- •Contents
- •Preface
- •Acknowledgments
- •Founders of the Hotel Industry
- •E. M. Statler
- •Conrad Hilton
- •Cesar Ritz
- •William Waldorf Astor and John Jacob Astor IV
- •Kemmons Wilson
- •Ernest Henderson and Robert Moore
- •Ray Schultz
- •Historical Developments
- •Atrium Concept
- •Select-Service Hotels
- •Technological Advances
- •Marketing Emphasis
- •Total Quality Management
- •Major Reorganization, 1987–1988
- •Hotel Investment
- •September 11, 2001
- •Economic Downturn of the Late 2000s
- •Overview of the Hotel Industry
- •Types of Lodging Facilities
- •Hotels
- •Motels
- •All-suites
- •Select-service Hotels
- •Extended-stay Hotels
- •Market Orientation
- •Sales Indicators
- •Occupancy
- •Average Daily Rate (Average Room Rate)
- •Yield Percentage
- •RevPAR (Revenue per Available Room)
- •Levels of Service
- •Business Affiliations
- •Chain Affiliation
- •Referral Property
- •Company-owned Property
- •Management Contract Property
- •Brands
- •Independent Properties
- •Trends That Foster Growth
- •Leisure Time
- •The Me/Pleasure Concept
- •Discretionary Income
- •Family Size/Household Size
- •Business Travel
- •Female Business Travel
- •Travel as Experience
- •Career Development
- •Educational Preparation
- •Work Experience
- •Professional Memberships
- •Ports of Entry
- •Researching Growth Areas in the Hospitality Industry
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Organization of Lodging Properties
- •Organization Charts
- •Typical Job Responsibilities of Department Managers
- •General Manager
- •Assistant General Manager
- •Food and Beverage Director
- •Physical Plant Engineer
- •Executive Housekeeper
- •Human Resources Manager
- •Marketing and Sales Director
- •Front Office Manager
- •Controller
- •Director of Security
- •Parking Garage Manager
- •Organization of the Front Office Department
- •Typical Front Office Organization
- •Select-service Hotel Front Office Organization
- •Function of the Front Office Manager
- •Job Analysis and Job Description
- •The Art of Supervising
- •Staffing the Front Office
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Role of the Front Office in Interdepartmental Communications
- •Front Office Interaction with Other Departments in the Hotel
- •Marketing and Sales Department
- •Housekeeping Department
- •Food and Beverage Department
- •Banquet Department
- •Controller
- •Maintenance or Engineering Department
- •Security Department
- •Human Resources Management Department
- •Analyzing the Lines of Communications
- •Situation 1: Marketing and Sales Knows It All—But Didn’t Tell Us
- •Situation 2: Peace and Harmony in 507
- •Situation 3: I Know What You Said, and I Think I Know What You Mean
- •The Role of Total Quality Management in Effective Communication
- •An Example of Total Quality Management in a Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Physical Structure and Positioning of the Front Desk
- •Guest First Impression
- •Creating a Balance Between Guest Flow and Employee Work
- •Selecting a Property Management System
- •Importance of a Needs Analysis
- •Procedure for Performing a Needs Analysis
- •Selecting a Team
- •Analyzing the Flow of Guests through the Hotel
- •Communicating Information
- •Reviewing Administrative Paperwork
- •Management Review of Information
- •Evaluate Needs That Have Been Identified
- •Assessing Needs Based on Findings
- •Choosing Software
- •Choosing Hardware
- •Other PMS Selection Considerations
- •Vendor Claims
- •Hardware Installation Plans
- •Computer Training Programs
- •Backup Power Sources
- •Maintenance Agreement
- •Financial Considerations
- •PMS Applications
- •Reservations
- •Revenue Management
- •Registration
- •Room Status
- •Posting
- •Call Accounting
- •Checkout
- •Night Audit
- •Inquiries/Reports
- •Back Office
- •Housekeeping
- •Food and Beverage
- •Maintenance
- •Security
- •Marketing and Sales
- •Personnel
- •Electronic Mail
- •Time Clock
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Reservation System
- •Overview of the Reservation System
- •Choice Hotels International
- •Hilton Hotels
- •Marriott International
- •Global Distribution Systems (GDS) in Securing Reservations
- •Role of the Internet in Securing Reservations
- •Background on Room Rates Offered via the Internet
- •Effect of Internet on Pricing Rooms
- •Consumers Response to Use of the Internet—Third-Party Websites
- •Social Media
- •Financial Effects of Third-Party Reservations
- •Types of Reservation Systems
- •Franchisee
- •Referral Member
- •Sources of Reservations
- •Corporate Clients
- •Social/Military/Educational/Religious/Fraternal (SMERF)
- •Meetings/Incentive/Conference/Event (MICE)
- •Group Travelers
- •Leisure Travelers
- •Current Guests
- •Forecasting Reservations
- •Overbooking (Occupancy Management)
- •Revenue Management
- •Processing Guest Reservations
- •Systemwide Reservation Systems
- •Outsourcing Reservations
- •Types of Reservations
- •Reservation Codes
- •Cancellation Codes
- •Blocking Procedure
- •Process of Completing Reservations through a PMS
- •Database Interfaces
- •True Integration
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Occupancy Percentage
- •Average Daily Rate
- •RevPAR
- •History of Yield Management
- •Use of Yield Management
- •Revenue Manager
- •Components of Revenue Management
- •Definition of Yield
- •Optimal Occupancy and Optimal Rate
- •Strategies
- •Forecasting
- •Star Report
- •Block-out Periods
- •Systems and Procedures
- •Channel Management
- •Feedback
- •Management Challenges in Using Revenue Management
- •Considerations for Food and Beverage Sales
- •Applications of Revenue Management
- •Scenario 1
- •Scenario 2
- •Scenario 3
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the First Guest Contact
- •Components of the Registration Process
- •Capturing Guest Data
- •Guest Registration Procedure
- •Guest Hospitality
- •Inquiry about Reservation
- •Completion of Registration Card
- •Review Completeness of Registration Card
- •Extension of Guest Credit
- •Room Selection
- •Room Assignment from Inventory
- •Assigning Room Rates
- •Discuss Sales Opportunities
- •Assigning Room Keys
- •Security of the Key System
- •Maintaining the Key System
- •Registration with a PMS
- •Retrieving Reservation Form
- •Checking Room Inventory Option
- •Checking Room Status Option
- •Verifying Room Rate
- •Issuing Room Key
- •Obtaining Reports from the PMS
- •Self-Check-In
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Common Bookkeeping Practices
- •Debits and Credits
- •Forms Used to Process Guest Charges and Payments
- •Folio, Transfers, and Paid-out Slips
- •Account Ledgers
- •Guest Ledger and City Ledger
- •Posting Guest Charges and Payments
- •Point-of-sale
- •Room and Tax
- •Transfers and Adjustments
- •Paid-Out
- •Miscellaneous Charges
- •Phone
- •Display Folio
- •Reports
- •Transferring Guest and City Ledgers to Accounts Receivable
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Organizing Late Charges to Ensure Accuracy
- •Guest Checkout Procedure
- •Inquiring about Quality of Products and Services
- •Retrieving the Room Key
- •Retrieving and Reviewing the Folio
- •In-room Guest Checkout
- •Determining Method of Payment and Collection
- •Credit Cards
- •Bill-to-account (Direct Billing)
- •Cash and Personal Checks
- •Traveler’s Checks
- •Debit Cards
- •Assisting the Guest with Method of Payment
- •Money Wire
- •Travelers Aid Society
- •Auto Clubs
- •International Currency Exchange
- •Obtaining Future Reservations
- •Filing Documents
- •Relaying Guest Departures to Other Departments
- •Removing Guest Information from the System
- •Transfer of Guest Accounts to the Back Office
- •Checkout Reports Available with a Property Management System
- •Guest Histories
- •ZIP Code or Postal Code
- •Developing Conventions and Conferences
- •FAM Tours
- •Origination of Reservation
- •Frequency of Guest Visit
- •Types of Room Requested
- •Room Rates versus Occupancy Patterns
- •Tracking Social Media
- •Last Impressions of the Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Night Audit
- •The Night Auditor
- •The Night Audit Process
- •Posting Room and Tax Charges
- •Assembling Guest Charges and Payments
- •Reconciling Departmental Financial Activities
- •Reconciling Accounts Receivable
- •Running the Trial Balance
- •Goal of Preparing the Night Audit Report
- •Preparing the Night Audit Report
- •Departmental Totals
- •Bank Deposit
- •Accounts Receivable
- •Cashier’s Report
- •Manager’s Report
- •Formulas for Balancing the Night Audit Report
- •Room and Tax
- •Total Restaurant Sales and Sales Tax
- •Tips for Restaurant, Room Service, Banquet, and Lounge Employees
- •Room Service
- •Banquet Sales
- •Banquet Bar and Total Lounge Sales
- •Room Rental
- •Valet
- •Telephone Charges
- •Gift Shop Sales and Tax
- •Vending
- •Parking
- •Total Revenue and Total Write-Offs
- •Cash Sales and Accounts Receivable Balance
- •Credit Cards and Cash Applied to Accounts Receivable
- •Analysis of Accounts Receivable
- •Bank Deposit and Amount Transferred to Accounts Receivable
- •Cashier’s Report
- •Operating Statistics
- •Daily Flash Report
- •Reading the Flash Report
- •Reading the Night Audit
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Importance of Hospitality
- •Managing the Delivery of Hospitality
- •Management’s Role
- •The Service Strategy Statement
- •Financial Commitment
- •Total Quality Management Applications
- •Developing a Service Management Program
- •Guest Cycle
- •Moments of Truth in Hotel Service Management
- •Employee Buy-in Concept
- •Screening Employees Who Deliver Hospitality
- •Empowerment
- •Training for Hospitality Management
- •Evaluating the Service Management Program
- •Follow-through
- •Interfacing with Other Departments in Delivering Hospitality
- •Customer Relationship Management
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Determining Employee Hospitality Qualities
- •Job Analysis and Job Descriptions
- •Positive Hospitality Character Traits
- •Practicing Promotional Skills
- •Screening for Hospitality Qualities
- •An Outgoing Personality
- •Patience
- •Ability to Accept Constructive Criticism
- •Interest in Selling
- •Developing an Orientation Program
- •Economic Position of the Property in the Community
- •Overview of the Lodging Establishment
- •Employee Handbook
- •Policy and Procedure Manual
- •Introduction to the Front Office Staff
- •Equipment Overview
- •Interdepartmental Cooperation
- •Administering the Orientation Program
- •Selection of Orientation Leader
- •Developing a Training Program
- •Identification of Tasks and Job Management Skills
- •Preparing Step-by-Step Procedures
- •Management Concepts
- •Steps in the Training Process
- •Preparation: Get Ready
- •Delivery: Show Me
- •Administering a Training Program
- •Cross-training
- •Developing a Trainer
- •Job Knowledge
- •Training for Empowerment
- •Americans with Disabilities Act
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •The Role of the Front Office in Marketing and Sales
- •Planning a Point-of-sale Front Office
- •Set Objectives
- •Brainstorm Areas for Promotion
- •Evaluate Alternatives
- •Devise Incentive Programs
- •Theories of Motivation
- •Douglas McGregor
- •Abraham Maslow
- •Elton Mayo
- •Frederick Herzberg
- •Applying Motivation Theories
- •Maslow
- •Mayo
- •Herzberg
- •Training Programs for a Point-of-sale Front Office
- •Train in Sales Skills
- •Develop an Attitude of Presenting Opportunities
- •Let Employees Experience Hotel Services
- •Use Role-Playing to Create Your Own Training Video
- •Budgeting for a Point-of-sale Front Office
- •Feedback
- •Guest Test
- •Financial Results
- •Planning a Point-of-sale Front Office—An Example
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Security Department
- •Organization of a Security Department
- •Job Analysis of the Director of Security
- •In-House Security Departments versus Contracted Security
- •Room Key Security
- •Hard-key System
- •Electronic Locks System
- •Smart Card
- •Contactless Electronic Locks
- •Fire Safety
- •General Fire Code Requirements
- •Guest Expectations
- •Fire Safety Plan
- •Employee Training in Fire Safety
- •Guest Instruction in Fire Safety
- •Fire Action Communication Procedure
- •Emergency Communication
- •Developing the Emergency Communication Plan
- •Employee Safety Programs
- •Employee Safety Committee
- •Composition and Activities of the Safety Committee
- •Department Supervisors’ Responsibility
- •Safety Training Programs
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Housekeeping Department
- •Overview of a Housekeeping Department
- •Relationship of the Executive Housekeeper to the General Manager
- •Management of a Housekeeping Department
- •Room Assignment/Workload
- •Outsourcing Housekeeping Activities
- •Housekeeper’s Report
- •Communication
- •Situation 1: Why Can’t Room Attendants Get Those Rooms Cleaned More Quickly, or, If That Guest Asks One More Time…
- •Inventory Control
- •Fixtures
- •Theft Control of Inventory
- •In-house Laundry versus Outsourced Laundry
- •Occupational Safety and Health Administration
- •Material Safety Data Sheets
- •Americans with Disability Compliance
- •Professional Associations
- •Role of Chief Engineer in a Lodging Property
- •Job Analysis
- •Job Description
- •Technology
- •Managing Maintenance Inter-departmental Communications
- •Energy Management
- •The Greening of the Lodging Industry
- •Leadership in Energy and Environmental Design (LEED)
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Glossary
- •Index
E N D - O F - C H A P T E R Q U E S T I O N S 73
business? Unfortunately, it does. However, the delivery of high-quality service is dependent on the upkeep of a hotel’s physical property, and this is an important operational procedure. The front office manager and the director of housekeeping must cooperate in setting up times for taking guest rooms out of available inventory. The front office manager must be made aware of the costs involved in contracted services and work in partnership with the director of housekeeping.
Chapter Recap
This chapter outlined the organizational structure of lodging properties and typical job responsibilities of department managers. Specific analysis of the role of the front office manager revealed many related concepts. Success in providing effective supervision begins with a review of the resources available to the front office manager, such as employees, equipment, room inventory, finances, and sales opportunities. After analyzing these resources, the front office manager can direct the department more effectively; the objectives of making a profit and delivering hospitality to the guest can be achieved more easily.
The functional role of the front office manager can be understood by preparing a job analysis and job description. This process allows the future professional to see the major responsibilities of the job and the departmental relationships involved. The many positions found in a front office staff have the common goal of providing hospitality to the guest. Training, empowerment, and flexibility are necessary to make the team work.
Forecasting, scheduling, developing a supervisory style, motivating personnel, balancing staff personalities, delegating tasks, training, and effectively communicating are only a few of the skills a good supervisor must master. This lifelong effort is developed through continuing education and trial and error.
End-of-Chapter Questions
1.If you are employed in the hotel industry, sketch the organization chart of the property where you work. Have you seen this hierarchy change since you have been employed there? If so, what do you think caused this change? For those students who are not employed in the hotel industry, interview one of your classmates who is employed in the lodging industry about their departmental hierarchy, and briefly sketch their organization chart of their department.
74 C H A P T E R 2 ■ H O T E L O R G A N I Z AT I O N A N D T H E F R O N T O F F I C E M A N A G E R
2.Compare the organization of a full-service hotel and a select-service hotel. How can a select-service property operate with such a seemingly minimal staff?
3.If you are employed in the hotel industry, describe the tasks your general manager performs daily. Describe the tasks your department director performs daily. What relationship do these positions have to the overall success of the hotel? For those students who are not employed in the hotel industry, interview one of your classmates who is employed in the lodging industry about what they think their general manager does on a daily basis, and prepare a 50-word summary of the interview.
4.How are the positions in a front office organized? Describe the positions found at the front office in a full-service hotel. Which positions are most crucial to providing guest service?
5.If you have ever worked in the front office in a lodging property, summarize what you think the front office manager does. If you have not worked in a front office of a hotel, you might want to visit with a front office manager and ask for insight into this position.
6.What resources are available to the front office manager? Rank the importance of these resources in providing service to guests and supervising employees.
7.How does the front office manager relate to other members of the hotel management staff? Give examples.
8.Why should a job analysis be performed prior to preparing a job description? Do you think this procedure is necessary? Why or why not?
9.What are the four steps required in preparing a schedule?
10.How do you think your supervisor developed his or her supervisory style? What do you think will be the basis in developing your supervisory style?
11.What does the expression the art of supervision mean to you? Reflect on your answer and highlight which concepts are important to your future supervisory style.
12.Why does trying to understand individual motivation help in supervising?
13.What are some personality clashes you have noticed where you work? How did your supervisor handle them? Would you have handled them differently if you were the supervisor?
14.Generally speaking, what benefits can a well-trained front office person offer the front office manager?
15.Give examples of how the front office is responsible for communication with other departments, with hotel guests, and with the public.
E N D - O F - C H A P T E R Q U E S T I O N S 75
C A S E S T U D Y 2 0 1
Ana Chavarria, front office manager, has been with The Times Hotel for several years. She recalls her first few months as a time of great stress. Milo Diaz, the personnel manager, was always calling her to post her schedules on time and authorize payroll forms. Thomas Brown, the executive housekeeper, seemed a great friend off the premises of the hotel, but at work, he continually badgered the front desk clerks on guest check-in and checkout problems. Yoon-Whan Li, executive engineer, also had communication problems with Ana, such as the time a desk clerk called Yoon-Whan at home to say an elevator was stuck on the fourth floor when it was only manually stopped by a group of children. Eric Jones, the food and beverage manager, blamed Ana’s desk clerks because hotel guests were not frequenting the dining room and lounge, asking her, “When will the desk clerks ever learn to talk about those free coupons for the dining room and lounge that they so stoically hand out?” Then there was Lorraine DeSantes, director of marketing and sales, who had just about all she could take from desk clerks who misplaced phone messages, directed hotel guests to restaurants across the street, and offered information on “a good restaurant right around the corner.”
Ana has taken those comments to heart and feels she can justify her shortcomings and those of her staff. She knows the schedules are to be posted by Tuesday morning of each week, but several of her employees give her last-minute requests for days off. Her payroll forms are usually delayed because she wants to spend time with guests who are registering or checking out. The front desk clerks have made major errors in
checking guests into rooms that are not ready, but she offers,“It must be that the computer system gives them the wrong information.” The elevator issue wasn’t the front desk clerk’s fault; it was his third night on the job, and no one had thought to explain what constitutes an emergency call to the executive engineer. She wants her front desk clerks to distribute those food and beverage coupons, but they just don’t get excited about it. And Lorraine DeSantes’s messages are always given to her; “She just makes no attempt to look in her mailbox.”
She also remembered when Margaret Chu, general manager of The Times Hotel, asked her to visit in her office. She let Ana know that her six-month probationary period would be over in one month and it was time to discuss Ana’s progress before a permanent offer was made. Ana was uneasy, knowing her colleagues had reported major errors on her behalf. However, Margaret Chu took an approach that was different from that of other general managers with whom Ana had worked. Ms. Chu asked her to prepare a list of strategies to use in working toward improvement in the following areas:
■Employee motivation
■Personnel training
■Effective scheduling of employees
■Communication
■Empowerment
Ms. Chu has asked you to assist Ana in developing strategies to use for improving her ability in the art of supervising employees. What would you suggest?
C A S E S T U D Y 2 0 2
A local hotel developer has called you to assist her corporation in designing job descriptions for a new hotel. This is the corporation’s first venture into the
hotel business, so the developer wants you to be explicit in writing the job descriptions. The hotel is similar to the 5001-room full-service hotel depicted
(continues)
76 C H A P T E R 2 ■ H O T E L O R G A N I Z AT I O N A N D T H E F R O N T O F F I C E M A N A G E R
|
|
C A S E S T U D Y 2 0 2 |
CONTINUED |
|
|
|
|
|
|
||
in Figure 2-1. Prepare job descriptions for the |
■ |
Executive housekeeper |
|
||
following management positions: |
■ |
Food and beverage director |
|
||
■ |
General manager |
■ |
Assistant general manager |
|
|
■ |
Facilities manager |
|
|||
■ |
Front office manager |
|
|||
|
|
|
C A S E S T U D Y 2 0 3
Ana Chavarria, front office manager, Milo Diaz, the personnel manager, and Thomas Brown, executive housekeeper, want to design a simple but effective training program titled “The Art of Supervising” for
their new front-line supervisors. Use information provided in this chapter to suggest an outline they might use. Remember to keep it simple.
Key Words
accounts payable
accounts receivable
assistant general manager
athletics director
average daily rate (ADR)
balance sheet
bell captain
bell staff
bill-to-account
business services and communications center
call accounting
cashier
city ledger accounts
collective bargaining unit
concierge
continental breakfast
controller
convention guests
corporate guests
daily function sheet
desk clerk
director of marketing and sales
director of security
elevator operator
executive housekeeper
express checkout
floor inspector
food and beverage director
front office manager
full house
general ledger
general manager
human resources manager
in-house laundry
job analysis
job description
maintenance manager
|
K E Y W O R D S 77 |
message book |
property management system (PMS) |
moonlighter |
rack rate |
night audit |
recreation director |
night auditor |
referral reservation service |
on-the-job training |
reservations manager |
operational reports |
room attendants |
organization chart |
room blocking |
parking garage manager |
statement of cash flows |
percent occupancy |
team player |
percent yield |
telephone operator |
plant engineer |
total quality management (TQM) |
prior approved credit |
traffic managers |
profit-and-loss statement |
working supervisors |
C H A P T E R 3
Effective Interdepartmental
Communications
O P E N I N G D I L E M M A
The leader of a workshop in one of the conference rooms is uneasy about
his program today. After noticing the connection for the teleconference
is not working, he stops by the front desk and asks if the convention
representative can come to the conference room. The desk clerk on duty offers to locate the convention representative and send her to the room.
After the workshop leader leaves the front desk area, the desk clerk remarks, “You would think we have to be all things to all people at all times!”
C H A P T E R F O C U S P O I N T S
■Role of the front office in establishing and maintaining effective communications with other departments
■Discussion and application of total quality management techniques used in improving interdepartmental communication