Hotel Organizational Structure

This paper aims to review the hotel functions and relationship with each other with a specific focus on the general manager, GM. A hotel organizational design may be different from other business sectors. However, like any other establishment, the industry would need a corporate model to efficiently function. Typical of a hotel industry to create functional lines with units to aid the flow of the daily operation. When someone views at a standard hotel organizational chart, they should be able to understand the ranks and the chain of command. For example, executives, departmental heads, and subordinates under each department (O' Fallon, 2011). Furthermore, a well-designed hotel chart provides structure and effective communication within an organization

70). The class reading text states that people should not see the organizational chart as a pyramid with job titles and duties. However, give a better look at the typical organizational chart as a functional design that allows an industry with a vast view of a service chart that can stay the same even when hotel experience financial emergencies (O’Fallon, 2013, p. 70). Notwithstanding, through departmentalizing, the industry provides guests the service needed to meet customers’ expectations and satisfaction. One example of a hotel that offers such a service is a mid-scale hotel, the Hyatt Place Hotel Columbus, Mississippi. With a hotel organizational design, 99 rooms have the general manager, small size food, and beverage, sales, front office, housekeeping to name a few. Similar to a standard hotel department with room division, food and beverage (F&B), human resources, accounting, sales and marketing and engineering department. All of these departments have leaders answerable to the general manager. The hotel GM plays an essential role in crucial function and characteristics, but to successfully achieve in the daily activities the GM must possess competency to plan strategically and should ensure the property achieve its

General managers must come to realize themselves as leaders of the marketing process and comfortable in the role (O’ Fallon, 2011, p. 323). The GM said she devoted daily with morning meeting she referred as the hurdle, with kitchen, front office, housekeeping, sales, and maintenance, she goes over lists of things to do. Hotels using an elaborate structure committee or meeting address the needs that would coordinate activities (O’ Fallon, 2011, p. 84). Further, the financial competence necessary to a general manager, for example, she sometimes goes to the bank to drop the daily sales and brushes some other financial issues. She checks and respond to urgent emails, monitor guest scores, then find ways to work on resolving the negative feedback. The GM again confirmed to some degree; she goes out for marketing in the community to introduce the hotel to churches, and new firms. Relevant that a GM has knowledge, skills and the ability to manage an organization (O' Fallon, 2011) and think