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

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

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

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

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

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

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

Room s Division Organizational Chart

D irec to r o f L oss P revew n tion

F ron t D esk S u p ervisor

F ron t D esk A g en t/G u es t S ervice A tten d an t

F ron t D esk M an ag er

B e lls ta ff

D oorp erson

B e ll C ap ta in

V a le t P ark in g S ta ff

P ark in g G arag e S ta ff

V a le t/G arag e S u p erviso r

P B X O p era to r

P B X S u p ervisor

C on ce irg e M an ag er

F ron t O ffice M an ag er

R oom s In sp ec to r/S en io r H ou sekeep er

H ou sekeep ers /R oom A tten d an ts

H ou sep erson s

A ss is tan t E xecu tive H ou sekeep er

L in en R oom A tten d an t

Ta ilo r/S eam s tress

L au n d ry M an ag er

H ou sekeep in g M an ag er/E xecu tive H ou sekeep er

D irec to r o f S ervices

R eserva tion s A g en ts

R eserva tion s M an ag er

Tran s ien t S a les M an ag er

D irec to r o f Tran s ien t S a les

N ig h t A u d ito rs

N ig h t A u d it M an ag er

D irec to r o f R oom s /R es id en t M an ag er

G en era l M an ag er

Figure 5-8

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

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

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

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

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

Rooms Division

Accounting

Sales/CateringFood/Beverage

HumanResourcesEngineering

Hotel GuestFront of the House

Back of theHouse

Figure 5-14

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

E xecu ti ve/L ea de rs h ip C om m it tee

Di recto r of F oo d a nd B eve rag e

D irec tor o f M a rk e tin g

D ir ec to r o f Hu m an Re so ur ces

D ir ecto r o f E n g i n eer in g

Co n tr ol le r

R esi d en t Man a ge r/ Dir o f R oo m s

D ire cto r o f G r ou n ds

D ire ctor of R e crea tio n

G en e ral M an age r

Executive/Leadership Team

Figure 5-16

Department HeadsThese 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

E xecu tive C h ef

D irec to r o f C a te rin g

D irec to r o f C on ven tion S ervices

D irec to r o f R es tau ran ts

B everag e M an ag er

D irec to r o f F oodan d B everag e

Figure 5-18

Food & Beverage Department Heads

S ales D ep artm en t H ead s

R es id en t M an ag er

D irec to r o f G rou p S a les D irec to r o f Tran s ien t S a les

D irec to r o f M arke tin g

Figure 5-19

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

R even u e B ased D ep loym en t

D irec to r o f G rou p S a les D irec to r o f Tran s ien t S a les

D irec to r o f C a te rin g

D irec to r o f M arke tin g

E xecu tive C h ef

D irec to r o f R es tau ran ts

D irec to r o f S ervices

F ron t O ffice M an ag er

D irec to r o f L oss P reven tion

D irec to r o f O p era tion s

G en era l M an ag er

Figure 5-21

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

Hotel Career Web Sites

http://www.1whcareers.comhttp://www.hoteljobresource.comhttp://www.hospitalityjobs.comhttp://www.hospitalitycareers.nethttp://www.hotel-jobs.comhttp://www.hcareers.comhttp://www.resortjobs.comhttp://www.hotelmanagers.net/Homepage.htmhttp://www.hotelandcaterer.comhttp://www.monster.comhttp://www.hotjobs.com

Figure 5-23