The High House Hotel Essay Sample

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Departments within a hotel may be classified according to a variety of methods. According to one method, each department is classified as either a revenue centre or a support centre. This method is especially accounting purposes and in relation to the property’s recordkeeping and information system. A revenue centre sells goods or service to guests and thereby generates revenue for the hotel. The front office and food and beverage outlets are examples of typical hotel revenue centre. Support centres do not generate revenue directly, but play a supporting role to the hotel’s revenue centres. The housekeeping department is a major support centre within the rooms division. Other hotel support centres include the areas of accounting, engineering and maintenance, and human resources.

Accommodation management is a complex social system and, in common with most, if not all, social systems, many phenomena associated with it cannot be explained in terms of a simple cause and effect relationship. Components associated with accommodation management-the type of building, the human resource, the organisational structure, the customer, the local environment-all influence and are influenced buy one another. Many elements or situations acting together may cause any of a number of effects.

In this case study, the High House Hotel is situated on the edge of the Avon Gorge in Bristol. It has 125 rooms which are all en suite.

With this case there are three main points what front office, housekeeping and maintenance department problems are. They will be analysed the problems and rectified the procedural issues by this three respects.

1. Front office

The front office is seen as the major facet of the organisation to interface to enter the system, as a customer. Although not all staff within the accommodation department may come in direct contact the customer, it must not be forgotten that the customer is the key element, round which other components of the system should evolve.

The activities of the front office, indeed of the total operation, revolve around the activities of the customer. It is possible to plot the sequence the customer’s activities by using a flow chart, commencing from when the potential customer first make contact with the operation until the final transaction is completed. The front office at the same time appropriate to the customers’ activities, and the flow of information, can be readily determined.

2. Housekeeping

The main part of the housekeeping service relates to the cleaning of the building interior. This may or may not incorporate the cleaning of ‘linens’ and soft furnishings. However, the housekeeping service could also include such customer services as packing and unpacking luggage, running baths, chid-minding, provision of bed-boards, ironing boards, hair dryers and items which customers have forgotten, shirt laundering service and laundering or dry cleaning of personal clothing.

The main aim of the cleaning process is to remove as much soil as possible from a surface and prevent its redeposition. In order to achieve this aim, it is essential to identify the nature and characteristics of soil, its sources, how it is transported into and within buildings, and how it is deposited on surfaces. Subsequently, this data will influence the method of soil removal, the equipment and agents selected and, to some extent, the frequency of removal.

The room status report provides information on the occupancy or condition of the property’s rooms on a daily basis. It is generated through two-way communications between the front office and the housekeeping department. Such as when a guest checks out, the front desk notifies housekeeping by phone or through a computer system. In turn, once a room is clean and back in order, the flow of information is reversed so the front office will know the room is again ready for sale. Another designation commonly used is early makeup. This refers to rooms for which a guest has reserved an early check-in time or to a request for a room to be cleaned as soon as possible. Abbreviations used to indicate these categories on the room status report will wary from property to property.

Room attendants must follow a system to consistently produce spotlessly clean guestrooms. A systematic plan saves time and can prevent the room attendant from overlooking a cleaning task or even from cleaning an area twice.

3. Maintenance

Maintenance can extend the physical life of a building almost indefinitely, provided the structure of the building is sound initially. Effective maintenance will delay deterioration and replacement and so defer the expenditure on new construction. The extent to which maintenance is considered at the design stage is likely to depend on whether the client commissioning the construction of the building is likely to be the subsequent proprietor, manager or user.

When devising a planned preventative maintenance system, the factors to consider are not unlike those involved in devising the cleaning programme.

The maintenance operations or tasks necessary to combat progressive deterioration and retain or restore the item to an acceptable functional or aesthetic condition must now be defined.

4. Computer system

Once a system has been purchased, it is useful for it to be available, somewhere in the building for a period of time before installation in the front office, this will enable training and allow staff, particularly those who are anxious about computer, to become familiar with the system, it is sensible to actually install the computer in the front office at the quietest time of the week to minimise inconvenience to personnel and customers.

Training is essential to ensure a smooth changeover from the previous system to the computerised system. Training must commence well in advance of installation so that staff have time to overcome their frequent problems of which management must be aware. Training should also allow staff to discuss potential changes in their grading, scheduling arrangements and daily routines. However, personnel must be aware that this will be the case and thus be trained to cope with changing responsibilities.

5. Teamwork

Team work is the key to successful hotel operations. Housekeeping must work closely not only with the front office and engineering but also with every other department in the hotel. Although the general manager is responsible for coordinating and implementing the teamwork philosophy, each department and every employee can help.

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