to research advisor, Ajarn Christophe Mercier who

i

ACKNOWLEDGEMENTS

The author wishes to express sincere appreciation to the many people who contributed

significantly to the completion of this study: to research advisor, Ajarn Christophe Mercier who

gave his time, guidance and support in assisting me to complete this study and also encouraging

me to finish this study; to Food and Beverage Manager of Canyon Ranch Resort Tucson Arizona

who gave me an opportunities to attend an internship program at Canyon Ranch and also gave me

the important information for my study, to Cindy Devos, Dining Room Manager who allowed me

to distribute my project and gave me lots of good advices; a lot of thanks to Justin Otte, Assistant

Manager who gave me all of the information and be my good advisor, Nicole RadhaFalconi,

Assistant Manager who always encourage all of the diningroom staffs, Fernando Esquer,

Diningroom Supervisor, who always make a nice work environment, Marisa Owens, Dining

Room Manager (Double U Café), who always be a wonderful manager, my coworkers who

helped me distribute questionnaires, used my study materials and gave me the feedbacks; to

friends and family who gave me support and encouragement.

.

May 8th, 2011

ii

ABSTRACT

THE DEVELOPMENT OF SELF-STUDY MATERIALS IN TRAINING

PROGRAM FOR INTERNSHIP STUDENTS, WHO WORK AS A SERVER,

FOR BETTER QUALITY OF SERVICE IN MAIN DINING ROOM AT

CANYON RANCH RESORT TUCSON, ARIZONA USA

Sukritdha Noynawas.

Silpakorn University International College, 2011

The purpose of this study was to assess and examine hotel guests' perception from

experienced of service quality in main diningroom in relation to server training program. This

study investigated how to improve service quality through the perception of hotel guests who

stay at the hotel and determined what a trainer has to train dinngroom staff to improve service

quality in the diningroom. The four major objectives of this study were:

- To develop the study materials which currently use for training a new server.

- To improve servers’ abilities in order to provide the better quality of service to the

Ranch guests.

- To understand the relationship of service quality and training in hotel industry

through the literature review.

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- To provide data that would be useful to management in designing and developing

training program in the hotel through assessment of service quality of the hotel

In literature review studied and investigated about training, study materials, service

quality and customer satisfaction. The researchers used the questionnaires to interview 10

respondents who work as a server, internship students, to find the problems that occured in

the training program. The questionnaires were separated into two parts which included server

self study opinion on menu learning and general information. In order to evaluate guest

satisfaction, the researcher got the results in qualitative data from hotel guest servey.

The study aids, which the researcher was created and developed, can improve training

program, shortened the periods of study time and also had advantages to trainees. When the

training course had improved, the service quality also improved which brought more satisfies

to guests.

Key words: customer satisfaction, service quality, self study, study materials, flashcard,

multimedia, e-learning, handbook and training

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TABLE OF CONTENTS

ACKNOWLEDGEMENTS ....................................................................................... i ABSTRACT .............................................................................................................. ii LIST OF ILLUSTRATIONS ..................................................................................... viii LIST OF TABLES ..................................................................................................... x Chapter

1. GENERAL INFORMATION OF INTERNSHIP PROGRAM……………. 1

1.1 Host company information ...................................................................... 1 1.2 Position Description …............................................................................ 1 1.2.1 Basic responsibilities for server……………………………… 1 1.2.2 Side work for server…………………………………………. 5 1.2.3 Procedures at work…………… ……………………………… 6

1.2.4 Server procedures……………………………………………... 10

1.2.5 Basic responsibilities for busser………………………………. 14

1.2.6 Side duties for busser …………………………………………. 22

1.3 Expectations and benefits from internship……………. ......................... 23 1.4 Internship progress…………………………….………………………... 23 2. INTRODUCTION OF CANYON RANCH .................................................. 24 2.1 History……………...….. ............................................................................. 24 2.1.1 Tucson History .......................................................................... 26 2.1.2 Lenox History ........................................................................... 27 2.1.3 Miami Beach History ................................................................ 29

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2.1.4 Spaclub History ........................................................................ 31 2.2 Inspiration……………...….. ........................................................................ 31 2.2.1 Mel’s Story .............................................................................. 31 2.3 Mission……………...….. ............................................................................ 35 2.4 Vision ……………...….. .............................................................................. 35 2.5 Values……………...….. .............................................................................. 35 2.6 Philanthropy ……………...….. .................................................................... 35 2.7 The environment……………...….. .............................................................. 36 2.8 Accolades……………...….. ........................................................................ 37 2.8.1 Honors and Distinctions 2007- 2010 ........................................ 38 2.9 Organization chart……………...….. ........................................................... 48 2.10 Canyon Ranch service culture ……………...….. ...................................... 50 2.11 The Canyon Ranch Guest. ..................................................................... 50 2.12 The nature of activities……………...….. .................................................. 53 2.12.1 Marketing Mix ........................................................................ 54 2.12.2 Segmentation Strategy ............................................................ 55 2.13 The Compettion……………...….. ............................................................. 55 2.14 The occupancy……………...….. ............................................................... 59 3. BUSINESS IMPROVEMENT PROJECT .................................................... 60 3.1 Introduction ............................................................................... 60 3.1.1 Background and Statement of Problems................................... 60 3.1.2 The significance of the study .................................................. 61 3.1.3 Statement of the Problem .......................................................... 62

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3.2 Purposes of the Study .............................................................................. 62 3.3 Research Scope ............................................................................... 62 3.4 Definitions of Research Term .................................................................. 62 3.5 Research Questions ............................................................................... 65 3.6 Literature Review .......................................................................... 65 3.6.1 Introduction .............................................................................. 65 3.6.2 Definitions ............................................................................... 65 3.6.3 Statement of the Problem .......................................................... 87 3.7 Research Methodology ............................................................................ 89 3.7.1 Subject ............................................................................... 89 3.7.2 Instrumentation ......................................................................... 89 3.7.3 Research Tools .......................................................................... 91 3.8 Research results ............................................................................... 101 3.9 Conclusion ............................................................................... 105 3.10 The recommendations ............................................................................ 106 4. CONCLUSION ............................................................................... 107 4.1 Benefits from Internship program ........................................................... 107 4.2 Professional skills from Internship program ............................................ 108 4.3 Benefits from BIP to host company ......................................................... 108 Appendix A. MOTIVATION FOR INTERNSHIP …………………………………….. 110 B. CURRICULUM VITAE FORM FOR INTERNSHIP INTERVIEW .......... 113

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C. INTERNSHIP AGREEMENT .................................................................. 116 D. INSURANCE INFORMATION ............................................................... 120 E. EXPECTATION WITH REGARDS TO THE INTERNSHIP .................. 123 F. PROGRESS REPORT FORM ................................................................... 126 G. BUSINESS IMPROVEMENT PROJECT FORM .................................... 146 H. BUSINESS IMPROVEMENT PROJECT GRADING SHEET ............... 149 I. QUESTIONAIRE, OBSERVATION FORM AND

LEARNING PROGRESS FORM……………………………………… 152 J. ASSESSMENT OF SUIC STUDENT BY HOST COMPANY ................. 156 K. STORY BOARD OF MULTIMEDIA TOOL ........................................... 164 REFERENCES .......................................................................................................... 232 BIOGRAPHICAL INFORMATION......................................................................... 237

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LIST OF ILLUSTRATIONS

Figure Page 1.1 Project timeline ................................................................................................ 23 2.1 The Double U Ranch in Tucson Arizona ........................................................ 27 2.2 The Bellefontaine Mansion in Lenox, Massachusetts ..................................... 28

2.3 Canyon Ranch Hotel & Spa in Miami Beach .................................................. 30 2.4 Enid and Mel Zuckerman ................................................................................ 34 2.5 Corporate level organization chart .................................................................. 49 2.6 Canyon Ranch (Tucson, Arizona) Hotel Team organization chart ................. 49 2.7 Activities Schedule of January 14th, 2011 ....................................................... 54 2.8 Canyon Ranch (Tucson) Occupancy ............................................................... 59 2.9 Canyon Ranch (Tucson) Six Month Occupancy Forecast .............................. 59 3.1 Impact of retention on profits: What a 5 percent in crease in custmer retention does to profits ................................................................................... 86 3.2 Conceptual model ............................................................................................ 87 3.3 The cover page of the self study test ............................................................... 93 3.4 The contents page of the self study test ........................................................... 93 3.5 The main page of menu knowledge test .......................................................... 94 3.6 The multiple choice test, question number 1 from menu knowledge test with the answer response box .......................................................................... 94 3.7 The matching test, question number 14 from menu knowledge test with the answer response box .................................................................................. 95 3.8 The main page of table and position number test ............................................ 95 3.9 The fill in questions ask about name of each secsions, from table and position number test ........................................................................................ 96

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3.10 The fill in questions ask about position number, from table and position number test ...................................................................................................... 96 3.11 The main page of food knowledge test ........................................................... 97 3.12 The fill in short answer question, from food knowledge test with the answer response box .................................................................................. 97 3.13 The flashcard of Sunday dinner, the Entrée named

“Peppered Turkey Medallion” ........................................................................ 98 3.14 The flashcard of Thursday dinner, the Entrée named “Seared Scallops” ....... 99 3.15 Hypothesis chart .............................................................................................. 105

x

LIST OF TABLES

Table Page 1.1 Compare the expectations and the benefits from the internship...................... 23 2.1 The best 10 destination spas by Travel+ Leisure, 2010 ................................. 57 3.1 Recall success rates ......................................................................................... 78 3.2 Research timeline ............................................................................................ 90 3.3 Gender ............................................................................................................ 101 3.4 Age .................................................................................................................. 101 3.5 Nationality ....................................................................................................... 102 3.6 Self study opinion on menu learning ............................................................... 102

1

CHAPTER 1

GENERAL INFORMATION OF INTERNSHIP PROGRAM

1.1 Host Company Information

Company name: Canyon Ranch

Canyon Ranch is the most respected and admired destination resort spa in the world.

Since 1979, we have received countless awards and accolades for our innovative approach to

health, wellness and holistic and integrative care, and for the uniquely relaxing and inspiring

experience we provide. In every new endeavor, Canyon Ranch remains true to its inspiration

and history.

Company address: 8600 East Rockcliff Road Tucson Arizona 85750 U.S.A.

Company website: www.canyonranch.com

1.2 Position Description

Position title: Food and Baverage Rotational Training (Server and Busser)

Start date: Jan/ 17/ 2011

End date: Jan/ 17/ 2012

Job duties and expectations:

1.2.1 Basic responsibilities for server

You are expected to be able to fulfill many different tasks for our guests:

greeting guests when you approach a table

menu and beverage knowledge

providing the best customer service possible

pre-bussing

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clearing tables

re-setting tables

maintaining table and floor appearance

cleaning and re-stocking service stations

overall floor maintenance

re-filling beverages

cleaning spills

fulfilling side work duties as assigned

Table Setting Guide

Before service, check to see that each table in the restaurant is set correctly.

1. Check that all tables are stable and do not wobble.

2. Wipe the chairs and be sure they are clean and pulled in close to the tables.

3. Check that the tables are clean on the top and edges. If plants or ledges are

nearby, they should also be free of dust and dirt.

4. Examine the salt and pepper shakers, sugar caddy and any table. The shakers

and caddy should be full and clean; Stevia, Sugar in the Raw, and Splenda

should be stocked. Position these items at the centers of tables. At dinner

ensure the candle is full and the candle holder is clean.

5. Inspect the table settings. Be sure each setting is complete. Be sure everything

is clean and aligned properly.

6. Be sure the floor is clean around and under the tables. Pick up trash.

Whenever you have extra time, perform extra duties to make sure our guests are taken

care of. Side work duties are assigned and are expected to be carried out at the end of a shift

to the expectations set forth. Suggestions for extra duties:

clear and crumb tables between courses and replace soiled silverware

3

refill beverages

remove trays and tray jacks left in a walkway/path

buss tables

check team mates sections

Clearing and resetting table for bussers and servers:

When clearing a table, have a tray with you for entire removal of all items.

Take care not to put your fingers inside of glasses, used or clean.

When wiping the table down, brush excess and large crumbs into your hand or onto a

plate or napkin so they aren’t just thrown onto the floor for clean-up at the end of the

shift.

Move salt and pepper shakers and sugar container and any other items off to the side

while you clean the entire table.

Brush off chairs and booths so guests do not have to brush crumbs off their seats

before sitting down.

If using a large tray, come prepared with as much as possible for the clean set-up of

the table. The set up of all tables should be the same.

If you have room on your tray after you are finished with the set-up, take a quick look

around and make sure there aren’t any other dishes from any other tables that you can

pick up.

Cover your tray of dirty dishes with a napkin before taking back to service area.

Clearing etiquette:

There are a few basics to handling dishes, glassware and silverware, whether clean or dirty.

When handling glassware of any type, never handle them by the rim or upper section

of the glass or cup. Guests don’t know how clean your hands may or may not be;

4

likewise, you probably don’t know how clean or dirty they may be! It doesn’t matter

if the glasses are clean or dirty; do not get into the habit of grabbing glassware by the

rims or sticking your fingers into several glasses at once to more quickly bus a table.

It is a completely unsanitary practice and horrifying to guests who witness you doing

so!

Plates of food should be served with your fingers splayed under the plate to balance,

while your thumb is at the very outermost rim of the plate to avoid touching people’s

food. Serve all food from the left- when possible.

Silverware should only be handled by the handle, never the end that is put into the

mouth.

The clearing of dishes and glasses should be done from the right of the guest, using

your right hand to avoid awkwardness. As when you serve food, you should clear

dishes for everyone at the same time. When it’s clear that everyone is finished, begin

by asking the host or someone else’s permission to take things away.

Examples:

“May I take these away for you?”

“May I take your plate?”

Avoid slang terms and phrases, such as:

“All finished?”

“Still workin’ on that?”

Asking permission is polite. Saying other things can be offensive, especially if

someone isn’t finished eating and you attempt to take away his/her plate. That person may

feel as if he/she is eating too much. Never make a guest feel uncomfortable. The safest way

5

to do that is to always ask permission to remove dishes and be reasonably sure a guest is

finished eating.

Take plates and other items from the right of the guests. Anything that will no longer

be needed should be cleared, including entrée plates, bread plates, silverware and glassware.

The only things that should be left are those items still being used, such as coffee cups,

spoons for coffee, and water glasses. Understand the proper etiquette of service. You are the

people to whom the Bussers and Hosts look to for guidance in service. You must display a

professional attitude and performance level at all times. We want our guests to feel as if the

entire staff is there for the sake of their hospitality, and you are!

There are many more unexpected tasks that will come up; just be attentive and treat

everyone like a V.I.P!

Communicate with the Bussers and Hosts: Ask politely when you need help; “please”

and “thank you” go a long way to getting what you want and need. Understand that there are

times when you may have to get what you need for yourself; Bussers and Hosts are not

always available to help you. Anything you can do to make a guest’s visit more enjoyable

will mean more money for you, the other staff members and the restaurant. Supervisors and

Managers are always available to help or to talk to a table. If you are busy it is always best to

ask for assistance rather than fall behind.

1.2.2 Side work for server

Side work is work that is done on a daily or other routine basis. Side work for servers

usually consists of some or all of the following aspects, and is not limited to:

Daily side duties posted above the map

Setting up or breaking down

cutting lemons and limes

6

polishing silver/glassware

filling/cleaning salt and pepper shakers/sugar caddies

coffee and iced tea machine maintenance

sweeping and mopping service areas

cleaning service areas/shelves

table set-up

Know the table numbers:

Every table has a table number. You must know the table numbers before you can

begin working as a server. When writing table numbers down, you must be accurate to

prevent mix-ups in food orders and other potential mistakes.

Knoow the position number:

Position 1 is always to the left of the water pitcher on 4-Tops.

If a 2-Top has 1 chair, that is position 1, if it has two chairs, position 1 is to the

left of the water pitcher.

Round tables in Station 4 have position 1 as the chair with its back to the kitchen.

The round tables in Station 5 and in the Zuckerman’s section have position 1 as

the chair with its back the south (The wall that holds Station 1).

Count the following position numbers by moving clockwise from position 1.

1.2.3 Procedures at work

Tray removal:

Every tray that goes out should be a tray brought back in. FULL HANDS IN AND

OUT OF THE KITCHEN.

Nothing should be taken out of the kitchen unless it is on a tray.

7

Trays and tray jacks should never be left on the floor.

If you go out with a tray and a tray jack, you should come in with a tray and a tray

jack.

Bus 1-2 tables on your tray and then come back. DO NOT overload the tray.

Host Stand:

Standing at the host stand and gossiping is not allowed. When employees are

talking to each other at the host stand, guests tend to be ignored. Hosts are also

held accountable for you being at the host stand, so stay away.

Floor checker:

There will be a floor checker chosen for every shift to check out the servers

stations and make sure all set-ups are proper, and that the area looks clean. The

floor checker will be responsible for ANY INCOMPLETE SIDEWORK.

Individual stations:

When you are done setting your station, you are done. At this point you can check

out with the designated floor checker.

Goblets and coffee cups are to be stored in the dish room.

Carry all items needed to turn over your station on a tray. One or two

racks are permitted on the floor if your station is empty and the racks can

be stored out of the view of all guests.

EACH STATION (SERVER) IS RESPONSIBLE FOR THE SIDE DUTIES

ASSOCIATED WITH THAT STATION. SPECIFIC SIDE WORK WILL BE

ASSIGNED FOR EACH SHIFT

8

Hot Tea Service:

You will need to get a pot of water with the tea bag immersed in it, place the tea

bag in before filling the pot with hot water. Also bring a B&B plate with a liner

along with a coffee cup and saucer. Be sure to ask them what kind of dairy

product they would like (milk, half and half, etc.) with their beverage.

Knife Replacement:

If you are clearing a course, and the next course requires a knife, do not tell the

guest to keep their old knife. You should clear that knife with the plates etc, and

bring them a fresh knife.

Water Pitchers:

When you are placing a water pitcher on the table, remember that the pitcher is

coming off a cart that may not be so clean. Make sure to check the pitcher before

placing it on the table, and look to see that the napkin you are using with it is

clean and pressed.

THERE IS TO BE NO DISCUSSION OF WORK RELATED ISSUES (SCHEDULES,

DAYS OFF ETC.) DURING SERVICE HOURS. THIS MEANS THAT YOU

SHOULDN’T BE COMING ON THE FLOOR AND ASKING SUPERVISORS THESE

QUESTIONS WHEN A SHIFT IS GOING ON.

9

Points of service:

Start with ladies first, eldest to youngest, then Gentlemen in the same order

Serve from the left with the left hand and remove from the right with the right

hand. BE CAREFUL NOT TO BACKHAND THE GUEST

BE SURE TO ADDRESS THE “TABLE SERVICE INTRO” ABOVE. ALONG

WITH THE FOLLOWING:

Taking the Order:

“Do you have any questions about the menu?” Are you ready to place

your order?” Are you planning on going to the salad bar this evening?”

“Great I will be right back with your……”

Check back: “How is everything” or “Is everything cooked to your

satisfaction?”

Dessert Order: Pre-Bus includes making sure that you remove all extra

settings, dishes, salt, etc… then you can ask “May I offer you dessert this

evening?” Start with the Fruit Plate, then the Sorbet, Ice Cream, and DOD.

Linen:

Before service linen should be folded and stored in Station 2. After service the

dirty linen should be put in the blue bin and the back waiter will take it to

housekeeping.

At the front door:

It is VERY important to greet the guest with a smile. Say “Good Morning”

(Afternoon, Evening). Be polite when asking for their name and room number

because you are the first person the guest sees as they enter and the last person the

10

guest sees when they leave. It is just as important to say “Good-bye” as it is

“Hello”. Refer to the guests as “ladies,” or “gentleman”. NEVER SAY, “YOU

GUYS”. Also when someone is alone, NEVER SAY “JUST ONE?” but instead

ask if they would like to join a group table or dine alone.

When seating a guest, be sure to say who their server will be. Also, remove all

extra settings and pour the water.

Pay special attention, when you know what section you are working, to see if you

have any VIP tables (most importantly: 71, 72, 24, and 12) in your section.

1.2.4 Server procedures

Start of the shift:

All servers should be in proper uniform before clocking in and entering the

kitchen or dining room. Once you are clocked in your are WORKING.

You could be asked to take care of guests at any time.

Check MAP and Side Duties:

Look to see what section you are in for the day and check your side work

assignment.

If you are on set-up, begin set-up. Set-up should be completed by pre-

meal.

If you are not on set-up, check your station and the station of those servers

set-up. You have the first 10 to 15 minutes to make sure the dining room is

ready to go. To make sure your section looks perfect, you should look for

the following:

Tables are clean and completely set with polished silver and

glassware.

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Clean and full sugar caddies and pepper mills.

Floor is clean. Water pitchers with napkins are clean.

Tables and chairs are straight.

Side station is stocked and clean.

The flowers look healthy.

Pre-meal:

Pre-meal, which is held in the Left of 4, is the time to go over the menu for

the day and any topics that need to be addressed. The staff is expected to

know the menu and be able to describe any entrée when asked. The

servers must be able to describe the dishes to meet the approval of the

supervisor/manager and the chef.

We will go over allergies and special request. It is very important to pay

attention at pre-meal. The pre-meal food is for you to taste so you can

describe the dishes to our guests.

There is not a pre-meal at breakfast so you must look at the board for the

smoothie and muffin of the day.

Start of Service:

After pre-meal, double check your section to make sure it meets the high

standards expected at a world class resort.

Stand in your section where you can see what is going on. Acknowledge

guests as they pass by. If it is appropriate, quietly speak with one another.

Your conversation should not be able to be overhead by any guest.

Help the host seat when there is a line and you are not busy. SERVERS

SHOULD NOT BE STANDING AROUND OR TALKING IF GUESTS

ARE WAITING.

12

Table service intro (Talking to the guests):

Guests should be greeted with in 90 seconds or quicker.

The Greeting should be friendly and appropriate, meaning that you introduce

yourself and let them know that you are the server. EX: “Good Morning

(afternoon, evening) my name is Smith and I will be your server (this morning,

evening)”. “How are you doing today (this evening)?” and “May I offer you a

beverage besides water?”

As a server you should always be aware of the customers time constraints,

if any, because that can affect the timing of the table service

Getting the order…right: When you return with the drinks or after you

have given the guest ample time to decide, ask if they have any questions

about the menu or entrees. Take the order starting with the oldest women

first and then the men (oldest to youngest). Be sure to listen carefully and

ask questions if you are not sure. Be sure to ask if they will be going to the

salad bar or sandwich bar. This will have a huge impact on you accurately

timing tickets. Ask about appetizers at dinnertime. Make sure drinks and

waters are kept full.

Turning your tickets:

After you have taken the order you need to turn your tickets into the

kitchen so they can make the food.

At breakfast, tickets are turned into the cooks either on line 1 or on

line 2 and to the pantry directly. Line 1 is French toast, Pancakes,

and sausage. Line 2 is oatmeal, 7 grain cereal, and all eggs

At lunch and dinner tickets are timed, and then either ordered in or

put in the to be “picked up immediately” bin.

13

Pantry orders are taken to the pantry.

Depending on the time of the kitchen (are they busy or slow), and

the items ordered, dictates when to pick up a ticket. Please tell the

expeditor or a supervisor if you have a guest with a special order.

Delivering the food:

When delivering any special food/bev to the table, always use the tray.

Deliver the food/bev in the same sequence that the order was taken.

Check to make sure they have everything they need. Offer to bring items

you think they may need.

After the first few bites, check for satisfaction. Pre-buss plates when all

guests in that party are done.

Bus everything except the beverage items so that they have a clean table to

enjoy dessert.

Dessert:

Offer dessert and coffee or tea. Be sure to let them know of all desserts and

the fruit plate. Take the order and deliver in the same sequence as before.

When placing the dessert on the table, the only items that should be left are

the utensils they are eating the dessert with and the beverage they are

drinking.

After they have finished clear the dessert and wish them a good day/night.

The difference between bussing and clearing:

Bussing (pre-bussing):

After the food has been delivered, and the customer has enjoyed their

meal, pre-bussing takes place.

14

THE SERVER is responsible for pre-bussing the plates and appropriate

settings when all guests in that party are finished with their meal. Bus as

much as possible so they have a clean table to enjoy dessert.

Again, it is THE SERVER’S PROCEDURE TO PRE-BUS THE TABLE!

Clearing: The bussers will CLEAR the table when the guests have finished their

meal and left the restaurant.

1.2.5 Basic responsibilities for busser

Bussers Priorities:

1. Turning tables and stocking stations.

2. Pre-bussing when time allows

3. Assisting with beverage pouring.

4. Side work

AM PROCEDURES FOR TURNING A TABLE OVER:

When you notice a dirty table, automatically go and grab a clean large

tray.

Clear dishes onto tray. Be careful not to touch items that have touched the

guest’s mouth.

Wipe down table completely along with chairs and booths.

Straighten flower, pepper, and sweetener holder. They are lined up in that

order. The flower should be facing the side where the guest would

approach the table.

Retrieve roll-ups, glasses and cups from stations.

15

Put down settings, and line silverware along bottom of placemat, and place

soupspoon above small spoon at breakfast. Notice the silver as you put it

down. Is it spotless?

Place goblet at top center of placemat, and tent fold around the glass.

Place coffee cup on lower right side of placemat (breakfast), with handle

facing 5 o’clock. Also be sure coffee cup is clean, without stains or

lipstick.

Refill water pitcher and place in proper place with handle in.

Always set a table before taking any trays back.

Avoid putting rollups on ledges or seats. Use tray or table.

Do not cut corners by NOT wiping tables, or fixing flowers. Guests notice

the condition of their table when they sit down whether you believe it or

not. Let us give them the best seat in the house. WOULD YOU WANT

YOUR FAMILY TO SIT AT THIS TABLE?

PM PROCEDURES FOR TURNING TABLE OVER:

When you notice a dirty table, retrieve a clean large tray and place by the

table.

Clear dirty dishes. (IF THE SERVER PRE-BUSSES THE TABLE

CORRECTLY, THERE SHOULD ONLY BE DIRTY GLASSES AND

MAYBE COFFEE CUPS AND SPOONS LEFT).

Retrieve a clean tablecloth and settings from station one. Place on table or

tray.

Pull flowers, pepper and candle to the edge with the water pitcher and pay

special attention to not cause a fire.

16

Pull back dirty tablecloth and fold around edge with water pitcher.

Unfold new tablecloth and cover the part of the table that is showing.

Transfer items to the new cloth. Then remove the old cloth to the tray and

cover the dishes.

Reposition all items correctly. Flowers first, then the pepper, and the

candle. Make sure the flower is facing the side where the guest approaches

the table.

Re-light the candle if it burnt out. (If it is out of oil refills are in Station 4)

Place down the settings. All silverware is lined up along the bottom of the

table and not too far apart. The large forks are used instead of the medium.

AGAIN, BE SURE THAT THE SILVER IS NOT SPOTTY.

The space between the large fork and the salad knife should be the length

of one knife

Settings that are across from each other should line up.

Place down the napkins and line them up. Be sure to smooth out any

wrinkles.

Refill the water pitcher and place on the table with the handle not in the

aisle.

MAP

Table numbers: All sections begin with whole numbers. Knowing your table

numbers is the essential because in a restaurant we always talk in numbers and

positions. This is the first step in becoming an efficient busser and possible server.

17

Water pitcher placements:

All water pitchers are placed on the right side of tables or in some cases opposite

walls. On all large square 4-tops, the water pitcher is placed on the corner facing

the aisle. Water pitchers are always to be placed on napkins, properly folded and

clean, to absorb condensation. The handles should always face inward to avoid

spillage. On round tables the napkins should be facing each other and placed

parallel to seat position 1.

Sense of Urgency:

This is a fast paced dining room. We must motivate ourselves to keep up with it.

The quicker we are, the smoother service is, and the happier guests will be. We

need to stay in the frame of mind that we will be busy and keep moving. One way

to do this is learning to challenge yourself in whatever section you are in. Set

small goals at the beginning of your shift. For example “I’ll try to not have more

than one table dirty in my section at one time,” or “I won’t let a table sit dirty in

my section for more than 1 minute.” Things like these will make you a quicker,

more efficient busser, and will keep service moving along smoothly.

Consistency:

From shift to shift, you must hold yourself to the standards that Canyon Ranch

expects. Supervisors will not see everything you do or all the tables you set before

a guest is sat at them, so you as a busser must know our standards and be

consistent with upholding them. At every table, you should take one extra second

to stand back and ask yourself if it is acceptable. Would you want your family to

sit at this table if you brought them in for dinner? Every table should look the

same and should look correct. When you do a side duty, do it correctly, every

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time. Do not cut corner! It ends up taking twice as long, and if you are caught, you

not only could be written up but you lose the trust we have in you.

Attention to detail:

Learn to have the “critical eye”, or the eye for detail. Look at your tables or station

closely. Are you missing anything? Spotty silverware, missing water pitcher

napkins, or are the walls in your station clean etc. Attention to detail is very

important in your job. The more you perfect this skill, the better the busser you

will become which means a faster road to becoming a server!

Uniform: SEE APPEARANCE POLICY.

Punctuality: SEE ABOVE SECTION ON TIME.

Busser pre-service duties:

You must be checked out by a supervisor prior to starting a shift and the following

must be done:

Salad Bar:

All proper utensils should be in their designated areas.

The croutons and crackers should be completely stocked.

The olive oils, vinegar’s, and plenty filled.

The ramekins need to be stocked.

The bussers and LEC staff are responsible for putting up the salad bar

sign before the start of the shift.

There should be no empty spaces in the salad bar, meaning that if there

is an item the kitchen doesn’t have, do not leave the ice for that

container uncovered. Always use kale to cover the empty spaces.

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Duties:

Pre-service duties are assigned to ensure proper set-up of the dining room,

kitchen, and salad bar. They must be completed in an orderly and timely manner.

There are no assigned duties for AM shifts. Bussers must work together to

complete set up. Breakfast bar and spa set-up must be done right away. All other

duties are done following these.

Vacuuming:

Vacuuming is the first priority. Four bussers should be working on this step, for

every lunch and dinner shift. Two should be pulling tables and chairs and then

moving them back to their proper place, while the other two are continually

vacuuming.

Before we open:

All pre-service duties must be done before we open. If you are constantly

moving and working, there is no problem to accomplish this.

After all side duties are completed, it is your responsibility to double-

check your own station or section. Maybe something was missed or you

could use more dishware or glasses in your station. Be on top of your area

and do not wait to be asked to get something.

Also, remember that when the dining room opens, NO CARTS ARE

ALLOWED ON THE FLOOR. BE PROACTIVE...

Busser service duties:

Resetting tables is the first priority:

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Resetting tables is your first priority as a busser. Turning tables in a timely

manner is essential to a smooth service. Everything comes second to this

unless a supervisor instructs it or if a guest needs assistance.

Restocking stations:

Restocking of the stations is the duty most neglected. You must learn to

check your station from time to time, to help ensure servers have the

proper items to serve their guests. Use time at the beginning of a shift to

stock up on everything you can.

Pre-bussing:

Pre-bussing is done when no tables need to be turned over and stations are

good. Be sure to use small trays when clearing dishes and clear all the

dishes and ramekins. Always ask “May I clear that for you?” DO NOT

ASSUME THEY ARE DONE.

Water pitchers:

As you sweep through your section, and you notice any water pitchers that

are low, refill them please. Always make sure there is a water pitcher

napkin underneath them.

Host Stand:

Bussers should inform the hosts of clean and reset tables. They should also

seat a guest when necessary. However, standing at the host stand and

gossiping is not allowed. When employees are talking to each other at the

host stand, guests tend to be ignored. Hosts are also held accountable for

you being at the host stand, so stay away.

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Bussers breakdown:

Stations (SEE SET-UP CHECKLISTS)

Part of your closing duties as a busser is breaking down your station. This

is done after all your tables have been bussed and cleaned. The servers

should not have to clear your tables while you clean your station. Before

you even think of getting checked out, look over the station checklist.

Correct amounts of:

Goblets (station 2)

Tumblers (station 1)

Juice glasses (stations 1 and 3)

Rock glasses (stations 1 and 3)

Teapots and coffee pots (stations 1 and 3)

Coffee cups

Saucers and liners

Sweetener bin is clean and full

All teas are stocked (stations 1 and 3)

Linen is organized and in proper places (station 2)

All stainless is sprayed down and wiped clean. Walls are

clean as well.

Salts (correct amount) full and clean

Condiments are clean and organized (correct amount)

Swept (underneath stainless and behind refrigerator)

Mopped

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1.2.6 Side duties for busser

Linen: Before service linen should be folded and stored in station one. After

service the linen should be put in the blue bin and the back waiter will take it to

housekeeping.

Trays: All trays should be spayed with yellow cleaner. Hot water is not enough.

Be sure to get the front and back of the trays. Also, spray and wipe out tray holder

inside and out.

Trash: Remove all trash from stations and kitchen area. Be sure to check inside of

the trashcan, after the bag is removed, to see if there is any food or trash lying

around. All trash is taken to the dumpster. Make sure to replace bags.

Lemonade: Bring lemonade and tea (passion) to spa and refill containers. Be sure

to wipe down counters and restock cups. This should be done before and after

service.

Dish line: Spray and wipe down walls behind rag bins and linen bins. Empty all

items that can be recycled. Refill clean rags and empty old rags.

Side duties should be the last thing you do, to ensure that all trays are done being

used and trash is done being used, etc.

Daily side duties: Be sure to check the daily side duty list, which is located on the

other side of the pillar where the map is posted. Locate what meal day we are on

and then look for the busser. Ask a supervisor if it sill needs to be done. Bringing

it to us makes you look a lot better than us coming to you. Also, ask if there is

anything we need cleaned. Volunteer to help. Things like this speed your chances

of becoming a server.

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1.3 Expectations and benefits from the internship

Table 1.1: Compare the expectations and the benefits from the internship

Expectation Benefit

Improve English Skills My listening and speaking skills are improved

but not that much so I stil have to learn more and

develop more in all of English skills.

Food and Beverage management skills I have more knowledge about food and nutrition.

International perspective I have more visions and missions in my life after

I worked here.

Working with muti-nationality co-workers I learn how to adapt myself into the different

groups of people and learn how to work with

them in order to bring good results.

Hi- class service management I understand the nature of this kind of guest and

know how to give them the service which should

go above and beyond their expectations.

Connection The connections from guests and co-worker.

See Appendix E

1.4 Internship progress

Figure 1.1 Project timeline

See Appendix F

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CHAPTER 2

INTRODUCTION OF CANYON RANCH

2.1 History

The world‘s premier health and wellness resort began with an A-ha! moment. On New

Year‘s Day in 1978, Mel Zuckerman, overweight, sedentary, stressed-out, with high blood

pressure and a galaxy of other health problems, resolved to lose 40 pounds. By March 4, he

had gained four.

Desperate, he fled to a ―fat farm‖ in California, planning to spend 10 days. He ended

up staying a month and changing his life forever. There, he met an inspiring fitness expert

who had him running a mile and a half within 10 days. As a result, Mel realized that he had

within himself the power to dramatically improve his health and happiness, and he

recognized that he needed to arrange his life so that he could continue along the healthy track

he‘d found.

His wife, Enid, had long thought that Tucson would be a good place for a health spa

and had urged Mel, a home developer, to build one. This idea, coupled with their passion for

sharing the concept of healthy living with anyone who wanted to come to them, resulted in

the creation of Canyon Ranch in Tucson, which opened its doors in December, 1979, to no

fanfare whatsoever.

After a rocky first couple of years, Canyon Ranch became famous and, in time,

extraordinarily successful as health consciousness exploded in the culture. With their

business partner Jerry Cohen, the Zuckermans opened Canyon Ranch in Lenox in 1989 and

Canyon Ranch Living – Miami Beach with the adjacent Canyon Ranch Hotel & Spa in 2008.

For each resort, they renovated, remodeled and enhanced a historic property in a beautiful

25

natural setting: The Zuckermans apply their steadfast belief in the power of positive change

to each Canyon Ranch property as well as to the innovative services they create.

Canyon Ranch has been in the forefront of expanding the concept of a health resort by

introducing a comprehensive professional approach, with a staff that includes registered

dieticians, board-certified physicians, exercise physiologists, licensed therapists and other

highly skilled, caring staff in order to provide guests with every possible resource.

The Zuckermans have enlarged their vision to incorporate healthy living into

vacations, work, home and the community. In 1999, they opened the first Canyon Ranch

SpaClub® at The Venetian® Resort Hotel Casino in Las Vegas. They set sail in 2004 with

SpaClub® onboard Cunard‘s Queen Mary 2®. They created the ultimate in healthy living

with Canyon Ranch Living®, residential communities in Miami Beach, Lenox and Tucson.

In 2002, the Zuckerman family and Canyon Ranch co-founder Jerry Cohen

established a separate entity, Canyon Ranch Institute, a 501(c)3 non-profit organization

whose mission is to educate, inspire and empower every person to prevent disease and

embrace a life of wellness. In 2006, Richard Carmona, M.D., M.P.H., FACS, 17th Surgeon

General of the United States (2002–2006), became president of the Institute and a vice

chairman of Canyon Ranch.

Today, Canyon Ranch remains a fast-growing, forward-looking company that remains

fiercely devoted to its mission: Creating environments and products that promote health and

the highest enjoyment of life for all people. Members of the second and third generations of

the Zuckerman and Cohen families are deeply involved in leading the company forward.

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2.1.1 Tucson History

Seeking an inspiring setting to turn their vision of healthy living into reality, Enid and

Mel Zuckerman found the perfect site, the Double U Ranch on the outskirts of Tucson – once

the center of a sprawling cattle ranch and, from the 1930s through 1970s, a guest ranch. It

was the very first property they visited. Mel was moved by ―the spirit of the place‖ where

Native Americans once lived in harmony with their environment, using natural means for

health and healing – traditions that would become the cornerstone of Canyon Ranch.

Applying the principle of positive change to the Double U‘s historic structures, the

Zuckermans worked hard to restore and expand the dilapidated, rustic guest ranch into a

world-class resort. They also had to find experts in fitness and nutrition who shared their

passion: They looked for people who genuinely cared for others and longed to help them. On

opening day, in December, 1979, 88 enthusiastic staff members greeted eight guests – only

one of whom was a paying guest. During Canyon Ranch‘s first year, average occupancy was

26 guests a week.

The Ranch struggled, but began to get some breaks. Canyon Ranch was featured on

the popular Richard Simmons Show in 1981, and in 1982, TIME® magazine featured

Canyon Ranch as America‘s ―first vacation fitness resort.‖ With that coverage, we were off

and running.

From the start, Canyon Ranch attracted forward-thinking professionals in nutrition,

fitness, skin care and healthy living. In 1988, the Health & Healing Center, dedicated to the

memory of Mel‘s late father, opened. In that same year, the Ranch opened the Life

Enhancement Center® for in-depth programs in healthy living. In this self-contained facility,

guests could focus on establishing positive lifestyle habits.

Through the Zuckermans‘ unwavering dedication, Canyon Ranch in Tucson evolved

into a world-renowned vacation resort with the greatest range of healthy possibilities

27

anywhere. At Canyon Ranch, you can have a complete physical, consult with a licensed

therapist, learn about herbal remedies, get your posture aligned, experience relaxing spa

treatments, hike, bike and relax, and go home with detailed prescriptions for nutrition and

exercise.

Figure 2.1: The Double U Ranch in Tucson, Arizona

2.1.2 Lenox History

Given the popularity and acclaim of Canyon Ranch in Tucson, Enid and Mel

Zuckerman decided to open another health resort on the East Coast. This time, the search for

the right location took a long time – until the Zuckermans saw the Bellefontaine Mansion in

Lenox, Massachusetts, in the heart of the Berkshires of Western Massachusetts.

Built in 1897, Bellefontaine had been a private home, seminary and then a boarding

school, but when the Zuckermans saw it, it was empty and gutted by fire. Applying their

philosophy of creating harmony with the surroundings, the Zuckermans decided to restore the

mansion while adding New-England-style buildings in keeping with the local area, a classic

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vacation destination that was once home to Nathaniel Hawthorne, Herman Melville, Edith

Wharton and Norman Rockwell.

Canyon Ranch‘s architects worked with the local historic preservation board to be sure

that their restoration of the Mansion‘s exterior and gardens was fully authentic, using

materials and techniques consistent with the turn of the last century. In addition, they

meticulously restored the beautiful Library, the only room that had not been destroyed by

fire, to its original dignity.

By opening day – October 1, 1989 – Bellefontaine Mansion had recaptured its former

glory. The Integrative Health Center, a state-of-the-art Spa and new guest accommodations

were in the plans from the start. Today the health resort provides an unsurpassed vacation

experience in an atmosphere steeped in New England grace and hospitality.

Figure 2.2: The Bellefontaine Mansion in Lenox, Massachusetts

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2.1.3 Miami Beach History

The historic Carillon Hotel is the breathtaking setting for Canyon Ranch Hotel & Spa

in Miami Beach. Once the epitome of 1950s Miami Modern style, this South Florida

landmark fell on hard times and had stood empty for more than 10 years when redevelopment

began.

The once-glamorous property was owned by Eric Sheppard, one of the principals of

WSG Development Company, when, at the suggestion of business partner Phillip Wolman (a

longtime Ranch devotee), Sheppard visited Canyon Ranch in Tucson and changed his life

dramatically. Zealous converts to the Canyon Ranch lifestyle, Sheppard and Wolman

convinced Canyon Ranch Founder Mel Zuckerman to join with them in restoring, converting

and expanding the Carillon into an exciting new hybrid expression of the Ranch: a healthy

living condominium community and à la carte hotel wrapped around a state-of-the-art

Wellness Spa. Canyon Ranch and WSG became development partners for the project.

Canyon Ranch‘s commitment to preserving history and conserving resources resulted

in a painstaking restoration of this elegant building to more than its former glory. In the

process, it became the premier vacation spa resort in the Southeastern U.S. Architects from

the world-renowned firm Arquitectonica®, working with preservationists, have authentically

restored the original aesthetic while incorporating elements that infuse a soaring spirit of

infinite possibilities.

The refurbished original sign of the Carillon was ceremonially lit for the first time in

decades on January 16, 2007.

Canyon Ranch Living® – Miami Beach, the first healthy living community of its kind

– occupies two luxury condominium towers flanking the Carillon. Residents enjoy like-

30

minded neighbors and access to the vast resources of Canyon Ranch – including

complimentary daily fitness classes and full use of the Wellness Spa – right where they live.

The spectacular décor of the condominium towers, with stunning lobbies and

thoughtfully appointed living spaces enhanced by lavish use of wood, shell and stone, was

created by David Rockwell, of the world-famous Rockwell Group®, and captures the

energizing, harmonious essence of Canyon Ranch. Residents began moving in mid-2008.

Rockwell also designed the hotel‘s spectacular public spaces, Wellness Spa and restaurants,

and decorated the hotel‘s exquisite suites using an array of natural materials that bring the

natural world indoors while fully embracing the original elegance of the Carillon. This

luxury, all-suite hotel – with the largest and best-equipped Spa in the Southeastern U.S. –

opened in November, 2008.

Figure 2.3: Canyon Ranch Hotel & Spa in Miami Beach

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2.1.4 Spaclub History

In the late ‗90s the leadership of Canyon Ranch developed SpaClub® – luxury day

spas of unequalled elegance and depth – to bring a taste of the boundless opportunity of

Canyon Ranch health resorts to the widest possible public.

In 1999, Canyon Ranch opened the first Canyon Ranch SpaClub® at The Venetian®

in Las Vegas. They set sail in 2004 with a SpaClub® onboard Cunard‘s Queen Mary 2®.

In 2008, with the completion of The Venetian‘s sister hotel, SpaClub® expanded into

The Palazzo®, making it one of the largest resort spa complexes in the world.

2.2 Inspiration

Enid and Mel Zuckerman‘s dream was to bring together all the elements of a healthy

lifestyle to fortify mind, body and spirit in a true resort environment, where guests could

experience for themselves just how good healthy living could feel. The mission of Canyon

Ranch reflects the Zuckermans‘ fervent belief that all people have the power to live longer,

healthier, more meaningful lives through healthy lifestyles. This philosophy is at the core of

every program and service at Canyon Ranch and guides our philanthropy and environmental

sensitivity.

2.2.1 Mel’s Story

By Mel Zuckerman, Canyon Ranch Co-Founder

When do most of us realize that health is a precious and positive thing over which we

have some control? For most people, that realization – that critical experience of connection

that I like to call the A-ha! moment – comes too late. Usually it happens in a doctor‘s office,

or in an emergency room or a cardiac care unit. For too many people, the moment when they

32

emotionally ―get‖ the connection between their actions and their state of health is a very

painful one.

Let me tell you how I know this, and why Canyon Ranch exists.

I‘m 81 years old and I still work hard, feel pretty good and honestly enjoy life. But

for the first 50 years of my life I had a health profile I wouldn‘t wish on anyone. I was an

asthmatic child who was told not to exercise. High blood pressure ran in my family and I had

it by the time I was 20. By age 24 I suffered from duodenal ulcers and by my mid-30s I had

diverticulitis and a hiatal hernia. In my 40s my doctor told me I was starting to get

osteoarthritis. And although I had been a skinny kid, I was overweight for most of my adult

life.

When I was 40, I had a complete physical and the doctor determined that I had the

body of a 65- to 70-year-old. I was horrified, and wanted to know what I should do. The

doctor told me to lose 40 pounds and get control over my reactions to stress. I knew perfectly

well how to lose weight – I‘d lost hundreds of pounds over the years, only to gain it all back,

plus a little extra, every time – but I had no clue about the stress. Today there are dozens of

techniques around for managing stress, but in 1968 my doctor had no suggestions, except that

I ―should stop taking things so seriously.‖ A lot of help that was.

But I did take to heart the idea that I had to lose weight, so much so that I told my

wife, Enid, to get me into one of those fat farms. I went to Rancho La Puerta, where I was

miserably uncomfortable among all the ladies in leotards and left after 3 days.

So the spa thing didn‘t work for me, and I felt powerless to change my life. For ten

more years, I continued on with my unhealthy ways – eating compulsively, not exercising,

totally stressed and feeling bad – until my father‘s final illness and death provided me with

the emotional jolt I needed to change my life.

33

I‘ll never forget the day that Enid and I sat in the doctor‘s office with my parents as

the doctor broke the news to my father that he had inoperable lung cancer. My father had

smoked all his life. Now he pulled the Camels out of his pocket, threw them down on the

desk, and said, ―I won‘t smoke any more! I promise!‖

It was his A-ha! moment – too late. We buried him six months later.

During those months I sat and talked with him every day. Each conversation ended

with him sitting with his head in his hands, moaning, ―If only I‘d quit. If only I hadn‘t started.

If only I‘d listened. If only. . . .‖ I can see him now.

That was my A-ha! moment – in time.

When my father died I was nearing 50 and my weight was out of control. I told Enid

to get me back into Rancho La Puerta – I was that desperate. But the place had a waiting list,

and I could not wait. Enid had seen an ad for The Oaks at Ojai, in California, and they had

room. I drove over, planning to stay for 10 days. It turned into a month.

It was the ladies in leotards scene again, but the assistant director at The Oaks was a

wonderful woman named Karma Kientzler, who later became executive fitness director at the

Ranch and is still associated with Canyon Ranch – and still helping people get moving – to

this day. She noticed me and took me under her wing, got me walking and then running. On

the tenth day, she timed me as I jogged a mile and a half. It took me 11 minutes and 38

seconds. When we got back to the spa, she pulled out a book that used running times as a

rough gauge of fitness for people of various ages. Karma showed me a chart that indicated

that if, at age 50, you could traverse a mile and half in less than 12 minutes, you were at the

top of your age group.

I had done it in 10 days! I can‘t even tell you how wonderful that made me feel. And

I never wanted to lose that feeling.

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After three weeks, I called Enid and begged her to come join me. ―I‘ve found what I

want to do with the rest of my life,‖ I told her. ―We have to share this.‖

Enid had been devoted to healthy living for a long time, and she‘d suggested some

years before that maybe we ought to build a ―fat farm,‖ that there were a lot of them

springing up, and that Tucson would be a good place for one. I‘d just rolled my eyes and kept

on building houses. At The Oaks her suggestion came back to me, and the idea for Canyon

Ranch was born. We built it as a place where we could live the healthy lives we wanted, and

where we could share what we‘d found with anyone who cared to come to us.

We built Canyon Ranch to be the perfect place to put things in perspective, reset

priorities and contemplate new opportunities. Everything you need is here, and the same

philosophy that enabled me to change my life can help you change yours.

Figure 2.4: Enid and Mel Zuckerman

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2.3 Mission

Canyon Ranch aims to inspire people to make a commitment to healthy living,

turning hopes and intentions into the highest enjoyment of life.

2.4 Vision

Life Enhancement

2.5 Values

Deliver exceptional service and exceed expectations at every opportunity.

Create a nurturing environment that supports healthy living.

Act with respect, intergrity and honesty.

Acknowledge, recognize and reward each other.

Lead by example.

2.6 Philanthropy

Mel and Enid Zuckerman, the founders of Canyon Ranch, demonstrate their heartfelt

commitment to promoting health and wellness through their active support of organizations

dedicated to improving lives. Under their guidance, Canyon Ranch donates scholarships,

funds research and provides resources to support local, national and international groups

serving people from all walks of life.

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2.6.1 Highlights of Canyon Ranch’s philanthropic endeavors

2.6.1.1 Donation of thousands of Canyon Ranch vacations to members of

organizations researching health and wellness over the last 20 years.

2.6.1.2 Partnership with the Dream Street Foundation. Since 1988, Canyon Ranch

has hosted young adults with life-threatening illnesses to a transformative getaway.

2.6.1.3 Support of the Healthy Living Scholarship Program. Since 1988, more than

5,000 at-risk individuals have participated in a week-long program at the Life Enhancement

Center® at Canyon Ranch in Tucson.

In recognition of the Zuckerman family‘s lifelong support of medical research at the

Arizona Health Sciences Center at the University of Arizona, the UA College of Public

Health was renamed the Mel and Enid Zuckerman College of Public Health.

In 2002, the Zuckerman family and Canyon Ranch co-founder Jerry Cohen

established a separate entity, Canyon Ranch Institute, a 501(c)3 non-profit organization

whose mission is to educate, inspire and empower every person to prevent disease and

embrace a life of wellness. In 2006, Richard Carmona, M.D., M.P.H., FACS, 17th Surgeon

General of the United States (2002–2006), became president of the Institute. The Institute has

forged worldwide partnerships to focus on communities that have traditionally been

underserved.

2.7 The environment

Canyon Ranch Corporate Sustainability

Mission Statement

As the leader in providing a holistic, integrative health and wellness experience,

Canyon Ranch strives to develop a harmonious balance with the natural world while

37

delivering a superior guest experience. Through preventive practices, means of ensuring the

wellbeing of our guests and our surrounding natural environments have been considered in

every major company decision since 1979. From utilizing a clean and healthy food

philosophy to implementing robust recycling and renewable resource programs, we endeavor

to create a footprint that is green and friendly to the world around us.

At Canyon Ranch, we believe that it is our responsibility to our guests, employees

and the community that all company policies help create and maintain a clean, healthy

environment, and that they demonstrate our belief that sound environmental practices within

a thriving community are integral to overall personal health. Everything we do promotes

healthy minds, more agile bodies and awakened spirits.

By extending the same thought process that brought us an enhanced understanding of

the interconnectivity of mind, body and spirit, we are helping people live in greater balance

with the natural world. We strive to minimize our impact on the environment by recycling,

using renewable resources whenever possible, conserving natural resources, reducing energy

use and implementing solar power when appropriate.

We are committed to ensuring that every major decision made by the company takes

into account its impact on the guest experience, our employees, the greater community and

the natural environment.

In striving for optimal balance between the individual and the world we live in, it is

our goal to extend the Canyon Ranch philosophy – the creation and fostering of lifelong

wellness – into the broader arena of the community, and to the environment that we all hold

in trust.

2.8 Accolades

Recognized throughout the world for its integrated approach to empowering people to

live healthier lives, Canyon Ranch continually receives the highest honors for the

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unparalleled experience it provides, and the impressive range of its distinctive services. From

travel editors‘ lists to readers‘ polls, Canyon Ranch consistently achieves the highest ranking

across a range of categories that includes top destination spa, favorite day spa, favorite cruise

ship spa and best medical spa program, among many others.includes top destination spa,

favorite day spa, favorite cruise ship spa and best medical spa program, among many others.

2.8.1 Honors and Distinctions 2007- 2010

2.8.1.1 Canyon Ranch

Canyon Ranch is the only 11-time winner of the Condé Nast Traveler Best

Destination Spa Award

2009

SpaFinder, Inc., Readers‘ Choice Awards

Canyon Ranch honored in Best Spa Brand category

2008

Health Magazine – America‘s Healthiest Spas

Canyon Ranch named Healthiest Spa in America

Luxury SpaFinder Magazine Readers‘ Choice Awards

Canyon Ranch voted Best Brand

2007


Canyon Ranch Founders Enid and Mel Zuckerman bestowed with the

Visionary Award

39

Canyon Ranch voted Best Brand

2.8.1.2 Canyon Ranch in Tucson

2010

Travel + Leisure Magazine World‘s Best Awards Readers‘ Survey

Canyon Ranch in Tucson placed 5th in Destination Spas

American Airlines‘ Celebrated Living Magazine Readers‘ Choice Platinum List

Canyon Ranch in Tucson named Top U.S. Spa for sixth consecutive year

Fodor‘s Travel First Annual Choice Gold Awards

Canyon Ranch in Tucson recognized as a Best Resort or Destination Spa in

the U.S.

2009


Canyon Ranch in Tucson named Top U.S. Spa for fifth consecutive year

Robb Report Magazine First Annual Reader's Choice Awards

Canyon Ranch in Tucson named Favorite Spa

Spa Magazine Silver Sage Readers' Choice Awards

Canyon Ranch in Tucson named Favorite Medical/Wellness Spa

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Canyon Ranch in Tucson honored in Favorite Destination Spa and Favorite

Spa for Traveling Solo categories


Canyon Ranch in Tucson awarded Crystal Award for Favorite Spa in North

America

Canyon Ranch in Tucson placed in the Top 10 in the following categories:

Best for Cooking Classes; Best Cuisine; Best Fitness Program; Best for

Going Solo; Best for Hiking; Best Medical Program; and Best for Yoga

Condé Nast Traveler Readers‘ Choice Spa Poll

Canyon Ranch in Tucson ranked 5th for Destination Spas



2008

Condé Nast Traveler Readers‘ Choice Awards

Canyon Ranch in Tucson ranked 2nd for Destination Spas


Canyon Ranch in Tucson voted Favorite Spa in the United States



Going Solo; Best for Hiking; Best Medical Program; and Best for Yoga

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Canyon Ranch in Tucson named Favorite Destination Spa

Canyon Ranch in Tucson named Favorite Medical Wellness Spa

Canyon Ranch in Tucson placed 2nd in Favorite Spa for Cuisine

Ranking Arizona Magazine The Best of Arizona Business Awards

Canyon Ranch in Tucson ranked No. 1 in Spas: Day/Resorts category



2007

Allure Magazine Top Ten U.S. Spas

Canyon Ranch in Tucson




Going Solo; Best for Hiking; Best Medical Program; Best for Men; and Best

for Yoga

Spa Magazine First Annual Silver Sage Readers' Choice Awards

Canyon Ranch in Tucson placed in four of nine categories: Favorite

Destination Spa; Favorite Medical Spa; Favorite Spa for Cuisine; and

Favorite Spa for Traveling Solo

42



2007 Zagat Survey – Top U.S. Hotels, Resorts & Spas

Canyon Ranch in Tucson named one of the Top 10 Destination Spas in the

U.S.

2.8.1.3 Canyon Ranch in Lenox

2010


Canyon Ranch in Lenox placed 4th in Destination Spas


Canyon Ranch in Lenox placed 7th for Top U.S. Spas

2009

Condé Nast Traveler Readers‘ Choice Spa Poll

Canyon Ranch in Lenox named Best Destination Spa

Condé Nast Traveler Readers' Choice Gold List

Canyon Ranch in Lenox


43

Canyon Ranch in Lenox placed in the Top 10 in the following categories:

Best for Cooking Classes; Best Cuisine; Best Fitness Program; and Best

Medical Program



2008


Canyon Ranch in Lenox ranked 3rd for Destination Spas




Going Solo; Best Medical Program; Best for Winter Sports; and Best for

Yoga



2007


Canyon Ranch in Lenox ranked 4th for Destination Spas


44



Going Solo; Best Medical Program; Best for Men; and Best for Yoga

2007 Zagat Survey – Top U.S. Hotels, Resorts & Spas

Canyon Ranch in Lenox named one of the Top 10 Destination Spas in the

U.S.

2.8.1.4 Canyon Ranch Hotel & Spa in Miami Beach

2010


Canyon Ranch Hotel & Spa in Miami Beach ranked placed 9th in

Destination Spas

2009


Canyon Ranch Hotel & Spa in Miami Beach honored in Favorite

Resort/Hotel Spa – South & Southeast category


Canyon Ranch Hotel & Spa in Miami Beach honored in Best Medical

Program category

Travel + Leisure Magazine It List

45

Canyon Ranch Hotel & Spa in Miami Beach named one of the World‘s Best

New Hotels to visit in 2009

2.8.1.5 Canyon Ranch SpaClub® at The Venetian & The Palazzo

2011

Forbes Travel Guide (formerly Mobil Travel Guide) America's Best Hotel & Resort

Spas

Canyon Ranch SpaClub® at The Venetian & The Palazzo given Four-Star

Rating

2010


Canyon Ranch SpaClub® at The Venetian & The Palazzo named Favorite

Spas for Cuisine and Favorite Resort + Hotel Spas-Las Vegas

Forbes Travel Guide (formerly Mobil Travel Guide) America's Best Hotel & Resort

Spas


Rating

2009

Las Vegas Review Journal Readers‘ Choice Awards

Canyon Ranch SpaClub® at The Venetian & The Palazzo named Best Spa

Mobil Travel Guide America‘s Best Hotel & Resort Spas

46


Rating



Spa for Cuisine


Eco/Green Spa

Canyon Ranch SpaClub® at The Venetian & The Palazzo honored in

Favorite Resort/Hotel Spa – Continental U.S. category


Canyon Ranch SpaClub® at The Venetian & The Palazzo honored in Best

Casino Hotel Spa and Best Fitness Program categories

2008


Canyon Ranch SpaClub® at The Venetian voted one of Top 10 Best Casino

Hotel Spas


Canyon Ranch SpaClub® at The Venetian given Four-Star Rating

Spa Magazine Silver Sage Readers‘ Choice Awards

47


Spa for Cuisine

Canyon Ranch SpaClub® at The Venetian & The Palazzo honored in

Favorite Resort or Hotel Spa – Continental U.S. category

2007

Las Vegas Review Journal Readers‘ Choice Award

Canyon Ranch SpaClub® at The Venetian voted Best Spa in Las Vegas


Canyon Ranch SpaClub® at The Venetian voted Best Casino Hotel Spa


Canyon Ranch SpaClub® at The Venetian given Four-Star Rating


Canyon Ranch SpaClub® at The Venetian honored in Best Resort & Hotel

Spa – Continental U.S. category

2.8.1.6 Canyon Ranch SpaClub® on Queen Mary 2

2009


Canyon Ranch SpaClub® on Queen Mary 2 honored in Best Spa on Cruise

Ship category

48

2008

Spa Magazine Silver Sage Readers‘ Choice Awards

Canyon Ranch SpaClub® on Queen Mary 2 honored in Favorite Cruise Line

Spa category

2007


Canyon Ranch SpaClub® on Queen Mary 2 ranked 2nd in Cruise Line Spas


Canyon Ranch SpaClub® on Queen Mary 2 honored in Best Cruise Ship Spa

category

2.9 Organization chart

Mel Zuckerman

Founder/ Chairman

Jerry Cohen

Vice Chairman & Chief Executive officer

Continued

Dina Duarte

Executive Assistant

Dawn Moriarty

Project Coordinator

Richard Carmona, MD, MPH

Vice Chairman & Chief Executive Officer

Kathy Tolzman

Executive Assistant

49

Figure 2.5 Corporate level organization chart

Figure 2.6 Canyon Ranch (Tucson, Arizona) Hotel Team organization chart

Jerry Cohen

Vice Chairman & Chief Executive officer

Henry Dittmer

Treasurer

Kyle Treat

General Manager

(Tucson)

Angie Day

Executive Spa Director

(Tucson)

Ruth McBrayer

Resrvations Director

Morey Brown

Corporate Data Analysis Director

Doug Wilson

Corporate Projects Director

Laura Hittleman

Beauty Services Corporate Director

Sandra Foyil

VP of Human Resources

Reggie Cooper

VP of Human Resources

(Lenox)

Ramona Durrer

Health & Healing Executive Director

(Tucson)

Andy Ross

Information Technology

Lisa Ledesma

Audit Manager

Carrie Kennedy

Corporate Programs Director

Peter Smith

Chief Operating Officer

Michael Doneff

Chief Marketing Offier

Roxanne Housley

VP of Sales & Strategic Alliances

Gary Milner

VP of Legal & Development

W.Robert Smith

VP of Design & Development

50

2.8 Canyon Ranch service culture

Canyon Ranch has set its own service intentions which call P.J.I.C.A.A.N. in every

property to train and remind all of staff about the service culture within organization. Due to

the target group of Canyon Ranch are hi-end class, hence service quality seems to be the most

important part for business to keep the guest feel satisfy and become loyalty guest.

P.J.I.C.A.A.N. are stand for the descriptions as follow;

P- Personalized: using guest‘s name and remember guest‘s preferences.

J- Joyful: warm and friendly smiles and ooze positive energy

I- Inspiring: be knowledgeable and serve with passion

C- Creative: create opportunities from challedges and go above and beyond

expectations

A- Authentic: set yourself apart and professional and genuine interactions

A- Acknowledging: take pride in the details and take initiative with urgency

N- Nuturing: say yes through solutions and own the request

2.9 The Canyon Ranch Guest

Canyon Ranch executives had developed substantial knowledge about customers over

the years. This was particularly true of the approximately 17,000 customers (some returning

multiple times) visiting each destination resort every year. Mayersohn explained: ―Our

prototypical guest is a 47- year-old woman, with grown kids, with a high household income,

active, generally fit, and who does not compromise on wanting the best.‖

51

While women represented about 75% of Canyon Ranch‘s customer base, men

represented a growing segment. This growth was imputed to the aging of the baby boomer

generation and the increasing attention that men paid to their health and well-being. This

trend appeared to be confirmed by the growing interest customers showed in the Health and

Healing Department, with 6% of guests purchasing a package focusing on this area and

generating about 16% of ancillary service revenue. Senior management was intent on

fostering the trend. Tompkins explained:

We have been in business for 25 years, and we have not been known for our wellness

component. We have been known for being the best spa in the world. The majority of our

clientele comes here looking for the spa vacation. We are attempting to create an awareness

of our health and healing component without disrupting the spa vacationers. Ideally, after

customers try it, a whole new world opens up for them.

The primary feeder markets for both the health resorts were the New York metro and

the eastern corridor areas. As a consequence, Tucson relied almost exclusively on fly-in

customers, while Lenox served almost exclusively a drive-in market. Cross-property traffic

was estimated to be just below 10%. Most customers bought packages. These included the

hotel stay and meals, as well as some services or vouchers that could be used toward the

purchase of services in specific areas. Guests were required to stay for either three or four

nights and spent $2,000 to $2,500 per stay, taking, on average, a little over two services a day

(either included in their package or a la carte).

Lectures, fitness classes, and outdoor activities were all complimentary except when

one requested a one-on-one session with the instructor. Some guests also purchased ancillary

products such as books or CDs. Particularly popular were beauty supplies, generally

purchased after service at the salon.

52

The success of these sales, estimated to exceed half a million dollars at the Lenox

resort alone, had convinced Canyon Ranch executives to launch their own proprietary line of

skin-care products.

At any given time, about 55% of the in-house guests had visited Canyon Ranch

before. The firm calculated that 18% of the customers returned more than once to Canyon

Ranch health resorts, with guests returning multiple times over their lifetime and some guests

returning multiple times a year.

Tompkins reasoned:

People return over and over several times a year when they get what Canyon Ranch is

all about and we become part of their lifestyle. We have a true integrative-care model. When

was the last time that you spent an hour with your physician? When you go see a doctor and

you say, ―I feel OK, I just want to feel better,‖ they look at you like you are crazy, whereas

here this is what Canyon Ranch is all about.

Particularly loyal customers had the option of becoming centennial members.

Membership offered significant discounts and perks. After paying a flat fee proportional to

the number of free nights the guest wanted to purchase, members were entitled to stay at

Canyon Ranch for 50% of the room rate and receive a 10% discount on services purchased a

la carte for the seven-year duration of the membership. The 798 current centennial members

were also allowed to visit for only two nights when current occupancy levels allowed.

Returning customers received tokens of appreciation (branded merchandise such as T-shirts

and bags), but Canyon Ranch did not have a formal recognition or reward program.

Canyon Ranch did not advertise heavily, instead focusing on direct communication

and affiliations with similar suitable partners. Mayersohn commented:

We are a word-of-mouth referral business with a long sales lead time, not an impulse

buy. Our core strategy is creating word of mouth. We do customer events and give parties

53

with partners—like William Sonoma, for example. We invite customers, and they bring a

guest who has never been to Canyon Ranch. Partners will become the most important part of

our growth in the next two years. We get one or two calls a week from people who want to do

something with us, but we have to be carefully selective.

While Canyon Ranch did receive about 20% of its business from travel agents

(including group business), the firm had recently expanded the direct communication to the

electronic space using e-mail and its Web site for direct marketing. Over 2 million unique

visitors viewed the Canyon Ranch Web site in 2003. Executives were entertaining proposals

to improve the Web site from its current static design to an interactive one. Mayersohn

discussed the philosophy behind it: ―Because your Canyon Ranch experience is customized

to your needs, we want your Web site experience to be customized to your interests and

needs as well.‖

2.10 The nature of activities

Canyon Ranch is recognized throughout the world for unique, innovative programs

that integrate fitness, nutrition, preventive health care and spiritual growth. In this singular

vacation destination, guest can enjoy a spa vacation and be inspired to transform their life.

The integrated approach fosters mind-body wellness and the ultimate enjoyment of

life. They offer more than 200 different services to give their guest the tools to turn their

intentions into reality.

54

Figure 2.7 Activities Schedule of January 14th , 2011

2.10.1 Marketing Mix

Product: The product and services offered by Canyon Ranch is mainly divided into

two categories. The first one is the Destination resort, which actually function as the main

foundation of the company. These destination resorts are further subdivided into three

departments, which include Health and Healing, Hotel and Spa. In these resorts, customers

can avail numerous services such as fitness classes, lectures and outdoor activities. The other

main product category of Canyon Ranch is the SpaClub. Although this category complements

the destination resorts, it focuses on providing fitness, salon and spa services. This product

line also lacks the Health and Healing aspect.

Price: Compared to other similar businesses, Canyon Ranch offers price rates that are

about 25 to 30 percent higher. Guests who wish to stay for three to four nights would

typically spend two thousand to two thousand five hundred dollars per stay. Loyal customers

55

are given the option of availing the benefits of centennial membership, which offers

significant discounts and perks. With this feature, guests may acquire a 50% discount for

room rates as well as a 10% discount on services. Place. The products and services of Canyon

Ranch are distributed to different states in the US including Arizona, Massachusetts, Las

Vegas and Florida. Hence, interested customers within the country can easily access the

resort and spa by going to the company branch near them. In addition, the company is

accessible online. Thus, the company is able to distribute its products and services to foreign

clients through online marketing.

Promotion: Rather than allotting substantial finances for advertising, Canyon Ranch

depends on customer referral and word of mouth. Moreover, the company also has its own

website, which describes all the products and services offered by the firm.

2.10.2 Segmentation Strategy

Over the years of service, Canyon Ranch was able to accumulate knowledge about its

clients. About 75% of its customer base is represented by women. Though this market

segment represents the majority, the male population is recognized as a growing segment.

This segmentation growth is attributed to the increasing interest of men towards health and

fitness as well as the aging of the baby boomer generation.

2.11 The compettion

Canyon Ranch was widely recognized as the gold standard in the industry. It

commanded rates 25% to 30% higher than other destination spas—with the possible

exception of Golden Door. Moreover, its astonishing array of services and its Health and

Healing Department set it apart from most competitors. Mayersohn discussed the

competition: We do compete with the destination resorts that have spas. Two things

56

differentiate us: the health and healing component that is unmatched in any similar setting,

and the totality of all that is available under one roof. If a massage is all you want, there are

many places to go. If you want to be open to the possibility of a life-enhancing experience,

Canyon Ranch provides more options than anywhere else.

Customers who simply sought standard spa services such as massages, fitness, and

salon services often included location as an important driver of the purchase decision and had

a number of options to choose from. Many of these guests also traveled to different

destinations seeking variety of setting between purchases. Yet, Canyon Ranch, because of its

history and reputation, was able to attract a substantial number of spa goers, as Marxer

explained: ―Over 50% of our customers visit Health and Healing because it is part of their

package. But there is a big chunk of our guests that are here to get nothing but spa services

and be pampered.‖

While senior management believed that no other spa resorts could currently compete

head on with Canyon Ranch, there were signs of increasing competition. Tompkins

explained: ―Most of our competitors have either a very high spa component or a very high

health and healing component. Because of our longevity, we have a huge menu of services

that most spas don‘t have as well as fitness classes and lectures. Our differentiator the whole

time has been Health and Healing. It has become part of the spa, integrated under one roof.‖

But there were signs that some competitors were beginning to encroach on Canyon

Ranch‘s unique value proposition. Industry observers were seeing some convergence

between medicine and spa services. This trend was manifested in day spas aligning

themselves with medical professionals, not only plastic surgeons and dermatologists, but also

those practicing many other branches of medicine such as nutritionists, homeopathic doctors,

physical therapists, and general practitioners.

57

At the same time, some medical professionals were beginning to include spa

treatments in their practice, and some hospitals were including alternative treatments in their

portfolio. While precisely estimating the extent of this trend remained difficult, management

was watching it closely, as Mayersohn indicated: ―These are potential threats to our

uniqueness. Many of the large luxury destination resorts with sizable spas now are building a

medical or wellness component. On the other side, hospitals are adding spas and wellness

centers with nutritionists.‖

Substantially more difficult was the analysis of competition from substitute luxury

purchases. A destination spa was a big-ticket item that often competed with other vacation

opportunities.

Table 2.1 : The best 10 destination spas by Travel + Leisure, 2010

Rank # Resort Picture

1 Rancho La Puerta,

Tecate, Mexico

2 Cal-a-Vie Health Spa,

Vista, California

3 Mii Amo Spa,

Sedona, Arizona

58

4 Canyon Ranch,

Lenox, Massachusetts

5 Canyon Ranch,

Tuscon, Arizona

6 Regency Health Resort & Spa,

Hallandale, Florida

7 Miraval Resort & Spa,

Tuscon, Arizona

8 Lake Austin Spa Resort,

Austin, Texas

9 Canyon Ranch Hotel & Spa,

Miami Beach

10 Chopra Center For Wellbeing,

Carlsbad, California

59

2.12 Occupancy

Figure 2.8 Canyon Ranch (Tucson) Occupancy

Canyon Ranch Tucson

Six Month Occupancy Forecast

Figure 2.9 Canyon Ranch (Tucson) Six Month Occupancy Forecast

January February March April

53%59%

46%

63%

47%56%

50%58%

47%

59%50% 51%

Canyon Ranch (Tucson) Occupancy

2011 2010 2009

-500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000

May June July August September October

Number of Guest' 2011

Number of Guest

60

CHAPTER 3

BUSINESS IMPROVEMENT PROJECT

3.1 Introduction

3.1.1 Background and Statement of Problems

Canyon Ranch Health Resorts was a brainchild of Enid and Mel Zuckerman who, in

1979, sought to create a place where people would be inspired and motivated to translate

their healthiest thoughts into action. As the company entered the twenty-first century,

Canyon Ranch had grown into the leading health resort and spa, with two destination resorts

and three SpaClubs. While the company grew larger, it remained true to its founders‟ original

vision: “Canyon Ranch is more than just a fabulous vacation. It‟s an experience that can

influence the quality of your life, from the moment you arrive to long after you return home.

Canyon Ranch is a place to relax, enjoy yourself, and explore your potential for a happier,

healthier, more fulfilling life.”

As a luxury destination, most of the guests come here to receive the best service from

the Ranch staff, Canyon Ranch focused on finding people who would provide excellence in

the position and would complement the set of skills currently available in the property. The

fit of a new recruit‟s personality with the firm‟s culture was also an important factor.

Outstanding professional qualifications, though, had to be complemented by an

outgoing personality, friendliness, and genuine excitement for the job. Selecting people with

the right personality was considered one of the critical factors for new hires at Canyon Ranch.

61

Marxer aptly captured this culture: “We just don‟t say no. We‟ll find a way to meet guests‟

requests.”

Due to the single largest trend in business in the US over the past 40 years has been

the increased emphasis on service and service-related industries. (Davidoff, 1994) Service

has not traditionally been viewed as being as important as manufacturing. But service is no

longer merely a by-product of an industrial society. According to Davidoff, many companies

start to be engaged in efforts to improve the quality of service to their customers. However,

improving service quality has not received the same attention and favor as has improving

manufacturing quality. This is probably true because it is much harder to quantify and judge

service. Davidoff mentioned, “Service grows on its own strength, as more people require its

products independent of manufacturing. The number of well-paying service jobs continues to

grow. The numerous and high productivity service jobs require highly skilled and trained

workers with a variety of opportunity for advancement.”

In this highly competitive lodging industry, each company must analyze and consider

their training program. Good training will benefit the entire organization. Training reduces

tensions, turnover, and cost and improves product and quality of service. (Shriver, 1988 &

Tanke, 1990)

3.1.2 The significance of the study

This study was to assess guests‟ satisfaction of service quality of main diningroom in

hotel. This study was significant because it would impact on future training for service

quality, and delivery of services to guests. In behalf of this study, dining room management

would develop and improve their training program.

62

3.1.3 Statement of the Problem


experienced of service quality in main dining room in relation to server training program.

This study investigated how to improve service quality through the perception of hotel guests

who stay at the hotel and determined what a trainer has to train dining room staff to improve

service quality in the dining room.

Due to Canyon Ranch gives an opportunity to international students to experience and

train in Food and Beverage department, this program has both advantages and disadvantages

to the organization, one of the problems that found from hiring non-Native English speakers

inthis research means internship students, was communication skills. All of internship

students needed to be train in order to become a quality staff and can provide the best service

to all of the Ranch guests.

Hence, the training program which currently use in main dining room for training

internship student was lack of some important information. And also the training materials

were not meet the trainee expectations which mean they had to take more times to learn by

themselves. These brought some problems to pre-meal meeting that servers lacked of menu

knowledges, one of service quality which guests are looking for.

In order to solve those problems above, a questionnaire was given to internship

students who work as a server and hotel guest after their stay, to found out the cause of

problems. Training materials had been developed and used in training program.

3.2 Purposes of the Study

The four major objectives of this study were:

63

1. To develop the study materials which currently use for training a new server.

2. To improve servers‟ abilities in order to provide the better quality of service to the

Ranch guests.

3. To understand the relationship of service quality and training in hotel industry through

the literature review.

4. To provide data that would be useful to management in designing and developing

training program in the hotel through assessment of service quality of the hotel

3.3 Research Scope

Research Area: Main Diningroom at Canyon Ranch Resort, Tucson Arizona USA

Sample: 10 of internship students who work as a server in main diningroom, Canyon

Ranch Resort, Tucson Arizona USA

3.4 Definitions of Research Term

The following key terms would be used throughout this research. These were obtained

by Wikipedia the free encyclopedia (2011).

Customer is usually used to refer to a current or potential buyer or user of the

products of an individual or organization, called the supplier, seller, or vendor. This is

typically through purchasing or renting goods or services.

Flashcard is a set of cards bearing information, as words or numbers, on either or

both sides, used in classroom drills or in private study. One writes a question on a card and an

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Distributor_(business)

http://en.wikipedia.org/wiki/Seller

http://en.wikipedia.org/wiki/Vendor

http://en.wikipedia.org/wiki/Purchasing

http://en.wikipedia.org/wiki/Renting

http://en.wikipedia.org/wiki/Good_(economics)

http://en.wikipedia.org/wiki/Service_(economics)

64

answer overleaf. Flashcards can bear vocabulary, historical dates, formulas or any subject

matter that can be learned via a question and answer format. Flashcards are widely used as a

learning drill to aid memorization by way of spaced repetition.

Guest is a person who is given hospitality

Handbook is a type of reference work, or other collection of instructions, that is

intended to provide ready reference

Hospitality is the relationship between guest and host, or the act or practice of being

hospitable. Specifically, this includes the reception and entertainment of guests, visitors, or

strangers, resorts, membership clubs, conventions, attractions, special events, and other

services for travelers and tourists.

Multimedia is media and content that uses a combination of different content forms.

The term can be used as a noun (a medium with multiple content forms) or as an adjective

describing a medium as having multiple content forms. The term is used in contrast to media

which only use traditional forms of printed or hand-produced material. Multimedia includes a

combination of text, audio, still images, animation, video, and interactivity content forms.

Quality is Level of excellence

Satisfaction A fulfillment of a need or desire.

Service provision of assistance to customers or clients

Study material or study aid is a tool used by teachers, facilitators, or tutors to help

learners improve reading and other skills, illustrate or reinforce a skill, fact, or idea, and

relieve

http://en.wikipedia.org/wiki/Vocabulary

http://en.wikipedia.org/wiki/Learning

http://en.wikipedia.org/wiki/Memory

http://en.wikipedia.org/wiki/Spaced_repetition

http://en.wikipedia.org/wiki/Hospitality

http://en.wikipedia.org/wiki/Reference_work

http://en.wikipedia.org/wiki/Resort

http://en.wikipedia.org/wiki/Tourist

http://en.wikipedia.org/wiki/Media_(communication)

http://en.wikipedia.org/wiki/Content_(media_and_publishing)

http://en.wikipedia.org/wiki/Content_format

http://en.wikipedia.org/wiki/Writing

http://en.wikipedia.org/wiki/Sound

http://en.wikipedia.org/wiki/Image

http://en.wikipedia.org/wiki/Animation

http://en.wikipedia.org/wiki/Footage

http://en.wikipedia.org/wiki/Interactivity

http://en.wiktionary.org/wiki/excellence

http://en.wiktionary.org/wiki/fulfillment

http://en.wiktionary.org/wiki/need

http://en.wiktionary.org/wiki/desire

http://www.sil.org/lingualinks/literacy/referencematerials/glossaryofliteracyterms/WhatIsAFacilitator.htm

http://www.sil.org/lingualinks/literacy/referencematerials/glossaryofliteracyterms/WhatIsATutor.htm

65

Training is the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific useful

competencies.

3.5 Research Questions

1. What are the materials that can support training program in order to help

server practice and remember all aspects of work?

2. How to evaluate the new server performance?

3. How to develop the service quality from the new server?

4. How to make the guest more satisfy with our service?

3.6 Literature Review

3.6.1 Introduction

In this literature review studied and investigated about training, study materials,

service quality and customer satisfaction. In the first part will give the definition of each of

elements which involve in this study. Then explain the relationship between each factor and

show the hypothesis in the end of each relationship. After hypothesizes will show the

conceptual model of “the relationship among four main components of study aids, training,

service quality, and guest satisfaction”. And conclusion will state in the last past of this study.

3.6.2 Definitions

3.6.2.1 Training

3.6.2.1.1 Historical Development

http://en.wikipedia.org/wiki/Knowledge

http://en.wikipedia.org/wiki/Skill

http://en.wikipedia.org/wiki/Competence_(human_resources)

http://en.wikipedia.org/wiki/Vocational_education

66

Training was born early in the journey of civilization. As tools, weapons,

clothing, shelter, and language developed in The Stone Age, so did man‟s need to

pass on knowledge and skills. Through signs and words, man was able to administer

training (Candice E. Clemenz, 2001)

“When the message was received by another successfully, we say that learning

took place and knowledge or skill was transferred” (Steinmetz, 1976, 1-3).

The following chronology of important events traces the evolution of training:

4000 B.C

The architecture and masonry of unearthed palaces in

Mesopotamia provided evidence of trained artisans.

2100 B.C.

The Code of Hammurabi included rules for governing

apprenticeship: the system whereby an experienced person

passed along knowledge and skills to a novice.

1200 Guilds, or associations of masters, apprentices, and

journeymen who shared a common interest or pursuit

flourished.

1745 Craft training began in Bethlehem, Pennsylvania.

1809 Vocational education began in New York.

1825 Manual schools, a form of vocational education, provided

discipline and training to turn “bad boys” into productive

citizens.

1862 Abraham Lincoln signed the Land Grant Act which gave

average men‟s children access to higher education.

1872 The Industrial Era created such a high demand for goods

that companies (Westinghouse, General Electric) began

establishing their own factory schools to teach needed skills

67

to their employees.

1892 The YMCA began offering trade courses.

1906 National Society for the Promotion of Industrial

Education (which later merged with the Vocational

Association of the Midwest in 1925 to form the American

Vocational Association) was formed.

1910 Cooperative education was introduced at the University

of Cincinnati, College of Engineering.

1913 The National Association of Corporation Schools was

formed; the organization eventually changed its name in

1923 to the American Management Association.

1917

The Smith-Hughes Act appropriated approximately $7

million annually for vocational education; the first of several

acts to support vocational training efforts.

1917 An education and training section was set-up as part of

The Emergency Fleet Corporation of the United States in a

massive effort to meet the needs created by World War I.

1920s The Federal Board of Vocational Education created

training programs for specific trades; correspondence

schools were initiated.

1930s Training consciousness flourished during the Depression

as people attended afternoon and evening classes in

handicrafts, to occupy their time and provide some income.

1937 National Apprenticeship Act authorized Secretary of

Labor to establish labor standards for apprentices.

68

1940s World War II initiated the “defense era” and the position

of training director became a necessity for companies that

had to train supervisors to be trainers.

1940s The Engineering, Science, and Management War

Training program (ESMWT) was facilitated by colleges and

universities to upgrade workers in college-level-type

subjects. This was the forerunner of junior/community

colleges, and centers for continuing education and

management training.

1940 The first training director society was formed, the

National Society of Sales Training Executives.

1945 The American Society of Training Directors (ASTD) was

formed and publication of the Training and Development

Journal ensued.

1950s Self-directed programmed instruction became popular.

1970s Systems approach to training stressed needs assessment.

1971 Campbell did the first comprehensive review of training

research/literature.

1990s

Computer-aided training become possible with the

proliferation of personal computers.

3.6.2.1.2 Theories and Models Relating to Training

“Historically, the theoretical foundation of training in organizations has been

the socalled “learning principles” (Campbell, 1971, page 566). The four basic

69

principles are (1) identical elements, (2) teaching of general principles, (3) stimulus

variability, and (4) various conditions of practice (Baldwin & Ford, 1988).

Baldwin & Ford (1988) stated the meaning of each principle as follow;

Identical elements refer to the benefit of having identical stimulus and response

elements in both the training and transfer settings. General principles assert that

transfer is maximized when trainees are taught the general rules and theoretical

principles that underlie the training content. Stimulus variability encourages the use of

a variety of relevant training stimuli in training. Conditions of practice includes a

variety of special design issues: massed versus distributive learning (dividing training

into segments), whole versus part training (practice with varying amounts of

material), feedback (knowledge of results, generally regarding performance), and

overlearning (practice far beyond mastery of a task).

3.6.2.1.3 Training Methods

Following a needs assessment to determine the objectives of training and the

learning necessary to achieve the goals, an instructional designer selects media and

techniques most appropriate for the associated behaviors. Examples include on-the-

job training, job rotation, lectures, role playing, simulations, programmed instruction,

computer-assisted instruction, etc. (Campbell 1971). These are the type of training

methods.

3.6.2.1.3.1 Lecture

Two general procedures which frequently incorporate other training

techniques are on the- job training and the lecture method. The lecture method

is criticized due to its tendency for one-way communication, but comparisons

to programmed or televised instruction have failed to show that the newer

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techniques lead to greater trainee achievement. Some evidence shows,

however, that learning occurs more quickly with programmed or televised

instruction. Lectures are the most widely used technique in educational

environments (Goldstein, 1993).

3.6.2.1.3.2 On-the-job Training

On the other hand, on-the-job training is the most generally employed

procedure used by industry. Almost all trainees are exposed to on-the-job

training at some point. Realism is an advantage since training is conducted in

the actual work environment, but the method‟s informality is considered a

drawback. “Most on-the-job training programs are not planned and thus do not

work well” (Goldstein, 1993, p. 229).

3.6.2.1.3.3 Audiovisual Techniques

Television and films capture the dynamic nature of training while

extending the range of stimuli that are traditionally present in a training

environment. Criticized as being nonresponsive to the needs of students at

diverse locations, the advantage of audiovisual training is that travel costs are

cut since employees do not have to travel long distances to attend centralized

training sessions. Also, with the increasing size of organizations, the live-

lecture method frequently cannot accommodate all of the people that need to

be trained (Goldstein, 1993).

3.6.2.1.3.4 Programmed Instruction

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Programmed instruction is not defined by the physical display of

material (e.g. book, computer, etc.), but rather by the quality of the program.

Initiated in the 1950s, programmed instruction features self-instructional

materials, programmed texts, and/or teaching machines that systematically

present information while using principles of reinforcement (Goldstein, 1993).

3.6.2.1.3.5 Computer-aided Instruction

Innovations in hardware and software technology have led to the

development of computer-aided training, the new generation of programmed

instruction. Interactive computerbased training features the multimedia effects

of text, audio, video, graphics, photography, and animation, while enabling the

trainee to control the speed and direction of learning. Computeraided training

includes the techniques of drill and practice, tutorials, and simulations

(Goldstein, 1993).

3.6.2.2 Self- study

In this research, the researcher would like to develop the self- study materials, the

word self- sudy also know as Autodidacticism (also autodidactism) is self-education or self-

directed learning. In a sense, autodidacticism is "learning on your own" or "by yourself", and

an autodidact is a person who teaches him or herself something. The word "Autodidacticism"

finds its origin in "Didacticism", an artistic philosophy of education.

Autodidactism is only one facet of learning, and is usually complemented by learning

in formal and informal settings: classrooms, friends, family, and social settings. Many

autodidacts, according to their plan for learning, seek instruction and guidance from experts,

http://en.wikipedia.org/wiki/Didacticism

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friends, teachers, parents, siblings, and community.

(http://en.wikipedia.org/wiki/Autodidacticism, (2011).

3.6.2.2 Study materials

Due to people are different. How we learn and when we have time for improvement is

governed by individual needs. Computers, the Internet, broadband, interactivity and

streaming media open up for new ways of narrating, but also for new ways of learning with

more senses and in new contexts.

A teaching aid is a tool used by teachers, facilitators, or tutors to help learners

improve reading and other skills illustrate or reinforce a skill, fact, or idea, and relieve

anxiety, fears, or boredom, since many teaching aids are like games. Teaching aids are

alphabet card, alphabet book, calendar, flash card, flip card, poster, a sentence building card,

a world building card, a syllable wheel. Moreover computers and other equipment such as

video and audio cassettes can also be used as teaching aids too. The most important, teacher

should be used teaching aids properly. (Rungtawan Sangkatip, 2007)

There are many different ways in which a trainer can make the learning experience

more interesting and memorable for learners. One technique is to use teaching aids. These are

things used in the classroom to aid teaching and training. They fall into two main categories:

visual aids such as overheads; and interactive tools such as a video programme or resource

pack. It is good to bear in mind that too much material and too many different themes can

73

serve to confuse the class. It is best to stick to a few techniques and, perhaps, follow one

theme, example or case study. (Margaret Crockett and Janet Foster, 2005)

Hypothesis 1: Study tools hves a positive effect on trainig.

3.6.2.2 Multimedia

Computers are a familiar sight in classrooms in the twenty-first century, and

technology has been used to streamline many educational tasks. There are different types of

educational computer use, and not every use of a computer in the classroom is considered

computer-assisted instruction. The educational uses of computers that are considered to be

computer-assisted instruction (CAI) or computer-based instruction (CBI) are those cases in

which either instruction is presented through a computer program to a passive student, or the

computer is the platform for an interactive and personalized learning environment. (Mary

Elizabeth, 2011)

Within the broad definition, computer-assisted instruction may follow different paths

to the same end. One example is how computer-assisted instruction is used in relation to other

teaching presentations. CAI can be used either in isolation, bearing the whole responsibility

for conveying instruction to students, or in combination with conventional, i.e., face-to-face,

teaching methods. Research has shown that the combination of conventional and CAI

instruction has been most effective in raising student achievement scores. (Mary Elizabeth,

2011)

http://www.wisegeek.com/what-is-a-computer.htm

http://www.wisegeek.com/what-is-a-computer-program.htm

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3.6.2.2.1 E-learning is supported learning and teaching. The information and

communication systems, whether networked or not, serve as specific media to

implement the learning process. The term will still most likely be utilized to reference

out-of-classroom and in-classroom educational experiences via technology, even as

advances continue in regard to devices and curriculum.

E-learning is essentially the computer and network-enabled transfer of skills

and knowledge. E-learning applications and processes include Web-based learning,

computer-based learning, virtual classroom opportunities and digital collaboration.

Content is delivered via the Internet, intranet/extranet, audio or video tape, satellite

TV, and CD-ROM. It can be self-paced or instructor-led and includes media in the

form of text, image, animation, streaming video and audio.

3.6.2.2.2 Computer-based learning

Computer-based learning, sometimes abbreviated to CBL, refers to the use of

computers as a key component of the educational environment. While this can refer to

the use of computers in a classroom, the term more broadly refers to a structured

environment in which computers are used for teaching purposes.

Cassandra B. Whyte researched about the ever increasing role that computers

would play in higher education. This evolution, to include computer-supported

collaborative learning, in addition to data management, has been realized. The type of

computers have changed over the years from cumbersome, slow devices taking up

much space in the classroom, home, and office to laptops and handheld devices that

are more portable in form and size and this minimalization of technology devices will

continue.


http://en.wikipedia.org/wiki/Teaching

http://en.wikipedia.org/wiki/Information_systems

http://en.wikipedia.org/wiki/Communication_systems

http://en.wikipedia.org/wiki/Computers

http://en.wikipedia.org/wiki/Classroom

http://en.wikipedia.org/wiki/Cassandra_B._Whyte

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3.6.2.2.3 Computer-based training

Computer-Based Trainings (CBTs) are self-paced learning activities accessible via

a computer or handheld device. CBTs typically present content in a linear fashion, much

like reading an online book or manual. Assessing learning in a CBT usually comes in the

form of multiple choice questions, or other assessments that can be easily scored by a

computer such as drag-and-drop, radial button, simulation or other interactive means.

Assessments are easily scored and recorded via online software, providing immediate end-

user feedback and completion status. Users are often able to print completion records in

the form of certificates. (http://en.wikipedia.org/wiki/Elearning, 2011)

CBTs provide learning stimulus beyond traditional learning methodology from

textbook, manual, or classroom-based instruction. For example, CBTs offer user-friendly

solutions for satisfying continuing education requirements. Instead of limiting students to

attending courses or reading printed manuals, students are able to acquire knowledge and

skills through methods that are much more conducive to individual learning preferences.

For example, CBTs offer visual learning benefits through animation or video, not typically

offered by any other means. (http://en.wikipedia.org/wiki/Elearning, 2011)

3.6.2.2.4 Computer-supported collaborative learning (CSCL)

Computer-supported collaborative learning (CSCL) is one of the most promising

innovations to improve teaching and learning with the help of modern information and

communication technology. (Sanna Jarvela, Kai Hakkarainen, Lasse Lipponen, Erno

Lehtinen, 2001)

3.6.2.2.5 Technology-enhanced learning (TEL)

http://en.wikipedia.org/wiki/Elearning

http://en.wikipedia.org/wiki/Elearning

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Technology enhanced learning (TEL) has the goal to provide socio-technical

innovations (also improving efficiency and cost effectiveness) for e-learning practices,

regarding individuals and organizations, independent of time, place and pace. The field of

TEL therefore applies to the support of any learning activity through technology.

(http://en.wikipedia.org/wiki/Technology-Enhanced_Learning , 2010)

The Relationship between Multimedia materials and training

The study of effectiveness of a multimedia- based dysphagia training program for

staff nurses on a progressive care suggests that a multimedia-based training program can

improve the knowledge and competency related to dysphagia screening. Low response rate

may be directly related to nurses uncomfortable with online communication and may have

skewed the results. Remaining current with recent evidence and changing practice can

improve patient safety and reduce morbidity. Further investigation should include an analysis

of aspiration pneumonia, pre and post implementation. Challenges remain in disseminating

practice changes to other inpatient units and maintaining competencies. (Franco Herrera, and

Christine Martin, 2008)

Hypothesis 1.1: Multimedia material has a positive effect on trainig.

3.6.2.4 Flashcards

http://en.wikipedia.org/wiki/Technology-Enhanced_Learning

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A flashcard or flash card is a set of cards bearing information, as words or numbers,

on either or both sides, used in classroom drills or in private study. One writes a question on a

card and an answer overleaf. Flashcards can bear vocabulary, historical dates, formulas or

any subject matter that can be learned via a question and answer format. Flashcards are

widely used as a learning drill to aid memorization by way of spaced repetition.

(http://en.wikipedia.org/wiki/Flashcard)

Norman Fraser (2009) had conducted the research in the topic of the usability of

picture passwords and found that the picture superiority effect was established in

experimental psychology almost 50 years ago, and has withstood frequent experimental

testing since then. It shows that under normal conditions people remember information

presented in picture form much better than information presented in textual form.

Some adults with normal intelligence never learn to handle text, i.e. they never learn

to read or write, because it is a non-trivial learned skill which needs to be both taught and

learned. But picture perception and pictorial reasoning are innate human accomplishments.

Even „wild children‟ starved of normal human input learn to process and handle the objects

they see. Some adults with learning disabilities never learn to use language at all, not even

spoken language, but they can still recognize, discriminate and remember pictures. A number

of picture-based communications programs exist for such non-linguistic or delayed linguistic

individuals, many of them based on the pioneering work of Woodcock et al (1969).

These observations suggest that human processing of pictures is more basic, rooted

deeper in human cognitive processes than processing of text.

There is a large body of experimental evidence to back up these common sense

observations. Amongst other things these experiments demonstrate what is known as the

picture superiority effect, namely that concepts are much more likely to be remembered if





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they are presented as pictures rather than in textual form. Many studies show that people‟s

recognition memory for pictures is extraordinary. (Norman Fraser, 2009).

Shepard (1967) reports an experiment he conducted in 1959 in which he showed 600

pictures to subjects, who were later required to identify the previously seen pictures from a

set including previously unseen pictures. Similar tests were carried out for words and for

sentences. The successful recall rates achieved were as follows:

Table 3.1: Recall success rates (Shepard 1967)

Recall success

Pictures 98.5%

Words 90.0%

Sentences 88.2%

Even a week after first presentation subjects successfully recalled more than 85% of

the pictures, a result far superior to the word and sentence recall rates. Similar results are

reported by Nickerson (1965), Standing et al (1970), Nelson (1976) and a host of other

experimental psychologists. To date, all studies in recall memory have confirmed that picture

information is recalled better than verbal information. Specific properties of the pictures also

affect the rate of recall. Ritchey (1982) demonstrated that recall is better for outline drawings

than detailed drawings. Jesky (1984) showed that recall of colour drawings is superior to

black and white drawings, and recall of both colour and black and white drawings are

superior to line-only drawings. Alfahad (1990) and Berry (1991) amongst others confirmed

these results.

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A number of studies have been conducted into the effects of age on picture memory.

Keitz & Gounard (1972), Winograd et al (1982) and Park et al (1986) demonstrated

comparable picture superiority in both young and old subjects. Gadzella (1991) found that all

ages recalled picture information better than textual information, though the older age group

of subjects recalled picture information slightly less well than the younger age group.

The experimentally established picture superiority effect has been applied practically

in a number of fields, such as advertising, where the importance of visual branding, product

placement and association of product messages with positive images are well understood

(Childers & Houston 1984).

The Relationship between flashcard and training

The use of pictures to improve learning effects in education is standard practice and

uncontroversial, and builds directly on the picture superiority effect, Norman Fraser (2009).

The investigation of the spacing effect in the realistic context of flashcard use,

learners often divide flashcards into relatively small stacks, but compared to a large stack,

small stacks decrease the spacing between study trials. In three experiments, participants used

a web-based study programme to learn GRE-type word pairs. Studying one large stack of

flashcards (i.e. spacing) was more effective than studying four smaller stacks of flashcards

separately (i.e. massing). (Norman Fraser, 2009).

Spacing was also more effective than cramming—that is, massing study on the last

day before the test. Across experiments, spacing was more effective than massing for 90% of

the participants, yet after the first study session, 72% of the participants believed that massing

had been more effective than spacing (Nate Kornell, 2009).

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Hypothesis 1.2: Flashcard has a positive effect on trainig.

3.6.2.5 Printable handbook (HRtopher's Lenses, 2007)

As Organizations grow it becomes increasingly important to have a known, structured

set of rules and guidelines to address everyday issues. Successful employee handbooks

clearly explain the employment policies as well as the consequences for violating these

policies. The benefits of having an employee handbook are many. Every employee receives

the same information about the rules of the workplace; your employees will know what you

expect from them (and what they can expect from you) and you may get legal protection if an

employee later files an employment claim against you.

A Staff handbook, sometimes also known as an employee manual or employee

handbook, is a book given to employees by an employer. Usually, the staff handbook

contains information about company policies and procedures. In the UK it often forms part of

an employee‟s terms and conditions of employment.

The staff handbook is a good tool to bring together employment and job-related

information which employees need to know, such as holiday arrangements, company rules

and disciplinary and grievance procedures. It also provides a useful source of information to

new staff as part of the induction process. A written staff handbook informs employees of

what exactly is expected of them and creates a culture where issues are dealtwith fairly and

consistently.

Employee handbooks have wide acceptance on both large and small companies.

Workplace behavioral studies have shown consistently that employees want to know what is

expected of them. Today's busy manager or business owner often does not have the time to

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verbally describe every policy, workplace procedure and benefit in the detail that it deserves.

The employee handbook can be an effective solution in providing employees important and

useful information. (Whit Smith, 1999)

Hypothesis 1.3: Printable handbook has a positive effect on trainig.

3.6.2.6 Service Quality

As academicians and practitioners acknowledged the differences between products

and services, they also recognized that quality as it pertains to services may be defined

differently than product quality. Traditionally, product quality has been based on the

prevailing Japanese definition of zero defects, but this measurement is not easily transferable

to services (Parasuraman et al., 1985).

Service quality is recognized as an abstract construct that is difficult to define and

measure (Parasuraman et al., 1985, 1988), while it also represents one of management‟s most

important problems (Cravens, 1988).

In the mid-1980s, Gronroos called for a definition of service quality capable of

guiding management decisions. “Too often the term quality is used as if it were a variable

itself, and not a function of a range of resources and activities” (Gronroos, 1984, p. 37). He

made the point that merely saying service quality is necessary to insure success, is

meaningless.

Gronroos adapted disconfirmation theory to explain service quality. He said that “the

perceived quality of a given service will be the outcome of an evaluation process where

consumers compare their expectations with service they perceive they got, i.e., they put the

perceived service against the expected service” (Gronroos, 1984, p. 38).

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Gronroos (1984) extended his definition of service quality to include two dimensions,

technical and functional. An evaluation of “what‟ the consumer receives in interactions with

the service firm is technical quality; “how” the customer receives a service is called

functional quality. Functional quality equates to the expressive performance of a service.

Gronroos (1984) also incorporated the concept of corporate image into his quality

model. Corporate image results from how consumers perceive the firm (technical quality and

functional quality) in addition to external factors (tradition, ideology, word-of-mouth), and

marketing activities (advertising, pricing, public relations).

Regarding either goods or services, consumers infer quality through various cues or

features/attributes of the good or service (Hartline & Jones, 1996).

The Relationship between training and service quality

The incorporation of training procedures, both formal and informal, within hospitality

firms is recognised as a vital element in achieving sustainable perceived service quality.

(Grant Cairncross, Simon J. Wilde and Lucinda Hutchinson, 2008)

Hypothesis 2: Training has positive effect on Service quality

3.6.2.6 Customer satisfaction

Customer satisfaction is focus an essential indicator of a company‟s part, current, and

future performance and, therefore, has long been a critical among marketing practitioners and

scholars (Oliver, 1999). In modeling satisfaction, two general conceptualizations of

satisfaction exist in the literature: transaction- specific satisfaction and cumulative

satisfaction. In the transaction-specific viewpoint, satisfaction is transient: How happy is a

customer with product or service at the certain point in time.

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Andersson and Mossberg (2004), is defined as the level of satisfaction without the

feeling of being excited. Oliver (1997) refers to this “comfort” level as contentment which is

a passive response and the customer is not involved emotionally. However, the ambience and

visual presentation of food might provide moderate to high arousal and result in joy or

happiness.

According to Zeithaml, Bitner, and Gremler (2006), satisfaction is often connected

with the feeling of “delight” which is described as “being surprised in a positive way” or

“relief” (p.110) when a negative feeling of a customer who had a bad experience is removed

by service recovery.

However, the “disconfirmation of expectations” model fails to take into

considerations the complexities of customer satisfaction. For instance, a purchaser of a

cellular phone might be influenced by various components of the product - the experience of

using the cellular phone, how he was treated by the salesperson, or the after-sales service.

Thus, he could be satisfied with one aspect and yet dissatisfied with another aspect of the

product, resulting in conflicting feelings regarding the overall product. Furthermore, the

various components of the product affect the satisfaction of the customer in different ways.

For example, “(1) some increase satisfaction when present but do not increase dissatisfaction

when absent, (2) some increase dissatisfaction when absent but do not increase satisfaction

when present, (3) some impact satisfaction and dissatisfaction, and negative evaluations to

the extent it is present or absent, (4) and some have no impact on satisfaction or

dissatisfaction” (Vargo, Nagao, He, & Morgan, 2007, p.1). Cadotte and Turgeon (1988) refer

to the above antecedents to satisfaction as “satisfiers, dissatisfiers, criticals and neutrals”

respectively.

According to Vargo et al. 2007, satisfiers are concerned with the intrinsic needs of the

customer while dissatisfiers meet the extrinsic needs of the customer or their functional

84

requirements. This suggests that the basic needs of the customer must be taken care first, and

intrinsic needs be provided subsequently, for him or her to experience customer satisfaction.

The Relationship between service quality and customer satisfaction

From the food quality research of Young and SooCheong (2007), they have a review

of the emerging literature suggests that there appears to be relative consensus among

marketing researchers that service quality and customer satisfaction are separate constructs

which is unique and share a close relationship. Most researchers in the services field have

maintained that these constructs are distinct (Bitner, 1990; Carman, 1990; Boulding et al.,

1993; Spreng and Mackoy, 1996). However, more recently, the opposite view appears to be

strongly favored. Oliver (1993) first suggested that service quality was the antecedent of

customer satisfaction regardless of whether these constructs were measured for a specific

time or over time. Several researchers have provided empirical support for Oliver‟s argument

that customer satisfaction is consequence of service quality (E. W. Anderson & Sullivan,

1993; Spreng & Mackoy, 1996). Recognizing that satisfaction is superordinate to quality,

Taylor and Baker (1994) also viewed quality as one of the key service dimension factored

into consumer satisfaction constructs.

The purpose of the research conducted in USA by Andaleeb and Conway (2006) was

to determine the factors that explain customer satisfaction in the full service restaurant

industry. According to them, full service restaurants should focus on three elements which

are service quality (responsiveness), price and food quality (reliability) if customer

satisfaction is to be treated as a strategic variable.

Hypothesis 3: Service quality has positive effect on guest satisfaction.

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The Relationship between training and guest satisfaction

Pete Hisey (2011) had conducted the research aboout customer satisfaction linked to

employee training - Target Power Merchandising, he said that the training delivers a subtle

message to customers, reinforcing Target's upscale, high-quality image.

The rereach of S. Douglas Pugh, Joerg Dietz, Jack W. Wiley, and Scott M. Brooks

(2002) on driving service effectiveness through employee-customer linkages ound out that

employee opinions are most strongly related to customer outcomes and identify the eight

practices that have been found to be important drivers of customer satisfaction.

A competent staff produces satisfied guests; satisfied guests often mean repeat

business and increased revenue. Guests recognize when a staff is well trained. They will

comment to friends and associates about the competence of trained staff. And few marketing

plans can match the power of this word-of-mouth advertising. In the hospitality industry, it

has been proven that most unsatisfied guests tell more than five people about their

complaints, while satisfied guests tell only two people about their enjoyable experience.

Customer retention is at the heart of profitable companies in all service industry. (Seonhwa

Yun, 2001)

A similar study revealed that a 5 percent increase in retention leads to significant

boosts in profits, as shown in figure 3.1

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Figure 3.1: Impact of retention on profits: What a 5 percent increase in customer retention

does to profits

From Total quality service: A simplified Approach to using the baldrige award criteria (p. 4) by Kessler, S.,

1995, Milwaukee, WI: ASQC Quality Press.

The sales cost of recruiting a new customer is five to ten times than of retaining a

repeat customer. Thus, with higher satisfaction company achieves a higher return rate.

Hypothesis 4: Staff training has positive effect on guest satisfaction.

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Figure 3.2 shows the conceptual model of the relationship among four main components

of study aids, training, service quality, and guest satisfaction.

Figure 3.2

Conceptual model

3.6.3 Statement of the Problem


experienced of service quality in main diningroom in relation to server training program. This

study investigated how to improve service quality through the perception of hotel guests who

stay at the hotel and determined what a trainer has to train dining room staff to improve

service quality in the dining room.

88

Due to Canyon Ranch gives an opportunity to international students to experience and

train in Food and Beverage department, this program has both advantages and disadvantages

to the organization, one of the problems which came out after the opportunities given above

was non-Native English speakers, internship students, are lack of communication skills and

need to be train in an affective way to become a good staff and can provide the best service to

all of the Ranch guests.

Hence, the training program which currently use in main diningroom for training

internship student is lack of some important information. And also the training materials are

not meet the trainee expectations which mean they have to take more time to learn by

themselves and the problem always occured in pre-meal meeting that servers are lack of

menu knowledges, one of service quality which guests are looking for.

In order to solve those problems above, a questionnaire was given to internship

students who work as a server and hotel guest after their stay.

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3.7 Research Methodology

This methodology included how to select subject, design instrumentation, and

procedure and conduct data analysis. The purpose of this study was to assess and examine

hotel guests' perception from experienced of service quality in main diningroom in relation to

server training program. This study investigated how to improve service quality through the

perception of hotel guests who stay at the hotel and determined what a trainer has to train

dinngroom staff to improve service quality in the diningroom.

3.7.1 Subject

The purpose of this study was to improve training program and service quality. A

questionnaire was given to 10 of internship students for investigated the problems and find

the affective way to develop the training program. Also the results of guest servey on service

provided in diningroom had collected after their stay.

3.7.2 Instrumentation

The researcher used questionnaire for the internship students to investigated the

problems and find the affective way to develop the training program, divided into two

sections. In first section, the researcher asked about the problems and the tools which they

agreed that can help them developed their skills. The second section asked about the basic

information of thoese internship students.

After the researcher knew the problems, the next step was designing the study

materials then using them in training program and observed the server performance while

pre-meal meeting and also conducted the individual interview.

90

The researcher did not design the guest survey questionaire because the hotel already

has the formal form that asks about all of aspects in the hotel. For the results of diningroom

guest servey, the researcher asked from Food and Beverage Manager and the results are open

comments from the experience while they stayed.

This research was conducted on the topic of “The development of study materials in

training program for internship students, who work as a server, for the better quality of

service in the Main Diningroom at Canyon Ranch Resort Tucson, Arizona USA” through

Quantitative Research together with Qualitative Research as well as the application of Survey

Research by using questionnaires to collect data. As for Qualitative Research, In-depth

interview had been applied with Key-Informants as the tools to collect data in accordance

with Qualitative Research to derive at profound data that covered various topics.

3.7.3 Research Timeline

Table 3.2: research timeline

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3.7.4 Research Tools

Research tools were consisted of structured questionnaires and In-depth interview

which constructed from surveying issues in the area and relevant researches

3.7.4.1 Structure questionnaires

The questionnaires are divided into two sections which included as the

following details:

1st part: Data on server self study opinion on menu learning for 7 questions

2nd part: General information for 3 questions.

3.7.4.1.1 Questionnaire‟s mythology

The range of customer‟s satisfaction is categorized into 5 levels

Excellent 5 points

Good 4 points

Average 3 points

Fair 2 points

Poor 1 point

Measures for satisfaction group classifications base on

measures and assessment method of Bloom (1975:68) as follows.

Above 80 percents = High level of satisfaction level

At 60-80 percents = Moderate level of satisfaction level

Below 60 percents = Low level of satisfaction level

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3.7.4.2 Study materials

3.7.4.2.1 Adobe Captivate program for self study

The researcher had created a new self- study electronic book by using

Adobe Captivate 5 program. This program is an electronic learning tool for

Microsoft Windows, and from v.5 Mac OS X which can be used to author

software demonstrations, software simulations, branched scenarios, and

randomized quizzes in .swf format. It can also convert Adobe Captivate

generated .swf to .avi which can be uploaded to video hosting websites. For

software simulations, Captivate can use left or right mouse clicks, key presses

and rollover images. It can also be used for screencasts, podcasts, and the

conversion of Microsoft PowerPoint presentations to the Adobe Flash format.

(http://en.wikipedia.org/wiki/Adobe_Captivate, 2011)

This study tool can help training the new server and also can evaluate

the learning skills at everytime study by showing the scores from the test. The

trainee will know the learning progress and the areas that they lack of from

this program.

The program divided into 5 parts: menu knowledge, table and position

number, food knowledge, abbreviation and general information.

http://en.wikipedia.org/wiki/Electronic_learning

http://en.wikipedia.org/wiki/Microsoft_Windows

http://en.wikipedia.org/wiki/Mac_OS_X

http://en.wikipedia.org/wiki/.swf

http://en.wikipedia.org/wiki/.avi

http://en.wikipedia.org/wiki/Screencast

http://en.wikipedia.org/wiki/Podcast

http://en.wikipedia.org/wiki/Microsoft_PowerPoint

http://en.wikipedia.org/wiki/Adobe_Flash

http://en.wikipedia.org/wiki/Adobe_Captivate

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Examples of self study program:

Figure 3.3: The cover page of the self study test

Figure 3.4: The contents page of the self study test

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Figure 3.5: The main page of menu knowledge test

Figure 3.6: The multiple choice test, question number 1 from menu knowledge test with

the answer response box

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Figure 3.7: The matching test, question number 14 from menu knowledge test with the

answer response box

Figure 3.8: The main page of table and position number test

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Figure 3.9: The fill in questions ask about name of each secsions, from table and position

number test

Figure 3.10: The fill in questions ask about position number, from table and position

number test

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Figure 3.11: The main page of food knowledge test

Figure 3.12: The fill in short answer question, from food knowledge test with the answer

response box

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3.7.4.2.1 Flashcards

The researcher had created a set of dinner menu flashcards by took

pictures of food at dinner pre-meal meeting and put some more design in

them. The set of flashcards can help server practice how to explain about the

menu and give the right description for each plate to the guest. And it is very

important to know all of the ingredient because some of the guests are allergic

of some ingredients.

After we use these fashcards, we can evaluated the learning progress

by observed the new server at pre-meal meeting. Due to the managers always

ask about all of the ingredients in each Entrée and want the server to descript

all of the Entrée in the right description.

Example of flashcards

Front Back

Figure 3.13: The flashcard of Sunday dinner, the Entrée named “Peppered Turkey

Medallion”

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Front Back

Figure 3.14: The flashcard of Thursday dinner, the Entrée named “Seared Scallops”

3.7.4.2.1 Printable Handbook

A Staff handbook which the research had been designed and printed out and

gave to new trainee are contains information about company policies and procedures.

It is a good tool to bring together employment and job-related information

which employees need to know, such as company rules and disciplinary and

grievance procedures. It also provides a useful source of information to new staff as

part of the induction process. A written staff handbook informs employees of what

exactly is expected of them and creates a culture where issues are dealtwith fairly and

consistently.

This tool helps new employee understand more about working process in

diningroom and presents in a good design, easy to read and understand.

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When trainees know about organization and department that they are in, they

will provide the better quality of service.

3.7.4.3 Guest comments

Guest comments on diningroom service are qualitative data which the guests

expressed their feeling from the service they experienced from the staff.

Those comments are part of hotel guest survey which the research can‟t bring

the form of the questionaire and show in this research, got only the comments on

diningroom service that explains in a sentence.

Example of guest comments:

“The dining staff was friendly and accommodation”.

“All the servers were warm, friendly and happy to be here”.

“The food service was slow”

3.7.4.4 Pre-meal meeting observation form

The researcher used pre-meal meeting observation form to evaluate the

learning progress of staffs and noted the points of interest which happended in

everyday for 2 weeks after using new study materials.

3.7.4.5 Server individual interview form

The researcher conducted the individual interview with all of the internship

students who work as a server and talked aboout the learning progress, advantages

and disadvantages of the new training materials.

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3.8 Research results

The research was conducted as Survey Research through questionnaires. The derived

data had been subjected for analysis with SPSS computerized program and presenting

frequency table and Percentage. Research results were summarized.

Questionaire for investigate the problems

The result of research from10 internship students were presented in the following

details.

Frequency Percent

Valid male 0 0.0

female 10 100.0

Total 10 100.0

Table 3.3: Gender

From table 3.3, all of them are female which are 100 percent.

Frequency Percent

Valid 21 1 10.0

22 1 10.0

23 2 20.0

24 1 10.0

25 4 40.0

26 1 10.0

Total 10 100.0

Missing System 0 0.0

Total 10 100.0

Table 3.4: Age

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From table 3.4, internship students at the age of 25 years, which is the highest number at

40 percent.

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Peruvian 5 50.0 50.0 50.0

Dominican

Replublic 1 10.0 10.0 60.0

Brazilian 1 10.0 10.0 70.0

Thai 1 10.0 10.0 80.0

South African 1 10.0 10.0 100.0

Maxican 1 10.0 10.0

Total 100.0 100.0

Table 3.5: Nationality

From table 3.5, half of the internship students are Peruvian 50.0%

Difficulty

of study Study tools Suitable Sufficient Picture Flashcards Multimedia

N Valid 10 10 10 10 10 10 10

Mean 3.60 4.10 3.20 2.60 4.50 4.10 4.00

Percentage 72.0 82.0 64.0 52.0 90.0 82.0 80.0

Table 3.6: Self study opinion on menu learning

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From table 3.6, most of the servers were agree that the first time of study menu was

difficult (72 percent), 82 percent of opinions were agree that the study tools should contain

pictures and flashcards are alternative tools which can help them remember the menu. The

study tools are suitable (64 percent) and sufficient (52 percent) for self study. Pictures and

multimedia tools will increase memorizing skills (90 percent and 80 percent).

The trainees also gave their opinions about the tools which will assist them into the

better skills were flashcard (30 percent), Pictures (50 percent), multimedia (20 percent),

Pronunciation tools, orientation program, training program and online test (10 percent).

The results after used study materials

Guest comments

The researcher got 81 comments from the guests and found that 60 percent of

the guests comments were satisfied with the servcie and the rest of them want the

service to be improve (40 percent)

Pre-meal meeting observation

The timeing of pre-meal meeting was shorter than before; the average time of

meeting was 11 minutes. And the points of interest weren‟t focus on the lack of

service quality which provided from new servers, but the compliments from managers

and guests were found in the meeting.

From 56 times of observed on food knowledge at pre-meal meeting found 85.7

percent of all the aswers provided by new servers were right and took only 1-2

minutes to answer. But some of the answers provided by new servers (14.3 percent)

were still wrong and took 3-4 minutes to answer and descript the Entrée.

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Server individual interview

Focus on flashcards

The 100 percent of users were satisfied with this material and found it was

helpful in the way of remembering and practicing in their own time. Some (30

percent) found that it can entertain by use and play like a card game.

Pictures from flashcards help them memorised (100 percent) the Entrée and

can descripted the food in pre-meal meeting and to the guests with confident (90

percent).

Focus on Multimedia tool


helpful in the way of remembering, practicing in their own time and gave them more

knowledge about their duty and information about work.

The 90 percent of users were satisfied with their learning progress.

Focus on Printable handbook


helpful for new staff and also give more information about all aspects of work and

property.

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3.9 Conclusion

Figure 3.15: Hypothesis Chart

Hypothesis 1: Study tools hves a positive effect on trainig.

Hypothesis 1.1: Multimedia material has a positive effect on trainig.

Hypothesis 1.2: Flashcard has a positive effect on trainig.

Hypothesis 1.3: Printable handbook has a positive effect on trainig.

Hypothesis 2: Training has positive effect on Service quality

Hypothesis 3: Service quality has positive effect on guest satisfaction.

Hypothesis 4: Staff training has positive effect on guest satisfaction.

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The study aids, which the researcher was created and developed, can improve training

program, shortened the periods of study time and also had advantages to trainees. When the

training course had improved, the service quality also improved which brought more satisfies

from guests.

The best materials that can support training program and help server remembering the

entire menu are flashcards Multimedia tools and the New Version of Server trainng

Handbook

The ways to evaluate the new server performance were conducted in pre-meal meeting,

also the test results from self study multimedia material and from guest comments.

The ways to develop service quality from new server were improved the training program

by added the new process and used more materials while training.

When the hotel has thhe quality staff, in this research focused on server, when they all are

knowledgeable, have service-minded skills and can go above and beyond the guest

expectations, these will make the guest more satisfy with services.

3.10 The recommendations

The recommendations were made from interviewing servers;

1. The management level should support and treat all of the employees in the same

way, do not divided employee into diferrent groups such as American staff and internship

staff.

2. When found someone lack of some of knowledge or skills, the management level

should relized about how important of training and takes that person into the training

program.

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CHAPTER 4

CONCLUSION

4.1 Benefits from Internship program

Attend an Internship prograrm at Canyon Ranch Resort, Tucson Arizona, gave me lots

of advantages to line up a job before my graduation. I learn how to work with muti-

nationality co-workers. I gain a better perspective and can applying the principles and

theories I’ve learnt in classroom with a real siutation at work environment. I can develop a

personal work ethic and be able to investigate my career interests and prospective career

goals.

Due to I have a dream to have my own restaurant and resort and I also would like to

teach in a university, here is a place where I can learn a lot of things and gain more

experiences in a luxury environment with the high class guests. It is like a first step for me to

explore this hospitallity industry. Here gave me an idea how to set the target group of people

and how to manage the business that can make a lot of guest become loyalty guests, they use

word of mounth from the guest to promote their resort, not do too much on advertising.

I learn how to deal with different kinds of guests and how to solve the problems within

a minute. I know about time management. I know the word “service-minded” better than

before.I feel more confident to speak English, due to I have to speak English at all time, with

guests, managers and my co-workers. I also learn different cultures from my co-worker too.

This is the best opportutity for me to learn more about myself and develop myself for

the future career and real world.

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4.2 Professional skills from Internship program

Nutritional knowledges: due to provide services to the guests, I have to know about

food and ingredients incase of the guests are allergies or sensitivities of some ingredients.

These force me to study more about food for example; I have to know what gluten is, and if

the guests are allergic, what is the right menu which they can have. In this case, they have to

avoid the product that contaisn wheat, rye and barley.

Teamwork skill: is the important skill that I gain from this organization. Working in a

real word, you can not work alone and get the better quality of work. Here teach me how to

work in team and how to get the success result in team also.

Training skill: I know more about how important of training and I have a chance to

develop the training program for the diningroom staff, so this teach me the steps of planing,

how to implement and also how to evaluate and develop in the future.

Multimedia design skill: I learn how to design a program and learn how to create a

multimedia material for using in training program and also can develop staff skills.

4.3 Benefits from BIP to host company

The host company gets benefits from Business Improvement Project as mention below:

1. Help them investigate the problems which occurred in their organization.

2. Help them understand the causes of the problems.

3. The host company does not have to spend money on reseach.

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4. The employee had been developed in a short time and can perform a better quality

of service to the guests.

5. Service quality had been improved and affect to guest satisfaction.

6. Provide better quality staff.

7. Help management team developed training program and study tools in order to

training new staff.

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APPENDIX A

MOTIVATION FOR INTERNSHIP

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Appendix A

Motivation for Internship

Name: Sukritdha Noynawas ID: 52501310 Date of Birth: January 22nd, 1986 Address: 464/172 Prompat Greennova Prayasurant Rd, Klongsamwa Bangkok Thailand 10510 Telephone: +662-374-1475 Mobile: +6682-952-8889 Email: [email protected] Nationality: Thai Passport Number: M 862136 Issued at: 24 Sep 2009 Valid until: 23 Sep 2014 Emergency telephone number:

+6682-952-7779 Emergency email address:

[email protected] Expected starting date of Internship based on currently-known academic results: January 15th, 2011 Describe your preferred country, type of tourism/ hospitality business, type of company, department and position for the internship:

Country: The United State of America

Hotel: Canyon Ranch Resort and Spa

Canyon Ranch is located in the northeast foothills of Tucson, which is in southwest Arizona about 115 miles south of Phoenix.

Award-winning Canyon Ranch cuisine raises the bar with incredible, gourmet dining that's also incredibly good for you. Our renowned chefs work with top nutritionists to create abundant, satisfying food that's the perfect blend of artistry, taste and wholesome ingredients. You'll soon discover why Canyon Ranch guests rave about the food as a revelation in how good "good for you" can taste.

The dining experience at Canyon Ranch is as elegant, warm and thoughtfully designed as the food itself, with a wealth of healthy choices for breakfast, lunch and dinner. All meals – with as many courses and helpings as you wish and healthy snacks always available – are included in your stay, so you never have to consider price or

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wait for the check. And whether you choose to enjoy a meal in the Main Dining Room, Demonstration Kitchen, or the indoor/outdoor Double U Café, you'll find friendly, knowledgeable servers and dozens of tempting options.

Main Dining Room

Located in the Clubhouse, the casually elegant Main Dining Room offers full service for breakfast, lunch and dinner, plus a breakfast and omelet bar in the morning, salad bars at lunch and dinner, a sandwich bar at lunch and a pasta bar at dinner, plus a beverage bar.

Department : Dining Room

Position: Food and Beverage Training Rotation

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APPENDIX B

MOTIVATION FOR INTERNSHIP

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Appendix B

Curriculum Vitae Form for Internship Interview

Name: Sukritdha Noynawas ID: 52501310 Ambition & Goals: Restaurant owner, Resort owner and Professor Career plan: After I have finished my MBA course and the internship program, I will work in hotel or Airline for 3 years before continue studying in Doctoral degree. After that I will open my own restaurant and wedding organizer and in the same time I will teach in university in Thailand about Hospitality industry. And I will open my own resort when I have enough money and have more experiences which can operate my business and gain lots of profits. Personal Characteristics (Personal strengths and weaknesses):

Strengths: Hight ambition, hight responsibility, creativity skill, rather do than words, service-minded and teamwork skill

Weaknesses: Too stressful sometimes and care other people more than yourself

Work Experience:

March-June2007 Joined work and travel program in USA and worked at Thunder falls terrace at Universal Studio, Orlando, Florida. Educational Background:

2009- present MBA hotel and tourism management (double degree), Silpakorn University International College, Bangkok, Thailand and the University of Perpignan Via Domitia, France

2004 – 2009 B.Ed. (Home Economics Education) with first honours degree, Kasetsart University, Phahol Yotin Road, Jatujak, Bangkok, Thailand.

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Hobbies:

Traveling, cooking, music, movies, books, and sports Additional Information that you feel is important for your personal internship interview:

I like the Army slogan, "Be all you can be." I think it is important to succeed at what you try to do. I work hard, I play by the rules, usually (unless they're unfair) and I love to compete. I think competition brings out the best in us and I love to be Number One. I'm a positive, up-beat person with lots of energy. I make things happen and I don't mind if others recognize that. I may work a little too hard at times because it is hard to make life work on all fronts, but a little stress doesn't hurt anyone. Success doesn't always come cheap and you have to be willing to pay the price. I don't make the rules of life, but I make the most of them. I can make a system work.

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APPENDIX C

INTERNSHIP AGREEMENT

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APPENDIX D

INSURANCE INFORMATIOM

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APPENDIX E

EXPECTATIONS WITH REGARDS TO THE INTERNSHIP

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Appendix E

Expectations with regards to the internship

Name: Sukritdha Noynawas ID: 52501310 What are your expectations of an internship in general?

1. Learn more about the hospitality industry in other country.

2. Gain more experiences in hospitality field which will help for the future careers.

3. Open my own visions and missions by using the international envionment and internation perspective.

4. Develop all skills which important for working and living.

5. Develop my english skills.

6. Finish my Business Improvment Project. What are your expectations regarding the host company? 1. Learn how to manage and operate the health and spa resort which we do not have this kind of resort in Thailand. 2. Learn about healthy food and food nutritions. 3. Learn how to work with people in different cultures. 4. Learn how to manage people in each level of work. What type of work are you expecting to be involved in during your internship? From entry level to management level For this internship, which learning objectives did you adopt for yourself? International perspective in all aspects of works may help operate my future business. This kind of resort is inspired me to open one in Thailand because the target groups are totally different from the existing business in Thailand. Develop my english skills interm of speaking, listening, writing and reading. What may the host company expect from you? Hard working, fast learner, teamwork skill, service- minded person, work under pressure.

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What challenges to you expect for this internship?

To become a valuable staff who can help management team develop some of the weak points in service. What are some strong and weak points, which could play a positive or a negative role in the internship?

Strong points: Hight ambition, hight responsibility, creativity skill, rather do than words, service-minded and teamwork skill

Weak points: Too stressful sometimes and care other people more than yourself Which personal aspects would you like to work on during this internship?

- Menu Engineering

- Staff Training program

- Food development

- Staff satisfaction

- Guest satisfaction

How will you be spending your time off during this internship? 1. Working on Business Improvement Project. 2. Learn the American Culture and other cultures. 3. Spend time with friends. 4. Find the special skills and talent by spending time more with yourself. What are your expectations regarding the support by your SUIC internship mentor? Answer all of the questions which will occure while attend the internship program. What are your expectations regarding the support by your host company’s supervisor? Guide and answer all the questions which involve all areas of work and also the business improvement project. Which cultural differences would you expect to encounter at your prospective workplace? American and other cultures from co- workers. Are there any other expectations you wish to share with regards to the internship? N/A

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APPENDIX F

PROGRESS REPERT FORM

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Appendix F

Progress Report Form

Name: Sukritdha Noynawas ID: 52501310 Starting date: January 16th, 2011 Name of Company: Canyon Ranch Tucson, Arizona Department: Dining room Supervisor: Cindy DeVOS Date of Submission February 14th, 2011 Progress Report Number: 1

Instructions for completing this form

The purpose of progress reporting is to help you reflect on your personal development and to help you follow a standardized reporting system

Please send the full updated report to your SUIC internship supervisor during your internship.

The First Progress report is due within 30 days

The Second Progress report is due within 60 days

The Third Progress report is due within 120 days

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FIRST PROGRESS REPORT (30 days)

Orientation period

When I first got to Canyon Ranch, I had to talk to HR about all aspects of work, rules, regulations and policies there. They gave me the documents which mention about how to work within this organization and the benefits which we will get from them.

The orientation day was conducted after I worked for 2 weeks; it was about an introduction of Canyon Ranch, history of each property, management level, organization culture, target group, vision, mission, philosophy, and property tour.

From an orientation day, I learnt and understood more about my organization but more than that I learnt how to conducted the orientation day from the HR team by oberved them.

For the job itself, I worked as a busser which I really had no idea about that

before, I though that I would learn and practiced in a management level. But this was a very entry level for this department (dining room). This kind of job used only physical body, like labour. I found myself want to use my Brian more and I was so upset with the work they assigned for me to do.

For the busser job description:

Pre-service duties are assigned to ensure proper set-up of the dining room, kitchen, and salad bar. They must be completed in an orderly and timely manner. There are no assigned duties for AM shifts. Bussers must work together to complete set up. Breakfast bar and spa set-up must be done right away. All other duties are done following these.

Vacuuming: Vacuuming is the first priority. Four bussers should be working on this

step, for every lunch and dinner shift. Two should be pulling tables and chairs and then moving them back to their proper place, while the other two are continually vacuuming.

Before the dining room open: All pre-service duties must be done before we open. If you are

constantly moving and working, there is no problem to accomplish this.

After all side duties are completed, it is your responsibility to double-check your own station or section. Maybe something was missed or you could use more dishware or glasses in your station. Be on top of your area and do not wait to be asked to get something.

BUSSER SERVICE DUTIES:

Resetting tables is your first priority as a busser. Turning tables in a timely manner is essential to a smooth service. Everything comes second to this unless a supervisor instructs it or if a guest needs assistance.

Restocking stations: Restocking of the stations is the duty most neglected. You must learn

to check your station from time to time, to help ensure servers have

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the proper items to serve their guests. Use time at the beginning of a shift to stock up on everything you can.

Pre-bussing: Pre-bussing is done when no tables need to be turned over and

stations are good. Be sure to use small trays when clearing dishes and clear all the dishes and ramekins. Always ask “May I clear that for you?” DO NOT ASSUME THEY ARE DONE.

Water pitchers: As you sweep through your section, and you notice any water pitchers

that are low, refill them please. Always make sure there is a water pitcher napkin underneath them.

Host Stand: Bussers should inform the hosts of clean and reset tables. They should

also seat a guest when necessary. However, standing at the host stand and gossiping is not allowed. When employees are talking to each other at the host stand, guests tend to be ignored. Hosts are also held accountable for you being at the host stand, so stay away.

Bussers breakdown: Stations (SEE SET-UP CHECKLISTS)

Part of your closing duties as a busser is breaking down your station. This is done after all your tables have been bussed and cleaned. The servers should not have to clear your tables while you clean your station. Before you even think of getting checked out, look over the station checklist. Correct amounts of:

Goblets (station 2) Tumblers (station 1) Juice glasses (stations 1 and 3) Rock glasses (stations 1 and 3) Teapots and coffee pots (stations 1 and 3) Coffee cups Saucers and liners Sweetener bin is clean and full All teas are stocked (stations 1 and 3) Linen is organized and in proper places (station 2) All stainless is sprayed down and wiped clean. Walls are

clean as well. Salts (correct amount) full and clean Condiments are clean and organized (correct amount) Swept (underneath stainless and behind refrigerator) Mopped

SIDE DUTIES: Linen: Before service linen should be folded and stored in station one.

After service the linen should be put in the blue bin and the back waiter will take it to housekeeping.

Trays: All trays should be spayed with yellow cleaner. Hot water is not enough. Be sure to get the front and back of the trays. Also, spray and wipe out tray holder inside and out.

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Trash: Remove all trash from stations and kitchen area. Be sure to check inside of the trashcan, after the bag is removed, to see if there is any food or trash lying around. All trash is taken to the dumpster. Make sure to replace bags.

Lemonade: Bring lemonade and tea (passion) to spa and refill containers. Be sure to wipe down counters and restock cups. This should be done before and after service.

Dish line: Spray and wipe down walls behind rag bins and linen bins. Empty all items that can be recycled. Refill clean rags and empty old rags.

Side duties should be the last thing you do, to ensure that all trays are done being used and trash is done being used, etc.

Daily side duties: Be sure to check the daily side duty list, which is located

on the other side of the pillar where the map is posted. Locate what meal day we are on and then look for the busser. Ask a supervisor if it sill needs to be done. Bringing it to us makes you look a lot better than us coming to you. Also, ask if there is anything we need cleaned. Volunteer to help. Things like this speed your chances of becoming a server.

All of those duties above were the works that I had to do, which were

disappointed me so much. I had a hard time for the first few weeks beacause of I didn’t undertand the reason why they put someone to be in each position. I was not talk too much, just did the work I had to do. After I had adapted myself to talk with some more of my co-workers and started talking to the guests, I found myself enjoy working more than the first time when I got there.

After 3 weeks, I got a compliment from F&B manager that I had a very good skills

and he wanted to promote me to be a server. While I worked as a busser, I had learnt about: - The Map: Numbering System - Section: Show the table numbers and seating positions. - How to clear the table - How to set a table for each meal - How to set up breakfast bar and salad bar - How to make basic conversation with the guests in a politely way - And I had a chance to train new busser

For my learning progress, nobody gave me an evaluation but I had talked to

my manager about what I wanted to do. I had only one feedback from F&B manager who observed me.

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Learning goals

My goals were so high than a reality. First I want to learn about management level but I had to lower my goals down. I set my goals about this job as follow:

I will know more about a very entry level in this department and I will understand what these people think and how they did their work.

Have more knowledges about operation I will improve my English skills Show my abilities to everyone at work Learn more about myself

The things that I still have to learn in order to function well in the department are the name of food and how to communicate with other (guests and co-workers). New learning goals for the coming months are:

Know more about food and menu knowledge Understand how to work in team Become a hostess and server

Cultural diversity

I had to adapt myself a lot because I work with teenager (American) and people who age between 22– 25, who came from all around the world. I have to learn different culture, learn how to communicate and work with them. And most of the people there speak Spanish; it made me feel uncomfortable before the manager set a new rule which was about “Speak English on the Floor”

Trends

I have noticed about healthy living trends at the present time and in the future will incresing rapidly.

People are more worried about their health and their quality of living, spa and

fitness resort are more popular than before. At Canyon Ranch, the guests come here not because of relaxing only, but they

come here to experience exellence services, exellence foods, exellence classes, exellence fitness, exellence accomodations, exellence advisors, exellence doctors, exellence trainer and exellence in everything.

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Business Improvement Project

I have talked to my manager about a Business Improvement Project.

I mentioned him for 3 topics that I was interested in,

First: Menu Engineering

Second: Guest Satisfaction and

Third: Staff Training

He gave me the comments on my first and second topic that here they aren’t gain any profits from food and they also have one of department calls food development that take care of these already.

For the second topic, the hotel already has someone to take care of also. And it quit hard getting all of the information about that.

The last topic is quite interesting for our department.

Company analysis

Make an internal and external analysis of Canyon Ranch

Analysis of the Firm

Mission

The mission of Canyon Ranch lies on the resort’s purpose to inspire both its clients and staff to commit to healthy and quality living. In addition, it is also the mission of Canyon Ranch to turn the hopes and intentions of the clients into enjoyment and fulfillment.

Root Marketing Strategy

Canyon Ranch is a firm that does not rely on heavy marketing or advertising strategy. The company rather focuses itself on affiliations with dependable partners and on direct communication. Canyon Ranch is commonly referred to as a word of mouth referral business. Hence, the root marketing strategy of the firm is dependent on satisfied customers bringing other clients who have never been to Canyon Ranch before.

Marketing Mix

Product; The product and services offered by Canyon Ranch is mainly divided into two categories. The first one is the Destination resort, which actually function as the main foundation of the company. These destination resorts are further subdivided into three departments, which include Health and Healing, Hotel and Spa. In these resorts, customers can avail numerous services such as fitness classes, lectures and outdoor

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activities. The other main product category of Canyon Ranch is the SpaClub. Although this category complements the destination resorts, it focuses on providing fitness, salon and spa services. This product line also lacks the Health and Healing aspect.

Price; Compared to other similar businesses, Canyon Ranch offers price rates that are about 25 to 30 percent higher. Guests who wish to stay for three to four nights would typically spend two thousand to two thousand five hundred dollars per stay. Loyal customers are given the option of availing the benefits of centennial membership, which offers significant discounts and perks. With this feature, guests may acquire a 50% discount for room rates as well as a 10% discount on services. Place. The products and services of Canyon Ranch are distributed to different states in the US including Arizona, Massachusetts, Las Vegas and Florida. Hence, interested customers within the country can easily access the resort and spa by going to the company branch near them. In addition, the company is accessible online. Thus, the company is able to distribute its products and services to foreign clients through online marketing.

Promotion; Rather than allotting substantial finances for advertising, Canyon Ranch depends on customer referral and word of mouth. Moreover, the company also has its own website, which describes all the products and services offered by the firm.

Segmentation Strategy

Over the years of service, Canyon Ranch was able to accumulate knowledge about its clients. About 75% of its customer base is represented by women. Though this market segment represents the majority, the male population is recognized as a growing segment. This segmentation growth is attributed to the increasing interest of men towards health and fitness as well as the aging of the baby boomer generation.

SWOT Analysis

Micro-environmental factors (Strengths and Weaknesses)

Canyon Ranch has a number of strengths. One of which is its undisputed position as a leader in the luxury segment of the Spa industry. It offers an unparalleled line of products and services as well as an incomparable service for its customers. The company practices of Canyon Ranch are also considered as its strengths. As the company has strong regards for its workforce, Canyon Ranch prioritizes its human resource and ensures that all of its employees fit in to the needs and standards of the company. In addition, the company offers a wide array of products and services that set the company apart from other similar businesses. Canyon Ranch also offers a health and healing component that is different from all other settings. All of these products and services are housed within one location, making it comfortable and accessible for customers. The company also has certain weaknesses. For instance, Canyon Ranch did not have any form of recognition program for repeat customers. In addition, the company does not spend much for advertising, which is currently important considering the competition within the industry.

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Macro-environmental factors (Opportunity and Threats)

Canyon Ranch has opportunities that can be used in order to improve its operations. For instance, it has its own company website that can be improved for enhanced advertising and customer service. A more interactive website for example, may be used by the firm. The company also has the finances to employ other means of promoting its products and services. Though some of the operations of the company apply computerization technology, Canyon Ranch may use this innovation to enhance its customer services as well as the company operations. Competition is the most direct threat of the company. As the aim of the company is to provide relaxation and quality living, things or activities that can provide the same benefit are considered a direct competitor.

Analysis of Industry/ Demand and Competition

Competitors: Strengths and Weaknesses

Canyon Ranch has a number of direct competitors, and in fact, this aspect is the company’s major threat. Most of the firm’s competitors have either a very high spa or very high health and healing component. Though these components serve as the competitors’ main strength, they are particularly weak in terms of variety. Spas are generally aligning themselves to the medical field; hence the services of experts and professionals such as dermatologists, plastic surgeons, nutritionists and physical therapists are highly accessible to these places. The convergence of medicine and spa services is considered a potential threat to Canyon Ranch’s uniqueness. Other large luxury destination resorts are also offering similar features and services, making them as the firm’s direct competitor as well. In addition, a few hospitals are also adding spa and wellness centers to the institution through the expertise of a nutritionist.

Corporate strategy SWOT

Strengths

• Canyon Ranch is widely recognized

as the gold standard in the industry

• Health and Healing component is

unmatched in a similar setting

(under one roof)

• 55% of in-house guests are return

customers

Weaknesses

• Some locations rely almost

exclusively on flying customers.

• Turnover is very high with the

program coordinator – 50%.

• Lack of IS infrastructure to leverage

customer data

• No formal recognition for repeat

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• Health and Healing showed fastest

growth

• They have locations near all major

US markets

• (2.5 to 1 ratio of staff)

customers

Opportunities

• Lots of potential data to be collected

and used to make business

processes more efficient.

• Leverage direct communication – 2

million unique visitors currently to

web site.

• Improve web site from being static

to interactive to promote online

communication

Threats

• Day spas are aligning themselves

with medical professionals to offer

similar services as Canyon Ranch.

• Hospitals are starting to provide spa

and wellness services through

nutritionists.

Dining Room Situation Analysis

Problem Statement: The purpose of this study was to assess and examine hotel guests' perception from experienced of service quality in main diningroom in relation to server training program. This study investigated how to improve service quality through the perception of hotel guests who stay at the hotel and determined what a trainer has to train dining room staff to improve service quality in the dining room.

Due to Canyon Ranch gives an opportunity to international students to experience and train in Food and Beverage department, this program has both advantages and disadvantages to the organization, one of the problems which came out after the opportunities given above was non-Native English speakers, internship students, are lack of communication skills and need to be train in an affective way to become a good staff and can provide the best service to all of the Ranch guests.

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Hence, the training program which currently use in main diningroom for training internship student is lack of some important information. And also the training materials are not meet the trainee expectations which mean they have to take more time to learn by themselves and the problem always occured in pre-meal meeting that servers are lack of menu knowledges, one of service quality which guests are looking for.

In order to solve those problems above, a questionnaire was given to internship students who work as a server and hotel guest after their stay.

Research Questions:

1. What are the materials that can support training program in order to help server practice and remember all aspects of work?



4. How to make the guest more satisfy with our service? Time: 4 months My assistant manager, Mr. Justin Otte, will guide me during the project.

General

I have talk to my supervisor about the problems which occurred and how can I solve those problems, he gave me his ideas and some informations that would help me to do this project.

He allowed me to attend server’s pre-meal meeting in order to observe and

investigate the problems.

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Name: Sukritdha Noynawas ID: 52501310 Starting date: February 15th, 2011 Name of Company: Canyon Ranch Tucson, Arizona Department: Dining room Supervisor: Justin Otte Date of Submission March 16th, 2011 Progress Report Number: 2 SECOND PROGRESS REPORT (60 days)

Daily activities

- Hostress (bording)

Greet Guests by asking the guests name, followed by the room number. Take appropriate amount of menus and tickets with you to the table.

Tell the guests “Right this way” or “I am ready to seat you now”. Escort the guests to the correct table asking them an open ended

question “not a yes or no question”. Pull chairs out for the women at the table. Place ticket face down underneath the water pitcher napkin and

pour water for all guests including ones that have not arrived yet. Finally remove any extra settings from the table and inform them

who their server will be and they will be right with them.

- Server

greeting guests when you approach a table menu and beverage knowledge providing the best customer service possible pre-bussing clearing tables re-setting tables maintaining table and floor appearance cleaning and re-stocking service stations

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overall floor maintenance re-filling beverages cleaning spills fulfilling side work duties as assigned Table Setting Guide Before service, check to see that each table in the restaurant is set

correctly. o Check that all tables are stable and do not

wobble. o Wipe the chairs and be sure they are clean and

pulled in close to the tables. o Check that the tables are clean on the top and

edges. If plants or ledges are nearby, they should also be free of dust and dirt.

o Examine the salt and pepper shakers, sugar caddy and any table. The shakers and caddy should be full and clean; Stevia, Sugar in the Raw, and Splenda should be stocked. Position these items at the centers of tables. At dinner ensure the candle is full and the candle holder is clean.

o Inspect the table settings. Be sure each setting is complete. Be sure everything is clean and aligned properly.

o Be sure the floor is clean around and under the tables. Pick up trash.

Whenever have extra time, perform extra duties to make sure our guests are taken care of. Side work duties are assigned and are expected to be carried out at the end of a shift to the expectations set forth. Suggestions for extra duties: clear and crumb tables between courses and replace soiled silverware refill beverages remove trays and tray jacks left in a walkway/path buss tables check team mates sections

Learning goals

These are the learning goals which I had set for this period and I have reached all of them:

Know more about food and menu knowledge Understand how to work in team Become a hostess and server

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New Learning goals:

They expect us to:

make the guests as your first priority. to be on time to all shifts, in proper uniform and ready to start. be present for all scheduled shifts. to bus tables, yours and others. to give the same service to the first guest as the last. to bring solution-oriented problems. to keep your voice low and conversations to a minimum. to check your side duties. to do as a supervisor requests without conversation. know the table and position numbers. to handle all schedule questions and concerns before or after service. to be available to work your availability – do not ask to leave early. to know the menu items. to know and follow the attendance policy. to know the technical standards. to know the appearance policy. to assist your team members without complaint. to not eat on the clock. to know how to use the timeclock and allocations. to refill beverages. to be on the floor and not in the kitchen. to smile. to have fun at work.

I will try to achieve all of the expectations above.

Cultural diversity (for foreign countries only)

What activities are you undertaking in order to adapt to this culture? I have to work as fast as I can. I have to communicate with the guests who come from different

country and have different accent. It was hard for the first time working by myself, no trainer, I have to have food knowledges and menu knowledges in order to answer the questions.

I have to show more about my abilites and my skills, no time to be shy anymore.

What do you have to change in order to adapt to this culture and how do you

intend to do that?

I have to be more self-confident, both with the guests and co-workers.

I have to work hard on food and menu knowledges.

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Business Improvement Project

Background and Statement of Problems

Canyon Ranch Health Resorts was a brainchild of Enid and Mel Zuckerman who, in 1979, sought to create a place where people would be inspired and motivated to translate their healthiest thoughts into action. As the company entered the twenty-first century, Canyon Ranch had grown into the leading health resort and spa, with two destination resorts and three SpaClubs. While the company grew larger, it remained true to its founders’ original vision: “Canyon Ranch is more than just a fabulous vacation. It’s an experience that can influence the quality of your life, from the moment you arrive to long after you return home. Canyon Ranch is a place to relax, enjoy yourself, and explore your potential for a happier, healthier, more fulfilling life.”

As a luxury destination, most of the guests come here to receive the best service

from the Ranch staff, Canyon Ranch focused on finding people who would provide excellence in the position and would complement the set of skills currently available in the property. The fit of a new recruit’s personality with the firm’s culture was also an important factor.

Outstanding professional qualifications, though, had to be complemented by an outgoing personality, friendliness, and genuine excitement for the job. Selecting people with the right personality was considered one of the critical factors for new hires at Canyon Ranch. Marxer aptly captured this culture: “We just don’t say no. We’ll find a way to meet guests’ requests.”

Due to the single largest trend in business in the US over the past 40 years has been the increased emphasis on service and service-related industries. (Davidoff, 1994) Service has not traditionally been viewed as being as important as manufacturing. But service is no longer merely a by-product of an industrial society. According to Davidoff, many companies start to be engaged in efforts to improve the quality of service to their customers. However, improving service quality has not received the same attention and favor as has improving manufacturing quality. This is probably true because it is much harder to quantify and judge service. Davidoff mentioned, “Service grows on its own strength, as more people require its products independent of manufacturing. The number of well-paying service jobs continues to grow. The numerous and high productivity service jobs require highly skilled and trained workers with a variety of opportunity for advancement.”

In this highly competitive lodging industry, each company must analyze and consider their training program. Good training will benefit the entire organization. Training reduces tensions, turnover, and cost and improves product and quality of service. (Shriver, 1988 & Tanke, 1990) Customer count is certainly going to improve the company image and the bottom line. Now many companies in the hospitality recognize training and have developed systematic training program. However not everyone in this industry sees training as an investment. Many managers of small operations consider training an exercise in futility because they believe it takes more time than it is worth,

141

employee do not stay long enough for it to pay, people are not interested in being trained, and the like. Also people in entry-level service jobs tend to think, they should be able to do these jobs without training. So in fact, it is hard to convince these people that training is worth investment. It is difficult to measure and prove the difference training makes because there are always many variables in every situation. One way to reassure whether training pays off is to compare individual operations where the training is good with those that do little or no training. The differences will be obvious in “atmosphere,” in “smoothness of operation,” in “customer’s satisfaction in improved quality of service.” (Miller, 1998)

The significance of the study This study was to assess guests’ satisfaction of service quality of main

diningroom in hotel. This study was significant because it would impact on future training for service quality, and delivery of services to guests. In behalf of this study, diningroom management would develop and improve their training program.

Statement of the Problem

The purpose of this study was to assess and examine hotel guests' perception from experienced of service quality in main diningroom in relation to server training program. This study investigated how to improve service quality through the perception of hotel guests who stay at the hotel and determined what a trainer has to train dinngroom staff to improve service quality in the diningroom.



In order to improve those problems above, a questionnaire was given to internship students and hotel guest after their stay.

Purposes of the Study

The four major objectives of this study were:

1. To develop the study materials which currently use for training a new server.

2. To improve servers’ abilities in order to provide the better quality of service to

the Ranch guests.

3. To understand the relationship of service quality and training in hotel industry through the literature review.

142

4. To provide data that would be useful to management in designing and developing training program in the hotel through assessment of service quality of the hotel

Research Scope

Research Area: Main Diningroom at Canyon Ranch Resort, Tucson Arizona USA Sample: 10 of internship students who work as a server in main diningroom,

Canyon Ranch Resort, Tucson Arizona USA Definitions of Research Term The following key terms would be used throughout this research. These were obtained by Wikipedia the free encyclopedia (2011).

Customer is usually used to refer to a current or potential buyer or user of the products of an individual or organization, called the supplier, seller, or vendor. This is typically through purchasing or renting goods or services.

Flashcard is a set of cards bearing information, as words or numbers, on either or both sides, used in classroom drills or in private study. One writes a question on a card and an answer overleaf. Flashcards can bear vocabulary, historical dates, formulas or any subject matter that can be learned via a question and answer format. Flashcards are widely used as a learning drill to aid memorization by way of spaced repetition.

Guest is a person who is given hospitality Handbook is a type of reference work, or other collection of instructions, that is

intended to provide ready reference Hospitality is the relationship between guest and host, or the act or practice of

being hospitable. Specifically, this includes the reception and entertainment of guests, visitors, or strangers, resorts, membership clubs, conventions, attractions, special events, and other services for travelers and tourists.

Multimedia is media and content that uses a combination of different content forms. The term can be used as a noun (a medium with multiple content forms) or as an adjective describing a medium as having multiple content forms. The term is used in contrast to media which only use traditional forms of printed or hand-produced material. Multimedia includes a combination of text, audio, still images, animation, video, and interactivity content forms.

Quality is Level of excellence Satisfaction A fulfillment of a need or desire. Service provision of assistance to customers or clients Study material: aid is a tool used by teachers, facilitators, or tutors to help

learners improve reading and other skills, illustrate or reinforce a skill, fact, or idea, and relieve

Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Distributor_(business)

http://en.wikipedia.org/wiki/Seller

http://en.wikipedia.org/wiki/Vendor

http://en.wikipedia.org/wiki/Purchasing

http://en.wikipedia.org/wiki/Renting

http://en.wikipedia.org/wiki/Good_(economics)

http://en.wikipedia.org/wiki/Service_(economics)





http://en.wikipedia.org/wiki/Hospitality

http://en.wikipedia.org/wiki/Reference_work

http://en.wikipedia.org/wiki/Resort

http://en.wikipedia.org/wiki/Tourist

http://en.wikipedia.org/wiki/Media_(communication)

http://en.wikipedia.org/wiki/Content_(media_and_publishing)




http://en.wikipedia.org/wiki/Writing

http://en.wikipedia.org/wiki/Sound

http://en.wikipedia.org/wiki/Image

http://en.wikipedia.org/wiki/Animation

http://en.wikipedia.org/wiki/Footage

http://en.wikipedia.org/wiki/Interactivity

http://en.wiktionary.org/wiki/excellence

http://en.wiktionary.org/wiki/fulfillment

http://en.wiktionary.org/wiki/need

http://en.wiktionary.org/wiki/desire

http://www.sil.org/lingualinks/literacy/referencematerials/glossaryofliteracyterms/WhatIsAFacilitator.htm

http://www.sil.org/lingualinks/literacy/referencematerials/glossaryofliteracyterms/WhatIsATutor.htm

http://en.wikipedia.org/wiki/Knowledge

http://en.wikipedia.org/wiki/Skill

http://en.wikipedia.org/wiki/Competence_(human_resources)

http://en.wikipedia.org/wiki/Vocational_education

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Research Questions

1. What are the materials that can help server remembering the entire menu?



4. How to make the guest more satisfy with our service?

Timeline

144


Name: Sukritdha Noynawas ID: 52501310 Starting date: March 17th, 2011 Name of Company: Canyon Ranch Tucson, Arizona Department: Dining room Supervisor: Justin Otte Date of Submission May 13rd, 2011 Progress Report Number: 3 THIRD PROGRESS REPORT (120 days)

Assessment report

Describe to which extent the learning goals have been realised or not and why. List the Competencies developed during your internship

make the guests as your first priority. to be on time to all shifts, in proper uniform and ready to start. be present for all scheduled shifts. to bus tables, yours and others. to give the same service to the first guest as the last. to bring solution-oriented problems. to keep your voice low and conversations to a minimum. to check your side duties. to do as a supervisor requests without conversation. know the table and position numbers. to handle all schedule questions and concerns before or after service. to be available to work your availability – do not ask to leave early. to know the menu items. to know and follow the attendance policy. to know the technical standards. to know the appearance policy. to assist your team members without complaint. to not eat on the clock. to know how to use the timeclock and allocations. to refill beverages. to be on the floor and not in the kitchen. to smile. to have fun at work.

145

Comment on the assessments that you received from your company supervisor: I have only verbel comments about my project which they think I will get an “A”

from this hard work, my project help them improve staff abilities and increase menu knowledge skills.

Career planning;

Final report

Submit a draft of your comprehensive report (Using the template provided by SUIC),

Please make sure that the following are sent to the SUIC supervisor:

2 bound hard copies of the project report + grading sheet filled in and signed by the manager. (Appendix G and Appendix H)

Flight attendent Restaurant Owner

Wedding Planner

Study in Doctoral Degree

ProfessorResort Owner

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APPENDIX G

BUSINESS IMPROVEMENT PROJECT FORM

153

Appendix G

Business Improvement Project Form

Name: Sukritdha Noynawas ID: 52501310 Name of Project: The development of self- study materials in training program for internship students, who work as a server, for the better quality of service in the Main Diningroom at Canyon Ranch Resort Tucson, Arizona Name of Company: Canyon Ranch Tucson Arizona USA Date: January 16th, 2011 Commissioned by: Justin Otte Problem Statement: The purpose of this study was to assess and examine hotel guests' perception from experienced of service quality in main diningroom in relation to server training program. This study investigated how to improve service quality through the perception of hotel guests who stay at the hotel and determined what a trainer has to train dining room staff to improve service quality in the dining room.



In order to solve those problems above, a questionnaire was given to internship students who work as a server and hotel guest after their stay.

154

Research Questions:

1. What are the materials that can support training program in order to help server practice and remember all aspects of work?



4. How to make the guest more satisfy with our service? Budget and Resources: $ 1,200 (Adobe Captivate Program and office materials; printer, paper, photo paper, laminateing sheets, files and etc.) Time: 4 months Deadline for Presentation: May 22nd, 2011 Deadline for Final Report: May 22th, 2011

Student’s Signature Host Company’s Manager For SUIC & UPVD:

Sukritdha Noynawas Justin Otte Mr Christophe Mercier

149

APPENDIX H

BUSINESS IMPROVEMENT PROJECT/ THESIS GRADING SHEET

150

Appendix H

Business Improvement Project/ Thesis Grading Sheet Title of BIP/ Thesis: The development of self- study materials in training program for internship students, who work as a server, for the better quality of service in the Main Diningroom at Canyon Ranch Resort Tucson, Arizona Name: Sukritdha Noynawas

ID: 52501310

Comments

Format Cover page, title page Acknowledgements, Abstract / Table of contents List of tables, figures, appendices General presentation Correct English grammar & spelling

Introduction Coherent introduction to issue Relevance of the work Context of the work External / internal analysis

Literature review Satisfactory use of available literature Critical evaluation of literature

Issues for investigation Aims and purpose of the work Problem statement Research questions

Methodology Clear and detailed outline of research methods used. Competent use of research methods. Reasons for the choice of methods. Validity of methods / limitations of the methods used.

151

Implementation (If applicable) Outline of the implementation of the project and monitoring of project.

Results (if applicable) Outline of results and impact of the project /findings. Understanding of the nature and importance of the findings. Results & analysis address problem statement / research questions. Reasoning is supported by the facts. Clear distinctions between fact, opinion, interpretation & speculation.

Conclusions / recommendations Summary of main points from the research. Conclusions are supported by data. Specific, realistic recommendations. Research / recommendations are useful for company / department.

Bibliography / appendices A clear and consistent approach to referencing has been used Concise bibliography Appendices support the text References to appendices within the text.

Overall grading of the project: Poor Average Good Excellent

Supervisor Name & Signature: Date: 05-17-11

152

APPENDIX I

QUESTIONAIRE, OBSERVATION FORM AND LEARNING PROGRESS FORM

Cnru\,'cx.Rrurc.H"{L,,'b"o* of fu$i;ltls'

STAFF QT'ESTIONNAIRE

For Creating a Practical Stud5r Tools: tr'lashcard and Multimedia tool for self-study on Menuat Main Dining room, Carryon Ranch Tucson, Arizona.

Direction: Please select the following arswers that matchyour opinion by using the scale below;

l= Strongly disagree Z=Disagree 3=Neither agree nor disagree

4=Agree S=Stronglyagree

Section A: Server self- study opinion on menu learning

ln your opiniorl what tools will assist you in better remembering all of menu? Please identi$.

No MEMSRATE

I E 4 u

I Difrculty of study menu in the first time

2 Study tools should contain picture to clarify each dish in menus

I The menu study tools (menu ingredient list and real dish) are suitable for sellstudy

4The menu study tools (menu ingredient list and real dish) are suficient for self-study

5 Picture will help you to remember each dish

6Above ofmenu ingredient list and real dish, flashcard*is an alternative tool forself-study

7 Multiuedia tooF *"il increase your memorizing skills

Commerrt:

SectionB: Basic information

l. Sex I vra" I Fu-al"q,. Age--_-___-__-_-srearsold

3. Nationality/C,ountryofresidence

* Flashcard is a set ofcards bearing information on both sides, used in classroom drills or in private study. Flashcards are

widely used as a learning drill to aid memorization by way of spaced repetition.

* Multimedia tool contains exercises with combiuation of various contents in order to increase practical skill.

G Ceruv'ot tRaxcH.'fioho,* $ha*;liln"

OBSERVATION FORM

PRE.MEAL MEETING (DINNER)

AVERAGE TIME: ...........................Mins.

POINTOF INTEREST:

M LEARNTNG,R'GRE'SF'RM CtlXS)H,[gn,

156

APPENDIX J

ASSESSMENT OF SUIC STUDENT BY THE HOST COMPANY

157

Appendix J

Assessment of SUIC Student by the Host Company

Student Name: Sukritdha Noynawas Host Company: Canyon Ranch Tucson, Arizona Supervisor: Justin Otte Assessment period: From: January 16th, 2011 To: May 13th, 2011 Date of Assessment: May 13th, 2011 Intern’s position: Food and Beverage Training Rotation (Server)

Introduction and completion instructions

Your opinion as company internship supervisor is an essential part of the SUIC internship supervisor’s assessment of the trainee’s performance.

The university finds it very important that this assessment form is completed upon consultation with the trainee. For this purpose we request the trainee and the internship supervisor to endorse this assessment form by placing his signature on the last page.

In the following section, several categories are given to describe the trainee’s performance. A number of descriptions are given per category that can be graded on a scale from 1 to 5. The most applicable description can be indicated by circling the correct number. Of course, combinations of grades are also possible.

We would appreciate your comments regarding each part.

The student should return this printed form, duly signed by post or fax to:

Mr Christophe Mercier, MBA program manager SILPAKORN UNIVERSITY INTERNATIONAL COLLEGE 22 Borommarachachonnani RoadTalingchan,

Bangkok, 10170 THAILAND

Fax: +66 (0) 2880 9937

158

1. Guest or customer/ service orientation 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is able to anticipate the guest’s wishes and acts as a host(ess) in a professional manner. He / she is able to: foster a guest orientated working atmosphere act in an hospitable manner towards the guest ( using the guests’ name,

positive, active approach towards the guest, etc. ) show alertness in anticipating the guests’ wishes ( meeting/ exceeding the

guests’ wishes ) be an excellent example as a host(ess).

5 4 3 2 1

Comments: Molly has been trained in the hostess position but is not capable of performing

every hostess position (running the board).

2. Technical and Professional aspects Criteria 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student has knowledge of the duties within the department and has the capability to put them into practice. The student:

has knowledge of the responsibilities of a department manager has knowledge and insight into the equipment within the department understands the financial flow within the company understands the relation between the different departments ( cause – effect

situations )

produces high quality work

5 4 3 2 1

Comments: To my knowledge Molly does not have the insight into our department manager

position, financial flow of the company, or relation between different departments.

3. Human Resource Management (if applicable) 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student can motivate and stimulate the associates in such a manner that all duties are executed correctly. He / she is able to:

provide regular feedback on how well people perform their jobs coach new associates in their duties and in their learning process consciously act as a role model for the required skills/behaviour build teamwork and strive to improve his/her work group performance

handle conflicts and resistance

5 4 3 2 1

Comments: N/A

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4. Problem solving and decision making 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is able to signal, analyse and solve problems. He /she is able to:

recognise and analyse problems within the organisation and department initiate proposals to solve the problem show insight into guest problems and the company processes demonstrate final control and follow up.

make a decision when necessary

5 4 3 2 1

Comments: Molly meets in this category by displaying the basic understanding of how to solve

guest problems/issues.

5. Planning 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is able to:

establish and plan the duties in a correct manner; establish the duties ( tune his duties to those of the manager and to the

duties of the supervisors and associates ) take care of a time planning in which all duties can be executed on time, indicating time limits and creating a positive work pressure.

5 4 3 2 1

Comments:

6. Organising 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is able to:

take care of a neat and careful working procedure regarding registration and administration of data

create circumstances in which the work can be completed efficiently allocate/ divide the duties over different associates tune the amount of duties to the expected business

organize multiple tasks and projects

5 4 3 2 1

Comments:

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7. Controlling 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is critical towards the process and the quality of the completed duties. He / she is able to:

check the quality of the executed duties efficiently and critically set norms concerning the quality of the work and take these into

consideration when assessing the quality make sure that associates give the best service to guests make sure that new

associates have reached the learning goals.

5 4 3 2 1

Comments:

8. Passion/ initiative/ entrepreneurship 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student demonstrates initiative and is able to function in an independent and energetic manner. He / she is able to:

work independently as ( assistant ) department manager / supervisor take initiative to get things done show flexibility and an open mind in trying new ideas

show perseverance, approaching mistakes as a challenge to learn from and standing to own ideas.

5 4 3 2 1

Comments: N/A

9. Communication 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student communicates the right information to the person or department concerned, both orally and in writing. He / she is able to:

Listen and give others the opportunity to be heard Communicate on time in a clear and concise manner in the business language

required. inform people regarding important matters

express viewpoints with confidence

5 4 3 2 1

Comments:

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10. Co-operation 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student has a positive attitude towards management, associates and the entire organisation. He / she is able to:

undertake the initiative to co-operate and show a loyal attitude towards colleagues.

demonstrate a positive attitude show loyalty to associates and management take over work from colleagues if necessary

see different sides of an argument and demonstrate willingness to compromise (win-win)

5 4 3 2 1

Comments: Molly has shown that she has a positive attitude and an overall willingness to work

for our organization.

11. Tolerance for stress/ self management/ flexibility 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student is able to work under pressure and is able to handle changing situations and information in a flexible manner in which performance achievement is demonstrated and the right priorities are set.

He / she is able to:

handle changing situations and information under pressure in a flexible way. set priorities avoid letting stress influence the performance of the group maintain self-control, even in difficult or emotional circumstances

seeks feedback on ways he/she can improve

5 4 3 2 1

Comments:

12. Integrity/ moral judgement/ responsibility 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student can balance the interests of himself, the company and society. He / she is able to:

detect, analyse and discuss moral dilemmas accept responsibility for his/her actions rather than making excuses

take into consideration how own actions and decisions impact on others

5 4 3 2 1

Comments:

162

13. Intercultural sensitivity 5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

The student:

Is willing and able to handle intercultural/international differences effectively.

has a good knowledge of all cultures in the company knows how to make people of all cultures feel at home approaches others in an open and respectful way adapts own style and business practices to other cultures; for example, sense

of time, protocol, etiquette is conscious that other people and organizations do things differently; tries to understand rather than judge

5 4 3 2 1

Comments: Molly has a very open mind and is willing to help other staff members whenever

possible.

14. Departmental core tasks

5 = excellent 4 = good 3 = sufficient 2 = insufficient 1 = poor

Points Awarded

(Circle One)

Please list the department core tasks below:

Serving guests in an organized and efficient manner

Building guest rapport and appearing in guest surveys.

Menu Knowledge

Job knowledge

_____________________________________________________________________________________

5 4 3 2 1

Comments:

163

The student's strong points are:

Molly has a positive attitude, willingness to work, and is quick on her feet. She is able to adapt to her surroundings quickly.

Which areas should be improved?

Molly could improve on her overall English comprehension skills. Molly has the basic skills down but as our guests are very demanding with special requests Molly must be able to understand all the requests given to her.

Intermediate appraisal: (if applicable) What objectives have been set/ agreements made for the next appraisal?

Final appraisal: (if applicable) General remarks:

Student's Comments:

Signature of supervisor of Host Company: …….........................………………………

Signature of Student: …………………………………………………………

164

APPENDIX K

STORY BOARD OF MULTIMEDIA TOOL

165

STORY BOARD OF MULTIMEDIA TOOL

Project Summary 1) SlideCount : 60 2) SlideCount: Slide1 : 3.00sec Slide2 : 3.00sec Slide3 : 3.00sec Slide4 : 3.00sec Slide5 : 3.00sec Slide6 : 3.00sec Slide7 : 3.00sec Slide8 : 3.00sec Slide9 : 3.00sec Slide10 : 3.00sec Slide11 : 3.00sec Slide12 : 3.00sec Slide13 : 3.00sec Slide14 : 3.00sec Slide15 : 3.00sec Slide16 : 3.00sec Slide17 : 3.00sec Slide18 : 3.00sec Slide19 : 3.00sec Slide20 : 3.00sec Slide21 : 3.00sec Slide22 : 3.00sec Slide23 : 3.00sec Slide24 : 3.00sec Slide25 : 3.00sec Slide26 : 3.00sec Slide27 : 3.00sec Slide28 : 3.00sec Slide29 : 3.00sec Slide30 : 3.00sec Slide31 : 3.00sec Slide32 : 3.00sec Slide33 : 3.00sec Slide34 : 3.00sec Slide35 : 3.00sec Slide36 : 3.00sec Slide37 : 3.00sec

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Slide38 : 3.00sec Slide39 : 3.00sec Slide40 : 3.00sec Slide41 : 3.00sec Slide42 : 3.00sec Slide43 : 3.00sec Slide44 : 3.00sec Slide45 : 3.00sec Slide46 : 3.00sec Slide47 : 3.00sec Slide48 : 3.00sec Slide49 : 3.00sec Slide50 : 3.00sec Slide51 : 3.00sec Slide52 : 3.00sec Slide53 : 3.00sec Slide54 : 3.00sec Slide55 : 3.00sec Slide56 : 3.00sec Slide57 : 3.00sec Slide58 : 3.00sec Slide59 : 3.00sec Slide60 : 3.00sec 3) Start and End Options used: a) Loading Screen : None b) Password Protect : No c) Project Expiration Date : None d) Fade in on the first slide : Yes e) Fade out on the Last Slide : Yes f) Project End Action : Stop project 4) Preferences Used: a) Output options used: a) Advanced movie compression : Yes b) Compress compile SWF file : Yes c) Include Adobe Connect Server metadata : No d) 508 compliance : Yes e) Frames per second : 30 b) Visual and Sound effects: a) JPEG Image Quality : 80%

167

b) Include mouse when project is generated : Yes c) Include audio when project is generated : Yes d) Play tap audio for recorded typing : Yes 5) Background Audio : Take_A_Bow_Karaoke-Glee.mp3 6) Score setting: a) Quiz Name : Quiz b) Quiz Requirement : Optional: The user can skip this quiz c) Quiz Settings : a) Allow backward movement : Yes b) Show score at the end of quiz : Yes c) Allow user to review the quiz : Yes d) Show Progress : Yes d) Pass / Fail Options : a) Total marks needed to pass : 80% b) Passing grade-Action : Continue c) Failing grade-Action : Continue d) Number of attempts : 1 7) Number of hidden slides : None

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Slide1

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide1.JPG Audio : None Objects: 1) Button

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Slide2

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Slide3

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Slide4

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Slide5

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide5.JPG Audio : None Objects: 1) Button 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 4) Button 5) Button 6) Button 7) Button

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Slide6

Properties: Display Time : 3.00sec Transition : No Transition Background : Slide 6 Background Audio : None 1. What is the name of the dish?

A) Chicken Medallions with honey Chipotle Butter sauce B) Moroccan Braised Chicken C) Chicken Medallions with Mushroom Tarragon sauce

Points : 1 Type : Graded Passing grade-Action : Continue Number of attempts : Infinite Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 1385Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492411209108.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG

174

Slide7


A) Giant Asian Vegetable Dumplings B) Mushroom Strudel C) White Corn Polenta

Points : 1 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 1590Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492411164897.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG

175

Slide8


A) Tilapia with Mediterranean Artichoke sauce B) Red Snapper with Candied citrus & Asian pear salsa C) Almond Crusted Trout


176

Slide9


A) Grass Fed Beef Tenderloin B) Peppered Turkey Medallions C) Churrasco Beef with Chimichurri Sauce


177

Slide10


A) Peppered Turkey Medallions B) Moroccan Braised Chicken C) Churrasco Beef with Chimichurri Sauce


178

Slide11


A) Sautéed Gulf Shrimp B) Five Spice Marinated Tofu C) Seared Scallops


179

Slide12


A) Five Spice Marinated Tofu B) Lime Marinated Red Bird Farms Chicken C) Chicken with Mushroom Madeira Demi Glace


180

Slide13


A) Five Spice Marinated Tofu B) Spicy Curried Cauliflower C) Gian Asian Vegetable Dumplings


181

Slide14


A) Moroccan Braised Red Bird Farms Chicken B) Chicken Medallion with Mushroom Tarragon Sauce C) Chicken with Mushroom Madeira Demi Glace


182

Slide15


A) Mahi with Spicy Pineapple Broth B) Tilapia with Mediterranean Artichokes Sauce C) Gian Asian Vegetable Dumplings


183

Slide16


A) Red Curry Vegetables B) Seitan Marsala C) Baked Meat Lasagna


184

Slide17


A) Spicy Curried Cauliflower B) Red Curry Vegetables C) Cilantro Crusted Chicken


185

Slide18

Properties: Display Time : 3.00sec Transition : No Transition Background : Slide 18 Background Audio : None Matching 13. Match the following

Column 1 Column 2 Seitan Marsala A) Natural Lamb Chops B) Tilapia with Mediterranean Artichocke SauceC) Moroccan Braised Red Bird Farms Chicken D)

Points : 1 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 3892Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65123914548.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65124008242.PNG 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65124158627.PNG 4) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65124248921.PNG 5) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 6) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG

186

Slide19


Column 1 Column 2 Grilled Mexican Yellowtail A) Braised Beef with Sweet & Spicy Guava BBQ Sauce B) Cilantro Crusted Chiken C) Spicy Curried Cauliflower D)


187

Slide20


Column 1 Column 2 Seared Scallops A) Five Spice Marinated Tofu B) Almond Crusted Trout C)

Points : 1 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 4433Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65125197968.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65125274627.PNG 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard65125341302.PNG 4) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 5) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG

188

Slide21


Column 1 Column 2 Salmon Teriyaki A) Peppered Turkey Medallions B) Roasted Chicken C) White Corn Polenta D)


189

Slide22


Column 1 Column 2 Red Bird farm Chicken Medallions A) With cilantro white rice and Asian braised cabbage with carrots and bell pepper Red Snapper with Candied Citrus & Asian Pear Salsa B) With roasted boniato, sauteed mustard greens, and honey chipotle butter sauce Grass Fed Beef Tenderlion C) Served medium- rare with mushroom jus, mashed cauliflower, and potato pancake

Points : 1 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 4948Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022531754.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022757113.PNG

190

Slide23


Column 1 Column 2 Mushroom Studel A) Red Bird Farms Chicken medaliions served with sauteed spinach with garlic and wild rice Chicken Medallion with Mushroom Tarragon Sauce B) Pineapple, vegetables and edamame simmered in red curry coconut milk sauce, served with brown rice and topped with pistachio nuts Red Curry Vegetables C) Crisp phyllo dough filled with mushrooms, fresh tarragon, goat cheese and pine nuts served with creamed spinach


191

Slide24


Column 1 Column 2 Mahi with Spicy Pineapple Broth A) Traditional baked lasagna with layers of pasta, rich meat sauce and ricotta cheese, served with sauteed broccoli Baked Meat Lasagna B) Mahi in spicy pineapple broth served with sweet potatows and a cool key lime cucumber relish Moroccan Braised Red Bird Farms Chicken C) Slow braised classic Morroccan spiced chicken, served with whole wheat cous cous and braiised beets


192

Slide25


Column 1 Column 2 Tilapia with Mediterranean Artichocke SauceA) Sauteed tilapia fillet with artichockes, roasted tomatoes, olives, and white wine lemon sauce served over pasta Natural Lamb Chops B) Homemade seitan, sauteed with marsala wine and button mushrooms served with sauteed rapini with garlic Seitan Marsala C) Served medium-rare with red wine and dried cherry reduction, mashed sweet potatoes and roasted cauliflower


193

Slide26


Column 1 Column 2 Gian Asian Vegetable Dumplings A) Served with Southwest avocado salsa, breaded yellow squash, and sun- dried tomato rice Sauteed Gulf Shrimp B) Served with zucchini, saffron orzo risotto, and roasted red pepper vinaigrette infused with hazelnut oil Lime Marinated Red Bird Farms Chicken C) Steamed dumplings filled with wok seared vegetables, edamame, ginger and garlic served with sweett Chili Dipping Sauce and grilled bok choy


194

Slide27


Column 1 Column 2 Churrasco Beef with Chimichurri A) Grilled grass fed beef steak drizzled with chimichurri, served with roasted new potatoed and suateed spinach with garlic and olive oil Five Spice Marinated Tofu B) Lemongrass mashed parsnips and carrots, snap peas and sweet soy drizzle Almond Crusted Trout C) Served with browned butter and lemon vinaigrette, roasted fingerling potatoes with fines herbes and sauteed green beans


195

Slide28


Column 1 Column 2 Chicken with Mushroom Madeira Demi Glace A) With yogurt sauce and fresh baked flour tortilla Seared Scallops B) Red Bird Farms chiken layered with touch of garlic butter and mushroom Medeira, served with farro salad and sauteed rapini with garlic Spicy Curried Cauliflower C) Grapefruit glazed scallops served with sweet corn risotto sautee with veal bacon


196

Slide29


Column 1 Column 2 Grilled Mexican Yellowtail A) With cornmeal gnocchi, grilled corn, and guajillo carrot puree Braised Beef with Sweet & Spicy Guava BBQ Sauce B) Served medium rare with roasted vegetable salsa and black beans with sauteed peppers and onions Cilantro Crusted Chiken C) Slowly simmerred grass fed beef with sweet and spicy guava bbq sauce, served with potato salad and sautee asparagus with garlic and olive oil


197

Slide30


Column 1 Column 2 White Corn Polenta A) Bone in Red Bird Farms chicken with garlic mashed potatoes, green beans, and traditional chicken gravy Peppered Turkey Medallions B) Served with stir- fried vegetables, udon noodles, and homemade teriyaki sauce Roasted Chicken C) With sauteed broccoli and bleu heese sauce Salmon Teriyaki D) Served with sauteed mushrooms, fingerling potatoes, and sautteed broccoli


198

Slide31


Column 1 Column 2 Monday A) Pomegranate Sorbet Tuesday B) Passionfruit Sorbet Wednesday C) Orange Sorbet Thursday D) Rasberry Sorbet Friday E) Lemon Sorbet Saturday F) White grape Sorbet Sunday G) Grapefruit Sorbet


199

Slide32


Column 1 Column 2 Monday A) Chocolate Gelato Tuesday B) White Chocolate Gelato Wednesday C) Coffee Gelato Thursday D) Peanut Butter Gelato Friday E) Coconut Gelato Saturday F) Banana Gelato Sunday G) Chai Gelato


200

Slide33


Column 1 Column 2 Monday A) White Chocolate Macadamia Cookie Tuesday B) Double Chocolate Chip Mint Cookie Wednesday C) Oatmeal Raisin Cookie Thursday D) Coconut Macaroon Friday E) Triple Ginger Cookie Saturday F) Peanuuut Butter Cookie Sunday G) Oatmeal Cranberry Chocolate Chip Cookie


201

Slide34


Column 1 Column 2 Monday A) Chocolate Mousse Tuesday B) Banana Foster Wednesday C) Warm Chocolate Cake with Ginger Anglaise Thursday D) Banana Changa Friday E) Cinnamon Angle Food Cake Saturday F) Vanilla Creme Brulee Sunday G) Oatmeal Cranberry Chocolate Chip Cookie


202

Slide35


Column 1 Column 2 Monday A) Spicy Turkey Soup Tuesday B) Mushroom Soup Wednesday C) Cauliflower Soup with Tandoori Yogurt Thursday D) Barley Vegetable Soup Friday E) Asian Vegetable Soup Saturday F) New England Clam Chowder Soup Sunday G) Chicken Sausage & White Bean Chili


203

Slide36

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide7.JPG Audio : None Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG 2) Button

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Slide37

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide8.JPG Audio : None Objects: 1) Text Caption : Front Five Middle Six Left of Three Breakdown Floor checker Station Five Teens Right of Four Left of Four 2) Text Entry Box 3) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard651212253207.PNG 4) Text Caption : A 5) Text Caption : B 6) Text Caption : C 7) Text Caption : D 8) Text Caption : E 9) Text Caption : F 10) Text Caption : G 11) Text Caption : H 12) Text Caption : I 13) Text Caption : A: 14) Text Entry Box

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15) Text Caption : B: 16) Text Entry Box 17) Text Caption : C: 18) Text Entry Box 19) Text Caption : D: 20) Text Entry Box 21) Text Caption : E: 22) Text Entry Box 23) Text Caption : F: 24) Text Entry Box 25) Text Caption : G: 26) Text Entry Box 27) Text Caption : H: 28) Text Entry Box 29) Text Caption : I: 30) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG

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Slide38

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide8.JPG Audio : None Objects: 1) Text Caption : Fill in the table number 2) Text Entry Box 3) Text Caption : A 4) Text Entry Box 5) Text Caption : A 6) Text Caption : C 7) Text Caption : D 8) Text Caption : E 9) Text Caption : F 10) Text Caption : G 11) Text Caption : H 12) Text Caption : I 13) Text Entry Box 14) Text Entry Box 15) Text Entry Box 16) Text Entry Box

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17) Text Entry Box 18) Text Entry Box 19) Text Entry Box 20) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG 21) Text Caption : Type the caption text here. 22) Text Caption : A 23) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard235614486564.PNG 24) Text Caption : A 25) Text Caption : B 26) Text Caption : B 27) Text Caption : C 28) Text Caption : D 29) Text Caption : E 30) Text Caption : F 31) Text Caption : G 32) Text Caption : H 33) Text Caption : I

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Slide39

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide8.JPG Audio : None Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492490921251.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG 3) Text Caption : Fill in the position number 4) Text Entry Box 5) Text Entry Box 6) Text Caption : A 7) Text Caption : B

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Slide40

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide8.JPG Audio : None Objects: 1) Text Caption : Fill in the position number 2) Text Entry Box 3) Text Entry Box 4) Text Caption : A 5) Text Caption : B 6) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492491150588.PNG 7) Text Entry Box 8) Text Entry Box 9) Text Caption : D 10) Text Caption : C 11) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG

210

Slide41

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide8.JPG Audio : None Objects: 1) Text Entry Box 2) Text Entry Box 3) Text Caption : A 4) Text Caption : C 5) Text Caption : D 6) Text Caption : E 7) Text Caption : F 8) Text Entry Box 9) Text Entry Box 10) Text Entry Box 11) Text Entry Box 12) Text Caption : B 13) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802022987761.PNG 14) Text Caption : Fill in the position number 15) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492491469501.PNG

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Slide42

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212

Slide43

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer From which side is food served to and cleared from guest? right Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 10229Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG 2) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG

213

Slide44

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer What line do you get your patty/ pancakes/ French toast from? 1, Line 1, one, line one Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 10392Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

214

Slide45

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer What line do you get the pizza/ Vegatarian Burger from? Middle line, Middle Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 10553Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

215

Slide46

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer What color ticket do you turn in for an appetizer? Yellow Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 10713Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

216

Slide47

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer What is the portion size (prior to being cooked) of our fish, chicken and beef/lamb? 4 Ounces, 4 oz Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 10874Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

217

Slide48

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer What is the portion siz of our ice-cream/ gelato, sorbet? 2.5 Ounces, 2.5 oz Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 11035Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

218

Slide49

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Short Answer How many cookies are in serving? 2, Two Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 11196Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide10.JPG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802023282572.PNG

219

Slide50

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide11.JPG Audio : None Objects: 1) Button 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802042754741.PNG

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Slide51

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide12.JPG Audio : None Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802042754741.PNG 2) Image : 3) Text Caption : Situation 1 Mr. Jason and his wife have breakfast at dining room in the morning, Menfis is their server. They sit at table 33. Mr.Jason sit at position 2. He orders orange juice for his wife and regular coffee for himself. He also wants Mesquite

Pancakes. His wife wants only mix berries and she will go to Omelet Bar. .... Please write down the correct Abbreviation for this situation. 4) Text Entry Box

221

5) Text Entry Box 6) Text Entry Box 7) Text Entry Box 8) Text Entry Box 9) Text Entry Box 10) Text Entry Box

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Slide52

Properties: Display Time : 3.00sec Transition : No Transition Navigation : Go to the next slide Background : Slide12.JPG Audio : None Objects: 1) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard802042754741.PNG 2) Image : C:\Users\vaio\AppData\Local\Temp\Clipboard492491469501.PNG 3) Image : 4) Text Caption : Guest “A” wants Cranberry Juice, Gazpacho soup, Sautee Gulf Shrimp and

Fruit plate. Guest “D” wants Grapefruit Juice, Miso soup and plain grill salmon mashed cauliflower, and

rasberry sorbet. Guest “F” wants Chicken Noodle Soup and Giant Asian Vegetable Dumpling. Guest “E” wants Barley vegetable soup and Chocolate Mousse. 5) Text Caption : 4 6) Text Caption : 30 7) Text Caption : Nicole 8) Text Entry Box

223

9) Text Entry Box 10) Text Entry Box 11) Text Entry Box 12) Text Entry Box 13) Text Entry Box 14) Text Entry Box 15) Text Entry Box 16) Text Entry Box 17) Text Entry Box 18) Text Entry Box 19) Text Entry Box

224

Slide53

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Slide54

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Fill-In-The-Blank At Breakfast time, Main Dining room opens at 7 to <1> a.m. 1: _______________________ Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 13336Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide14.JPG

226

Slide55

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Fill-In-The-Blank At Lunch time, Main Dining room opens at 11.30 a.m. to <1> p.m. 1: _______________________ Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 13457Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide14.JPG

227

Slide56

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Fill-In-The-Blank At Dinner time, Main Dining room opens for <1> minutes. 1: _______________________ Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 13651Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide14.JPG

228

Slide57

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Fill-In-The-Blank At Breakfast time, Double U Cafe opens from <1> to 9.30 a.m. 1: _______________________ Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 13824Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide14.JPG

229

Slide58

Properties: Display Time : 3.00sec Transition : No Transition Audio : None Fill-In-The-Blank At Lunch time, Double U Cafe opens from 11.30 a.m. to <1> p.m. 1: _______________________ Points : 10 Type : Graded Passing grade-Action : Continue Failing grade-Action : Continue Number of attempts : 1 Failure levels : 1 Reporting-Objective Id : Quiz10111 Reporting-Interaction Id : 13997Objects: 1) Image : C:\Users\vaio\Desktop\Self- Study Test\Slide14.JPG

230

Slide59

Properties: Display Time : 3.00sec Transition : No Transition Background : Slide 6 Background Audio : None Which one is not Gluten?

A) Wheat B) Barley C) Oat D) Rye


231

Slide60

Properties: Display Time : 3.00sec Transition : No Transition Audio : None

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BIOGRAPHICAL INFORMATION Sukritdha Noynawas 85/6 Bangkapischool. Sareethai Rd, Klongjun Bangkapi Bangkok Thailand. Phone : 6682-9528889 E-mail address: [email protected] Work Experiences: Jan 11- Jan 12 Food and Beverage Training at Canyon Ranch Tucson, Arizona.

Upon arriving to work, server receives pager with a pre-assigned number.

Greets guests in a polite, positive manner; takes beverage orders. Answers questions about the menu and takes food orders. Server turns food order into Kitchen and serves appetizer. Serves guests their desired entrees in a friendly, efficient manner. Checks on guests periodically throughout their meals and attends

to their needs. Understands and studies Canyon Ranch nutrition philosophy,

menu ingredients, as well as the Ranch's overall operation, philosophy, activities and services in order to better answer guest questions.

Performs clean-up duties after each meal service and prepares and sets up for next meal.

Adheres to Canyon Ranch standards for guest service. Refers guest problems or complaints to supervisor according to

Canyon Ranch guest problem resolution policy. Reports and documents any observed or known safety hazards,

conditions or unsafe practices and procedures to management immediately.

Performs other job-related duties as directed. May – Dec 10 Food Service Sales Executive at Ajinomoto Sales (Thailand) Co., Ltd.

Sales product to Hotel, Restaurant, Catering market according to customers target to achieve target sales.

Visit regularly of all customers in order to keep them updates with new products, promotions and to continue high level of sales including participate in all events and activities of the company as required.

Jan 10- Present Education media designer (part time) 2009 - Present Sales Executive at Golf Pro Staff Co., Ltd., Bangkok, Thailand. Apr 09 – Apr 10 Full- time Teacher at Yothinburana school (English program) capable

to educate hotel and restaurant management class.

2005 – 2009 Public relations and model. May 08– Mar 09 Teacher trainees at Sarawittaya School, Bangkok, Thailand. Responsible for Home Economics Class.

mailto:[email protected]

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Mar-Jun07 Joined work and travel program in USA as a cashier in Thunder falls

terrace restaurant at Universal Studio, Orlando. Florida. Jul 07 Social work, as a teacher in order to take care of villagers in rural

area. 2005 – 2006 Boutique owner at Tawanna shopping center, Bangkok Thailand Education: Jul 09 – Present Silpakorn University, International College (Bangkok, Thailand)

Master of Business Administration Major: Hotel and Tourism Management

Jun 04 – Mar 09 Kasetsart University (Bangkok, Thailand) Bachelor of Education (first honors degree) Major: Home Economics Education

May 01 – Mar 04 Bangkapi School (Bangkok, Thailand)

Major: Science – Mathematics

Award:

A Medal, Best Student, Excellence Academics notice, faculty of Education Kasetsart University, Bangkok. Thailand. (2008)

A Medal, Best Student, Excellence Academics notice, faculty of Education, Kasetsart University, Bangkok. Thailand. (2007)

A certificate, First prize in Teaching contest, Home Economics Education, Kasetsart University, Bangkok. Thailand(2006)

Others: Specialized skills: Competent in MS Offices: Words, Excel, and Power point

Speak two languages: Proficient Thai and English

(Thai native speaker) Proficient in typing both Thai and English

Interests and activities: Traveling, cooking, music, movies, books, and sports

Personal Information: Date of Birth: January 22nd, 1986

Nationality: Thai

Marital Status: Single

Character: Smart, flexible, responsible.

to research advisor, Ajarn Christophe Mercier who

Documents

Transcript of to research advisor, Ajarn Christophe Mercier who