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Chapter 1:

Hotel Industry

(3)

third largest retail industry following automotive & food stores nation’s largest service industry

one of the nation’s largest employers

Tourism Industry

Hospitality Retail (Shopping) Stores

Transportation Services

Destination (Activity) Sites

Lodging is Part of Tourism Industry:

Tourism Industry

Lodging Operation

F&B Operations

Tourism industry is

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Lodging is Part of Tourism Industry:

Lodging (Hotel) Sector

Lodging properties are a segment within tourism industry

Figure 1.2: Range of lodging property alternatives

Destination resorts

Full-service hotels

Limited-service hotels

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1900

Lodging is Part of Tourism Industry:

A Brief History of Hotels

Figure 1.3 : Highlights in the modern history of the US hotel industry

1910

Fewer than 10,000 hotels 750,000 to 850,000 rooms 10,000 U.S. hotels

One million rooms 300,000 employees

Average size: 60-75 rooms

1920

Occupancy: 85%

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

1930 Occupancy: 65%AHAs Hotel Red Booklists 20,000 hotels

Lodging is Part of Tourism Industry:

A Brief History of Hotels (continued

.)

1940 Occupancy: 64%Average room rate: $3.21

1950

Occupancy: 80%

Typical hotel: 17 rooms Average room rate: $5.91

1960

Occupancy: 67% $3 billion in sales

Typical hotel rooms: 2,400,450

Typical hotel: 39 rooms, independent and locally owned Average room rate: $5.91

(7)

Lodging is Part of Tourism Industry:

A Brief History of Hotels (continued

.)

1970

Occupancy: 65% $8 billion in sales

Total hotel rooms: 1,627,473 Average room rate: $19.83

1980

Occupancy: 70% $25.9 billion in sales

Total hotel rooms: 2,068,377 Average room rate: $45.44

(8)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Lodging is Part of Tourism Industry:

A Brief History of Hotels (continued

)

1990

2000 Occupancy: 63%

$97 billion in sales Occupancy: 64% $60.7 billion in sales

Total hotel rooms: 3,065,685 45,020 properties

Average room rate: $58.70

(9)

Close Look at Lodging Organizations

Figure 1.4: 2000 Property / Room Breakdown

22.5% Under 75 rooms

75–149 rooms 150–299 rooms 300–500 rooms Over 500 rooms

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Close Look at Lodging Organizations:

Typical Lodging Guests

Figure 1.5: Typical lodging guests

28.8% are transient business travelers

25.3% are attending a conference/group meeting

24.6% are on vacation

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Emphasis on safety, cleanliness & service

- Guests also consider “intangible” aspects of the purchase decision

Close Look at Lodging Organizations:

Lodging Industry Characteristics

Inseparability of manufacture & sales - A room exists & is sold at the same site Perishability

- If a room is not rented on a specific date, the revenue is lost forever

Repetitiveness

- Some operating procedures are routines Labor Intensive

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Close Look at Lodging Organizations:

Lodging Industry Overview

Largest hotel affiliations

333,110 5.HILTON HOTELS CORPORATION

1,846 3. MARRIOTT INTERNATIONAL

4,219 4. CHOICE HOTELS INTERNATIONAL

3,030 2. BASS HOTELS&RESORTS, INC.

6,540 1. CENDANT CORPOPRATION

Properties Brands

These five represent some 28 % (14,884 / 53,500 properties) of all

domestic properties, & 42 % (1,708,617 / 4,100,000 rooms) of all rooms. The majority of these brands do not “own” their hotels, but hotel owners elect to affiliate with the brand, for a fee.

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Single-unit property not affiliated with any brand Single-unit properties affiliated with a brand

Multi-unit properties affiliated with the same brand Multi-unit properties affiliated with the same brand Multi-unit properties affiliated with different brands Multi-unit properties operated by the brand or others Multi-unit properties owned by the brand

Hotel ownership / management

Close Look at Lodging Organizations:

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Close Look at Lodging Organizations:

Lodging Industry Overview (continued

.)

Figure 1.7: Hotel Ownership / Management Alternatives

Hotel property

Operation Management Independent

company

Management company

Franchise Non-Franchise

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Close Look at Lodging Organizations:

Hotel Organizational Structures

Figure 1.8: Organizational Chart for Small (75 Rooms), limited-service hotel

Small Hotel (75 rooms)

Manager

Custodial personnel

Housekeeping personnel

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Close Look at Lodging Organizations:

Hotel Organizational Structures (continued

.)

Large Hotel (350 rooms)

Figure 1.9: Organizational Chart for Large (350 rooms), full-service hotel

G.M. Administrative

assistant Assistant G.M.

Controller F&B director

H.R. Manager

(17)

Line

department

Those directly involved in the “chain of command”. Directly responsible for revenues

- Front Office & Food / Beverage

Also responsible for property operations

- Housekeeping, Maintenance, & Engineering

Staff

department

Providing technical, supportive assistance to support line decision-makers

Making recommendations to (but not decisions for) line decision-makers

- Purchasing, human relations, and accounting

Close Look at Lodging Organizations:

Hotel Departments

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Revenue center

A hotel department that generates revenue - Front office & food / beverage departments - Also revenues from telephone services, space

rental and fees from parking garages, vending machines, and golf courses

Cost center

A hotel department which incurs costs in support of a revenue center

- Marketing, maintenance, accounting, human resources, & security departments

Revenue and cost centers

Close Look at Lodging Organizations:

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Successful hotels greatly emphasize serving their guests to the best possible extent.

Lodging is a Service Business

The brand name a hotel uses is not the most important factor in a hotel’s success.

When hotels put guests’ needs first, those hotels will do well.

Facility Engineering & Maintenance

Consistent delivery of quality of products and services to guests must be addressed first, rather than considering tactics to

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 How will we show our staff and tell them about the need for high quality guest service?

How exactly will we evaluate the level of service quality being provided to our guests?

What exactly are our service strategies and our service procedures?

How will we train our staff about service concerns and the tactics to deliver service?

How will we reinforce our service strategies?

What can we do to emphasize service as a philosophy rather than as a program with a definite start & end time?

What can we do to excel in the guests’ moments of truth?

Questions that must be addressed to deliver quality service:

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Overbuilt problem

Hoteliers should examine ways to reduce costs without impacting quality.

An excessive emphasis on cutting service or product quality will ultimately result in reduced hotel revenue. Managers should implement procedures to: a) reduce

turnover levels, b) increase productivity levels, c) recruit from non-traditional employee labor markets.

Labor shortages

Current Issues confronting Hoteliers:

Operating Issues

Cost containment

(22)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Various amenities (e.g., business centers) increase costs for hotel owners yet sometimes appeal to only a small segment of the hotel’s market.

Results in a more competitive selling environment for hoteliers (e.g., online room booking)

The more the number of brands increase, the harder consumers find it to differentiate between them.

Efforts to focus on a highly defined, smaller group of travelers.

Market segmentation is increasing

Current Issues confronting Hoteliers: Marketing

Issues

Brands overlap

Increased sophistication of consumers

(23)

Interactive reservation system

- Allows potential guests to make reservations at preferred room rates in reduced time

Guestroom innovations

- Two (or more) telephone lines enabling Internet access /

interactive menu ordering for room service / electronic games and guestroom checkout

Data mining technology

- Analyzing guest- (and other) related data to make better marketing decisions

Yield management

- Matching guest demand with room rates

Recent technological innovations include:

(24)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

“As goes the economy, so goes the lodging industry”

Impact of globalization on the lodging industry

Lodging industry is an integral part of the tourism industry - It is affected by the extent to which travelers, both within

the country and worldwide travel

Facility Engineering & Maintenance

Economies of the world, the country, the state and the community play on the financial success of a lodging organization & the

individual properties which comprise it.

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G.M / Rooms division M. / Front office M. / Controller /

Executive housekeeper / Catering M. / Executive steward / F & B M. / Banquet M. / Chef / Executive chef / Food production M. / Pastry Chef / Sous chef / Room service M. / F & B

controller / Restaurant M. / Beverage M. / Purchasing Director / Human Resource M. / Credit M. / Executive assistant M. /

Convention M. / Marketing & sales M. / Auditor / Director of security / Convention services director / Resident M / Chief engineer

Typical Multi-Unit Positions: Area G.M. / Regional G.M. / Director of Training / Vice president, finance / Vice president, real estate / Director of franchising

Close Look at Lodging Organizations:

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Enrolling in and graduating from hospitality-related programs of study

Working in a variety of lodging positions (including educational internships)

Developing a career ladder for professional development within the lodging industry

- Working with a mentor

Obtaining suggestions by talking with G.M.s at hotels nearby industry leaders and educators

How does one start to plan for a career in the lodging industry?

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Chapter 2:

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Responsibilities

G.M.s

G.M.s’ tasks

Investor relations Community relations

Brand affiliation management

Executive Committee development

Property management

The single most important human variable affecting a hotel’s short-term profitability

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G.M.s’ ability to effectively inform investors & owners about current performance & future needs of their hotel/s

Responsibilities: Investor Relations

Property’s long-term success

To successfully manage owner / investor relations:

G.M.s

talents

Financial analysis ability

Proficiency in written communication

(30)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Continually monitor operational standards set by the brand to ensure property performance

Communicate effectively with franchise brand officials about marketing & sales programs

Improve profitable operation of hotel by using activities & programs offered by the brand

Managing brand at the property level

Responsibilities: Brand Affiliation

Management

To successfully manage owner / investor relations:

G.M.s

talents

Well developed interpersonal skills Persuasive ability

Listening skills

(31)

Result of annual (or more frequent) inspections by franchise company

Used as measure of effectiveness of G.M., of hotel’s management team, and of owner’s financial commitment to the property.

Ensuring franchiser-mandated standards are met by franchisee Becoming an important example of how the G.M. interacts with franchisers and/or management companies

Quality Inspection (or Assurance) scores

Responsibilities: Brand Affiliation Management

(32)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Attract new businesses

Expand tourism opportunities

Provide input regarding local business community needs Have charity events and fundraisers at the hotel

Opportunities to assist the local community

Responsibilities: Community Relations

To successfully perform community relations

G.M.s

talents

Outgoing personality

Well-developed social skills

(33)

Responsibilities: Executive Committee Facilitation

Food & beverage production & service Food & Beverage Director

Guest, employee & property safety/security Security Director

Revenue production & promotions Sales & Marketing Director

Guest services and sales Front Office Manager

Property cleanliness Executive Housekeeper

Upkeep of hotel’s physical facility Chief Engineer

Accounting for hotel assets and liabilities Controller

Hotel staffing needs Human Resource Manager

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Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Responsibilities: Executive Committee

Facilitation (continued

)

General Manager

(35)

That he/she works with EOC to improve skills & efficiencies of the departments these individuals manage

That he/she assists their professional development

That he/she must be an expert in specific day-to-day operations of each hotel’s department

Wrong expectations regarding the G.M.

Responsibilities: Executive Committee Facilitation

(continued

)

Right expectations regarding the G.M.

To successfully manage the EOC facilitation

G.M.s’ talents

Good listening skills

Ability to evaluate / implement managerial training & development program

(36)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Responsibilities: Property Management

To successfully handle property management:

G.M.s

jobs

G.M. should be able to direct overall property management.

Process of planning, organizing, staffing, directing,

controlling and evaluating human, financial and physical resources, to achieve organizational goals.

Organizational & coaching skills Analytical & financial analysis skills Ability to anticipate guest needs

(37)

Responsibilities: Property Management

(continued

)

To provide leadership Staffing / directing

To measure and evaluate results Controlling / evaluating

To maximize deployment of resources Organizing

To establish goals and objectives Planning

Purpose Functional area

Management process

Controlling & evaluating

Planning

Organizing

(38)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Responsibilities: Property Management

(continued

)

What is the goal of providing in-room, high-speed Internet access to guests?

Planning

What needs to get done to keep staff “on task” with project completion timelines?

How will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service?

Controlling / Evaluating

How will the hotel allocate necessary dollars to achieve this goal?

Organizing

(39)

Hotel admin. / hotel & restaurant mgt. / hospitality admin. / restaurant, hotel, & institutional mgt. / food service mgt. / hospitality business / tourism admin. / culinary arts

Program titles

Skills Development: Formal Education

For whom

Designed for both traditional college students & non-traditional working students

Wish to terminate their formal education after several years of study

Have a B.A. degree in another subject & wish to gain knowledge of the hospitality industry

Two-year degree

Highly practical & current

Practical professional instructors who may be well connected in the community (assisting job placement)

(40)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Checklists

Admission requirements Program designs

Advanced degrees

Skills Development: Formal Education

(continued

)

For whom

Four-year degree

Have diverse faculty & quality facilities Offer an excellent learning environment

Benefits

Wish to complete a B.A. degree

Seek to learn from a larger number of quality faculty

(41)

Impact of advancing technology Impact of a changing workforce

OJT trends / focuses for hotel G.M.s

Skills Development: On-the-Job Training

OJT

Learning activities designed to enhance skills of current employees

Offered by management with intent to improve guest service & employee performance

(42)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Membership benefits / activities of local business associations (e.g., local Chambers of Commerce)

Business / skills enhancement programs Networking opportunities

Timely publications & seminars including local economic data & best management practices

In some cases, providing low- or no-cost training for entry-level workers

Lobbying for business interests & facilitating public-private employment initiatives

Updating on recent business thoughts & methods

Business associations

(43)

Current two major interests

Technology applications / human resource management Help staying updated on current info

Serve certification, educational, social and legislative needs of their members

Hold monthly and annual gatherings Offer educational seminars / workshops Have Trade Shows

Efficient way to see new products & service offerings of a large number of vendors in a short time

Example of the hotel industry

Educational Institute of the American Hotel & Lodging Association

Trade associations

Skills Development: Professional Development

(continued

)

(44)

Chapter 3:

(45)

The G.M. Sets the Pace

G.M.s feelings & actions about issues will likely impact hotel staff attitudes about those issues.

G.M.s personally direct only the work of department heads and, perhaps, relatively few other staff.

G.M.s’ interaction with department heads directly impacts how they interact with their own staff.

Influence

Level of morale Desired product

& service quality Employee

(46)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

G.M.s Must Manage: Organizational Levels

Of resources available, people (human resources) are the most complex and important for success!

Entry-Level Employees

Top-Level Management (G.M.)

Middle-Level Management (Department Heads)

(47)

G.M.s Must Manage: G.M. Functions

Assess the extent to which long- and short-range plans were attained

Evaluating

Take corrective action(s) when budgeted financial plans are not attained

Controlling

Supervise the work of department heads Directing

Recruit, select, orient and train new department heads Staffing

Assign responsibilities for an upcoming banquet or conference event

Organizing

Develop an operating budget or a marketing plan Planning

Examples of activity: Working with department head (if applicable) to: Management

(48)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Ability to perform

management-specific aspects of the job

Forecasting guest demand for rooms and establishing room rates, etc.

Ability to understand and interact well with guests, employees, suppliers, etc.

Ability to organize and

direct required work efforts Ability to develop policies and operating procedures necessary for guest safety

Ability to collect, interpret, and use information logically

Learning about a new, competing hotel opening nearby and making future marketing decisions

accordingly

G.M.s Must Manage: G.M. Skills

Conceptual Interpersonal

(49)

Joining professional business and community service organizations Meeting with community

government representatives

Participating in

community social events Attending school & athletic events with their children Yesterday: dictatorial

leadership

Today: facilitators

Tomorrow: empowerment

“Manage by walking around”

G.M.s Must Manage: G.M. Relationships

G.M.

Staff members Other hotel employees

External organization Others in community

How the hotel can meet and exceed guest expectations

(50)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

G.M.s Must Manage:

G.M. Manage in Times of Change

Relative to their counterparts “yesterday” G.M.s must Interact with a more diverse workforce

Emphasize teams rather than individual performance

Cope with fast-paced technology changes

React to global challenges

Improve quality while increasing productivity

Improve ethical / social behaviors

(51)

Evolution of Traditional Hotel H.R. Practices

Participative decision style Autocratic (dictatorial) decision style

Team behavior Individual behavior

Manager shares responsibility for results Manager personally responsible for results

Manager listens Manager tells and sells personal views

Pride, recognition, and growth are used to motivate staff

Fear and pressure used to motivate staff

Team problem-solving is employed Manager personally solves problems

Manager encourages change Manager seeks stability

Emphasis on employee facilitation skills Emphasis on technical skills

Manager is supportive Manager is dominant

Team-focused work unit Manager-focused work unit

(52)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Evolution of Traditional Hotel H.R. Practices

(continued

)

Long-term H.R. strategies Short-term H.R. strategies

Multi-directional communication Top down – one way communication

Flexible routines Bureaucratic “rituals”

Consensus Power

Empowerment Hierarchy of control

Proactive management/supervision style Reactive management/supervision style

Consistent “moments of truth” Inconsistent “moments of truth”

What one says is consistent with what one does

What one says is inconsistent with what one does

G.M. earns the team’s support G.M. forces compliance

(53)

Management Basics: Planning

Vision

Mission Statement

Long-Range Plan

Operating Budget

Short-Range (Business) Plan

Marketing Plan

What the hotel will strive to be

What the hotel must do to be successful and how this will be accomplished

Hotel’s goal for long-range (e.g., five year) time span

Hotel’s goal within a one-year time span

Anticipating revenues and expenses during short-range plan implementation

(54)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Management Basics: Decision Making

Routine and repetitive decisions made after considering policies, procedures, or rules

Infrequent decisions requiring creative decision making abilities

Programmed decision Non-programmed decision

Before making a decision

Who is the correct person to make decisions?

Will a decision about a specific issue bring the hotel closer to attaining objectives and goals?

How will the decision affect guests? Is there only one acceptable alternative?

How much time and effort can be spent on the decision? How does one’s experience help with decision making? Must the decision please everyone?

(55)

Management Basics: Decision Making Approach

Manager makes decisions

unilaterally

Manager makes decisions after input from

others

Manager allows team to make decisions

Traditional Recent Contemporary

(56)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Management Basics: Decision Making

(continued

)

Advantages Disadvantages

Group decision

making process

Considering broad range of information

Generating more creative alternatives

Whole team keenly aware of issues and problems

Achieving higher morale

Easier implementation

Possible conflicts

May be forced to “take sides” if alternative

opinions are expressed Domination by staff

members with strongest personalities

Time-consuming

(57)

Limit to how many staff

members one supervisor can manage effectively

Each employee should report or be accountable to only one boss for a specific activity

Management Basics: Organizing Principles

Unity of command Span of control

Distribution of authority

Executive housekeeper establishes table linen laundry schedule with F&B dept.

Line managers (between departments)

Functional

Hiring and firing employees within a specific department

Line managers (within departments) Line

(58)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Work that others can do as well as the G.M.

Work that is less

important than other work

Work that should be learned by more than one person

Management Basics: Delegation

What work might be delegated by the G.M.?

Allows the G.M. to do most important things first

Effective process to train employees

Allows more work to be accomplished

Improves controls

(59)

Management Basics: Delegation (continued

)

Organizational climate necessary for delegation

Assign specific duties & responsibilities to employees

Grant sufficient authority for carrying out assignments

Supervisor & employees agree on expected results

Managers make feedback system to measure progress Communicate responsibilities to minimize confusion

(60)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Management Basics: Flow of Communication

Multi-directional communication

Formal channel (example): coaching

(61)

Management Basics: Motivation

Poorly motivated staff

Inconsistent performance for required quality or quantity standards

Guest dissatisfaction

Increased operating costs

Hotel suffers

(62)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Management Basics: Motivation (continued

)

Strategies to motivate employees Follow sound management advice

Effective orientation

Train correctly

Manage a professional hotel

Supervise as you want to be supervised

Encourage effective communication

Manage a friendly hotel

(63)

Management Basics: Leadership

Effective leaders will:

implement the property’s Mission Statement

have an objective & measurable “picture” of hotel’s desired future

help others develop the knowledge and skills needed to attain hotel’s vision (e.g., orientation, training, and

coaching)

utilize the empowerment process

develop team of staff committed to hotel’s success achieve a reputation for quality service consistently delivered to guests

(64)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Management Basics: Discipline

Steps in a progressive discipline process

Discipline: activities reinforcing desired performance or correcting undesired performance.

Oral warning (no entry in employee’s record)

Discharge

Oral warning (entry in employee’s record)

Written reprimand

(65)

Have high standards and expectations

Support individual members and maintain trusting and respectful relationships Practice participative

management and solicit input from members

Demonstrate that own personal goals and individual team

member goals should not be placed before team goals

Share credit for team successes More control over work

responsibilities

Make work assignments within the team

Schedule themselves

Evaluate each other’s work Assign compensation

increases

Team Building Tactics

(66)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Employee Selection, Orientation, and Training

Personnel tactics checklist Recruitment / selection tactics

General orientation tactics

Correct training

Departmental / orientation and workstation / induction tactics

Train-the-trainer tactics

On-the-job training (OJT) tactics

Supervisory / other training tactics

Training budget

(67)

G.M. Interactions

G.M.s never have a daily routine; every day is different

Daily involvement in guest relations are quite visible

Actual daily activities undertaken by a G.M. vary from day-to-day & month-to-month as well as from

property-to-property

(68)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

G.M. Interactions: Employees

Observing employees at a company picnic enjoy themselves Providing non-job related advice when requested

Observing staff who participate in community organizations/activities Mentoring younger workers

Following employees’ careers as they are promoted within the organization Congratulating personnel about significant events in their families’ lives Welcoming new staff to the team

Learning employees’ suggestions about possible operating improvements Daily conversations with long-term staff

(69)

G.M. Interactions: Employees

Observing an intoxicated employee attempting to come to work Comforting an employee whose child has passed away

Explaining to staff why they did not get promotions they sought Discovering employee “sabotage”

Supervising staff violating hotel policies, requirements, and rules. Assigning work responsibilities to cover “no show” employees Learning about illegal acts committed off-property by staff Confronting staff known to be stealing

Disciplining or terminating staff

(70)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Receiving guest input about hospitable staff members

Providing accommodations to guests stranded by adverse travel conditions

Interacting with frequent guests

Receiving input from guests who genuinely want the hotel to be successful

Interacting with guests as peers at community / professional meetings Providing service / assistance to guests

Observing hotel guests celebrate significant family / professional occasions

Receiving spontaneous “Thank You Notes” from happy guests Interacting with frequent guests

Possible interactions with guests: positive examples

(71)

Discovering overt guest room damage

Calming irate guests stranded by adverse travel conditions

Interacting with police called to hotel for disturbances or illegal guest activities

Preventing guest theft of money, products and/or services from the hotel Preventing property vandalism

Preventing on-site prostitution

Dealing with visibly intoxicated guests

Guest deaths in sleeping rooms or in the hotel’s public spaces

Interacting with police called to hotel for disturbances or illegal guest activities

Possible interactions with guests: negative examples

(72)

Chapter 4:

(73)

H.R. Department Roles

H.R. is both line & staff

function

Helping line managers with H.R. related duties - employee selection - orientation

- training - evaluation - compensation H.R. specialists

G.M. must define authority boundaries between line- & staff managers. Making final employee

selection decision

Providing departmental-specific orientation

Initiating ongoing training

Supervision activities

(74)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

How H.R. personnel assist in hotel’s overall operation

H.R. Department Roles (continued

)

Implementing policies to effectively recruit, select, motivate, and retain the most qualified management and non-management staff

Developing and delivering orientation, safety, security, supervisory, and some department-specific training programs

Developing and communicating H.R. policies that are equitable and fair to all employees while protecting the rights of the hotel

Interpreting, implementing, and enforcing the ever-increasing body of laws and regulations

(75)

Job descriptions Job specifications

Two staffing

tools

Staffing the H.R. Department

A list of tasks that an employee in a specific position must be able to perform effectively

Statements about duties, responsibilities, working conditions & specific job activities

Example: H.R. Director (recruitment, selection, evaluation, promotion)

A list of personal qualities necessary for successful

performance of the tasks required by the job description

Statements about knowledge, skills, education, physical & personal characteristics

(76)

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Upper Saddle River, NJ 07458

Legal Aspects of H.R.: Employee Selection

Bonified Occupational Qualifications (BOQs):

Qualifications to perform a job that are judged reasonably

necessary to safely or adequately perform all tasks within that job

Education or certification requirements Language skills

Previous experience

Minimum age (for jobs such as waitress or bartender)

Physical attributes (amounts able to be lifted, carried etc.)

Licensing

(77)

Employment applications

Tools to screen employee applicants

Legal Aspects of H.R.: Employee Selection

(continued

)

Interviews

Only provide info directly relating to the job

Demographic info, employment history, educational

background, criminal history, employment status, references, drug testing

Testing

Other

Race, religion and physical traits should not be asked

Age may be asked only for the purpose of legal requirements Follow strict state guidelines and requirements for

pre-employment drug testing

(78)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Legal Aspects of H.R.: Employee Selection

(continued

)

Equal Employment Opportunity Commission:

Employers cannot discriminate against employees on the basis of race, color, religion, sex or national origin.

Protects young workers from

employment interfering with education or that is detrimental to health

Fair Labor Standards Act (1938)

Prohibits hiring illegal immigrants Immigration Reform &

Control Act (1987)

Protects individuals 40 yrs and older Age Discrimination in

Employment Act (1967)

Prohibits discrimination against job candidates with disabilities

Americans with

(79)

“At-will” employment Employment agreement

Legal Aspects of H.R.: Employment Relationships

Employees can elect to work for the employer or terminate the work relationship anytime Employers can hire or terminate any employees with or without cause at any time

Document specifying

the terms of the employer

– employee work relationship

(80)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Legal Aspects of H.R.: Workplace Laws

One cannot ask favors of a subordinate in exchange for employment benefits; neither can one punish an employee if an offer is rejected. A G.M. should follow strict zero tolerance policy & procedures - issuing of appropriate policies

- conducting applicable workshops

- developing procedures to obtain relief - developing written protocols for reporting

- investigating & resolving incidents & grievances

Hotels (employing 50 or more staff) should provide up to 12 weeks of leave (unpaid) to an employee for a birth, adoption of a child or serious illness of immediate family members.

Sexual harassment

(81)

Unemployment insurance (allowing temporary financial benefits to employees who have lost jobs)

Unemployment claim (asserting the worker is eligible for unemployment benefits)

Employee evaluation (assuring work performance [nothing else] forms the basis for employee evaluations)

Discipline (effectively communicating and consistently enforcing workplace rules and policies)

Termination (preventing unacceptable termination of employee/s)

The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime work rates, and equal pay regardless of gender.

Compensation

Legal Aspects of H.R.:

Workplace Laws (continued

)

Employee performance

(82)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Selected employee records should be maintained.

Examples of record keeping:

- Department of Labor records (e.g., employee’s name, address, gender, job title, work schedule, hourly rate, regular and overtime earnings, wage

deductions and payday dates)

- any deductions from wages for meals, uniforms, or lodging - amount of tips reported (for tipped employees)

- covered leave and amount of leave for eligible employees (Family & Medical Leave Act)

- employment eligibility verification (Immigration Reform & Control Act) - personnel matters & benefit plans (Age Discrimination & Employment Act)

Employment records

Legal Aspects of H.R.:

(83)

Internal recruiting External recruiting

H.R. Department at Work: Recruitment

Focusing on internal applicants for vacant positions

Focusing on internal applicants for vacant positions

“Promotion from within” Alerting friends and

relatives of current employees

Recruitment is not solely the job of H.R. department

Current staff can impact hotel’s turnover rate

Hiring from outside sources

Newspaper and other media advertisements / job fairs / executive

search firms / recruiting at schools / “help

wanted” signs

Attracting external candidates

(84)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Selection:

Evaluating job applicants to determine those more qualified (or potentially more qualified) for positions.

H.R. Department at Work: Selection

Selection devices

Employment interviews Employment tests

Preliminary screening (reviewing application)

(85)

Orientation:

Providing basic information about the hotel which must be known by all its employees.

H.R. Department at Work: Orientation

Goals

Guest service / relations training Emphasis on teamwork

Policies and procedures including handbook

Compensation and benefits Guest safety & security

(86)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Training is absolutely critical to the hotel’s success !

H.R. Department at Work: Training

Group training

Effective when several (or more) staff must learn the same thing Use of a role-play (e.g., upselling training for front desk agents)

Individualized training

One-to-one training method Mainly responsible for

individualized line departments Improve knowledge or skills of staff

New employees and experienced staff need training

Ongoing professional development can motivate staff and help employees’ advancement opportunities

(87)

H.R. Department at Work:

Performance Evaluation

Goals

Determine where staff can improve performance Assess eligibility for pay raises and promotions Improve morale

Assure legal compliance

H.R. Dept. Roles

Develop policies & procedures for property-wide system Communicate these policies & procedures to all staff

(88)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Steps of performance appraisal system

H.R. Department at Work:

Performance Evaluation (continued

)

Performance standards are established for each position

Evaluation information is filed

Policies (e.g., frequency of rating) are established

Data is gathered about employee performance

Raters must evaluate performance

(89)

What other employers attempting to attract the same applicants pay. What employees working on different jobs in the hotel are paid.

What other employees working on same jobs within the hotel are paid. Legal / fair / balanced / cost effective / viewed as reasonable by staff

Compensation:

All financial & financial rewards given to managers & non-management staff in return for their work.

The H.R. Department at Work: Compensation

Effective compensation programs should be:

Establish pay for specific positions based on:

Salary / wages

Direct financial compensation

Benefits (health insurance, paid vacations, etc.)

(90)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Work-related accidents & illnesses

H.R. Department at Work:

Employee Safety & Health

Working conditions

e.g., greasy floors in kitchen

Work to be done

e.g., cooks using knives

H.R. staff assistance for health related activities

Developing and selecting programs to help employees cope with stress Developing procedures applicable to workplace violence

(91)

H.R. Department at Work:

Workforce & Work Quality Improvement

(92)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

(93)

Hotel Operations Management, 1/e ©2004 Pearson Education Development of systems to collect and report financial information

Analyzing this same information

Making finance-related recommendations to assist management decision making

Record and summarize financial data

Purpose of bookkeeping

Accounting

Facility Engineering & Maintenance

Controller: individual responsible for recording, classifying, and summarizing the hotel’s business transaction.

(94)

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Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Financial management system that collects accounting data from an individual hotel site and combines and analyzes that data at the same site.

G.M. and controller have larger role in preparing financial documents

Financial management system that collects accounting data from an individual hotel(s), then combines and analyzes the data at a central site

Prevails in chain-operated or multiproperty hotel companies Company will likely employ C.P.A. for data analysis

Centralized accounting systems

Decentralized accounting systems

(95)

Hotel Operations Management, 1/e ©2004 Pearson Education Rooms available for forecasted period

Estimated rooms for the period

Estimated occupancy rate for period

Total rooms sold / total rooms available = Occupancy percent (%) Estimated ADR (average daily rate) for period

- Total room revenue / total number of rooms sold = ADR RevPar (revenue per available room) for forecasted period - Occupancy % X ADR = RevPar

Rooms revenue forecast should include at minimum:

(96)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Number of guest rooms sold directly impacts amount of F&B sales volume

Revenue Forecasting: Food & Beverage Revenue

Controller will forecast sales generated from: - Room service

- Banquets

(97)

Hotel Operations Management, 1/e ©2004 Pearson Education Pay-per-view movies

Parking charges

Internet access charges

Gift shop sales of newspaper / cigarettes / candy / lotions / pop / etc Telephone (local / long distance calling)

Guest laundry Coat check fees Golf fees

Tennis fees

Health club usage fees Pool fees

Typical examples of other revenue sources include:

(98)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

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Allowing management to anticipate / operate for future business conditions

Providing communication channel whereby hotel objectives are passed to various departments

Encouraging department managers who have participated in budget preparation to establish own operating objectives / evaluation techniques / tools

Providing G.M. with reasonable estimates of future expense levels and serving as tool for determining future room rates

Helping controller & G.M. to periodically evaluate hotel and its progress toward financial objectives

Important function of budget

(99)

Hotel Operations Management, 1/e ©2004 Pearson Education Long-range

budgets

Encompass relatively lengthy period, generally 2-5 years or more

Useful for long-term planning, considering wisdom of debt financing / refinancing and scheduling of capital expenditures

Budgeting (continued

.)

Annual budgets

Must be produced by individual hotels and submitted to central office for review in large, multiunit hotel companies

Developed to coincide with calendar year

Monthly budgets

Helps determine whether maintaining progress toward goals developed in annual budget

Great use for seasonal hotel

Refer to Figure 5.1 (Waldo hotel property operations & maintenance department

(100)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Known as profit and loss statement

Lists hotel’s revenues, expenses, GOP, & fixed charges for specific time (month, fiscal quarter, or year)

In no case should this period exceed middle of next reporting period

Income statement Balance sheet

Cash flow statement

Key financial documents

Income statement

(101)

Hotel Operations Management, 1/e ©2004 Pearson Education Figure 5.2: Income Statement Information

This period’s actual

Revenues

Less Direct operating expense

Equals Department operating income

Less Overhead (undistributed) expense Equals Net income (GOP)

Less Fixed expense

Equals Income before taxes

Financial Statements: Income Statement

(102)

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Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Figure 5.3: Tricolumned Income Statement

This

Less Direct operating expense Equals Department operating income Less Overhead (undistributed) expense Equals Net income (GOP)

Less Fixed expense

Equals Income before taxes

Financial Statements: Income Statement

G.M. can answer:

Hotel performance during this period?

Hotel performance compared with performance estimate (budget)? Where did estimates vary significantly?

(103)

Hotel Operations Management, 1/e ©2004 Pearson Education Of all assets, none consider relative value / worth of staff, including the G.M, actually operating hotel

Value of experienced, well-trained staff is not quantified. Provides a point-in-time statement of overall financial position of hotel

“Snapshot” of financial health of hotel

Capture the financial condition of hotel on day it is produced Not telling how profitable the hotel was in given accounting period

Functions of balance sheet

Financial Statements: Income Statement

(104)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Financial Statements: Balance Sheet

Figure 5.9: Accounts receivable aging report

Assets

Cash $75,000

Accounts receivable 50,000

Inventories on-hand 25,000

Prepaid expenses 10,000

Total assets $160,000

Property and equipment $7,000,000 (Less accumulated depreciation) 500,000

Net property and equipment 6,500,000

(105)

Hotel Operations Management, 1/e ©2004 Pearson Education

Financial Statements: Balance Sheet

Figure 5.9: Accounts receivable aging report (continued….)

Liabilities and Owners’ equity

Current liabilities

Accounts payable $75,000

Wages payable 25,000

Total current liabilities $100,000 Long-term liabilities

Mortgage payable $6,300,000

Total liabilities $6,400,000

Owners’ equity 260,000

(106)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 How much cash was provided by hotel’s operation during accounting period?

What was hotel’s level of capital expenditure for that period? How much long-term debt did hotel commit to during that period?

Will cash be sufficient for next few weeks or will short-term financing be required?

It is critical that the hotel not only is profitable, but also that it maintains solvency.

Statement of cash flows can answer to the following:

Financial Statements: Statement of Cash Flows

(107)

Hotel Operations Management, 1/e ©2004 Pearson Education For room

- Number of rooms available for sale / number of rooms sold / occupancy rate / ADR / RevPar / Other room revenue info

F & B

- Restaurant sales / bar & lounge sales / meeting room rentals / banquet sales / other F& B revenue

For other income

- Telephone revenue / in-room movie revenue / no-show billings / other income

“Daily”

Controller’s office should provide G.M. with a timely recap of prior day’s rooms, F&B & other revenues.

Prepared from data supplied nightly by PMS.

Daily Operating Statistics: Manager’s Daily Sales Report

Daily includes the following:

(108)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Rooms available

Total rooms occupied

Rooms occupied by guest type Occupancy percent

Total ADR

ADR by guest type Total RevPar

Documentation & verification of night auditor’s report is an important function of controller’s office.

Detailed room revenue report include:

Night auditor report provides wealth of info on room sales.

Daily Operating Statistics:

(109)

Hotel Operations Management, 1/e ©2004 Pearson Education Allowance &

adjustments

Reduction in sales revenue credited to guests

because of errors in properly recording sales or to appease a guest for property shortcomings.

Daily Operating Statistics:

Adjustments & allowances

Figure 5.7: Adjustment Voucher

ADJUSTMENT NO 348685

(1)

DATE (2) 200xx

(110)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Employee error in charge

- Employee training program, cash sales systems, or guest service techniques

Importance of completion of allowance & adjustment voucher

Daily Operating Statistics:

Adjustments & allowances (continued

.)

Hotel-related problems

- Equipment inspection programs, guest service training Guest-related problems

- Total monthly Allowance & Adjustments/ total room revenue = Room allowance & adjustment %

(111)

Hotel Operations Management, 1/e ©2004 Pearson Education Changing guest’s credit cards for items not purchased, then keeping money from erroneous charge

Changing totals on credit card changes after guest has left or imprinting additional credit card charges and pocketing cash difference

Mis-adding legitimate charges to create higher-than-appropriate total, with intent to keep the overcharge.

Charging higher-than-authorized prices for products/services, recording proper price, and keeping the overcharge

Giving/selling/credit card numbers to unauthorized individuals outside hotel

Credit card-related techniques to defraud guests

(112)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Cashier training programs

Sales revenue recording systems

Cash overage/shortage monitoring systems

Enforcement of employee disciplinary procedures for noncompliance

Methods of evaluating cash control systems

(113)

Hotel Operations Management, 1/e ©2004 Pearson Education Facility Engineering & Maintenance

Accounts receivable (AR): money owed to hotel because of sales made on credit

Internal Control: Accounts Receivable

Facility Engineering & Maintenance

Direct bill: an arrangement whereby a guest is allowed to purchase hotel services and products on credit

(114)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 which guests are allowed to purchase goods/services on credit.

how promptly those guests will receive bills.

what is total amount owed to hotel and how long have those monies have been owed.

Controllers’ jobs to establish:

Internal Control: Accounts Receivable

Facility Engineering & Maintenance

A controller together with a G.M. should establish credit policies that maximize number of guests doing business with hotel, yet minimize hotel’s risk of creating uncollectable accounts

(115)

Hotel Operations Management, 1/e ©2004 Pearson Education Figure 5.9: Accounts receivable aging report

Waldo Hotel: Accounts Receivable Aging Report For January,200X

Total amount receivable $100,000.00

Number of days past due

Less than 30 30-60 60-90 90+

$50,000

$30,000

$15,000

_____ _____ _____ $5,000

_____ _____ _____

_____ _____ _____

Total $50,000 $30,000 $15,000 $5,000

% of total 50% 30% 15% 5%

(116)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Payment of proper amounts

Payments made in a timely manner Payment records properly maintained

Payment totals assigned to appropriate departments Charge for goods / services used by hotel, invoiced by vendor, not yet paid

Sum total of all invoices owed by hotel to its vendors for credit purchases made by hotel

Account payable (A.P.)

Internal Control: Accounts Payable

(117)

Hotel Operations Management, 1/e ©2004 Pearson Education

Use a system of coding to assign actual costs to predetermined cost centers Implement functioning expenses coding system

Create system whereby total payments to vendors match vendor billings exactly Maintains good relations with vendors by prompt payment of invoices

Take advantage of discounts offered by vendors for prompt payment Ensure legitimate invoices are paid only for amount actually due.

Invoices and payments for those invoices should be checked by at least two people

Payment of proper amounts

Internal Control: Accounts Payable

(continued

.)

Payments made in a timely manner

Payment records properly maintained

(118)

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458 Ensuring payment is made to vendors only for goods / services actually received

Internal Control: Purchasing & Receiving

Payment should be withheld if all services have not been performed.

Before A.P. invoice is paid, check terms of sale, product prices quoted by vendor, & list of products against actual vendor’s invoices.

Devising payment system ensuring members of property mgt. Team has:

- Preauthorized work - Confirmed cost of work

Gambar

Figure 1.1: Segments in the Tourism Industry
Figure 1.3 : Highlights in the modern history of the US hotel industry
Figure 1.3 : Highlights in the modern history of the US hotel industry
Figure 1.4: 2000 Property / Room Breakdown
+7

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