Accommodation Management

This book offers students a uniquely concise, accessible and comprehensive introduction to hotel accommodation management that covers the range of managerial subjects and disciplines in the sector. The book focuses on enduring aspects of the accommodation management function (front office management, housekeeping, revenue management); the changing context of hotel accommodation provision (the move to ‘asset light’, the supply of accommodation, trends in hotel investment and asset management, the challenges engendered by social media and the collaborative economy to the hotel market); and the role of accommodation in additional and integrated facilities and markets (spas, resorts, MICE markets). International case studies illustrating examples of practice in the industry are integrated throughout, along with study questions and other features to aid understanding and problem solving. This is essential reading for all hospitality and hotel management students.

This book offers students a uniquely concise, accessible and comprehensive introduction to hotel accommodation management that covers the range of managerial subjects and disciplines in the sector. The book focuses on enduring aspects of the accommodation management function (front office management, housekeeping, revenue management); the changing context of hotel accommodation provision (the move to ‘asset light’, the supply of accommodation, trends in hotel investment and asset management, the challenges engendered by social media and the collaborative economy to the hotel market); and the role of accommodation in additional and integrated facilities and markets (spas, resorts, MICE markets). International case studies illustrating examples of practice in the industry are integrated throughout, along with study questions and other features to aid understanding and problem solving. This is essential reading for all hospitality and hotel management students.

Offers an integrated approach to the management of accommodation processes in the hotel industry.

In order to study the complexities of accommodation management in real world working situations, the authors have adopted a systems approach identified by five main sub-systems. These are the building, housekeeping services, personnel control, purchases and supplies and the client and the front office. It is stressed that when considering accommodation management, in various enterprises including hotels, hospitals, halls of residence, conference centres and leisure centres and the possible functions of the Accommodation Manager are categorized within the overall system of accommodation management.

Evidence given to the Committee showed that Armed Forces personnel and their families valued accommodation very highly and saw it as part of their terms and conditions of employment and as promoting unit cohesion and support for families when personnel were deployed on operations. The provision of accommodation was particularly important for those who were required to be mobile; it was the only option allowing families to live together. It is also clear that for many personnel, Service Families Accommodation is the only affordable housing solution. Indeed, the Families Federation said that inquiries and complaints about accommodation account for more than half of the regular communications they receive. So when the Committee considered the MoD's decision to halt upgrade work on accommodation for the next three years, they saw it as damaging to the Covenant and recommended that the MoD look again urgently at the stoppage, which, in any case, could well be a false economy. In early 2012, the MoD began work on the New Employment Model, looking at how Armed Forces personnel are employed. One element of this is the Future Accommodation. The Committee recommends that this project should be sufficiently flexible to meet the needs of the three individual Services by allowing sufficient variation to meet their differing needs. They should also take account of the needs of personnel at different stages in their lives and careers. Given the fragility of morale we recommend that the MoD should use a more effective communications strategy to keep Service families in the picture