Duties & Responsibilities Front Office Assistant 1. Responsible Responsible to follow follow Hotel Rules and Regulations Regulations 2. Welcome Welcome the hotel hotel guests, guests, making making room room reservati reservations ons and checking checking people people in. in. Accepts room reservations, especially the acceptance of reservations for the day and confirmation of reservations. 3. Assigns Assigns rooms rooms and and preparati preparation on of the the weekly weekly room room forecast forecast.. 4. Sells Sells guest guest rooms rooms to to walk-i walk-in n guests. guests. 5. Receipts Receipts of advance advance deposit depositss (acceptance (acceptance of coupons, coupons, hotel order orders, s, etc.) etc.) 6. Assists Assists guests in fillin filling g in the Regist Registrati ration on Card. Card. 7. Prepares Prepares and distribut distributes es name slips. slips. Prepares Prepares guest folios folios and followfollow- up with no-show guests. 8. Prepares Prepares guest history. history. Prepares Prepares various various business business reports. reports. 9. Gives Gives instr instruct uction ion of of rooms rooms to be chang changed ed 10. Keeps room keys in safe conditions and Control Control and maintain maintain key boxes. 11. Maintains a friendly, friendly, neat and professional image to to guests and colleagues, colleagues, performs any duties related to the department and assists other departments. 12. Processing reservation requests as assigned, assigned, Preparing correspondence for customers via fax and e-mail for general inquiries and reservations. 13. General office duties duties to include answering answering phones, filing, faxing, and copying. Processing with credit cards payments. 14. accepting room reservations reservations on the telephone, handling handling messages and accepting accepting payment of hotel bills. 15. To prepare a customer's account, collate collate the cost of additional items items such as Room service Bills, telephone calls Mini bar, include them them in the final bills 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 follow the following procedure for collecting the advance. 1. You have to refer refer the corpora corporate te list list of the the companies companies regular regular with with us while collecting the advance. 2. Do not give give the room without without out out proper persona personall ID’s with with photo photo identity identity and Address 3. Collect Collect the the proper proper advance from walk-in walk-in guest guest and Scanty Scanty Baggage’s Baggage’s 4. Do not accept accept the the reservatio reservation n without without proper proper contact contact numbers numbers and person personal al details. 5. Ensure Ensure that all all the informati information on to be filled filled by the guest guest during during the check check in. Ensure that the above points to be followed during the check in out our hotel Guest.
Front Office Manager
Front Office Management Project You are required to research and prepare for group presentation the following project relating to the Management and Organisation of the Front Office. Scenario You are the Front Office Consultant for the construction of a 300-bedroom, luxury hotel overlooking the sea in Malta. The predominant markets are Tourist and Business. All rooms will have a sea view, and are situated on 3 floors. The hotel has 24 suites, 146 twins and 130 double rooms. You are required to: 1. Design the Front Office area including the lobby, front desk, Concierge and Back Office. (20%) 2. Prepare seasonal tariffs for each room indicating which method you used to 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 staff budget for the first year of operation. (15%) 5. Complete one of the following: a. Prepare a training plan for the Concierge staff, indicating the costs involved. (10%) b. Decide on the equipment and stock levels required to run the Front Desk and prepare a budget. (10%) The remaining 20% of the final mark will be based on your individual performance in the presentation of the project. You will be assessed on the project prior and during the final presentation. NB All modern Front Office departments make use of a Management Information System. It is not within the scope of this module to look into the various factors that influence the choice of a M.I.S. (this will be dealt with in an optional module in Semester 2). You are not required to select a system for your hotel, however you must take a computer system into account when designing the Front Office area.
SLS07 - Front Office Management Scheme of Work for Academic Year 2001/2 This scheme of work is subject to change. Lecture 1 Introduction - Skills survey - Specialist sources of business Having just returned from an International Internship, we will hold a "skills" survey in class to determine which Front Office skills we have individually mastered over the year abroad. In this first introductory lecture we will also discuss specialist sources of business such as timeshare, conferences, incentive, and casino business. Lecture 2 Front Office staffing levels and rotas This lecture will discuss the different posts within Front Office and will look into the factors that determine staffing levels, as well as the various shift patterns that may be employed. Reference is made to the EU Working Time Directive and the relevant local Legal Notice on this subject. Class Assignments: • Job description for a Front Desk clerk. • Staff roster Lecture 3 Establishing room rates This lecture will look into methods employed to determine room rates and will explore both cost and market based pricing. Use will be made of Microsoft Excel to show how an electronic spreadsheet can serve as a decision support system. A short assignment to be completed at home will be given on this topic. Lecture 4 Contracting rates In this lecture we look in the procedures adopted when setting up group or special one off rates. Class Assignment: • Case study Lecture 5 Occupancy reports and forecasts This lecture discusses the various occupancy reports and forecasts produced by a hotel's Front Office department. Scheme of Work Front Office Management Page 2 of 3
Lectures 6&7 Yield Management These lectures will emphasise the importance of Yield Management for Front Office Managers, although reference will be made to the significance of determining 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 study Lecture 8 Data Protection Legislation and the Guest This lecture will discuss the various aspects of data protection (informational privacy) and how these affect the storing and analysis of data on guests. Reference is made to which marketing techniques may fall foul of data protection law. Lecture 9 Statutory Requirements and the Front Office Manager Having discussed data protection in the previous lecture, we will now look into statutory requirements - mostly of a reporting nature - which may require some input from the Front Office Manager. We look into legal requirements under the Immigration Act and the reports required by the Malta Tourism Authority. Lecture 10 The Night Audit In this lecture we look at the various night audit procedures adopted, most of which are nowadays at least semi-automated and considered as a "system update." We examine what is required from a night audit, and what contingency measures can be taken in the event of a system failure. Lecture 11 Evaluating Front Office Operations This lecture will look into how a Front Office Manager may evaluate operations by utilising occupancy and operating ratios, and how these will affect short and long term decision making. Class assignment: • Case study Lecture 12 Staff motivation and empowerment The most important resource in a hotel is the human resource. In this lecture we discuss how a Front Office Manager may motivate his staff to perform better, including handling guest complaints more effectively and maximising revenue. Scheme of Work Front Office Management Page 3 of 3
Lecture 13 Security of guests, staff and the hotel This lecture will discuss the role played by the Front Office in protecting guests, staff and the hotel from various dangers and threats. We examine how computer systems may be vulnerable to viruses and hacking unless necessary precautions are taken. Lecture 14 Revision Lecture Assessment
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 Project 20% on Class assignments and Assignment on Room rates 40% on the Final Test (A Case study) Basic
Skills Survey Now that you have gained some experience in Front Office operations we will proceed to study some 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, it may well be because you have not been given the opportunity to develop them at your place of work. 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 Never Frequent Frequent
Checking 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 Never Frequent Frequent
Transferring a guest folio to a ledger Transferring a guest folio to another room Moving a guest from one room to another
Handling an overbooking situation Removing guest charges End-of-shift cashiering Night Audit C Have you ever made use of a Property Management System? Yes No D If yes, which systems have you used? Rate your knowledge next to the systems you identify. System used Very good Satisfactory Poor Hardly any knowledge ___________________ ___________________ ___________________ E Throughout your internship have you made use of other types of technology or business software? If yes, please specify. Use the space overleaf to recount any unusual or extraordinary experience/s you have encountered. Lecture Notes Lecture 2 Front Office Management Page 1
Lecture 2
Front Office staffing levels and Rotas Job descriptions The constitutive parts of a job description Personnel specification Staffing levels The Activity Pattern Scheduling alternatives Staff rotas - employee scheduling EU Working Time Directive Legal Notice 43 of 1990
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Job descriptions descriptions A job description lists all the tasks and related information that make up a work position. It may also outline reporting relationships responsibilities working conditions equipment and material to be used Job descriptions must be worded in sufficiently clear terms as to identify the specific duties of the employee. It must however be
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made clear within the job description itself that the description is not exhaustive and the employee may be required to regularly undertake other duties. Job descriptions serve at least two purposes: 1. An 1. An important selection tool. When recruiting a new member of staff, the interviewer and the prospective employee are immediately aware of the duties the latter is expected to perform. The interviewer may use the description to gauge the suitability of applicants. 2. A 2. A job description is useful in analysing a particular job and a person carrying out that job. This more or less depends on how detailed the job description is. In some cases a job description may be supplemented by a job list, which deals with each specific tasks. Go et al (page al (page 204) consider a job analysis as an instrument which "identifies both the tasks comprising a specific job as well as the skills, knowledge, and attitudes required for that position." By producing a job analysis for an existing employee, a manager may then tweak a job description to cover duties that had been previously omitted (eg. specific tasks using IT) or remove tasks which are not in practice required (eg. references to a Whitney board system). More importantly a job analysis will assist the Lecture Notes Lecture 2 Front Office Management Page 2
manager to define training requirements (eg. a Front Office manager may find that a front desk clerk needs training on handling guest complaints). The constitutive parts of a job description Job descriptions differ from each other. However, one normally expects the description to be worded in a format similarly to this sample description provided by Abbott & Lewry (page 248): Job title: Senior Receptionist Place of work: Queen's Hotel Manchester General scope of job: To carry out reception duties as laid down in the hotel's operating manual, and to assist the front office manager in maintaining an efficient, helpful and sales oriented department. Responsible to: Front Office Manager Responsible for: Receptionists, telephonists, reservations staff Main duties: 1. To have full knowledge of, and be able to act in accordance with, the hotel's fire plan and the Fire Act 1971 2. To be fully converstant with, and be able to implement, the Hygiene and Safety 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 carried out as laid down in the hotel's operating manual. 7. To carry out the duties of reservations clerk, receptionist or telephonist as necessary. 8. To be responsible for the reconciliation and banking of all receipts and floats as laid down in the hotel's operating manual. 9. To prepare all relevant statistics as laid down in the hotel's operating manual. 10. To carry out any reasonable duty required by management for the efficient operation of the hotel. Occasional duties: To carry out general clerical or administrative duties as required by management. To assist management with the induction and training of new front office staff. Lecture Notes Lecture 2 Front Office Management Page 3 •
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Personnel specification (or job specification) specification) Whereas a job description describes what a particular job entails, a personnel specification will describe the qualities required in a person to be suitable to carry out that job description. When a job vacancy arises, the personnel specification will assist the interviewer in conducting an effective and comprehensive interview. Abbott and Lewry (page 248) suggest that an interviewer should consider the "seven point interview plan" adopted by the National Institute of Industrial Psychology. The plan recommends considering the following points: 1. Physical requirements A front office job has few physical requirements, but receptionists do rather more standing than is usual in other clerical jobs. Physical appearance is important, as front office personnel are representatives of the hotel. 2. Attainments 2. Attainments Previous experience at a hotel front desk may well prove useful. Clerical experience or a position involving a degree of customer interaction will help. Interviewer should read a curriculum vitae with an eye to spotting significant unexplained gaps. 3. General Intelligence Staff should be literate and numerate. A Certificate in Accommodation Operations or City & Guild's should definitely be considered an asset! 4. Special skills and aptitude •
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Keyboard skills Linguistic skills 5. Interests Interests will provide clues as to an applicant's personality traits. 6. Disposition Personality traits or qualities required by front office staff, eg. being conscientious, methodical, accurate, friendly, sympathetic, understanding, knowledgeable, enthusiastic, persuasive. • •
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7. Circumstances A person's circumstances (eg. single, married, with children etc.) may indicate whether a person is likely to remain in the job and perform regularly and efficiently. Discrimination on the basis of a disability is illegal •
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3. (1) A person shall be discriminating against another person on the grounds of disability in any a ny circumstances relevant for the purposes of any provision of this Act, if: (a) in circumstances which are similar or not materially different, he treats or proposes to treat a person who has a disability less favourably than he treats or 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 a characteristic that appertains generally to persons who have such a disability or a presumed characteristic that is generally imputed to persons who have such a disability. Equal Opportunities (Persons with Disability) Act, 2000
Abbott & Lewry provide us with a sample personnel specification. This can be modified to suit sui t our own local requirements. Post: Post: Junior receptionist Essential Preferred 1 Physical Age 18-25 Health Good Appearance Neat, well groomed Attractive Voice Pleasant, clear Acceptable accent 2 Attainments/Experience Full time work in equivalent hotel Good reference 3 General Intelligence Secondary GCSE or equivalent with English and Maths 4 Special Skills/Aptitudes Secondary Typing Language(s) Computer Studies Advanced Further C&G Reception
BTEC Diploma First Aid certificate Higher 5 Interests Sociable, gregarious Persuasive, fluent, self-reliant numerate 6 Disposition Honest Initiative, mature 7 Circumstances Local Live-in Lecture Notes Lecture 2 Front Office Management Page 5
Staffing Levels One of the major difficulties for a manager in any hotel environment is that of determining adequate staffing levels. Inadequate staffing levels jeopardise the quality of service and may in the long run affect business adversely, over staffing will on the other hand cause an unnecessary expense. There is no magic formula to determine staffing levels. There are however a number of factors to bear in mind when determining staffing levels for your front office department. Abbott and Lewry (page 245) suggest at least six important factors: 1. Number of occupied rooms Empty rooms will not generate clerical work or customer contact. 2. Average length of stay The shorter the average length the larger the number of arrivals and departures. 3. Pattern of activity Since the majority of guests in Malta travel by air on regular scheduled and chartered flights it is easier to analyse a regular pattern of activity when it comes to the arrival and departure of guests. 4. Amount of personal contact required The presence of concierge and/or guest relations may minimise personal contact, as will automated check-in and check-out processes. 5. Character of the hotel In a leisure resort a guest may well be willing to wait a few minutes at check-in, but business guests in what is perceived as a hotel catering for business clients will often expect faster service. Luxury hotels in particular need to avoid exposing guests to the indignity of having to queue. 6. Technology employed Computerisation (automation of business processes) means less time is spent on clerical jobs and hence affects staffing level. The activity pattern
An activity pattern requires a series of shifts to handle the various Front Office tasks, and may vary from weekdays to weekends. On weekdays there is increased morning activity when a hotel's accounts department, purchasing, sales and marketing, as well as reservations are fully manned. On weekends the strain of handling Lecture Notes Lecture 2 Front Office Management Page 6
calls, visitors and enquiries for these departments may be replaced by substituting for reservations etc as the case may be. A front office shift pattern may create a few problems. Generally front office shifts are split into two: morning shifts or early shifts, and afternoon/evening shifts referred to as late shifts. In some cases hotels also utilise a supplementary "middle shift" which covers normal business hours, provide a continuum from one shift to another, providing backup for breaks and generally assisting the busier periods of the day. The first shift normally starts early, and the last shift finishes later than most jobs. Shift patterns and staff positions have a direct effect on staffing levels. If a hotel ad adopts opts the once traditional method of employing separate cashiers and receptionists then the staffing requirements will reflect this. If however a hotel encourages the more modern approach whereby a front desk employee is in effect a "front office clerk (or agent)" then the number of employees required may be different. If the hotel adopts a day in/day out system (sometimes referred to as compressed schedules) the number of staff required may be even less. There are other scheduling alternatives: alternatives: Part-time scheduling Part-timers can replace staff on vacation leave, provide seasonal employment to supplement full-time staff during busy periods. They may and should ideally be scheduled regularly and not simply on demand. Flextime scheduling Some employees may be willing to work flextime which is ideal for situations where managers need to cover the varying workloads of all shifts. Compressed schedules This is akin to the day in / day out shift - and normally means that the front office employee will work four days in week and three days in another. In one week the number of hours may exceed 40 hours and in the other week will w ill be less than 40 hours. Under our legislation when an employee exceeds 40 hours in such a situation s/he is not entitled to overtime as the hours or offset in subsequent weeks.
Refer to the Excel worksheet Staffing_Requirements.xls available at http://www.olivermagro.com/front_office_mgt.htm Lecture Notes Lecture 2 Front Office Management Page 7
Staff rotas - employee scheduling Employee scheduling affects payroll costs, employee productivity as 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 sometimes such preferences may be due to the circumstances of the employee in question. It is undoubtedly difficult to suit the needs of every member of staff, but the roster must be b e seen to be fair and in relation 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 as Sunday through Saturday. Schedules should be posted at least three days before the beginning of the next workweek. Days off, vacation time, and requested days off should be indicated on the posted work schedule. The work schedule for the current week should be b e reviewed daily in relation to the anticipated business volume and unanticipated changes in staff availability. Any scheduling changes should be noted directly on the posted work schedule. A copy of the posted work schedule can be used to monitor the daily attendance of employees. This copy should be retained as part of the department's permanent records. The EU Working Time Directive When scheduling staff managers may be required to take note of a number of legal requirements. Member states of the European Union have been required to follow Council Directive 93/104 known as the Council Directive concerning certain aspects of the organisation of Working Time. The aim of the Directive is to protect employees against the adverse effects on their health and safety caused by working excessively long hours without adequate rest. It provides for: a maximum 48 hour week averaged over a period of four months. a minimum daily rest period of 11 consecutive hours a day. a rest break (established by national law) where a working day is longer than six hours. a minimum rest period of one day a week. •
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a right to annual paid holidays of 4 weeks, and night work cannot exceed eight hours a night on average. The Directive requires that all Member States in the Union enact legislation which provides the minimal protection as outlined in the Directive. Malta will have to adjust its legislation to adhere to this Directive if it joins the Union. Legal Notice 43 of 1990 In Malta, Legal Notice 43 of 1990 provides the minimum working conditions for employees in hotels and restaurants. The Legal Notice also sets minimum wages for employees in industry. Legal Notice 43 provides as follows: Minimum wages are calculated over a 43-hour week during the 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 an employee is entitled to an aggregate break of one hour for meals and rest. (4(i)) All employees in the industry are entitled to a day off in each week as a weekly day of rest. (27) Full-time employees are entitled to four working weeks and four days paid vacation leave, in addition to National and public holidays. (32(1)) The Legal Notice makes no mention of minimum daily rests, nor does it provide for minimum conditions for night work (although in some cases these have been established in i n collective agreements). To read more about this subject refer to http://www.olivermagro.com/Hospitality_Law/Working_time_directi ve.htm
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Bibliography Abbott P. and Lewry S., Front Office: Procedures, social skills and management Butterworth Heinemann, 1991 Go F. et al, Human Resource Management in the Hospitality Industry John Wiley & Sons, 1996 Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition, Educational Institute, 1995
Lecture Notes Lecture 12 Front Office Management Page 1
Lecture 12
Staff Motivation and Empowerment • • •
Staff Motivation Training Cross-training
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Recognition Communication Incentive Programmes Performance Appraisals Staff Empowerment
Staff Motivation As Kasavana remarks the term “motivation” can mean various things, but in our context it is – the art of stimulating a front office staff member’s interest in a particular job, project, or subject to the extent that he or she is challenged to be continuously attentive, observant, concerned and committed. There are various motivational techniques: Training Training is seen by many as one of the most effective ways to motivate employees – primarily because it is a way of informing employees that management truly cares enough to provide the necessary instruction and direction to ensure their success. Cross-training Cross-training simply means teaching an employee job functions other than those he or she was hired to perform. It has advantages for both the employee and the employer: the employee acquires additional skill which may help in his professional development, the employer gains flexibility in scheduling. Recognition Guest, managerial and peer recognition are strong staff s taff motivators. Staff should be aware of all positive guest comments, especially those comments left in guest questionnaires. Management may offer incentives to staff who are favourably recognised by guests. In some cases recognition is given through an employee-of-the-month programme which gives the opportunity for managers and sometimes employees to select an employee for special sp ecial Lecture Notes Lecture 12 Front Office Management Page 2
mention. Usually an employee qualifies for this honour by demonstrating extraordinary commitment to the hotel, its standards and its goals. Communication Keeping employees informed about front office operations helps produce positive results. A front office newsletter or bulletin can be an excellent way to establish and maintain formal communications. Some items which may find
themselves into the newsletter or bulletin include: Job opening announcements Promotion, transfer, resignation and retirement announcements New recruit announcements Performance tips Special recognition awards Birthday, marriage, engagement and birth announcements Upcoming event information Incentive programmes Incentive programmes offer special recognition and rewards to employees who have met certain performance standards or defined goals. They may include commendation letters, certificates of appreciates, recognition dinners or events, gift certificates, complimentary weekend packages, special parking privileges, recognition plaques. The choice of incentive will depend on the recognition being given, but the reward must not be arbitrary. All staff members should be given the opportunity to participate and must be fully aware of what is required from them to be eligible for the incentive awards. Performance Appraisals Front office staff need to feel secure with wi th respect to their job performance. When properly conducted, a performance appraisal can provide each member of staff with written feedback on his or her performance. Moreover, it must be able to identify both strengths and weaknesses in performance and provide plans and actions for improvement. As part of the appraisal, the manager and the employee must be able to agree on specific goals and target dates. The appraisal must recognise outstanding performance and the appraiser (i.e. the manager) must commit himself to assisting the employee in his professional developments. As Kasavana suggests “Performance appraisals should be fair, objective, informative, and positive.” Employees should receive an appraisal at least once a year. • •
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Staff Empowerment Employee empowerment is particularly relevant in the hospitality industry because employees have the greatest amount of direct customer contact. Levels of customer satisfaction can be increased by empowering employees to handle guest requests or problems
immediately, rather than having to their supervisors or managers every time. Empowerment means that the employee will be able to take an independent autonomous decision on how to deal with a particular situation, a decision that may not necessarily be the same one taken by his immediate supervisor or manager but a decision which must be respected nonetheless. If it is the manager’s duty to deal with guest problems why should a member of staff be involved? There are a number of reasons why in i n certain situations it would be best if the supervisor or manager were w ere directly involved, but there may be situations where it would be best to allow an employee an amount of discretion to deal with a particular situation. Ideally, a hotel should have an employee empowerment scheme allowing for structured empowerment – i.e. a scheme that will give structured guidelines to making decisions. The following is an example of such a scheme. Guest complaint Authorised action 1. A guest announces during check out that he experienced a room-related problem. Offer upgrade for next visit, or adjust current bill by as much as Lm50.00 2. A guest is charged an incorrect rate. Adjust rate if it appears incorrect from all correspondence. Ask supervisor to make adjustment.
Other hotels may adopt a more flexible approach giving a wider discretion to staff, but this depends on other factors, including the reliability of employees to take a reasonable decision. Whichever the type of employee empowerment strategy is put into place the benefits are the same: 1. Customer satisfaction increases. 2. Cooperation increases as managers and employees work together as a team. 3. Managers are interrupted less as frontline employees make more decisions without managerial input. 4. Employees are “forced” to become more responsible. Lecture Notes Lecture 12 Front Office Management Page 4
5. Employees experience personal growth and development as they learn to make on-the-job decisions. 6. Employee satisfaction increases due to greater feelings of involvement and importance, and improved personal relationships among co-workers. (Source: Go et al, Human Resource Management in the Hospitality Industry Wiley, 1996)
Bibliography Abbott P. and Lewry S., Front Office: Procedures, social skills and management Butterworth Heinemann, 1991 Go et al, Human Resource Management in the Hospitality Industry Wiley, 1996 Kasavana M. and Brooks R., Managing Front Office Operations Fourth Edition, Educational Institute, 1995
