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Ch 7(hotel manage..)
hospitality today-hotel organization and management
| Question | Answer |
|---|---|
| accounting division | The hotel division responsible for keeping track of the many business transaction that occur in the hotel and managing the hotel's finances |
| assets | resources available for use by business, i.e., anything owned by the business that has monetary value |
| average daily rate (ADR) | a key rooms department operating ratio: rooms revenue divided by number of rooms sold.Also called the average room rate |
| balance sheet | a financial statement that provides information on the financial position of a hotel by showing its assets, liabilites, and equity on a given date. |
| capture rate | the percentage of hotel guests who eat meals at the hotel |
| card keys | plastic cards, resembling credit cards, that are used in place of metal guestroom keys. Card keys require electronic locks. |
| catering department | a department within the food and beverage division of a hotel that is responsible for arranging and planning food and beverage functions for conventions and small hotel groups and local banquets |
| commissions | retailers located off the hotel site (such as gift shops, car rental agencies and photographers) that pay a commission to the hotel based on a percentage of their gross sales to guests |
| concessions | facilities that might well be operated by the hotel directly, such as a beauty salon or fitness club, but are turned over to independent operators. The hotel in turn receives a flat fee,a minimum fee plus a percentage of the gross sales |
| cost centers | divisions or departments within a hotel that do not directly generate income; they provide support for the hotel's revenue centers. Also known as support centers |
| engineering division | the hotel division responsible for taking care of the hotel's physical plant an controlling energy costs |
| familiarization (fam) tours | free or reduced-rate travel programs designed by hotel personnel to acquaint travel agents and others with the hotel and stimulate sales. |
| financial controls | financial statements, operating ratios, and other financial statistics that hotel managers can use to keep track of operations an make sure finacial goals are attained. |
| food and beverage division | the hotel division responsible for preparing and serving food and beverages within the hotel. Also includes catering and room service |
| Front office | a hotel's command post for processing reservations, registering guests, settling guest accounts, and checking guests in and out. |
| housekeeping department | a department of the rooms division responsible for cleaning the hotel's guestrooms and public areas |
| human resources division | the hotel division responsible for recruiting, hiring, orientating,training, evaluating, motivating,rewarding, disciplining, developing, promoting, and communicating with hotel employees |
| liabilities | obligations of a business- largely indebtedness related to the expenses incurred in the process of generating income |
| marketing division | the hotel division responsible for identifying prospective guests for the hotel, conforming the products and services of the hotel as much as possible to meet the needs of those prospects,and persuading prospects to become guests |
| night audit | an accounting task performed between 11 pm and 6 am after all of a hotel's sales outlets are closed. A night audit (a) verifies that guests charges have been accurately posted to guests accounts and (b) compares totals of accounts with sales reports |
| occupancy percentage | aration indicating hotel management's success in selling its main "product"- guestrooms. it is calculated by dividing the number of rooms occupied by the number of rooms available for a given period |
| property management system (PMS) | a computerized system that helps hotel managers and other personnel carry out a number of front-of-the-house and back-of-the-house functions.A PMS can support software that helps managers in their data-gathering and reporting responsibilities |
| purchasing department | the hotel department responsible for buying, receiving, storing, and issuing all the products used in the hotel |
| quality contrls | standards of operation, quality assurance programs, and other controls that seek to establish and maintain hotel products and services at quality levels established by management |
| rentals | enterprises such as offices or stores that pay rent to a hotel |
| reservations department | a department within a hotel's rooms division staffed by skilled telemarketing personnel who take reservations over the phone, answer questions abut facilities,quote prices and available dates, and sell to callers who are shopping around |
| revenue centers | divisions or departments within a hotel that directly generate income through the sale of products or services to guests |
| revenue management | a hotel pricing system adapted from the airlines that uses a hotel's computer reservation system to track advance bookings and then lower or raise guestroom prices accordingly-on a day-to-day basis- to yield the maximum revenue. |
| revenue per available room (RevPAR) | a statistic used by hotel managers to evaluate the performance of the rooms department: by dividing room revenue by the number of available rooms for the same period. |
| rooms division | the largest, and usually most profitable division in a hotel. it typically consists of four departments; front office, reservations, housekeeping, and uniformed service. |
| room service | the department within a food and beverage division that is responsible for delivering food and beverages to guests in their guestrooms. May also be responsible for preparing the food and beverages |
| security division | the hotel division responsible for the protection of guests and their property, imployees and the property, and the hotel itself. |
| statement of income | a financial statement of the results of operations that presents the sales, expenses, and ent income of a buusiness for astated period of time. |
| telecommunications department | the hotel department responsible for providing telephone, internet, and other communications services to hotel guests. |
| uniformed service department | a hotel department within the rooms division that deals with guests' luggage and transportation and provides concierge services. Also referred to as the guest service department |
| The Executive Committee is composed of: | Key department heads from each division |
| The controller is responsible for: | The money side of the hotel including billing and accounts receivable |
| The General Manager is responsible for: | The entire operation of the hotel |
| Working for a franchised hotel provides more security than working for an independent hotel but also: | Requires franchisees to pay franchise fees and adhere to strict operating standards |
| The primary difference between a franchise hotel and a hotel maintained by a management company is | No franchise fees required |
| When delegating a task to another manager it is important to do all of the following except: | Delegate only the parts of the task that you don’t want to complete |
| Delegation means: | Authorizing someone to complete a task |
| ADR stands for: | Average daily rate |
| The Property Management System (PMS) is used to: | Electronically connect all hotel departments and view key financial data online |
| Revenue per available room (RevPAR) is a key indicator used to: | Determine the revenue per available room and compare to other properties |
| When a guest uses a credit card to secure their room it is referred to as a | Guaranteed room |
| A guaranteed reservation benefits the hotel because: | The hotel is guaranteed one night’s revenue if the guest does not cancel the reservation by the stated deadline |
| Yield management is a method of applying the principles of ________ and ________ to maximize room revenue and occupancy. | Supply; demand |
| An important consideration in managing rooms is to look at: | Group bookings |
| The goal of yield management is to: | Maximize occupancy to keep the hotel full |
| The rack rate is: | The standard rate for anyone reserving a room |
| The European plan provides guests with: | The room only |
| The corporate rate is usually discounted _____ % off the rack rate. | 10-30 |
| Suggestive selling is a technique used by the front desk agent to: | Provide the guest with a better experience by offering an upgrade to the room, which also provides additional revenue to the hotel |
| The needs of the business traveler are different than those of the leisure traveler because: | A delay in servicing their request may result in a lost sale |
| A city ledger account is: | A special type of account established by a company |
| The night auditor may also be called upon to perform which duties during their shift? | Assist at the front desk |
| The largest department of the hotel, based on number of employees, is: | Housekeeping |
| The daily pre-shift meeting is also used for some quick: | Training |
| One of the first things the Executive Housekeeper must do each morning is to: | Check the rooms forecast and verify that enough housekeepers are scheduled to meet the needs of the day |
| The department often referred to as the “heart of the hotel” is: | Housekeeping |
| A housekeeper is required to clean _____ rooms per day. | 15 |
| The first step in cleaning a guest room is: | Conduct a visual check of the room to see if anything is missing |
| When determining the number of rooms assigned to a housekeeper, it’s important to remember that suites count as _____ rooms. | 2 |
| When creating the schedule it is important to consult the master floor plan to determine which rooms are vacant, occupied, or: | Out of order |
| FF&E is short for: | Furniture, Fixtures, and Equipment |
| The mechanical system used to control heating, ventilation, and air conditioning is referred to as the: | HVAC system |
| The control system used to monitor system load and adjust HVAC usage is referred to as the: | Energy Management System |
| Motion sensors are used in guest rooms and meeting rooms to: | Turn lights on only when someone is in the room |
| Low-flow showerheads are used to: | Reduce costs by providing good water pressure but using less water |
| The term “green hotel” refers to a property that: | Is implementing programs to save money and save the environment |
| A weekly maintenance walk-through is a good way to: | Keep the property in top working condition |
| The best method for communicating engineering needs is: | Completing a maintenance request |
| The largest revenue-generating department within the hotel’s Food and Beverage Division is generally: | Banquets |
| What is a potential drawback to offering food and beverage service in a hotel? | Increased expenses, particularly for labor and food |
| A key operating ratio in any food service operation is: | Food Cost percentage |
| The Room Service department provides guests: | The option of dining in their room or hosting a reception in their suite |
| Which of the following is not included on the room service cart when the meal is delivered to the guest room? | A copy of the daily event schedule |
| When presented with the room service guest check, the guest has the option of paying by _________ or ____________. | Charging to the guest room; paying cash |
| Which of the following is not one of the demands of working in Food and Beverage? | Having a college degree |
| When being considered for a management position, the applicant must have ______________ and ____________. | Food service experience; a college degree |
Created by:
safosal