Operation management

Sample On 

Room Division 

Operations Management 

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Table of Contents 

INTRODUCTION ...........................................................................................................................1 

LO 1 ................................................................................................................................................1 

1.3 Legal and statutory requirements that apply to rooms division operations. ........................1 

LO 2 ................................................................................................................................................2 

2.1 Importance of front of house area to effective management. ................................................2 

2.2 Planning and management for front house area for given hospitality management. ............2 

2.3 Operational issues affecting the effective management and business performance of front 

office area. ..................................................................................................................................3 

LO 3 .................................................................................................................................................3 

3.1 Necessity of interiors and design to effective management .................................................3 

3.2 Planning and management of accommodation service function. ..........................................3 

3.3 Operational issues for effective management for accommodation services for given 

operation. ....................................................................................................................................4 

LO 4 .................................................................................................................................................4 

4.1 Revenue/ yield management activities to increase revenue and occupancy in rooms. .........4 

4.2 Sales techniques adopted by room division staff. .................................................................4 

4.3 Use of forecasting and statistical data within room division ................................................4 

4.4 Room division performance indicators in order to measure success. ...................................5 

Conclusion .......................................................................................................................................5 

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INTRODUCTION 

In hospitality business, room division and operations management (RDOM) plays key 

role in popularizing and showing the services structure along with status of the hotel. It plays 

significant role in delivering better service and customer experience which are essential for rising 

hotels standards (Hill, Jones and Schilling, 2014). Along with this, reports details about the 

factors which must be taken care by the while managing the customers. Moreover, due to this, 

business gets popular and profit margin increases. Current reports describe the service provided 

by the room division and importance of front of house area. Further, report describes the details 

about the effective business management and performance. At last, various techniques are 

suggested which helps in increasing the occupancy and rooms revenue. It includes the rules and 

responsibilities of the staff members while serving the customer and various managerial aspect 

which helps to improve this service. The hotel discussed here is Thistle Kensington Gardens 

which is 4* hotel located in Bayswater Road, London, UK. 

LO 1 

1.1, 1.2 and 1.4 are included in presentation. 

1.3 Legal and statutory requirements that apply to rooms division operations. 

Customer can be influenced by the service provided in hospitality business which makes 

hotel successful. So, there is necessity of rules and regulation for proper maintenance. Thistle 

Kensington Gardens is very concerned about these issues. All the security issues are handled by 

the local safety & security department (Mills and Broughton, 2016). Moreover, if any emergency 

help is required hotel directly contacts them. At various places cameras are placed which help 

them to maintain the security. Along with this, regular maintenance of data is kept so no legal 

regulation get break. Any mischief happened in this division, then person is prohibited to that 

place. Along with this there is prohibition of unauthorized person in the hotel. Staff and 

customers information are kept secured and protected. For further support or issues, hotel make 

call to police for major cases. All this helps in getting more revenue and increase in brand name. 

Such luxuries and pleasing service helps the customer to visit again. 

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LO 2 

2.1 Importance of front of house area to effective management. 

It refers to the executing an efficacious variety of service and its performance in well 

behavioural attitudes. In the firm, interior, exterior is considerable well-groomed but hotel more 

focused on the quality of service, friendly environment and clean place. At front house office, in 

Thistle Kensington Garden respective duties are followed: 

Sample Report on Room Division Operations 

Management 

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Booking: Staff keep the record of the customer reservation through various sources like 

mail, phone or through app (Croson and et.al., 2013). 

Information booth: For any complaints or information customer can contact to the 

information booth. 

Check-in and registration of customer: Proper security is maintained and in well cultured 

way they are well-come, register their details and allotted their desired rooms. 

Customer account management: Maintains the necessary accounts details of customers. 

Other services: Further, staff is their which serve the customer as per their needs and 

hotel rules. 

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The service provided by the customer makes customer fully satisfied. Such services 

helped the firm to earn 10% increment in their occupancy rates, costing and earning more profit. 

2.2 Planning and management for front house area for given hospitality management. 

It contains the executed stages which are followed by the hotel to improve the staff 

working and services. Further customers are provided free breakfast, special offers in stuffs and 

best experience. The location is too close to places which are famous there. Hotel is having 30 

rooms which are fully furnished and with beautiful items. It increases the star ranking and 

generating more revenue. The luxuries provided to customer makes them feel like their homes. 

Proper cleaning and hospitality services offered enhances the beauty of the hotel. Fresh air from 

the garden and fragrance of flowers adds beauty to hotel. Further there is availability of free Wi- 

Fi and HD TV service with modern bathroom. Such requirements meet the hotel star qualities 

and helps to perform the business operation. All the department in the hotel helps to perform the 

tasks in effective and concise way (Anderson and et.al., 2015). Further training and development 

with strategic approach is given to staff. Hospitality services are always taken care while dealing 

with customers. 

2.3 Operational issues affecting the effective management and business performance of front 

office area. 

Several operational issues which affects the performance of front area are: 

Staff problems: Being the 4* hotel, business operation is continuous so staff can have problem 

with working hours and number of days. During the time of vacations also staff needs to work 

for long hours. 

Technological problems: As most of things are getting upgraded so there are chances that due to 

some technical issues, staff face issues in technologies (Armony and et.al., 2015). 

Communication Gap: Sometimes customer is from other country so there may be communication 

gap which affects the staff. 

Further, involvement of new areas like gym, spa, pools and pub can help to increase the revenue 

and profit of organisation. 

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LO 3 

3.1 Necessity of interiors and design to effective management 

Good quality service, advancement in technologies and luxuries interior helps the hotel to 

flourish. Effective management and proper maintenance can make the upgrade to 5-star hotel. 

Through this hotel governance can be shown. Moreover, safety and regulation are maintained to 

avoid any unexpected condition in Hotel (Dobrzykowski and et.al., 2014). The role and 

responsibilities are efficaciously maintained in the hotel. Accurate statistical data and monitoring 

helps to maintain the quality and standards of service. The designing and rich 

3.2 Planning and management of accommodation service function. 

Following things can be adopted in the services: 

1. Spacious room services: Space is very necessary for the customer to accommodate and 

live flexibly. More area provided to the customer helps then to enjoy their freedom at 

hotels. 

2. Cleaning and servicing: Hospitality business now have become very competitive, so their 

services should also be upgraded. Proper maintaining the service and better care to 

customer helps in increasing hotel brand value. 

3. Behaviour of staff: Well-behaviour of the staff to the customers helps them to earn tips 

and helps to maintain the service provided to customers (Romero Martinez and Fresquez, 

2015). 

Staff should maintain their services so that they could fulfil the international quality 

services. Such things help to provide personalized satisfaction to customers. 

3.3 Operational issues for effective management for accommodation services for given 

operation. 

Hotel has developed better communication strategies to help various customer from other 

hotels. More focus is given on their welcome and greetings. Staff helps to maintain the cleanness 

and other things very properly. They are trained with the cultural aspect to behave in front of 

others and how team management can help them to achieve their goals effectively. Their positive 

attitude and service have influenced the customers. Customer feel more flexible and friendly 

with the staff there. 

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Management 




LO 4 

4.1 Revenue/ yield management activities to increase revenue and occupancy in rooms. 

Company needs to know their occupancy rate and average daily rate so that they can 

evaluate their performance. It will help to reduce the risk of losing the potential customers. 

Moreover, daily strategies should be made according to the accommodation which are full. If 

hotel is getting less accommodation then they should offer other services to influence the 

customers. Techniques and technology can help in maintaining the management activities and 

increase the revenue. 

4.2 Sales techniques adopted by room division staff. 

Such techniques are adopted for influencing more customers. To attract more customer 

agency linkage, promotional activities and cost leadership strategies can be adopted in the hotel. 

Such techniques will help to increase the global standards of the organisation and will support 

them to increase their revenue. Providing best services and price can help to increase the 

business in effective ways (Smith and et.al., 2013). 

4.3 Use of forecasting and statistical data within room division 

They are used to maintain the historical data and helps in evaluation purpose. Moreover, 

it helps to improve the future outcomes of the company. Further, future opportunities and 

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customer feedbacks helps to improve the performance and helps to avoid any threats. This also 

helps to gain more revenue and earn profit. Average daily rate and occupancy can help to 

improve the data. 

4.4 Room division performance indicators in order to measure success. 

Performance indicators helps to evaluate the performance and generate more revenue. It 

increases the reputation, standards, brand value and revenue of Hotel (Huang, 2013). Average 

daily rate and other performance indicators can be used to evaluate the success level. 

Performance can be improved by taking the proper feedback from customer via various services. 

Conclusion 

From the above report, it can be concluded that room division and operation management 

is necessary and plays key role in determining the hotel status. It includes various management 

and planning which helps to evaluate the business and supports the business development. Such 

things increase the reputation and brand of the hotels. 

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REFERENCES 

Books and Journals 

Anderson, D.R and et.al., 2015. An introduction to management science: quantitative 

approaches to decision making. 

Armony, M. and et.al., 2015. On patient flow in hospitals: A data-based queueing-science 

perspective. Stochastic Systems. 5(1). pp. 146-194. 

Croson, R., Schultz, K., Siemsen, E. and Yeo, M.L., 2013. Behavioral operations: the state of the 

field. Journal of Operations Management. 31(1). pp. 1-5. 

Davis, P.J. and Cladis, F.P., 2016. Smith's anesthesia for infants and children. Elsevier Health 

Sciences. 

Dobrzykowski, D. and et.al., 2014. A structured analysis of operations and supply chain 

management research in healthcare (1982–2011). International Journal of Production 

Economics. 147. pp. 514-530. 

Hill, C.W., Jones, G.R. and Schilling, M.A., 2014. Strategic management: theory: an integrated 

approach. Cengage Learning. 

Huang, Z., 2013, November. Room Division Multiplexing Mechanism for Indoor Visible Light 

Communication Network. In Asia Communications and Photonics Conference (pp. 

AW3H-6). Optical Society of America. 

Khanna, R.B., 2015. Production and operations management. PHI Learning Pvt. Ltd. 

Langabeer II, J.R. and Helton, J., 2015. Health care operations management. Jones & Bartlett 

Publishers. 

Mills, J. and Broughton, V., 2016. Bliss Bibliographic Classification: Class T: Economics 

Management of Economic Enterprises. Elsevier. 

Romero, B.J., Martinez, A. and Fresquez, T.L., 2015. Nuclear component operations division 

employee handbook (No. LA-UR--15-26795). Los Alamos National Laboratory (LANL), 

Los Alamos, NM (United States). 

Smith, C.D. and et.al., 2013. Re-engineering the operating room using variability methodology 

to improve health care value. Journal of the American College of Surgeons. 216(4). pp. 

559-568. 

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