CIBM DEPARTMENT

HOSPITALITY MANAGEMENT

HPME1
ROOMS
DIVISION
MANAGEMENT
PRESENTED BY RYAN ANDREW C. BOLALIN, LPT

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USANT.EDU.PH
NON-VERBAL
COMMUNICATION
Non-verbal communication that shows
that you are really listening to someone,
and that actually helps you to listen,
includes:
• Leaning toward the person
• Good eye contact (which is not glaring
at the person, but encouraging them to
speak)
• Nods and other encouragement
• Moving to a location that is free of
distractions
 REFLECTING
When you use reflective listening, you
paraphrase what the person has just said to
you.

What Reflecting Does?

Clarifies Meaning
Stops misunderstanding from occurring or growing.
Helps the Speaker

Helps the speaker think about the real issues and feelings
Encourages the speaker to think deeper
Reminds the speaker what has been said and shows connections
Helps the speaker feel listened to and understood.
Helps the Listener
Helps the listener to understand things from the speaker's point of view

Helps the Conversation to Keep Moving Forward

This can be particularly useful if the speaker just keeps going over old ground.
Sum up what has been said ("So if I've got this right, you....") and then they often
move on.
 GUIDELINES FOR
REFLECTING
Be Non-judgmental - you're not agreeing or
disagreeing, just telling them what you have
understood.
Be Concise - remember they are the ones doing
the talking, you are just showing that you are
listening.
Try to be Accurate - although if you have
misunderstood they will usually feel comfortable
correcting you.
Reflect on the Exact Word - sum up and use your
own words (you don't want to sound as though
you're parroting them).
Be Tentative if Relevant - so that they will feel all
right about correcting you.
 Useful Phrases
Although you don't want to be "talking in formulas" and you will hopefully develop your own, natural -
surrounding style, sometimes it is difficult to get started. You need to practice it before it will come
naturally. This list of phrases will help you get started.

Practice reflecting with a partner and try to use different phrases, or just read the list a lot of times until
you get a good feel for reflecting statements.

You mean.....
You feel.... because...... So to sum up What you're saying
It seems that...... is.....
Let me see if I've gotten this
You're feeling....... right...
You're....... In your experience..... You believe ......
I get the impression that....... In other words .......
You're saying......
 Class Activity-Reflecting Practice
Write reflections to these statements. Remember:

Do not give advice.

Do not give sympathy. (e.g. "It'll be alright.")
Do not ask question.
Do not say what you would do.

(Note: Not all the statements are conflict situations.)

1. "I'm starting to hate coming to work. Everyone's been at each other since this promotion came up. It's
turning us all against each other."

2. "I can't believe it! I worked so hard on that job and then Mr. Smith took all the credit. My input wasn't
even mentioned!"
 CONFRONTING
When somebody is doing something that infringes on your rights. it is important to be
able to confront them about it in an assertive way This means you need to take into
consideration both their rights and your rights, and you need to communicate clearly.

One way to do is to use the "three-part assertive message". This helps you to be clear in
your communication, and to avoid blaming, making generalizations, or using other
communication blocks.
 DEALING WITH ANGER OR OTHER HIGH EMOTIONS
You need to deal with any strong emotion before you can actually get down to resolve a conflict. Don't try to
solve problems until emotions are diffused.

Use reflective listening to understand people and to make them feel understood. If they are being unreasonable,
they will usually show that too.
Don't give your opinion until you feel like you really understand them (and they feel that you do).
If they are standing up, try to get them to sit down - it's hard to stay as angry when you're sitting down.
Sit beside them rather than across from them. Don't have anything (e.g. a table) dividing you.
Don't get drawn into an argument.
If they get derogatory or hateful to you, you can tell them to come back later when they have calmed down.
Sometimes when it appears that there is a problem, just listening reflectively may show that you really agree.

POINTS TO REMEMBER WHEN RESOLVING CONFLICT

Don't worry about assigning blame. It's a waste of time, it only creates bad feelings, and sets you up for a
competition rather than collaboration.
If possible, take the time to plan the process - think through needs and rights of both parties, work out what you'll
say, think about what response you might get, etc.
Remember that conflicts can be destructive or constructive. Have a positive attitude of working out how to solve
a problem together and you're halfway there.
 POINTS TO REMEMBER WHEN RESOLVING CONFLICT
Deal with strong emotions (usually with reflective listening or with time) before you try to solve problems.
If you don't have the time to discuss a situation properly, or there are strong emotions, set a time to talk about it later. This also
gives you a chance to plan.
Don't put off resolving a conflict. It is easier to deal with it at an early stage. The longer it is around the more destructive it may be.
Being assertive doesn't mean you should always be assertive. It means you have a choice. Sometimes it may not be worth it.

FINAL WORDS ON DEALING WITH CONFLICT AT WORK

To be successful in resolving conflict you must be prepared to open the discussion and prepare an effective opening statement.
Then you must be assertive and communicate clearly without appearing to be threatening.
You must have the ability to hear the other person's or people's point of view.
You must have the ability to be able to communicate, that is, to have an open discussion of how the conflict is:
• Affecting you as an individual
• Affecting the work team as individuals and as a group
• Affecting productivity and/or attendance, workplace atmosphere, etc
To do this effectively you must follow the four steps previously introduced and also:
Keep all weapons' out of reach. This means weapons such as pulling rank, threats point scoring and/or hiding behind the
establishment's policies and rules
Keep early discussions informal. You can get tougher if you need to at a later stage, if conflict continues.
You need to search for common ground, that is something you both/all want.
If necessary, a mediator may be required. This is particularly important if you feel that as a team leader you cannot remain distant
from the argument.
Remain flexible and develop creativity in forming solutions.
LISTEN and RESPECT all points of view.
An effective and confident team leader will see the dispute/conflict as a problem to be solved, not a battle to be won. Conflict
resolution will become easier with time and experience.
RESPONDING TO CLIENT
COMPLAINTS
Introduction

Many hotel managers say, "Our guests

are our most important asset". Managers
acknowledge the important role of
handling client complaint in the
hospitality industry. Hotel managers
interview guests, evaluate and gather
feedback to improve the guest
satisfaction when it comes to products
and services. It involves working with
guest seeing them as partners.
 CHAPTER OUTCOMES
At the end of this chapter, you should be able to:

Handle complaints sensitively, courteously and discreetly;

Take responsibility for resolving the complaint;
Establish and agree on the nature and details of the complaint with the customer;
Take appropriate action to resolve the complaint to the customer's satisfaction wherever possible;
Where appropriate, use techniques to turn complaints into opportunities to demonstrate high
quality customer service; and
Complete any necessary documentation accurately and legibly within time constraints.

Customer complaints are a special type of conflict situation. Many of the skills in dealing with conflicts
between employees in your workplace will apply.

Customers usually tell others about their bad experience - word of mouth creates significant market
damage.

Sometimes when customers get prompt attention to a complaint they become even more loyal than
customers who have had no problems at all. So clearly, dealing effectively with customer complaints
is essential.
 STEPS TO RESOLVING CUSTOMER
COMPLAINTS
The following steps will help you to resolve customer complaints in almost every situation.

1. Listen to the Customer. Use active listening skills, reflecting to draw out all the relevant information.
Ensure that the customer feels that you are interested in their concern.

2. Summarize the Problem. If you have not already done this when reflecting, summarize back to
them what their problem is. This will check that you have understood properly and show them that
you have been listening.

3. If Possible, Offer Them Two Alternative Solutions to Choose Between. For example, if a customer in
a restaurant complains about the food, you could offer the choice of a replacement meal or a
discount. This helps the customer to feel in control of the situation, and is also more likely to accept
something that will satisfy them.

4. Follow Through and Follow Up. Make sure that solution is carried out. If someone else has to do this,
check up that it is done. Check with the customer later that they are happy. If a customer has been
staying in your hotel, it may even mean a quick phone call after his stay is over.
 POINTS TO REMEMBER
Don't take comments or anger personally. The customer may be emotional and angry, but it is not
helpful for you to respond emotionally.
Make sure that the customer feels as though you are interested in them, listening to them, and
trying to understand them.
If the customer is emotional you may need to spend some time just listening to help them calm
down.
Offer options that are fair to both your organization and the customer.
Don't blame others in the organization. Don't blame the organization. In fact, avoid laying blame at
all. As with conflict situations, it usually serves no purpose.
 SECURITY IN HOTEL
Introduction
One of the most critical
issues in managing hotel is
the safety and security of
the guest, staff, assets as
well as the whole
environment. The main
reasons are the change
brought about by forces and
pressure that are involved in
the operation in hotel
establishment. The in and
out of the different people
from the different
nationalities and having
different culture affected by
the external and internal
hotel operation.
 SECURITY IN HOTEL
Providing security in a hospitality environment is the broad task of protecting:
• People
Guests
Employees
• Assets
Cash
Valuables
Property

How each of these security areas is protected is a policy issue for individual enterprises. Industry can
provide standard guidelines but because of the uniqueness of each establishment, policy and
procedure will be designed to meet individual needs.

CHAPTER OUTCOMES:
At the end of this chapter, you should be able to:
Provide safety and security to the guest, staff and hotel assets; Identify the safety precautions of
handling suspicious people inside the hotel premises;
Identify the safety procedure in handling bomb threat, and Enumerate the robbery prevention
strategy in the hotel operation.
 SECURITY ISSUES
Whenever you think about the physical size of any hospitality operations and the extent of the
activities that take place, the issue of protecting the two primary players- people and assets -
become a major responsibility. Major security considerations include:

Emergency evacuations- bomb threat, fire;

Theft (money, vehicles,goods);
Security staffing:
Suspicious people
Control of access to certain areas;
Disturbances; and
Financial control and record keeping

DEVELOPING A SECURITY SYSTEM

Any security system should have prevention as its primary objective- although not all potential crime is preventable. The involvement of the
staff in identifying potential security issues and developing procedures is encouraged because it is a member of staff who will most likely be
the first to spot the problem, be the one to

implement and follow the procedures and finally, report the incident.

A well-planned and effective security system will include:

• Written procedures

• Staff training in prevention and procedure in the event of a

 DEVELOPING A SECURITY SYSTEM
Any security system should have prevention as its primary objective- although not all potential crime
is preventable. The involvement of the staff in identifying potential security issues and developing
procedures is encouraged because it is a member of staff who will most likely be the first to spot the
problem, be the one to implement and follow the procedures and finally, report the incident.

A well-planned and effective security system will include:

Written procedures
Staff training in prevention and procedure in the event of a
security breach or emergency situation;
Regular review of existing systems;
Clearly defined lines of authority in the event of an emergency; and
Reporting systems/evaluation after an event.

"Security measures are for everyone's protection."

 Bomb Threat Procedures
In Australia they are less likely to believe a bomb threat will be carried out than we are to believe that
a fire may start. The reality is that hotels (and other organizations) do receive bomb threats, which
must be taken seriously; more often than serious fire occur.

A standard procedure for dealing with bomb threats follows three steps:

1. Receiving the Threats - It is generally believed that the actual bombers are quite specific with detail
when they make a bomb threat However, having received a bomb threat, attempt to gain as much
information about the threat as possible type of bomb, location, time due to explode, caller's name,
reasons for planting the bomb. Listen carefully to the voice and follow instructions Do not disregard
the threat and do not hang up on the caller Report immediately to management that the threat has
been received and alert the police and fire departments.

2. The Search - This may be a partial or a complete search of the premises. It is necessary to be
systematic and thoroughly look in places that could be accessed first. Search from the floor to the
ceiling. If a suspicious package or bomb is found, do not touch it but report immediately to the head
warden or person in charge.

3. The Evacuation -The decision to evacuate may be taken immediately upon receiving a threat or
after it has been determined that a bomb actually exist. The evacuation must be orderly and follow
the same principles as for a fire evacuation.
 THEFT
Theft and pilferage can occur in every department of an organization. Theft by employees is an
expensive cost incurred by almost every establishment, although much of it is preventable.

Most establishments have a policy dealing with employees who are caught stealing. What many don't
have are effective prevention procedures. A prevention procedure sets out how each asset- money,
food, beverage, linen, utensils, equipment, furnishings to be accounted for, by whom, how and when.
The types of measures used include stock requirement and transfer forms, stock audindan ordering
controls, access restrictions, accounting systems and many others.

Another security issues is theft by someone other than employee. Robbery can include theft by guests
of items in their room or other public areas, or a hold-up with the sole intention of o fobtaining money
or goods. This latter type of theft potentially poses a far more serious risk to personal safety.
 Robbery Prevention Strategy
In developing a strategy for the prevention of robbery, and a strategy in the event a robbery does
occur, the primary focus must be on human safety. Financial losses can be made up, but human life
cannot be replaced.

A robbery prevention strategy should, as a minimum, include:

A written, detailed description of all valuable property;
An alarm system
Effective lighting and other security aids, for example closed circuit television monitors.
Staff training;
A standard procedure for the recovery of the property removed by guests from guestrooms;
A procedure for transfer of money around the hotel; A standard procedure for staff to observe in
the event of a robbery; and
A reporting and accountability procedure after a robbery.

"If a hold-up does occur, always cooperate. Do not enter into a discussion or
argument and do not refuse to give the perpetrator what they want",

Because a follow-up report must be completed, and the police become involved, it will be useful to retain as much information about
the episode as possible-what the perpetrator looked like (full description), time of day, what you were doing at the time, were there
witnesses, how the offenders escaped, and any other relevant
 Security Staffing
The size and design of a particular establishment, its service and facilities, location,
and available resources will determine the need for and use of security staff. While it
is an effective strategy for staff to be aware of potential security issues, there may be
valid reasons for specialist security staff. Options include:

In-house security department

Contract services; or
Security company patrols.
Before the decision can be made, the following must be
Likely effectiveness; considered:
Training
Expertise;
Financial resources available; and
Physical demands
 Suspicious People
Most hospitality organizations have public access irrespective of whether the person
is a customer or not. Most people have a legitimate person for being in a foyer, a few
do not. It is the few who do not with whom we are concerned.

A suspicious person can be an employee or guest or other person. While staff go

about their normal duties, they are in a position to observe others does that person
need assistance? Should he be in this area? Is he acting strangely?
What to Do About Suspicious People
Of course some people may simply be lost, or waiting for someone, or just looking
around, but if you feel someone genuinely looks suspicious:

Alert your supervisor

Approach only and offer assistance if you feel comfortable doing so;
Be observant of his actions, clothing, manner, where he goes and what he does.
 CIBM DEPARTMENT
HOSPITALITY MANAGEMENT

HPME 1
END OF PRESENTATION
Presented by Ryan Andrew C. Bolalin, LPT

Visit Our Website

USANT.EDU.PH