netrashetty
Netra Shetty
Organisational Structure of Ann Taylor : Ann Taylor (NYSE: ANN) is an American group of specialty apparel retail chain stores for women, headquartered in New York City, (7 Times Square Tower, New York, NY 10036). The stores offer classic styled suits, separates, dresses, shoes and accessories. The brand is marketed under four divisions, Ann Taylor, LOFT (formerly Ann Taylor LOFT), Ann Taylor Factory and LOFT Outlet.
Richard Liebeskind, the founder of Ann Taylor Stores Corp., opened his first store in 1954. The first Ann Taylor store (Store 0001) was opened two years later in New Haven, Connecticut. "Ann Taylor" was the name of a best-selling dress at the founder's father's store. Both the best-selling dress and the name "Ann Taylor" were given from the father to his son, Richard Liebeskind [3], for good luck. [4] Liebeskind decided to go with the name Ann Taylor because "Ann" was considered a very New England name, and "Taylor" evoked the image of tailored clothing. The name created the ideal identity of classic woman's apparel.
As of the end of fiscal 2008, Ann Taylor had 935 stores consisting of 320 Ann Taylor stores, 510 LOFT stores, 91 Ann Taylor Factory stores, and 14 LOFT Outlet stores.[5] Total revenue was $2.4 billion, of which $1.09 billion came from the company's Ann Taylor Loft division, $689 million from Ann Taylor, and $417 million from Ann Taylor Factory Store
CEO
Kay Krill
2
Chairman of the Board
Ronald Hovsepian
2
Director
Linda Huett
Director
Daniel Yih
2
Director
Dale Hilpert
2
Director
Wesley Cantrell
8
Director
James Burke
2
Director
Michelle Gass
3
Director
Michael Trapp
Investor Relations
JP
Ann Taylor Stores
CB
CFO
Michael Nicholson
2
Legal
Barbara Eisenberg
3
Corporate Operations
Brian Lynch
Ann Taylor LOFT
GM
Finance, Investor Relations
MS
A concept called the quality circle is based on the belief that the
people who actually do the work, rather than their managers, are the
ones who are best able to identify, analyze, and correct problems they
encounter. The idea originated in Japan in 1962. The quality circle is
a group of employees, usually fewer than ten, who perform similar jobs
and meet once per week to discuss their work, identify problems, and
present possible solutions to those problems. For example, a quality
circle might be formed among front desk agents. The group forwards
its findings and proposals to management for evaluation and action.
Quality circles are most successful when they are part of an organization-
wide improvement effort. American business picked up on the
quality circle concept in the mid-1970s.4
THE ORGANIZATION OF A LODGING ESTABLISHMENT
As their facilities grow in size, lodging managers are faced with the
need to group certain jobs in order to ensure efficient coordination
and control of activities. These job groupings are usually called departments.
In general, departments might be grouped as front of the
house (those departments in which employees have guest contact, such
as front desk), and back of the house (where employees have little
guest contact, such as accounting). However, separating departments
by function is the most common method of organizing a hotel or a
lodging business. Figure 2–1 outlines the departmental structures of a
Figure 2–1 Department Structure in the Hotel and Lodging Industry: (a) Departments of a
Limited-Service Hotel; (b) Departments of a Full-Service Hotel (under 500 rooms)
30 Chapter 2 Organizational Structure
limited-service hotel, a full-service hotel with under 500 rooms, and a
full-service hotel with over 500 rooms. There may be as few as 2 or as
many as 50 employees in a particular department.
In a very small lodging business, such as a bed-and-breakfast, the
owner can supervise each department. However, as the lodging business
increases in size (i.e., above 20 rooms), it is most effective to create
managerial positions within departments.
Typically, the rooms department (called the front desk department in
a limited-service facility) includes reservations, the front office, housekeeping,
and telephone or PBX. In smaller full-service hotels, security
and engineering might also be included in the rooms department. Responsibilities
of the rooms department include reservations, guest reception,
room assignment, tracking the status of rooms (available or
occupied), prompt forwarding of mail and phone messages, security,
housekeeping of guest rooms and public spaces such as lobbies, and
answering guests’ questions. To perform these many duties effectively,
the rooms department may be divided into a number of specialized
subunits. To complicate matters, in many instances these subunits are
also referred to as departments. For example, the laundry department
ROOMS
DEPARTMENT
General Manager
Audit Front Desk Housekeeping Maintenance Sales
General Manager
Rooms
-Reservations
-Front Office
-Housekeeping
-Laundry
-Security
-Engineering
-PBX
-Food Production
-Food Services
-Room Service
-Beverage Manager
-Convention &
Catering
-Stewarding
-Employee
Recruitment
-Benefits Manager
-Training
-Sales Managers -Assistant Controllers
-Finance Operations
-Purchasing
-Storeroom
-Food & Beverage
Controller
-Credit Systems
(a)
(b)
Food & Beverage Human Resources Marketing & Sales Accounting
Figure 2–1 (Continued) (c) Departments of a Full-Service Hotel (over 500 rooms)
The Organization of a Lodging Establishment 31
Assistant General Manager
Director
of
Housekeeping
Front
Office
Manager
Chief
Telecommunication
Operator
Chief
Engineer
Director
Security
Director
Human
Resources
Director
Food &
Beverage
Director
Sales Controller
General Manager
Resident Manager
Assistant
Executive
Housekeeper
Assistant
Front
Office
Manager
Telecommunication
Operator
Assistant
Chief
Engineer
Supervisors
Assistant
F/B
Director
Sales
Manager
Assistant
Controller
Supervisors
Assistant
Managers
Supervisor
Energy
Management
Executive
Chef
-Account
Executives
F/B
Controller
Supervisor
Administration
Supervisor
Preventative
Maintenance
-Security
Officers
Guest
Room
Attendants
Front
Desk
Agents
-HVAC
-Electric
-Water
-Recruitment
-Benefits
-Payroll
-Training
-Labor
Relations
-Sous
Chef
-Kitchen
Staff
-Purchasing
Agent
-Storeroom
Staff
-Inventory
-Work Orders
-Purchasing
-Utilities
-Tools
-Plumbing
-Electric
-Carpentry
-HVAC
-Painting
-Masonry
-Grounds
-Television
-Upholstery
-Pool
Convention
Coordinator
Convention
Services
Manager
Director of
Catering
-Banquet
-Captains
(c)
Valet
Parking
-Service
Staff
Restaurant
Managers
General
Cashiers
-Front Office
Cashiers
-Restaurant
Cashiers
-Timekeeper
Executive
-Steward
-Bartenders
Beverage
Director
32 Chapter 2 Organizational Structure
shown in Figure 2–1b is responsible for cleaning and pressing all the
hotel’s linens and employee uniforms as well as guest laundry. Because
of its specialized function, little of the knowledge and skills required
to manage a laundry operation is transferable to other areas of hotel
operations.
Richard Liebeskind, the founder of Ann Taylor Stores Corp., opened his first store in 1954. The first Ann Taylor store (Store 0001) was opened two years later in New Haven, Connecticut. "Ann Taylor" was the name of a best-selling dress at the founder's father's store. Both the best-selling dress and the name "Ann Taylor" were given from the father to his son, Richard Liebeskind [3], for good luck. [4] Liebeskind decided to go with the name Ann Taylor because "Ann" was considered a very New England name, and "Taylor" evoked the image of tailored clothing. The name created the ideal identity of classic woman's apparel.
As of the end of fiscal 2008, Ann Taylor had 935 stores consisting of 320 Ann Taylor stores, 510 LOFT stores, 91 Ann Taylor Factory stores, and 14 LOFT Outlet stores.[5] Total revenue was $2.4 billion, of which $1.09 billion came from the company's Ann Taylor Loft division, $689 million from Ann Taylor, and $417 million from Ann Taylor Factory Store
CEO
Kay Krill
2
Chairman of the Board
Ronald Hovsepian
2
Director
Linda Huett
Director
Daniel Yih
2
Director
Dale Hilpert
2
Director
Wesley Cantrell
8
Director
James Burke
2
Director
Michelle Gass
3
Director
Michael Trapp
Investor Relations
JP
Ann Taylor Stores
CB
CFO
Michael Nicholson
2
Legal
Barbara Eisenberg
3
Corporate Operations
Brian Lynch
Ann Taylor LOFT
GM
Finance, Investor Relations
MS
A concept called the quality circle is based on the belief that the
people who actually do the work, rather than their managers, are the
ones who are best able to identify, analyze, and correct problems they
encounter. The idea originated in Japan in 1962. The quality circle is
a group of employees, usually fewer than ten, who perform similar jobs
and meet once per week to discuss their work, identify problems, and
present possible solutions to those problems. For example, a quality
circle might be formed among front desk agents. The group forwards
its findings and proposals to management for evaluation and action.
Quality circles are most successful when they are part of an organization-
wide improvement effort. American business picked up on the
quality circle concept in the mid-1970s.4
THE ORGANIZATION OF A LODGING ESTABLISHMENT
As their facilities grow in size, lodging managers are faced with the
need to group certain jobs in order to ensure efficient coordination
and control of activities. These job groupings are usually called departments.
In general, departments might be grouped as front of the
house (those departments in which employees have guest contact, such
as front desk), and back of the house (where employees have little
guest contact, such as accounting). However, separating departments
by function is the most common method of organizing a hotel or a
lodging business. Figure 2–1 outlines the departmental structures of a
Figure 2–1 Department Structure in the Hotel and Lodging Industry: (a) Departments of a
Limited-Service Hotel; (b) Departments of a Full-Service Hotel (under 500 rooms)
30 Chapter 2 Organizational Structure
limited-service hotel, a full-service hotel with under 500 rooms, and a
full-service hotel with over 500 rooms. There may be as few as 2 or as
many as 50 employees in a particular department.
In a very small lodging business, such as a bed-and-breakfast, the
owner can supervise each department. However, as the lodging business
increases in size (i.e., above 20 rooms), it is most effective to create
managerial positions within departments.
Typically, the rooms department (called the front desk department in
a limited-service facility) includes reservations, the front office, housekeeping,
and telephone or PBX. In smaller full-service hotels, security
and engineering might also be included in the rooms department. Responsibilities
of the rooms department include reservations, guest reception,
room assignment, tracking the status of rooms (available or
occupied), prompt forwarding of mail and phone messages, security,
housekeeping of guest rooms and public spaces such as lobbies, and
answering guests’ questions. To perform these many duties effectively,
the rooms department may be divided into a number of specialized
subunits. To complicate matters, in many instances these subunits are
also referred to as departments. For example, the laundry department
ROOMS
DEPARTMENT
General Manager
Audit Front Desk Housekeeping Maintenance Sales
General Manager
Rooms
-Reservations
-Front Office
-Housekeeping
-Laundry
-Security
-Engineering
-PBX
-Food Production
-Food Services
-Room Service
-Beverage Manager
-Convention &
Catering
-Stewarding
-Employee
Recruitment
-Benefits Manager
-Training
-Sales Managers -Assistant Controllers
-Finance Operations
-Purchasing
-Storeroom
-Food & Beverage
Controller
-Credit Systems
(a)
(b)
Food & Beverage Human Resources Marketing & Sales Accounting
Figure 2–1 (Continued) (c) Departments of a Full-Service Hotel (over 500 rooms)
The Organization of a Lodging Establishment 31
Assistant General Manager
Director
of
Housekeeping
Front
Office
Manager
Chief
Telecommunication
Operator
Chief
Engineer
Director
Security
Director
Human
Resources
Director
Food &
Beverage
Director
Sales Controller
General Manager
Resident Manager
Assistant
Executive
Housekeeper
Assistant
Front
Office
Manager
Telecommunication
Operator
Assistant
Chief
Engineer
Supervisors
Assistant
F/B
Director
Sales
Manager
Assistant
Controller
Supervisors
Assistant
Managers
Supervisor
Energy
Management
Executive
Chef
-Account
Executives
F/B
Controller
Supervisor
Administration
Supervisor
Preventative
Maintenance
-Security
Officers
Guest
Room
Attendants
Front
Desk
Agents
-HVAC
-Electric
-Water
-Recruitment
-Benefits
-Payroll
-Training
-Labor
Relations
-Sous
Chef
-Kitchen
Staff
-Purchasing
Agent
-Storeroom
Staff
-Inventory
-Work Orders
-Purchasing
-Utilities
-Tools
-Plumbing
-Electric
-Carpentry
-HVAC
-Painting
-Masonry
-Grounds
-Television
-Upholstery
-Pool
Convention
Coordinator
Convention
Services
Manager
Director of
Catering
-Banquet
-Captains
(c)
Valet
Parking
-Service
Staff
Restaurant
Managers
General
Cashiers
-Front Office
Cashiers
-Restaurant
Cashiers
-Timekeeper
Executive
-Steward
-Bartenders
Beverage
Director
32 Chapter 2 Organizational Structure
shown in Figure 2–1b is responsible for cleaning and pressing all the
hotel’s linens and employee uniforms as well as guest laundry. Because
of its specialized function, little of the knowledge and skills required
to manage a laundry operation is transferable to other areas of hotel
operations.
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