Supervision in the hospitality industry HÔTEL DU PARC HANOI

HANOI OPEN UNIVERSITY
FACULTY OF TOURISM

SUPERVISION IN THE HOSPITALITY INDUSTRY

ORIENTATION

LECTURE: ……………………………………………
CLASS: …………………………………………………
MEMBER OF GROUP….: 1. ………………………..
2. ………………………..
3. ………………………..
4. ………………………..
5. ………………………..

Hanoi, 2020.


TABLE OF CONTENTS
A.

INTRODUCTION: .........................................................................................................................................1

B.

CONTENT: .....................................................................................................................................................2
I.

BOOK SUMMARY:...................................................................................................................................2
1.

Introduction of the book: .......................................................................................................................2

2.

Content summary: ..................................................................................................................................3

3.

Lesson learnt and recommendations for future supervisors: .............................................................5

II.

INTERVIEW WITH A SUPERVISOR: ..............................................................................................7

1.

Introduction: ...........................................................................................................................................7

2.

Job experience sharing ........................................................................................................................ 11

3.

Lesson learnt and recommendations for future supervisors: .......................................................... 20

C.

CONCLUSION: ........................................................................................................................................... 21

D.

APPENDIX: ................................................................................................................................................. 22

E.

REFERENCE: ............................................................................................................................................. 22

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A.

INTRODUCTION:
In this Supervision in the hospitality industry course, our group research about the

leadership book named “ SQUAWK! How to stop making noise and start getting results” and a
Supervisor of Food& Beverage at Voyage Restaurant in HƠTEL du PARC HANỌ. The
purpose of this assignment is to have more knowledge, understanding more about orientation
experiences to become a good supervisor in the future.
This assignment can be seen the largest assignment of our group from part to now, so to
complete this assignment, we went to the hotel to interview the Supervisor of Food& Beverage
at Voyage Restaurant – Tran Thi Hong Hanh to get the detail information about the
responsibilities and daily work of a restaurant supervisor and learn more about their job
orientation at work, besides knowing some useful experiences and experiences of the leader.
This report is mainly focused on the orientation of the supervisor. In addition, we present
a number of situation about orientation in the hotel industry, from which to draw lessons and
advice for future supervisors. We divide our assignment into two main part: the first part is about
the leadership book and the second one is about the supervisor.
We would like to give our sincere thanks to Ms. Tran Thu Phuong - the teacher in charge

of the Hotel Supervision Department, for your dedication to teaching and guiding, helping us
gain a useful amount of knowledge to complete the lesson. Besides, we are extremely grateful
for the help of the Hotel Du Parc Hanoi to give a chance for our group to go to the hotel, meet
and interview the supervisor directly to collect necessary information.
We commit that this assignment is due to the students' interview combining with the
knowlegde, not the product of copying.

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B.

CONTENT:

I.

BOOK SUMMARY:

1. Introduction of the book:
a) Author:

o Dr. Travis Bradberry is the founder and chairman of the TalentSmart Awards, a
lifelong international consultant dedicated to the scientific research of personal
excellence and running a company serving more than 75% of the 500. Fortune
company.
o He has produced books: Character Coding, Emotional Intelligence Profiles, and
his works are published by leading publishers such as Newsweek, Fortune, Forbes,
Fast company, The Harvard Business Review, Newsday and Washington Post. His
bestselling books have been translated into 25 languages and are available in more
than 150 countries.

o He is a world-renowned expert in emotional intelligence who speaks regularly in
corporate and public settings

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o Dr. Bradberry holds a Dual Ph.D. in Clinical and Industrial-Organizational
psychology. He received his bachelor of science in Clinical Psychology from the
University of California - San Diego.
b) SQUAWK! How to stop making
noise and start getting results
(Three mistakes that prevent you
from becoming a leader)
o Publish:
 The coppyright  2008 by Dr.
Travis Bradberry
 Vietnamese copyright  2010,
2014 by Thai Ha Book Joint Stock
Company
o This book is one of the most interesting
books about leadership art. It offers philosophies through the telling of short stories
that make it easily accessible to readers. This is a worth reading book for anyone a light, fun book that contains a valuable leadership lessons
o Through its short stories about the seagull manager, the book is both entertaining
and outlines the common flaws that the leaders often have to face. Thereby, it gives
some advices and profound lessons on how to lead properly.
2. Content summary:
a) Summary
“SQUAWK! How to stop making noise and start getting results” is a light, cheerful
parable that gives us the right insights that we should learn and follow, not just a work
book like many others.

The book consists of 9 chapters and is divided into 2 main parts. Part 1 writes about a
parable about Charlie's leadership - a very kind leading albatross. Before that, he
successfully led his seagulls. But when faced with the challenges that arise, he did not
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understand that his management style inhibited, inhibited, not motivated everyone in
the group. On the other hand, look at the panoramic view of the birds close to Charlie:
an overconfident Scott, a taciturn Maya, a realistic Yufan, a shy skinny and skinny
Alfred. They are the birds that are close to the leader who recognize Charlie's problem,
and are always there to help the leader. When troubles broke out, Charlie fell into a
stalemate, then thanks to the help of the old turtle Oscar and his partners, Charlie led
his herd to overcome the difficulties. We will find that they and all the rest of the team
work hard to solve the problem, while trying to study, applying the three habits of a
great leader and employees. This humorous and profound language will help us to be
more productive, not mess things up, and be able to work more effectively with
colleagues, even if they are the ones who complain loudly all the time in the day. The
remainder of the book focuses on two exemplary managers. The first thing is the three
essential virtues of a great manager; the three essential qualities of a good manager are
intricately interconnected, with effective communication being central to a manager's
efforts, helping the manager realize that what they need to do is support. employees,
not just asking them what to do. The second content is the cost of management
"seagulls", that will make employees feel pressured and do not want to stick with the
business.
From the stories and knowledge in this book, readers rely on it to recognize their type
of leadership and draw lessons that bring success to the business
b) Part particular: Chapter 7 & 8:
In these chapter, Mr. Travis Bradberry has helped readers distinguish between talented
managers and seagull managers through the Charlie's story. Charlie's story
demonstrates the simple fact that any manager can control employee growth trends and

change the work environment. A great manager will know how to lead his employees,
helping them to perform to their best potential. Those three virtues are the must-have
of a talented manager, as opposed to the "seagull" manager who only makes riot,
whines and then leaves.
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Those three essential virtues include:
o

Set clear objectives: Make sure all the employees' efforts are put into doing the
right thing and the right direction. This means knowing what to expect from your
employees and how their performance will be evaluated in the future, as well as
reaching agreement and commitment to work as intended. There is a big difference
between telling people what to expect from them and making sure what they do is
recognized.

o

Effective communicate: Observe how employees talk and work, then talk openly
with them about their work. Manager's interactions with employees impart
suggestions, guidance, and perceptions that help them succeed. Communication is
effective when it is done regularly and in a language that everyone can understand.

o

Rewarding the staff at the right time: Pay attention to your employees' abilities,
praise them as often and clearly as you would when making constructive
comments. Timely rewarding takes the team to the new level by positively
sustaining successful efforts and redirecting misbehaviors.

Next, the author gives the results of the "seagull" management. "Seagull" management
is an increasingly common phenomenon in the workplace. People may join companies,
but they will leave bosses. No one influences an employee’s morale and productivity
more than his or her supervisor.
3. Lesson learnt and recommendations for future supervisors:
a) Lesson learnt:
Through “SQUAWK! How to stop making noise and start getting results”, we will
help us understand how to become a successful manager, the difference between a
Successful manager and a “Seagull” manager,…
A Successful manager is someone who holds three habits of action. These three habits
are the three must-have qualities of a great manager: clear goals, effective

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communication, and timely reward, in stark contrast to the three outstanding
characteristics of a “Seagull” manager’s logic: riot, lament and leave.
If you are really a good manager, when your employees do wrong, you will not mess
up, yell at them, express the attitude that stresses the team, which not only cannot solve
the problem, but also makes relationships with employees in the company in trouble.
What you need to do is guide people in the right direction from the start, assure them
that all expectations, all results will be met. Therefore, the first virtue that a Successful
manager needs is to set clear goals, set out the requirements you need from employees
and evaluate their performance.

In addition, it is important to understand the

employee's wishes and make sure what they do is recognized.
During the meeting, the “Seagull” manager will only leave complaints, discomfort

between staff and managers. But a talented manager is able to maintain rhythm thanks
to effective communication strategy. The second quality that a talent manager needs is
effective communication, with subtlety, a sharp observation in how to communicate
with employees will make employees on the right track, helping them work more
effective. Communication is effective when it is done regularly and in a language
everyone can understand.
And finally, while "seagulls" managers only scold and ignore employees when having
problems, Successful managers know how to reward on time, if his staffs do well they
will be rewarded and if they do not do well, they will be reminded and take remedial
measures, encourage the morale of employees and work with them to create the best
working team. Timely rewarding takes the team to a new level by maintaining the
successes achieved, promoting the strengths and improving weaknesses, redirecting
improper efforts.
These three virtues are both important and must have if you want to be a successful
manager, be a support person, give your employees goals, orient them and make them
come up with solutions to solve themselves problems at work.
b) Recommendation for the future supervisors:
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The Vietnamese title of this book is also the most useful advice: "Don't shout at the
staff”-“Đừng quàng quạc vào mặt nhân viên”. A good manager is not someone who
always yells at employees and makes them do their own thing without being instructed,
directed or questioned, a great manager is someone who has the ability to lead their
employees to do their best and make them the most satisfying - those who hold three
habits of action. Therefore, in order to be a great supervisor, you need to firmly grasp
3 leadership habits. Those three habits, as Charlie discovered through this story, is the
contrast with three striking traits of a seagull manager: riot, whine, and go. So what are
the 3 qualities you need to have in your mind:
•

Oriented work for your staffs: You need to figure out exactly what to do before

you want it done.
•

Regular communicate with staffs to understand your employees: If you are not

communicating, then you are not maintaining your job. Observe what your employees
say and do, communicate openly with them about their work. Manager's interaction
with employees helps convey resourcefulness, while guiding them and helping them
realize to complete their work well.
•

Regularly encourage your employees and praise them in time: That helps to

encourage them to stand with you and give their best to their work.

II.

INTERVIEW WITH A SUPERVISOR:

1. Introduction:
a) Profile of the supervisor:
 Full name: Tran Thi Hong Hanh
 Year of birth: 1984
 Current position: Supervisor of Food& Beverage at Voyage Restaurant in HÔTEL
du PARC HANOÏ
 Working experience:
 Having worked in the hotel management industry from 2004 to now.

 Has been working at HÔTEL du PARC HANOÏ for more than 16 years.
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 In 2008, she was appointed to the position of supervisor of F&B at HƠTEL du
PARC HANỌ
 Has been a supervisor for 12 years with rich experience in solving problem
 Regularly a representative of F&B department participating in training and
orientation programs in the hotel
 Responsibilities:
 Delivery of jobs in the restaurant, arrange jobs for employees and arrange office
jobs in the restaurant
 Training for employees in restaurants and hotels, regularly check the knowledge
of dishes, wine, promotion of the hotel
 Supervise goods and products supplied, track, record and report complete
documentation
 Optimize

employees'

activities,

ensure

employees do their jobs well
 The middleman who moves decisions and duties
from top management down to employees,
coordinating them in the right direction
 Increase the ability to work in groups, observe to
know the strengths and weaknesses of each

person, assign them the job position to promote
their strengths and improve their weaknesses
 Contact details
 Phone number: 0904431413
 Email:
b) Introduction of the property:
 Name: Hotel du Parc Hanoi
 Location: 84 Trần Nhân Tông, Quận Hai Bà Trưng, Hà Nội, Việt Nam
 Brief history:
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 Located in the heart of historic Hanoi, HÔTEL du PARC HANOI is within
historical precincts of Hanoi and in walking distance to several city attractions,
such as Thien Quang Lake, Thong Nhat Park, the city’s Old Quarter and Hanoi
Railway Station.

 HÔTEL du PARC HANOÏ (formerly Hotel Nikko Hanoi) was started
construction on December 2, 1996, after nearly 2 years of construction, under
the control and design of Kitano Construction Corporation Japan. The hotel was
designed and built to meet the international standards of 5-star hotel, with
Japanese architecture.
 August 3 1998 was the official grand opening of the hotel . Hotel owning
company KCC Hanoi Plaza signed a contract with Okura Nikko Hotel
Management Group to operate a hotel as Hotel Nikko Hanoi.
 For 3 consecutive years of 2001, 2002 and 2003, Nikko Hanoi Hotel is voted
as one of the most representative hotel in Vietnam by Vietnam National
Administration of Tourism.
 From January 1, 2019, Nikko Hanoi Hotel has officially renamed as HÔTEL
du PARC HANOI and is managed by Plan.Do.See Inc, this Japanese company

has developed and operates many hotels, restaurants, wedding centers from all
over the world like Japan, USA, Thailand,…
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 Facilities and services:
 Rooms:
- HƠTEL du PARC HANỌ offers 256 generously sized and beautifully
decorated guest rooms.
- All of the rooms are spacious, bright and well-maintained with a beautiful view
of the Thong Nhat Park or city.
- HƠTEL du PARC HANỌ is proud to be the first 5-star hotel accommodated
with Japanese quality facilities such as 100% modern shower toilet in the
bathroom.
- Including 7 room types:
+ Deluxe
+ Park View Deluxe
+ Grand Deluxe
+ Executive
+ Park View Executive
+ Executive Suite
+ Presidential Suite
- The rooms are fully equipped with modern amenities; each room will have
more advanced services to serve the needs of customers.
- High requirements for perfection in room quality and service according to
Japanese standards, so the hotel always makes customers feel satisfied,
respected and cared for
 Restaurant:
- Guests can either enjoy an energetic view of the city from the iconic Voyage
& Le Salon on the lobby floor or savor world class and authentic Japanese

cuisine at AZABU. Guests can also find The Cakeshop offering a wide range
of homemade items
- HƠTEL du PARC HANỌ has 4 kind of restaurants:
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+ Voyage (1F/106 seats): Voyage is an international restaurant with perfect
view to the liveliness Hanoi’s street view and various healthy menus for
your choices. Featuring fresh seafood, popular international delicacy and
delectable dessert selection which are prepared by our culinary team.
+ Azabu ( 2F/ 81 seats/ 3 private rooms): AZABU elevates the local culinary
scene with authentic Japanese cuisine and experiences.
+ Le Salon( 1F/ 60 seats): an ideal place to relax, unwind or rendezvous over
a cocktail
+ The Cake Shop( 1F): Located inside Voyage restaurant, our Cake Shop
offers a wide range of home-made bakery, cakes, chocolates and cookies
for any occasions.
- Party and MICE:
+ Jaune
+ Marron
+ Blanc
+ Noir
+ Bleu
- In addition, the hotel also has some other services such as:
+ Massage and sauna
+ Fitness Club
+ Shopping at Kiosk shop
+ Business center
2. Job experience sharing
a) Duties, responsibilities and daily work of the supervisor:

Supervisor is a person who has sufficient self-awareness, interpersonal competence, and
of processes relevant to the area of practice of the supervisee to knowledge facilitates
that person's professional development. Supervisors play a major role in a company's
development; they can be leaders within an organization. Supervisors oversee the work
of others and ensure that the work is completed on time and in the manner that it was
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supposed to be completed in the first place. At the Voyage restaurant of Hotel Du Parc,
Mrs. Hanh - the restaurant's supervisor takes over the restaurant's operations and
coordinate staffs
 Duties: Previously, the restaurant's operating hour was 6 am - 10:30 pm. However,
nowadays, due to the impact of the Covid-19 epidemic, the number of visitors has
decreased significantly; therefore, the restaurant has shortened its operation time,
from 6 am to 8:30 pm. Besides, depending on the capacity and ability of each
employee to work, Mrs. Hanh will arrange and divide shifts as well as specific jobs
for each person so that it is suitable to operate the job completely
 Operate the restaurant:
- Manage and oversee all storage supplies for the restaurant.
- Check restaurant arrangements before opening: table, decoration, hygiene…
- Check all menus daily and sort out the dirty one, then have the staff clean or
replace another menu if unable to fix it.
- Reconfirm the restaurant's daily promotion information, to determine how to
coordinate and assign tasks to each employee before the customers arrive.
- Supervises and instructs in coordination with the superior, on a daily basis, the
proper method of serving, daily menu, table setting and beverage service.
- Conduct day-to-day shift or oversee department operation: conduct shift
briefings, ensure shift coverage…
- During the process of serving customers: observe the staff's service, check the
quality of food, serve customers, as well as upselling.

 Coordinate staffs
- Train well and instruct on the daily tasks to do in the restaurant.
- Organize briefing first shift, announce the promotion of the day and divide
each appropriate job position for each employee to make selling more
convenient.
- Observe the employee's performance and evaluate to have a suitable
assignment at work.
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- Solve the questions and difficulties that employees encounter in the working
process.
- Analyze staffs’ evaluations and feedback to improve the customer’s
experience.
- Check and supervise the compliance with the regulations and the rules of the
staff in the department.
 Responsibilities:
 Be able to perform the work of a staff: set-up the tables, set-up the restaurant,
welcome guests, serve food and beverage…
 Check the level of customer satisfaction with the food and service of the
restaurant, receive feedback response and handling difficult situations if any, and
then, analyze customer reviews about the quality of dishes and serving methods
to improve service quality.
 Responsible for financial work and payment during shifts.
 Ensure hygiene in the restaurant from opening until the guests' departure.
 Record restaurant operations for the day and report work to superiors.
 Prepare monthly outlet report for the Operation Director.
 Joining meetings with restaurant managers, owners, ....
 Reasonable duty roster design, ensure fairness for all staffs.
 Training new employees.

 Implementation of periodic training programs for employees.
 Evaluate employees' performance and take timely reward or punishment measures
b) A typical supervisory situation summary and analysis:
Orientation is known as a function that allows a new employee to learn about the
organization, what the expectations are in the position, who is responsible and
accountable, and in general what they need to know to become an integral part of the
organization. It is a very important link in the coordination and operation of hotels. The
following situation will clarify the role of a hotel supervisor's orientation in restaurant
operations.
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Situation: The restaurant is urgently assigned to organize an international culinary culture
week that will be taken place in upcoming 2 weeks and the restaurant has only 2 weeks
to orient staffs and complete the preparation.
o

Approach problems: This is the very important and urgent problem.

 Supervisor has to introduce to staffs about work orientation to prepare for the
upcoming event as well as prepare time to orient and work training for staff.
o Reason: Because the hotel that host this event had a major problem and could not be
resolved in 2 weeks to be able to hold the event, the event organizer decided to
relocate the event to our hotel
o Evaluate the impact of the problem:
 Advantages:
 The international culinary culture week get more revenue for the hotel.
 The staff in the restaurant will also have a good chance to gain experience
serving in an international event.
 After the successful completion of this international event, the hotel will have

a good reputation and have a good chance to host many large sale events
 Disadvantages:
 Staffs will be confused and unable to complete their work well because they
have never had experience in serving big events of international stature before.
 If the hotel cannot meet the requests and also the standard of this event, it will
make the bad impression to hotel. Besides, when a hotel's reputation is affected,
the hotel will have no better chance of hosting large sales events.
 Customers and the organizer of event can leave negative feedback on social
networks, official websites or OTA mean…
 The hotel cannot avoid losing revenue from other services offered by them.
 Solutions:
 Divide work into daily and weekly jobs
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 Introduce staffs about their work through the week's briefing sessions and the
beginning of the work shift to guide employees through their tasks, work and
their role in preparing and organizing the event.
 If there is a shortage of staff, the supervisor will report to the higher level to
call for assistance from other departments or contact human resources to hire
seasonal staff
 Organize small training sessions during the time of empty time between 2 shifts
or when the restaurant is empty so that staff can understand the service process
as well as international event standards.
 Check staffs every 3 days or 1 week to make sure they are sure of their job and
position
 Staffs orientation must include work orientation, employee's attitude and
behavior towards the event and some minor incidents occurring during the
event, always having a good attitude and willingness to their work, based on
the severity of the problem to have appropriate solutions

 The importance of orientation in problem solving:
 If there is the right orientation from their supervisors, employees will have a
clear orientation about their work, understand their positions, responsibilities
and obligations in the event. That kept this major international event running
smoothly, smoothly and able to exceed expectations, despite only a very short
preparation time.
 In the absence of the orientation of the supervisor or the wrong direction, the
staffs would not know what they have to do and confuse about the mission,
their performance will be sloppy therefore the job cannot be done perfectly 
Low efficiency event.

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Job description of Restaurant Supervisor of HƠTEL du PARC HANỌ:

JOB DESCRIPTION
This job description is attached to the labor contract of the employee with the hotel and
subject to change in accordance with the hotel operation and employee’s qualification.
Bản mô tả công việc này được đính kèm với hợp đồng lao đợng của nhân viên với khách
sạn và có thể thay đổi phù hợp với hoạt đợng của khách sạn và trình độ của nhân viên.
- Title: Restaurant Supervisor
Chức danh: Giám sát nhà hàng
- Section: Restaurant
Tổ: Nhà hàng
- Superior: Restaurant Manager / Operation Director.
Cấp trên: Quản lý nhà hàng/ Giám đốc điều hành.
- Subordinate : Service Attendant and Captain.
Cấp dưới: Nhân viên nhà hàng & Tổ trưởng nhà hàng.
(1) Duties & Responsibilities:

Nhiệm vụ & Trách nhiệm:
The Restaurant Supervisor is responsible to the Restaurant Manager / Operation Director.
Giám sát Nhà hàng chịu trách nhiệm trước Quản lý Nhà hàng / Giám đốc điều hành.
Assists in executing all operational procedures of the food & beverage department,
responsible to follow Hotel Rules and Regulations, maintains a friendly, neat and
professional image to guests and colleagues performs any duties related to the department
and assists other departments whenever necessary.
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Hỗ trợ thực hiện mọi quy trình hoạt đợng của bộ phận ăn uống, chịu trách nhiệm tuân
theo Nội quy và Quy định của Khách sạn, duy trì hình ảnh thân thiện, gọn gàng và chuyên
nghiệp đối với khách và đồng nghiệp, thực hiện những nhiệm vụ liên quan đến bộ phận
và hỗ trợ các bộ phận khác khi cần thiết.
(2) Explanation of Duties:
Giải thích nhiệm vụ
1. Is able to perform all Service Attendants duties.
Thực hiện được tất cả các nhiệm vụ của Nhân viên phục vụ.
2. Greets guests entering the dining room and escort them to the table. Presents the menu
to guests in an open position.
Chào đón khách đến nhà hàng và hộ tống khách vào bàn ăn. Mở thực đơn để giới thiệu
cho khách.
3. Supervises and instructs in coordination with the superior, on a daily basis, the proper
method of serving, daily menu, table setting and beverage service.
Hàng ngày, phối hợp với cấp trên để giám sát và đưa ra những chỉ dẫn phù hợp về
cách phục vụ, bày bàn và phục vụ đồ uống phù hợp với thực đơn.
4. Reserves tables for guests and assigns Service Attendants to individual stations.
Nhận đặt bàn của khách và chỉ định Nhân viên phục vụ cho từng khu vực phục vụ
riêng lẻ.
5. Inspects all menus on a daily basis and set aside the soiled copies.

Kiểm tra tất cả các thực đơn hàng ngày và để riêng các bản bị bẩn
6. Recommends changes in work schedules as required.
Đề xuất thay đổi lịch làm việc theo yêu cầu công việc
7. Checks and organizes the fill up of the buffet according to standards.
Kiểm tra và tổ chức thực hiện tiệc buffet theo tiêu chuẩn
8. Able to lead and motivate his/her team.
Có khả năng lãnh đạo và thúc đẩy nhóm của anh ấy / cơ ấy
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9. Enforce compliance of safety and sanitation at any time.
Thực thi việc tuân thủ các quy định về an toàn và vệ sinh mọi lúc
10. Prepares duty rosters and any documents related to personnel matters and refers to
superiors.
Chuẩn bị lịch làm việc, các tài liệu liên quan đến vấn đề nhân sự và trình cho cấp trên
11. Trains the staff according to the standards and procedures of the restaurant including
products knowledge.
Đào tạo nhân viên theo tiêu chuẩn và quy trình của nhà hàng, kể cả kiến thức về sản
phẩm
12. Coordinates smoothly with the kitchen department.
Phối hợp nhịp nhàng với bộ phận bếp
13. Reports any information on the logbook.
Báo cáo thông tin vào trong sổ ghi chép của bộ phận
14. Gives proper instruction to the staff.
Đưa ra những chỉ dẫn phù hợp cho nhân viên
15. Ensure that department goals are communicated, understood, and met by Service
Attendant.
Đảm bảo rằng các mục tiêu của bộ phận được truyền đạt, hiểu và thực hiện bởi các
Nhân viên
16. To conduct outlet orientation to any new Service Attendant.

Thực hiện đào tạo định hướng về nhà hàng hàng cho Nhân viên mới
17. Conduct day-to-day shift or oversee department operation(e.g. conduct shift briefings,
ensure shift coverage)
Phụ trách hoạt động trong ca hàng ngày hoặc giám sát sự hoạt động của bợ phận nhà
hàng (ví dụ: tiến hành các c̣c họp giao ban giữa các ca, đảm bảo các hoạt động
trong ca đều được bao quát)
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