Hotel front office management pdf

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The Fifth Edition of Hotel Front Office Management remains one of Marriott, , The Fifth Edition of Hotel Front Office Management is one of the leading texts in addressing the demands for instructing future leaders of the hotel industry. The front office is considered to be the show case of the hotel and it is at this point Room rack is eliminated in a fully automated system (property management.

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he third edition of Hotel Front Office Management continues to address the demands of “Hospitality Profiles”—commentaries from hotel front office managers. HOTEL MANAGEMENT AND OPERATIONS fourth edition Edited by Denney G. Rutherford, Ph.D. Endowed Chair Hotel Front Office Management. Front Office Management in the hotel industry involves the work of reserving tutorial teaches the basic terms related to the front office department of the hotel.

There was Milo Diaz, personnel manager, who was always calling her to post her schedules on time and authorize payroll forms. The assistant manager offers the various department heads additional insight into meeting the operational needs of the establishment. Several computer industries will be relocating to this area, and they are expected to employ 25, persons at all levels of the organizations. They are usually located near restaurants for guest convenience. Yield percentage forces managers to think in more active terms.

Evaluation Copy Request an Evaluation Copy. Bardi ISBN: Permissions Request permission to reuse content from this site. Table of contents Chapter 1 Introduction to hotel management 1 Chapter 2 Hotel organization and the front office manager 37 Chapter 3 Effective interdepartmental communications 73 Chapter 4 Property management systems 95 Chapter 5 Systemwide reservations Chapter 6 Revenue management Chapter 7 Guest registration Chapter 8 Managing the financials Chapter 9 Guest checkout Chapter 10 Preparation and review of the night audit Chapter 11 Managing hospitality Chapter 12 Training for hospitality Chapter 13 Promoting in-house sales Chapter 14 Security Chapter 15 Executive housekeeping Technological advances including social media, guestroom technology, IT infrastructure, surviving a tough economy with help from technology, and demystifying Web 2.

The section on Brands has been updated to include two research studies and names of current lodging properties. Hotel Organisation and the Front Office Manager includes an update for the components of the organisation charts of the large, full service hotel, a medium size lodging property, and a select service lodging property.

Emphasis on the use of social media in the Hospitality industry Revenue Management includes a new, vibrant Hospitality Profile of a revenue manager. Within Preparation and Review of the Night Audit, the end-of -chapter questions were revised to include occupancy percentage, average daily rate, RevPAR, and yield computation.

Hotel Front Office Management by Bardi, James A. - PDF Drive

Summary of front office functions. The credit limit is predetermined and the hotel allows the guest to accumulate the amount before asking for either a full or partial payment.

Many hotels have a credit line extended to their guests or to the companies which they represent.

The daily night auditors help the back of the office department in the hotel in maintaining the guest accounts.

Standard of Service: High-class hotels usually provide more personal services for guests and. Reservation and its various intricacies will be discussed in the later sections. A confirmed reservation leads to browsing of information. It becomes necessary to have a well-defined organisational structure for smooth operations.

For instance. Although reservation is an activity of front office. Whereas in the smaller hotels. Type of Hotel: A hotel situated in the airport area knows that a guest may check-in or check-out at any time during the 24 hours of a day. The organisational structure of the front office depends on many factors Principles of Hotel Front Office Operations. So more emphasis needs to be there on front desk as a full team is needed to be on duty at all times.

These financial interactions involve room rent. So the emphasis is more on staff in the front desk section than at the concierge. When the guest checks -in. It also co-ordinates with housekeeping and room sales to maintain the status of occupied as well as unoccupied rooms.

This enquiry is answered keeping in view converting it into a reservation request. Figure II gives the uniform structure of the organisation structure followed by a large hotel. Type of Guests: The needs of Guests usually differ on the basis of their purpose of visit.

The front office activities start the moment an enquiry or request regarding accommodation is made. Bigger the hotel. Reserving a room ensures or guarantees the guest the availability of a room on arrival at the hotel.

A great deal of importance is attached with the reservation system because it helps in: Reservations lead to reserving of a particular type of room f or a particular guest for a given period of time.

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In the figure a broken line joins the front office manager to the cashiering section. Figure II: Organisational Chart of the Front Office Source: Front Office Manager Assistant front office manager Assistant managers Reservations manager Reception manager Head hall porter Night manager Reservations supervisor Reception supervisor Mail and information supervisor Telephone supervisor Business centre supervisor Cashier supervisor Assistant reception supervisor Senior receptionist Porters Senior Guest night relations auditor officer Senior front office cashier Mail and information clerks Pages Drivers Telephone Night Reservations Receptionists operators auditors clerks Doorman Business centre clerks Cashiers N.

This is so. The front desk manager can double up as the reservation supervisor and the front desk clerk as reservation clerk. Jerenry Huyton and Pam Bradley It is often said that reservation system is the engine of a lodging property.

Usually there is one rack for every day over say. Hotels and mot els depend on the reservation system and can go out of business if the system does not work well. In this system each reservation is recorded on a small.

And they are passed on. The slips are usually colour coded to denote the type of guest. The most common manual system used by hotels of any type or size is known as Whitney System. It can be a direct query from the guest. The organisational structure of the front office has already been discussed in Sec. The reservation procedure differs from hotel to hotel depending on the reservation system used by the hotel. The type of reservation system depends on the type and size of hotel.

Many small hotels and motels use a booking dairy to keep track of reservation and resident guests. The process of reservation can be indicated through Figure III: Simplified diagram of a reservation system.

Reference has already been made to the reservation systems of a hotel in MTM In a very small establishment as in case of Bed and Breakfast lodges you may see owners performing the task of reservation supervisor.

The reservation clerks takes in the reservation bookings. VNRs Encyclopaedia. In such operations direct bookings and reservations requests can be made over the internet by just a click on the website of the hotels concerned. The most recent and most used way of making reservations accessible at far-flung locations is via internet.

Whitney System. The procedure of accepting reservation is not that simple as it appears. The computerised system can perform all the tasks of Whitney System and organises the guest data more efficiently. This not only helps in matching the guest information. If the room is available the reservation request is accepted of else shall be denied immediately.

The same holds true for the agents. Though computerised reservation systems are proved to be of a great help to hoteliers. Paul R. In case the requested type of room is unavailable. But in case of manual system. In case of computerised system the staff would require few minutes to come to a decision.

Copies of the slip. In such cases. Denying reservation is a decision taken in the following circumstances: In case the hotel is fully booked you cannot help it but can only refuse the reservation politely or gently. This kind of information compiled on computer based reservation systems not only provides their credit standing and the reliability of the booking done through the agent but it also makes searching for data very easy.

This problem. This can be confirmed or checked through the reservation charts. At times the way a guest has been denied reservation may lead to a permanent loss of business from that particular client. At times some guests are backlisted because of their previous record of non-payment or delayed payments of bills.

For example. To make this decision. This is a crucial decision that the reservation staff needs to make regarding accepting or rejecting it. Of course. The use of computers in reservations has simplified check-in and checkout process. In some cases the reservation is directly upgraded but mostly the reservation staff reconfirms the request via e -mail or telephone before making official reservations.

The hotel does not need much information during these operations as data is fed simult aneously. These all factors help in managing the reservations. The final job of the reservation section is to send the final list of reservation for a day to the reception desk of the front office along with the essential information like whether the guest is a repeat guest or guest has some particular liking related to the location of the room.

During the main season reservation staff would not like to take chance with over-booking. Once the required data is gathered. Additional guest information. You must apply your skills and knowledge after graduation to be an effective, successful employee in the hotel industry.

Use your degree as a starting point for an exciting career in hospitality. The educational experience you are now obtaining must be nurtured beyond graduation day. These organizations offer the professional an opportunity to stay up to date in industry practices.

Just as professionals in other industries take classes to refresh their skills and learn new concepts and procedures, so must professionals in the hotel industry maintain awareness of industry advances.

One particularly relevant area is computer training. Professionals who attended school before the early s had little exposure to computers and the ever-changing technology in the computer industry; even recent graduates are not always aware of the most current trends and advances.

The professional has the choice of overlooking this need or enrolling in computer applications courses to explore these concepts. The next choice is to determine whether these new procedures and equipment are applicable to his or her particular establishment.

Trade shows sponsored by these organizations promote the latest concepts in technology, products, and supplies, as well as providing miniseminars on how to use current technology in human resources management, food production, marketing, and general management.

Community colleges and technical schools offer special-interest courses in management and skills application to keep you and your staff abreast of new areas and to review basic concepts. Attending these courses can provide new insight into particular operational problems. Correspondence courses are another way to learn new skills and understand new areas.

New technology in distance learning—learning that takes place via satellite broadcasts, cable, PictureTel, or on-line computer interaction—is offered by various colleges, universities, and professional groups to encourage members to remain current. Trade journals are also extremely helpful in keeping professionals up to date on new management concepts, technical applications, marketing principles, equipment innovations, and the like.

The isolation experienced by managers in out-of-the-way hotel establishments can be alleviated by reading trade journals. Such journals help all managers feel connected to the community of hotel industry professionals, perhaps providing insight into solving technical problems as well as boosting morale. Education is a lifelong venture: It is only the beginning of a commitment to nurturing your career.

It will give you an opportunity to learn what these people do and how departments interact, as well as expose you to the momentum of a hotel—the time frame of service available for the guest, management applications, and service concept applications, to name just a few. Your work experience will enable you to evaluate theoretical concepts offered in the classroom.

You will have a basis for comparing work experiences with other students. You will also develop your own beliefs and behaviors, which can be applied to other hotel properties throughout your career. It is this work experience that provides you with the proper foundation on which to base a successful career. Professional Memberships A professional trade organization is a group of people who have voluntarily pooled their efforts to achieve a set of goals.

Professional trade organizations in the hospitality industry serve its members in many ways. First and foremost, they are a political voice for you in government. Professional trade associations also allow you to interact with others in the industry on both a professional and a social level.

Valuable advice and rewarding friendships often result. Ports of Entry A review of the organizational structure of a hotel shows that there are many departmental managers in a large organization. Which area is the best for you to enter to develop your career goals? It is impossible to say which is the best port of entry; all are avenues for career development. The hotel industry demands a great deal from its professionals.

All employees must have extensive knowledge of all areas of the facility, and they must understand the overall function of all departments. Employees must also have good communication skills and good interpersonal skills.

It demands that the professional understand the entrepreneurial role of the corporate owners while operating within budgeted resources. Try to work in as many areas as you can before you take the leap into a general manager position. You will make mistakes, no matter how much experience you have had; however, your success rate will be much higher if you have a varied background in many departments.

Researching Growth Areas in the Hospitality Industry Areas that offer the most potential for growth need to be explored. Since such areas change frequently, it is not possible to list the most current trends in a textbook. However, some of the trends that support continued growth and strong business activity are regularly reported in such publications as Trends in the Lodging Industry by Pannell, Kerr, and Forster.

This information is listed for selected cities both within the United States and at international sites. The Internet is increasingly being used as a method for researching career opportunities in hospitality management.

The Internet provides many opportunities for a new graduate to examine trends that are driving the industry and new technologies that will shape a career in hotel management. This information will assist a job applicant in exploring the employment possibilities and prospects in different geographic areas. This information is available on computerized business databases. How would you prepare for this meeting? This preparation could set the stage for an investment that lasts many years, perhaps a lifetime.

Solution to Opening Dilemma The effort you put into preparing for a visit to a career fair is essential for making this a learning and networking opportunity for you.

What types of visitors frequent your hotels during the week and on the weekend? What is the typical size of your hotels? Do you have any convention hotels in your portfolio? What are the services that you typically include in a hotel in your organization? Chapter Recap This chapter introduced the future professional to the hotel industry. It also discussed historical developments that have shaped the products and services offered to guests, management trends, and economic factors such as the atrium concept, marketing and operational emphasis, geographic relocation, the emergence of limited-service hotels, the major reorganization of —, adoption of total quality management, and various technological advances in the hotel industry.

End of Chapter Questions 1. Name some of the hotels you have visited. What were some of the exciting things you noticed while you were a guest there? With which departments of the hotel did you come into contact before, during, and after your visit at the property? Investigate some of the properties in your area. In what year were they built? What kind of competition did they have? What services or facilities did they introduce to your community?

How do residential and commercial properties differ? What are the four most common locations for hotel properties? What determines the end destination of the guest? Give working examples of these concepts. Relate them to room rates and guest expectations. Name some of the types of properties developed by major chains to meet demands by market segments. Differentiate between franchises and company-owned properties in a chain. What is the difference between franchises and referral groups?

What are the major differences between chain and independent properties? List the local attractions in your area that may entice visitors. Do these attractions provide education, culture, or personal development?

What makes them attractions? Compare your career plans with the concepts presented in this chapter. In subsequent jobs? Go to a current hospitality-related Web site such as www. How does that concept affect your future career plans? The area is well known for its tourist attractions and is the headquarters of several major U.

She appoints a group of students to assist her in setting up tours. One of the students, Maria, is a resident of the area and suggests they visit the grand old St. Thomas Hotel in the downtown area.

Hotel Front Office Management, 5th Edition

She would also like to see a hotel located at the Wide World Airport. Ryan, another student, has worked at a limited-service CASE property in his hometown. He understands there is another hotel in that chain located on the outskirts of the city. David, who is applying for a job at a local hotel, wants to get information on all-suites hotels. Linda has heard there is a new extended-stay hotel in town and wants to know what makes that type of hotel different from a limited-service hotel.

Each team will appoint one spokesperson for a panel discussion. What items do you think each spokesperson will include in his or her summary? Several computer industries will be relocating to this area, and they are expected to employ 25, persons at all levels of the organizations.

Also, one of these computer companies will locate its corporate headquarters here, with an additional executives arriving soon. The local hotel association has contacted Profes- sor Catherine Vicente of the HRI program at City College to assist them in determining the impact these new residents of the area will have on their hotels with regard to occupancy and use of facilities.

If you were Professor Vicente, what actions would you undertake? Justify your responses with regard to hotel operations and development. If you lived in this community, how would these developments affect your career in the hotel industry?

Paul R. Dittmer and Gerald G. An Introduction New York: Saul F. Paul Criscillis Jr. Parkway SE, Atlanta, Ga. The director of housekeeping indicated that he was at a loss in trying to work with the front desk clerks. This cost the hotel several hundred dollars because the cleaning crew was from an outsourced contract company, which charged the hotel a basic fee for failure to comply with the contract. After all, this was a good opportunity to bring in 26 additional room nights.

To meet this goal, factors such as current economic conditions, marketing plans, competition, and staff size and ability are constantly reviewed. The organization charts—schematic drawings that list management positions in an organization—that are included in this chapter are offered only as instructional examples. An organization chart represents the span of control for the general manager.

Not all hotels have every position listed in these organization charts. Persons pursuing a career in the hotel industry will be called upon many times throughout their career to develop or restructure an organization. The goals of the organization must be paramount in the decision-making process. This section points out the major organizational features of a lodging property and typical managerial duties of the people within the organization.

It is not uncommon for a general manager of a property to move people around in various departments of the hotel. This is done for many reasons. The general manager realizes that a candidate must possess certain skills before being placed in any new position.

This tactic will reinforce the management team concept. By exposing interested employees to the responsibilities of other departments and by keeping the staff informed of the current situation of the property, the general manager is enabling staff members to meet their career goals within the organization. When the property experiences an expected slow period, regrouping may be necessary to maintain full-time positions.

This interdepartmental cooperation provides the backdrop for a smooth-running organization. Organization Charts The major positions found in a large, full-service hotel or resort are presented in Figure This lodging property features: The organization of a large, full-service hotel requires many positions to provide service to the guest.

Each department is well organized and staffed to allow the supervisor time to plan and develop the major revenue-producing areas. Those supervisors who do not head income-generating departments—controller, plant engineer, executive housekeeper, human resources manager, recreation director, and athletics director—provide services to the guest, principally behind the scenes. The physical plant engineer, the person responsible for the operation and maintenance of the physical plant, establishes an effective preventive maintenance program.

The executive housekeeper, the person responsible for the upkeep of the guest rooms and public areas of the lodging property as well as control of guest room inventory items, keeps on top of new trends in controlling costs and effective use of personnel.

The human resources manager, the person who assists department managers in organizing personnel functions and developing employees, provides leadership in attracting new hires and maintaining a stable yet progressive approach to utilization of personnel. The recreation director, the person who is in charge of developing and organizing recreational activities for guests, and the athletics director, who is responsible for supervising physical exercise facilities for guests, provide direct hospitality services for the guest, helping to ensure a safe and interesting guest stay.

Figure outlines the organization of a somewhat smaller lodging property. This hotel features: Notice that several of the positions listed in the full-service hotel organization chart have been eliminated from this one for a medium-size lodging property.

This type of organization chart is possible because the level of service provided to guests has been reduced. Many of the department heads are working supervisors, which means they participate in the actual work performed while supervising.

Laundry and other services are contracted out. The controller provides accounting services as well as human resources management. The restaurant manager works very closely with the cook and hostess in maintaining quality and cost control and guest services. The housekeeper inspects and cleans rooms and maintains linen and cleaning supply inventories as well as providing leadership for the housekeeping staff.

Figure shows the organization chart of a typical limited-service property, much scaled down from that of a large hotel. The features of the property are: Several duties have been combined under various positions. The housekeeper, also a working supervisor, assists the room attendants, employees who clean and maintain guest rooms and public areas.

The organization charts shown here have been developed by evaluating the needs of the guests. Flexibility is essential in providing service to the guest and leadership to the staff. Typical Job Responsibilities of Department Managers As you begin your career in the lodging industry, you will undoubtedly come in contact with the various department managers in a hotel. Some of the positions seem to be shrouded in mystery, while others are clear.

Front Office Operation(1)

The controller, for example, holds one of those positions that seems to be performed behind the scenes, and little is obvious as to his or her role. The security director seems to be everywhere in the hotel, but what does this person do, and for what is he or she responsible? The food and beverage director holds a very visible position that seems to encompass much. The general manager must see both the forest and the trees, overseeing all operations while staying on top of the small details.

General Manager Several years ago I invited a guest speaker to my class. This person was the general manager of a local inn in our community. The leadership provided by the general manager is undoubtedly the most important quality a person brings to this position.

Performance is judged according to how effectively supervisors have been directed to meet the goals of the organization. Figure presents a group of managers, supervisors, and frontline employees who carry out the goals of the general manager. The plans developed by the general manager along with the department supervisors provide the vision the business needs to compete for the hospitality markets.

The evaluation of candidates for positions based on a well-structured division of labor begins the process of meeting the goals and objectives of the planning stage. Who should be chosen to meet the demands of a leader of operations?

What skills and strengths are necessary to get the job done? What business acumen must this person have? What vision does this person bring to the job? These are just a few questions that a general manager must consider and act upon. Do the food cost percentage, labor cost percentage, alcohol beverage cost percentage, and sales item analysis provide enough information to indicate the success of the food and beverage department? Communicating ideas and goals and providing feedback on performance are skills the general manager must develop.

The general manager is a pivotal link in the communication process. Each department director takes the lead from communications received or not received from the general manager. Weekly staff meetings serve as a major vehicle for sharing communication. In addition, individual meetings with department directors enable the communication process to become more effective. Photo courtesy of Red Lion Hotels.

The general manager offers supervisory training to his or her staff in practical terms. For example, the director of marketing and sales may have set a goal of increasing guest room sales by 10 percent for the next quarter. At an individual meeting with the general manager, the director of marketing and sales will agree to meet that goal over the next four months. What does a general manager do? It is acquired by studying theories of management and the behavior of other managers as well as actually practicing leadership and receiving constructive criticism from superiors on efforts expended.

The role of general manager is a professional position. It is a career goal based on operations experience and education. The role of the general manager, whether in a full-service or limited-service property, must encompass the concepts previously discussed.

The use of total quality management TQM concepts, which involve application of managerial concepts to understand operational processes and develop methods to improve those processes described in Chapter 11 , allows managers in full-service and limited-service properties to extend their role of leadership to frontline supervisors and employees.

Assistant General Manager The assistant general manager of a lodging property holds a major responsibility in developing and executing plans developed by the corporate owners, general manager, and other members of the management staff.

The relationship between the general manager and the assistant general manager must be founded on trust, skill, and excellent communications. Often he or she is the liaison between management and operations. The more the assistant general manager is informed of the reasons for management decisions, the better able he or she is to communicate plans to the operations supervisors.

The assistant general manager often must oversee the beginning of a job and ensure that others complete it. This position also requires the completion and review of statistical reports, which the assistant general manager summarizes and shares with the general manager. Depending on the size of the operation and the personnel available, a large property may divide these responsibilities into rooms division manager and operations division manager.

Limited-service hotels usually do not have this type of position in their organization chart. The department managers report directly to the general manager to streamline guest services and operational budgets. Again, the general manager of a limited-service property may perform additional hands-on responsibilities, but he or she is required to provide direct leadership to the other members of the management team.

This includes managing a multitude of details with the supervisors of these outlets. Such details include food quality, sanitation, inventory, cost control, training, room setup, cash control, and guest service, to name a few.

The food and beverage director works closely with the assistant food and beverage director, a highly skilled executive chef, a dining room supervisor, a banquet manager, and a bar manager. Constant supervision of products, employees, and services is required to ensure a fair return on investment.

Although food and beverage are served for a continental breakfast or cocktail hour at a limited-service property, there is no food and beverage director position. However, the same principles of sanitation, food purchasing and storage, marketing, standards of service, and so forth need to be followed to provide good service to the guest. Physical Plant Engineer The plant engineer is very important in the overall delivery of service to the guest.

This person oversees a team of electricians; plumbers, heating, ventilating, and air-conditioning contractors; and general repairpeople to provide behind-the-scenes services to the guests and employees of the lodging property.

Knowledge of current advances in equipment and machinery is essential. This position requires a range of experience in general maintenance and a positive attitude about updating skills and management concepts through continuing education. The plant engineer interacts with all the departments of the hotel. This person is part of the management team and can be relied on to provide sound advice about structural stability, equipment maintenance, and environmental control.

He or she can be one of the most treasured assistants in the lodging business. A role similar to that of the plant engineer in a limited-service property is that of maintenance manager, a staff member who maintains the heating and air-conditioning plant, produces guest room keys, helps housekeeping attendants as required, and assists with safety and security of personal comfort to the guest.

Executive Housekeeper The executive housekeeper is responsible for the upkeep of the guest rooms and public areas of the lodging property. This person truly must work through other people to get the job done. Each room attendant must be thoroughly trained in cleaning techniques. Skill in supervising unskilled labor is essential. Accurate scheduling of employees is also necessary to maintain control over labor costs.

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The executive housekeeper, like the plant engineer, must keep abreast of new ideas and techniques through trade journals and continuing education courses. If the lodging property operates an in-house laundry, this is also supervised by the executive housekeeper. The equipment, cleaning materials, cost controls, and scheduling are handled in cooperation with the laundry supervisor. The limited-service property depends on this member of the management team to supervise a staff that provides clean rooms and operates an in-house laundry.

This handson supervisor works with the staff to provide the many behind-the-scenes guest services required. Interdepartmental cooperation and communication with the front desk and maintenance department in full-service and limited-service hotels are vital for the executive housekeeper. The release of cleaned rooms for occupancy and the scheduling of periodic maintenance are only two functions demonstrating why interdepartmental cooperation is critical.

In addition, the marketing and sales efforts in both types of hotels depend on the housekeeper to enforce cleanliness and appearance standards in the public areas so that guests are attracted to and impressed by the property.

This is very important for international guests. Each department director can rely on the human resources manager to provide leadership in the administration of complex personnel. The human resources manager can assist in preparing the job analysis and subsequent job description.

The development of employees by providing a plan for the growth of each employee within a hotel takes a great deal of planning and evaluating. Each department director works under pressure to meet budget guidelines, quality-control levels, sales quotas, and other goals.

Limited-service properties do not employ a human resources manager but elect to divide the responsibilities among department heads. Although emphasis remains on wellplanned and -delivered human resources activities, the streamlined limited-service property relies on interdepartmental cooperation to accomplish its objectives. The person in this position plays an essential role in all departments of the hotel. An effective director of marketing and sales will not only want to attract external sales such as conventions, small business conferences, wedding receptions, and dining room and lounge business but will also provide direction for promoting in-house sales to the guests.

This is an exciting position that requires endless creativity. Some limited-service properties employ a full-time or half-time marketing and sales director. The previous discussion of duties with the exception of soliciting food and beverage business performed by the marketing and sales director in a full-service hotel is also a good indicator of what is required in a limited-service hotel. Competition for room sales to the corporate, group, and pleasure travel markets is enormous, and each hotel has to address this planning need.

Controller The controller is the internal accountant of a hotel. What would you suggest that the front desk clerk do to assist this future guest? The general manager of a limited-service property acts as the controller with the assistance of the night auditor.

In some properties, the night audit is performed during the day, and the night auditor is replaced with a lower-salaried front desk clerk for late-night coverage. Director of Security The director of security works with department directors to develop cost-control procedures that help ensure employee honesty and guest safety.

Fictional stories often depict the security director as someone who investigates crimes after the fact. Unfortunately, the lodging industry has always been involved in lawsuits, which have multiplied in both number and cost in recent years. A substantial body of law provides regulations under which properties must operate. Preventive security precautions are the central theme of the security department today.

He or she has usually developed an understanding of the criminal mind and the practices of criminals. This person is constantly on the lookout for suspicious people and circumstances. Outsourcing of security services for on-site and parkinglot patrol is also used. The outsourcing of this vital guest service does not relieve the general manager of the need to develop and provide ongoing procedures to train employees to become security-minded.

Garage maintenance, in cooperation with the engineering and housekeeping departments, is another responsibility of this position. Often a hotel rents out parking spaces to local businesses and professional people.

The accounting process associated with this service involves the accurate billing and recording of funds and subsequent deposits. This person also has to develop budgets and recruit and train employees. The garage manager often provides driver assistance to guests when their cars break down.

Hotel Front Office Management

Providing directional information to departing guests is also a frequent task of the garage manager. Even though these jobs may seem small in the overall operation of a lodging property, they build a strong foundation in providing service to the guest. The staff includes desk clerk, cashier, reservations manager, concierge, night auditor, telephone operator, bell staff, room key clerk, and elevator operator. Not all of these positions are found in every lodging establishment.

In some operations, the front desk clerk acts as desk clerk, cashier, telephone operator, and reservations clerk, as required by the volume of business. Many large, full-service hotels employ the complete staff as listed. The position of the desk clerk can encompass many duties, which typically include verifying guest reservations, registering guests, assigning rooms, distributing keys, communicating with the housekeeping staff, answering telephones, providing information about and directions to local attractions, accepting cash and giving change, and acting as liaison between the lodging establishment and the guest as well as the community.

The position of cashier includes processing guest checkouts and guest legal tender and providing change for guests. This position is found in a number of lodging establishments, and it helps to make the front desk workload manageable when a full house, a hotel that has all its guest rooms occupied sometimes referred to as percent occupancy is checking out.

Given the possibility that a guest convention could all check out in a short time period, this division of labor is a well-planned concept. E ric O.

His well-thought-out career with Hilton has allowed him to develop a strong network of relationships and vital experience to prepare him for the position he holds today. Although he has persons assigned to work on the day-to-day administration of those departments, he feels he is ultimately responsible for the success of those departments. For example, he wants to ensure that a marketing and sales plan is current and operating.

He also attends an 8: He adds that he wants to ensure that the level of talent in the organization is nurtured through motivation, training, development, and so forth. Early in Mr. He feels this has been an overriding factor in his career progression.

Each move should be weighed against the potential that it will have in growing your career. The reservations manager is a position that can be found in many of the larger lodging establishments. This person is responsible for taking incoming requests for rooms and noting special requests for service. The reservations manager is responsible for keeping an accurate room inventory by using a reservation module of a property management system.

This person must communicate very effectively with the marketing and sales department. Peak as well as slow periods of sales must be addressed with adequate planning.

This person may also serve as desk clerk for the night shift This position requires experience as a desk clerk and good communications with the controller. The telephone operator has a very important job in the lodging establishment. He or she is also expected to be able to deal with crises such as life-threatening emergencies. This person may also assist the desk clerk and cashier when necessary.

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The bell captain, with the entourage of bellhops and door attendants, is a mainstay in the lodging establishment. The bell staff starts where the computerized property management system stops. They are the people who 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.

These people also act as the hospitality link between the lodging establishment and the guest. They are an asset to a well-run lodging establishment. The key clerk can be found in very large, full-service hotels that do not have electronic key systems. This clerk is responsible for issuing keys to registered guests and for related security measures.

Often he or she will sort incoming mail for registered guests and the management staff. This position has become obsolete in most hotels. The elevator operator, a person who manually operates the mechanical controls of the elevator, is almost an extinct species in the lodging establishment. This person has been replaced by self-operated elevators and escalators.

The concierge Figure provides extensive information on entertainment, sports, amusements, transportation, tours, church services, and baby-sitting in the area. The concierge provides information on tourist attractions and entertainment in the area to hotel guests. This person also obtains theater tickets and makes reservations in restaurants. In most cases, the concierge is stationed at a desk in the lobby of the lodging property.

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The desk clerks perform multiple duties such as reservations and registrations, and they act as cashiers, telephone operators, and so forth. In limited-service properties, the general manager may also assist, when needed, to process reservation requests, check guests in upon arrival, and check guests out upon departure. Because there are usually no departmental transactions from restaurants, banquets, lounges, gift shops, or spas, the night auditor is mainly concerned with posting room and tax charges and preparing statistics for the hotel.

With the utilization of computer technology, the completion of the night audit has been reduced to a minimum of time. As previously mentioned, this task may be performed early in the morning prior to guest checkouts. To ensure that the proper attitude prevails, the atmosphere in which employees work must motivate them to excel and nurture morale and teamwork. He or she can now easily track information such as zip codes of visitors, frequency of visits by corporate guests, and amount of revenue a particular conference generated and pass this information on to the marketing and sales department.

An unsold guest room is a sales opportunity lost forever. The general manager sets the goals, objectives, and standards for all departments to follow. The assistant manager offers the various department heads additional insight into meeting the operational needs of the establishment. The food and beverage manager, housekeeper, and plant engineer provide essential services to the guest. The director of marketing and sales develops programs to attract guests to the lodging property.

A job description is a listing of required duties to be performed by an employee in a particular position. A job analysis is useful in that it allows the person preparing the job description to determine certain daily procedures. These procedures, along with typical responsibilities and interdepartmental relationships involved in a job, form the basis for the job description. Meets with the night auditor to discuss the activities of the previous night. Notes any discrepancies in balancing the night audit.

Assists desk clerks in guest checkout. Discusses with the banquet manager details of groups that will be in-house for banquets and city ledger accounts that have left requests for billing disputes.

This information will be typed and distributed to the telephone operators. Handles guest billing disputes. Works on forecasting sheet for the coming week. Receives feedback on budget targets from last month. Checks with the housekeeper on progress of room inspection and release.

Checks with the director of security for information concerning security coverage for the art exhibit in the ballroom. They also challenge the person in the job to use prior experience and theoretical knowledge to accomplish the tasks at hand. The Art of Supervising The art of supervising employees encompasses volumes of text and years of experiences.

Management experts have analyzed some of the complexities of supervising employees.