The combination of all these structures came to be called the hospitality industry.
Table 1. Principles of construction of management systems of restaurant enterprises.
|
The name of the principle |
The content of the principle |
|
|
Principles that characterize the requirements for the formation of enterprise management system |
||
|
Conditionality of personnel management functions for production purposes |
Personnel management functions are formed and changed not arbitrarily, but in accordance with the needs and goals of production |
|
|
Primary management functions |
The composition of the subsystems of the management system, organizational structure, requirements for employees and their number depend on the content, number and complexity of management functions |
|
|
Optimum ratio of intra- and infra-functions of control |
Defines the proportions between the functions aimed at organizing the personnel management system (intrafunctions) and the functions of personnel management (infrafunctions) |
|
|
The optimal ratio of management orientations |
Dictates the need to anticipate the orientation of management functions on the development of production in comparison with the functions aimed at ensuring the functioning of production
|
|
|
Potential imitations |
Temporary retirement of individual employees should not interrupt the process of performing management functions. To do this, each employee of the management system must be able to simulate the functions of a superior, subordinate employee and one or two employees of their level |
|
|
Cost-effectiveness |
Provides the most efficient and economical management system, reducing the share of management system costs in total costs, increasing production efficiency. In the event that after the implementation of measures to improve the management system increased management costs, they should overlap with the effect in the production system, obtained as a result of their implementation |
|
|
Progressiveness |
Compliance of the management system with advanced foreign and domestic counterparts |
|
|
Prospects |
When forming a personnel management system should take into account the prospects of the organization |
|
|
Complexity |
When forming a personnel management system, it is necessary to take into account all the factors that affect the management system (relations with higher authorities, contractual relations, the state of the object of management, etc.) |
|
|
Efficiency |
Timely decision-making on the analysis and improvement of the management system, which prevents or promptly eliminates deviations |
|
|
Optimality |
Multivariate elaboration of proposals for the formation of a management system and selection of the most rational option for specific conditions |
|
|
Simplicity |
The simpler the control system, the better it works. Of course, this eliminates the simplification of the management system to the detriment of production |
|
|
Science |
The development of measures for the formation of the management system should be based on the achievements of science in the field of management and take into account changes in the laws of development of social production in market conditions |
|
|
Hierarchy |
In any vertical sections of the management system, hierarchical interaction between management units (structural units or individual managers) must be ensured. |
|
|
Autonomy |
Rational autonomy of structural subdivisions or individual employees must be ensured in any horizontal and vertical sections of the management system. |
|
|
Consistency |
Interactions between the hierarchical links vertically, as well as between the individual autonomous links of the management system horizontally must be generally consistent with the main objectives of the organization. |
|
|
Resilience |
To ensure the sustainable operation of the management system, it is necessary to provide special “local regulators”, which in case of deviation from the set goal of the organization put an employee or department at a disadvantage and encourage them to regulate the personnel management system … |
|
|
Multifaceted |
Personnel management both vertically and horizontally can be carried out through various channels: administrative, economic, legal, etc. |
|
|
Transparency |
The management system must have a conceptual unity, contain a single available terminology; the activities of all departments and managers should be based on a single “supporting structures” (stages, phases, functions) for different economic content management processes |
|
|
Comfort |
The management system should provide the maximum convenience for creative processes of creative processes of development, acceptance and realization substantive of decisions by the person |
|
|
Principles that determine the direction of development of the enterprise management system |
||
|
Concentrations |
It is considered in two directions: (1) concentration of efforts of employees of separate division or all management system on the decision of the basic tasks and (2) concentration of homogeneous functions in one division of management system that excludes duplication |
|
|
Specializations |
Division of labor in the management system (highlights the work of managers, specialists and other employees). Separate subdivisions are formed that specialize in performing homogeneous functions |
|
|
Parallels |
Provides for the simultaneous implementation of individual management decisions, increases the efficiency of personnel management
|
|
|
Adaptability (flexibility) |
Means the adaptability of the personnel management system to the goals of the management object, which are changing. |
|
|
Consequences |
Provides a general methodological basis for work to improve the management system at different levels and by different specialists, their standard design |
|
|
Continuity |
Absence of breaks in work of employees of system of management of the personnel or divisions, reduction of time of lying of documents, downtimes of technical means of management, etc. |
|
|
Rhythm |
Performing the same amount of work at regular intervals and regular repetition of personnel management functions |
|
|
Directness |
Orderliness and purposefulness of the necessary information to make a decision. It can be horizontal or vertical (relationships between functional units and relationships between different levels of government) |
|
All the principles of building a management system are implemented in interaction. Their combination depends on the specific conditions of the personnel management system.
Thus, modern management considers the organization not as a set of departments, but as a set of business processes that take place within it. Subordination of structure to processes, and processes – to strategy means that at first it is necessary to build strategy, that is to form vision of the future enterprise and to define its strategic purposes, then to build business processes so that each of them was focused on achievement of the concrete purpose, and only after that to form the organizational structure of the enterprise, which would ensure the effective implementation of business processes.
references
Economic Code of Ukraine // Bulletin of the Verkhovna Rada. –2003.- №18, 19, 20, 21, 22.DSTU ISO 9000-2001 Quality management systems. Basic provisions and dictionary. DSTU 4281: 2004 Restaurants. Classification. Kuzmin OE, Melnik OG Fundamentals of management.-Kyiv, Akademvydav, 2003 Bakanov MI, Sheremet AD Theory of economic analysis. Moscow, “Finance and Statistics”, 2002. Braimer RA Fundamentals of management in the hospitality industry. – M .: Aspect-Press, 1995 .– 382 p. Vesnin R.V. Fundamentals of management. – M .: Triada Ltd., 1996. Gerchikova IN Management: Textbook. – 3rd ed. – M .: Banks and stock exchanges: UNITI, 1997. – 336 p. Glukhov V.V. Fundamentals of management. – SPb.: Special. lit-ra, 1995. -326p. Kabushkin NI Management of hotels and restaurants. Minsk, 2000. Kabushkin NI Tourism Management: Textbook. allowance. – Mninsk: BSEU, 1999.-644p. Blehman V. Economics of the firm. Textbook. – SPb. – Mikhailova Publishing House, 1999.
21.01.2011
Organization of cultural and mass services in hotel facilities. Abstract
The concept and classification of hotel facilities. Characteristics of types of cultural and mass customer service in hotel facilities. Features of the organization of cultural and mass service in hotel establishments
The concept and classification of hotel facilities
Today, more than 1.5 billion people travel around the world every year. They need to be provided with transport, temporary housing, food https://123helpme.me/a-tree-grows-in-brooklyn/ and many other services. For these purposes, industrial enterprises, transport companies, hotels and restaurants, travel companies, national parks, beaches and other recreational areas are used.
The union of all these structures came to be called the hospitality industry. Thus, the hospitality industry is a collective term that encompasses various forms of service activities related to the reception and service of guests.
The hospitality environment is largely determined by external factors and the interaction of specialized factors. (Fig. 1) It is most influenced by economic and political factors. One of the most important places in the hospitality industry is certainly occupied by hotel complexes, which, it should be noted, play an important role not only for tourists but also for society as a whole.
Not for nothing in countries such as Germany, Sweden and others. hotel complexes are being built in residential neighborhoods. This is due to the fact that hotels are not only rooms, but also restaurants, dry cleaners, sports and recreation complexes, saunas, cultural and entertainment facilities, all that is needed not only by tourists but also by ordinary citizens.
Fig. 1.
Hotel-enterprise intended for temporary residence. Its main task is to provide temporary housing, however, the needs of guests are growing and the hotel industry is forced to expand more and more the range of services offered.
Today, the level of comfort underlies more than thirty world-famous hotel classification systems. The classification of hotels by categories is based on a set of requirements for: logistics; nomenclature and quality of services offered; level of service.
The most common of these are the European, or as it is often called, star system, based on the French national classification system, which is based on the division of hotels into categories from 1 to 5 stars. This system is used in France, Australia, Hungary, Egypt, Ukraine, Russia and several other countries. When providing a hotel with a certain number of stars, the following requirements are made:
