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:
MANAGEMENT
HOTEL
Associated Profesor Dr. Drs. H. BUDI SUPRIYATNO.,MM.,MSi
PENERBIT CV. MEDIA BRILIAN
:
HOTEL MANAGEMENT
Associated Porfessor Dr. Drs. H. BUDI SUPRIYATNO.,MM.,MSi
Copyright © CV. MEDIA BRILIAN
mediabrilian@yahoo.com BM 03.2009
First published in Indonesian
By the Publisher: CV. Brilliant Media 2009
Matter: First 2019.
Cover and Changable Design:
CV. Brilliant Media.
Printed by CV. Brilliant Media
Copyright is protected by law. Reproduction of part or all of the
contents in this book is prohibited without written permission
from the publisher.
:
FOREWORD
Hotel Management is the study and effective practice and art of running a hotel,
restaurant and other tourism business related to the field of travel so that it will be smoother,
more comfortable, of quality so that it meets or even exceeds the expectations of consumers,
whose goal is to generate greater profit margins for company.
Without effective hotel management, there will be no standards for services in hotels or
travel agents. Hotel management involves a combination of various skills such as marketing
management, human resource development, financial management, human relations skills,
dexterity, and others.
Hotels are the main generator in the tourism industry. Hotel management ensures that all
operations involved, including accommodation, food and beverages and other hotel services can
run smoothly.
The achievement of objectives in a hotel management organization is the success of an
organization, but the problem of human resources is very influential on the achievement of the
objectives of the organization. In achieving the success of the goals of the organization there are
ways to control the problem of human resources or members in order to minimize the occurrence
of irregularities. One way is to be able to minimize any deviation that will result in not achieving
the objectives of the hotel management organization as expected, then as a manager in a hotel
organization is through the implementation or implementation of operational management.
One of the most important departments of every hotel staff is human resource
management. Proper human resource management can distinguish between running a hotel very
well or poorly in a hospitality industry. The human resource manager can control the hotel
almost entirely. This makes the importance of human resource management for the hotel.
The employees employed at the hotel can really change the quality of service and the
overall atmosphere of the hotel. This means that it is very important to choose workers who are
optimistic, workers who are dedicated to each position. It is the job of the human resource
manager to ensure that good and qualified people are selected to work at the hotel.
Employee retention is a big problem in the hotel services business. Because so many
employees do not have hotel work as an end to their careers, many of them only work in hotels
for a short amount of time. Other employees may have to leave because of poor work ethics or
other matters.
However, there are ways that human resource managers can curb some desires and the
possibility that employees will move to other jobs quickly. The importance of human resource
management for hotels is enormous in this field. Managers can provide good training and
incentive programs that will cause employees to stay longer at the hotel. Having a clear
development plan to progress to a higher level, service will also cause employees to last even
longer. The issue of employee development and promotion, another big issue for the hotel
industry. Hotels that provide a way for employees to advance in positions, or provide training for
employees so that they can obtain the skills needed for advanced positions are very important for
employee retention rates.
The importance of human resource management for hotels is enormous. There are
thousands of ways that a human resource manager can make a hotel run more smoothly and more
efficiently. There are various fields that can benefit from the experience and guidance of a
human resource manager. Therefore it is very important not to underestimate the importance of
managers. Without a human resource manager the hotel cannot provide
Administrative functions for a small scale hotel such as Accounting, Payroll, and Human
Resources are usually handled by a centralized company office or solely by a Qualified General
Manager for Hotel managers. The background and training required varies with the title of
management and the tasks involved.
Industry experience has proven to be an important qualification for almost all
management jobs in the lodging industry. Industry experience is the most basic qualification for
management work in a hotel. A degree in hospitality management studies, Human Research or
an equivalent Business degree is often required or highly preferred. A bachelor's degree can be
desired for a General Manager position but is often not required with adequate management and
ownership experience.
A bachelor's degree however may be required for corporate executive positions or above
such as the Regional Vice President who oversees hotel properties and some General Managers.
Working Conditions Hotel managers are generally subject to long shifts that include late hours,
weekends, and holidays due to 24-hour operations of a hotel. The general workplace in a hotel is
a fast-moving environment, with a high level of interaction with guests, employees, investors,
and other managers. Top management consisting of senior managers, heads of departments, and
General Managers can enjoy a more desirable work schedule consisting of workdays which is
more traditional and has weekends and holidays off. Depending on the size of the hotel, the hotel
manager's day may include scheduling breaks, including windows for check-in or check-out,
handling cash, reconciling bank accounts, writing reviews for employees, disciplining employees
or handle satisfied guests. This assignment can vary every day depending on the needs of the
property. The manager's responsibilities include knowing about all current local events as well as
activities held on hotel properties. Managers will be asked to attend regular department and
company meetings. A hotel / casino property may require additional duties regarding special
events held at the property for free casino guests.
Ӂ ӁӁӁӁ
Jakarta, September 14 2019
Greetings
Author,
Dr. Drs. H. BUDI SUPRIYATNO. MM., MSi
TABLE OF CONTENTS
1
2
FOREWORD……………………………………………………………...............
TABLE OF CONTENTS…………………………………………………………
i
iii
3 CHAPTER 1 HOTEL MANAGEMENT…………………… 1
1.1. Definito Hotel Management…………………………....
1.2. Hotel Manager…………………………………………..
1.3. Hotel Department……………………………………….
1.4. Appliclation of Hotel Operation Management………….
1
1
1
2
CHAPTER 2 HUMAN RESOARCH MANAGEMENT…………………...
2.1. Pengertian Pokok……………………………………….
2.2. Hotel Management Structure……………………………
2.3. Hotel Administration Functuion………………………..
5
5
6
7
5 CHAPTER 3 THE ROLE OF HOTEL MANAGEMENT…………………
3.1. The Role of Hotel Management……………………….
3.2. The Importance of Hotel Management………………
9
9
10
6
CHAPTER 4
HOTEL MANAGEMENT TRENDS…………………………
4.1. Hotel Management Trends…………………………….....
4.2. Hospitality Accounting…………………………………..
4.3. Sales of Products and Service……………………………
4.4. Hospitality Accounting Cycle……………………………
11
11
14
14
15
CHAPTER 5 HOTEL MANAGEMENT INFORMATION SYSTEM……
5.1. Informtion System ……………………………………..
5.2. Definiton Management Information System……………
5.3. Hospitality Management Information System…………..
5.4. Hotel Application Program……………………………
16
16
16
17
17
9 REFERENCE…………………………………………………………………… 19
10 CURRICUUM VITAI……………………………… ………………….................20
Ӂ ӁӁӁӁ
1
OPERATIONS MANAGEMENT
1.1. Definition Hotel Management
According Budi Supriyatno, Hotel Management (Hospitality) is a
studio and effective and senior practice for running hotels, restaurants and
other businesses related to the field of travel will be more efficient,
comfortable, quality in accordance with consumer expectations, which at the
time was to increase the profit margins bigger for the company.
Without effective hotel management, there will be no standards for
services in hotels or travel agents. Hotel management draws a combination of
skills such as marketing management, human resource development, financial
management, human relations skills, dexterity, and others.
Hotels are the main generator in the tourism industry. Hotel
management guarantees that all operations, including accommodation, food
and beverages and other hotel services can be carried out easily.
1.2. Hotel Manager
Hotel managers (hospitality) are people who manage daily operations
in hotel management. Large hotels always have a management team, where
each team member supports a specific area of interest.
The hotel manager is responsible for efficient and profitable operations
for their company.
The hotel general manager manages finance, housekeeping, service
and food quality, decoration and interior and the establishment of norms that
must be followed by staff while providing their services to guests, and others.
Meanwhile, the task of the Assistant Manager is to discuss the day-to-
day operations of the department.
Large hotels have Resident Managers to solve problems all the time.
Here the different management managers are supervised by top management.
1.3. Hotel Department
Hospitality Management has a number of departments under it. Some
of the main departments of the Hospitality industry are:
CHAPTER I
2
1. Front Office Is the center of all activities. The main tasks carried out
here include: providing information, making room reservations and
taking care of check-in and check-out, in addition to tasks performed
by the Personnel Department. Almost all activities in the front office
are related to guests, both directly and indirectly. the front office has an
important role in the operation of a hotel. As Valen (1985: 24) said, in
his Check-in check-out, the Principles of guest activity is actually the
front office is the heart and center of all kinds of activities of the
guests.
2. Sales & Marketing: This department keeps in contact with travel
agents and tour operators as well as other Clients, Advertising and
Public Relations are also usually handled by this department.
3. Food & Beverage (F&B). This department is the center of the hotel
industry and is not responsible for all food prepared and served at the
hotel.
4. House Keeping. The main function of this department is in charge of
cleaning rooms, filled and empty rooms, because housekeeping must
always maintain the state of the room is always ready. In addition,
Housekeeping can report on the condition of rooms that are still under
repair / Maintenance, and can report differences in the number of
people / Pax from data reported by the Front Office at the time of
Registration, the difference in pax will greatly influence the price of
the room or the number of people who consume Breakfast at breakfast
restaurant, on power pro all of these things can be done and known
quickly. Other departments in the hotel include: Engineering, Security,
maintenance, recreation, fire fighting, and others.
1.4. Application of Hotel Operations Management
The achievement of objectives in a hotel management organization is
the success of an organization, but the problem of human resources is very
influential on the achievement of the objectives of the organization. In
achieving the success of the goals of the organization there are ways to control
the problem of human resources or members in order to minimize the
occurrence of irregularities. One way to be able to minimize any deviation that
will result in not achieving the objectives of the hotel management
organization as expected, then as a manager in a hotel organization is through
the implementation or application of operational management seven, among
others:
1. Set the Target of Hotel Operations Management. With the goals or
targets of the activity, the direction and focus of activities becomes
clear so that there are burdens and responsibilities of members to
achieve them.
2. Briefing or coordination meeting. The implementation of the briefing
will direct, provide guidance and limit the scope of employees
3
regarding what and how employees should act so that they will work or
work according to procedures or according to track / track so that hotel
operations can be achieved properly.
3. Assignment. A clear division of tasks will also divide the burden of
responsibility towards each employee so that each employee has a
target that must be achieved, namely the results of the activities that
employees have done.
4. Implementation of Duties, After the division of tasks, each employee
is required to carry out their respective duties because it is a form of
performance that must be carried out by members according to the
leadership's orders.
5. Direct Supervision and Control). With direct control, each member's
activities whether routine or operational or incidental will be more
directed; will avoid irregularities including the actions or actions of
hotel employees who are disgraceful; and the organizational goals or
objectives of the planned and implemented activities will be achieved.
Implementation of supervision and control is carried out by way of
inspection or supervision and inspection.
6. Task Implementation Report. The existence of a report on the
implementation of the task becomes a concrete manifestation of the
results of the implementation of the tasks of the members who have
finished. With this report, it can be known or mapped the quality of the
results of the task or the success of the task, whether there is progress /
progress or even reverse experiencing a setback or failure.
7. De Briefing (analysis and evaluation meeting). De briefing aims to
analyze and evaluate the results of the implementation of the task
(report on the implementation of the task) by the employee. Are there
any deficiencies or deviations that need to be corrected besides
whether there is a need for reward or punishment as a function of
developing human resources. In this case, with the De briefing, the
employee also conducts an analysis and evaluation (anev) of himself
and is also expected to grow the motivation of employees to serve
according to applicable regulations and achieve performance in
assignments. Implementation of the De briefing is carried out by
auditing the results of the implementation of the task.
In addition to these methods also required:
1. The function of mental and spiritual development for personnel
(employees of each technical function) routinely so that the mental
attitude value of employee behavior remains good and is not easily
involved in wrong association or disgraceful behavior.
2. Training - development training to improve the quality of employee
performance as well as to fill free time on employees with positive
activities (beneficial) for themselves and the organization.
4
3. Healthy and effective communication between leaders and employees
as well as members and employees will facilitate the implementation
of tasks and the existence of relationships that are not only as superiors
who give orders but can also be protective and even servants for their
employees (fostering esprit de corps spirit). While good
communication between fellow colleagues or employees will increase
morale and solidarity in the task or carry out the task.
Ӂ ӁӁӁӁ
5
HUMAN RESOURCES MANAGEMENT
2.1. Human Resources Hotels
One of the most important departments of every hotel staff is human
resource management. Proper human resource management can distinguish
between running a hotel very well or poorly in a hospitality industry. The
human resource manager can control the hotel almost entirely. This makes the
importance of human resource management for the hotel.
The employees employed at the hotel can really change the quality of
service and the overall atmosphere of the hotel. This means that it is very
important to choose workers who are optimistic, workers who are dedicated to
each position. It is the job of the human resource manager to ensure that good
and qualified people are selected to work at the hotel.
Employee retention is a big problem in the hotel services business.
Because so many employees do not have hotel work as an end to their careers,
many of them only work in hotels for a short amount of time. Other employees
may have to leave because of poor work ethics or other matters.
However, there are ways that human resource managers can curb some
desires and the possibility that employees will move to other jobs quickly. The
importance of human resource management for hotels is enormous in this
field. Managers can provide good training and incentive programs that will
cause employees to stay longer at the hotel. Having a clear development plan
to progress to a higher level, service will also cause employees to last even
longer. The issue of employee development and promotion, another big issue
for the hotel industry. Hotels that provide a way for employees to advance in
positions, or provide training for employees so that they can obtain the skills
needed for advanced positions are very important for employee retention rates.
The importance of human resource management for hotels is huge.
There are thousands of ways that a human resource manager can make a hotel
run more smoothly and more efficiently. There are various fields that can
benefit from the experience and guidance of a human resource manager.
Therefore it is very important not to underestimate the importance of
managers. Without hotel human resource managers cannot provide quality
services to customers and employees.
CHAPTER 2
6
The size and size of the hotel management structure varies significantly
depending on the size and function of the hotel. A small hotel usually consists
of a small core management team consisting of General Manager and several
key department managers who directly handle day-to-day operations. In
contrast, a large full-service hotel often operates more like a large corporation
with an executive board headed by the General Manager and consisting of the
chief director serving as the head of the individual hotel department. Each
department usually consists of subordinate line-level managers and
supervisors who handle day to day operations. Large / Service Control A
typical organizational chart for a large resort hotel operation: General Manager
reports to Regional Vice President and / or Owner / Investor.
2.2. Hotel Management Structure
1. General Manager
2. Assistant GM or Director of Operations
3. Director of Front Office
4. Front Desk Manager
5. Front Desk Supervisor
6. Rooms Coordinator
1. Night Auditor
2. Supervisor
3. Guest Services Manager
4. Concierge Supervisor
5. Bell Captain
6. Valet Captain
7. Executive Housekeeper
8. Housekeeping Manager
9. Floor Supervisor
10. Laundry Supervisor
11. Public Area / Custodial Supervisor
12. Director of Sales & Marketing
13. Senior Sales Manager
1. Sales Manager
2. Senior Marketing Manager
3. Marketing Manager
4. Public Relations Manager
5. Revenue Manager
6. Reservations Supervisor
7. Director of Food & Beverage
8. Restaurant Manager
9. Restaurant Supervisor
10. Executive Chef
7
11. Room Service Manager
12. Room Service Captain
13. Bar Manager
14. Director of Events and Catering
15. Convention Services Manager
16. Event Manager
17. Catering Manager
1. Captain Banquets
2. Director of Finance
3. Finance Manager
4. Chief Engineer
5. Engineering Manager
6. Director of Human Resources
7. Human Resources Manager
8. Recruiting Manager
9. Director of Security
10. Shift Supervisor
Information Technology Manage
Additional Management Positions may exist for outlets such as Golf
Courses, Spas, Gift Shops, and additional facilities. Small / Limited Service A
typical organizational chart for small hotel operations:
1. General Manager reports to Regional Director and / or Owner /
Investor
2. General Manager
3. Front Office Manager
4. Housekeeping Manager
5. Sales Manager
Food & Beverage Manager.
2.3. Hotel Administrative Functions
Administrative functions for a small scale hotel such as Accounting,
Payroll, and Human Resources are usually handled by a centralized company
office or solely by a Qualified General Manager for Hotel managers. The
background and training required varies with the title of management and the
tasks involved.
Industry experience has proven to be an important qualification for
almost all management jobs in the lodging industry. Industry experience is the
most basic qualification for management work in a hotel. A degree in
hospitality management studies, Human Research or an equivalent Business
degree is often required or highly preferred. A bachelor's degree can be
desired for a General Manager position but is often not required with adequate
management and ownership experience.
8
A bachelor's degree however may be required for corporate executive
positions or above such as the Regional Vice President who oversees hotel
properties and some General Managers. Working Conditions Hotel managers
are generally subject to long shifts that include late hours, weekends, and
holidays due to 24-hour operations of a hotel. The general workplace in a hotel
is a fast-moving environment, with a high level of interaction with guests,
employees, investors, and other managers. Top management consisting of
senior managers, heads of departments, and General Managers can enjoy a
more desirable work schedule consisting of workdays which is more
traditional and has weekends and holidays off.
Depending on the size of the hotel, the hotel manager's day may
include scheduling breaks, covering windows for check-in or check-out,
handling cash, reconciling bank accounts, writing reviews for employees,
disciplining employees or handle satisfied guests. These tasks can vary every
day depending on the needs of the property. The manager's responsibilities
include knowing about all current local events as well as activities held on
hotel properties. Managers will be asked to attend regular department and
company meetings. A hotel / casino property may require additional duties
regarding special events held at the property for free casino guests.
Ӂ ӁӁӁӁ
9
THE ROLE OF HOTEL MANAGEMENT
3.1. The Role of Hotel Management
Seeing the current phenomenon of the tourism business in Indonesia
which continues to grow in accordance with the positive perception of the
world over the stability of security in Indonesia is driving the growth of the
hospitality industry to regions in Indonesia.
At this time Indonesia is starting to become the focus of the world, so
that we can see some of the important activities and meetings of the world
held in Indonesia. The hospitality business is a service business, hospitality
business, and comfort. So that trust is the main point for customers or foreign
tourists to local use of the service.
Talking about service, comfort, and customer satisfaction in marketing
we can see an example of how Alexis management can create a market that is
so exclusive and can meet the needs of foreign tourists as well as exclusive
local parties.
As a writer, I will not discuss the current case, but only take a few
points about their marketing. The second is the author's own experience when
working as a hotel consultant. Actually the hospitality business is a long term
business. The benefits will not necessarily be felt directly by the owner. I
emphasize once again that the hotel business is a business of trust in the
quality of service provided and is consistent so that it becomes a characteristic
or authentic thing that no other hotel has. Experience from the author that
actually who holds the biggest role is the management.
It is important to note that hotel management such as Accor and Tauzia
are well-known management with several hotel products with rigid standards
and international quality. The experience of the author who used to work to
provide training programs and also explains the accounting treatment in the
form of a workflow in the hospitality business system cannot be understood in
a short time. There is a standardization of specific and varied accounts within
the hospitality accounting system. Each sales product line in the hotel has its
own expense account so that it can be said that the hotel accounting system is
very good in terms of management whether the cost is in accordance with
management standards or there are inefficiencies in the management.
CHAPTER 3
10
More clearly, the salary costs for employees in the front office, spa,
and restaurant even in the finance and accounting departments are different. In
terms of the production of food or beverage type food is also distinguished.
The standard use of the cost of producing food and beverage, which is a
maximum of 30%, is the standard that must be obeyed by management and
can be monitored daily through the system. That's about the costs, regarding
revenue recognition is also different. For example, in the room sales
component, guests coming to stay do not necessarily become sales on the
same day but are updated to bills during the night audit, at 12 pm. There is
also a guest ledger data, which is the accumulated number of guest bills that
have not been checked out that will not appear on the balance sheet or the
hotel profit and loss.
The guest ledger is only seen in the room control report. For me, the
accounting system applied by international class hotel management such as
Accor is very detailed, punctual, and a very clear control system. The main
goal is to find out profit, comparison with a certain period of time, the
projection of income to be received in the future, as well as what marketing
methods need to be made to be able to support profit. Various reports but
proper for me, it is very useful to be able to see sales performance, inventory
control performance in the accounting department, and even the management
of corporate guests at the hotel. In terms of taxation, that is our reference as a
tax officer so that tax revenue becomes more optimal and foresight to see the
potential revenue in the hotel sector.
3.2. The Importance of Hotel Management
As the owner sometimes presents a hotel manager is to add costs or
costs only. Sometimes in running a hotel, there is only information that goes to
the owner like:
1. The hotel manager doesn't seem to work.
2. Just walk.
3. Most calls.
4. Suspicious, playing with money.
5. Lots of requests but the hotel doesn't seem to be developing.
6. Not creative.
And much more information that the owner receives, so the owner
does not use the manager at his hotel. Some input needs a minimum of a hotel
manager in your hotel, namely: 1. Guests trust the hotel manager for his
complaints more than to hotel employees or hotel owners. Why? Of course
there are many reasons. To the owner, guests tend to be less open, employees
tend to be emotional. The hotel manager tends to be more resfect. Hotel
managers more quickly control, control and manage operations. The hotel
manager takes care and pays attention to the cleanliness of the hotel more
accurately than other positions even the owner. Cleanliness is an important
11
point that most guests complain about. Experienced hotel managers have good
marketing knowledge, so as the owner, just support your manager.
Therefore, look for a hotel manager who you really trust, understand the hotel,
have good experience about the hotel, if you can, have them give presentations
for their annual business plans and monthly work schedules and marketing
plans or marketing plans. Don't leave it to someone you really trust but don't
have a hotel background.
Even if you still want to do so, pair your trusted person with someone who has
hotel experience who masters at least 4 hotel department knowledge, namely
front office, food & beverage, marketing & accounting.
Ӂ ӁӁӁӁ
12
HOTEL MANAGEMENT TRENDS
4.1. Hotel Management Trends
Five Trends in revenue management and hotel management are
moving fast. This sector has been developing at an extraordinary pace. This is
an exciting time to be part of a fast-moving industry and hotels can benefit
from capitalizing on new trends.
Let's look at the top 5 trends and changes that drive hotel revenue
management.
1. Shift to earnings management. An increasing number of revenue
managers believe that hotel revenue management has turned to special
emphasis on earnings management. This might be what we call our
profession for a long time. The focus on profits is increasingly
prominent as revenue managers move from dependence on Key
Performance Indicators (KPIs) from total revenue per available room
(total revenue per available room / TrevPAR) and revenue per
available room (RevPAR). Instead, the revenue manager will use gross
operating profit per available room (GOPPAR) as the main KPI. This
places profits at the center of revenue management strategies and
managers will increasingly seek new techniques to increase the
profitability of their hotels. The KPI that we have advocated also is
NRevPAR or NetRevPAR, this is a step towards GOPPAR from
RevPAR, taking into account distribution and marketing costs. It
focuses on the value of the net reservation obtained. ROI is the goal of
every hotel investment, so it is only logical if the focus is on
profitability and ROI will continue to be improved.
2. Increased focus on direct hotel bookings. Revenue managers know
that one key area to drive profitability is to direct guests from online
travel agents (OTA) and book directly through hotels. This enhances
the recall and loyalty of hotel brands and will result in repeat business.
The hotel also offers a unique platform for marketing hotels through
direct communication channels with customers, offering offers and
offering additional services or room upgrades. OTA certainly has an
important role as a booking source and they can book hotels directly
CHAPTER 4
13
which maximizes their profits. To persuade guests to book directly on
the hotel website, the benefits must be clearly presented to prospective
guests. Why should they go to your hotel website and not to OTA?
What are the benefits? This is where the revenue manager will be
tasked to educate guests about your hotel products.
3. Greater efficiency in data usage. Hotels are flooded with all types of
data metrics both competition data or other data relevant to the hotel
business. There are many KPIs and types of data that can be used for
hotels. This makes it even more important to understand how to use it.
Cut unnecessary data and mine it if needed to get the true value.
Efficient use of customer data provides key solutions which in turn
drive business decisions. Revenue Management System (RMS) which
includes reporting tools and data analysis is increasingly seen as less
attractive and more of a momentary necessity. The use of RMS can
help to drive profits through insights that utilize data efficiently.
Revenue managers increasingly know new and better ways to combine
KPIs with certain types of data. Software including customer
relationship management and resource planning tools provide
important data and will continue to proliferate for use.
4. Improved technology in revenue management. Technologies that
strengthen the revenue management system are constantly changing.
One of the most important recent changes today is increased
automation. Revenue Management systems with automation are much
preferred now. Automation increases RM efficiency and helps
managers focus on profitability. They can spend more time on strategy,
while data entry and logistics work automatically. As a bonus, an
automated system helps combine and interpret data. Another new trend
in RM technology is the increasing prominence of learning tools and
predictive analytical tools. The technology that is integrated with the
revenue manager workflow is the key to its success. This could include
a communication channel management system, a guest review system
and a benchmark reporting system.
5. The shift continues to focus to cellular. The shift to mobile is not
entirely new. In 2018 saw a significant increase in interactions and
bookings by cell phone. But, it is set to rise even further in 2019 so that
it will see an even greater focus on mobile reservations. Increased
revenues and profits will increasingly depend on mobile sites that
provide high performance. For this reason, revenue managers will be
eager to ensure that hotel websites are optimized for customer
engagement, performance measurement and business generation. In
addition, the website must be constantly updated and maintained in
order for optimal performance. This will be very important for the
success of a hotel in 2019. The final word on hotel revenue
management trends and changes in 2019. 2019 will be a year of action
for hotel revenue management. This is the most important trend that
14
we can see in Equity Hotel Management. Revenue management has
grown rapidly and established itself as the dominant force in driving
hotel success, but 201 could be the most evolutionary year for the hotel
business.
4.2. Hospitality Accounting System
Accounting System is a form of financial reporting or recording of all
transaction journals both daily transactions and a certain period. The
Hospitality Accounting System is intended and intended as guidance material
in the preparation and presentation of financial data, and as a guide that covers
the basics of financial accounting as in accounting systems in general. The
hotel accounting system is also a tool that provides a more accurate and easy
to understand tool in analyzing the financial system by hotel management that
aims as a basis for developing hotel financial policies in the future.
In recording the hotel accounting system, the recording of accounts is
divided into two main parts. The first part consists of the format and
requirements for the presentation of reports related to finance and others.
Reports are explained in both narrative and special format. And the second
part is giving names to accounts and chart of accounts.
The accounting cycle in a hotel business is broadly the same as the
accounting cycle in other types of businesses. In each accounting period, the
accounting cycle will begin with recording the transaction ending with a post-
closing trial balance. The accounting process can be done manually or using a
computer application. Some important transactions in hotel operations, viz.
4.3. Sales of Products and Services
For efficiency and to simplify the work of the accounting department,
daily transactions of sales of products and services are recorded in a special
book of sales, at the end of the new accounting period a special sales journal is
made. The hotel business has the main sources of income from room sales
(Room Revenue), food sales and beverage sales (Food and Beverage
Revenue), where on one hand it sells services and on the other hand sells
goods. Unlike other businesses, sales in hotel businesses are unique, namely:
1. Products sold are a combination of goods and services.
2. Sales in hotel businesses usually have high volumes with relatively low
individual prices, almost the same as retail businesses.
3. Products in the form of goods sold are produced through the
production process as is done by manufacturing companies.
4. The company must have capacity stocks to be able to sell products in
the form of services.
5. Sales of products and services are taxed and service (tax and service).
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The sales cycle will involve accounts receivable accounts (city ledgers,
guest ledgers, credit cards), cash and cash equivalent accounts, sales accounts,
PHR (Government Tax) debt accounts, and collecting service fees to
consumers on behalf of employees. Periodically, the collected service money
is distributed to employees, usually after deducting loss and breakage.
4.4. Hospitality Accounting Cycle
Cash Receipts and Cash Disbursements. It is a transaction from billing
and daily cash sales where the results of billing, cash sales, and daily cash
disbursements are recorded in a special book called cash book and bank.
1. Purchasing Products and Services. For efficiency and to facilitate the
work of the accounting department, daily transactions for the purchase
of products and services are recorded for a special purchase book.
2. Payroll (Salary System). Because the hotel consists of several
departments, the personnel department must make a recapitulation of
payroll, wages, and PPH 21 in accordance with the department in
which the employee works. To simplify financial management
arrangements in the hospitality business, an accounting automation
system is needed that can be connected to all divisions and journals.
Journal is an online accounting software that provides integrated
accounting services and can be used by several departments / divisions
at once in one system. With Journal, you can monitor all financial
transactions from several different financial sections anytime and
anywhere instantly through your smartphone. Get all important
information about the Journal here and have the convenience of
managing the financial accounting of your hotel business with our
partnership.
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HOTEL MANAGEMENT INFORMATION SYSTEM
5.1. Information Systems
Along with the rapid technology and facilities offered therein, now
both private and public agencies take advantage of technological facilities in
processing data that was previously processed manually converted into a
computerized pattern that facilitates the process of data entry and search stored
in a database. Administrative data collection on hotel management requires the
accuracy of mechanisms and organized arrangements so that data can be
packaged and properly protected. For a hotel room provider, with the number
of tenants (guests), the more time is needed to record all matters relating to
room bookings, lodging transactions, transaction orders for food / drinks, and
other facilities. For that we need a system that is able to overcome these
problems.
For now, the system that runs in all hotels is still ineffective such as the
storage of guest data, booking data, check-in and check-out, food & beverage
and laundry are still done in bookkeeping and still use regular note taking, so
the process work goes slow and sometimes gets into trouble. Therefore
making reports that are useful for hotel managers often experience errors and
delays.
To simplify the work process and support management in hotels, the
authors propose to create a system that is expected to help in managing guest
data, room data, facility maintenance data, as well as booking and room rental
data to produce reports needed by hotel managers quickly and using Visual
Basic 2008 software and SQL Server 2005 database.
5.2. Definiton Management Information Systems.
Management Information System According to Budi Supriyatno,
management information system (SIM) is the application of information
systems within an organization to support information needed by management.
SIM is a system that performs functions - functions to provide all information
that affects all operations of the organization. SIM is a collection of
information systems.
CHAPTER 5
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Hotel Management Information System can accelerate the process of
making reports that are useful for hotel managers. And can make it easy for
managers to monitor data in the hotel as well as obtain information that is
useful to support the decision making process in improving the development
of hotel performance.
It is hoped that the management system can be implemented to
improve the effectiveness of management performance at the Hotel as well as
periodic data backups to avoid losing data caused by system damage and
provide training to the users involved, so that the implementation of the
system runs as expected.
5.3. Hospitality Management Information System
These activities are receiving guests (checking in), recording guest
bills (guest folios), guest payments (guest payment). With this system it is
expected that guests get better service (good of service). Another result
achieved by using the management system is efficiency in the day-to-day
operations of the hotel. The data flow generated by this system can be divided
into three categories:
1. The top level for the needs of top managers. The need for data /
information is long term, highly uncertain, environmental, planning
and policy and the report is concise.
2. Intermediate level for midle manager. The need for data / information
is medium term, relatively more definite, organizational, policy
implementation and tactical planning, relatively detailed reports
3. Lower level for lower managers. The need for data / information is
short-term, less certain, departmental, carrying out daily and
maintenance activities, detailed reports.
The scope of a hotel management system is very broad, depending on
the completeness of the features provided by the program. Completeness itself
is very dependent on the type / type of hotel and hospitality organization
structure. The hotel management system must be able to handle the work:
1. In the room division (room division), especially the front office (front
office) and the housekeeping (housekeeping).
2. In the accounting division (accounting devision) for all parts of
accounting.
3. In the restaurant and bar division (bar and restaurant division).
4. In the marketing division (marketing division). 5. In the engineering
and equipment division (engineering division). But not all existing
hotel management systems support the
5. 5 jobs above, there are some systems that only support some of the
work or there are some systems that can cover more than the five main
jobs above.
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With advances in technology, a system can be connected with other
hardware devices (hardware) such as surveillance cameras (spy cameras) and
store their data in a database for archiving guest data to meet public security if
one day it is needed. By connecting the management system with an automatic
key using a card (smart card, optical card, etc.), guest security is more secure
and supervision of guests who go in and out (check in or check out) can be
controlled properly.
By connecting the use of mobile phones (cellphones), prospective
guests can book a hotel room by using a short message (SMS, sort mesagge
system). The purpose of integrating the above tools and other tools adds to the
complexity of a hotel management system and obscures the original purpose
of using this system.
Finally, many hotels use hotel management systems for the purpose of
increasing their hotel rates. This happens because the hotel assumption that
uses the system is a well-managed hotel.
5.4. Hotel Application Program
Establishing and developing a hospitality business requires a system
that is reliable and integrated so that the planned business goals and strategies
can be achieved in total. By implementing a good hospitality system, it will be
able to reduce costs significantly, be able to improve company performance
and capture more customer loyalty.
The Hotel Program is present as a solution for implementing hotel
management in an integrated and comprehensive manner through reliable
hospitality management software. This hotel program can be developed
anywhere including hotels, apartments, resorts and others.
By using the Hotel Program, your company can improve service to
customers better which will have a positive impact on increasing profits /
profits of the company.
Some applications are as follows:
1. Data. To support the application, supporting data is formed as follows:
a. Room Rates & Types.
b. Recording rates and types of room rental that exist at the hotel.
c. Room
d. Recording the room number that is in the hotel accompanied by the
price of capital, selling price rates.
e. Room Facilities
f. Recording facilities available in each room.
g. Food Restauran / Mini Bar menu
h. Recording the types of food and beverage menu available along
with price / capital list. The order will be given a bill in the form of
a bill printed by the printer. (may be a guest bill or instant visitor /
cash)
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i. Guest Data Bank. A collection of names of guests who have stayed
overnight, the computer will give a customer number.
2. Booking.
3. Booking a room.
4. List of Partners.
5. List of hotel partners that are allowed to be receivable.
6. Payment Method The way a guest pays at the cashier (cash, accounts
receivable, etc.)
7. Officer Identity lists the names of officers / users.
8. Country Names, guest groups by country. Province guest groups by
province area.
9. Unit of Goods. Transaction of food / beverage goods in the restaurant.
10. Work Unit. List of work units in the hotel.
11. List of Fee Rates / Dep. List of all fee rates (electronic data rates).
Department of Receipts, Central costs on cash receipts
12. Collection of Acceptance Registers, integrated acceptance lists.
TRANSACTION
1. BOOKING (Booking a room).
2. CHECK IN (Guest registration).
3. INPUT BILLING, Recording of Transactions to Administration,
Lodging Rooms, Restaurants / Mini Bars * Print of Sales., Snack /
Shopping Centers, Bars / Karaoke Bars, Loundri, Rent Car / Taxi,
Convention Hall, Telephone, Etc.
4. CHECK OUT.
5. PRINT OUT KWITANSI / BILL.
6. REPORT (REPORT):
7. Guests who are staying overnight.
8. Room usage list (empty, contains).
9. Cash Admission (daily / monthly / yearly).
10. Receipts per cashier.
11. Turnover and Profit (per department).
12. Partner Receivables.
13. Acceptance Register.
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REFERENCES
1. C. Laudon, Kenneth 2005, Management Information Systems, Issue 8,
Andi Offset, Yogyakarta
2. Paradise 2006, 7 Hours of Learning VB.Net for Lay People, Maxicom,
Palembang
3. Jogiyanto, Hartono 2005, Analysis and Design, Andi Offset,
Yogyakarta.
4. Kadir, Abdul 2003, Introduction to Information Systems, Andi Offset,
Yogyakarta
5. Komar, Richard 2006, Hotel Management, Grasindo, Jakarta
6. Computers, Wahana 2010, SQL Server 2008 Express, Andi Offset,
Yogyakarta.
7. Kusumo, Ario Suryo 2004, Exercise Book: Database Programming
with Visual Basic 6.0, Elex Media Komputindo, Jakarta.
8. M. Scoot, George 2004, Principles of Management Information
Systems, Rajawali Press, Jakarta
9. McLeod, Raymond 2008, Management Information Systems, Salemba
Empat, Jakarta
10. Sadeli, Muhammad 2009, 7 Hours of Visual Basic.net 2008 Interactive
Learning, Maaxicom, Palembang.
11. S.pd, Bagyono 2003, Hotel Front Office, Alfabeta, Bandung
12. Sutedjo, Budi 2004, Programming Algorithms & Techniques, Andi
Offset, Yogyakarta.
13. Suyanto, M 2005, Introduction to Information Technology for
Business, Andi Offset, Yogyakarta.
14. Whitten, Jeffrey L 2006, Systems Design and Analysis Methods, Issue
6, Andi Offset, Yogyakarta.
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CURRICULUM VITAE
Assciated Professor. Dr. Drs. H. BUDI SUPRIYATNO, MM.,
MSi. Born in Sragen, Central Java. Indonesia, 6 October 1959.
Trah Mojopahit, Descendant of Joko Tingkir, Son of the late
Sergeant Major Dakir Santoso, Veteran / Freedom Fighters of
1945 and Mrs. Moeniroh.
EDUCATION:
1. Sebelas Maret University Surakarta 1980.
2. Graduated from the State Administration at Krisnadwipayana
University Jakarta in
1988.
3. Graduated from the STIE Masters in Management in Jakarta in 1998.
4. Graduated Master-Doctorate in Government Management Satyagama
University Indonesia in 2005.
TRAINING / TRAINING / COURSE EDUCATION:
1. Project Management in Jakarta (1987).
2. Technical Implementation of Project Handling in Jakarta (1988).
3. Key Project Officers in Jakarta (1989).
4. Urban Planning in Manila (1994).
5. Sewage Works Engineering in Japan (1995).
6. Environmental Training Institute States in New York America (1996).
7. Jakarta Management Skills Qualification Standards (1997).
8. Jakarta Project Management (1998).
9. Communication Skill Management in Singapore (1999).
10. Training on Public Relations Engineering in Bandung (1999).
11. Jakarta Technical Functional Training (2000)
WORK:
1. Directorate of Urban and Regional Planning, Directorate General of
Human Settlements, Ministry of Public Works (1982-1986).
2. Spatial Utilization and Control Project, Cipta Karya (1986-1990).
3. Development of Urban Spatial Planning, Cipta Karya (1990-1994).
4. Provincial Spatial Planning Project, Cipta Karya (1994-1996).
5. Directorate of Technical Development, Cipta Karya (1996-2000).
6. Deputy Minister of Public Works for Infrastructure and Infrastructure
Areas (2000-2001).
7. Bureau of Personnel and Governance Organization, Secretary General
of the Ministry of Public Works (2001-2010).
8. Secretariat of the Research and Development Agency, Ministry of
Public Works (2007-2010).
9. 9Bandung Center for Research and Development of Settlements (2010-
2013).
10. Candidates for Legislative Members of the Electoral District of Central
Java (Sragen, Karanganyar, Wonogiri in 2014).
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LECTURER:
1. Lecturer at Krisnadwipayana University (1992-2005).
2. Post-graduate Lecturer at Satyagama University Jakarta, (2005-
present).
3. Lecturers at the University of Jakarta (2010-present)
ORGANIZATION:
1. Chairman of the Indonesian Governmental Management Experts
Group.
2. Legislative Candidates for Election from Gerindera Party (2014).
SEMINAR / SYMPOSIUM:
1. Management Case Study in Kualalumpur Malaysia (1993).
2. Urban Management in Bangkok Thailand (1994).
3. Project Management Singapore (1995).
4. Institutional Development Manila (1998).
BOOK THAT HAS BEEN PUBLISHED:
1. Spatial Planning in National Development, A Strategy and Thought
(1996).
2. Government Management (Plus Twelve Strategic Steps) (2009).
3. Spatial Management. (2009)
4. Corruption (2009).
5. Bureaucratic Work Culture (2010).
6. The True Dream (2013).
7. Job Analysis (2013).
8. Human Resource Planing (2013).
9. Human Resource Management (2013).
10. Human Resource Development (2014)
11. Career Management (2014).
12. Employee Promotion (2014).
13. Performance Evaluation (2014).
14. Employee Relations (2014).
15. Compensation (2014).
16. Human Resource Management (2014).
17. Government Philosophy and Ethics (2014).
18. Development Theories in Government (2015).
19. Civic Education (2015)
20. Citizenship Education (2015)
21. Supervision Techniques (2016).
22. Government Management (2018) Cambridge Scholars Publishing.
London.
23. Regional Government Partnership With Political Parties (2018).
24. Hotel Management (2019)
25. Also actively researching and writing in the International Journal.
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