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

R o sD is nO a iza n l C a o m iv io rg n tio a h rt
G ne l Mna r e ra a ge D cto o L ssP v w tio ire r f o re e n n
D cto o R o s/R side M na r ire r f o m e nt a ge

F nt O M na r ro ffice a ge

D cto o S rvice ire r f e s

D cto o T nsie S le ire r f ra nt a s

N h A d Mn g r ig t u it a a e

F nt D skMna r ro e a ge

H use e Mna r/E e eH use e r o ke ping a ge x cutiv o ke pe

R se a nsMna r e rv tio a ge

N h A d rs ig t u ito

F nt D skS rv r ro e upe iso F nt D skA nt/G st S rv A nda ro e ge ue e ice tte nt

A n E e tiv H u ke p r ssista t x cu e o se e e

R se a n A e ts e rv tio s g n T nsie S le Mna r ra nt a s a ge

R o sIn e r/S n r H u ke p r o m sp cto e io o se e e B ll C pta e a in H u ke p rs/R o A n a ts o se e e o m tte d n B llsta e ff D o rso o rpe n H u p rso s o se e n L u d Mn g r a n ry a a e

V le a geS rv r a t/G ra upe iso L e Ro A n a t in n o m tte d n V le P rkingS ff at a ta P rkingG ra S ff a a ge ta P XS rv r B upe iso T ilo e m ss a r/S a stre

P XO e to B p ra r C nce M na r o irge a ge

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

t ft s ck f t s

t l

st

Food/Be erage

Rooms

i ision

Sales/Catering

ri

rc s

Acc

ti

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

Executive/Leadership Team
Executive/Leadership Commit tee
General Man ager

Director of Food and Beverage

Director of Marketing

Director of Hum an Resources

Director of Engineering

Controller Resident Manager/Dir of Rooms

Director of Grou nds

Director of Recreation
Figure 5-16

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

Food & Beverage Depart ent eads

Direct r f and Beverage

Executi e irect r f

ef teri

irect r f

enti n er ices

Direct r f est ur nts Bever e nager

Figure 5-18

Sales D epartm H ent eads R esident M anager D irector of M arketing

D irector of G Sales roup

D irector of T ransient Sales

Figure 5-19

Traditional versus RevenueBased 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

Revenue

sed epl anager

ent

eneral

Direct r f

rketing

Direct r f perati ns

irect r f r up irect r f

les

irect r f Tr nsient

les

Executive

ef

tering

Direct r f Rest ur nts Direct r f ervices r nt Direct r f ffice nager

ss reventi n

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.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