GHOP3013 HOSPITALITY OPERATION MANAGEMENT

1. OOI CHIEN WEN 231942

2. LOH THUNG LIN 234368

3. TENG YUNN KEY 234411

4. YUAN JIE 231469

5. ZHENG HAOTE 228903

FRONT OFFICE DEPARTMENT

INTRODUCTION

• CORE OF THE ENTIRE HOTEL SERVICE WORK, THE MARKET IMAGE, INDUSTRY COMPETITIVENESS OF THE HOTEL AND ALSO A CRUCIAL INFLUENCE AND ECONOMIC BENEFITS

• THE PLACE WHERE THE STAFFS FIRST CONTACT WITH THE GUESTS DIRECTLY

• NERVE CENTER OF A HOTEL

Corporate Owner

General Manager

Assistant General Manager

Front Office Manager

Reservations Manager

Cashier

Desk Clerk

Room Key Clerk

Telephone Operator

Bell Staff

Concierge

Elevator Operator

Night Auditor

ORGANIZATION OF FRONT OFFICE DEPARTMENT

Reservation Manager-taking incoming requests for rooms-noting special requests for service

Cashier-processing guest checkouts-guest legal tender and providing change for guests

Desk Clerk (encompass many duties)-verifying guest reservations -registering guests-assigning rooms -distributing keys-communicating with the housekeeping staff-answering telephones -providing information about and directions to local attractions,

Room Key Clerk-issuing keys to enlisted visitor-for related efforts to establish safety

Telephone Operator-must have the capacity to find the enlisted visitors and administration staff immediately-manage emergencies up to and including life-undermining crises

Bell Staff-lift and tote the baggage-familiarize the guest with his or her new surroundings-run errands-deliver supplies, and provide the guest with information on in-house marketing efforts and local attractions

Concierge-provides guests with extensive information on entertainment, sports, amusements, transportation, tours, church services, and baby sitting in the area

Elevator Operator-physically works the mechanical controls of the lift, is verging on wiped out in the cabin foundation, supplanted without anyone else worked lifts and elevators

Night Audit-balances the daily financial transactions-may also serve as desk clerk for the night shift (11:00 P.M.to 7:00 A.M.)

FUNCTION OF FRONT OFFICE MANAGER• (SUCCESSFUL) CONVEYS THE SPIRIT OF A SPECIFIC LODGING PROPERTY TO THE CUSTOMER.

• WORKS THROUGH THE FRONT OFFICE STAFF TO COMMUNICATE FEELINGS OF WARMTH, CARING, SAFETY, AND PRODUCTIVITY TO EVERY GUEST, BY APPLYING MANAGEMENT PRINCIPLES.

• TRAIN PERSONNEL IN THE PROPERTY MANAGEMENT SYSTEM (PMS); HOTEL COMPUTER SYSTEM USED IN RESERVATION AND REGISTRATION DATABASES, POINT-OF-SALE SYSTEMS, ACCOUNTING SYSTEMS, AND OTHER OFFICE SOFTWARE.

• KEEP UP THE BALANCE BETWEEN DELIVERY OF HOSPITALITY AND SERVICE AND PROMOTION OF THE PROFIT CENTERS, AND MAINTAIN THE DETAILS OF THE COMMUNICATION SYSTEM.

• RESPONSIBLE FOR COORDINATING BASIC ELEMENTS TO ACHIEVE THE PROFIT GOALS OF THE LODGING PROPERTY(EMPLOYEES, EQUIPMENT, INVENTORY (ROOMS TO BE SOLD), A BUDGET, AND SALES OPPORTUNITIES).

• GIVE INSTRUCTIONS AND GUIDANCE IN HOW TO PROVIDE HOSPITALITY.

• GIVE AN ATMOSPHERE IN WHICH EMPLOYEES ARE MOTIVATED TO EXCEL AND THAT SUSTAINS THEIR MORALE AND TEAMWORK, TO ENSURE THAT THE PROPER ATTITUDE PREVAILS.

• MANAGERIAL CONTROL: TRACK DATA SUCH AS ZIP CODES OF GUESTS, FREQUENCY OF VISITS BY CORPORATE GUESTS, AND AMOUNT OF REVENUE A PARTICULAR CONFERENCE GENERATED, AND SEND THIS DATA TO THE MARKETING AND SALES DEPARTMENT.

THE ART OF SUPERVISING • NEW SUPERVISOR SHOULD ADDRESS THE EMPLOYEE MOTIVATION; DIFFERENT

INCENTIVES MOTIVATE DIFFERENT PEOPLE.

• RESPONSIBLE TO ACHIEVE A BALANCE AMONG VARYING PERSONALITIES IN A GROUP WORK SETTING.

• VERY OFTEN, A NEW SUPERVISOR DOES NOT HAVE TIME TO ASSESS EACH EMPLOYEE’S RELATIONSHIP WITH OTHERS ON THE TEAM, YET THESE DYNAMICS ARE KEY TO ESTABLISHING A POSITIVE AND EFFECTIVE TEAM SETTING.

• SUPERVISOR SHOWS HIMSELF OR HERSELF CAPABLE AND COMPETENT, THE SUPERVISOR CAN MOVE ON TO THE DAY-TO-DAY TASKS; THE STAFF NEEDS THIS TIME TO LEARN THEIR NEW MANAGER’S REACTIONS UNDER STRESS AND THEY ALSO WANT TO MAKE SURE THEIR SUPERVISOR WILL BE THEIR ADVOCATE WITH TOP MANAGEMENT.

• THE MANAGER MUST BE OBJECTIVE ABOUT THE STRENGTHS AND WEAKNESSES OF THE STAFF; THE POTENTIAL STAFF CAN BE THE UNOFFICIAL LEADER OF THE GROUP CAN ASSIST THE SUPERVISOR IN CONVEYING IMPORTANT IDEAS.

• DIRECTOR WHO NEEDS TO KEEP UP POWER AND HAVE TARGETS MET BY THE STAFF SHOULD CONTINUALLY MODIFY HIS OR HER PROCEDURE.

• SUFFICIENT FACULTY PREPARING MAKES THE EMPLOYMENT OF A BOSS MUCH SIMPLER.

• THE CONTEMPORARY FRONT OFFICE ADMINISTRATOR NEEDS BROAD PREPARING AND INVOLVEMENT IN THIS ESSENTIAL TERRITORY TO DEAL WITH A WORKFORCE THAT CAN CONVEY ACCOMMODATION CONSISTENTLY.

STAFFING THE FRONT OFFICE• THE SCHEDULE OF FRONT OFFICE STAFF DEPENDS ON BOTH BUDGETARY TARGETS AND

EXPECTATION OF GUEST CHECK-INS AND CHECKOUTS.

• MANAGER MUST ALSO DETERMINE LABOR COSTS BY REVIEWING SALARIES AND TIME-BASED WAGES AND INDIVIDUAL RATES.

• 1ST STEP : MANAGER ESTIMATE THE NEEDS OF HIS OR HER DEPARTMENT FOR A CERTAIN PERIOD; MANAGER MUST SURVEY THE SALES HISTORY OF PREVIOUS EVENTS, CURRENT FUNCTIONS, CURRENT RESERVATIONS, FORESEEN WALK-INS, STAYOVERS, AND CHECK-OUTS FOR THAT PERIOD TO DETERMINE THEIR EFFECT ON THE WORK REQUIREMENTS FOR THE WORKWEEK.

• 2ND STEP: DEVELOPING THE SCHEDULE WHICH IS A PROCESS THAT REQUIRES MEETING BOTH THE NEEDS OF THE LODGING ESTABLISHMENT AND THE NEEDS OF EMPLOYEES; IT MUST CONVEY HOSPITALITY TO THE GUEST BY REMAINING OPEN 24 HOURS FOR EVERY DAY; PLUS, EMPLOYEES HAVE INDIVIDUAL REQUESTS FOR TIME-OFF AND ADDITIONALLY NEEDS FOR MORE OR LESS WORKING HOURS.

• 3RD STEP: CALCULATING THE EXPECTED PAYROLL, REQUIRES THE FRONT OFFICE MANAGER TO GO BACK AND PRICE OUT EVERY CATEGORY OF EMPLOYEE. THIS ALLOWS THE MANAGER TO DETERMINE THE AMOUNT OF CASH HE OR SHE HAS SPENT AGAINST THE ANTICIPATED INCOME SALES.

• 4TH STEP: SUMMARY OF EXPENSES BY CATEGORY; IT PROVIDES A GROUPING OF EXPENSES BY CATEGORY FOR EACH SUB-DEPARTMENT IN THE FRONT OFFICE. THIS TOTAL PAYROLL FIGURE IS NEEDED TO COMPARE ANTICIPATED INCOME FOR WEEKLY ROOM SALES AND WEEKLY PAYROLL.

THANK YOU