Summary Slide

Rooms Division
Front Office
Housekeeping
Reservations
Night Audit
Rooms Division Organization
DiagramRooms Division Org. Chart
Hotel Organization
Functional Departments
Interaction of Functional Depts. with the Rooms Division
Practical Areas
DiagramGuest Interaction
Top Level Management
DiagramExecutive Committee
Department Heads
DiagramFood and Beverage Department Heads
DiagramSales Department Heads
Traditional vs. Revenue-Based Deployment
DiagramRevenue-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
hotels 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 o m s D iv is io n O r g a n iz a t io n a l C h a r t
G e n e ra l M a n a g e r
D ir e c t o r o f L o s s P r e v e w n t io n
D ir e c t o r o f R o o m s / R e s id e n t M a n a g e r

F r o n t O ffic e M a n a g e r
F ro n t D e s k M a n a g e r
F r o n t D e s k S u p e r v is o r
F r o n t D e s k A g e n t / G u e s t S e r v ic e A t t e n d a n t
B e ll C a p t a in
B e lls t a ff
D o o rp e rs o n
V a le t / G a r a g e S u p e r v is o r
V a le t P a r k in g S t a ff

D ir e c t o r o f S e r v ic e s

D ir e c t o r o f T r a n s ie n t S a le s

H o u s e k e e p in g M a n a g e r / E x e c u t iv e H o u s e k e e p e r
A s s is t a n t E x e c u t iv e H o u s e k e e p e r
R o o m s I n s p e c t o r / S e n io r H o u s e k e e p e r

R e s e r v a t io n s M a n a g e r

N ig h t A u d it M a n a g e r
N ig h t A u d it o r s

R e s e r v a t io n s A g e n t s
T r a n s ie n t S a le s M a n a g e r

H o u s e k e e p e rs /R o o m A tte n d a n ts
H o u s e p e rs o n s
L a u n d ry M a n a g e r
L in e n R o o m A t t e n d a n t
T a ilo r / S e a m s t r e s s

P a r k in g G a r a g e S t a ff
P B X S u p e r v is o r
P B X O p e ra to r
C o n c e ir g e M a n a g e r

Figure 5-8

Hotel Organization
The following organizational criteria
determine the staffing composition of a
hotel:
A hotels size classification
A hotels location type
A hotels product type (service level and target
market)

What effects would these criteria have on

a hotels 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

Front of the
House

Hotel Guest

Back of the
House
Food/Beverage

Engineering

Rooms Division

Human
Resources

Sales/Catering

Accounting

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

E x e c u t i v e / L e a d e r s h ip C o m m it t e e
G en e ral M an ag e r

D i re c to r o f F o o d a n d B e v e r a g e
D ir e c t o r o f M a r k e t in g
D ir e c t o r o f H u m a n R e s o u r c e s
D ir e c t o r o f E n g i n e e r in g
C o n t r o l le r
R e s i d e n t M a n a g e r/ D ir o f R o o m s
D ir e c t o r o f G r o u n d s
D ir e c t o r o f R e c r e a t io n
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 Department Heads

D ir e c t o r o f F o o d
a n d B e v e ra g e
E x e c u t iv e C h e f
D ir e c t o r o f C a t e r in g
D ir e c t o r o f C o n v e n t i o n S e r v ic e s
D ir e c t o r o f R e s t a u r a n t s
B e v e ra g e M a n a g e r

Figure 5-18

S a le s D e p a r t m e n t H e a d s
R e s id e n t M a n a g e r
D ir e c t o r o f M a r k e t in g
D ir e c t o r o f G r o u p S a le s

D ir e c t o r o f T r a n s ie n t S a le s

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

R e v e n u e B a s e d D e p lo y m e n t
G e n e ra l M a n a g e r
D ir e c t o r o f M a r k e t in g
D ir e c t o r o f G r o u p S a le s
D ir e c t o r o f C a t e r in g

D ir e c t o r o f T r a n s ie n t S a le s

D ir e c t o r o f O p e r a t io n s
E x e c u t iv e C h e f
D ir e c t o r o f R e s t a u r a n t s
D ir e c t o r o f S e r v ic e s
F r o n t O ffic e M a n a g e r
D ir e c t o r o f L o s s P r e v e n t io 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