MANAGER ON DUTY PROCEDURES MANUAL

When the general manager is not on duty, someone must be designated in charge, on the premises, and so indicated...

MANAGER ON DUTY PROCEDURES MANUAL

INDEX

ADMIN-1 ADMIN-2 ADMIN-3 ADMIN-4 ADMIN-5 ADMIN-6 ADMIN-7 ADMIN-8

Management Coverage As Management Development General Manager's Responsibilities Manager On Duty Procedures Manual Manager On Duty Job Description Training The New Manager On Duty Scheduling Outline of Shift Activities Manager On Duty Station

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

MANAGEMENT COVERAGE AS MANAGEMENT DEVELOPMENT

ADMIN -1

The hotel never closes. This is a fact of life peculiar to our industry. It is confirmed by the Hotel Group Rules of Operation that establishes 24-hour management coverage as the obligation of every hotel. The Manager on Duty program is an action plan designed to pull maximum benefits from our commitment to 24-hour service for our guests. Its advantages lie in the viewpoint that management coverage contributes to management development. The Importance of Preparation The individuals who work as managers on duty are being given first-hand experience at running the entire hotel. This position should be awarded on the basis of adequate preparation and sufficient authority to perform as effectively as a general manager. Acting as manager on duty can then be regarded as a privilege and not as a burden, as a career development step instead of a "caretaker" function. The Manager on Duty program supports this viewpoint in several ways: 1) 2) 3) A job description that clearly defines the criteria for selecting a manager on duty, and the limits of authority and responsibilities to be observed by every manager on duty. A manual that provides a resource on customer contact skills, emergency procedures, and policies critical to competence as a manager on duty. A training schedule that outlines the activities to be completed by a new manager on duty in order to prepare for the job.

In addition, the manager on duty should be supported by shift leadership in each department so that the department's operations run smoothly in the manager's absence. The shift leader then benefits from management coverage by learning what is needed to supervise the department's functions. However, the same principle applies to the shift leader as to the manager on duty the shift leader can only succeed when given enough preparation and authority. Objectives of the Program Developing managers through management coverage to handle more responsibility can win greater commitment by those managers to the objectives of the program:

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1)

Guest service: The program relies heavily on the participation of the manager on duty, who is expected to handle guest complaints and authorize refunds when necessary. The manager on duty can also assist with heavy business activity at the front desk and in the restaurant. Quality assurance: The manager on duty conducts at least one routine inspection of the public areas of the hotel, checking for service and safety items, and observing employee performance. This information is reported to the general manager and other department heads. Loss prevention: Under normal circumstances and in times of emergency, the manager on duty is responsible for the safety and security of the hotei's guests, employees, and assets.

2)

3)

The hotel and its guests can also capitalize on the "bench-strength" developed among the staff whenever turnover occurs or the general manager must be absent. Regarding management on duty as an incentive and developing managers with this viewpoint in mind provides a sound foundation of leadership at the hotel and a resource of talent for the company. The end result can only be an improved level of service to the guest, who must rely on that qualified leadership - day or night.

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

GENERAL MANAGERRESPONSIBILITIES

ADMIN -2

The general manager has specific obligations in the maintenance of a successful manager on duty program. These responsibilities are covered in more detail in the related sections of the administrative Guidelines. 1) 2) 3) 4) Manager on duty training Manager on duty schedules Maintenance of the Manager on Duty Procedures manual, such as completion of Section 800. Ongoing discussion of Manager on Duty Report items and manager on duty responsibilities in regular staff meetings.

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

MANAGER ON DUTY PROCEDURES MANUAL

ADMIN - 3

The Manager on Duty Procedures manual is the heart of the program. it has two major sections: the "Administrative Guidelines," and the "Reference Manual." Administrative Guidelines (ADMIN Sections) The "Administrative Guidelines" section covers the procedures for setting up and maintaining the manager on duty program at your hotel. Reference Manual (Sections 100 - 700) The "Reference Manual" is intended for routine use by all managers on duty. The procedures given in the manual have been derived from other company resources, such as the Loss Prevention manual and the Hotel Standards manual. The topics covered were selected on the basis of the areas of authority and responsibility assigned to the manager on duty. Thus the "Reference Manual" pulls together a combination of materials from security to guest service adapted specifically to the manager on duty's role. The "Reference Manual" should be kept in a central location, such as the manager on duty station, so that it is always available to the manager on duty. Section 800 - Hotel Policies This tab in the "Reference Manual" has been included to allow each hotel to customise the contents with information specific to its operation that is applicable to the manager on duty. Some suggested additions are listed below: 1) 2) 3) 4) 5) 6) 7) 8) Map of the hotel (should. indicate the location of: fire extinguishers; main cut-offs for gas, electricity, and water; handicap rooms; first aid kits) Emergency telephone numbers (including the after-hours number for the hotel laundry/dry cleaning service) Staff names, telephone numbers (home and office), and beeper numbers Room rate structure Priority Club benefits specific to the hotel List of manager on duty keys Procedures for the manager on duty bank Explanation of local laws (liquor licensing and consumption laws, innkeeper liability laws, and other state and local statutes) relevant to the manager on duty

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9)

Operating policies of the hotel, district, and/or region applicable to the manager on duty. The manager on duty is referred in the "Reference Manual" to the hotei's operating policies in the following areas: Check cashing policy Eviction Trespassing Handling obnoxious/disturbed guests Emergencies that require the chief engineer to be called to the hotel Use of the fireman's return key for the elevators

A statement regarding the hotel's policy on these subjects should be included in Section 800. 10) 11 ) 12) List of situations in which the general manager or district/regional office must be called. Insurance company information and forms A list of employees certified to administer cardiopulmonary resuscitation (CPR)

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

MANAGER ON DUTY JOB DESCRIPTION

ADMIN - 4

Hotel Operations requires all hotels to have a manager on duty available to guests 24 hours a day. The Manager on Duty program was created to help you fulfil this obligation. Therefore, you may wish to use the job description provided with this program as your guide in the selection and training of your managers on duty. The following information explains the reasons for each section of the job description. Recommended Selection Criteria The recommended criteria for selection of managers on duty should be considered as a whole. All managers on duty should meet all four requirements. 1) Is a salaried exempt staff member. The activities of a manager on duty can involve longer working hours. Therefore, the individuals who serve as managers on duty should be salaried, exempt employees. This recommendation is intended to prevent the need for payment of overtime to a nonexempt employee as a result of hours worked as a manager on duty beyond a regular eight-hour shift. 2) Is a supervisor. The individuals serving as managers on duty should already have been given the authority as supervisors to discipline employees and make decisions affecting the operation of a single department. The trust and authority given to a manager on duty in the interest of the entire hotel should be perceived by its guests and staff as an extension of the trust and authority given to that person as a supervisor. In addition, a supervisor generally has had greater experience in handling increased responsibility and anticipating the outcome of decisions made. 3) Is of legal age (as established by state liquor consumption laws). The manager on duty should be of legal age in order to demonstrate the hotel intent to provide mature, adult leadership for its guests and staff at all times. 4) Has served a minimum of three months in the current position.

A supervisor who is new to the hotel and/or the supervisory position should be given a period of time in which to become familiar with the department's operation and staff. The supervisor benefits from this orientation by gaining the confidence needed in his/her immediate responsibilities before taking on the additional role of manager on duty. The hotel benefits, as well, because the supervisor has had time to demonstrate the ability to delegate responsibilities so that the department's services will not be affected by the supervisor's absence. Recommended Selection Criteria (contd)

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The three month period should be understood as a minimum requirement only; it is still the decision of the general manager whether the individual is ready to take on the manager on duty function at the end of that time. Training in the manager on duty responsibilities can and should take place during the three months if the general manager feels it will not interfere with the new supervisor's objectives in learning to manage the department. Qualifications The list of qualifications is included in the job description for two reasons: 1) 2) It indicates the kind of preparation that a supervisor needs to handle the additional responsibilities of being a manager on duty. It provides an evaluation of the performance level that a supervisor has achieved by becoming a manager on duty.

Limits of Authority Although the manager on duty directs the hotel operation in the absence of the general manager, there are limits to the manager on duty's authority. This section describes in general terms what areas of the MOD function may require a supervisor to make a decision or assume a leadership role. The basis for such actions is covered in detail in the Manager on Duty Reference Manual. The "limits of authority" also specifies the areas of the hotel's operation over which the manager on duty is not expected to exert any control, These restrictions are intended to prevent any unnecessary concern for or interference with the activities listed. Daily Responsibilities The list of responsibilities gives an overview of the regular tasks performed by a manager on duty during a normal shift. In addition to the authority given to a manager on duty, these responsibilities contribute to the overall quality of the hotel's facilities and services on a daily basis.

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MANAGER ON DUTY JOB DESCRIPTION

Job Title: Selection Criteria: Manager On Duty 1) Is a salaried exempt staff member. 2) Is in a supervisory position. 3) Is of legal age (as established by state liquor consumption laws). 4) Has served a minimum of three months in the current position. Qualifications: 1) Delegates responsibilities within the assigned department so that it runs smoothly in the supervisor's absence. 2) Deals with guest inquiries and complaints in a positive manner. 3) Demonstrates the ability to understand, implement, and enforce company policies and programs. 4) Demonstrates the ability to make decisions that benefit both the hotel and the guest. 5) Demonstrates an understanding of all departments of the hotel. 6) Demonstrates full understanding of union contract and corresponding relations with employees, where applicable. Limits of Authority: THE MANAGER ON DUTY HAS THE AUTHORITY TO: 1) Provide dissatisfied guests with refunds under the guidelines of the Hospitality Promise Program. 2) In the absence of the department head, suspend an employee without pay for the remainder of the work period if that employee has committed a serious violation of the hotel conduct policy. 3) In accordance with hotel policy, approve the eviction of guests from the property. 4) Approve denial of occupancy to a guest. 5) Use the "E" key to double-lock or enter a guest's room. 6) In the event of an emergency and in the absence of the chief engineer, activate the main cut-offs for gas, electricity, or water. 7) Approve refunds of American Express travellers' checks. 8) Approve petty cash vouchers not to exceed the limit established by the hotel, ($____________). 9) Send employees home when business is slow, and call employees in to handle absenteeism or an unexpected increase in business (in the absence of the appropriate department manager). These decisions should be made in accordance with the union contract, where applicable.

Limits of Authority:

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(Contd)

10) Supervise evacuation of the hotel when required during an emergency. 11) Take actions necessary to obtain payment for hotel charges from guests without credit. THE MANAGER ON DUTY DOES NOT HAVE THE AUTHORITY TO: 1) Hire or terminate another department manager's employees. 2) Issue written warnings to another department manager's employees. 3) Alter future work schedules for another department manager. 4) Approve complimentary rooms. 5) Receive deliveries of goods for another department manager. 6) Open the general manager's safe. 7) Alter any hotel policies or procedures, unless a life safety situation occurs in which it is advisable to do so.

Daily Responsibilities:

1 ) Remain readily accessible to guests at all - times. 2) Initiate action on guest problems which cannot be handled by shift leaders, and follow through on such action by checking back with the guest and appropriate personnel. 3) Assist in serving guests at the front desk or in the restaurant during peak periods as needed. 4) Wear a name badge and appropriate, locally acceptable business attire while on duty. 5) Make at least two tours of the public areas of the hotel, inspecting each area according to the 'hotel standards and the Manager on Duty Report. 6) Conduct an inspection of a minimum of two vacant guest rooms per shift, completing a room inspection report on each one. 7) Work through department managers and designated shift leaders to correct any deficiencies noted in the public areas and guest rooms that can be resolved during the shift. 8) Maintain control over the bank assigned to the manager on duty. 9) Maintain control of the master keys assigned to the manager on duty. 10) Consult and co-ordinate with hotel security and/or any local law enforcement officials on matters pertaining to the welfare of guests, employees, and both liquid and fixed assets of the hotel. 11) Act according to the hotel emergency procedures, and direct hotel personnel and guests during emergency periods.

MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

TRAINING THE NEW MANAGER ON DUTY

ADMIN - 5

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Training Gets Positive Results A department manager who is assigned manager on duty responsibilities for the first time should be trained in those duties before working the first shift. The positive results of this preparation are substantial. The expense of refunds, lost business, and possible legal action can be avoided when a manager on duty handles guest complaints and emergencies confidently and in the best interests of the hotel. The confidence that comes from adequate preparation contributes to the respect that each manager on duty has for the job and its responsibilities. On the Job Experience is Basic One of the criteria that a supervisor should meet before becoming a manager on duty, is to have served a minimum of three months in the assigned supervisory position. Allowing a supervisor to learn about the hotel operation and staff from direct, on-the-job experience is part of the preparation that every manager on duty at your hotel should have. But this experience alone is not sufficient. It should be used as the basis for more development in the broader responsibilities of the manager on duty position. Training Schedule Should Be Followed The schedule shown on the following page should be used to complete the supervisor's training. It lists recommended activities and the amount of time needed to complete each one. Adjust Shifts for New MOD A new manager on duty should be scheduled for a minimum number of shifts during the first few weeks of the assignment. Based on the general manager evaluation of the supervisor's performance, more shifts can be added.

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MANAGER ON DUTY TRAINING SCHEDULE

Date to Complete GM
1)

Obiective Meet with the general manager to review the areas of liability defined by state and local laws that apply to the manager on duty.

Sign-off MOD

2) Tour the property with the chief engineer to learn the location and operation of:

Main cut-offs for water, gas, and electricity Annunciator panels for the hotel's fire detection system Fire extinguishers with checks for charge and type Determine from the chief engineer what actions should NOT be taken before calling the chief engineer to the property.

3) Complete the Reservation System training course. (Non-guest service employee) 4) Learn the proper procedure for seating guests and bussing tables in the restaurant and/or lounge in order to assist with service in these areas, when necessary. (Non food and beverage employee) 5) Meet with the guest service manager to learn what procedures can be applied by the manager on duty to assist with guest service at the front desk. (Non-guest service employee)
6)

Review the hotel standards for public area inspections.

7) Accompany an experienced manager on duty on regular activities conducted on at least two shifts (a.m. and p.m.)
8)

Learn how to resolve guest complaints by observing an experienced manager on duty resolve complaints on at least two occasions.

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MANAGER ON DUTY TRAINING SCHEDULE (Contd)

Date to Complete GM 9) Participate in at evacuation drills. least two emergency

Objective

Sign-off MOD

10) Meet and memorize the names of as many employees as possible, particularly shift leaders, supervisors and security officers.Participate in at least two emergency evacuation drills. 11) If the hotel leases space for businesses, such as barber shops, gift shops or car rentals, become familiar with the employees of those businesses, the hours of operation, and where the employees enter and exit the building. 12) Review the manager on duty report and log records, 30 days back, to become familiar with the types of incidents that occur and to know what kinds of incidents should be reported. 13) Read 30 days back in the Loss and Incident reports, noticing what circumstances may exist that could cause injuries. 14) Become completely familiar with the manager on duty keys. 15) Become familiar with the location of storage rooms and the items that they contain. 16) Be familiar with emergency medical procedures and consider obtaining training in first aid and becoming certified to administer CPR. 17) Complete the manager on duty review questions located in section 800 of this manual.

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

SCHEDULING There are two objectives of an effective manager on duty schedule:

ADMIN - 6

To provide adequate management coverage while distributing the hours to be worked as fairly as possible. To allow manager on duty obligations to have the greatest priority while a department manager is acting as MOD.

The following guidelines are recommended for building a constructive schedule that meets these objectives. Selection of Personnel The manager on duty program requires the participation of a minimum of five supervisors who meet the requirements and qualifications listed in the job description. Responsibilities 1) The scheduling of managers on duty is the responsibility of the general manager. At larger properties this duty may be assumed by the resident manager. When one person in authority makes the schedule, decisions regarding special requests and revisions can be administered fairly and with the least amount of conflict. Assistant managers or shift leaders must be scheduled by their supervisors to run the department during the shifts that the supervisor will be serving as manager on duty. Delegation of duties should be reinforced so that the department manager can be as productive as the MOD. The most senior ranking employee should typically be the manager on duty during the hours that the department manager and the assistant are both scheduled to be at the hotel. For example , when both the food and beverage manager and the assistant food and beverage manager are on duty, the food and beverage manager should be the MOD. This guideline is intended to prevent the situation from occurring in which two different sets of instructions are issued from two different authorities. 4) A department manager who will be away from the hotel for several days for some reason, such as vacations, seminars, or leaves of absence, should leave a memo for the manager on duty outlining any service standards or special tasks to be accomplished in that department during his/her absence. In this way the MOD can provide the department with any needed assistance.

2)

3)

Shifts

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1)

A minimum of two shifts of eight hours each are needed each day between the hours of 7:00 a.m. and 11:00 p.m. As many as four 4-hour shifts can be used based on the hotels' needs and staffing availability. Between each shift, the previous manager on duty and the succeeding one should meet for 15-20 minutes to allow for an exchange of keys, change banks, and information regarding the previous shift. The night auditor will act as a manager on duty from 11 p.m. to 7 a.m. in the absence of other management.

2)

3)

Distribution of Hours 1) At smaller hotels, the general manager should assume the majority of the morning shifts (7 a.m. to 3 p.m.) when he/she is regularly scheduled to be on the property. At hotels where there is a resident manager, this person. should assume the role of manager on duty during these hours, department managers can then be free to handle the demands on their respective areas of responsibility, with only the most critical complaints directed to the highest authority available on the property. 2) When the general manager/resident manager must be absent, the manager on duty assignment should be shared by department managers. Limitation of Hours 1) The number of shifts does not have to be divided equally among managers. However, no department manager should be expected to serve more than three shifts per week. This limit is intended to prevent a manager from having to spend extended periods of time away from his/her department. 2) Department managers should not have to work more than ten hours on the day they are to be manager on duty (eight hours as MOD, preferably from 3 p.m. to 11 p.m., maximum of two hours supervising their department, if necessary) . 3) No manager on duty should serve two consecutive shifts (a.m. and p.m., total of 16 hours). Beyond the ten-hour limit, fatigue reduces an individual's reaction time and ability to be effective in making decisions, tolerating conflict, and handling emergencies. Scheduling Techniques 1) Establish a regular schedule for each department manager, so that each person will always work as manager on duty on assigned days of the week. Having a set schedule allows managers to plan their professional and personal activities with greater regularity. It also allows the schedule to be completed more efficiently. 2) Assign least desirable shifts on a rotating basis (weekends, holidays, days that are regularly very busy for the entire hotel) so that the responsibility is equally shared by all managers. For example, on Saturday the 3-11 p.m. shift may always be assigned to the food and beverage director on the first Saturday of the month, to the guest service manager on

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the second Saturday, and so on. The schedule would repeat after each MOD had served his/her Saturday evening shift. 3) 4) Prepare the schedule at least two weeks in advance. Before the schedule is prepared, use a memo or staff meeting to ask department managers to submit their preferences in writing for exceptions to the regular schedule, such as vacations, classes being attended, and other plans. Adjust the schedule to accommodate such requests as much as possible. Exchanges of shifts between department managers should have the approval of the person who completes the schedule. 5) Note on the schedule any days when upcoming special events will occur, VIPS are inhouse, the general manager will be out of town, reports are due, and any other items that would be of significance to managers on duty. Distribute copies of the schedule to the following people seven days prior to the date on which it becomes effective: Each department manager The PBX operator General Manager's secretary 7) Make sure that copies of the schedule are posted near the hotel switchboard and in the dining room.

6)

Revisions to the Schedule 1) Whenever changes are made to the schedule, make sure that no shifts are omitted in error. 2) 3) Check the box at the head of the form to indicate that the schedule has been revised. Record the date and sign in the space provided for approvals. Copy the revised schedule and distribute it to the required personnel. (See procedure 6 above.)

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EXAMPLES MANAGEMENT ON DUTY SCHEDULES

Examples I and II represent a schedule for a smaller hotel at which there are five managers who share the manager on duty shifts. It is the last period in the quarter, so all weeks have been filled in. At this hotel most of the weekend shifts are rotated. In addition, the general manager and the food and beverage manager will be away during this period, and their shifts must be reassigned temporarily. Example I shows the schedule with the regular shifts served by each manager blocked in across the page. Example II shows the completed schedule. The weekend shifts and the reassigned shifts have been typed in to make them more obvious for the purposes of this illustration.

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

OUTLINE OF SHIFT ACTIVITIES

ADMIN - 7

The outline given below lists activities that should be performed by the manager on duty during each shift. It should be followed more or less in the order shown. Used together with the authorities and responsibilities described in the job description, the outline completes the picture of the manager on duty function. In addition to the activities listed, the manager on duty may be called upon to handle guest complaints. All guest complaints should have top priority for the manager on duty's time. Any of the routine shift activities can and should be interrupted or eliminated to provide time for handling the guest's needs and following up on the actions taken to resolve a complaint. At the Beginning of the Shift 1) Meet with the previous manager on duty to: Review the Manager on Duty Report and the Manager on Duty Log, noting any work requests, guest complaints, and other significant events which may require the attention of the manager on duty during the succeeding shift. Sign for the manager on duty keys. Count the contents of the manager on duty bank. Sign for the bank. 2) Check in with the following personnel: Switchboard operator Guest service manager or shift leader Security officer, where applicable 3) Pick up any communication equipment (beeper, two-way radio) assigned to the manager on duty.

4) Make sure that the manager on duty sign is correct.

5)

P.M. Shift: Check with the guest service personnel regarding the high balance listings and pre-paid guests with zero balances. Contact these guests regarding payment (in the absence of the guest service manager).

Property Inspections/Guest Service 1) With the assistance of the guest service personnel, select a minimum of two vacant guest rooms for inspection purposes. 2) Make the first tour of the property. Note the time on your report. Use this opportunity to greet hotel personnel so they are aware of your function and can provide feedback. Have any deficiencies corrected as soon as possible. Page 19

3) 4)

Inspect the guest rooms, using the Daily Guest Room Checklist form. deficiencies corrected as soon as possible.

Have any

Continue to check with the guest service personnel at least every hour for any calls or complaints requiring your attention.

5) After handling a guest complaint relayed to you, check back with the guest within 20 minutes to make sure that the guest has received satisfactory service. 6) 7)
8)

If your hotel makes "Courtesy Calls," check to see that they are being made and note any unusual circumstances in the Manager on Duty Report or Log. Inventory the contents of the manager on duty station to be sure that all items are present. Replenish any supplies as necessary, Have a meal in one of the hotel dining areas. Observe the service and food quality while dining.

9) Make the second round of the property. Note the time on your report. Check to see if deficiencies have been corrected. P.M. Shift: Make sure that areas to be locked have been secured properly.

At the End of the Shift 1) Meet with the next manager on duty to discuss the shift, and exchange the keys, bank, and communications equipment. 2) 3) Turn in the Manager on Duty report to the general manager's office. If your Manager on Duty Log contains information which should be included with your report, make a copy of the log for the day and clip it with the Manager on Duty Report.

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MANAGER ON DUTY PROCEDURES

SUBJECT: NUMBER:

MANAGER ON DUTY STATION

ADMIN - 8

A special area in the hotel should be designated as the "manager on duty station," a central location for all supplies and equipment related to the manager on duty's responsibilities. By providing one place for such essentials, the station allows the manager on duty to carry out related procedures with professional ease, especially when the use of such supplies involves a guest complaint or request. In addition, the station allows all items to be inventoried to ensure that they are available when needed. The station can be a small supply cabinet or a pair of file drawers that can be locked. It should be convenient to an office where guests can meet with the manager on duty privately when necessary. Basic Supplies The following basic items should be kept at the manager on duty station: a) Manager on Duty Procedures manual b) Manager on Duty Report forms c) Daily Guest Room Checklist forms d) The hotel standard form for reporting safety or security incidents e) Guest Complaint forms f) Maintenance Request forms g) Guest Service Request forms h) Petty cash vouchers i) Employer's First Report of Work Injury forms j) Previous Manager on Duty Logs dating back six months to one year A par stock should be established for each item. As the quantity of an item is depleted, it should be replenished by the manager on duty who was responsible for using the last portion of the supply. The manager on duty station can also be used as the location for equipment that must be used in emergencies. Some suggested items are: a) Flashlights b) Bolt cutters (for, cutting safety chains on guest room doors) c) Camera and instant film (for taking photographs of any locations in the hotel related to a safety or security incident) d) Plunger e) First aid kit

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Manager on Duty Storeroom When space permits, it is helpful to have a storeroom in which greater variety of supplies can be kept, such as items that can quickly fulfil common requests from guests. A list of suggested items is given here. 1) Sheets and pillowcases 2) Terry items 3) Pillows 4) Blankets 5) Toilet paper rolls 6) Light bulbs 7) Insect spray 8) Room deodoriser 9) Laundry bags 10) Guest room glasses 11) Stationery 12) Directories 13) Atlases 14) Credit card vouchers 15) Blank time cards 16) Pre-registration cards 17) Restaurant checks 18) Lounge checks 19) Reservation system paper 20) Adding machine paper 21) Register tape rolls 22) Spare television 23) Tool kit

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