in the controlling of operations?

Name five basic activities for directing. Which of them do you find the most important and why?

IV. Translate from English into Russian:

sequential functions

staffing

forecasting

objectives

budgeting

delineate

liaison lines

remunerating

counseling

rewarding

V. Complete the sentences with the following words:

stimulating adjusting lead persuading drawing up achieve inspiring

1. Forecasting means establishing where present courses will ______.

2. Developing strategies means deciding how and when to ________ goals.

3. Establishing an organizational structure means _________ an organizational chart.

4. Motivating means ________ and _________ people to take a desired action.

5. Managing change involves _______ creativity and innovation in achieving goals.

6. Taking corrective action includes ________ plans, counseling to attain standards, replanning, and repeating the several sequential functions as necessary.

Sum up the information about housekeeping management.

Lesson 3

Motivation and Productivity

I. Answer the questions:

1. Is it important to motivate people during their work?

2. What examples of motivation can you give?

II. Read the text.

Motive is defined by Webster’s 21 as “something (as a need or desire) that leads or influences a person to do something.” The motivation of employees is accomplished by the manager creating an environment inwhich employees can motivate themselves. Managers cannot hope to directly motivate other human beings; however, they can provide a climate where self-motivation will take place.

III. Read the examples of tips for motivation.

Motivational Tip

If you have an ESL (English as a second language) program for your housekeeping department, recognize those who successfully complete the program. Give them “diplomas” and have a graduation ceremony in their honor. Rent caps and gowns, invite their friends and relatives, and have a reception with cake and ice cream. It will be one of the proudest moments of their lives.

Motivational Tip

One of the highlights of the Las Vegas International Hotel and Restaurant Show is the Hospitality Skills Competition. This event shows off the skills of the staff of 22 housekeeping departments.Games include the Bed-Making Competition, Vacuum Relay,Johnny Mop Toss,and Buffer Pad Toss. 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 andcheering incessantly for its colleagues. In addition to the recognition received, the hotels donate dozens of great prizes to the winners).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.

IV. Work with a partner and create your own motivational tip

V. Look at the advertisement for The 23rd Annual Hospitality Competition.

VI. Work in two groups and create your own advertisements for the best motivational tips from the exercise IV.

Lesson 4

I. Read the text.

Executive Profile

Bryan Cornelius: A Future CEO on the Go

Depictions of young adults these days are filled with tales of apathy, hours on the PlayStation, laziness, misbehavior and over-indulgence. For those young people who strive for something better for themselves, they follow the well-worn path from high school to college, which leads them to a career in something that oftentimes pertains little to what they studied in school.

It’s a pretty safe bet to say that at age 22, Bryan Lee Cornelius is theyoungest member of I.E.H.A.; however, he’s really not your typical youngadult. At the moment, he has no time for video games or college courses.Working ten hours a day, six days a week as the Executive Housekeeperat the Radisson Hotel in the Historic District of Savannah, Georgia, he isprevented from doing much even in terms of socializing with his friends.He spends his time managing the housekeeping department as well ascross-training in other departments. In fact, sleeping comprises much ofhis free time. By going against the grain, diligently working and learningeverything within his reach, Bryan Cornelius continues to gain prominence in the hotel industry. He confesses that he’s found his niche.

Many jobs in the service industry don’t come without their fair share ofchallenges. Cornelius’ persistence and dedication to his position hasyielded many rewards throughout his short career. At the age of 18, he was completely green to hotels. Looking to earn some spending moneyduring high school, he worked as a shipping and receiving clerk at a local Marriott hotel. Fueled by an intense desire mixed and driven by foresight, Bryan anxiously pursued the countless opportunities available to him in the hotel business.

Unlike many of his younger peers, Bryan wholeheartedly dedicates himself to his job. His job is his life. Watching the construction of the 403-room Westin Savannah Harbor Resort across the river, Bryan anxiouslysubmitted his application for employment along with half of the town ofSavannah. An article in the local paper had revealed that over 20,000people had applied at the hotel, so he was quite shocked to find he wasone of only 300 who were selected.

With experience in shipping and receiving, he gained employment inthis department, only to find they had overstaffed it. Cornelius volunteered himself to be transferred elsewhere, landing himself a supervisory position in Housekeeping at age 19. “After speaking with one of my friends and the Executive Housekeeper, I accepted the position,” he anxiously recalls. “That was probably one of the best decisions I’ve made inmy life. It was a daredevil opportunity. From then on, I knew Housekeeping was for me.”

Equipped with little knowledge, but armed with a fierce work ethic, Cornelius set to face the many battles lying before him. Breaking downstereotypes and misjudgments regarding his young age presented hisbiggest dilemma. “It’s very tough when you are trying to work withroom attendants and show them the proper way of doing something, and they just look at you and say, ‘I have grandchildren as young as you.You’re not going to show me anything about this job I don’t alreadyknow.’”

to be continued…

*-I.E.H.A. – The International Executive Housekeeping Association

II. Read the text again and decide if the sentences below are true (T) or false (F).

1. Bryan Cornelius is the youngest member of International Executive Housekeeping Association.

2. Bryan has spent much time studying in college.

3. Socialising with friends comprises much of Bryan’s free time.

4. Bryan believes that hotel industry is his niche.

5. At the age of 18 he knew a lot about hotel business.

6. Bryan wholeheartedly dedicates himself to his job like many of his younger peers.

7. Bryan was the only person of the town of Savannah who had applied for a position at the hotel.

8. At the age of 19 he got a supervisory position in Housekeeping.

9. It was difficult for Bryan to break down stereotypes about his young age.

III. Read the sentences and explain their meaning in your own words.

1. Many jobs in the service industry don’t come without their fair share ofchallenges.

2. At the age of 18, hewas completely green to hotels.

3. Equipped with little knowledge, but armed with a fierce work ethic,Cornelius set to face the many battles lying before him.

IV. Give the synonyms for phases given below.

1. go against the grain

2. younger peers

3. a daredevil opportunity

Speaking

Sum up the information about Bryan Cornelius and talk about him.

Lesson 5

I. Read the second part of Bryan Cornelius’s story.

Bryan Cornelius: A Future CEO on the Go (Part 2)

Gaining Respect

….Soon after, Cornelius accepted a supervisory position in Housekeeping at the Mandarin Oriental Hotel in Miami. “This hotel is just awesome,” he relates with a sound of awe in his voice. “It’s a 5-star hotel where rooms start at $600. If you want a suite, that runs you at $8,000 a night.

As if moving from Savannah to South Beach wasn’t enough culture shock thrown at Cornelius, the carpets of the hotel were routinely studded with famous actors and movie stars who required particular attention. “I met Puff Daddy, and Michael Jackson stayed there for a month,” he casually mentions. “It was fun; every day, you’d go up to the computer and print out the sheet of arrivals. When you saw Scooby Doo or Superman, you knew it was a celebrity. It was definitely exciting.”

Cornelius returned to Savannah eight month later in February 2002. Hired initially as the Assistance Executive Housekeeper, he gained a promotion to Executive Housekeeper at the age of 21.

He remembers the day like it was yesterday. “Everyone was standing around and congratulating me when realization hit: I was now responsible for running the entire department. This was now my whole department.

Staff

Cornelius admits that keeping people working can sometimes be difficult in Savannah, due to the poor economic conditions, but he found a way to establish loyalty: “You want to speak with them and stay on their level, never acting like you’re better than them.”

Bryan’s interaction with his staff begins with their point of hire. During the interview, he details the Three Zero-Tolerance Rules, which are cause for termination: 1) If you pop sheets (don’t change them), you’re gone; 2) If you no call, no show, you’re gone; 3) If you leave a room at the end of the day without cleaning it, you’re gone. In his experience, over 95% of the housekeepers who are discharged leave for one of these three reasons. After welcoming a new employee to his staff, Bryan makes an effort to spend time with an employee to better know him or her. “I get to know them on a personal level,” he relates. “I want to know their favorite foods, interests, movies, and about their families. This shows them that you not only care about an employee as a worker, but a person as well. It pays off in the long run, because when you really need someone to come into work, they will respond to you a lot better.”

Awards

Bryan Cornelius’ early managerial success is the result of a perfect recipe of dedication, hard work, ambition and a willingness to learn everything he can from everyone around him. Much recognition has already been bestowed upon him as a result. In fact, the week prior to his interview, the Radisson awarded Bryan with the Manager of the Year Award for 2002. “I was so surprised,” he admits. “Everyone had been saying that I would get it, but until my name came out of my GM, Whip Triplett’s mouth that night, I didn’t believe it. It was amazing. One of the first things I did was calling my mother. She was so happy for me; I work so hard to make my mother proud.” Bryan has also received the Bill Tiefel Award of Excellence. Distributed by the Marriott, this award is given to employees who show such exemplary service that a guest writes a letter to Bill Tiefel and expresses appreciation for the service. Bryan has no recollection of the guest who was impressed by his service, but was extremely honored by the award. He has also been honored as Employee of the Month. Regardless of the facility or state where he works and the administration or staff with whom he works, Bryan Cornelius maintains five-star standards. He goes to every effort to ensure the best possible experience for everyone, while aiming to become a mogul in the hospitality industry. “I tell my friends who want me to go out and party that I’m a future CEO on the go. I spend a majority of my time working to advance my career.”

II. Read the text again and decide if the statements below are true (T) or false (F).

1. Mandarin Oriental Hotel was visited by a lot of famous people.

2. Meeting a lot of celebrities was complicated for Bryan.

3. Cornelius returned to the previous hotel as an Executive Housekeeper.

4. Bryan was happy to run the entire department.

5. It was too hard for Bryan to get people in Savannah work.

6. To better know a new employee Bryan trays to get to know him or her on a personal level.

7. Nobody believed that Bryan Cornelius would get the Manager of the Year Award in Radisson.

III. Answer the questions.

1. What are Three Zero-Tolerance Rules? What do you think about them?

2. What was one of the first things he did when he had been awarded with the Manager of the Year Award?

3. What does Bryan Cornelius think about his future in a hotel?

IV. Read Bryan’s advice to other young aspiring Executive Housekeepers and professionals:

1. Set one goal at a time. If you set too many, you’ll get discouraged. So set one and follow it through.

2. Always ask questions.

3. Listen. It’s the most effective way to gain intelligence.

4. Keep your eyes open to opportunities.

5. Work hard.

6. Defy adversity and negativity.

7. Never set yourself above your coworkers.

8. Remember that age is only a number.

9. Always ask for additional responsibilities, when you can handle it.

V. Explain Bryan’s advice in your own words.

Speaking

Which of the Bryan’s advice do you find the most important and why?

Ключи

Lesson 1.

IV. 1. исполнение заданий; 2. технические навыки; 3. контролирующие работники; 4. высокий уровень качества; 5. Приверженность эффективности; 6. контроль издержек; 7. щедрый прием; 8. Ощущение дома с открытыми дверями; 9. хозяин с распростертыми объятьями; 10. зона для общения; 11. Доступ к магазинам и торговым точкам; 12. безопасная среда; 13. чувство гордости; 14. рост заполняемости (отеля).

V. 1. concern, to return; 2. making, occupancy; 3. reception, entertainment; 4. secure, socializing, access, surrounding; 5. doing, managing, recourses; 6. to stay; 7. know, take care.

Lesson 2.

IV. 1. Последовательные функции; 2. подбор персонала; 3. прогнозирование; 4. цели; 5. распределения бюджета; 6. очертить; 7. линии связи; 8. вознаграждение; 9. консультирование; 10. награждение.

V. 1.lead; 2. achieve; 3. drawing up; 4. persuading, inspiring ; 5. stimulating; 6. adjusting.

Lesson 4.

II. 1-T; 2-F; 3-F; 4-T; 5-F; 6-F; 7-F; 8-T; 9-T.

Lessen 5.

II. 1-T; 2-F; 3-T; 4-T; 5-F; 6-T; 7-F.

.

Библиографический список

1. Thomas J.A. Jones, Professional Management of Housekeeping Operations, Fifth Edition, John Wiley & Sons, Inc., 2016.