0471474479 - Chapter Organizational Structure CHAPTER...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 2 Overview of Organizational Design Job Specialization The Organization of a Lodging Establishment Rooms Department Food and Beverage Department Marketing and Sales Department Human Resources Department Accounting Department General Manager Resident Manager Patterns of Authority Span of Control The Pros and Cons of Functional Organization Design Meetings and Committees The Future Organization of Hotels The Hotel Staffing System Career Paths and Opportunities CHAPTER OUTLINE Organizational Structure 27 COPYRIGHTED MATERIAL
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
28 Chapter 2 Organizational Structure O VERVIEW OF O RGANIZATIONAL D ESIGN Organizing, the process of structuring human and physical resources in order to accomplish organizational objectives, involves dividing tasks into jobs, specifying the appropriate department for each job, deter- mining the optimum number of jobs in each department, and dele- gating authority within and among departments. One of the most crit- ical challenges facing lodging managers today is the development of a responsive organizational structure that is committed to quality. 1 The framework of jobs and departments that make up any organ- ization must be directed toward achieving the organization’s objec- tives. In other words, the structure of a lodging business must be con- sistent with its strategy. 2 Managers give structure to a hotel and lodging through job spe- cialization, organization, and establishment of patterns of authority and span of control. 3 J OB S PECIALIZATION There are as many degrees of job specialization within the lodging in- dustry as there are types of organizations—and, as you learned in chap- ter 1, there are many types of organizations. One extreme is the case of a hotel where the owner/operator is responsible for checking in the guests, servicing their needs, taking care of the housekeeping for the guest rooms, maintaining the building and grounds, and check- ing out the guests. There is, to be sure, much to recommend this method of work. It is rewarding to have total control over a project from beginning to end, and many people find it motivating to see the results of their efforts. However, as the demand for additional prod- ucts or services increases (i.e., if additional rooms are added or an- other hotel is purchased), it becomes more and more difficult for an individual to do his or her job well. One benefit of the increased work- load is increased revenue, which would enable the individual hotel op- erator to add housekeeping staff, one or more front desk agents to check in and check out the additional guests, and engineering and maintenance personnel to care for the building and grounds. As a general rule, specialization increases worker productivity and
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 05/28/2010 for the course HM 0009 taught by Professor Conrad during the Spring '10 term at 東京大学.

Page1 / 26

0471474479 - Chapter Organizational Structure CHAPTER...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online