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for hotels was used by all Hyatt International hotels. Thousands
of transactions can take place during any given day. For
example, if a 500-room hotel is 80 percent occupied with an
average of two occupants per room and each occupant purchases one
meal in the hotel per day, a total of 1,200 transactions takes
place during the day (400 rooms plus 800 food and beverage
transactions). Each guest can generate additional transactions
by using the laundry, making purchases at the sundry store, and
using the business center, telephone, or health club. Financial
controls at the local hotel level and its effect on the chain
operation are extremely important.
The operational personnel consisted of individuals who
worked in nonexecutive hotel positions and reported to executive
committee members; e.g., front desk clerks, banquet captains,
restaurant waiters, bartenders, and maintenance personnel. The
operational personnel represented the largest human resource
group in the Hyatt International group. Recommendations
regarding the compensation of staff were made by the executive
committee and approved by the general manager.
The hotel general manager and executive committee were
largely responsible for preopening activities, although certain
preopening responsibilities were undertaken at the divisional
level. Included in successful preopening management activities
were: Overall planning, staffing, setting up the physical plant,
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