1. 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

2. 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

3. Front Office The front office is made up of: Within Uniform Services:
Front Desk
Uniform Services
Within Uniform Services:
Bellstand
PBX
Valet Parking/Garage
Concierge
Doorpersons
Figure 5-3

4. 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

5. 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

6. 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

7. 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

8. Figure 5-8

9. 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

10. 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

11. 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

12. 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

13. Practical Areas Front of the House: Back of the House: Rooms Division
Sales and Catering
Food and Beverage
Back of the House:
Human Resources
Accounting
Engineering
Figure 5-13

14. Figure 5-14

15. 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

16. Executive/Leadership Team
Figure 5-16

17. 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

18. Food & Beverage Department Heads
Figure 5-18

19. Figure 5-19

20. 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

21. Figure 5-21

22. 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

23. Hotel Career Web Sites http://www.1whcareers.com
Figure 5-23