Hotel employees are reminded to be__________ and courteous, especially to first-time guests.A. friend B. friends C. friendly D. friendship
Hotel employees are reminded to be__________ and courteous, especially to first-time guests.
A. friend
B. friends
C. friendly
D. friendship
B. friends
C. friendly
D. friendship
参考解析
解析：我们提醒饭店员工礼貌谦让，尤其是对第一次到访的客人。横线处需填人be动词的表语。故正确答案为C。
相关考题：
The hotel is being _____ to accommodate more guests. A.enlargedB.multipliedC.expandedD.stretched
"The photographer thought he was supposed to arrive after the guests." "But I mean ____ early." A、for his comingB、him comingC、for him to comeD、of him to come
Ideally ___ for Broadway theatre and Fifth Avenue, the New York Park hotel is a favorite with many guests. A、locatingB、being locatedC、having been locatedD、located
The general manager of the hotel makes a point of explaining ( ) to all new hands.A. hotel's tariffB. hotel's cultureC. hotel's incomeD. business concept
A small tip:Hotel guests usually prefer the hou sekeeping attendant to make the room when they are at their rooms.As a housekeeping attendant, you should try not to disturb your guests.() 此题为判断题(对，错)。
not to miss the flight at 15:20, the manager set out for the airport in a hurry.A. Reminding B. Reminded C. To remind D. Having reminded
My friend's reply was courteous but firm.A: well-informed B: respectfulC: efficientD: respectable
As an assistant in a shop,she tries to be courteous at all times,even when she is very tired.A:straightforwardB:politeC:flexibleD:neat
Questions 67~68 refer to the following memo.Bayside View HotelTo: ALL EmployeesFrom: Edgar Wagner, Hotel ManagerRe: Bayside View Hotel Customer Satisfaction SurveyJuly 20Dear Employees,As part of our ongoing effort to ensure that the Bayside View Hotel remains one of the premier hotels in the country, we have conducted our annual customer satisfaction survey.The survey results showed customer satisfaction improved in two of four key service areas compared with the results from a survey done twelve months earlier. The areas showing improvement are Housekeeping and Food Services. Customer rating for Concierge Services remained the same, while a noticeable drop was shown for Front Desk Services. Your department managers will provide you with more detailed results of the survey that pertain to your specific area of work, and will suggest ways to improve on services rated less than satisfactory.What is indicated about the survey?A. It was completed by hotel staff.B. It will be used to decide promotions.C. It was recently revised.D. It is conducted every year.
Questions 67~68 refer to the following memo.Bayside View HotelTo: ALL EmployeesFrom: Edgar Wagner, Hotel ManagerRe: Bayside View Hotel Customer Satisfaction SurveyJuly 20Dear Employees,As part of our ongoing effort to ensure that the Bayside View Hotel remains one of the premier hotels in the country, we have conducted our annual customer satisfaction survey.The survey results showed customer satisfaction improved in two of four key service areas compared with the results from a survey done twelve months earlier. The areas showing improvement are Housekeeping and Food Services. Customer rating for Concierge Services remained the same, while a noticeable drop was shown for Front Desk Services. Your department managers will provide you with more detailed results of the survey that pertain to your specific area of work, and will suggest ways to improve on services rated less than satisfactory.What department will probably have to make the most improvements in customer service?A. HousekeepingB. Concierge ServicesC. Food ServicesD. Front Desk Services
Kings ,where you can tour the famous tomb of“King Tut”．But best of all，our guide will share their knowledge of these sites with you，helping you to understand both the history and the modern culture of this amazing country．Expand your mind with Mindful Travel，Inc． Package price does not include airfare to or from Cairo． Mindful Travel．Inc． Public Relations Office 11 Derry Lane London，England November 9，2006 Dear MT representative， Having recently returned from your company’s Treasure of Egypt tour，I’m happy to report that I had a wonderful time．I don’t think I’ve ever had such an enjoyable and educational vacation．1 was particular impressed with how much I learned about history of Egypt，as well as what the country is like today． All of the guides and other MT employees assisting me during my travels were courteous．Helpful，and very knowledgeable about the fascinating historical sites that I visited．Please extent my thanks especially to Mr．Mokhta Said，who guided me around the Valley of the Kings．That was the highlight of my trip． 1’m going to share my experiences with friends and family，and l will definitely suggest that they travel with MT the next time they take a vacation． Thank you again，Leila Dorn This hotel__________$60 for a single room with bath.A.claims B.demands C.prices D.charges
The hotel staff are friendly and courteous.A:efficient B:respectable C:well-informed D:respectful
A new floor has been added to the enterprise campus network， providing client access for desktop PCs， laptops， and IP phones for employees and guests. During verification， a few desktop PCs have limited corporate access but not Internet access. Most other desktop PCs， all laptops， and IP phones are working correctly. Additional information indicates that the desktop PCs are obtaining IP host addresses from the DHCP server， which is intended for only the IP phones. Where should troubleshooting about this connectivity issue be focused？（）A、DNSB、first-hop redundancy protocolC、DHCP server and optionsD、VLAN mappingE、client network configurationF、routing protocols
单选题A new building has been added to the enterprise campus network， providing client access for desktop PCs， laptops， and IP phones for employees and guests. During verification， only a few laptops using wireless are reported to have problems， while other desktops， IP phones， and most other wireless laptops are fully operational. Additional information received about the problem indicates that， while the problematic wireless laptops cannot reach internal corporate websites， they can reach the Internet. Where should troubleshooting about this connectivity issue be focused？（）Aclient network configurationBVLAN mappingCrouting protocolsDfirst-hop redundancy protocol
问答题Directions: In this section, there is one passage followed by a summary. Read the passage carefully and complete the summary with the appropriate words from the passage. Remember to write your answers on the Answer Sheet. Questions 1—5 are based on the following passage. The most crucial way, however, of improving the labour cost structure at SAH (Sydney Airport Hotel) was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of “benchmarking”. The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. The front office team discovered through this project that a high proportion of AHI (Australian Hotels Inc) Club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement. Reducing the number of incomplete reservations greatly improved guest perceptions of service. In addition, a program modelled on an earlier project called “Take Charge” was implemented. Essentially, Take Charge provides an effective feedback loop from both customers and employees. Customer comments, both positive and negative, are recorded by staff. These are collated regularly to identify opportunities for improvement. Just as importantly, employees are requested to note down their own suggestions for improvement. (AHI has set an expectation that employees will submit at least three suggestions for every one they receive from a customer.) Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation. If suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations. Although quantitative evidence of AHI’s initiatives at SAH are limited at present, anecdotal evidence clearly suggests that these practices are working. Indeed AHI is progressively rolling out these initiatives in other hotels in Australia, whilst numerous overseas visitors have come to see how the program works. Summary:What They Did at SAH Teams of employees were selected from different hotel departments to participate in a benchmarking exercise. The information collected was used to compare a range of 1 which, in turn, led to the development of 2 that would be used to increase the hotel’s capacity to improve 3 as well as quality. Also, an older program known as 4 was introduced at SAH. In this program, feedback is sought from customers and staff. If possible, their suggestions are implemented within 48 hours. Some of these suggestions may be investigated for their feasibility for a period of up to 5 .
单选题In the passage, the following advantages of casual office wear are mentioned EXCEPT _____.Asaving employees’ moneyBmaking employees more attractiveCimproving employees’ motivationDmaking employees happier
单选题A welcome ______ for the newly hired employees was held at the Biltmore Hotel in Los Angeles.AapplicationBreceptionCextensionDgraduation
问答题Passage 2Implementing the Cycle of Success: A Case Study Within Australia, Australian Hotels Inc (AHI) operates nine hotels and employs over 2, 000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney’s southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country’s high labor-cost structure. In order to develop an economically viable hotel organization model, AHI decided to implement some new policies and practices at SAH. The first of the initiatives was an organizational structure with only three levels of management-compared to the traditional seven. Partly as a result of this change, there are 25 per cent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organization, has greatly improved. Decision-making has been forced down in many cases to front-line employees. As a result, guest requests are usually met without reference to a supervisor, improving both customer and employee satisfaction. The hotel also recognized that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some “service” experience in order to minimize traditional work practices being introduced into the hotel. Over 7, 000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shifts leader positions) was predominantly filled by transfers from other AHI properties. A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing for the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made to team members. Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility during peak and quiet times to transfer employees to needed positions. For example, when office staff is away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in. The most crucial way, however, of improving the labor cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of “benchmarking”. The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. The front office team discovered through this project that a high proportion of AHI Club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement. Reducing the number of incomplete reservations greatly improved guest perceptions of service. In addition, a programme modeled on an earlier project called “Take Charge” was implemented. Essentially, Take Charge provides an effective feedback loop from both customers and employees. Customer comments, both positive and negative, are recorded by staff. These are collated regularly to identify opportunities for improvement. Just as importantly, employees are requested to note down their own suggestions for improvement. (AHI has set an expectation that employees will submit at least three suggestions for every one they receive from a customer.) Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation. If suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations. Although quantitative evidence of AHI’s initiatives at SAH is limited at present, anecdotal evidence clearly suggests that these practices are working. Indeed AHI is progressively rolling out these initiatives in other hotels in Australia, whilst numerous overseas visitors have come to see how the programme works. Complete the summary below. Choose NO MORE THAN TWO WORDS from the passage for each answer Write your answers in boxes 1-8 on your answer sheet.What They Did at Sah Teams of employees were selected from different hotel departments to participate in a 1______ exercise. The information collected was used to compare 2______ processes which, in turn, led to the development of 3______ that would be used to increase the hotel’s capacity to improve 4______ as well as quality. Also, an older programme known as 5______ was introduced at SAH. In this programme, 6______ is sought from customers and staff. Wherever possible 7______ suggestions are implemented within 48 hours . Other suggestions are investigated for their feasibility for a period of up to 8______.