Hotel Roles And Responsibilities

Hotel Roles And ResponsibilitiesClassification of hotel facilities is not based on rigid standards. On marketplace forces, touchstones, location, mathematical function, and the definitions endure change, depending and preference, but the definitions that follow be generally accepted and are the ones intended for these classifications throughout this textual matter, in some cases, personal.A hotel ordinarily offers guests a full range of accommodations and assistances, which may include reticences, suites, public dine and banquet facilities, lounge and entertainment areas, means dos valet, laundry, hair care, swimming pool, gym, sauna, watering hole and other recreational activities, gaming/casino operations, ground transportation to and from airport, and concierge helpers.MotelsMotels offer guests a limited range of supporters, which may include reservations, vending machines, swimming pools, and note television. The size of these properties averages from 10 to 50 units. Motels are usually in suburban highway and airport locations. Guests typically stay overnight or a fewer days. Motels may be located near a freestanding restaurant.All suitesIt may include reservations, alive room and separate bedroom, kitchenette, optional public dine room and room service, cable television, videocassette players and recorders, specialty shops, personal services valet and laundry, swimming pool, and ground transportation to and from an airport. The size of the operation can range from 50 to more than 100 units. This type of property is usually found in centre-city, suburban, and airport locations.Limited-Service HotelsThe range of accommodations and services may include reservations, minimal public dining and meeting facilities, cable television, personal computers, personal services (valet and laundry), and ground transportation to and from an airport. They are usually located near restaurants for guest convenience. Guest stays can be overnight or long-term. Th ese properties sometimes specialize in catering to the trade traveller and offer special stock technology centres.Extended-Stay HotelsAt Hiltons Homewood Suites, the future(a) room amenities are included king-size bed or two double beds in the bedroom and foldout sofa in the living room two remote-controlled colour televisions fully equipped kitchen with a microwave, refrigerator with ice assoilr, coffee treemaker, twin-burner stove, and kitchen utensils a spacious, thoroughly-lit dining area and ceiling fans and iron and iron board. Additional hotel services include a business centre, an exercise room, and a pool.2 Roles and responsibilities of accommodation and reception staffsHotel receptionists are responsible for making guests witness welcome, checking them in and out efficiently, and dealing professionally with enquiries, face to face and by phone, fax or email. They deal with general reservation enquiries, as comfortably as state guests questions and dealing with co mplaints.Duties go away often includeallocating rooms to gueststaking and passing on messagespreparing bills, taking catch up withment, and handling foreign exchangeHelping guests with special requests such as storing valuables in the hotel safe or luggage area, ordering taxis or booking theatre tickets.Figure 1 Medium size full service hotel organisation chartTheir main tasks arechanging the bed linen and making bedsemptying bins, vacuuming floors, and washing glasses and cupsreplenishing stocks of guest supplies, such as tea, coffee and biscuitsTallying up items consumed from the mini-bar.2.1 Identifying responsibilities of reception service staffReceptionists are usually the runner people hotel guests encounter, particularly in those hotels where hall porters are not employed. They thus necessitate a gatekeeper role, frequently bearing the province for guests first impressions of the hotel. In fact, the responsibilities that receptionists bear for that image of the hotel a rguably extend beyond first impressions. E.g. Receptionists of Hilton hotels regularly universe involved in book-keeping, letter writing, inventory taking, typing, record keeping, answering queries, filing, taking reservations, dealing with mail and lost property, dealing with room changes, taking payments of customers bills, banking monies, holding responsibility for room keys and producing reports and statistics.3 Legal and statutory requirements for rooms ingredient operationsThe following legal and statutory requirements must be met by the Hotels in the UK tariff to guestsEmployment PensionEnvironmentFood/ HygieneHealth SafetyGuest informationInsuranceIntellectual propertyLicensing tourismLocal issue taxPlanning zoningOther (Bureau de change)4. Front of ho substance abuse area utile commissionThe Front of House Manager will be responsible for providing a high standard of customer service in order to maintain the customer loyalty from the general public and visiting com panies, as well as to maximise revenue from Bar, Kiosk and Caf, hotels the post holder will report to the Operations Manager, and work closely with the senior management team. He/she will be in the expect line of customer liaison.ResponsibilitiesTo maintain safe and friendly environment for all theatre visitors.To give strong and effective managementTo develop and encourage high standards of customer service.To control and report on costs (staff and stock control).To manage the Front of House sales facilities.5. Planning for managing the former of house areaA little cookery on the front persona autobuss part is required to ensure that the new employee meets the entire staff in the first few days. Saying a few words about the role of each employee during the introductions will not only make new hires feel more comfortable with their co-workers but also make each authoritative staff member feel like a special part of the team. The current staff will also appreciate meeting the n ew addition to the staff. Very often, this procedure is overlooked, and new employees feel awkward for days or weeks.6. running(a) issues affecting management and business surgeryThe front subroutine team have the common goal of providing hospitality to the guest. Training, empowerment, and flexibility are necessary to make the team work. Forecasting, scheduling, develop a supervisory style, motivating personnel, balancing staff personalities, delegating tasks, training, and effectively communicating are only a few of the skills a good supervisor must master. It is a lifelong effort developed through continuing education and trial and error.7. Importance of property interiors and design to effective managementThis is important to positioning the front desk to allow front office personnel a view of guests who enter the lobby from the street entrance and elevators. The guests first impression is enhanced by the ambience, physical appearance, and orderliness of the equipment and pe rsonnel. The front office tutor must establish a balance between guest service and work processing to allow for efficiency.Figure 2 Front office layout8. Aspects of planning and management of the accommodation servicePlanning is very important to delivering endless quality service in hotels, as defined by the guest. Successful extension of hospitality starts with managements commitment to a service management program. Preparing a service strategy statement will focus the planning efforts of the owners, management, and employees. Principles of total quality management provide a manager with an opportunity to involve frontline employees in analyzing the components of actors line of service and methods to improve existing services. The development of the service management program requires the involvement of frontline employees, discussion of the guest cycle, moments of truth, employee buy-in concept, screening of potential employees prior to hiring, empowerment, training, evaluatio n of the service management program, follow-through, and interfacing with other departments in delivering hospitality. A long-term commitment to a successful service management program is necessary.9. Operational issues affecting the management and performance of the accommodation serviceThere are some issues affecting this sector such asEnvironmentalSocialLegalEconomicalTechnological semipolitical etc.10. Yield management techniquesAchieving the best yield involves redefining the use of occupancy percentage and average daily rate. Although these concepts are important to the long-range potential monetary picture, they take on a new meaning with yield management. Optimal occupancy, achieving 100 percent occupancy with room sales, which will yield the highest room rate, and best room rate, a room rate that approaches the rack rate, work together to produce the yield.10.1 Yield management strategiesE. Orkin offers a simple policy for developing strategies to work through yield mana gement when look at is high, maximize rates when demand is low, maximize room sales. These concepts are portrayed in Table 1. Orkin also offers some specifics on developing strategies. He says that when demand is high, restrict or close availability of low-rate categories and packages to transients guests, require nominal length of stays, and commit rooms only to radicals willing to pay higher rates. When demand is low, provide reservation agents with special promotional rates to offer transients who balk at standard rates, solicit group business from organizations and segments that are characteristically rate sensitive, and promote limited-availability low-cost packages to local market. Restricting or closing availability was indeed a challenge because most front office managers were familiar with the sell out the house operating procedure and were unsure if this aggressive marketing tactic would work. Some hoteliers were consideration reservation policies that required minimum length of stay during heavy demand periods. The procedure recommended for low demand (special promotional rates and soliciting group and local business) was the strategy used during any demand period. As yield management plows to be tried and tested in hotels, various combinations of maximizing room rates and room sales will continue to challenge hoteliers.Table 1 Yield Management StrategiesDemandStrategyHighMaximise rates, require minimum staysLowMaximise room sales, open all rate categoriesThe following strategies can be taken to maximise occupancy and room revenueForecasting room sales, setting strategies to translate revenueBlock-out Periods high demand periods require to jampack out certain daysSystems Procedures using automated dodge that will process reservations, track demand, and block out room availability during certain time periodsFeedback on decisions employed in yield management to set right strategies11. Sales techniques that can use to promote and maximise revenueThe objective of the sales incentive program for front office employees is to encourage the front office to promote products and services in various areas of the hotel, including the front office, the food and beverage department, the reach shop, and the health facilities. Each promotional area may be considered, or the front office manager might choose only a few areas, perhaps those that generate the most revenue, as incentive targets. A few examples followUpgrading a reservation during registrationSelling a meal in the hotels restaurantSelling room service11.1 Creative ideasWhen developing a program to increase front office sales activity, the front office manager, in conjunction with other department directors and employees, should identify as specifically as possible the hotel products and services to be promoted.In this case, the overall purpose of the program would be to maximize sales by the front office staff of front office, food and beverage department, gift shop, and health facilities products and services. The team must decide which area or areas would be most profitable.12. Purpose of forecasting and statistical data within room divisionAn important feature of yield management is forecasting room sales. Orkin suggests using a daily-decision orientation rather than a seasonal decision-making scheme in developing a particular strategy. Accurate forecasting of transient demand will assist hoteliers in developing strategies to maximize sales to this group. For example, if a hotel has group business reservations for 95 percent of available rooms, seeking transient business with special promotional packages during that time period would not be advisable. If the period following the group business is low, then advance knowledge of this information will allow time for marketing and sales to develop special promotional packages aimed at the transient and local markets.12.1 Limitations of employing forecasting techniquesForecasting should be used t o generate revenue by forecasting the volume of customers and allocating resources where it fits. Managers need to make sure that they have abounding available rooms to control the guests flow. As we know more guests brings more revenue.13. Performance indicators to measure the success of room salesA general manger who reviews the report of a recent five-day block-out period, as depicted in Table 2, would find that the period restricted for a five-day minimum length of stay worked well for May 1-3, but 178 room reservations were lost for May 4-5. The director of marketing and sales will have to research the contracts the hotel had with the various groups involved. Also, the front office manager should ask if the front desk clerks, bell staff, or cashiers heard any guest comments on why they checked out earlier than scheduled. The turn away business on May 3-5 might also indicate that the convention events scheduled on these days were more interesting or that the members of this gr oup did not fate to commit to a five-day stay and wanted reservations for only the last three days of the convention.Table 2 Turn away business report accompanimentYield %No. Rooms Turned away$ Lost $95 Rack RateMay 198353,325May 296201,900May 393605,700May 450908,550May 550888,36013.1 respectable factors to review the performance of sales managerWere the anticipated profits outlined in the budget achieved? Use of a VIP Guest Card indicates to the restaurant manager that the guest was referred by the front desk clerk. Similar types of controls will enable management to pinpoint the origins of room reservations, gift shop purchases, and other sales. A recordkeeping system must be established to reflect the amount of money awarded to front office employees as incentives to increase sales in targeted areas and the directors should consider these costs in terms of generating revenues. The details of this recordkeeping system must be worked out with the various department directors an d the controller.13.2 Present and communicate appropriate findings of the Sales managerFront office management includes helping to promote the overall profitability of a hotel. Developing a point-of-sale front office involves developing a plan of action, which includes setting goals and objectives, brainstorming areas for promotion, evaluating alternatives, discussing supportive areas for consideration such as incentive programs and training programs, projecting anticipated revenues and related expenses in a budget, and preparing feedback mechanisms. This simple framework for planning will allow front office managers the opportunity to gain a larger perspective on the issue rather than pushing forward with despairing efforts to produce sales.