摘要：酒店對固定資產(chǎn)的投資一般占到70%-80%。因此，固定資產(chǎn)的管理和使用效率如何將直接影響到酒店的整體效益。隨著社會(huì)的不斷進(jìn)步，科學(xué)技術(shù)的提高，人們對生活不斷地追求，酒店業(yè)作為一個(gè)強(qiáng)大的服務(wù)系統(tǒng)，只有加大對固定資產(chǎn)的投資，對硬件設(shè)備的投入、保養(yǎng)才能保證酒店的服務(wù)質(zhì)量。但是，在加大固定資產(chǎn)投入的同時(shí)，還會(huì)給酒店帶來很多連帶工作——對固定資產(chǎn)的管理制度必須得到進(jìn)一步的優(yōu)化。結(jié)合酒店固定資產(chǎn)的使用具有其特殊性，同一樣固定資產(chǎn)在酒店運(yùn)營的過程中需要被不同的客人消費(fèi)使用，這也大大地增加了酒店對固定資產(chǎn)的管理難度。必須對固定資產(chǎn)進(jìn)行有效的配置、細(xì)致化的管理和具有針對性的操作流程才能正常地發(fā)揮固定資產(chǎn)的作用，為客戶提供優(yōu)質(zhì)的服務(wù)。

本文主要是以文盛酒店的固定資產(chǎn)管理為例，采用了理論聯(lián)系實(shí)際，面對面訪談和相關(guān)例子的比較分析，通過對理論資料的查閱并整理出具體有用的相關(guān)信息結(jié)合文盛酒店在固定資產(chǎn)管理過程中出現(xiàn)的一些問題進(jìn)行分析。分析得出文盛酒店對固定資產(chǎn)管理不完善的原因歸結(jié)于管理者的管理理念保守、員工的文化素質(zhì)存在局限性、管理制度不夠完善，并在此基礎(chǔ)上提出了針對性的對策：明確固定資產(chǎn)管理的具體職責(zé)分工和細(xì)化分，對固定資產(chǎn)的操作流程必須合理化、清晰化，加強(qiáng)內(nèi)部員工的培訓(xùn)并強(qiáng)化管理理念等。

本文試圖通過對文盛酒店的實(shí)際情況進(jìn)行分析結(jié)合相關(guān)理論就問題提出相應(yīng)的措施。希望能對文盛酒店有一定的參考作用。

關(guān)鍵詞：酒店固定資產(chǎn)管理 制度

Abstract

Hotel investment in fixed assets generally accounted for 70%-80%. Therefore, the management of fixed assets and use efficiency will directly influence the overall efficiency of the hotel. With the constant progress of the society, the improvement of science and technology, and people that constantly in pursuit of a better life, the hotel industry, as a powerful service system, only by increasing the investment in fixed assets, the hardware equipment investment and maintenance to ensure the service quality of the hotel. However, meanwhile to increase the investment in fixed assets, also can bring a lot of joint work -- Hotel on fixed assets management system must be further optimized. As the hotel has its particularity in the use of fixed assets, the same fixed assets in hotel operation process needs to suit different customers, which also greatly increased the difficulty of the management of fixed assets of the hotel. In order to normally play

the role of fixed assets, the fixed assets must be undertake effective configuration, meticulous management and targeted operation that can provide the customer with quality services.

This article is mainly an example of WS hotel fixed asset management, by linking theory with practice, face-to-face interviews and related examples of comparative analysis, based on the theory of information access and sort out specific and useful information in combination of some of the problems which have found during the process of the fixed assets of WS hotel management.

According to the analysis of the WS Hotel, the fixed asset management is not perfect due to the conservative concept of the management, the limited cultural quality of the staffs and also due to the incomplete management system. And has proposed countermeasures for those problems, such as clear the fixed assets management with specific division of responsibilities and refined, made the fixed assets operation more reasonable, clearly, strengthen internal staff training and strengthen the management concepts.

This article attempts to analyze the actual situation of WS hotel and proposes the corresponding measures by relevant theories. Hoped can have certain reference function for the WS hotel.

Key words: hotel fixed assets management system