酒店管理系統(tǒng)餐飲設計論文.doc

1、酒店管理系統(tǒng)餐飲設計論文(英文）A SOFT SYSTEMS METHODOLOGY APPROACH TO DESIGN ARESTAURANT MANAGEMENT MODEL FOR A GREAT TOURISM HOTELAbraham Briones-Juarez， Ricardo TejeidaPadilla， Oswaldo Morales-MatamorosInstituto Politécnico Nacional， Méxicoabrahambriones2003。mx， rtejeidapipn。mx, omoralesmipn.mxABSTRACT

2、This paper  is about  the design of a  systemic model used  in  restaurants managementinside the hotels of Great Tourism category in Mexico City， applied to the Restaurantthe Gifts of the Hotel Sheraton Centro Historico。With the purpose of establishing a Holistic vision of t

3、he works development, the use ofthe Systems' Paradigm and concepts of Soft Systems Methodology by Peter Checklandwas  determinate,  since  the  case  of  study  is  a  social  system  that  is  not  only  able  tocho

4、ose means to reach certain goals, but also capable to select and to change them.The designed model was conceptually defined with the restructuring of the informationflows， the reorganization of the restaurant's organizational structure and the view of theelements that affect the system in its in

5、tern and external environments.Keywords: Soft System Methodology, management, restaurant, hotel， tourism。INTRODUCTIONTourism  is  one  of  the most  important  and  dynamic  segments  in  the  current worldcontributing with around 11% of the wor

6、ld production and generates one of each elevenwork positions。  It  is  considered  that  in next 20 years 1。6 million  tourists will  travelaround  the world and  they will  leave a billion dollars economic  spill,  in Mexico  thetouri

7、sm sector contributes with over 7% of the national PIB and it also contributes withmore  than 9  in direct and  indirect work positions （Consejo de Promoción Turística,2006)。Tourism  has  become  a world  level  alternative  to  confront

8、60; the  setbacks  of  the  poorcountries  that  look  forward  to develop  alternatives  that  improve  their  economies bymeans of the creation， diffusion and improvement of its tourist destinations， so much ofbeaches as of cities. S

9、uch it is the case of Mexico that occupies the 7º place in touristsreception at world level with a reception of .31% of the world tourism。In Mexico the tourist activity and therefore the hotel industry are part of one of the maineconomic activities， is enough to mention that the hotel occupatio

10、n constitutes the baseto define the tourist demand.External ambientThe Federal District is one of the most prominent sites of the national territory since ithas  areas  that  have  been  declared  as  Patrimony  of  the Humanity  by  the UNESCO，

11、among  which  is  the  Historical  Downtown  and  Xochimilco，  considered  as  acosmopolitan City  that  offers  cultural  and  commercial  leisure  activities，  the  touristimportance of Mexico City resid

12、es in the business segment of tourists of that it receives,SSM Approach to Design a Restaurant Management Model2reason why it is a destination that has high occupations in its hotels on week days whiletheweekends  it  keeps  economic  rates  and  low  occupations。&

13、#160; Therefore  the  lodgingcompanies  need  to  establish  promotions  packages  and  discounts  to  the  weekendtravelers, settled down in the program Dfiesta which is born like an initiative of the DFSECTUR.The Federal District harbors

14、a series of Great Tourism category hotels that are presentedbelow with the granted category by SECTUR in stars and with the granted category bythe American Automobilist Association (AAA) in diamonds。Chart 1. Hotels of category Great Tourism of Mexico CityHOTEL SECTUR CATEGORY AAA CATEGORYMARQUIS REF

15、ORMA GT NH TLALNEPANTLA GT COLON MISIÓN REFORMA GT ROYAL PEDREGAL GT SHERATON CENTRO HISTORICO GT CROWNE PLAZA TLALNEPANTLALANCASTERGT J。W。 MARRIOTT GT CAMINO REAL MÉXICO GT FIESTA AMERICANA GRANDCHAPULTEPECGT NIKKO MÉXICO GT W MEXICO CITY GT HABITA GT GT GRAN MELIA MÉXICO REFORM

16、A GT SHERATON MARIA ISABEL TOWERS GT PRESIDENTE INTERCONTINENTAL GT FOUR SEASONS GT The  services provided by  the hotels  are  conformed  from  the  rooms， main  source ofrevenues, until  the  complementary  services  such  as  t

17、he  restaurant, bar,  laundry, drycleaner's, hairdresser， boutiques， souvenir stores， travel agencies and pharmacy， whosefunction is to make more comfortable and more pleasant the stay of the guests.SSM Approach to Design a Restaurant Management Model3On  the  other  han

18、d  the  hotels with Great  Tourism  category  should  have  restaurantservice  inside  their  facilities  as  NMXTT007-1996IMNC  official  regulationestablishes  （COTENNOTUR, 1996), and should also adopt strict hygiene proced

19、ureslike the ”H" distinctive which specifies the hygienic handling of the food, regulated inthe NMXF-605NORMEX-2004 norm that along with the operation handling and theuse of digital control systems， cause  the operation of  the  restaurant  to depend on  thevery operati

20、on of the hotelThe  abovementioned  generates  a  situation  of  uncertainty  to  be  able  to  direct  therestaurants， derived from  the  inability of  the executives  to determine  the strategies ofgrowth，  t

21、he  long  term planning  and  the  appropriate production  levels  to  achieve  thefeasibility of the operations in the restaurant.At the present time, it is preponderant to create new strategies directed to establish newways  of  managing 

22、 the  restaurant  establishments  inside  the  hotels  that  generatemanagement alternatives that correspond to the necessities of the systems, in order to doit  is necessary  to carry out a diagnose of  the current  situation  to be able&#

23、160; to establishimprovement mechanisms that contemplate the elements that conform the study object，in  this  case  the  “Los Dones” Sheraton Centro Histórico Restaurant  that  is  treated bymeans of Soft Systems Methodology because it is a system of human act

24、ivity where thequalitative elements acquire greater  relevance  to  try  to know  the phenomenon and  topromote its improvement， by means of those involved that have common goals but notnecessarily search for the improvement of the system。Internal environmentThis 

25、paperwork  approaches  the  problem  and  proposes  a  model  of  restaurantmanagement  for  a great  tourism hotel of Mexico City  that  considers  the  limitationssettled down by the international frame mark policies a

26、nd the tendencies of the tourism，to contribute to the decisions making and its improvement.The  administration  involves  the  decisions making  inside  the management, which  iscomposed  by  the  head master  committee whose main  function

27、s  are  constituted  by：specify  the  orientations，  to  suggest  the  development  of  the  actions,  to  favor  theexchange of information, to deal with the conflictive issues and to take actions。Below the departmental divi

28、sions of the Hotel Sheraton Centro Histórico are presentedwith the intention of locating the department of Food and Beverages that will be studiedalong the analysis.Figure 1。 Departmental Divisions of Hotel Sheraton Centro Histórico Mexico City SheratonCentroHistóricoHotelCashier

29、StarService SecurityHouseKeep ingHumanResources Banquets，GroupsSalesFood andbeveragesParking lot ConciergeFront deskSystems Internal Control SSM Approach to Design a Restaurant Management Model4For the specific case to be studied the Hotel Sheraton Centro Histórico is compos

30、ed bythe division by departments.Inside  the  attributions of  the Food & Beverages  （F&B) department,  the  informativehierarchical flow that composes it， is presented next.Fuente： Manual de Políticas y Procedimientos de A y B del Hotel Sheraton centro his

31、tóricoFigure 2. Food and Beverages department Organisational ChartSource:  F & B Policies and Procedures Hotel Sheraton Centro Histórico ManualInside  this  representation，  we  can  observe  not  only  the  hierarchy  lines 

32、but  therepresentation  of  the  information  flow  by means  of  the which  the  communicationchannels that give life to the restaurant system are established, composed by the Foodand Beverages area that is divided in two specific areas： on one hand

33、 the kitchen area orproduction of food and for the other one the management of the services area。This kind of structural hierarchy is designed  to allow  the free flow of  information forthe decisions making， however, the restaurant is divided inside its management by theareas  s

34、o much productive  as  for  the  services  areas， maybe  for  a  convenience  in  thehandling of  the Food and Beverages  in general。 That when being examined  from  thesystems approach  shows us  the  inconsistenci

35、es of  the hierarchical  structure, becausework cells are not being integrated under a communicative hierarchy capable to carryout  functions  that  regulate  the  disorder  in  the  system,  which  generates  a  lack  offunc

36、tionality in the handling of the management.It  is necessary  to mention  that  the hotel  restaurant  system belongs  to an  specificallygreater area, a greater system denominated Food and Beverages by means of which， acentralized  management  is

37、60; carried  out  to  control  the  information  flows  and  themanagement handling, concentrating it on the section chief of the Food and Beveragesarea named: Food and Beverages Head Master .Generally， the hotels have an area manager, this person has the attr

38、ibution  to control theoperation， we refer to the restaurant captains, whom have under their responsibility tocontrol and  to coordinate  the physical operation of  the establishment,  is  important  tomention  that  inside  the  management 

39、; patterns  of  the  hotels,  it  is  considered  thatmanagement  or management  committee  is  considered  as  the  only  one  authorized  tocarry out modifications, proposals or  adaptations  to  th

40、e operation  systems，  althoughthey are not directly controlling the operation of the area。 This means that although it iscertain that a high hierarchy is necessary to make certain decisions， it is also certain thatthe operation， organization and planning for the right decisions making to

41、improve theirown management， should be left in the hands of the direct area managers.Operations Head MasterF&B Head MasterExecutive Cheff Bar and Restaurant ManagerExecutive Sub CheffBanquets CheffPartie CheffRestaurant captainHostessWaitersWaiter helper CooksBars ChiefBarmanBar helperSSM Approa

42、ch to Design a Restaurant Management Model5The same thing happens within the information flows since generally, the head mastersreceive all  the  information  that concerns  to  the decisions making， and  they  take  theiractions  establishing  a

43、0; general  level  of management  in  the whole  area  of  food  andbeverages。 That is to say， they consider non appropriate solutions for particular F and Bconsuming centers because they visualize all of them as homogeneous.The  abovementioned  is&#

44、160; considered  as  a  non  functional  element  of  hierarchicalcompetence， on the other hand it is convenient to mention that the information receivedby head masters is processed by the Food and Beverages management establishing thenecessary presage  that c

45、over  its required  level of economic and sales benefit， withoutconsidering or carrying out an analysis of  the situation  that consuming centers  live atthe moment where  their area managers are far from being decisions makers and onlyassume a  technical  rol

46、e, controlling  the physical operation and giving solution  to  theproblems that are generated during the dayOn the other hand， the headmasters generally are not appropriately prepared to establishtools  or  instruments  that  allow  them  to measure 

47、; the way  in which  the  actions  aredeveloped inside the restaurants in a qualitative way。 They consider the sales like onlyelement  that  indicates  everything  goes  like  it  should, when  the  necessary  thing  toimprov

48、e their managerial levels is to consider the qualitative and quantitative variablesthat generate an improvement in the sales variable.Inside  the current management  that  the hotel  restaurants  follow and  in general  in  thewhole  hotel，  complain

49、ts  and  technical  handlings  and  abilities  that  the  supervisingpersonnel have  to control such complaints are given priority。 However,  they are onlycentered in the possible solutions that can generate a favourable situation in the momentof

50、0; the quarrel with  the client， without  taking  in consideration  the primary causes  thatcaused the phenomenon， generally the bad service it is solved with granting incentivesto the clients like discounts， special prices or simply the reinstatement of the physicalproduct&

51、#160; that  constitutes  the  service,  in  this  case  the  dishes  of  the  restaurant  thatgenerates higher costs but doesn't  solve  the  frequent problems  to which  the  servicesproviders face.Inside&

52、#160; the  quality  controls with which  the  Starwood  chain  counts， we  can  find  theinspection visits of the corporate to measure what they call the quality of the services,which  rather  refer  to  the execution of  the stan

53、dards  to determine  the perseverance  intheir use。 This revision is performed every 6 months and at the end of the inspection theexecutive committee meets with the Shopper， who informs on the obtained results.This kind of evaluations is very common inside the hotel industry where the

54、 handling ofthe  standards  is  related with  the  clients  satisfaction，  trying  to  establish  a  level  ofservice，  that  is  to say  that  the quality of  the service  is reduced  to  the repetitive use ofstandards， mini