5 MARKS:
1. Typical qualifications
Background and training are required and varies by management title and duties involved. Industry experience has
proven to be an essential qualification for nearly any management occupation within the lodging industry.
Industry experience is the most basic qualification for a management occupation in a hotel. A degree in Hospitality
management studies, Human Research or an equivalent Business degree is often required or strongly preferred. A
graduate degree may be desired for a General Manager position but is often not required with sufficient management
experience and tenure. A graduate degree may however be required for a corporate executive position or above such
as a Regional Vice President who oversees multiple hotel properties and General Managers.
2. Working conditions
Hotel managers are generally exposed to long shifts that include late hours, weekends, and holidays due to the 24
hour operation of a hotel. The common workplace in hotels is a fast-paced environment, with high levels of interaction
with guests, employees, investors, and other managers.
Upper management consisting of senior managers, department heads, and General Managers may enjoy a more
desirable work schedule consisting of a more traditional business day and having weekends and holidays off.
Depending on the size of the hotel, the hotel manager's day may include scheduling breaks, covering a window for
check in or check out, handling cash, reconciling bank accounts, writing a review for an employee, disciplining an
employee or handling dissatisfied guests. These duties may vary each day depending on the needs of the property.
The manager's responsibility includes knowing about all current local events as well as the events being held on the
hotel property. Managers will be required to attend regular department and company meetings. A hotel/casino
property may require additional duties regarding special events being held on property for casino complimentary
guests.
3. Methods training management hotel for the new staff:
Show and tell : Demonstrate to the new staff how to operate a certain tool, for example a Hobart mixer. Explain to the
staff how to do when operate such machinery. The risk of accident if the proffer procedures are not followed should
also be briefed to staff ask the staff questions if they don't know and make it understanding
Guide Practice: Let the staff operate the machinery while the trainer step a side and observe. Encourage the staff to
use they understanding or knowledge to operate the machinery . If see something not quite right, be guide to point
out to the staff and explain why his will further reinforce the staffs understanding on the operation and the chance of
making mistake will be minimized
Follow Up : After you are confident about the staff newly acquired skill do let the staff attempt to operate the
machinery by him or herself. Encourage the staff to look for you if they are unsure of anything. This step will help the
staff to strengthen their confidence. You may also observe from a far. When the staff has successfully manauvered
the machinery donot be stingy on your compliment a pat on the back is all it needs to boost the staff confidence. As a
result, the staff sense of belonging will also improved and reduce staff turnover
20 MARKS:
1.
Hotel management structure
he size and magnitude o a hotel management structure varies significantly depending on the size and
function of the hotel. A small hotel normally consists of a small core management team consisting of the
General Manager and a few key department managers who directly handle day-to-day operations. On the
contrary, a large full service hotel often operates more like a large corporation with an executive board
headed by the General Manager and consisting of key directors serving as heads of individual hotel
departments. Each department normally consists of subordinate line-level managers and supervisors who
handle day-to-day operations.
A typical organizational chart for a large resort hotel operation may often resemble the following:
- General Manager reports to Regional Vice President and/or Ownership/Investors - [General Manager]] - Assistant
General Manager or Director of Operations - Director of Front Office - Rooms Coordinator - Night Manager Head Night Auditor - PBX Supervisor - Guest Services Manager - Chief Concierge - Bell Captain - Valet Captain Executive Housekeeper - Assistant Housekeeping Manager - Floor Supervisor - Laundry Supervisor - Public
Area/Custodial Supervisor - Laundry Manager - Director of Sales & Marketing - Senior Sales Manager - Leisure Sales
Manager - Business Travel Sales Manager - Social Group Sales Manager - Corporate Group Sales Manager Wedding Sales Manager - Senior Marketing Manager - Social Media Manager - Public Relations Manager - Revenue
Manager - Reservations Supervisor - Director of Food & Beverage - [Restaurant manager|Restaurant Manager]] Restaurant Supervisor - Executive Chef - Room Service Manager - Room Service Captain - Bar & Lounge Manager Staff Cafeteria Chef - Director of Events and Catering - Convention Services Manager - Event Manager - Catering
Manager - Banquets Captain - Hotel Controller - Accounting Manager - Certified Accountant(s) - Director of
Engineering - Assistant Engineering Manager - Facilities Manager - Director of Human Resources - Human
Resources Manager - Recruiting Manager - Training Manager - Labor Relations Manager - Chief of Security - Shift
Supervising Officer - Recreation Manager - Information Technology Manager
Additional Management Positions may exist for outlets such as a Golf Course, Spa, Casino, and additional facilities.
2.Small/Limited service hotel
A typical organizational chart for a small low-rise hotel operation may resemble the following:
General Manager reports to Regional Director and/or Ownership/Investors

General Manager
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Front Office Manager
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Housekeeping Manager
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Head of Maintenance
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Sales & Marketing Manager

Food & Beverage Manager
Administrative functions for a small-scale hotel such as Accounting, Payroll, and Human Resources are normally
handled by a centralized corporate office or solely by the General Manager. Additional auxillary functions such as
security may be handled by third-party vendor services contracted by the hotel on an as-needed basis
The School of Hotel Administration (SHA) at Cornell University is a specialized business school[2] for hospitality
management founded in 1922 as the first four-year intercollegiate school in the world devoted to the field. It is one of
a few hospitality management schools in the country that is not part of another academic department, school, or
college, though until 1950, it was operated as a department within the New York State College of Home Economics.
The undergraduate business curriculum at the School of Hotel Administration is one of only three such Ivy League
programs accredited by the Association to Advance Collegiate Schools of Business (AACSB) including the University
of Pennsylvania's Wharton School of Business, Cornell University's Dyson Applied Economics and Management
program, and Cornell University's School of Hotel Administration. [3]Cornellians generally refer to it as the Hotel
School, and its students and alumni as Hotelies.[
3. History
The nature of SHA was in large part the creation of professor Howard B. Meek. He was supported in his efforts by
New York City hotel men, a number of whom testified in Albany, urging the legislature to appropriate $11,000 per
year for the school. Edward M. Tierney of the Ansonia Hotel stated "There is a dearth of competent hotel employes
[sic], and such a course at Cornell would have the endorsement and co-operation of the hotel men generally
throughout the country... The war brought a great change in the hotel worker, and the old-time attitude of servility has
been replaced by efficient service giving and courtesy. Young men now enter the hotel business just as they would
banking, railroad, or commercial life, to find a future in it, and the hotel man must offer the same attractions of
commensurate pay and advancement."
In 1927, at the 2nd Annual Hotel Ezra Cornell, Meek convinced a skeptical Ellsworth Milton Statler of the value of the
concept; Statler declared "I'm converted. Meek can have any damn thing he wants." Statler and his wife became
major benefactors of the school, eventually donating a total of more than $10 million. In 1950, the school was
transformed from being a part of a statutory college into becoming an endowed unit of Cornell.
In 1948, the Statler Foundation funded the construction of a 50-room Statler Inn and the adjoining class-room building
called Statler Hall. The building also housed Cornell's faculty club. The 750-seat Alice Statler Auditorium was added
to the southern end in 1956.[5] In 1986, the original Statler Inn was torn down and replaced with the current 150-room
Statler Hotel & J. Willard Marriott Executive Education Center. The Statler Hotel underwent another renovation in
2006 and now has 153 guest rooms. The Statler Hotel is the only hotel on campus.
4. Profile
The school enrolled 895 undergraduates and 67 graduate students in 2011, hailing from almost 50 countries; it is
Cornell's second smallest undergraduate college. Its curriculum encompasses all facets of general business
management with a focus on the hospitality industry. Although not required, many students choose to work at the
Statler Hotel to supplement their education at the school. SHA employs 65 full-time faculty members, most with field
management experience.
In 1954, Conrad Hilton, who was closely associated with the school after his company bought the Statler hotel chain,
called it "the greatest hotel school in the world." [6] Conrad Hilton later became more closely associated with another
school after he founded the Hilton College of Hotel and Restaurant Management at the University of Houston in 1969.
SHA's course catalog includes several offerings popular among students in other Cornell colleges, notably HADM
4430, Introduction to Wines, a wine tasting course which enrolls 600–900 students each semester, as well as a 2credit cooking course.
SHA also boasts technical courses such as Real Estate Finance and Investments (HADM 4428), Securitization and
Structured Finance (HADM 4425), and Investment Portfolio Analysis (HADM 4429). Roughly 40% of undergraduates
go into banking or consulting fields after graduation.
Experiential education is prevalent in the SHA curriculum. Hands-on learning opportunities include:

Hotel Leadership Development Program: HLDP blends academic coursework with managerial experience to
prepare students to assume leadership positions following graduation. If accepted into the program, students
select a development track from the following: Accounting, Food and Beverage Division, Human Resources,
Rooms Division, or Sales and Marketing.

Hotel Ezra Cornell: HEC is an annual weekend-long educational conference put on by students of the Cornell
School of Hotel Administration for leaders of the hospitality industry. HEC includes educational seminars, leisure
activities, and food and beverage events. Students practice the skills they have learned in the classroom and
showcase their talents to industry professionals.

Cornell Hospitality Business Plan Competition: The Hospitality Business Plan Competition provides an
experiential learning opportunity to young entrepreneurs. The competition begins in the fall and continues
through the academic year with submission of final business plans in February, the start of the media campaign
in March, and ends with group presentations during Hotel Ezra Cornell (HEC) in April. A team of judges
determines the winners and prizes totaling $30,000 are awarded.

Cornell International Real Estate Case Competition: Each year, the Center for Real Estate and Finance
invites student teams to participate in the Cornell International Real Estate Case Competition. The teams meet in
New York and are given the case of an actual real estate transaction that has been disguised. In semi-final and
final rounds, the teams analyze the transaction and develop a set of recommendations. The three teams that are
chosen as the best in the semi-final round then make their presentations to the full panel of judges, who are real
estate and finance experts.

Guest Chefs Series: The Guest Chefs Series is hosted by the Cornell School of Hotel Administration and gives
students the opportunity to team up with all-star chefs to create three unique dining experiences. This class also
improves students' overall awareness of current culinary trends and gives them direct access to recognized
experts in the field. Past Guest Chefs have included Wolfgang Puck, Emeril Lagasse, Madeleine
Kamman, Daniel Boulud, and Jose Andres.
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Establishment at Statler: Establishment at Statler is a student-run restaurant and the culmination of a multiyear process by students in HAdm: 3350 Restaurant Management. Each semester, after two weeks of training,
students self-select into management teams of three; each management team is responsible for directing their
peers one evening per semester in the operation of the restaurant. To that end, each management team
proposes and executes daily menu additions, markets the restaurant, and trains and manages their classmates,
to deliver a unique dining experience for guests.
Through its centers, institutes, and more than 100 corporate partnerships, SHA brings together hospitality business
leaders, scholars, and entrepreneurs. The Center for Real Estate and Finance promotes student education and
serves the real estate and finance industry. The Center for Hospitality Research creates and shares new knowledge
with the industry and also promotes and encourages student research. The Pillsbury Institute for Hospitality
Entrepreneurship supports students’ drive to become entrepreneurs. The Cornell Institute for Hospitality Labor and
Employment Relations provides a platform for students, employers, employees, unions and their advocates to
understand and to improve hospitality labor and employment relations.
SHA's Office of Executive Education offers custom-blended programming, online and onsite instruction, and distancelearning options to hospitality professionals. The school has more than 20,000 executive education alumni.
In a 2007 Newsweek article dubbing Cornell the "Hottest Ivy", SHA was mentioned to be "considered the world's
best."[7]
Fictional Hotelies have included:

In Absurdistan by Gary Shteyngart, a hotel manager attended the Cornell University School of Hotel
Administration because it was the only Ivy League school he got into



In Dirty Dancing, Neil
In 30 Rock, Tracy Jordan's friend, Fat Balls
In Hotel by Arthur Hailey, Peter McDermott, manager of the St. Gregory.
Some notable alumni of the school include the founders of Alamo Rent-A-Car; Arby's; Burger King; Dunkin' Donuts;
Duty Free Shoppers Group ; HVS Global Hospitality Services; andPriceWaterhouseCoopers Global Hospitality
Consulting. (For more, List of Cornell University alumni)