In the management practice of hotels, the following types of organizational structures are most common:
- linear;
- functional;
- linear-functional.
Linear organizational structure of management.
Linear connections in the hotel reflect the movement of management decisions and information coming from the so-called line manager, that is, the person who is fully responsible for the activities of the hotel (usually small) or its structural divisions (large). This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a head endowed with all powers and performs all management functions. In linear management, each link and each subordinate has one leader, through whom all management teams pass through one channel. In this case, management links are responsible for the results of all activities of the objects they manage. We are talking about the allocation of managers per object, each of which performs all types of work and makes decisions related to the management of this object. Since in a linear management structure decisions are passed down the chain "from top to bottom", and the head of the lower level of management is subordinate to the head of a higher level, a kind of hierarchy of leaders is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the will of only their immediate supervisor. A higher management body does not have the right to give orders to any performers, bypassing their immediate superior.
The linear management structure is the most logical, harmonious and formally defined, but at the same time the least flexible. Each of the leaders has full power, but relatively little opportunity to solve problems that require narrow, specialized knowledge.
Functional organizational structure of management.
Functional management carried out by a certain set of departments specializing in the performance of specific types of work necessary for decision-making in the system linear control. The idea is that the performance of certain functions is assigned to specialists. In an organization, as a rule, specialists of the same profile are united in structural units(departments), such as marketing department, reception and accommodation department, planning department, etc. Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name - functional structure management. Functional management exists along with linear management, which creates double subordination for performers. Instead of universal managers who must understand the business and perform all management functions, there is a staff of specialists with high competence in their field and responsible for a certain area (for example, planning and forecasting). Such a functional specialization of the management apparatus significantly increases the effectiveness of the hotel.
Linear-functional (headquarters) structure of hotel management.
With such a management structure, the line manager who heads the team assumes full power. In developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus, consisting of functional units (departments, departments, bureaus, etc.).
In this case, the functional structures of the unit are subordinate to the chief line manager. They implement their decisions either through the chief executive, or (within their authority) directly through the respective heads of executive services. Thus, the linear-functional structure provides for special units under line managers.
1Ministry of Education and Science of the Russian FederationFederal State Budgetary Educational Institution of Higher Professional Education "Yaroslavl State University named after P.G. Demidov»University CollegeCoursework in the discipline "Management" Organizational structure hotels on the example of the hotel "Sport". Completed by: student group GS-31KO specialty 100105.51 Hotel service Yu.E. Kotova Checked by: S.I. Fomina Grade ________________ _____________________________ (signature) Yaroslavl 2012.
3IntroductionOrganizational structure of the hotel enterprise- this is a set of management links (services) located in a strict aggregate and providing interconnection with each other. The successful functioning of any enterprise is largely determined by the effectiveness of its organizational support. The optimal organizational structure of management creates favorable conditions for the process of making managerial decisions, its stability makes the organization sustainable and at the same time allows you to successfully respond to changes in the internal and external environment. Object of study; organizational structure of the hotel enterprise. Subject of study: the organizational structure of the hotel "Spotr". The relevance of the topic is the organization of management, it is organizational start the whole system of factors of a radical reform of economic management. The key problem in the organization of management is the structure of the management system. Knowing the structure, it is possible to purposefully influence the composition and content of individual elements of the management system, bringing it into line with changing production conditions. This term paper is: the study of the organizational structure of hotels. Tasks: - to study the organizational structure of the enterprise; to characterize the types and types of the organizational structure of the enterprise; to explore the organizational structure of the enterprise using the example of the Sport Hotel.
41 Characteristics of types and types of organizational structures1.1 Characteristics of the bureaucratic structures of the organization and its types Bureaucracy, originally articulated in the early 1900s by the German sociologist Max Eber. Weber's theory does not contain descriptions of specific organizations. Weber proposed bureaucracy as a kind of normative model, an ideal that organizations should strive to achieve. bureaucratic structures of the organization characterized by a high degree of division of labor, a developed management hierarchy, a chain of commands, the presence of numerous rules and norms of personnel behavior, and the selection of personnel according to their business and professional qualities. Bureaucracy is often also called a classical or traditional organizational structure. Majority modern organizations are forms of bureaucracy. The reason for such a long and widespread use of the bureaucratic structure is that its characteristics are still quite well suited to most service organizations. The objectivity of the decisions made allows an effectively managed bureaucracy to adapt to the ongoing changes. Max Weber's analysis of bureaucratic structures continues to be the unique and most significant description of the essence of modern organizations.1 Principles of the bureaucratic system: 1. A clear division of labor and the use of qualified specialists in each position. 2. Hierarchy of management. 3. The presence of formal norms and rules that ensure the uniformity of the performance of functionalities. work in accordance with qualification requirements, and not with subjective assessments. 6. The main concepts of bureaucratic structures: hierarchy, rationality, responsibility. .ru/biznes-43/188.htm(17.09.12)
5Types of bureaucratic structure of the organization Linear organizational structure It is the simplest bureaucratic hierarchical management structure. In its simplest form, it consists of the head of the enterprise and several subordinate employees, while large enterprises can have up to 3-4 or even more levels of hierarchy. . She is is based on the principle of uniform distribution of orders, according to which only a higher authority has the right to issue orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two managers cannot communicate directly with each other.2(Figure 1) Picture 1. Linear organizational structure Advantages: - simple construction - unambiguous limitation of tasks, competencies, responsibilities - strict management of management bodies - efficiency and accuracy of management decisions Disadvantages: - difficult connections between authorities - concentration of power in the top management - heavy loading of middle levels of management.3 Functional organizational structure 2 Bolshakov A.S. Modern management: theory and practice. - St. Petersburg: Peter, 2006. (17.09.12)
6Based on the creation of units to perform certain functions at all levels of management. These functions include research, production, sales, marketing, etc. Here, with the help of directive guidance, hierarchically lower levels of management can be connected to various higher levels of management. The transfer of instructions, instructions and messages is carried out depending on the type of task assigned. For example, a hotel employee (receptionist) receives instructions not from one person, but from several hotel employees, i.e. The principle of multiple subordination applies. Therefore, such an organizational structure is called multilinear. The functional structure of the organization's management is aimed at performing constantly recurring tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific activities depending on the tasks assigned to them. (Fig. 2) Figure 2. Functional organizational structure Advantages: - reduction of coordination links - reduction of duplication of work - strengthening of vertical connections and strengthening of control over the activities of lower levels - high competence of specialists responsible for performing specific functions Disadvantages: - ambiguous distribution of responsibility - difficult communication - lengthy decision-making procedure4 Divisional organizational structure 3 http://corpsys.ru Linear organizational structure of enterprise management.- URL: http://corpsys.ru/Articles/Structure/Linear.aspx(17.09.12)
7 By the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities, the complexity of technological processes in a dynamically changing environment. (Fig. 3) Divisional organizational the structure finds application in large industrial organizations, which, using bureaucratic methods, gradually lose their flexibility and mobility and work by inertia. The use of divisional structures by technological and product innovations makes it possible to create relatively small and fairly economically independent divisions within the framework of the whole. Divisional structures are more commonly used to achieve high degree flexibility production system when conducting an intensive innovation policy. This structure is used in conditions of multi-product production. The external level in such an organization carries out the planning and distribution of basic resources, and the divisions of the organization make operational decisions and are responsible for the profits received. 5 The key figures in the management of organizations with a divisional structure are no longer the heads of functional divisions, but managers who head production departments (divisions). 64 http://www.managment.aaanet.ru/ Functional organizational structures.- URL: http://www.managment.aaanet.ru/management/org-strukturi.php (19.09.12)5 http://lo1 .ru/ Types of organizational structures.-URL: http://lo1.ru/gos/4/Content/2/2.1.htm(29.09.12)6 Zaitseva O.A. and others. Fundamentals of Management: Educational and practical guide for universities / O.A. Zaitseva, A.A. Radugin, K.A. Radugin, Rogacheva N.I.; Ed. A.A. Radugin. - M.: Center, 2004. (09.29.12)
8Figure 3 Divisional management structure. Advantages: - it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially remote divisions; - provides greater flexibility and faster response to changes in the enterprise environment compared to linear and linear headquarters; - when expanding boundaries independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production; - a closer connection between production and consumers. Disadvantages: - a large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more; - the disunity of the headquarters structures of the departments from the headquarters of the company; - the main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, overload of managers , poor interaction in solving issues related to departments, etc.; - duplication of functions on different "floors" and, as a result, very high costs for maintaining the management structure;
9- in departments, as a rule, a linear or linear-headquarters structure is preserved with all their shortcomings.77 http://www.i-see.ru/Divisional organizational structure of the enterprise.-URL:http://www.i-see .ru/articles/articles/divizionnaya_struktura.htm (30.09.12)
10Linear-functional organizational structure Linear - functional organizational structure is sometimes called traditional or classical, because it was the first structure to be studied and developed. Such structures are based on the one hand on linear powers. Linear powers are powers that are transferred directly from the boss to the subordinate and further to other subordinates (hierarchy of management levels). The principles of management embedded in linear structures were formulated at the beginning of the 20th century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy). Important feature such a structure lies in the unity of command and the chain of command. (Figure 4) In addition, such management structures are based on the principle of functional departmentalization (the process of dividing the organization into separate elements, each of which has its own clearly defined, specific task and responsibilities). Specific characteristics and features of the activities of a particular unit correspond to the most important activities of the entire organization. The combination of linearity of authority and functional departmentalization in a linear-functional structure provides the advantages and disadvantages of this type of structures. 8 Benefits: - Stimulates business and professional specialization. - Reduces duplication of efforts and consumption of material resources in functional areas. - Improves coordination in functional areas. Disadvantages: - Departments may be more interested in achieving the goals and objectives of their departments than the overall goals of the entire organization. This increases the possibility of conflicts between functional areas. - In a large organization, the chain of command from the leader to the direct executor becomes too long. - Slow reaction to external changes. - Problems with the distribution of responsibility for troubleshooting. - M: Case, 2004. (09.29.12)
11Figure 4. Linear-functional organizational structure Linear - headquarters organizational structure This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. The headquarters perform a preliminary analysis of the information coming from the lower echelons, prepare analytical reports and reviews on it, and develop draft orders and orders. In addition, the headquarters eliminate one of the most important shortcomings of the conventional line structure by carrying out tactical and strategic planning of activities within their service. (Figure 5) The line - headquarters structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, though in limited, embody the ideas of modern philosophy of quality. Headquarters structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes. For example, the headquarters for liquidation of the consequences of floods, the headquarters of civil defense; - the development of new products, new technology, not traditional for this enterprise. So, during the Great Patriotic War headquarters units were formed to organize the production of tanks at tractor factories;
12-solving a sudden extraordinary task, for example, associated with the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be both temporary and permanent and play a consulting role in setting and implementing a specific problem, task.9 Figure 5 Linear - headquarters organizational structure Advantages: - deeper than in a linear one, study strategic issues; - some unloading of top managers; - the possibility of attracting external consultants and experts; - in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures. Disadvantages: - insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation; - Tendencies towards excessive centralization of management; - similar to the linear structure, partially - in a weakened form.
131.2 Characteristics of the organic (adaptive) structure organizations Beginning in the 1960s, some organizations found themselves in a situation where their environment changed so rapidly, projects became so complex, and technology advanced so rapidly that the disadvantages of bureaucratic management began to outweigh their advantages. As such, the thinness of the traditional organizational structure (especially where the chain of command is long) can slow communication and decision-making to the point where the organization can no longer respond effectively to ongoing changes. To enable organizations to respond to change environment and implement new technology, adaptive organizational structures have been developed.10 Organic System Principles: 1.High flexibility.2.Less binding to rules and regulations.3.Using a group work organization as a basis.4.Decisions are made collectively.5.The main integrating factors are the mission and strategy of the organization.6.The distribution of work between workers is not determined by them. positions, but the nature of the problems being solved. The main property of organic management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are project, matrix (program-targeted), brigade forms of structures. When introducing these structures, it is necessary to simultaneously change the relationship between the divisions of the enterprise.10 http://www.labex.ru/Building organizations.
14Types of organic structure of the organization Matrix organizational structure In connection with the need to accelerate the pace of product renewal, program-target management structures arose, which were called matrix. The essence of matrix structures is that temporary working groups are created in existing structures, while resources and employees of other departments are transferred to the head of the group in double subordination. . These groups are in double subordination, are created temporarily. This achieves flexibility in the distribution of personnel, efficient implementation projects Figure 6 Matrix organizational structure Advantages: - flexibility; - acceleration of innovation; - personal responsibility of the project manager for the results of work. Disadvantages: - the presence of double subordination; - conflicts due to double subordination; - the complexity of information links.
15Project structure of the organization The project structure is a slightly simplified version of the matrix, although, in fact, it is its predecessor. The main principle of building the project structure is the concept of the project, which refers to any purposeful change in the system. The activity of the enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or leave (if they worked on a contract basis). In form, the project management structure can correspond to both a brigade structure and a divisional structure, in which a certain division (department) does not exist permanently, but for the duration of the project. In other words, this is a temporary structure created to solve a specific problem.11 (Figure 7) Figure 7 Project structure of the organization11 http://www.e-college.ru/Organization Theoryx. *page.htm(12.10.12)
16Advantages: - high flexibility; - reduction in the number of managerial personnel compared to hierarchical structures. Disadvantages: - very high requirements for qualifications, personal and business qualities project manager, who must not only manage all stages life cycle project, but also take into account the place of the project in the company's project network; - fragmentation of resources between projects; - the complexity of the interaction of a large number of projects in the company; - the complexity of the development process of the organization as a whole.1212 http://iteam.ru/Organizational management structures http: //www.iteam.ru/publications/strategy/section_31/article_1237 (12.10.12)
17Brigade management structure The basis of this management structure is the organization of work in working groups (teams). The form of brigade organization of work is quite ancient organizational form, but only from the 80s began its active use as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are: - offline work working groups (teams); - independent decision-making by working groups and horizontal coordination of activities; - replacement of rigid managerial ties of a bureaucratic type with flexible ties; - involvement of employees of different departments for the development and solution of problems. These principles destroy the intrinsic hierarchical structures rigid distribution of employees among production, engineering, economic and management services, which form isolated systems with their own goals and interests. In an organization built according to these principles, functional units may be preserved or absent (Fig. 8). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or the brigade to which they belong). In the second case, there are no functional units as such, we will call it a brigade. This form is quite widely used in the organization of project management.1313
18Figure 8. Brigade management structureAdvantages: - reduction of the administrative apparatus, increase in management efficiency; - flexible use of personnel, their knowledge and competence; - work in groups creates conditions for self-improvement; - possibility of application effective methods planning and management; - reduced need for generalists. Disadvantages: - complication of interaction; - difficulty in coordinating the work of individual teams; - high qualification and responsibility of personnel; - high communication requirements.
192Characteristics of the organizational structure of the hotel"Sport" Each hotel company has its regular customers who find some advantages for themselves in the chosen hotel. The right of any hotel to create its own organizational structure. The main thing is that the hotel enterprise qualitatively fulfills its main purpose - serving guests, maximum satisfaction of their needs and generating income. The Sport Hotel is an average hotel, its room stock is 45 rooms. This is a three-star hotel in Yaroslavl, part of the Eurocity hotel group. The target orientation of the hotel: - business travel; - sightseeing and educational tourism; - tourist groups. Ice Palace "Arena-2000 Lokomotiv" and sports complex "Atlant". The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels, the management structure is much smaller than in large ones. Medium-sized hotels are considered the most profitable, efficient, flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership, and much more.
20Table 1. Organizational structure of the hotel "Sport".
22 The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels, the management structure is much smaller than in large ones. Medium-sized hotels are considered the most profitable, efficient, flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership, and much more. The organizational structure of the hotel is characterized by a set of jobs, positions, management bodies and production units, forms of their relationship, ensuring the achievement of the strategic goals of the hotel. (Table 1) Within the organizational structure of the enterprise, there are two main components: the management structure and the service structure. The service structure predetermines the division of an economic object into parts, elements according to production and technological principles (booking, accommodation, payment for services). solutions aimed at meeting the needs of customers, determining the general directions of the hotel enterprise within the framework of the goals and objectives, including the implementation of financial measures, which may include such issues as determining limits on the maintenance of personnel, administrative and economic needs. The hotel uses one of the simplest structures - linear. With a linear hotel management structure, the production of services and their implementation are clearly distinguished: some units are engaged in the preparation of services, others in maintenance, and others in the sale of services. The main task of the manager is to provide the necessary resources to the employees of the hotel service industry to achieve their goals. The number of employees in the hotel enterprise should be optimal, so that the enterprise operates profitably, and the quality of service does not suffer. The number of attendants should average 0.8 or more per room for three-star hotels.
23It is impossible to suggest the organizational structure of a modern hotel; it is realistic only to single out the most general aspects of the organization of hotels. However, it is difficult to imagine a modern hotel without the following main services: - reception and accommodation service - economic service - engineering and technical services - financial services - service marketing - catering service There are departments that are difficult to rank among the above listed services. These are all kinds of additional and related services. These include: - Transfer service - Taxi call - Luggage service - Laundry services - Kiosks selling souvenirs, press, books, flowers, pharmacy products, etc. Often the staff is not included in the staff of the hotel company, these units are tenants. The hotel "Sport" has all the above services and Additional services, and the tenants are such a unit as the security service. All departments of the hotel can be divided into two large groups: the Face of the Hotel - departments whose employees are directly involved in serving guests (reception and accommodation services, restaurant services) and the Heart of the Hotel - departments whose employees do not have direct contact with customers (accounting department, personnel department, engineering service, etc.). On a financial basis, hotel services are divided into profit centers (reception and accommodation service, restaurant,) and support centers (accounting, secretary, etc.). The reception and accommodation service is headed by the head. Most often, the head of this service is subordinate to the staff of the reception and accommodation desk, the specialists of the reservation department, the staff of the joint service group(service personnel in uniform - porter's department). The staff of the reception and accommodation service solve the issues of booking rooms, receiving guests, their registration and placement in rooms. The staff of this service is the first to meet guests, is constantly in contact with them, and the last of the services sees off the guests of the hotel.
24 Since the Sport Hotel is a small hotel, one employee under the direction of the hotel director is responsible for booking, registering, accommodating guests, connecting to rooms and other necessary operations. Housekeeping service. The purpose of this division is to provide guest room service, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide personal services to customers. No hotel can exist without this service. This service is headed, as a rule, by a woman - the head of the economic service. The head of the economic service is subordinate to the deputy, senior maids, staff of maids, laundry-dry-cleaning and linen staff, cleaners. The economic service works around the clock. Depending on the status of the hotel, room cleaning is carried out once or several times a day.14 At the Sport Hotel, the head of the housekeeping department reports to the head maid, laundry and dry cleaning staff, and cleaning service. The service operates around the clock, linen is changed twice a week, and towels are changed daily.Administrative service. This service most often includes the secretariat, the settlement part, the personnel department. Accounting, solves all financial issues. In its composition, this division has a chief accountant, deputy chief accountant. In the settlement part, there is a specialization of accountants in performing certain operations: processing of payment documents received from the reception and accommodation service and related to the receipt of payment for accommodation and additional paid services; maintaining all financial documentation coming from the catering service; payroll for hotel staff. This department also needs a cashier. The personnel department solves the issues of selection, placement, promotion of personnel, organization of training and improvement of its qualifications. This unit is designed to create and maintain the necessary working conditions, safety precautions. The department is headed by the Head of Human Resources. In the Sport Hotel, the administrative service is also responsible for organizing the management of all services of the hotel complex, solving financial issues, 14 http://www.city-of-hotels.ru/Housekeeping Service. -of-hotels.ru/165/stuff-terms-ru/housekeeping-ru.html (10/18/12)
25 questions staffing, deals with the creation and maintenance of the necessary working conditions. Composition of the service: - secretariat - accountant - financial service - personnel service Catering service. This service provides customer service in restaurants, bars, hotel cafes; provides services for banquets and events in the banquet halls of the hotel; Responsible for food preparation, food and drink storage, kitchen cleaning, dishwashing; takes orders and delivers them to rooms, in some hotels - control and replenishment of food and drinks in mini-bars; Responsible for the organization of service in the restaurant for staff. At the Sport Hotel, the catering department is an integral part of the hotel business. In the hotel, the Lime restaurant is not only the prestige and image of the hotel, but also one of the main sources of profit. The hotel pays special attention to the breakfast service. The guests' day begins with breakfast, and its organization largely determines whether the start of the day will be good or bad for guests, moreover, at the Sport Hotel, breakfast at the Lime restaurant is included in the room rate. For a fee, the hotel provides a mini-bar in the rooms. It would be rational and convenient for guests to replenish the mini-bar at the request of the client, or include it in the price of the room. The engineering and technical service in the hotel management system is subordinate to the chief engineer. Depending on the scale of production, the composition and functions of the engineering service may be different. The engineering service includes: an electrician, a mechanic of climatic devices, a plumber, a carpenter, a painter, an upholsterer, a decorator, etc. The chief engineer determines the technical policy and directions technical development hotel enterprise in a market economy, ways of reconstruction and technical re-equipment, the level of specialization in the provision of services for the future. He also performs administrative functions: - plans the work of the service; - organizes control of the condition of the building and its technical equipment; - organizes various kinds repair work; - supervises the installation, certification and certification of equipment;
26 - controls the quality of work; - draws up a time sheet and schedules for personnel to work, vacation schedules, job descriptions, safety instructions and other documents; - concludes agreements with organizations controlling and servicing the hotel; - controls the maintenance and storage of various documents, such as , as acts of current inspections of the activities of the engineering and technical service, instructions for operating the equipment. The engineering and technical service of the Sport Hotel has on staff: an electrician, mechanic, plumber, carpenter. Since the hotel is not large, it does not need a large number of employees of this service, therefore, if necessary, the hotel hires specialists. Hotel "Sport" also has support services. They ensure the operation of the hotel complex, offering laundry, tailoring, linen services, cleaning services, warehouse services, etc. Additional services also provide paid services. They include: swimming pool, sauna, air hockey.
27Conclusion The structure of enterprise management refers to the composition and subordination of its management units that perform certain functions of production management. A significant number of factors influence the management structure. The level of technical and economic indicators of production largely depends on the degree of rationality of the management structure. A properly constructed enterprise management structure creates the prerequisites for high management efficiency, coordinated work of all its structural divisions. There are the following types of management structure: linear (hierarchical), functional, divisional, adaptive. However, none of the listed management structures is applied in its pure form, with the exception of the linear one, and then only at a small enterprise such as the Sport Hotel. Most enterprises use a mixed type of management. Hotel "Sport" to achieve greatest success the work requires the following activities: 1. restructuring the system of planning the activities of the enterprise (long-term and current) through the reorganization of commercial activities. 2. creation of a new functional management structure - marketing service - and its inclusion in the management apparatus, 3. creation of a modern information and management system at the enterprise. 4. revision of the current principles of employee incentives. The solution of these problems is a complex task that requires a systematic approach and methodological support based on the analysis normative materials, political and socio-economic situation
28List of used literature
Just as no two people are the same, no hotel is exactly the same. Each hotel has its own face, its own zest and personality.
Before proceeding to the description of technological processes in a hotel, it is necessary to consider the principles of organizational construction of hotel enterprises.
Each enterprise is unique in its own way. Apparently, therefore, each hotel has its regular customers, regulars who find some advantages for themselves in the chosen hotel. The right of any hotel to create its own organizational model, the position of the hotel staff can be indicated in different ways. It is important that the hotel enterprise qualitatively fulfills its main purpose - serving guests, maximizing their needs and generating income.
The organizational (managerial) structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In large hotels, the management structure is much more complicated than in small and medium-sized ones. It is clear that a small private B & B hotel (short form of the English name "bed and breakfast") is fundamentally different from a large metropolitan business hotel. If in a small private hotel (usually a family business) family members are both managers and ordinary employees, then in large hotels with a large staff there is a specialization of staff to perform a certain type of work.
Depending on the capacity, the following groups of hotels can be distinguished:
· ultra-small (up to 20 beds) - 65% of all hotels in the world;
· small (from 20 to 100 places) - 24%;
medium (from 100 to 500 seats) - 8%;
large (more than 500 seats) - 3%.
As practice shows, medium-sized hotels are considered the most profitable, efficient, flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership, and much more.
Depending on the target markets, hotels can be classified as: business hotels, airport hotels, apart hotels, residential hotels, resort hotels, casino hotels, etc. Based on this, in a resort hotel it is advisable, for example, to have an animator who will exercise with vacationers, play chess or darts. In a large business hotel for business people this position would be redundant. Another classification feature is the level of comfort. There are more than 30 hotel classification systems in the world according to the level of service and the number of services offered. The "star" system is the most common, it is recommended by the World tourism organization(WTO). The star system is used in France, Austria, Hungary, UAE, China, Russia and many other countries. According to this classification, hotels are divided into five different categories, motels - into four. Five stars (*****) correspond to the highest category, one (*) - to the lowest. Motels can have a maximum of four stars.
In addition to the "star" there are other systems for classifying hotels according to comfort: a system of letters (widely used in Greece); system of crowns or keys (Great Britain); a system of discharges, as well as suns, moons, roses, diamonds, palm trees, Christmas trees, fish, butterflies, pyramids, turtles, shells (mainly on islands), tridents, even camels, etc.
It is rather difficult to classify hotels by comfort due to their great diversity and differences in the criteria for assessing the quality of service by different states. Until now, there is no single organization in the world that standardizes the level of hotel service. As a rule, this is the competence of the national hotel association.
In our country, until 1994, there was a system for classifying hotels by categories. In 1994, GOST RF R-50645-94 “Tourist and excursion services. Classification of hotels. According to this standard, a "star" hotel classification system was introduced in Russia. By the Decree of the State Standard of the Russian Federation of June 26, 2003, this GOST was canceled. For a relatively short time, the “Regulations on the state system for classifying hotels and other accommodation facilities” existed in Russia, approved by order of the Ministry of Economic Development of the Russian Federation dated June 21, 2003 No. 197. in accordance with the order of the Government of the Russian Federation of July 15, 2005 No. 1004-r "On the classification system of hotels and other accommodation facilities" and order No. 86 of July 21, 2005 federal agency for tourism (ROSTOURISM) (see Appendix 1).
The material and technical support of the hotel, the list and quality of the services provided must comply with the requirements of the category assigned to it. The requirements for hotels of different categories are numerous and varied (for example, for a five-star hotel, the list of requirements may consist of two hundred or more items). These requirements are detailed in Appendix 1.
The organizational structure depends largely on the form of ownership of hotel enterprises. Hotels can exist as independent commercial enterprises or join hotel chains.
The greatest variety of forms of ownership of hotel enterprises can be observed in large cities. According to the form of ownership, Moscow hotel enterprises are divided into four large groups:
1. State unitary enterprises- 12.2% are the property of the city and are mostly 3-4 star categories.
2. Joint-stock companies, including those with the participation of the Moscow government - 24.4%, category 3-4 stars.
3. Joint ventures with the participation of foreign capital - 6.7%, category, as a rule, 4-5 stars.
4. Departmental hotels - 56.7%, have the lowest class, have 1-2 stars or are not certified at all.
Trying to reduce the number of employees and thereby save money, some hotels abolish entire departments or divisions. As a result, the classiness of the hotel may fall, its level of comfort may decrease. The number of employees should be optimal, so that the company operates profitably and at the same time the quality of service does not suffer. According to the proposals of the WTO Secretariat, the average number of attendants per room should be for hotels:
one star - 0.4 or more;
two stars - 0.6 or more;
three stars - 0.8 or more;
four - 1.2 or more;
five stars - 2 or more.
At the same time, there are hotels in the world that can afford a client-employee ratio of 1 to 3 or more (for example, Al Maha hotels, Arab Tower hotels in the UAE in Dubai).
It is impossible to offer a single ideal organizational model of a modern hotel, it is only possible to highlight the most common moments of hotel organization. However, it is difficult to imagine a modern, fairly large metropolitan hotel without the following basic services:
1. Room management service (Room division).
2. Administrative service (Administration Department).
3. Food and Beverage Department.
4. Commercial service (Sales and Marketing Department).
5. Engineering and technical service (Technical Department).
The composition of these services may include various departments, divisions. The structure, functions, composition, subordination in these services may differ, vary in individual hotels. There are departments that are difficult to rank among the above services. These are all kinds of services of additional and related services (Additional Services). These may include:
· currency exchange point;
· kiosks selling souvenirs, press, books, flowers, pharmaceutical goods;
various shops, boutiques;
car rental and much more.
Often the staff of these divisions is not included in the staff of the hotel enterprise, these divisions are tenants. When attesting a hotel, it takes into account the range of services offered by tenant enterprises. The wider this spectrum, the higher the status of the hotel.
Lately in Russian hotel market many hotels with foreign management appeared. Foreign hotel companies offer their own service technologies, as well as their own terminology for designating services, departments and positions of hotel employees. A modern hospitality specialist should be well versed in basic hotel terms and their English equivalents.
All departments of the hotel can be divided into two large groups: Front of the House - departments whose employees are directly involved in serving guests (reception and accommodation services, restaurant services, bar, etc.) and Heart of the Hotel (Heart of the House) - departments whose employees do not have direct contact with customers (accounting, personnel department, engineering service, etc.). Percentage-wise, Front of the House employees account for approximately 34% of the hotel's total workforce. About 66% fall respectively to the share of Heart of the House employees.
On a financial basis, hotel services are divided into profit centers (reception and accommodation service, restaurant, bar, cafe, etc.) and support centers (accounting, secretariat, training department, advertising department, etc.).
Number management service. This service is the largest in terms of the number of employees. It employs, as a rule, from 50% or more of the entire staff of the hotel.
The reception and accommodation service is headed by the head (Front Office Manager). Most often, the head of this service is subordinate to the front desk staff (Reception = Front Desk), Reservation Department specialists, telephone exchange employees (PBX = switch = РВХ - Private branch exchange), business center employees (Business Center ), joint service team personnel (uniformed attendants = porter's department). The staff of the reception and accommodation service solve the issues of booking rooms, receiving guests, their registration and placement in rooms. The staff of this service is the first to meet guests, is constantly in contact with them, and the last of the services sees off the guests of the hotel.
As for the reservation department, in some hotels it may refer to the marketing and sales service. In addition, the reception and accommodation service may include a courier, cloakroom attendants, car parking attendants, etc.
Economic service. You can also find other names for this unit, such as, for example: floor service, maid service, hotel management service, hotel management and maintenance service, operation service, castellan service, etc. The structure, functions, composition, subordination in this service are also can be differentiated in different hotels. However, the essence does not change. The purpose of this division is to provide guest room service, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide personal services to customers. No hotel can exist without this service. This service is usually headed by a woman. This position can be called differently in hotels - the head of the housekeeping service, the head of the floor service, the head of the hotel management service, the manager of the floor and housekeeping service, the manager of the maid service, etc. As for hotels with foreign capital, there are these names may be: Head Housekeeper, Housekeeping Manager,
Executive Housekeeper, Director of internal services, Director of housekeeping operations, Gouvernante General (the latter name is more typical of hotels with French management).
Usually in large hotels, there is a Deputy (Assistant Housekeeper) under the head of the Housekeeping service; Assistant Supervisors or Head Housekeepers (HSKP Supervisors); staff of maids (chambermaids); Laundry/Dry Cleaning Service and Linen Room staff; employees of the health club (Health Club) or sports center (Fitness Center); florists.
Administrative service. This service most often includes the secretariat (Executive office), the settlement part (Controlling Department = Accounting Department), the personnel department (Human Resources Department = Personal Department).
The settlement part of the hotel, or accounting, solves all financial issues. In its composition, this division has a chief accountant (Controller), deputy chief accountant (Assistant Controller). In the settlement part, there is a specialization of accountants in performing certain operations. So, one accountant processes payment documents coming from the reception and accommodation service and related to the receipt of payment for accommodation and additional paid services. Another accountant maintains all financial records coming from the catering service. The third deals with calculations related to payroll for hotel employees. This department also needs a cashier. Within the framework of this service there may be a department of debtors, a department of creditors. As a rule, the financial service of the hotel includes the department of control over the movement of goods and prices (Cost Control), as well as the supply department (Purchasing Department).
The personnel department, or, in other words, the human resource management department, decides on the selection, placement, promotion of personnel, organization of training and advanced training. This unit is designed to create and maintain the necessary working conditions, safety precautions. The division is headed by the head of the personnel department (Personnel Manager), or in other words - the personnel manager (Chief Human Resources Manager). Large hotels provide for the position of Assistant Human Resource Manager, Training Manager. Some hotels have positions of a secretary, an inspector without attestation, a psychologist, an environmentalist, etc. Often the security service (Security), including the staff of the service entrance (Staff Entrance), as well as the staff of the medical center (Doctors), are subordinate to the personnel department.
Catering service. This service provides customer service in restaurants, bars, hotel cafes; provides services for banquets and events in the banquet halls of the hotel; Responsible for food preparation, food and drink storage, kitchen cleaning, dishwashing; takes orders and delivers them to rooms, in some hotels - control and replenishment of food and drinks in mini-bars; Responsible for the organization of service in the staff canteen.
The catering service in a large hotel includes, as a rule, a kitchen (Kitchen), a banquet service department (Banqueting), a restaurant service department (Restaurants), a service on the floors (Room service), a bar service department (Bars), a catering department (Catering), stewarding service (Stewarding), canteen for staff (Canteen).
The Food and Beverage Department Manager is in charge of the catering service. The service includes: the head chef (Head Chef), cooks, head waiters, waiters, bartenders, Room-service employees, cashiers in restaurants and cafes, staff of various workshops in the kitchen, staff of the working dining room, stewarding service staff, cleaners, etc. d.
Commercial service. This service deals with issues of sales strategy, is responsible for the occupancy (loading) of the hotel, the conclusion of corporate contracts, conducts market research, carries out information and advertising activities of the hotel.
The Public Relations and Press Department is responsible for creating a favorable image of the hotel in the public opinion and manages work with the press.
This service may include both the Catering and Sales department and the Reservation Department. The service is headed by the head (Director Sales and Marketing). He reports to: the Director of Sales with Sales Managers and Group Coordinators; head of marketing department (Marketing services manager) with a group of specialists in PR and advertising; sales manager of banquet halls, as well as the manager of the reservation department (Reservation Manager) with his assistants (Reservation Supervisors and Reservation Secretaries).
Engineering and technical service. This service monitors the serviceability of all engineering and technical equipment of the hotel:
· sanitary-technical (water supply, sewerage, hot water supply, heating, ventilation, air conditioning, garbage chute);
· energy economy;
low current devices and automation;
TV and communication systems;
refrigeration equipment;
· computer technology etc.
The structure of this service includes: chief engineer (Chief Engineer), maintenance service personnel (carpenters, electricians, plumbers), landscaping service (painters, gardeners), dispatchers (Dispatchers). The hotel may have its own computer department (EDP Department).
In modern hotels, great attention is paid to providing an elite, personalized service to customers. Upscale hotels offer services of concierges (Concierges) and butlers (Butlers), who can fulfill the most unusual requests of customers that are not provided for by any price lists and price lists (of course, within reasonable limits). So, the guest service department is replacing the usual service bureau in modern hotels. The service is usually headed by a director (Director guest service). This service employs concierges, butlers, coordinators, stewards. The functions of this service are diverse.
Not a single service in the hotel can be singled out as the main one. Absolutely all services are equally necessary and important. Each service contributes to the common cause, and the success of a hotel enterprise depends on the consistency and coherence of the work of a huge number of employees of different services, divisions and departments. Quality customer service requires close interrelation and cooperation between all departments of the hotel.
Hotel "Soviet" has a complex organizational structure. Type of organizational structure - linear.
The linear organizational structure is characterized by the fact that at the head of each structural unit there is a head endowed with all powers and performing all management functions.
The daily work of the managers of the Sovetsky Hotel consists of managerial functions- specific types of enterprise management activities. Even relatively simple work needs to be planned, organized, motivated and controlled. This is the function of management.
Management functions in the Hotel "Soviet" are interconnected, moreover, they seem to penetrate each other. For example, when performing the control function, managers judge the implementation of plans, correcting them in a timely manner. At the same time, control must be properly motivated and organized. Thus, in the hotel management system, all functions are combined into a single holistic process.
Control over all processes in the Hotel is carried out by the General Director and heads of departments. It is they who, on the basis of data on the results actually achieved, plan the further activities of the Hotel and exercise control, as well as develop measures to improve the efficiency of the enterprise.
The essence of the organizational structure in the delegation of rights and responsibilities for the division of labor. The organizational structure of the Hotel is a reflection of the powers and responsibilities assigned to each of its employees.
The purpose of the organizational structure in the Hotel:
- · Division of labor;
- Definition of tasks and responsibilities of employees;
- Definition of roles and relationships
The main task of the organizational structure of the Hotel "Soviet" is to establish relationships of authority that connect top management with the lower levels of employees. These relationships are established through delegation, which means the transfer of authority and tasks to a person who takes responsibility for their implementation.
For effective work The management of the Hotel distributed among the employees all the tasks that are necessary to achieve the goal of the enterprise.
Requirements that the current organizational structure meets:
- · The ability to reflect the content of the enterprise, to ensure the functional expediency of management links;
- · Flexibility, ability to respond and adapt to changing conditions;
- · Minimization of the number of links and the number of personnel;
- · High level of professionalism of employees;
- · Minimization of costs for the management apparatus and activities in general.
In the hotel "Soviet" there is a clear division into services. The main ones are:
Reception and accommodation service
Room management service;
Technical service;
Security Service;
Marketing and sales department;
Financial service
Each department is also broken down into smaller organizational units.
CEO is an intermediary between the owner of the enterprise and management personnel, on the one hand, and guests, on the other. The CEO solves a huge number of tasks, such as making decisions focused on a selected segment of the market aimed at meeting the needs of customers, determining the general directions of the hotel policy within the goals and objectives set, including financial policy, which may include such issues as the definition of limits on staff costs, procurement policy issues, in particular, orientation towards certain suppliers.
Deputy General Director plays an equally significant role, since he is responsible for making operational decisions and, therefore, is constantly at the enterprise. He has a closer contact with customers, as he is constantly obliged to solve emerging issues related to customer satisfaction.
Commercial Director exercises control over the entire financial group, which includes: chief accountant, hotel accountant, senior accountant, economist, accountant, cashier and operator accountant. It is also the responsibility of the commercial director to control all financial flows in the hotel, plan expenses, and develop measures to reduce them.
Heads of structural divisions- managers of the middle management level, who ensure the implementation of the enterprise policy developed by the top management, and are responsible for bringing orders, instructions, instructions, detailed tasks to the departments, as well as for their timely implementation. Line managers are represented by junior managers. These are managers who are directly above the workers.
The HR Director establishes and maintains contacts with both internal and external sources of staffing required for the Hotel, maintains strong internal contacts with all departments of the hotel, as well as with the management of departments and colleagues of other hotels and hotels, with local government agencies , with employment offices, business enterprises and educational institutions. The Human Resources department consists of two people: the recruiting manager and the secretary of the personnel department. This service is engaged in management, selection, placement of personnel, develops programs for improving intra-production relations, as well as programs for benefits for employees, monitors salary workers and employees salaries, training, relationships between team members and personnel records systems in order to effectively meet the needs of the hotel. In addition, the personnel department develops a plan for training employees within the hotel, coordinates and bears full responsibility for the implementation of training.
The next structural division of the Hotel is - marketing and sales service, which consists of a director of marketing and sales service and a sales manager. This function is responsible for planning, developing marketing and marketing programs aimed at expanding the sale and promotion of accommodation facilities and services, while maintaining close business contacts with the General Manager and with individual administrative or public organizations. Regulations on the Reception and Accommodation Service at the Sovetsky Hotel, approved. February 14, 2003
Also, the marketing and sales service controls the receipt of applications from various local, regional, state social, political, industrial and corporate groups through external and personal contacts, telephone conversations and correspondence via the Internet in order to stimulate them and reserve rooms, places for meetings, conferences or any other activities while obtaining maximum profits, while following the standards of quality and service.
Plans and drafts local targeted programs, quotas and any other programs aimed at stimulating sales within the marketing service and the hotel as a whole.
Reception and accommodation service. It includes: head of the reception and accommodation service, night manager, reception and accommodation administrator, reservation administrator, senior concierge, concierge.
The functions of the reception and accommodation service include greeting the guest and performing the necessary formalities when placing him, allocating rooms and accounting for free places in the hotel, issuing invoices and making settlements with clients. In the Hotel, as part of the reception and accommodation service, there is a position of a night manager (porter).
The active marketing policy of the Hotel allows us to have a fairly stable client base, which allows us to distribute the number of rooms for 6 months in advance.
Part floor services includes: linen manager, carpet laying manager, housekeeper, laundry operator, maids, handymen. The service is subordinated to the Director of the room fund.
The Director of Rooms is responsible for the cleanliness of the entire hotel and its rooms. The floor service has a direct connection with the reception and accommodation service and with the technical service. Regulations on the Floor Service, approved. 03/11/2003
The next service of the hotel is technical, headed by its chief. Technical service consists of the following employees: senior plumber, plumber, senior carpenter, carpenter, senior electrician, electrician, painter, gas-electric welder and elevator operator.
The technical service eliminates malfunctions of plumbing and electrical equipment, carries out competent operation of all the equipment of the Hotel, repairs furniture, carpets, carries out minor and current repairs of rooms (painting and plumbing work). April 7, 2003
Security Service performs the functions of maintaining order and security in the Hotel, since the administration is responsible for ensuring the personal safety of customers, the safety of their property.
The security service has developed a security system for the Hotel, approved by the General Director of the Hotel. This document covers all aspects of security - the functions of the security service, its relationship with all departments of the Hotel, the system of technical security equipment, the actions of hotel employees in critical situations. Regulations on the Security Service of the Sovetsky Hotel, approved. 03/10/2004
Process Automation Service organization - greatly simplifies and streamlines all management and financial accounting. All processes in the hotel are automated and work is carried out using the Fidelia Hotel Bank automated system, which was installed 2 years ago and adapted to the Soviet Hotel. This system allows you to book rooms, monitor room occupancy, register customers, keep a card file of guests, make calculations, compile financial reports and other reports that reflect various aspects of the company's activities. Workplaces of administrative services, reception and accommodation services, financial services are equipped with computer and organizational equipment, which allows you to effectively keep the necessary records at the enterprise, analyze and plan the activities of the enterprise. Accounting at the enterprise is carried out using software"1c accounting".
The structure of the main divisions of the hotel. The main services of hotels, their characteristics. Services of the main and backstage areas of the hotel - front of the house and back of the house (examples). Functional responsibilities service workers. CEO and his functions.
Hotels and restaurants are not only the most important type of enterprises economic activity, but also a complex organizational structure, characterized by the distribution of management goals and objectives between entire departments and individual employees.
Under the organizational structure of management, it is necessary to understand the totality of management links located in strict subordination and providing the relationship between the management and managed systems.
The organizational structure of management consists of the composition, correlation, location and interconnection of individual subsystems of the organization. The creation of such a structure is aimed primarily at the distribution of rights and responsibilities between individual divisions of the organization.
The following elements are distinguished in the hotel management structure: links (departments), levels (stages) of management and communication - horizontal and vertical.
The management links include structural divisions, as well as individual specialists who perform the relevant management functions or part of them (for example, managers who regulate and coordinate the activities of several structural divisions).
The formation of the management link is based on the performance of a certain management function by the department. The links established between departments are horizontal.
The management level is understood as a set of management links that occupy a certain stage in the hotel management system. Management levels are vertically dependent and subordinate to each other: managers at a higher level of management make decisions that are concretized and brought to lower levels.
1.2 Types of organizational structures
Let's start by clarifying one important point. What do we mean by enterprise structure. We mean the organizational structure
So, the types of organizational structures:
In the management practice of the hospitality industry, the following types of organizational structures are most common:
* linear;
* functional;
* linear-functional.
Linear organizational structure of management. Linear connections in the hotel reflect the movement of management decisions and information coming from the so-called line manager, that is, the person who is fully responsible for the activities of the hotel (usually small) or its structural divisions (large). This is one of the simplest organizational management structures.
It is characterized by the fact that at the head of each structural unit there is a head endowed with all powers, carrying out all management functions.
Functional organizational structure of management.
Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the linear management system (Fig. 2).
The idea is that the performance of certain functions is assigned to specialists.
In an organization, as a rule, specialists of the same profile are combined into structural units (departments), for example, a marketing department, a reception and accommodation department, a planning department, etc.
Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name -- functional management structure.
Linear-functional (headquarters) structure of hotel management.
With such a management structure, the full power is assumed by the line manager, who heads a certain team.
When developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus, consisting of functional
The linear-functional structure also has its advantages and disadvantages.
The organizational structure of a hotel enterprise is determined by its purpose, the capacity of the room stock, the specifics of the guests and a number of other factors.
Highest level management hotel business represented by the hotel owner and CEO, who make overall strategic decisions.
In this case, the owner can be an individual or an entire corporation.
An example of the strategic goal of a hotel company, which is determined by the owner himself, can be the orientation of the company to serve a specific market segment: group tourists or individual tourists, tourists seeking rest and recovery of health, or participants in congresses and conferences, etc.
In the development of the strategic goal, the owner can also determine that the restaurant, which is part of the hotel complex, will provide meals only to its guests.
Another example, arising from the main purpose of the enterprise, may be the establishment of a certain level of prices for hotel accommodation.
Such decisions and tasks belong to the category of general ones, on which the size of the enterprise and the choice of location for its construction, architecture and interior design, furniture, equipment, and staff selection depend.
Characteristics of the work of the main external and internal services of a modern hotel
Depending on the category of the hotel, corresponding divisions appear in the structure of its management, for example, a business center, a fitness center, a doctor (sometimes even a mini-clinic). The resort has a position of "Recreation Director".
A feature of the management scheme adopted in English hotels is that the reception service ( front office) reports to the director of the economic service, and in the reception service, individual units are headed by senior employees, for example, a senior telephone operator, a senior porter, a senior cashier, a senior information service, a senior reservation service, etc.
Smaller hotels naturally have a much simpler management structure. However, the list of main divisions is preserved with their inherent functions. The simplest management scheme in standard motels is, for example, the following: in a motel with 100 rooms, four clerks of the reception and finance service are directly subordinate to the director, the head of the housekeeping service, to whom eight maids, nine pages (bellman) are subordinate, they also perform the work of valet parking customers , and one repairman (electrical and plumbing work).
In large high-class hotels, on the contrary, the number of management levels is increasing: the general director, for example, has three deputies for rooms, catering and administrative services. The director of the number of rooms is subordinate to the reception service (Front office), housekeeping service (maids and cleaners of public premises, laundry, dry cleaning, etc.). The Director of Catering is responsible for the kitchen, restaurants, bars, banquet service, room service. The controller, the manager of the marketing and sales department, the chief engineer, the security service, and the personnel department are subordinate to the administrative director.
The owner may be the state, municipality, private owner, joint-stock company. Shareholders elect a board of directors (the number of board members elected from a shareholder is proportional to the share of his shares). The board of directors controls the work of the general director, approves the financial plan (budget), hears the general director's report on its implementation. The board of directors usually meets once a quarter.
Functions of senior managers
The general director is the first person of the hotel and has all conceivable powers, in the hotel he plays the role of the captain of the ship. The CEO sets the style for the hotel.
The CEO has two main tasks:
firstly, he must manage the hotel in such a way as to fully satisfy all the wishes of the guest and thereby attract him to revisit the hotel;
secondly, he must fulfill his obligations to the owner of the hotel, ensuring its profitability.
In large hotels, the CEO relies in his work on the board, which usually includes the heads of all major departments of the hotel. The General Director carries out daily operational management of the hotel staff, controls the work of subordinates and solves all problems that arise. At the same time, it must also provide strategic management tasks. It is the CEO who presents the financial plan (budget) of the hotel to the board of directors and is responsible for its implementation. In addition to annual plans, the CEO is responsible for developing a long-term (usually five-year) plan, which should define the long-term goals of the enterprise and develop strategies to achieve these goals. These strategies should be supported by appropriate financial, organizational and material resources. In addition to five-year plans, two-year plans are often developed. The choice of a two-year interval for the plan is explained by the fact that the average construction time for a modern hotel is 18-24 months.
Important tasks of the General Director are also the development of a system of incentives and penalties for personnel and control over its observance. The General Director must ensure normal working and rest conditions for the personnel (timely provision of uniforms, catering for personnel, equipment for locker rooms, rest rooms, etc.). In European and American hotels, it is customary that before taking the high post of general director, an employee must work in almost all major divisions of the hotel.
The second person in the hotel management hierarchy is the controller (controller), which combines in one person the more familiar functions of the chief accountant and financial director in our country. In large hotels, the functions of the controller are separated from the actual management. And if the hotel is part of a decent hotel chain, then the hotel controller reports no to CEO this hotel, but directly to the headquarters of the chain. The functions of the controller include the development financial plan, accounting, auditing, all financial calculations of the hotel, etc. The controller must have a higher education in the specialty accounting or related profession.
front of the house and back of the house (examples) The terms "back of the house" and "front of the house" are used in the restaurant community to distinguish between different areas in a restaurant. At the back of the house, is the staff area where the cooks and other support staff work. The front of the house is the area where visitors sit. Different types of employees work in every area, and rivalries sometimes arise between back-of-house and front-of-house employees, especially in larger restaurants, which can get very busy.
Typically, the back of the house is staff-only for the area, although it may be open to the public for limited hours for tours. The back of the house is the area in which food is stored and prepared, and usually includes other areas such as staff restrooms and changing rooms. Chefs, forwarders and dishwashers work in the back of the house, usually largely invisible to the public. In most kitchens, the back of the house has a strict hierarchy, with each employee performing a specific task.
In front of the house, waiters, waitresses, and hosts interact with guests. These employees are said to be "on the floor" as they are seen as representatives of the restaurant. Floor staff must be polite, informative and neatly dressed, as their behavior determines whether guests will enjoy them.
