Analysis of the Glass Brasserie Restaurant at Hilton Sydney - Essay Example

? Project Report Measuring Hotel Quality Prepared By: Table Of Contents Introduction 4 1.1 Background study 4 1.2 Significance of study 5 2. Literature Review 6 2.1 Menu Planning 6 2.2 Quality Service Provision 7 3. Conclusion 8 4. References 9 Measuring Hotel Quality 1. Introduction 1.1 Background of Study: Following the requirements of the project, I placed my research on Glass Brasserie restaurant at Hilton Sydney. My visit to this restaurant aimed at studying the activities taking place in this environment and analyzing my results to acquire the qualities of the restaurant. During my visit, I maintained my study to concentrate on the quality of services offered by the service providers of the restaurant. Glass Brasserie is a unique restaurant in its own way; it is incomparable to other restaurants. My initial observation upon reaching the restaurant was the cool, well-maintained and welcoming environment. Glass Brasserie is located in a human-friendly environment where no client would resist visiting often. This first impression at the entrance of the restaurant depicts an image of what to expect once in the restaurant. In the restaurant, all guest tables are perfectly arranged awaiting the arrival of new clients. The service providers are neatly dressed, and from their looks, one can easily know they have a passion for their profession. Quality in any organization determines the success or failure of the organization (Jane, 2001). Glass Brasserie’s management has enhanced quality delivery of services. The services providers are quick to respond to any new client who comes in the restaurant door. A warm welcome, hand washing and passing of menu to the clients is a welcome gesture. Such a warm welcome makes the client feel appreciated for his/her visit despite the fact that they will pay for the services. In this case, Glass Brasserie has succeeded in aspects of welcoming their clients and making them feel appreciated. Upon the client settling, the service providers take time to display their different type of foods and beverages to clients, expecting the clients to choose what they would like to consume. In the event the menu does not have a food or beverage the client wants to consume, the service providers ensure they find a means to provide the client’s expectations. This once again is a gesture to show appreciation of the clients in their restaurant. The physical aspects of the restaurant in my view are perfectly developed and deployed within the entity. Despite the physical factors of this restaurant, the means of delivery are professional and unique. Service providers in this restaurant deliver client’s order in a stylish and fashionable manner. Professionalism and style-decency in food and beverages is an essential factor to please clients. The manner in which you serve clients determines the reputation of the restaurant to the public. In Glass Brasserie restaurant, the service providers are very innovative and passionate in their tasks. Delivery of cutlery to the clients is on a dish; the cutleries wrapped perfectly in serviettes. This type of delivery shows the level of neatness observed within the restaurant. Upon delivering the cutlery on the table, the service providers carry along the client’s order in a tray. It is common for any restaurant to pack their deliveries on trays, however, the manner in which the service providers at Glass Brasserie deliver makes the difference; their passion for the job makes it look unique. Looking around the restaurant, you can tell that the clients are enjoying their stay at the restaurant. This is because they have exposure to quality services of their expectation and to some, beyond their expectations. Once finished taking meals a client has an option to be entertained or leave for the guest room to have some rest. The guest rooms neatly arranged: the level of catering professionalism is of high quality. Each guest is served with all essentials such as towels, bathing soaps, tooth brush and quality room services. Hot and cold showers are installed in the rooms and clients are given the priority to choose what they would like. Giving a client the priority to decide what they want encourages them to keep coming back to your services. The entertainment aspect in Glass Brasserie is also of high quality. The clients are entertained with different genres of music, and each client gets a chance to listen to what they love. The entertainment field also gives clients the opportunity to have requests of the type of music they would love to listen. This again depicts high quality service delivery. 1.2 Significance of Study The visit to Glass Brasserie was of great significance towards the development of acquired knowledge on Foods and beverages. The study aimed at acquiring the quality of services offered at Glass Brasserie and projecting the results towards the existing literature on hotel management. In addition, the study provides a platform to determine how, when and who should be operating within hotels and restaurants. 2. Literature Review The literature review provides transparent solutions to problems, which most hotel managing bodies may find difficult to handle. In foods and beverages, quality emerges from how the managing body is handling their service providers and the passion, which comes from the service provider (Michael, 2005). If the service providers are not willing to deliver their best, failure eventually becomes the result. In this case, the management is seen as the major failure in their tasks and hence, less or no people will want to be associated with them. 2.1 Menu planning In food and beverage study, menu planning is a substantially essential factor. Menu planning entails the proper balancing of nutritional values of both foods and beverages. Properly balanced menus attract more clients compared to randomly created menus. It is always advisable to get help from a dietitian to come up with a proper diet, which will entail well-balanced foods. When measuring hotel quality, most clients consider the hotel menus. A good hotel menu will always give clients the priority to choose a dry food of their choice and at the same time provide the proper wet foods to mix with or rather supplement (Anupam, 2006). Menu planning requires time to prepare and come up with the intended foods. The very first thing to consider when planning for a menu is the food items and the recipes. Before any new foods or new recipes are added to the menu, they should be tested. In this case, promotions will help in acquiring the clients’ feedback regarding any new recipes or foods. As depicted earlier, Menu planning is an essential factor in the success of food and beverage management. A menu should give a client a visual of what they expect in their orders. In this case, if the image provided on the menu fails to please the client, then, the probability that more clients will visit the entity is less. Visualizing should help to know how each meal would look like in terms of color and flavor. In any menu, the main dish is always the most expensive item and should hence be the base of the menu. Finally, the menu will be complete when the cost of the menu is included. Any commodity brought to the exposure of an acting, or potential consumer has its pricing background traced to the production level (Rakshanda, 2005). In his theory, Rakshanda suggests that every commodity in the market has acting forces for it to be present. In this case, menu planning requires the acting factors to be included in the cost of menu. Factors, which are consider during menu planning include the cost of food, cost of labor and cost of utilities used to prepare the food. If all these factors are included in the cost of menu, the clients will have a reasonable deal when paying for the meals and services at their exposure. 2.2 Quality Service Provision Service provision in Hotel Management is defined as the act of delivering the needs of a guest client and being able to satisfy the clients (Tim, 2013). Service Provision expects that the service provide receives acceptable compensation in return. In this case hence, it is an exchangeable deal and each party benefits. In Food and Beverages, the clients look upon Service Providers; the clients have very high expectations from the service providers. In the scenario of hotel management, the front line service providers are the Chefs and the waiters. The Chefs have a task to ensure each meal is perfectly prepared in such a way that the client will appreciate. Chefs play an essential role towards the success of any food and beverage entity. Some of the expected values of a perfectly trained and a passionate Chef entail neatness, good inter-personal skills, good communicator and innovative. Hotels and restaurants, which have passionate Chefs will always, get positive reputation from their clients. The Chef is observed as the kitchen “Manager” and gives instructions on how and what will be prepared. A chef will ensure, first, clients get nutritious, appetizing and stylish presented food, which is attractive to the clients’ eyes. This is the major role of the chef; to ensure the client gets quality eventual product. Secondly, the Chef ensures they pass instructions to foodservice providers. These instructions guide the service providers to apply their skills in their expected tasks thus being able to deliver quality services. Finally, the Chef teaches the foodservice personnel techniques on how to serve food to the clients. The manner in which a client is served matters a lot. In most if not all hotels and restaurants, the Chef is the centre of operation within the kitchen, and it would be hectic to operate without one. The waiters play a big role in service provision. It is the waiters whom deliver the final products or rather foods and beverages, which have been prepared. In hotel management, the waiters are expected to portray a positive image to the public and precisely to the clients. In any organization, workers are the sole owners of the organization’s reputation and hence a worker’s behavior either at work or when, not at work shows the organization’s behavior (Jane, 2001). In this case, all workers of any organization are expected be in their best behavior at all times to enhance a positive reputation. In hotel management, the waiters are not exceptional to Jane’s theory. First, the waiters are expected to be neat in the manner they dress and maintain their general cleanliness. This is because the products they are dealing with, foods and beverages, are very sensitive to the clients’ health. Secondly, the waiters are expected to have perfect communication and interpersonal skills. In aspect of communicating, the waiters should know when and how to talk with the clients. They should ensure they are friendly and accommodative to their clients. Finally, waiters are expected to have passion in their duties. Workers who fail to show passion for their work end up making it hard for the management to control their deeds and affects fellow workers and should hence be eliminated to make them feel challenged (Gregory, 2004) 3. Conclusion Food and beverage management aims at providing quality services to both acting and potential clients. In food and hotel management, quality is the essential factor to be considered for success. Some of the factors, which enhance quality food preparation and quality service provision include passion for duties. Service providers should have passion for what they do; this helps to deliver the best. Neatness and cleanliness is yet another factor for success in hotel food and beverage. In this case, clients’ health is involved and hence clean environments should be observed. Quality of service provision and product creation is not purchased by sole producers, but rather quality is created by the sole producers for the eventual purchasing by the consumer (Gregory, 2004). References Anupam, M., 2006. Food And Beverage Management. 1st ed. Delhi: Isha Books. Douglas, C.K., 1990. Food and Beverage Control. Delhi: Isha books. Gregory, M., 2004. Workers' Management Theories. 1st ed. New York. Jane, R., 2001. Organizational Behavior. 1st ed. Chicago. Michael, R., 2005. Food and beverage management. A review of change, 16(1), p.39. Mill, R.C., 2012. Resorts Management and Operation. 3rd ed. Wiley. Paul, D. & Gerald, G.G., 1999. Principles of food,beverage, and labor cost controls for hotels and restaurants. 5th ed. New York. Rakshanda, R.A., 2005. Production Management. 1st ed. New Delhi: Premier Publishers. Roman, K., 2001. Labour Management. 2nd ed. California. Thomas, F.P. & Jo, M.P., 1984. Food Service Operations. 1st ed. Chicago: Krieger Publishing Company. Tim, S., 2013. Food and Beverage., 2013. Read More