Summary Slide

1. Summary Slide • Rooms Division • Front Office • Housekeeping • Reservations • Night Audit • Rooms Division Organization • Diagram–Rooms Division Org. Chart • Hotel Organization • Functional Departments • Interaction of Functional Depts. with the Rooms Division • Practical Areas • Diagram–Guest Interaction • Top Level Management • Diagram–Executive Committee • Department Heads • Diagram–Food and Beverage Department Heads • Diagram–Sales Department Heads • Traditional vs. Revenue-Based Deployment • Diagram–Revenue-Based Deployment • Internet Exercise Figure 5-1

2. Rooms Division • The rooms division is made up of: • Front Office • Housekeeping • Night Audit • Reservations • What factors may affect the size and scope of these departments? Figure 5-2

3. Front Office • The front office is made up of: • Front Desk • Uniform Services • Within Uniform Services: • Bellstand • PBX • Valet Parking/Garage • Concierge • Doorpersons Figure 5-3

4. Housekeeping • The main responsibilities are: • Maintain guest room cleanliness • Maintain common area cleanliness • Name possible common areas within a hotel. • Why is housekeeping so important to the rooms division? Figure 5-4

5. Reservations • Main responsibility is to sell individual guest reservations, also referred to as transient room sales. • Reservations works hand in hand with group sales to maximize room revenue. • Why is there a dotted line reporting structure to the rooms division from reservations? Figure 5-5

6. Night Audit • Main responsibility is to reconcile the hotel’s daily financial transactions and other activities for reporting purposes. • Night audit conducts its activities at night when the hotel is least busy. • Why is there a dotted line reporting structure to the rooms division from night audit? Figure 5-6

7. Rooms Division Organization • Led by Rooms Division Manager/Resident Manager • Department heads include: • Front Office Manager • Director of Services • Department heads with a dotted line to the Resident Manager are: • Night Audit Manager • Director of Transient Sales Figure 5-7

8. Figure 5-8

9. Hotel Organization • The following organizational criteria determine the staffing composition of a hotel: • A hotel’s size classification • A hotel’s location type • A hotel’s product type (service level and target market) • What effects would these criteria have on a hotel’s organizational structure? Figure 5-9

10. Functional Departments • Most full-service hotels have six main functional departments. Each of these departments will exist, in one form or another, regardless of location type or product type. They include: • Rooms Division • Food & Beverage • Accounting • Human Resources • Engineering • Sales & Catering Figure 5-10

11. Interaction of Functional Departments with the Rooms Division • Food and Beverage • Manual posting of outlet charges • Accounting • Night Audit • Currency Control • Human Resources • Staffing • Training Figure 5-11

12. Interaction of Functional Departments with the Rooms Division • Engineering • Maintain the quality of the guest room • Hotel infrastructure maintenance • Sales and Catering • Transient room sales • Group bookings Figure 5-12

13. Practical Areas • Front of the House: • Rooms Division • Sales and Catering • Food and Beverage • Back of the House: • Human Resources • Accounting • Engineering Figure 5-13

14. Figure 5-14

15. Top Level Management • A traditional deployment scenario includes: • General Manager • Director of Food and Beverage • Director of Marketing • Director of Human Resources • Director of Engineering • Controller • Can you name others that may be associated with a resort or casino? Figure 5-15

16. Executive/Leadership Team Figure 5-16

17. Department Heads • These managers are involved in day to day hotel operations. • Each member of the leadership team may have one or more department heads reporting to him or her. • Department head level managers may in turn have entry level managers reporting to them. Figure 5-17

18. Food & Beverage Department Heads Figure 5-18

19. Figure 5-19

20. Traditional versus Revenue-Based Deployment • Employs the concept that room sales are unique and that food and beverage sales are separate. • In this revenue-based deployment, managers who work in a sales (proactive revenue) capacity report to one leadership team member, and those that work in an operational capacity (reactive revenue) report to another. • This deployment creates the need for a Director of Operations. Figure 5-20

21. Figure 5-21

22. Hospitality Careers Internet Exercise • As a student of hospitality, you might be interested in eventually pursuing a career in the industry. • Many Web sites are available to help you eventually find a job (several listed here). • Using these sites, search for a job description of interest. • Compare how the salaries/benefits vary between chains and independents. • Do the job descriptions vary across the country? Are the salaries the same? Why or why not? Figure 5-22

23. Hotel Career Web Sites http://www.1whcareers.com http://www.hoteljobresource.com http://www.hospitalityjobs.com http://www.hospitalitycareers.net http://www.hotel-jobs.com http://www.hcareers.com http://www.resortjobs.com http://www.hotelmanagers.net/Homepage.htm http://www.hotelandcaterer.com http://www.monster.com http://www.hotjobs.com Figure 5-23