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hotels vocabulary for English as a second language l students

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In辿s Perazza
In辿s Perazza

hotel organisation and departments vocabulary. English for specific purposes. tourism industry students.

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Summary 際際滷 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
Rooms Division Organizational Chart Director of Loss Prevewntion Front Desk Supervisor Front Desk Agent/Guest Service Attendant Front Desk Manager Bellstaff Doorperson Bell Captain Valet Parking Staff Parking Garage Staff Valet/Garage Supervisor PBX Operator PBX Supervisor Conceirge Manager Front Office Manager Rooms Inspector/Senior Housekeeper Housekeepers/Room Attendants Housepersons Assistant Executive Housekeeper Linen Room Attendant Tailor/Seamstress Laundry Manager Housekeeping Manager/Executive Housekeeper Director of Services Reservations Agents Reservations Manager Transient Sales Manager Director of Transient Sales Night Auditors Night Audit Manager Director of Rooms/Resident Manager General Manager 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
Rooms Division Accounting Sales/Catering Food/Beverage Human Resources Engineering Hotel Guest Front of the House Back of the House 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
E xecutive/L eaders hip C om m it tee Director of F ood and B everage D irec tor of M ark eting D irec tor of Hum an Resources D irector of Engineering Controller R esiden t Manager/ Dir of R oom s D irector of G rou nds D irector of R ecreation G eneral M an ager Executive/Leadership Team 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
Executive Chef Director of Catering Director of Convention Services Director of Restaurants Beverage Manager Director of Food and Beverage Figure 5-18 Food & Beverage Department Heads
Sales Department Heads Resident Manager Director of Group Sales Director of Transient Sales Director of Marketing Figure 5-19
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
Revenue B ased Deploym ent Director of G roup S ales Director of Transient S ales Director of Catering Director of M arketing Executive Chef Director of Restaurants Director of S ervices Front O ffice M anager Director of Loss Prevention Director of O perations G eneral M anager 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

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hotels vocabulary for English as a second language l students

  • 1. Summary 際際滷 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
  • 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: 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 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
  • 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. Rooms Division Organizational Chart Director of Loss Prevewntion Front Desk Supervisor Front Desk Agent/Guest Service Attendant Front Desk Manager Bellstaff Doorperson Bell Captain Valet Parking Staff Parking Garage Staff Valet/Garage Supervisor PBX Operator PBX Supervisor Conceirge Manager Front Office Manager Rooms Inspector/Senior Housekeeper Housekeepers/Room Attendants Housepersons Assistant Executive Housekeeper Linen Room Attendant Tailor/Seamstress Laundry Manager Housekeeping Manager/Executive Housekeeper Director of Services Reservations Agents Reservations Manager Transient Sales Manager Director of Transient Sales Night Auditors Night Audit Manager Director of Rooms/Resident Manager General Manager Figure 5-8
  • 9. 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
  • 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: Rooms Division Sales and Catering Food and Beverage Back of the House: Human Resources Accounting Engineering Figure 5-13
  • 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. E xecutive/L eaders hip C om m it tee Director of F ood and B everage D irec tor of M ark eting D irec tor of Hum an Resources D irector of Engineering Controller R esiden t Manager/ Dir of R oom s D irector of G rou nds D irector of R ecreation G eneral M an ager 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. Executive Chef Director of Catering Director of Convention Services Director of Restaurants Beverage Manager Director of Food and Beverage Figure 5-18 Food & Beverage Department Heads
  • 19. Sales Department Heads Resident Manager Director of Group Sales Director of Transient Sales Director of Marketing 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. Revenue B ased Deploym ent Director of G roup S ales Director of Transient S ales Director of Catering Director of M arketing Executive Chef Director of Restaurants Director of S ervices Front O ffice M anager Director of Loss Prevention Director of O perations G eneral M anager 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 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