浙江工商大學(xué)飯店管理學(xué)英文版ppt第二章

Chapter2,OrganizationalStructure,LearningObjectives,Tobefamiliarwiththeorganizationofalodgingestablishment.Tounderstandsomebasichotelmanagementconcepts,e.g.PatternofAuthority,SpanandControl.Tolearnthehotelstaffingsystem.,Organizing,Theprocessofstructuringhumanandphysicalresourcesordertoaccomplishorganizationalobjectives,involvedividingtakesinjobs,specifyingtheappropriatedepartmentforeachjob,determiningtheoptimumnumberofjobineachdepartment,anddelegatingauthoritywithinandamongdepartments.,Frontandbackofthehouse,Frontofthehouse(前臺(tái))including:FrontOffice,Food&BeverageServiceSector,Housekeeping,thedepartmentsandsectorshaveregularguestcontacts.Backofthehouse（后臺(tái)）including:Engineering,Accounting,Administrationandthedepartmentsandsectorshavefewguestcontacts.,DepartmentsofaLimitedServiceHotel,DepartmentsofaFullServiceHotel,Departmentsofafullservicehotel,GeneralManager,AssistantGeneralManager,ResidentManager,DirectorofHumanResource,DirectorofFood&Beverage,DirectorofSales&Marketing,Controller,RoomsDepartment(FullServiceHotel),RoomDivisionManager,Reservation,FrontOffice,Housekeeping,Laundry,Security,Engineering,PBX,RoomDepartment(FullServiceHotel),ResidentManagerI/CRooms,DirectorofHousekeepingOrExecutiveHousekeeper,AssistantExecutiveHousekeeper,FloorSupervisorPASupervisorLaundrySupervisor,PAStaffRoomAttendants,FrontOfficeManager,AssistantFrontOfficeManager,AssistantManager,ChiefConcierge,ReceptionistCashierBellBoy,EngineeringDepartment(FullServiceHotel),ChiefEngineer,AssistantChiefEngineer,SupervisorEnergyManagement,SupervisorAdministration,SupervisorPreventative/Maintenance,HVAC,Electric,Water,Inventory,WorkOrders,Purchasing,Utilities,Tools,Plumbing,Electric,Carpentry,HVAC,Painting,Masonry,Grounds,Television,Upholstery,Pool,SecurityDepartment(FullServiceHotel),DirectorSecurity,Supervisors,SecurityOfficers,HumanResourceDepartment(FullServiceHotel),DirectorofHumanResource,Recruitment,Benefits,Payroll,LaborRelation,Training,PersonnelManager,Food&BeverageDepartment(FullServiceHotel),DirectorofFood&Beverage,AssistantF/BDirector,SousChef/PastrySousChef,RestaurantManager,Executive/ChiefSteward,KitchenStaff,ServiceStaffWaiter/WaitressHostess,Stewards,ExecutiveChef,BeverageDirector/BarManager,Bartenders,Sales&MarketingDepartment(FullServiceHotel),DirectorofSales,SalesManager,ConventionCoordinator,ConventionServiceManager,DirectorofCatering,AssistantDirectorofSales,AccountExecutives/SalesRepresentatives,BanquetCaptains,AccountingDepartment(FullServiceDepartment),FinancialController/FinanceSupportManager,F&BCostController,ChiefAccountant,Executive/ChiefSteward,PurchasingStoreroom,FrontOfficeCashiersRestaurantCashiersTimekeeper,Stewards,AssistantFinancialController,GeneralCashier,ManagementFunction,Planning,Organizing,Leading,Controlling,Accomplish,OBJECTIVEs,JobSpecialization(工作專(zhuān)業(yè)化),Tospecializethejobs,meansthedutiesarelimitedintoonespecializedscope.Ingenerally,jobspecializationcanincreaseworkerproductivityandefficiency.Butithastheproblemthatitmayresultinworkersperformingthesamedutiesagainandagain.Thismaycausethelowermorale,moreerrorsandworseservicequality.,WorkTeam,QualityCircleTotalQualityManagement,PatternsofAuthority,BoardofDirectors,GeneralManager,ResidentManager,FrontDeskAgent,BellCaptain,Concierge,Doorman,RoomsDivisionManager,FrontOfficeManager,AutoValet,CourtesyVanDriver,PatternofAuthority,Centralization:theauthoritydistributionDecentralization:empoweremployeeorsupervisors,WideSpanofControl(FlatOrganization),NarrowSpanofControl(TallOrganization),ThePros(正面的)andCons(負(fù)面的)ofFunctionalOrganizationDesign,Pros:fosterefficiency,teamwork,andcoordinationofactivitieswithinindividualunits.Cons:Difficultiesforthevariousdepartmentstofullyappreciatetheirroleintheoverallsuccessoftheorganization.,Committees,ExecutiveOperatingCommittee,EnergyConservationCommittee,Safety(&Hygiene)Committee,Meetings,MorningMeeting,MonthlyStaffConference,ExecutiveCommitteeMeeting,MonthlyP&L(Profit&Loss)Meeting,Safety&HygieneMeeting,EnergyConservationMeeting,DepartmentalMorningMeeting/OperationMeeting,TheHotelStaffingSystem,JobAnalysis:Athoroughevaluationofthespecifictaskperformedforaparticularjobandthetimerequiredtoperformthem.JobDescription:Adetailedpositiondescriptionincludingthejobtitle,pay,abriefstatementofdutiesandprocedures,workingconditionsandhours.,TheHotelStaffingSystem,JobSpecification:anoutlineofthequalificationnecessaryforaparticularjob.JobRedesign:itinvolveslikejobrotation,jobenlargement,jobenrichmentandflextime.,TheHotelStaffingSystem,PerformanceEvaluation:orperformanceappraisal,asystematicreviewofindividualstrengthsandweaknessesofanemployeesperformance.Compensation:Themonetaryandnon-monetaryrewardsthemanagers,supervisorsandemployeesreceiveforperformingtheirjobs.,KeyConcept,OrganizingFr