Weekly exercise notes in hotel Chinese restaurant: 20 articles.

* * * * School of Management Tourism Management Level 200 *

* * Internship: * * Hotel

Internship time: May 2008-July 2008

foreword

Finally, it's internship time. I learned from my seniors a long time ago that I had an internship in the first half of my junior year. At that time, I was eagerly looking forward to this day, because everyone could no longer stand the cramming teaching day and night, although I learned from my seniors that the internship was not as happy as expected.

Based on my overall planning, I decided to choose a hotel for my internship. After drawing lots, I chose a five-star hotel, which is an ideal hotel I hope to know and learn. This is the only five-star hotel in Nanning-Grand Mercure Hotel, and its name is well known to Nanning citizens and even the whole of Guangxi. Coincidentally, Mr. Chen Xiao, the general manager of this hotel, was invited to give a report to our school, only to learn that the original Mingyuan Xindu Hotel was built in 1995, and it was a "nine-star" hotel-a four-star Ming Dynasty hotel. Teacher Chen's vivid and powerful report further stimulated my desire to know more about this hotel-are their words consistent with their deeds? Are there still any problems to be solved? I even began to wonder what I could learn in this hotel.

So what exactly is this hotel like? What is worth learning from? What else needs to be improved? How do I feel? Then listen to me slowly.

Part I: Chinese food department

The catering department of Mingyuan Xindu is roughly divided into the following departments: Chinese food department (including Yue Xuan, multi-function hall and 6 boxes), western food department (including garden restaurant and cafeteria) and wine department (including lobby bar, bar, Chinese food bar, western food bar and cafeteria). We 10 people are divided into three groups, which are in different departments and change departments every 20 days, so that we can have a more comprehensive understanding of the service, sales and management of the whole catering industry. We feel quite satisfied with this practice of the hotel, which is exactly what we want.

The four of us were first assigned to the Chinese restaurant-"this is the hardest department in the hotel catering department!" " "Before we started working, we heard someone tell us this in private. It seems that I really need to be prepared!

The work of the Chinese restaurant is indeed as the predecessors said-"hard work!" The hotel has not set its own job responsibilities and job descriptions for waiters, although this is the most critical link in human resource management of modern enterprises. In the impression of employees, their job is to listen to the tasks assigned by the foreman every day, listen to the leadership at any time, have no fixed job, or the waiter can do anything as long as necessary! Set the table, fold the cloth, pass the food, serve the food, and remove the table. Dirty, heavy and tiring jobs such as moving tables and chairs and laying carpets are all the jobs of our waiters. What is even more incomprehensible is that the working hours of the hotel are 9 hours, and there is about 1 hour overtime every day (no overtime pay). I don't know whether this work and rest system violates the labor law, but as a flesh and blood person, everyone has his own minimum bottom line, because after all, people are not machines and can use them at will. The first three days at work are really painful. Every day except work or work, my feet are the most wronged. Standing for nine hours every day caused a serious protest on my feet. The first thing I do after work is to find a place to sit down and rest. The gap between desirable humanized management and cruel reality can be seen from this.