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UNIVERSIDAD AUTONOMA DEL ESTADO DE HDALGO INSTITUTO DE CIENCIAS ECONOMICO ADMINISTRATIVAS LICENCIATURA EN GASTRONOMIA

TOURISM MANAGEMENT L.A.E. SANTOSCOY DUEAS IVAN ALEJANDRO ANTHOLOGY OF TOURISM MANAGEMEN

BALLINAS RIVERA IRIT MIREYA BOBADILLA SERRANO JULIO CESAR HINOJOSA CERON JORGE LUIS RUIZ SANCHEZ CLARA VITAL CHAVEZ GLADYS VIRIDIANA YAEZ CAMPOS ANA ELIUD

MAYO 2010

TOURISTIC ADMINISTRATION Administration consists of the performance or management of business operations and thus the making or implementing of major decisions. Administration can be defined as the universal process of organizing people and resources efficiently so as to direct activities toward common goals and objectives. Administrator can serve as the title of the gen eral manager or company secretary who reports to a corporate board of directors. This title is archaic, but, in many enterprises, this function, together with its associated Finance, Personnel and management information systems services, is what is intende d when the term "the administration" is used. In some organizational analyses, management is viewed as a subset of administration, specifically associated with the technical and mundane elements within an organization's operation. It stands distinct from e xecutive or strategic work. In other organizational analyses, administration can refer to the bureaucratic or operational performance of mundane office tasks, usually internally oriented and reactive rather than proactive. The world's first business school, the Ecole Suprieure de Commerce de Paris, France, was established in 1819. The first business school in the United States, the Wharton School of the University of Pennsylvania, was founded in 1881. Anecdotically, top French business school HEC was also created in 1881, while Harvard Business School, founded in 1908, was born just one year after France's prestigious ESSEC Business School. Administrative functions Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals. These "functions" of the administrator were described by Henri Fayol as "the 5 elements of administration" (in bold below). Planning is deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from wh ere the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short -range and long-range planning. Organizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization (Coordinating). Organizing must take into account delegation of authority and responsibility and span of control within supervisory units. Staffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions.

Directing (Commanding) is leading people in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on economic production. Controlling is the function that evaluates quality in all area s and detects potential or actual deviations from the organization's plan. This ensures high quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurement of performance, and institution of corrective actions. Budgeting, exempted from the list above, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.

MANAGEMENT Management in all business areas and organizational activities are the acts of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Because organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage other s Management can also refer to the person or people who perform the act(s) of management. It can also be described as a pretend subject. he verb manage comes from the Italian maneggiare (to handle especially tools), which in turn derives from the Latin manus (hand). The French word mesnagement (later mnagement) influenced the development in meaning of the English word management in the 17th and 18th centuries.[1] Some definitions of management are: Organisation and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (19092005), the basic task of a management is twofold: marketing and innovation. Directors and managers who have the power and responsibility to make decisions to manage an enterprise. As a discipline, management comprises the

interlocking functions of formulating co rporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. I n large firms the board of directors formulates the policy which is implemented by the chief executive officer. Theoretical scope Mary Parker Follett (18681933), who wrote on the topic in the early twentieth century, defined management as "the art of gett ing things done through people". She also described management as philosophy.[2] One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach on e's intended goal. This applies even in situations where planning does not take place. From this perspective, Frenchman Henri Fayol[3] considers management to consist of seven functions: 1. 2. 3. 4. 5. 6. 7. planning organizing leading coordinating controlling staffing motivating

Some people, however, find this definition, while useful, far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class. One habit of thought regards management as equivalent to "business administration" and thus excludes management in places outside commerce, as for example in charities and in the public sector. More realistically, however, every organization must manage its work, people, processes, technology, etc. in order to maximize its effectiveness. Nonetheless, many people refer to university departments which teach management as "busin ess schools." Some institutions (such as the Harvard Business School) use that name while others (such as the Yale School of Management) employ the more inclusive term "management." English speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation. Historically this use of the term was often contrasted with the term "Labor" referring to those being managed. Nature of managerial work

In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (f or employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely. In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politi cians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor. Management topics Basic functions of management Management operates through various functions, often classified as planning, organizing, leading/directing, and controlling/monitoring. Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action. Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans. Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs. Leading/Directing: Determining what needs to be done in a situation and getting people to do it. Controlling/Monitoring: Checking progress against plans.

Formation of the business policy The mission of the business is its most obvious purpose -- which may be, for example, to make soap. The vision of the business reflects its aspirations and specifies its intended direction or future destination. The objective of the business refers to the ends or activity at which a certain task is aimed. The business's policy is a guide that stipu lates rules, regulations and objectives, and may be used in the managers' decision -making. It must be flexible and easily interpreted and understood by all employees. The business's strategy refers to the coordinated plan of action that it is going to take, as well as the resources that it will use, to realize its vision and

long-term objectives. It is a guideline to managers, stipulating how they ought to allocate and utilize the factors of production to the business's advantage. Initially, it could help the managers decide on what type of business they want to form. How to implement policies and strategies All policies and strategies must be discussed with all managerial personnel and staff. Managers must understand where and how they can implement t heir policies and strategies. A plan of action must be devised for each department. Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes.

Assessments of progress ought to be carried out regularly by top-level managers. A good environment and team spirit is required within the business.

The missions, objectives, strengths and weaknesses of each department must be analyzed to determine their roles in achieving the business's mission. The forecasting method develops a reliable picture of the business's future environment. A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives. All policies must be discussed with all managerial personnel and staff that is required in the execution of any departmental policy. Organizational change is strategically achieved through the implementation of the eight -step plan of action established by John P. Kotter: Increase urgency, get the vision right, communicate the buy -in, empower action, create short-term wins, don't let up, and make change stick. Where policies and strategies fit into the planning process They give mid- and lower-level managers a good idea of the future plans for each department in an organization. A framework is created whereby plans and decisions are made.

Mid- and lower-level management may add their own plans to the business's strategic ones. multi-divisional management hierarchy The management of a large organization may have three levels:

1. 2. 3. 4. 5.

Senior management (or "top management" or "upper management") Middle management Low-level management, such as supervisors or team-leaders Foreman Rank and File

Top-level management Require an extensive knowledge of management roles and skills. They have to be very aware of external factors such as markets. Their decisions are generally of a long -term nature

Their decisions are made using analytic, direc tive, conceptual and/or behavioral/participative processes They are responsible for strategic decisions.

They have to chalk out the plan and see that plan may be effective in the future. They are executive in nature.

Middle management Mid-level managers have a specialized understanding of certain managerial tasks. They are responsible for carrying out the decisions made by top -level management. Lower management This level of management ensures that the decisions and plans taken by the other two are carried out. Lower-level managers' decisions are generally short -term ones.

Foreman / lead hand They are people who have direct supervision over the working force in office factory, sales field or other workgroup or areas of activity. Rank and File The responsibilities of the persons belonging to this group are even more restricted and more specific than those of the foreman. TOURISM Tourism is travel for recreational, leisure or business purposes.The World Tourism Organization defines tourists as people who "travel to and stay in

places outside their usual environment for more than twenty -four (24) hours and not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from wi thin the place visited".[1] Tourism has become a popular global leisure activity. In 2008, there were over 922 million international tourist arrivals, with a growth of 1.9% as compared to 2007. International tourism receipts grew to US$944 billion (euro 642 billion) in 2008, corresponding to an increase in real terms of 1.8%.[2]

Tourism is vital for many countries, such as Egypt, Greece, Lebanon, Spain and Thailand, and many island nations, such as The Bahamas, Fiji, Maldives and the Seychelles, due to the large intake of money for businesses with their goods and services and the opportunity for employment in the service industries associated with tourism. These service industries include transportation services, such as airlines, cruise ships and taxis, hospitality services, such as accommodations, including hotels and resorts, and entertainment venues, such as amusement parks, casinos, shopping malls, various music venues and the theatre. Theobald (1994) suggested that etymologically, the word "tour" is de rived from the Latin 'tornare' and the Greek 'tornos,' meaning 'a lathe or circle; the movement around a central point or axis.' This meaning changed in modern English to represent 'one's turn.' The suffix -ism is defined as 'an action or process; typical behavior or quality' whereas the suffix -ist denotes one that performs a given action. When the word tour and the suffixes -ism and -ist are combined, they suggest the action of movement around a circle. One can argue that a circle represents a starting po int, which ultimately returns back to its beginning. Therefore, like a circle, a tour represents a journey that is a round trip, i.e., the act of leaving and then returning to the original starting point, and therefore, one who takes such a journey can be called a tourist.[5] Hunziker and Krapf, in 1941, defined tourism as people who travel "the sum of the phenomena and relationships arising from the travel and stay of non residents, insofar as they do not lead to permanent residence and are not connected with any earning activity."[6] In 1976, the Tourism Society of England's definition was: "Tourism is the temporary, short -term movement of people to destination outside the places where they normally live and work and their activities during the stay at each destination. It includes movements for all purposes."[7] In 1981, the International Association of Scientific Experts in Tourism defined tourism in terms of particular activities selected by choice and undertaken outside the home.[8] The United Nations classified three forms of tourism in 1994, in its "Recommendations on Tourism Statistics:[9] Domestic tourism, which involves residents of the given country traveling only within this country. Inbound tourism, involving non -residents traveling in the given country. Outbound tourism, involving residents traveling in another country.

Theobald (1994) suggested that etymologically, the word "tour" is derived from the Latin 'tornare' and the Greek 'tornos,' meaning 'a lathe or circle; the movement around a central point or axis.' This meaning changed in modern English to represent 'one's turn.' The suffix -ism is defined as 'an action or process; typical behavior or quality' whereas the suffix -ist denotes one that performs a given action. When the word tour and the suffixes -ism and -ist are combined, they suggest the action of movement around a circle. One can argue that a circle represents a starting point, which ultimately returns back to its beginning. Therefore, like a circle, a tour represents a journe y that is a round trip, i.e., the act of leaving and then returning to the original starting point, and therefore, one who takes such a journey can be called a tourist.[5] Hunziker and Krapf, in 1941, defined tourism as people who travel "the sum of the phenomena and relationships arising from the travel and stay of non residents, insofar as they do not lead to permanent residence and are not connected with any earning activity."[6] In 1976, the Tourism Society of England's definition was: "Tourism is the t emporary, short-term movement of people to destination outside the places where they normally live and work and their activities during the stay at each destination. It includes movements for all purposes."[7] In 1981, the International Association of Scie ntific Experts in Tourism defined tourism in terms of particular activities selected by choice and undertaken outside the home.[8] The United Nations classified three forms of tourism in 1994, in its "Recommendations on Tourism Statistics:[9] Domestic tourism, which involves residents of the given country traveling only within this country. Inbound tourism, involving non -residents traveling in the given country. Outbound tourism, involving residents traveling in another country.

TYPES OF THE TOURISM The Leisure & Tourism sector is very fragmented, covering a wide and diverse range of products and services. As the sector continues to grow globally, so do the openings for UK companies.

Types of possible tourism around the world. Pilgrimage Tourism - Pilgrimages have created a variety of tourist opportunities in medieval period and even in todays modern tourism, they stand as an important stream of tourism. Health Tourism Even though health tourism existed long before, it gai ned importance during eighteenth century. This tourism is associated with spas, places with health-giving mineral waters, treating diseases from gout to liver disorders and bronchitis. As a number of doctors have highlighted the benefits of bathing in sea water, and sea bathing, even this has become a part of health tourism.

Winter Tourism Winter sports contribute to winter tourism. Many water sports holiday packages are available at places in many countries apart from Ski and Snow festival tours organized annually. Skiing is extremely popular in the mountainous areas. Ski festivals have variety of events like ski and sled competitions, ski and snow board lessons, performances and recreational activities. Majority of the event participants are from countri es with a warm climate. Mass tourism - Mass travel is possible with improvements in technology allowing the transport of large numbers of people in a short period of time to places of leisure interest. Through this, greater numbers of people enjoy the benefits of leisure time. The increase in the speed of Railways, the better Sea travel options, and the increase in the number of improved Air travel services, the mass travel has grown and developed internationally. Niche Tourism - Physical activity or sports-oriented niche tourism includes adventure tourism such as the mountaineering and hiking (tramping), the backpacker tourism, the sport travel for golf and scuba diving or see a sports event and extreme tourism for people interested in risky activities. Th ere are many types of niche tourism. Some of them are given below. The Learning-oriented niche tourism includes audio tourism and audio walking tours. The Bookstore tourism involves the travelers visiting independent bookstores. The Creative tourism inclu des attending cultural festivals, events, and workshops. The Educational tourism is to attend classes and learn certain faculties. The Ancestry tourism is to visit and learn about the birth places. The Hobby tourism is to gather more information about h obbies and this involves garden tours, amateur radio DX -peditions, or square dance cruises. The Music and Dance tourism involves focusing on cultural and arts activities with more emphasis on music and dance. The Heritage tourism involves visiting places to know about the heritage and culture of those places. There are many sub-types in nature and environment oriented tourisms, such as the Coastal tourism, the Eco tourism, the Garden tourism, and the Rural tourism or the Agritourism. The Lifestyle -oriented niche tourism types include the Gay tourism, the Gourmet tourism, the Wine tourism, the Health tourism, the Medical tourism, the Inclusive tourism or the Accessible Tourism for people with disabilities, the Mystical tourism involving Meditation, yoga, an d rituals. Other miscellaneous types of niche tourism are given below. The Dark tourism includes travel to sites associated with death and suffering, such as the scene of the Hindenburg airship disaster, or to the sites of disasters (Disaster tourism).

The Free Independent Tourism involves a sector of the market in which the tourists select their own accommodation and transport, rather than using the established tourism booking system. The Pop-culture tourism is the tourism by those that visit a particula r location after reading about it or seeing it used as a location in a film. The Perpetual tourism involves those individuals who are always on vacation, some of them for tax purposes to avoid being resident in any country. The Sacred travel or metaphysical tourism is a form of New Age travel where believers travel to and perform rituals at religious sites. The Shopping tourism promotes shopping festivals such as the Dubai Shopping Festival. The Space tourism is traveling in outer space or on spaceships . The Visiting Family and Relatives (VFR) Tourism is traveling to visit persons related by close family ties and it combines the vacation -type activities. The Distinct form ancestry tourism involves genealogical research. The Armchair tourism and virtual tourism do not require traveling physically, but involves exploring the world through internet, books, or TV.

leasure: need for change, see something new * Culture (ethnic) * History, heritage * Nature-based (eco-) tourism * Farm-based, rural tourism * Personal development, health * Visit friends, family * Social status (to brag!) * Recreation Mass tourism has been stagnating and declining in recent years. The Costa del Sol and the Baleares, which attracted millions of tourists annually during the 1980s and 1990s, and other resorts such as Cancun have seen declining tourist numbers as they have become seen as untidy or ugly or simply lacking in kudos due to their past popularity. The mass tourist economy has also been hit badly by terrorism, with specific attacks on destinations such as Bali and Kenya. For the past few decades other forms of tour ism have been becoming more popular, particularly:

Ecotourism: Sustainable tourism which has minimal impact on the environment, such as safaris (Kenya) and Rainforests (Belize), or National Parks. Cultural tourism: Usually urban tourism, visiting historical or interesting cities, such as London, Paris, Prague, Rome, New York etc. Heritage tourism: Visiting historical or industrial sites, such as old canals, railways, battlegrounds etc. Health tourism: Usually to escape from cities or relieve stress, often to "health spas". Sex tourism: Usually consists of men from Western countries such as the United States and Germany visiting Third World countries for purposes of sexual acts, often with prostitutes and minors. Sport tourism: Particularly skiing.

CHARACTERISTICS OF TOURISM 1. Intangibility. Tourism products have a tangible and other intangible components. Tangibility is observed in the bed of a hotel, overbooking, the quality of the food. The tangible part is the tourist product, as is offe red by the tourism service company. The intangibility follows from the fact that the characteristics of the components of a tourist product can not be tested by means of the senses. Tourists generate expectations, imagine what the product, what you will us e, and what results to expect. Intangibidad This component makes consumers unsure of what they buy, or the benefit that really going to get when taking the product. 2. Expiration. Tourism products can not be stored. 3. Aggregability and substitutability. T he tourism product is formed from the aggregation of several components, some of which may be substituted for another immediately. 4. Heterogeneity. The tourism product consists of many parts, and conditioned by many factors. 5. Subjectivity, individuality, immediacy and simultaneity of production and consumption. It is subjective because it depends on the conditions in which they are customers and borrower at the time of consumption. The satisfaction that are individual and different from person to person. Its consumption is simultaneous to its actual production, so that the product is actually created at the same time it is consumed. 6. Other: This is a seasonal product. The liquidity or cash flow is high
Types of Food and Beverage Facilities Consulted

Full menu restaurants (formal & casual) Lodging food service (within and free -standing adjacent) Theme restaurants Military food service Limited menu restaurants Contract food service Quick service restaurants Country clubs Cafeterias City clubs Employee food service Community clubs Recreation food service
By type of food

* Buffet restaurant. You can choose yourself a variety of dishes and prepared for the self. Sometimes it pays a fixed amount and sometimes by amount consumed (weight or types of dishes). Founded in the 70's, is a quick and easy to serve large groups of people.

* Fast Food Restaurant (fast food). Casual restaurants where food is consumed simple and rapid preparation as burgers, fries, pizza or chicken. Some of the most popular chain restaurants are McDonald's, Burger King, Quick, KFC, Pizza Hut or Domino's pizza.

* Restaurants and gourmet cuisine. Food is high quality and served at the table. The order is "a la carte or chosen from a" menu ", so that food is cooked to order. The cost is according to the service and the quality of the food it consumes. There are waiters or waitresses, led by a Maitre. The service, decor, ambience, food and drinks are carefully chosen.

* Theme Restaurants. They are sorted by the type of food offered. The most common are as home cooking, the most popular around the world: Italian food and Chinese cuisine, but also mexican cuisine, Japanese cuisine, Spanish cuisine, French cuisine, Peruvian cuisine, Thai cuisine, restaurants, entertainment, among others.

* Take away or take away. Are establishments that offer a variety of first courses, second, and a variety of snacks, which are set out in hot or cold display cases, depending on their condition. The customer chooses the offer and drawing up a menu to your liking, because the offer is made for individual portions or as groups of menus. Within the take away you can find specialized in a particular type of product or a particular ethnic cuisine. Like fast food, dishes and utensils are used dispo sable containers. One example is the rotisserie, the broiler chickens, etc.
By type of service

American Service: Service by waiters served with the dishes and snacks served in the kitchen as individual orders. The dishes are arranged on trays and transferr ed to the table. Meals and drinks are served and retired from the right, except that annoy the customer, remember that the procedures should provide the service. English service: The food is offered to the customer on a plated or source and is served by th e left help of pliers. The dish must be mounted with taste and care, with the main ingredient to the client and guiding the upper side. French service: Here are on plaques or food sources and are presented and offered to the customer on the left, and it is he who is served. Buffet Service: Lunch is available in source on tables or counters and customers are served by themselves or are helped by the kitchen staff. The waiter serves drinks, possibly the dessert table collects and presents the bill. Service "Guridon" The fancy restaurants or called for "Gourmet" use this service to highlight the personal attention and skills. Here food is assembled, portions, seasoned or prepared to the client leaned on a table called "Guridon." The plate mounted on the right is served. Self: The customer chooses his food from the exhibition area, moves it in a tray and was canceled at the end of the line. The waiter simply remove the dishes and keep your workspace clean.
By the quality of the service

How are the restaurants?

Like hotels, the restaurants also receive a ranking based on several concepts: Facilities, services, menu, etc.., Being the service of the waiters at the tables one of the most valued criteria. Many countries have no regulations or standards for grading fo r restaurants, listed below are a summary of the basic requirements taken as parameters for classifying international restaurants. Luxury Restaurants (five forks) Such establishments must have an effective organization, governed by rules and procedures and have internal and external policies for management. The restaurants of this type are usually decorated with fine wood, tables and chairs must be in keeping with the decor, carpets of very good quality, music (live or environmental) should be smooth, lig hts (bulbs and lamps) should be adjustable and air conditioning must be controlled by thermostat. Food and drinks are mandatory that can be of the quality, hygiene must reign in all areas: forehead, salted, kitchen, bathrooms and, finally, the staff must b e properly uniformed. The service personnel also are trained for each task should be trained periodically to ensure an efficient and elegant. In addition they should have: Input for independent customer service staff. Cloakroom and lobby or waiting roo m. Dining area with adequate capacity. insulated booths and telephone handset to the customer service. Air conditioning. Health services with luxury facilities, separate for ladies and gentlemen. Decoration in harmony with the rank of the establi shment. Cold buffet in sight, in the dining room (optional). Various accessories: flaming carts, side tables, cubrefuentes. Kitchen with store, warehouse, cold room, pantry, office, ovens, grill, grill fish and meat dishes, sinks, exhaust fumes and o dors. Charter a variety of dishes of national and international cuisine and extensive wine list regularly amended. Qualified Personnel in uniform. cutlery stainless steel or silver. Food First (four forks) Input for independent clients of the staff.

Waiting room. Wardrobe (in cold countries). Cordless Phone. Dining area with adequate capacity. Air conditioning, heating and cooling. Furniture and decoration of high quality. Health services separate for ladies and gentlemen. Kitchen with separate cold store for fish and meats, oven, pantry, store, warehouse, outdoor sinks and ventilation. properly uniformed service personnel. stainless steel cutlery. Restaurants (set at three forks) Entry to customers independent of the service person. Wardrobe. Wireless Phone customer service. Dining area with adequate capacity. Quality furnishings. Independent Health services for women (including children) and gentlemen. Kitchen with cold room, pantry, storage sinks, vents o utside. Charter in line with the category of the establishment. properly uniformed service personnel. stainless steel cutlery. Restaurants third (two holders) Dining area with adequate capacity. Cordless Phone. Furniture appropriate. stainless cutlery, crockery or glass, glassware and linens easily with cloth or paper napkins. Health services separate for ladies and gentlemen. Kitchen sink with hot water, cold room or refrigerator, pantry and extractor fan.

uniformed service personnel at least white coat. Charter simple. Restaurants fourth (a fork) Separate Dining kitchen. stainless cutlery, crockery and glass, glassware simple cloth or paper napkins. decent sanitation services. Staff well groomed. Charter simple.

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