Duties & Responsibilities Front Office Assistant

1. Responsible to follow Hotel Rules and Regulations2. Welcome the hotel guests, making room reservations and checking people in.

Accepts room reservations, especially the acceptance of reservations for the day and confirmation of reservations.

3. Assigns rooms and preparation of the weekly room forecast. 4. Sells guest rooms to walk-in guests. 5. Receipts of advance deposits (acceptance of coupons, hotel orders, etc.) 6. Assists guests in filling in the Registration Card. 7. Prepares and distributes name slips. Prepares guest folios and follow- up with

no-show guests. 8. Prepares guest history. Prepares various business reports. 9. Gives instruction of rooms to be changed10. Keeps room keys in safe conditions and Control and maintain key boxes.11. Maintains a friendly, neat and professional image to guests and colleagues,

performs any duties related to the department and assists other departments.12. Processing reservation requests as assigned, Preparing correspondence for

customers via fax and e-mail for general inquiries and reservations.13. General office duties to include answering phones, filing, faxing, and copying.

Processing with credit cards payments.14. accepting room reservations on the telephone, handling messages and accepting

payment of hotel bills.15. To prepare a customer's account, collate the cost of additional items such as Room

service Bills, telephone calls Mini bar, include them in the final bills

Date: 19.09.2009

To

All front Office Staff

As per the rules and regulations of the hotel, you have to collect the advance from the guest during the check-in. You are here by advice to follow the following procedure for collecting the advance.

1. You have to refer the corporate list of the companies regular with us while collecting the advance.

2. Do not give the room without out proper personal ID’s with photo identity and Address

3. Collect the proper advance from walk-in guest and Scanty Baggage’s4. Do not accept the reservation without proper contact numbers and personal

details.5. Ensure that all the information to be filled by the guest during the check in.

Ensure that the above points to be followed during the check in out our hotel Guest.

Front Office Manager

Front Office Management ProjectYou are required to research and prepare for group presentation the followingproject relating to the Management and Organisation of the Front Office.ScenarioYou are the Front Office Consultant for the construction of a 300-bedroom, luxuryhotel overlooking the sea in Malta. The predominant markets are Tourist andBusiness. All rooms will have a sea view, and are situated on 3 floors. The hotelhas 24 suites, 146 twins and 130 double rooms.You are required to:1. Design the Front Office area including the lobby, front desk, Conciergeand Back Office. (20%)2. Prepare seasonal tariffs for each room indicating which method you usedto calculate them. (15%)3. Compile a Standard of Performance manual for taking a last minute("chance") booking and checking in of a guest. (20%)4. Calculate the staffing levels for all Front Office areas, producing a staffbudget for the first year of operation. (15%)5. Complete one of the following:a. Prepare a training plan for the Concierge staff, indicating the costsinvolved. (10%)b. Decide on the equipment and stock levels required to run the FrontDesk and prepare a budget. (10%)The remaining 20% of the final mark will be based on your individualperformance in the presentation of the project. You will be assessed on theproject prior and during the final presentation.NBAll modern Front Office departments make use of a Management InformationSystem. It is not within the scope of this module to look into the various factorsthat influence the choice of a M.I.S. (this will be dealt with in an optional modulein Semester 2). You are not required to select a system for your hotel, howeveryou must take a computer system into account when designing the Front Officearea.

SLS07 - Front Office ManagementScheme of Work forAcademic Year 2001/2This scheme of work is subject to change.Lecture 1Introduction - Skills survey - Specialist sources of businessHaving just returned from an International Internship, we will hold a "skills"survey in class to determine which Front Office skills we have individuallymastered over the year abroad. In this first introductory lecture we will alsodiscuss specialist sources of business such as timeshare, conferences,incentive, and casino business.Lecture 2Front Office staffing levels and rotasThis lecture will discuss the different posts within Front Office and will lookinto the factors that determine staffing levels, as well as the various shiftpatterns that may be employed. Reference is made to the EU Working TimeDirective and the relevant local Legal Notice on this subject.Class Assignments:• Job description for a Front Desk clerk.• Staff rosterLecture 3Establishing room ratesThis lecture will look into methods employed to determine room rates and willexplore both cost and market based pricing. Use will be made of MicrosoftExcel to show how an electronic spreadsheet can serve as a decision supportsystem.A short assignment to be completed at home will be given on this topic.Lecture 4Contracting ratesIn this lecture we look in the procedures adopted when setting up group orspecial one off rates.Class Assignment:• Case studyLecture 5Occupancy reports and forecastsThis lecture discusses the various occupancy reports and forecasts producedby a hotel's Front Office department.Scheme of WorkFront Office Management Page 2 of 3Lectures 6&7Yield ManagementThese lectures will emphasise the importance of Yield Management for FrontOffice Managers, although reference will be made to the significance ofdetermining yield for other revenue centres. We will also introduce the five

principles of Yield Management: Differential rates, Booking Horizons,Booking Forecasts to maximise yield, Multiple Rates and Displacement.Class Assignment:• Case studyLecture 8Data Protection Legislation and the GuestThis lecture will discuss the various aspects of data protection (informationalprivacy) and how these affect the storing and analysis of data on guests.Reference is made to which marketing techniques may fall foul of dataprotection law.Lecture 9Statutory Requirements and the Front Office ManagerHaving discussed data protection in the previous lecture, we will now lookinto statutory requirements - mostly of a reporting nature - which may requiresome input from the Front Office Manager. We look into legal requirementsunder the Immigration Act and the reports required by the Malta TourismAuthority.Lecture 10The Night AuditIn this lecture we look at the various night audit procedures adopted, most ofwhich are nowadays at least semi-automated and considered as a "systemupdate." We examine what is required from a night audit, and whatcontingency measures can be taken in the event of a system failure.Lecture 11Evaluating Front Office OperationsThis lecture will look into how a Front Office Manager may evaluateoperations by utilising occupancy and operating ratios, and how these willaffect short and long term decision making.Class assignment:• Case studyLecture 12Staff motivation and empowermentThe most important resource in a hotel is the human resource. In this lecturewe discuss how a Front Office Manager may motivate his staff to performbetter, including handling guest complaints more effectively and maximisingrevenue.Scheme of WorkFront Office Management Page 3 of 3Lecture 13Security of guests, staff and the hotelThis lecture will discuss the role played by the Front Office in protectingguests, staff and the hotel from various dangers and threats. We examinehow computer systems may be vulnerable to viruses and hacking unlessnecessary precautions are taken.Lecture 14Revision LectureAssessment

The final assessment of this module will be based on the following algorithm.You are expected to achieve a minimum pass in all components.40% on the Project20% on Class assignments and Assignment on Room rates40% on the Final Test (A Case study)Basic

Skills SurveyNow that you have gained some experience in Front Office operations we will proceed to studysome aspects of Front Office Management. Your experiences will prove useful in this module.You are required to answer the following questions truthfully.If you do not have all the following skills or feel that your skills are not quite up to scratch, itmay well be because you have not been given the opportunity to develop them at your place ofwork. Don’t be discouraged: You may be able to rectify this in future!Name ______________________________________(optional)E-mail ______________________________________(optional)A How would you describe the hotel/s you were placed in?B Which of the following functions have you performed successfully at the Front Office desk(not only, but including your last internship)?Very Frequent Not so Seldom NeverFrequent FrequentChecking in a client Checking in a group Assigning Rooms Exchanging Foreign Currency Settling a bill Checking out a client Splitting up a guest folio Very Frequent Not so Seldom NeverFrequent FrequentTransferring a guest folio to a ledgerTransferring a guest folio to another roomMoving a guest from one room to anotherHandling an overbooking

situationRemoving guest charges End-of-shift cashiering Night Audit C Have you ever made use of a Property Management System?Yes NoD If yes, which systems have you used? Rate your knowledge next to the systems youidentify.System used Very good Satisfactory Poor Hardly anyknowledge___________________ ___________________ ___________________ E Throughout your internship have you made use of other types of technology or businesssoftware? If yes, please specify.Use the space overleaf to recount any unusual or extraordinary experience/s you haveencountered.

Lecture Notes Lecture 2Front Office Management Page 1Lecture 2

Front Office staffing levels and RotasJob descriptionsThe constitutive parts of a job descriptionPersonnel specificationStaffing levelsThe Activity PatternScheduling alternativesStaff rotas - employee schedulingEU Working Time DirectiveLegal Notice 43 of 1990Job descriptionsA job description lists all the tasks and related information thatmake up a work position. It may also outline -reporting relationshipsresponsibilitiesworking conditionsequipment and material to be usedJob descriptions must be worded in sufficiently clear terms as toidentify the specific duties of the employee. It must however bemade clear within the job description itself that the description isnot exhaustive and the employee may be required to regularly

undertake other duties. Job descriptions serve at least twopurposes:1. An important selection tool.When recruiting a new member of staff, the interviewer and theprospective employee are immediately aware of the duties thelatter is expected to perform. The interviewer may use thedescription to gauge the suitability of applicants.2. A job description is useful in analysing a particular job and aperson carrying out that job. This more or less depends on howdetailed the job description is. In some cases a job descriptionmay be supplemented by a job list, which deals with each specifictasks. Go et al (page 204) consider a job analysis as an instrumentwhich "identifies both the tasks comprising a specific job as well asthe skills, knowledge, and attitudes required for that position." Byproducing a job analysis for an existing employee, a manager maythen tweak a job description to cover duties that had beenpreviously omitted (eg. specific tasks using IT) or remove taskswhich are not in practice required (eg. references to a Whitneyboard system). More importantly a job analysis will assist theLecture Notes Lecture 2Front Office Management Page 2manager to define training requirements (eg. a Front Officemanager may find that a front desk clerk needs training onhandling guest complaints).The constitutive parts of a job descriptionJob descriptions differ from each other. However, one normallyexpects the description to be worded in a format similarly to thissample description provided by Abbott & Lewry (page 248):Job title: Senior ReceptionistPlace of work: Queen's Hotel ManchesterGeneral scope of job:To carry out reception duties as laid down in thehotel's operating manual, and to assist the frontoffice manager in maintaining an efficient, helpfuland sales oriented department.Responsible to: Front Office ManagerResponsible for: Receptionists, telephonists, reservations staffMain duties:1. To have full knowledge of, and be able to act in accordance with, the hotel'sfire plan and the Fire Act 19712. To be fully converstant with, and be able to implement, the Hygiene andSafety Act of 1974 to the highest possible levels.3. To 4. To maintain a high standard of personal hygiene and appearance.5. To ensure that strict security is maintained in respect of all monies, keys,guest property and hotel equipment.6. To ensure that all reservation, registration and check-out duties are carriedout as laid down in the hotel's operating manual.7. To carry out the duties of reservations clerk, receptionist or telephonist asnecessary.

8. To be responsible for the reconciliation and banking of all receipts and floatsas laid down in the hotel's operating manual.9. To prepare all relevant statistics as laid down in the hotel's operatingmanual.10. To carry out any reasonable duty required by management for the efficientoperation of the hotel.Occasional duties:To carry out general clerical or administrative duties as required bymanagement.To assist management with the induction and training of new front officestaff.Lecture Notes Lecture 2Front Office Management Page 3

Personnel specification (or job specification)Whereas a job description describes what a particular job entails, apersonnel specification will describe the qualities required in aperson to be suitable to carry out that job description. When a jobvacancy arises, the personnel specification will assist theinterviewer in conducting an effective and comprehensiveinterview.Abbott and Lewry (page 248) suggest that an interviewer shouldconsider the "seven point interview plan" adopted by the NationalInstitute of Industrial Psychology. The plan recommendsconsidering the following points:1. Physical requirementsA front office job has few physical requirements, butreceptionists do rather more standing than is usual in otherclerical jobs.Physical appearance is important, as front office personnelare representatives of the hotel.2. AttainmentsPrevious experience at a hotel front desk may well proveuseful.Clerical experience or a position involving a degree ofcustomer interaction will help.Interviewer should read a curriculum vitae with an eye tospotting significant unexplained gaps.3. General IntelligenceStaff should be literate and numerate.A Certificate in Accommodation Operations or City & Guild'sshould definitely be considered an asset!4. Special skills and aptitudeKeyboard skillsLinguistic skills5. InterestsInterests will provide clues as to an applicant's personalitytraits.6. Disposition

Personality traits or qualities required by front office staff, eg.being conscientious, methodical, accurate, friendly,sympathetic, understanding, knowledgeable, enthusiastic,persuasive.Lecture Notes Lecture 2Front Office Management Page 47. CircumstancesA person's circumstances (eg. single, married, with childrenetc.) may indicate whether a person is likely to remain in thejob and perform regularly and efficiently.Discrimination on the basis of a disability is illegal -3. (1) A person shall be discriminating against another person on thegrounds of disability in any circumstances relevant for the purposes of anyprovision of this Act, if:(a) in circumstances which are similar or not materially different, he treats orproposes to treat a person who has a disability less favourably than he treatsor would treat a person who does not have such a disability; or(b) he treats or proposes to treat a person less favourably on the basis of acharacteristic that appertains generally to persons who have such a disabilityor a presumed characteristic that is generally imputed to persons who havesuch a disability.Equal Opportunities (Persons with Disability) Act, 2000Abbott & Lewry provide us with a sample personnel specification.This can be modified to suit our own local requirements.Post: Junior receptionistEssential Preferred1 PhysicalAge 18-25Health GoodAppearance Neat, well groomed AttractiveVoice Pleasant, clear Acceptable accent2 Attainments/Experience Full time work inequivalent hotelGood reference3 General IntelligenceSecondary GCSE or equivalentwith English and Maths4 Special Skills/AptitudesSecondary TypingLanguage(s)Computer StudiesAdvancedFurther C&G ReceptionBTEC DiplomaFirst Aid certificateHigher5 Interests Sociable, gregarious Persuasive,fluent, self-reliant numerate6 Disposition Honest Initiative, mature7 Circumstances Local Live-inLecture Notes Lecture 2Front Office Management Page 5

Staffing Levels

One of the major difficulties for a manager in any hotelenvironment is that of determining adequate staffing levels.Inadequate staffing levels jeopardise the quality of service and mayin the long run affect business adversely, over staffing will on theother hand cause an unnecessary expense. There is no magicformula to determine staffing levels. There are however a numberof factors to bear in mind when determining staffing levels for yourfront office department. Abbott and Lewry (page 245) suggest atleast six important factors:1. Number of occupied roomsEmpty rooms will not generate clerical work or customercontact.2. Average length of stayThe shorter the average length the larger the number ofarrivals and departures.3. Pattern of activitySince the majority of guests in Malta travel by air on regularscheduled and chartered flights it is easier to analyse aregular pattern of activity when it comes to the arrival anddeparture of guests.4. Amount of personal contact requiredThe presence of concierge and/or guest relations mayminimise personal contact, as will automated check-in andcheck-out processes.5. Character of the hotelIn a leisure resort a guest may well be willing to wait a fewminutes at check-in, but business guests in what is perceivedas a hotel catering for business clients will often expect fasterservice. Luxury hotels in particular need to avoid exposingguests to the indignity of having to queue.6. Technology employedComputerisation (automation of business processes) meansless time is spent on clerical jobs and hence affects staffinglevel.The activity patternAn activity pattern requires a series of shifts to handle the variousFront Office tasks, and may vary from weekdays to weekends. Onweekdays there is increased morning activity when a hotel'saccounts department, purchasing, sales and marketing, as well asreservations are fully manned. On weekends the strain of handlingLecture Notes Lecture 2Front Office Management Page 6calls, visitors and enquiries for these departments may be replacedby substituting for reservations etc as the case may be.A front office shift pattern may create a few problems. Generallyfront office shifts are split into two: morning shifts or early shifts,

and afternoon/evening shifts referred to as late shifts. In somecases hotels also utilise a supplementary "middle shift" whichcovers normal business hours, provide a continuum from one shiftto another, providing backup for breaks and generally assisting thebusier periods of the day. The first shift normally starts early, andthe last shift finishes later than most jobs.Shift patterns and staff positions have a direct effect on staffinglevels. If a hotel adopts the once traditional method of employingseparate cashiers and receptionists then the staffing requirementswill reflect this. If however a hotel encourages the more modernapproach whereby a front desk employee is in effect a "front officeclerk (or agent)" then the number of employees required may bedifferent. If the hotel adopts a day in/day out system (sometimesreferred to as compressed schedules) the number of staff requiredmay be even less.There are other scheduling alternatives:Part-time schedulingPart-timers can replace staff on vacation leave, provide seasonalemployment to supplement full-time staff during busy periods.They may and should ideally be scheduled regularly and not simplyon demand.Flextime schedulingSome employees may be willing to work flextime which is ideal forsituations where managers need to cover the varying workloads ofall shifts.Compressed schedulesThis is akin to the day in / day out shift - and normally means thatthe front office employee will work four days in week and threedays in another. In one week the number of hours may exceed 40hours and in the other week will be less than 40 hours. Under ourlegislation when an employee exceeds 40 hours in such a situations/he is not entitled to overtime as the hours or offset in subsequentweeks.Refer to the Excel worksheet Staffing_Requirements.xls availableat http://www.olivermagro.com/front_office_mgt.htmLecture Notes Lecture 2Front Office Management Page 7

Staff rotas - employee schedulingEmployee scheduling affects payroll costs, employee productivityas well as staff morale.Front Office managers must be sensitive to the needs of their staff.Every employee will tend to have his preferences, but sometimessuch preferences may be due to the circumstances of the employeein question. It is undoubtedly difficult to suit the needs of everymember of staff, but the roster must be seen to be fair and inrelation with the expected level of business.

Kasavana and Brooks (Page 398) provide us with a few helpful tips:A schedule should cover a full workweek, typically defined asSunday through Saturday.Schedules should be posted at least three days before thebeginning of the next workweek.Days off, vacation time, and requested days off should beindicated on the posted work schedule.The work schedule for the current week should be revieweddaily in relation to the anticipated business volume andunanticipated changes in staff availability.Any scheduling changes should be noted directly on theposted work schedule.A copy of the posted work schedule can be used to monitorthe daily attendance of employees. This copy should beretained as part of the department's permanent records.The EU Working Time DirectiveWhen scheduling staff managers may be required to take note of anumber of legal requirements. Member states of the EuropeanUnion have been required to follow Council Directive 93/104 knownas the Council Directive concerning certain aspects of theorganisation of Working Time.The aim of the Directive is to protect employees against theadverse effects on their health and safety caused by workingexcessively long hours without adequate rest. It provides for:a maximum 48 hour week averaged over a period of fourmonths.a minimum daily rest period of 11 consecutive hours aday.a rest break (established by national law) where a workingday is longer than six hours.a minimum rest period of one day a week.Lecture Notes Lecture 2Front Office Management Page 8a right to annual paid holidays of 4 weeks, andnight work cannot exceed eight hours a night on average.The Directive requires that all Member States in the Union enactlegislation which provides the minimal protection as outlined in theDirective. Malta will have to adjust its legislation to adhere to thisDirective if it joins the Union.Legal Notice 43 of 1990In Malta, Legal Notice 43 of 1990 provides the minimum workingconditions for employees in hotels and restaurants. The LegalNotice also sets minimum wages for employees in industry.Legal Notice 43 provides as follows:Minimum wages are calculated over a 43-hour week duringthe summer months spread over 6 days, and a 39-hour week

during the rest of the year.When a working day exceeds five and a half hours anemployee is entitled to an aggregate break of one hour formeals and rest. (4(i))All employees in the industry are entitled to a day off in eachweek as a weekly day of rest. (27)Full-time employees are entitled to four working weeks andfour days paid vacation leave, in addition to National andpublic holidays. (32(1))The Legal Notice makes no mention of minimum daily rests, nordoes it provide for minimum conditions for night work (although insome cases these have been established in collective agreements).To read more about this subject refer to -http://www.olivermagro.com/Hospitality_Law/Working_time_directive.htmBibliographyAbbott P. and Lewry S., Front Office: Procedures, social skills and managementButterworth Heinemann, 1991Go F. et al, Human Resource Management in the Hospitality Industry John Wiley& Sons, 1996Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition,Educational Institute, 1995

Lecture Notes Lecture 12Front Office Management Page 1Lecture 12

Staff Motivation and EmpowermentStaff MotivationTrainingCross-trainingRecognitionCommunicationIncentive ProgrammesPerformance AppraisalsStaff EmpowermentStaff MotivationAs Kasavana remarks the term “motivation” can mean variousthings, but in our context it is –the art of stimulating a front office staff member’s interest ina particular job, project, or subject to the extent that he orshe is challenged to be continuously attentive, observant,concerned and committed.There are various motivational techniques:TrainingTraining is seen by many as one of the most effective waysto motivate employees – primarily because it is a way ofinforming employees that management truly cares enough to

provide the necessary instruction and direction to ensuretheir success.Cross-trainingCross-training simply means teaching an employee jobfunctions other than those he or she was hired to perform. Ithas advantages for both the employee and the employer: theemployee acquires additional skill which may help in hisprofessional development, the employer gains flexibility inscheduling.RecognitionGuest, managerial and peer recognition are strong staffmotivators. Staff should be aware of all positive guestcomments, especially those comments left in guestquestionnaires. Management may offer incentives to staffwho are favourably recognised by guests. In some casesrecognition is given through an employee-of-the-monthprogramme which gives the opportunity for managers andsometimes employees to select an employee for specialLecture Notes Lecture 12Front Office Management Page 2mention. Usually an employee qualifies for this honour bydemonstrating extraordinary commitment to the hotel, itsstandards and its goals.CommunicationKeeping employees informed about front office operationshelps produce positive results. A front office newsletter orbulletin can be an excellent way to establish and maintainformal communications. Some items which may findthemselves into the newsletter or bulletin include:Job opening announcementsPromotion, transfer, resignation and retirementannouncementsNew recruit announcementsPerformance tipsSpecial recognition awardsBirthday, marriage, engagement and birthannouncementsUpcoming event informationIncentive programmesIncentive programmes offer special recognition and rewardsto employees who have met certain performance standards ordefined goals. They may include commendation letters,certificates of appreciates, recognition dinners or events, giftcertificates, complimentary weekend packages, specialparking privileges, recognition plaques. The choice ofincentive will depend on the recognition being given, but the

reward must not be arbitrary. All staff members should begiven the opportunity to participate and must be fully awareof what is required from them to be eligible for the incentiveawards.Performance AppraisalsFront office staff need to feel secure with respect to their jobperformance. When properly conducted, a performanceappraisal can provide each member of staff with writtenfeedback on his or her performance. Moreover, it must beable to identify both strengths and weaknesses inperformance and provide plans and actions for improvement.As part of the appraisal, the manager and the employee mustbe able to agree on specific goals and target dates. Theappraisal must recognise outstanding performance and theappraiser (i.e. the manager) must commit himself toassisting the employee in his professional developments. AsKasavana suggests “Performance appraisals should be fair,objective, informative, and positive.” Employees shouldreceive an appraisal at least once a year.Lecture Notes Lecture 12Front Office Management Page 3Staff EmpowermentEmployee empowerment is particularly relevant in the hospitalityindustry because employees have the greatest amount of directcustomer contact. Levels of customer satisfaction can be increasedby empowering employees to handle guest requests or problemsimmediately, rather than having to their supervisors or managersevery time.Empowerment means that the employee will be able to take anindependent autonomous decision on how to deal with a particularsituation, a decision that may not necessarily be the same onetaken by his immediate supervisor or manager but a decision whichmust be respected nonetheless.If it is the manager’s duty to deal with guest problems why shoulda member of staff be involved?There are a number of reasons why in certain situations it would bebest if the supervisor or manager were directly involved, but theremay be situations where it would be best to allow an employee anamount of discretion to deal with a particular situation.Ideally, a hotel should have an employee empowerment schemeallowing for structured empowerment – i.e. a scheme that will givestructured guidelines to making decisions. The following is anexample of such a scheme.Guest complaint Authorised action1. A guest announces during check outthat he experienced a room-relatedproblem.

Offer upgrade for next visit, or adjustcurrent bill by as much as Lm50.002. A guest is charged an incorrect rate. Adjust rate if it appears incorrect fromall correspondence.Ask supervisor to make adjustment.Other hotels may adopt a more flexible approach giving a widerdiscretion to staff, but this depends on other factors, including thereliability of employees to take a reasonable decision.Whichever the type of employee empowerment strategy is put intoplace the benefits are the same:1. Customer satisfaction increases.2. Cooperation increases as managers and employees worktogether as a team.3. Managers are interrupted less as frontline employeesmake more decisions without managerial input.4. Employees are “forced” to become more responsible.Lecture Notes Lecture 12Front Office Management Page 45. Employees experience personal growth and developmentas they learn to make on-the-job decisions.6. Employee satisfaction increases due to greater feelings ofinvolvement and importance, and improved personalrelationships among co-workers.(Source: Go et al, Human Resource Management in the Hospitality IndustryWiley, 1996)BibliographyAbbott P. and Lewry S., Front Office: Procedures, social skills and managementButterworth Heinemann, 1991Go et al, Human Resource Management in the Hospitality Industry Wiley, 1996Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition,Educational Institute, 1995