Summary Slide z z z z z Rooms

Summary Slide z z z z z 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

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

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

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

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

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

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

Figure 5 -8

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

Functional Departments z 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: y. Rooms Division y. Food & Beverage y. Accounting y. Human Resources y. Engineering y. Sales & Catering Figure 5 -10

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

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

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

Figure 5 -14

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

Executive/Leadership Team Figure 5 -16

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

Food & Beverage Department Heads Figure 5 -18

Figure 5 -19

Traditional versus Revenue. Based Deployment z. Employs the concept that room sales are unique and that food and beverage sales are separate. z. 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. z. This deployment creates the need for a Director of Operations. Figure 5 -20

Figure 5 -21

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

Hotel Career Web Sites http: //www. 1 whcareers. 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