Organizational structure is the construction of an organization in accordance with its size, needs and goals. The organizational structure and management structure should ideally correspond to each other, so sometimes they are considered together and not differentiated. The organizational structure must correspond to the size of the organization. An increase in the size of an organization and the complication of its structure are accompanied by a proportional increase in the number of levels of the management hierarchy.

The direction and nature of the relationships between elements determine the type of organizational structure. There are the following types of building organizational structures: linear, linear-functional and matrix.

Linear organizational structure refers to centralized hierarchical organizational structures, where at the head of each level of the management hierarchy is a single manager who has the full range of powers and carries out all management functions at his level.

Linear-functional The (headquarters) organizational structure maintains a linear hierarchy of subordination, however, heads of functional services and departments are involved in management, who advise the line manager, help him in the development of specific programs, decisions, plans

Matrix organizational the structure is a lattice structure built on the principle of double subordination. This is a modern, effective type of organizational structure. A distinctive feature of the matrix structure is that an employee simultaneously has two managers with equal powers, to whom the performer reports on the results of work.

The organizational structure of hotel management is the composition of services or departments in the hotel management system and certain relationships, relationships and interactions. This understanding of the structure is concretized in seven principles of its construction:

1. Division of labor and specialization- this is the decomposition of complex work into simple ones that are easy to repeat, master, and consolidate in skills. When designing hotel work processes, the amount of work that housekeeping staff can do and the amount that is required to be done must be balanced with the abilities and skills of the staff. It is important to determine the specialization in which the activity would be effective and uniform. The operating process must be constantly reviewed to ensure that no significant changes occur that negatively affect certain operations.

2. Clear lines of authority – this is the principle that determines the structure of power. Power is determined by the board of directors of the hotel enterprise and is exercised through powers. The council is the beginning of the line of authority in the hotel's operations. The president or top managers report to the board of directors. The top manager is authorized to recruit specialists and by his own decision to give them power, but at a different level. In this way, a hierarchy of power is built, and the management structure takes on a hierarchical form. It is necessary to avoid the intersection of areas of power and authority, as this leads to contradictions in the performance of work, inconsistency of deadlines, etc.

3. Sharing of responsibilities– this is the principle that determines the organization of the labor process of a hotel enterprise. The activities of a manager are characterized by functions (what he can do), duties (what he must do) and responsibilities (what he must be responsible for). Functions and responsibilities may overlap, but the responsibilities and duties in the practice of hotel management often do not correspond to each other, that is, one person does the work, and another is responsible for it. This situation cannot be considered normal. Responsibilities must be strictly consistent with those of the manager. This is even more important when combining responsibility and power.

4. Combination of authority and responsibility– this is a principle, the implementation of which makes it possible to prevent abuse of power and motivate a responsible attitude of the manager to the problems being solved. It is impossible to exercise powers and avoid responsibility; at the same time, one cannot be responsible for what is not included in the powers. When power and responsibility are delegated to a subordinate to perform a specific job, the manager is not relieved of responsibility to superior management for the performance of the corresponding task.

5. Functional limitation of activity- This is a principle associated with the division of labor. The division of labor involves both functional differentiation and limitation of activity. This determines the integrity of assignments and clarity in establishing responsibilities and duties. Accordingly, the manager of one division cannot give tasks or delegate powers and responsibilities to employees of another division, and cannot intrude into an area of ​​activity for which he himself is not responsible. If this happens for one reason or another, it creates moral problems.

6. Range of control(subordination norms) is the number of employees or workers that the manager directly controls. It is believed that the normal range of control is 10-12 people. However, this is not necessary for all departments of the hotel. It all depends on the type of work, the people and the level of management. Managing large teams is less effective. If a manager manages too small a group, then his time is also used ineffectively. Personnel who are not fully occupied with work create costs generated by shortcomings in the organization of work. The manager must assign a task to his co-worker that he can complete, and help him as necessary. This allows the level of control efficiency to be maintained at the highest possible level.

7. Communications– these are connections between functions, departments of the management system and between hotel staff, without which joint activities are impossible. Communication can be verbal or written. Some of them should only be in written form, so that later there will be no questions about what was said, by whom, when. The communication aspect of management reflects experience, science and art of management.

The structure of the hotel can be divided into two components:

· The technical structure of a hotel enterprise is the material base of the hotel, formed by buildings, equipment and technologies. The technical structure is rigid; it determines the required professional composition of workers.

· The social structure is formed by the hotel staff, existing formal and informal groups, the whole variety of personal and industrial relations, connections between structural units horizontally and vertically. The social structure is flexible, changing depending on the developing situation.

The implementation of these principles is necessary to create an effective hotel management system.

In the hotel industry, the use of the terms “department”, “department”, “service” is not sustainable. In most hotels, large structural divisions ("housing stock", "catering plant", "accounting", etc.) are called "departments" ("division"). Smaller units within departments (for example, "banquet service" and "room service" within a food service establishment) may be called "subdivisions," "departments," or some other name.

To classify various services inside a hotel in the world, the terms “front of the house/ FOH” and “back of the house/ BOH” (from the English “facade” and “back side of the house”) are used. Accordingly: services that work directly with guests, and services that do not have contact with guests.

"FOH" includes: food processing plant and housing stock (including reception service and reservation department). To "BOH": technical maintenance department of the building, accounting, human resources department.

Another type of classification of hotel structural divisions is financial. Departments and services within departments are divided into “centers that bring direct profit” and “maintenance and supply centers.” Direct profit centers directly generate revenue for the hotel by selling products or providing services to guests. These are: reception and accommodation service, catering facility, etc.

Hotels that differ in size and nature of specialization will also have features in their organizational structure, but still, with any specific form of organization of a hotel enterprise, a number of its most important functions must be guaranteed to be performed. In addition, harmony in the activities of all structural divisions of the hotel is an extremely important factor.

Large, medium and small enterprises must differ in their organizational structure. But in any case, for successful work it is necessary that key services are controlled personally.

In a small enterprise there is no particular need to maintain its own personnel department: these functions can be performed for their department by each of the heads of those departments whose need for existence is recognized.

At the founding meeting, the director, executive director, and chief accountant will gather together once a week for an hour or two to discuss the following topics: guests, employees, overall quality of management, occupancy forecasts, staff training, major expense items, renovation issues, energy savings , new legislation, enterprise profitability.

Figure 1 shows an approximate diagram of the organizational structure of a hotel enterprise, showing the relationships between departments and individual hotel employees. The diagram clearly demonstrates to each employee his place in the social process. This structural diagram allows the hotel director and management to clearly see the overall picture: what and how each employee does. All employees are assigned to separate structural units of the hotel with clearly defined responsibilities and powers.

It is the responsibility of the receptionist to improve guest service. Functions: estimate room occupancy; calculate the average revenue per room for the previous night; clarify collective requests for the next month; view the list of departing and arriving guests on that day; review the list of important guests and prepare papers for registration; take part in constituent meetings; check the work schedule; conduct training for guest service workers.

Rice. 1. An example of the organizational structure of a hotel company

The chief accountant analyzes the results of economic and financial activities.

Manager deals with operational and strategic planning issues.

Restaurant(cook, bartender, waiter) provides service to guests of the enterprise in a restaurant, hotel bar, resolves issues regarding the organization and servicing of banquets and presentations.

The farm manager is responsible for the direct purchase of products and consumables, their storage, issuance and accounting.

Support services (security guards, maids) ensure the operation of the hotel complex, offering laundry services, linen services, and cleaning services.

Each employee must not only know his immediate responsibilities and functions, but also have a good understanding of exactly how his work relates to that performed by other employees or departments, and how their overall activities affect the efficiency of the hotel. It is extremely important for the director to constantly compare the above-mentioned scheme with the range of services that the hotel provides - this will allow one to draw a conclusion about whether there is an excess of labor in certain areas and vice versa.

These days, in small hotels there are usually few problems associated with organizational structure. The distribution of tasks, the definition of powers and responsibilities, as well as relationships between members of the enterprise can be built on a personal and informal basis. But most hotels require some kind of structure through which interpersonal relationships are shared and coordinated. In large hotels there is a need for a neat and purposeful organizational structure.

The organizational structure of a hotel enterprise is determined by the purpose of the hotel, its location, the specifics of the guests and other factors. It is a reflection of the powers and responsibilities assigned to each of its employees. But this does not prevent us from identifying the main services available in any hotel:

• - Room management service (guest service department);
• - Catering service;
• - Administrative service;
• - Commercial service;
• - Engineering (technical services);
• - Auxiliary and additional services.

Regardless of the factors influencing the size of the hotel enterprise and the composition of its structure, there is the concept of “guest (or technological) cycle”, which defines the minimum set of hotel services necessary for the production and sale of a high-quality hotel product (Fig. 1).

At hotel enterprises of various types and sizes, the number of services serving the “guest cycle” may be more or less. Their functions may also vary. For example, only in the structure of large hotel complexes are reservation and service departments independent structural units. In small and medium-sized enterprises, the booking and customer service functions are performed by reception staff. This also applies to marketing, engineering and operational, financial and accounting, and commercial services.

This same “guest cycle” makes it possible to clearly divide all hotel services into two levels depending on the degree of contact with the consumer. The first level is services whose personnel have direct contact with the consumer (contact services), the second level is services whose personnel have virtually no contact with the guest (non-contact services).

Management of any hotel enterprise is carried out on the basis of an organizational structure chosen independently. At the same time, it is necessary to ensure the effective disposal of management functions by divisions with the following requirements: the solution of the same issues should not be the responsibility of different divisions; all management functions should be the responsibility of management units; One department should not be entrusted with solving issues that can be solved more effectively by another. The structure tree represents the joint activities of several organizational structures or services:

- Number management service The fund (service department or accommodation service) deals with the following issues: room reservations; reception of tourists staying at the hotel, their registration and placement in rooms; sending tourists home or to the next point of the travel route after the end of the tour; providing room service; maintaining the necessary sanitary and hygienic condition of the rooms and the level of comfort in residential premises; Providing household services to guests.

The service department includes the following divisions:

Director or room operations manager.

Booking service. The functions of the reservation service include: accepting applications and processing them, drawing up the necessary documentation: check-in schedule for each day (week, month, quarter, year), maps of the movement of rooms.

Reception and accommodation service (chief administrator service, receptionist service). This service is often called the heart or nerve center of the hotel. This is the service with which the guest has the most contact and where he most often turns for information and services during his entire stay at the hotel. The first favorable impression means a lot for the overall assessment of the company's performance. A negative impression will make the guest wary of other services.

The most important functions of the reception service include: welcoming the guest; completion of the necessary formalities for its placement; allocation of rooms and accounting of available beds in the hotel (this function can be performed by a separately formed reception service); issuing invoices and making settlements with clients (preliminary and final); maintaining a guest card.

Room management service (maid service; administrative and economic service; castellan service). The largest department of the hotel in terms of staff. It employs up to 50% of all hotel employees. At the head is the director or, as he is called in foreign hotels, the executive (or chief) castellan. Maids, floor attendants, supervisors and other categories of workers report to him.

The most important function of the service is to maintain the required level of comfort and sanitary and hygienic condition of hotel rooms, as well as public premises.

The main task of the maids is to clean the rooms, regardless of whether they are occupied or not. The maid's duties are also responsible for checking the safety of room equipment. Depending on the type of hotel, each maid cleans and tidies from 16 to 20 rooms.

Some hotels have a supervisor position who supervises a shift of housekeepers to ensure that the premises are cleaned to standard.

In hotels of high service categories (luxury) there are stewards who begin work in the afternoon. Their responsibilities include providing each room with fresh towels, making the room look elegant, etc.

In addition, the structure of this service may also include laundry, dry cleaning, ironing and other services that provide hotel rooms and guests with the necessary amenities for a comfortable stay. The creation of these services depends on the size, category of the hotel enterprise and some other factors.

The activities of the direct head of this service in the work of various categories and types of hotel enterprises vary. For example, the role of the head housekeeper in corporate and independent hotels may differ slightly when purchasing furniture and equipment. A large independent hotel relies entirely on the experience and knowledge of the head castellan, while in a hotel chain this is handled by a corporate purchasing agent. The Chief Castellan is responsible for maintaining a significant amount of documentation. He not only draws up a work schedule and evaluates the work of department employees, he is also responsible for the safety and proper appearance of furniture in guest rooms, halls and halls, supplying maids with supplies of detergents and cleaning products, accounting and replenishment of bed linen, supplying rooms with baths and sanitary facilities. hygiene supplies, etc.

Service department (doormen, bellhops, cloakroom attendants, garage attendants, concierges, bellhops). Due to the importance of the client's first impressions, special responsibility is assigned to the service personnel, or uniform workers. The service staff is headed by a manager. The doormen, bellhops, cloakroom attendants, garage employees, concierges, and bellhops report to him.

The first to greet guests on an unofficial level are the garage employees. The duty officer of this service greets arriving guests, opens the car doors, helps with placing luggage on the trolley and is responsible for the safety of the vehicle.

In the event that it is not economically profitable for a hotel, or it is organizationally difficult to have a garage service, the first person to greet the guest is the doorman. He is always dressed in a conspicuous uniform and stands at the door, greeting guests, helping them get out of the car, calling a taxi for them, giving them all kinds of information about the work of the hotel and about the city.

The main function of bellhops is to accompany guests and deliver luggage to their rooms.

Concierges and concierges are also service personnel. They provide a variety of services to guests: obtaining tickets for cultural events, arranging tables at restaurants, giving advice on local restaurants, etc.

Security Service. In a broad sense, she is responsible for protecting her own hotel, all guests and others, and their personal property.

The hotel management is developing a program based on 3 interrelated factors: physical safety; personnel performance and safety procedures; technical systems.

Measures must be taken quickly and efficiently from an economic point of view. The main attention should be paid to the so-called preventive security problems, and not to the investigation of already committed crimes and punishment.

- Catering service. Provides service to guests of the enterprise in restaurants, cafes and hotel bars, resolves issues regarding the organization and servicing of banquets, presentations, etc.

Service composition:

• - Kitchen;
• - Restaurant;
• - Bars and cafes;
• - Interior cleaning and dishwashing section;
• - Public Events Services Department;
• - Room service.
• - Administrative service. Responsible for organizing the management of all services of the hotel complex, resolves financial issues, staffing issues, creates and maintains the necessary working conditions for hotel staff, monitors compliance with established norms and rules on labor protection, safety, fire and environmental safety.

Service composition:

• - Secretariat;
• - Financial service;
• - Personnel service;
• - Ecologist;
• - Fire and safety inspectors.
• - Commercial service. Deals with operational and strategic planning issues. Analyzes the results of economic and financial activities.

Service composition:

• - Commercial Director;
• - Marketing service.
• - Engineering (technical) services. They create conditions for the functioning of air conditioning systems, heat supply, sanitary equipment, electrical devices, repair and construction services, television and communication systems.
• - Support Services. They ensure the operation of the hotel complex, offering laundry, tailoring, linen service, cleaning service, printing service, warehouse service, etc.

1Ministry of Education and Science of the Russian FederationFederal State Budgetary Educational Institution of Higher Professional Education"Yaroslavl State University named after P.G. Demidov"University CollegeCourse work in the discipline "Management" Organizational structure of hotels using the example of the Sport Hotel. Completed by: student of group GS-31KO, specialty 100105.51 Hotel service Yu.E. Kotova Checked by: S.I. Fomina Score ________________ _____________________________ (signature) Yaroslavl 2012.

3IntroductionOrganizational structure of a hotel enterprise- this is a set of management units (services) located in a strict combination and ensuring interconnection with each other. The successful functioning of any enterprise is largely determined by the effectiveness of its organizational support. An optimal organizational management structure creates favorable conditions for the process of making management decisions; its stability makes the organization sustainable and at the same time allows it to successfully respond to changes in the internal and external environment. Object of research; organizational structure of a hotel enterprise. Subject of research: organizational structure of the Spotr Hotel. The relevance of the topic is the organization of management, it is the organizational beginning of the entire system of factors for a radical reform of economic management. The key problem in the organization of management is the structure of the management system. Knowing the structure, you can purposefully influence the composition and content of individual elements of the management system, bringing it into line with changing production conditions. The purpose of this course work is to: study the organizational structure of hotels. Objectives: - study the organizational structure of the enterprise - characterize the types and types of organizational structure of the enterprise - study the organizational structure of the enterprise using the example of the Sport Hotel.

41 Characteristics of types and types of organizational structures1.1 Characteristics of bureaucratic structures of the organization and its types Bureaucracy, originally formulated in the early 1900s by German sociologist Max Eeber. Weber's theory does not contain descriptions of specific organizations. Weber proposed bureaucracy as a kind of normative model, an ideal towards which organizations should strive. bureaucratic structures of the organization characterized by a high degree of division of labor, a developed management hierarchy, a chain of command, the presence of numerous rules and norms of personnel behavior, and the selection of personnel according to their business and professional qualities. Bureaucracy is often also called a classical or traditional organizational structure. Most modern organizations are variations of bureaucracy. The reason the bureaucratic structure has been used for such a long time and on a large scale is that its characteristics are still quite well suited to most service organizations. The objectivity of decisions made allows an effectively managed bureaucracy to adapt to ongoing changes. Max Weber's analysis of bureaucratic structures continues to be the unique and most significant description of the essence of modern organizations.1 Principles of the bureaucratic system: 1. A clear division of labor and the use of qualified specialists for each position. 2. Hierarchy of management. 3. The presence of formal norms and rules that ensure uniformity in the performance of functions. 4. The spirit of formal impersonality characteristic of officials performing their duties. 5. Hiring for work in accordance with qualification requirements, and not with subjective assessments. 6. Main concepts of bureaucratic structures: hierarchy, rationality, responsibility. 1 http://www.bibliotekar.ru/Fundamentals of management.-URL: http://www.bibliotekar .ru/biznes-43/188.htm(17.09.12)

5Types of bureaucratic structure of an organization Linear organizational structure It is the simplest bureaucratic hierarchical management structure. In its simplest form, it consists of the head of the enterprise and several subordinate employees, while large enterprises can have up to 3-4 or even more levels of hierarchy . She is based on the principle of unity of distribution of orders, according to which only a higher authority has the right to give orders. Compliance with this principle should ensure unity of management. Such an organizational structure is formed as a result of constructing a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. Each subordinate has one leader, and a leader has several subordinates. Two managers cannot communicate directly with each other.2(Figure 1) Picture 1. Linear organizational structureAdvantages: - simple construction - unambiguous limitation of tasks, competence, responsibility - strict management of management bodies - efficiency and accuracy of management decisions Disadvantages: - difficult connections between authorities - concentration of power in the management top - heavy workload of middle levels of management.3 Functional organizational structure 2 Bolshakov A.S. Modern management: theory and practice. – St. Petersburg: Peter, 2006. (17.09.12)

6Based on the creation of units to perform certain functions at all levels of management. Such functions include research, production, sales, marketing, etc. Here, with the help of directive leadership, lower levels of management can be hierarchically connected to various higher levels of management. The transmission of orders, instructions and messages is carried out depending on the type of task. For example, a hotel employee (receptionist) receives instructions not from one person, but from several hotel employees, i.e. The principle of multiple subordination applies. Therefore, such an organizational structure is called multiline. The functional structure of organization management is aimed at performing constantly recurring tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific types of activities depending on the tasks assigned to them. (Fig. 2) Figure 2. Functional organizational structure Advantages: - reduction of coordination links - reduction of duplication of work - strengthening of vertical connections and increased control over the activities of lower levels - high competence of specialists responsible for performing specific functions Disadvantages: - ambiguous distribution of responsibilities - difficult communication - lengthy decision-making procedure4 Divisional organizational structure 3 http://copsys.ru Linear organizational structure of enterprise management. - URL: http://copsys.ru /Articles/Structure/Linear.aspx(17.09.12)

7Already by the end of the 20s, the need for new approaches to organizing management became clear, associated with a sharp increase in the size of enterprises, diversification of their activities, and the complication of technological processes in a dynamically changing environment. (Fig. 3) Divisional organizational the structure is used in large industrial organizations, which, using bureaucratic methods, gradually lose their flexibility and mobility and work by inertia. The use of divisional structures with technological and product innovations makes it possible to create relatively small and fairly economically independent divisions within the framework of the whole. Divisional structures are more often used to achieve a high degree of flexibility of the production system when pursuing an intensive innovation policy. This structure is used in conditions of multi-product production. The external level in such an organization carries out planning and distribution of basic resources, and divisions of the organization make operational decisions and are responsible for the profits received.5 The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers heading production departments (divisions). 64 http://www.managment.aaanet.ru/ Functional organizational structures. - URL: http://www.managment.aaanet.ru/management/org-strukturi.php (19.09.12)5 http://lo1 .ru/ Types of organizational structures.-URL: http://lo1.ru/gos/4/Content/2/2.1.htm(29.09.12)6 Zaitseva O.A. and others. Fundamentals of management: Educational and practical guide for universities / O.A. Zaitseva, A.A. Radugin, K.A. Radugin, Rogacheva N.I.; Ed. A.A. Radugina. – M.: Center, 2004. (29.09.12)

8Figure 3. Divisional management structure. Advantages: - it provides management of multi-industry enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions; - provides greater flexibility and a faster response to changes in the environment of the enterprise compared to linear and line-staff; - when expanding boundaries independence of departments, they become “profit centers”, actively working to improve the efficiency and quality of production; - closer connection between production and consumers. Disadvantages: - a large number of “floors” of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company management - 5 or more; - disunity of the headquarters structures of the departments from the company headquarters; - the main connections are vertical, therefore, the disadvantages common to hierarchical structures remain - red tape, overload of managers , poor interaction when resolving issues related to departments, etc.; - duplication of functions on different “floors” and, as a result, very high costs of maintaining the management structure;

9- in departments, as a rule, a linear or linear-staff structure with all its disadvantages is maintained.77 http://www.i-see.ru/Divisional organizational structure of the enterprise.-URL:http://www.i-see .ru/articles/articles/divizionnaya_struktura.htm (30.09.12)

10Linear-functional organizational structure The line-functional organizational structure is sometimes called traditional or classical because it was the first structure to be studied and developed. Such structures are based, on the one hand, on linear authority. Linear authority is authority that is transferred directly from a superior to a subordinate and then to other subordinates (hierarchy of management levels). The management principles embedded in linear structures were formulated at the beginning of the twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy). An important feature of this structure is the unity of command and the Chain of Command. (Figure 4) In addition, such management structures are based on the principle of functional departmentalization (the process of dividing an organization into separate elements, each of which has its own clearly defined, specific task and responsibilities). The specific characteristics and features of the activities of a particular unit correspond to the most important areas of activity of the entire organization. The combination of linear authority and functional departmentalization in a line-functional structure provides the advantages and disadvantages of this type of structure. 8 Advantages: - Stimulates business and professional specialization. - Reduces duplication of effort and consumption of material resources in functional areas. - Improves coordination in functional areas. Disadvantages: - Departments may be more interested in achieving the goals and objectives of their divisions than the overall goals of the entire organization. This increases the possibility of conflicts between functional areas. - In a large organization, the chain of command from the manager to the direct executor becomes too long. - Slow response to external changes. - Problems with the distribution of responsibility for eliminating problems. 8Albert.M Fundamentals of Management: M.Albert., M.H.Mescon., F.Khedouri. – M: Delo, 2004. (29.09.12)

11Figure 4. Linear-functional organizational structure Line-staff organizational structure This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower-level units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Headquarters carry out a preliminary analysis of information received from the lower echelons, prepare analytical reports and reviews on it, and develop draft orders and directives. In addition, headquarters eliminate one of the most important shortcomings of a conventional linear structure by carrying out tactical and strategic planning of activities within the framework of their service. (Fig. 5) A line-staff structure can be a good intermediate step in the transition from a linear structure to a more effective one. The structure allows, albeit within limited limits, to embody the ideas of modern philosophy of quality. Staff structures are created in the following cases: - liquidation of consequences or prevention of natural disasters, accidents, catastrophes. For example, headquarters for eliminating the consequences of a flood, headquarters for civil defense; - development of new products, new technology, not traditional for a given enterprise. Thus, during the Great Patriotic War, headquarters units were formed to organize the production of tanks at tractor factories;

12-solving a suddenly arising extraordinary problem, for example, related to the aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be either temporary or permanent in nature and perform an advisory role in the formulation and implementation of a specific problem or task.9 Figure 5. Linear - headquarters organizational structureAdvantages: - deeper elaboration of strategic issues than in a linear one; - some relief for senior managers; - the possibility of attracting external consultants and experts; - When assigning functional leadership rights to headquarters units, such a structure is a good first step towards more effective organic management structures. Disadvantages: - insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation; - tendencies towards excessive centralization of management; - similar to the linear structure, partially in a weakened form.9http://www.cfin.ru/Corporatemanagement.URL:http://www.cfin.ru/management/iso9000/iso9000_orgchart.shtml (7.10.12)

131.2 Characteristics of organic (adaptive) structure organizations Beginning in the 1960s, some organizations found themselves in a situation where their external environment changed so quickly, their projects became so complex, and their technology developed so rapidly that the disadvantages of bureaucratic management began to outweigh their advantages. As such, the rigidity of a traditional organizational structure (especially where the chain of command is long) can slow down communication and decision-making to the point that the organization can no longer respond effectively to changes. To enable organizations to respond to environmental changes and implement new technology, adaptive organizational structures have been developed.10 Principles of the organic system: 1. High flexibility. 2. Less connected with rules and regulations. 3. Using group work organization as a basis. 4. Decisions are made collectively. 5. The main integrating factors are the mission and strategy of the organization. 6. The distribution of work between employees is not determined by them positions, but by the nature of the problems being solved. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. Varieties of structures of this type are project, matrix (program-targeted), brigade forms of structures. When introducing these structures, it is necessary to simultaneously change the relationships between the divisions of the enterprise.10 http://www.labex.ru/Building organizations.-URL: http://www.labex.ru/page/m_book_14.html (14.10.12)

14Types of organic structure of an organization Matrix organizational structure In connection with the need to accelerate the pace of product renewal, program-targeted management structures, called matrix ones, arose. The essence of matrix structures is that temporary working groups are created in existing structures, while resources and employees of other departments are transferred to the group leader in double subordination. (Fig. 6) With a matrix management structure, project groups (temporary) are formed that implement targeted projects and programs . These groups find themselves in double subordination and are created temporarily. This achieves flexibility in personnel distribution and efficient implementation of projects Figure 6. Matrix organizational structure Advantages: - flexibility; - acceleration of innovation; - personal responsibility of the project manager for the results of work. Disadvantages: - presence of double subordination; - conflicts due to double subordination; - complexity of information connections.

15Project structure of the organization The project structure is a slightly simplified version of the matrix structure, although, in fact, it is its predecessor. The main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis). In form, the project management structure can correspond to both a brigade structure and a divisional structure, in which a certain division (department) does not exist permanently, but for the duration of the project. In other words, this is a temporary structure created to solve a specific problem.11 (Figure 7) Figure 7. Project structure of the organization11 http://www.e-college.ru/Theory of organizationx.-URL: http://www.e-college.ru/ books/xbook031/book/index/index.html?go=part-015 *page.htm(12.10.12)

16Advantages: - high flexibility; - reduction in the number of management personnel compared to hierarchical structures. Disadvantages: - very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the project’s place in the network company projects; - fragmentation of resources between projects; - complexity of interaction of a large number of projects in the company; - complication of the process of development of the organization as a single whole. 1212 http://iteam.ru/Organizational management structures http://www.iteam.ru/publications /strategy/section_31/article_1237 (10/12/12)

17Brigade management structure The basis of this management structure is the organization of work into working groups (teams). The form of brigade organization of work is a fairly ancient organizational form, but only in the 80s did it begin to be actively used as an organization management structure, in many ways directly opposite to the hierarchical type of structures. The basic principles of such a management organization are: - autonomous work of working groups (teams); - independent decision-making by working groups and horizontal coordination of activities; - replacement of rigid management ties of the bureaucratic type with flexible ties; - attracting employees from different departments to develop and solve problems. These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, technical, economic and management services, which form isolated systems with their own goals and interests. In an organization built according to these principles, functional divisions may be preserved or absent (Fig. 8). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the work group or team in which they belong). In the second case, there are no functional units as such; we will call it a team unit. This form is quite widely used in organizing project management.1313 http://infomanagement.ru/167/20/INFOMANADTMENT/-URL:http://infomanagement.ru/167/20/ (10.13.12)

18Figure 8. Brigade management structureAdvantages: - reduction of the management apparatus, increasing management efficiency; - flexible use of personnel, their knowledge and competence; - work in groups creates conditions for self-improvement; - the ability to use effective planning and management methods; - the need for general specialists is reduced. Disadvantages: - complication of interaction; - difficulty in coordinating the work of individual teams; - highly qualified and responsible personnel; - high requirements for communications.

192Characteristics of the hotel's organizational structure"Sport" Each hotel company has its regular customers who find some advantages for themselves in the chosen hotel. The right of any hotel to create its own organizational structure. The main thing is that the hotel enterprise efficiently fulfills its main purpose - serving guests, maximizing their needs and generating income. The Sport Hotel is an average hotel, its number of rooms is 45 rooms. This is a three-star hotel in Yaroslavl, part of the Eurocity hotel group. The hotel's target orientation: - business travel; - sightseeing and educational tourism; - tourist groups. The hotel is located in a quiet location in the southern part of the city in close proximity to the largest sports facilities - Ice Palace "Arena-2000 Lokomotiv" and sports complex "Atlant". The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels the management structure is much smaller than in large ones. Medium-sized hotels are considered the most profitable, efficient, and flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership and much more.

20Table 1. Organizational structure of the Sport Hotel. DirectorEngineering and technical serviceReception and accommodation serviceSecurity serviceFinancial serviceFood serviceHousekeeping serviceHead of engineering and technical serviceHead of housekeeping serviceSenior administratorHead (administrator) of serviceSenior accountantLaundry and dry cleaning staff Floor attendant plumberChef electricianmaidswaitersbar mencookscleaners

22The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels the management structure is much smaller than in large ones. Medium-sized hotels are considered the most profitable, efficient, and flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership and much more. The organizational structure of a hotel is characterized by a set of jobs, positions, management bodies and production units, and the forms of their interrelation that ensure the achievement of the strategic goals of the hotel. (Table 1) Within the organizational structure of an enterprise, there are two main components: the management structure and the service structure. The service structure predetermines the division of an economic object into parts, elements according to production and technological principles (booking, accommodation, payment for services). In the Sport Hotel, the intermediary between the owners of the enterprise and the management staff is the general director, who performs a huge number of tasks, for example, the adoption of oriented decisions aimed at meeting the needs of customers, determining the general directions of the hotel enterprise within the framework of the set goals and objectives, including carrying out financial measures, which may include such issues as determining limits on personnel, administrative and business needs. The hotel uses one of the simplest structures - linear. With a linear hotel management structure, the production of services and their implementation are clearly demarcated: some divisions are engaged in the preparation of services, others in servicing, and others in the sale of services. The main task of the manager is to provide the necessary resources to the employees of the hotel service industry to achieve their intended goals. The number of employees in a hotel enterprise must be optimal so that the enterprise operates profitably without compromising the quality of service. The average number of service personnel per room for three-star hotels should be 0.8 or more.

23It is impossible to propose an organizational structure of a modern hotel; it is realistic to only highlight the most general aspects of hotel organization. However, it is difficult to imagine a modern hotel without the following basic services: - reception and accommodation service - housekeeping service - engineering and technical services - financial service - marketing service - food service There are departments that are difficult to classify as the above services. These are all kinds of additional and related services. These include: - transfer services - Calling a taxi - Carrying luggage - laundry services - kiosks selling souvenirs, newspapers, books, flowers, pharmaceutical goods, etc. Often the staff is not included in the staff of the hotel enterprise; these departments are tenants. The Sport Hotel has all of the above services and additional services, and tenants have such divisions as the security service. All departments of the hotel can be divided into two large groups: Face of the Hotel - departments whose employees are directly involved in serving guests (reception and accommodation service , restaurant services) and the Heart of the Hotel - departments whose employees do not have direct contact with clients (accounting department, human resources department, engineering and technical service, etc.). According to financial criteria, hotel services are divided into profit centers (reception service, restaurant) and support centers (accounting, secretary, etc.). The reception service is headed by a manager. Most often, the head of this service is subordinate to the reception staff, reservation department specialists, and the staff of the integrated service group (uniformed service personnel - the receptionist department). Reception and accommodation staff resolve issues of booking rooms, receiving guests, registering them and placing them in rooms. The staff of this service is the first to greet guests, is constantly in contact with them, and is the last of the services to see off hotel guests.

24 Since the Sport Hotel is a small hotel, at the reception desk, reservations, registration, accommodation of guests, connection to rooms and other necessary operations are handled by one employee under the leadership of the hotel director. Housekeeping Service. The purpose of this division is to provide guest service in the rooms, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide household services to clients. No hotel can exist without this service. This service is headed, as a rule, by a woman, the head of the economic service. The head of the housekeeping service is subordinate to the deputy, senior maids, staff of maids, laundry, dry cleaning and linen staff, and cleaners. The housekeeping service operates around the clock. Depending on the status of the hotel, room cleaning is carried out once or several times a day.14 At the Sport Hotel, the head of the housekeeping service is subordinate to the senior maid, laundry and dry cleaning staff, and the cleaning service. The service operates around the clock, linen is changed twice a week, and towels are changed daily.Administrative service. This service most often includes a secretariat, a settlement department, and a personnel department. Accounting department resolves all financial issues. This division includes a chief accountant and a deputy chief accountant. In the settlement part, there is a specialization of accountants to perform certain operations: processing of payment documents coming from the reception and accommodation service and related to the acceptance of payment for accommodation and additional paid services; maintaining all financial documents coming from the catering service; payroll for hotel employees. This department also requires a cashier. The HR department resolves issues of selection, placement, promotion of personnel, organization of training and advanced training. This division is designed to create and maintain the necessary working conditions and safety precautions. The division is headed by the head of the HR department. At the Sport Hotel, the administrative service is also responsible for organizing the management of all services of the hotel complex, resolving financial issues, 14 http://www.city-of-hotels.ru/Housekeeping Service.-URL:http://www.city -of-hotels.ru/165/stuff-terms-ru/housekeeping-ru.html (10/18/12)

25 issues of staffing, is engaged in creating and maintaining the necessary working conditions. Composition of the service: - secretariat - accountant - financial service - personnel service Catering service. This service provides customer service in restaurants, bars, hotel cafes; provides services for banquets and events in the hotel banquet halls; Responsible for preparing food, storing food and drinks, cleaning the kitchen, washing dishes; Receives orders and delivers them to rooms; in some hotels, monitors and replenishes food and drinks in minibars; Responsible for organizing restaurant service for staff. At the Sport Hotel, the food service division is an integral part of the hotel business. In the hotel, the Lime restaurant is not only the prestige and face of the hotel, but also one of the main sources of profit. The hotel pays special attention to breakfast service. Guests' day begins with breakfast, and its organization largely determines whether the start of the day will be good or bad for guests; moreover, at the Sport Hotel, breakfast in the Lime restaurant is included in the room price. The hotel provides a minibar in the rooms for a fee. It would be rational and convenient for guests to replenish the minibar at the client’s request, or include it in the room price. The engineering and technical service in the hotel management system is subordinate to the chief engineer. Depending on the scale of production, the composition and functions of the engineering service may vary. The engineering service includes: electrician, climate control mechanic, plumber, carpenter, painter, upholsterer, decorator, etc. The chief engineer determines the technical policy and directions of technical development of the hotel enterprise in a market economy, ways of reconstruction and technical re-equipment, the level of specialization in the provision of services for the future. He also performs administrative functions: - plans the work of the service; - organizes monitoring of the condition of the building and its technical equipment; - organizes various types of repair work; - manages the installation, certification and certification of equipment;

26 - controls the quality of work; - draws up time sheets and schedules for staff to work, vacation schedules, job descriptions, safety instructions and other documents; - concludes contracts with organizations that control and serve the hotel; - controls the maintenance and storage of various documents, such , as reports of ongoing inspections of the activities of the engineering and technical service, instructions for operating equipment. The engineering and technical service of the Sport Hotel has on its staff: an electrician, a mechanic, a plumber, and a carpenter. Since the hotel is not large, it does not need a large number of employees for this service, so if necessary, the hotel hires specialists. Hotel "Sport" also has support services. They ensure the operation of the hotel complex, offering laundry, tailoring, linen services, cleaning services, warehouse services, etc. Additional services also provide paid services. They include: swimming pool, sauna, air hockey.

27Conclusion The management structure of an enterprise is understood as the composition and subordination of its management units that perform certain production management functions. The management structure is influenced by a significant number of factors. The level of technical and economic indicators of production largely depends on the degree of rationality of the management structure. A properly constructed enterprise management structure creates the prerequisites for high management efficiency and coordinated work of all its structural units. There are the following types of management structure: linear (hierarchical), functional, divisional, adaptive. However, none of the listed management structures is used in its pure form, with the exception of the linear one, and then only in a small enterprise such as the Sport Hotel. Most enterprises use a mixed type of management. To achieve the greatest success in its work, the Sport Hotel needs to carry out the following activities: 1. restructuring the enterprise activity planning system (long-term and current) through the reorganization of commercial activities. 2. creation of a new functional management structure - the marketing service - and its inclusion in the management apparatus, 3. creation of a modern information and management system at the enterprise. 4. revision of the current principles of employee incentives. Solving these problems is a complex, complex task that requires a systematic approach and methodological support based on the analysis of regulatory materials, the political and socio-economic situation

28List of used literature

Just as no two people are alike, there are no exactly alike hotels. Each hotel has its own face, its own flavor and personality.

Before moving on to a description of technological processes in a hotel, it is necessary to consider the principles of organizational structure of hotel enterprises.

Each enterprise is unique in its own way. Apparently, this is why each hotel has its own regular customers, regulars who find some advantages for themselves in the chosen hotel. The right of any hotel to create its own organizational model; hotel staff positions may be designated differently. It is important that the hotel enterprise efficiently fulfills its main purpose - serving guests, maximizing their needs and generating income.

The organizational (managerial) structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In large hotels, the management structure is much more complex than in small and medium-sized ones. It is clear that a small private B&B hotel (an abbreviated form of the English name “bed and breakfast”) is fundamentally different from a large metropolitan business hotel. If in a small private hotel (as a rule, this is a family business), family members are both managers and ordinary employees, then in large hotels with a large staff there is a specialization of personnel to perform a certain type of work.

Depending on the capacity, the following groups of hotels can be distinguished:

· ultra-small (up to 20 beds) - 65% of all hotels in the world;

· small (from 20 to 100 places) - 24%;

· medium (from 100 to 500 places) - 8%;

· large (more than 500 places) - 3%.

As practice shows, mid-sized hotels are considered the most profitable, efficient, and flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership and much more.

Depending on the target markets, hotels can be classified as: business hotels, airport hotels, apart-hotels, residential hotels, resort hotels, casino hotels, etc. Based on this, it is advisable for a resort hotel, for example, to have on staff an animator who will do exercises with vacationers, play chess or darts. In a large business hotel for business people, this position will probably be superfluous. Another classification feature is the level of comfort. There are more than 30 hotel classification systems in the world based on the level of service and the number of services offered. The “star” system is the most common; it is the one recommended by the World Tourism Organization (WTO). The star system is used in France, Austria, Hungary, UAE, China, Russia and many other countries. According to this classification, hotels are divided into five different categories, motels into four. Five stars (*****) correspond to the highest category, one (*) to the lowest. Motels can have a maximum of four stars.

In addition to the “star”, there are other systems for classifying hotels by comfort: the letter system (widespread in Greece); crown or key system (UK); a system of discharges, as well as suns, moons, roses, diamonds, palm trees, fir trees, fish, butterflies, pyramids, turtles, shells (mainly on islands), tridents, even camels, etc.

It is quite difficult to classify hotels by comfort due to their wide variety and differences in the criteria for assessing the quality of service in different countries. There is still no single organization in the world that standardizes the level of hotel service. This is usually the responsibility of the national hotel association.

In our country, until 1994, there was a system of classifying hotels by category. In 1994, GOST RF R-50645-94 “Tourist and excursion services” was adopted. Hotel classification". According to this standard, a “star” hotel classification system was introduced in Russia. By the Decree of the State Standard of the Russian Federation dated June 26, 2003, this GOST was canceled. The “Regulations on the state system of classification of hotels and other accommodation facilities”, approved by order of the Ministry of Economic Development of the Russian Federation dated June 21, 2003 No. 197, existed in Russia for a relatively short time. Currently, the classification of hotels by level of comfort (according to star rating categories) is carried out on a voluntary basis in in accordance with the order of the Government of the Russian Federation dated July 15, 2005 No. 1004-r “On the classification system of hotels and other accommodation facilities” and order No. 86 dated July 21, 2005 of the Federal Agency for Tourism (ROSTOURISM) (see Appendix 1).

The material and technical support of the hotel, the list and quality of services provided must meet the requirements of the category assigned to it. The requirements for hotels of different categories are numerous and varied (for example, for a five-star hotel the list of requirements may consist of two hundred or more items). These requirements are detailed in Appendix 1.

The organizational structure depends largely on the form of ownership of hotel enterprises. Hotels can exist as independent commercial enterprises or be part of hotel chains.

The greatest variety of forms of ownership of hotel enterprises can be observed in large cities. Based on their form of ownership, Moscow hotel enterprises are divided into four large groups:

1. State unitary enterprises - 12.2%, are the property of the city and have mainly 3-4 star categories.

2. Joint-stock companies, including those with the participation of the Moscow government - 24.4%, category 3-4 stars.

3. Joint ventures with foreign capital - 6.7%, category, as a rule, 4-5 stars.

4. Departmental hotels - 56.7%, have the lowest class, have 1-2 stars or are not certified at all.

In an attempt to reduce the number of employees and thereby save money, some hotels are eliminating entire departments or divisions. As a result, the quality of the hotel may fall and its level of comfort may decrease. The number of employees must be optimal so that the enterprise operates profitably without compromising the quality of service. According to the proposals of the WTO Secretariat, the average number of service personnel per room for hotels should be:

· one star - 0.4 or more;

· two stars - 0.6 or more;

· three stars - 0.8 or more;

· four - 1.2 or more;

· five stars - 2 or more.

At the same time, there are hotels in the world that can afford a client-employee ratio of 1 to 3 or more (for example, the Al Maha, Arab Tower hotels in the UAE in Dubai).

It is impossible to propose a single ideal organizational model of a modern hotel; it is realistic to only highlight the most general aspects of hotel organization. However, it is difficult to imagine a modern, fairly large metropolitan hotel without the following basic services:

1. Room division management service.

2. Administrative service (Administration Department).

3. Food and Beverage Department.

4. Commercial service (Sales and Marketing Department).

5. Engineering and technical service (Technical Department).

These services may include various departments and divisions. The structure, functions, composition, subordination in these services may differ and vary in individual hotels. There are departments that are difficult to classify as the above services. These are all kinds of additional and related services (Additional Services). These may include:

· currency exchange point;

· kiosks selling souvenirs, newspapers, books, flowers, pharmaceutical goods;

· various shops, boutiques;

· car rental and much more.

Often the staff of these departments is not included in the staff of the hotel enterprise; these departments are tenants. When certifying a hotel, it takes into account the range of services offered by tenant enterprises. The wider this spectrum, the higher the status of the hotel.

Recently, many hotels with foreign management have appeared on the Russian hotel market. Foreign hotel companies offer their own service technologies, as well as their own terminology to designate services, departments and positions of hotel employees. A modern hotel management specialist must be well versed in basic hotel terms and their English equivalents.

All departments of the hotel can be divided into two large groups: Front of the House - departments whose employees are directly involved in serving guests (reception and accommodation services, restaurant services, bar, etc.) and Heart of the Hotel. the House) - departments whose employees do not have direct contact with clients (accounting department, human resources department, engineering and technical service, etc.). As a percentage, Front of the House employees represent approximately 34% of the hotel's total workforce. The share of Heart of the House employees falls accordingly to about 66%.

According to financial criteria, hotel services are divided into profit centers (reception service, restaurant, bar, cafe, etc.) and support centers (accounting, secretariat, training department, advertising department, etc.).

Room management service. This service is the largest in terms of number of employees. As a rule, it employs 50% or more of the entire hotel staff.

The reception and accommodation service is headed by the head (Front Office Manager). Most often, the head of this service is subordinate to the reception staff (Reception = Front Desk), reservation department specialists (Reservation Department), telephone exchange employees (PBX = switchboard = Private branch exchange), business center employees (Business Center ), integrated service team personnel (uniformed service personnel = receptionist department). Reception and accommodation staff resolve issues of booking rooms, receiving guests, registering them and placing them in rooms. The staff of this service is the first to greet guests, is constantly in contact with them, and is the last of the services to see off hotel guests.

As for the reservations department, in some hotels it may belong to the marketing and sales department. In addition, the reception and accommodation service may include a courier, cloakroom attendants, car parkers, etc.

Household service. You can also find other names for this unit, such as: floor service, maid service, hotel service, housekeeping and hotel maintenance service, operation service, castellan service, etc. The structure, functions, composition, subordination in this service are also can be differentiated in different hotels. However, the essence does not change. The purpose of this division is to provide guest service in the rooms, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide household services to clients. No hotel can exist without this service. This service is headed, as a rule, by a woman. This position can be called differently in hotels - head of the housekeeping service, head of the floor service, head of the hotel service, manager of the floor and housekeeping service, manager of the maid service, etc. As for hotels with foreign capital participation, these names are there may be: Head Housekeeper, Housekeeping Manager,

Executive Housekeeper, Director of internal services, Director of housekeeping operations, Gouvernante General (the latter name is more typical for hotels with French management).

Usually in large hotels there is a deputy (Assistant Housekeeper) subordinate to the head of the Housekeeping service; assistant service managers or senior housekeepers (HSKP Supervisors); staff of chambermaids; Laundry/Dry Cleaning Service and Linen Room personnel; employees of a health club or fitness center; florists (Florists).

Administrative service. This service most often includes a secretariat (Executive office), a settlement part (Controlling Department = Accounting Department), and a personnel department (Human Resources Department = Personal Department).

The accounting part of the hotel, or accounting, resolves all financial issues. This division includes a chief accountant (Controller), a deputy chief accountant (Assistant Controller). In the accounting part, there is a specialization of accountants to perform certain operations. Thus, one accountant processes payment documents coming from the reception and accommodation service and related to the receipt of payment for accommodation and additional paid services. Another accountant maintains all financial records coming from the catering service. The third one deals with calculations related to the payroll of hotel employees. This department also requires a cashier. Within this service there may be a debtors department and a creditors department. As a rule, the financial service of a hotel includes a department for controlling the movement of goods and prices (Cost Control), as well as a supply department (Purchasing Department).

The personnel department, or, in other words, the human resource management department, resolves issues of selection, placement, promotion of personnel, organization of training and advanced training. This division is designed to create and maintain the necessary working conditions and safety precautions. The division is headed by the head of the HR department (Personnel Manager), or otherwise - the HR manager (Chief Human Resources Manager). In large hotels, the position of deputy head of the personnel department (Assistant Human Resource Manager), training manager (Training Manager) is provided. Some hotels have positions of secretary, certification inspector, psychologist, ecologist, etc. Often the Security service, including Staff Entrance personnel, as well as Doctors, are subordinate to the HR department.

Catering service. This service provides customer service in restaurants, bars, hotel cafes; provides services for banquets and events in the hotel banquet halls; Responsible for preparing food, storing food and drinks, cleaning the kitchen, washing dishes; Receives orders and delivers them to rooms; in some hotels, monitors and replenishes food and drinks in minibars; Responsible for organizing service in the staff canteen.

The catering service in a large hotel usually includes a kitchen, a Banqueting department, a Restaurants department, a Room service, a Bars department, and a catering department. (Catering), stewarding service (Stewarding), canteen for staff (Canteen).

The catering service is headed by a manager (Food and Beverage Department Manager). The service includes: Head Chef, cooks, head waiters, waiters, bartenders, Room-service employees, cashiers in restaurants and cafes, staff from various departments in the kitchen, canteen staff, stewarding staff, cleaners, etc. d.

Commercial service. This service deals with sales strategy issues, is responsible for the occupancy (load) of the hotel, the conclusion of corporate agreements, conducts market research, and carries out information and advertising activities of the hotel.

The Public Relations and Press Department is responsible for creating a favorable image of the hotel in public opinion and manages work with the press.

This service may include both a catering and sales department and a reservation department. The service is headed by the Chief (Director Sales and Marketing). He is subordinate to: the Director of Sales with sales specialists (Sales Managers) and group booking specialists (Group Coordinators); head of the marketing department (Marketing services Manager) with a group of PR and advertising specialists; sales manager for banquet halls, as well as a manager of the reservation department (Reservation Manager) with his assistants (Reservation Supervisors and Reservation Secretaries).

Engineering and technical service. This service monitors the serviceability of all engineering and technical equipment of the hotel:

· sanitary (plumbing, sewerage, hot water supply, heating, ventilation, air conditioning, garbage chute);

· energy management;

· low-current devices and automation;

· TV and communication systems;

· refrigeration equipment;

· computer equipment, etc.

This service includes: Chief Engineer, maintenance service personnel (carpenters, electricians, plumbers), landscaping service (painters, gardeners), dispatchers. The hotel may have its own computer department (EDP Department).

Modern hotels place great emphasis on providing elite, personalized service to customers. Upscale hotels offer the services of Concierges and Butlers, who can fulfill the most unusual requests of clients that are not included in any price lists (within reasonable limits, of course). Thus, the Guest Service department is replacing the usual service bureau in modern hotels. The service is headed, as a rule, by a director (Director guest service). This service employs concierges, butlers, coordinators, and stewards. The functions of this service are varied.

Not a single service in the hotel can be singled out as the main one. Absolutely all services are equally necessary and important. Each service makes its contribution to the common cause, and the success of a hotel enterprise depends on the coordination and coherence of the work of a huge number of employees of different services, divisions and departments. Quality customer service requires close communication and cooperation between all hotel departments.

The organizational structure of a hotel enterprise is determined by the purpose of the hotel, its location, the specifics of the guests and other factors. It is a reflection of the powers and responsibilities assigned to each of its employees.
In the hotel structure, one can distinguish a reception and accommodation service, an administrative and economic service and a security service. Let us dwell on the characteristics of these divisions and, accordingly, on the activities of the personnel performing the main activities related to the provision of hotel services.

Hotel manager
The manager bears full responsibility for the operation of the hotel as a whole and each of his employees. He is the leader of the team, and as such is responsible to the owners for how much income the hotel entrusted to him brings.

Reception and registration service
Pre-ordering of places, registration upon check-in, payment for accommodation and provision of services, check-out takes place at the reception and accommodation service, where the duty administrator, receptionist, and cashier work.

Administrative and economic (castella) service
This is the hotel's largest division in terms of staff. More than 50% of all hotel employees work there. It is headed by the director of administrative and economic services, or executive castellan. The specifics of his official duties require organizational skills, exactingness, motivation and the desire to meet high standards.

security Service
Protecting guests and their property is an important aspect of hotel operations. The money ordered by the courts to be paid by hotels to their guests whom they were unable to protect amounts to a truly enormous amount. Hotels suffer big losses if the security service is poorly organized and professionally managed. The hotel owner and employees are required by law to know and take all necessary precautions to protect guests from robbery, fraud, violence and other crimes against the person.

Room management service
The room management service deals with issues related to booking rooms, receiving tourists arriving at the hotel, registering them and placing them in their rooms, as well as sending them home or to the next point of the travel route after the end of the tour, provides service to tourists in the rooms, and maintains the necessary sanitary conditions. -hygienic condition of rooms and level of comfort in residential premises, provides household services to guests.

Reservation Service
It is advisable for both the hotel and the guest that rooms are booked in advance, and the sooner the better. This allows the hotel to more systematically implement its marketing policy, and the client pays lower prices.

Receptionist service
Technologically, the structure of the receptionist service is built in such a way that the main function - providing information - is successfully performed. Information through the receptionist service moves in two directions: to guests and to the administration. Information goes to guests when it comes to informing them about the types of services provided by the hotel. The responsibility to provide information about the hotel lies with all employees of the reception service, but it can be entirely assigned to individual employees, whose duties are limited to this. Their functions include providing information on a wide range of topics, including information about local attractions, public transport and various local features.

Reception service
All hotels have a clear management hierarchy, within which all its members occupy a certain place in accordance with their status.

Maid service
The head of the maid service can be called differently. Most often, this is the executive director of the maid service, the director of room maintenance, the director of in-hotel services. Be that as it may, the person holding such a position is responsible for the work of the staff to maintain cleanliness and order in the residential and service areas of the hotel.

22)Organizational structure of hotel management

Organizational structure of hotel management The main function of a hotel company is to provide temporary housing to all travelers. Moreover, the housing is quite comfortable and relatively inexpensive, optimally combining price and quality. In modern conditions, the control system must be simple and flexible in order to be competitive. It must have the following characteristics:

A small number of management levels;
- compact units staffed by qualified specialists;
- production of services and organization of work aimed at consumers (guests of the enterprise).

Management classic Henri Fayol formulated the following principles for creating a good organization, which should include the following components.

1. Unity of management. Regardless of the structure of the organization, the degree of decentralization and delegation of authority, one person must bear full and absolute responsibility for the activities of the entire enterprise.
2. Scalar method of transfer of authority. Full and absolute responsibility means the right not only to manage, but also to transfer and delegate part of the powers to other persons along the line of management.
3. Unity of subordination. Any employee can and should have only one supervisor.
4. The principle of correspondence, meaning that delegated authority must correspond to the level of responsibility. If a person is assigned certain responsibilities, then he must be given the appropriate powers necessary to fulfill these responsibilities.
5. Communication, both formal and informal, must be established and maintained at all times.
6. Flexibility. The structure of the organization should allow adjustments to be made in connection with changes in methods, tasks, goals, scale of commercial activity, and the emergence of new technologies and resources.
7. Availability of all levels of the organization. Any employee of the organization should have the right and opportunity to file a complaint, comment or make a complaint to the appropriate manager.
8. The essence of the organizational structure is the delegation of rights and responsibilities for the division of labor. The organizational structure of a hotel is a reflection of the powers and responsibilities assigned to each of its employees.

The purpose of the organizational structure is:

Division of labor;
- defining the tasks and responsibilities of employees;
- definition of roles and relationships (the powers that bind senior management with lower levels of employees. These relationships are established through delegation, which means the transfer of powers and tasks to a person who takes responsibility for their implementation).

To work effectively, management must distribute among employees all those tasks that are necessary to achieve the goal of the enterprise.

But if existing tasks are not delegated, then the manager will have to perform them himself.

23) Hotel administrative service

Administrative service- a hotel division responsible for organizing the management of all services of the hotel complex, resolving financial issues, staffing issues, etc. Its functions include: organizing the management of all services of the hotel complex, resolving financial issues, personnel management, monitoring compliance with norms and regulations on labor protection, safety, fire and environmental safety. It consists of: a secretariat, a financial service, a personnel service, an ecologist, and fire and safety inspectors.

The administrative service includes the general director, his deputies in areas, assistants to the general director, press secretaries, and auditors. The management team of the organization is responsible for all areas of the hotel’s activities: management, marketing, finance, personnel management, organizational culture, production. High management efficiency indicators are unattainable without centralization of management and the formation of an integrated administrative system.

Related information.