:

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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