Values, but the crucial second step is finding people committed to those principles. As a paper

published at ScholarWorks@UMass Amhurst by Mary E. Dawson and JeAnna Abbott points

out, choosing the right people improves retention rates and service levels. For example, if you

want to run a bed and breakfast that's committed to conscientious service, job interview

questions about attention to detail should be included in your hiring process. Once you have your

work force onboard, nurture the positive qualities you're looking for. Dawson and Abbott point

to the example of Disney University, which produces staff who are courteous and customerfocused

for the company's theme parks.

When you hire people who fit well with your culture, you're more likely to secure a long-term

commitment from them, but there's more you can do to get people engaged with the mission of

your organization. If your company believes in continuous service improvement, for example,

then inspire them by practicing continuous improvement at all levels of the organization. Invest

In developing employee skill sets by sending people to conferences and continuing education

courses. If you expect employees to deliver a certain experience to customers, you need to make

that experience a reality throughout the company. Staff should feel the culture you talk about if

they're going to remain enthusiastic.

All cultures have great stories, and your business should have one too. Writing a history of

where your company came from and where it's going makes your employees feel that they're part

of something bigger. It also helps your customers to understand where your values come from.

Think about why you started your business in the first place. Maybe you thought that fine dining

was too expensive in your city, so you aimed to start a business offering delicious food without

pretentiousness. That easy-going attitude is something your servers can embody, and they're

more likely to get what you're after when they understand the restaurant's past.

Not About Programs

Managing your culture for success is more about a feeling you create than putting specific

programs into place. Start with your values first, then brainstorm how to make them real. Your

plan may or may not include employee perks like free day care and bonuses. For example, in a

Delta Hotels organizational profile published by Human Resources and Skills Development

Canada, Bill Pallett, SVP of People and Quality said, "We do not have a health club. We do not

have a day care center. But we have a high degree of trust between our manager and employee

groups." Decide what values are most important, then make plans that let your employees live

them.

13. The basic and additional services of hotels and their features

Rooms Division: In a statistics conducted by the U.S. Lodging Industry in 1995, it has been

shown that the majority of hotels revenues (60.2 %) are generated from Rooms Division

Department under the form of room sales. This very department provides the services guests

expect during their stay in the Hotel. Lastly, the Rooms Division Department is typically

composed of five different departments:

a) Front Office

b) Reservation

c) Housekeeping

d) Uniformed Services

e) Telephone

Beneath is a brief description of the different departments decomposing the Rooms Division

Department, along with their related main responsibilities:

a) Front Office:

Sell guestrooms; register guests and design guestrooms

Coordinate guest services

Provide information

Maintain accurate room statistics, and room key inventories

Maintain guest account statements and complete proper financial settlements

b) Reservation:

Receive and process reservation requests for future overnight accommodations.

With technology development, the Reservation Department can, on real time, access the

number and types of rooms available, various room rates, and furnishings, along with the various

facilities existing in the hotel

There should be close relation-ships with Sales and Marketing Division concerning Large

Group Reservations

c) Housekeeping:

Inspects rooms before they are available for sale

Cleans occupied and vacant rooms

Communicates the status of guestrooms to the Front Office Department

Cleans and presses the property’s linens, towels, and guest clothing (if equipped to do so, free

of charge or for a pre-determined fee)

Maintains recycled and non-recycled inventory items

d) Uniformed Services:

Bell Attendants: Ensure baggage service between the lobby area and guestrooms

Door Attendants: Ensure baggage service and traffic control at hotel entrance(s)

Valet Parking Attendants: Ensure parking services for guest’s automobiles

Transportation Personnel: Ensure transportation services for guests from and to the hotel

Concierge: Assists guests by making restaurant reservations, arranging for transportation, and

getting tickets for theater, sporting, or any other special events

5. Telephone Department:

Answers and distributes calls to the appropriate extensions, whether guest, employee, or

management extensions

Places wake-up calls

Monitors automated systems

Coordinates emergency communications

_ ‘Protects Guest Privacy‘

14. Hotel organizational structure and management .The General Director of Hotel

In order to carry out its mission, global and departmental goals and objectives, every company

shall build a formal structure depicting different hierarchy of management, supervision, and

employee (staff) levels. This very structure is refereed to as organization chart. Moreover, the

organization chart shows reporting relationships span of management, and staff/line functions.

There are two types of relationships that might exist between any two functions at any

organization chart. These are:

1. Solid Lines: (i.e.:__) this kind of relationship shows Direct Line Accountability. To

illustrate, if position A and B are linked with a solid line, it means (for example) that A shall

report to B, that B shall tell A what to do, when to do, and how to it. Lastly, B shall be liable

(i.e. responsible) for A.

2. Dotted Lines: (i.e. _---------_) this kind of relationship entitles both positions linked with

dotted lines to have a high degree of Cooperation and Communication but not direct line

accountability. Usually in the hotel industry, where the sole aim is to satisfy guests,

positions, whatsoever level in the hierarchy they occupy, shall coordinate jointly their efforts

so as to provide quality, standard product to their customers. Therefore, examples of dotted

lines are numerous in hotel organization charts.

A hotel manager or hotelier is a person who holds a management position within a hotel, motel, or resort establishment. Management titles and duties vary by company. In some hotels the title hotel manager or hotelier may solely be referred to the General Manager of the hotel. Small hotels usually have a small management team consisting of three or fewer managers while larger hotels may have a large management team consisting of managers of various departments and divisions. The size and magnitude of a hotel management structure varies significantly depending on the size and function of the hotel. A small hotel normally consists of a small core management team consisting of the General Manager and a few key department managers who directly handle day-to-day operations. On the contrary, a large full service hotel often operates more like a largecorporation with an executive board headed by the General Manager and consisting of key directors serving as heads of individual hotel departments. Each department normally consists of subordinate line-level managers and supervisors who handle day to day operations.

Large/Full service hotel [edit]

A typical organizational chart for a large resort hotel operation:

General Manager reports to Regional Vice President and/or Owner/Investor

General Manager

Assistant GM or Director of Operations

Director of Front Office

Front Desk Manager

Front Desk Supervisor

Rooms Coordinator

Night Auditor

PBX Supervisor

Guest Services Manager

Concierge Supervisor

Bell Captain