engleski

The management of service system in the hospitality sector

In the process’ of preparation and giving services in hospitality, the guest is a middle man, because he in turn is the producer and consumer of the given service, and his behaviour and att itude are very sensitive. Services in hospitality in the sense of exchange of goods and services has market value for each good and service exchanged, that is, not only for the individual who is off ering the service but to the consumer as well. Market value becomes realistic only when two objectives are met: the fi rst has to do with the material goods and the staffi ng in a hospitality business, and the second is focused on the consumer that shows the needs and the will to buy these services/goods from the individual who is selling them. The most common elements are seen in the service system which are: three elements fall into the actual service building (internal organizational systems, material tools and the service staff ), two elements are connected with the market (guest A and guest B), and two elements are the results between interactions of guest A and guest B with included elements of the service building, and the results are the service A and service B provided. Between these elements in the service systems follows a primary relationship, internal and same-time relationships. Looking at the systems generally, the explanation of services raises problems in eff ectiveness of these concepts in the sense of managerial decision making. The challenges of the individual who is giving a service is that the individual must seek new eff ective ways of giving a particular service, that is, management has the task of understanding that the service systems must always be in mind in order to create and maintain a service system that will fulfi l the expectations of guests as well ease the guests in the actual system

serving system, elements

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