4.1.2. Organizational structure and labor structure of Habana Hotel
4.1.2.1. Organizational structure of hotel departments
Reception department
Swimming pool parts
Karaoke department
Massage part
- spa
Finance Department
Human Resources Department
Figure 4.1 Organizational structure of Habana Hotel
Manager
Deputy Director (Manager) |
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Solutions for tourism development in Tien Lang - 10
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- District People's Committees and authorities of communes with tourist attractions should support, promote, and provide necessary information to people, helping them improve their knowledge about tourism. Raise tourism awareness for local people.
*
* *
Due to limited knowledge and research time, the thesis inevitably has shortcomings. Therefore, I look forward to receiving guidance from teachers, experts as well as your comments to make the thesis more complete.
Chapter III Conclusion
Through the issues presented in Chapter II, we can come to some conclusions:
Based on the strengths of available tourism resources, the types of tourism in Tien Lang that need to be promoted in the coming time are sightseeing and resort tourism, discovery tourism, weekend tourism. To improve the quality and diversify tourism products, Tien Lang district needs to combine with local cultural tourism resources, at the same time combine with surrounding areas, build rich tourism products. The strengths of Tien Lang tourism are eco-tourism and cultural tourism, so developing Tien Lang tourism must always go hand in hand with restoring and preserving types of cultural tourism resources. Some necessary measures to support and improve the efficiency of exploiting tourism resources in Tien Lang are: strengthening the construction of technical facilities and labor force serving tourism, actively promoting and advertising tourism, and expanding forms of capital mobilization for tourism development.
CONCLUDE
I Conclusion
1. Based on the results achieved within the framework of the thesis's needs, some basic conclusions can be drawn as follows:
Tien Lang is a locality with great potential for tourism development. The relatively abundant cultural tourism resources and ecological tourism resources have great appeal to tourists. Based on this potential, Tien Lang can build a unique tourism industry that is competitive enough with other localities within Hai Phong city and neighboring areas.
In recent years, the exploitation of the advantages of resources to develop tourism and build tourist routes in Tien Lang has not been commensurate with the available potential. In terms of quantity, many resource objects have not been brought into the purpose of tourism development. In terms of time, the regular service time has not been extended to attract more visitors. Infrastructure and technical facilities are still weak. The labor force is still thin and weak in terms of expertise. Tourism programs and routes have not been organized properly, the exploitation content is still monotonous, so it has not attracted many visitors. Although resources have not been mobilized much for tourism development, they are facing the risk of destruction and degradation.
2. Based on the results of investigation, analysis, synthesis, evaluation and selective absorption of research results of related topics, the thesis has proposed a number of necessary solutions to improve the efficiency of exploiting tourism resources in Tien Lang such as: promoting the restoration and conservation of tourism resources, focusing on investment and key exploitation of ecotourism resources, strengthening the construction of infrastructure and tourism workforce. Expanding forms of capital mobilization. In addition, the thesis has built a number of tourist routes of Hai Phong in which Tien Lang tourism resources play an important role.
Exploiting Tien Lang tourism resources for tourism development is currently facing many difficulties. The above measures, if applied synchronously, will likely bring new prospects for the local tourism industry, contributing to making Tien Lang tourism an important economic sector in the district's economic structure.
REFERENCES
1. Nhuan Ha, Trinh Minh Hien, Tran Phuong, Hai Phong - Historical and cultural relics, Hai Phong Publishing House, 1993
2. Hai Phong City History Council, Hai Phong Gazetteer, Hai Phong Publishing House, 1990.
3. Hai Phong City History Council, History of Tien Lang District Party Committee, Hai Phong Publishing House, 1990.
4. Hai Phong City History Council, University of Social Sciences and Humanities, VNU, Hai Phong Place Names Encyclopedia, Hai Phong Publishing House. 2001.
5. Law on Cultural Heritage and documents guiding its implementation, National Political Publishing House, Hanoi, 2003.
6. Tran Duc Thanh, Lecture on Tourism Geography, Faculty of Tourism, University of Social Sciences and Humanities, VNU, 2006
7. Hai Phong Center for Social Sciences and Humanities, Some typical cultural heritages of Hai Phong, Hai Phong Publishing House, 2001
8. Nguyen Ngoc Thao (editor-in-chief, Tourism Geography, Hai Phong Publishing House, two volumes (2001-2002)
9. Nguyen Minh Tue and group of authors, Hai Phong Tourism Geography, Ho Chi Minh City Publishing House, 1997.
10. Nguyen Thanh Son, Hai Phong Tourism Territory Organization, Associate Doctoral Thesis in Geological Geography, Hanoi, 1996.
11. Decision No. 2033/QD – UB on detailed planning of Tien Lang town, Hai Phong city until 2020.
12. Department of Culture, Information, Hai Phong Museum, Hai Phong relics
- National ranked scenic spot, Hai Phong Publishing House, 2005. 13. Tien Lang District People's Committee, Economic Development Planning -
Culture - Society of Tien Lang district to 2010.
14.Website www.HaiPhong.gov.vn
APPENDIX 1
List of national ranked monuments
STT
Name of the monument
Number, year of decisiondetermine
Location
1
Gam Temple
938 VH/QĐ04/08/1992
Cam Khe Village- Toan Thang commune
2
Doc Hau Temple
9381 VH/QĐ04/08/1992
Doc Hau Village –Toan Thang commune
3
Cuu Doi Communal House
3207 VH/QĐDecember 30, 1991
Zone II of townTien Lang
4
Ha Dai Temple
938 VH/QĐ04/08/1992
Ha Dai Village –Tien Thanh commune
APPENDIX II
STT
Name of the monument
Number, year of decision
Location
1
Phu Ke Pagoda Temple
178/QD-UBJanuary 28, 2005
Zone 1 - townTien Lang
2
Trung Lang Temple
178/QD-UBJanuary 28, 2005
Zone 4 – townTien Lang
3
Bao Khanh Pagoda
1900/QD-UBAugust 24, 2006
Nam Tu Village -Kien Thiet commune
4
Bach Da Pagoda
1792/QD-UB11/11/2002
Hung Thang Commune
5
Ngoc Dong Temple
177/QD-UBNovember 27, 2005
Tien Thanh Commune
6
Tomb of Minister TSNhu Van Lan
2848/QD-UBSeptember 19, 2003
Nam Tu Village -Kien Thiet commune
7
Canh Son Stone Temple
2160/QD-UBSeptember 19, 2003
Van Doi Commune –Doan Lap
8
Meiji Temple
2259/QD-UBSeptember 19, 2002
Toan Thang Commune
9
Tien Doi Noi Temple
477/QD-UBSeptember 19, 2005
Doan Lap Commune
10
Tu Doi Temple
177/QD-UBJanuary 28, 2005
Doan Lap Commune
11
Duyen Lao Temple
177/QD-UBJanuary 28, 2005
Tien Minh Commune
12
Dinh Xuan Uc Pagoda
177/QD-UBJanuary 28, 2005
Bac Hung Commune
13
Chu Khe Pagoda
177/QD-UBJanuary 28, 2005
Hung Thang Commune
14
Dong Dinh
2848/QD-UBNovember 21, 2002
Vinh Quang Commune
15
President's Memorial HouseTon Duc Thang
177/QD-UBJanuary 28, 2005
NT Quy Cao
Ha Dai Temple
Ben Vua Temple
Tien Lang hot spring
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Organizational Structure and Management of Agribank Ha Nam Province Branch

Set
Set | |
part | part |
room | home |
row |
Accountant
Cashier
Human Resources
Technique
Protect
(Source: Habana Hotel)
To achieve efficiency in managing business operations, each department in the hotel must operate well, complete the set goals and coordinate well with other departments to form a strong collective. In recent years, despite many difficulties in administrative organization, in general, the departments of Habana Hotel have fulfilled their roles and functions well.
Function of each part
- Manager:
As hotel managers, responsible for general management and operations: consulting and assisting functional departments to develop business strategies. Planning hotel policies to use resources most effectively.
Organize administrative apparatus, personnel, work organization.
Set up hotel rules and regulations, closely monitor work and promptly correct errors.
- Deputy Director:
Responsible for the day-to-day operations of the hotel, handling emergencies, guest complaints, special events and responsible for the welfare and safety of hotel staff and guests. Responsible to the Director for his/her duties
- Finance and accounting department:
Responsible for purchasing, information collection, data storage, records or related documents, writing reports on business results and hotel operations. Due to the importance of financial and statistical data, the accounting department must coordinate closely with the front office department.
- Human resources department:
Plays an important role in recruiting, training, or evaluating hotel staff, receiving and resolving staff requests. Above all, this department always provides abundant human resources in the hotel.
- Security department - Engineering:
Responsible for ensuring security for the entire hotel area, ensuring fire prevention and fighting. At the same time, this department is also responsible for repairing and maintaining hotel equipment to ensure the hotel always operates well.
- Reception department:
As the face of the hotel, responsible for welcoming guests, checking in and out, providing full necessary service information to customers upon request.
- Chamber part:
Responsible for preparing guest rooms for business, cleaning public areas, providing laundry services. The main role of this department is to clean and service hotel-standard bedrooms on a daily basis to ensure comfort and convenience for the hotel. In addition, the department is also responsible for cleaning all guest corridors and public areas such as the lobby. In addition, this department also strictly controls costs for cleaning supplies, manages supplies provided to guests. At the same time, strictly comply with legal regulations on safety standards and medical hygiene standards.
- Restaurant department:
Meet the dining needs of hotel guests. Generate revenue that contributes to the hotel's total monthly revenue. The restaurant is also responsible for catering for hotel staff and provides additional services such as: organizing parties, buffets for conferences, organizing parties according to customer requests, etc.
- Swimming pool parts:
Responsible for serving the entertainment and sports needs of hotel guests.
- Karaoke department:
Responsible for serving customers' entertainment and singing needs, helping customers relax, relieve stress,...
- Massage – spa department:
Relax, relieve stress, take care of customers' beauty and health.
4.1.2.2. Hotel labor structure
Table 4.1: Labor structure at Habana Hotel.
STT
Part | Quantity | Average age | Professional qualifications | Foreign language proficiency | Form of labor contract | |||||||||
Male | Female | Male | Female | University | CD | TC | A | B | C | Are not | Contract | BC | ||
1 | Manager | 1 | 53 | 1 | 1 | x | ||||||||
2 | Manage | 2 | 30 | 1 | 1 | 1 | 1 | x | ||||||
3 | Finance | 2 | 27 | 2 | 2 | x | ||||||||
4 | Receptionist | 1 | 3 | 26 | 25 | 3 | 1 | 1 | 3 | x | ||||
5 | Room | 2 | 6 | 25 | 30 | 8 | 1 | 7 | x | |||||
6 | Restaurant | 6 | 7 | 25 | 25 | 5 | 8 | 1 | 1 | 3 | 8 | x | ||
7 | Swimming pool | 3 | 26 | 3 | 1 | 2 | x | |||||||
8 | Karaoke | 3 | 2 | 25 | 23 | 2 | 3 | 1 | 4 | x | ||||
9 | Massage - spa | 6 | 23 | 1 | 3 | 2 | 1 | 5 | x | |||||
10 | Human Resources | 2 | 25 | 1 | 1 | 2 | x | |||||||
11 | Security - engineering | 5 | 50 | 2 | 3 | 5 | x | |||||||
Total | 23 | 28 | 9 | 15 | 27 | 4 | 9 | 7 | 31 | 51 | ||||

(Note: University, college, intermediate school, contract, BC)
(Source: Habana Hotel)
Habana Hotel has a total of 51 employees, the hotel has a young labor structure, the average age is 29.2. The proportion of female employees accounts for 54.90% and the proportion of male employees accounts for 45.09%. Due to the characteristics of the service industry, employees must be patient, skillful, and gentle in communication, so female employees are more suitable than male employees. However, in some departments that require health and agility, male employees are dominant, such as technical and security departments.
Regarding professional qualifications, 100% of the employees in the department have undergone professional training. However, only 17.64% of them have university degrees, including 9 people, 15 people with college degrees, accounting for 29.41%, and the majority of employees with intermediate qualifications, accounting for 52.94%.
Regarding foreign language proficiency, 7.8% of workers have level A, 17.64% have level B, 13.72% have level C, and the remaining 60.78% have no foreign language. This shows that the foreign language proficiency of hotel staff is still quite low, and few staff can use foreign languages fluently.
Habana Hotel has a team of staff who have grown from practice, have accumulated a lot of experience and most of the staff in the hotel have good moral qualities, hotel staff are enthusiastic and thoughtful in serving guests.
4.1.3 Habana Hotel Infrastructure
4.1.3.1 Services and distribution areas
Table 4.2 Services and distribution areas of Habana Hotel
Location
Service | Serve | |
Ground floor | - Lobby and reception - 1/5 of the lobby area is restaurant | - Check in - check out for guests - Welcome guests, answer guest questions - Serve breakfast buffet and take party orders upon customer request |
Floor 2 | Restaurant | - Serve breakfast buffet and take party orders upon request |
Floor 3 | -Massage – spa - Karaoke | - Herbal bath, herbal soak, Himalayan stone sauna, body massage, foot bath,... |
Floor 4 | - Karaoke - Accounting department | - |
Floor 5 -> Floor 8 | Rooms (60 rooms) - meeting room (3 rooms on 8th floor) | Lease |
Floor 9 | - | - |
Outdoor | Swimming pool | - Sports and entertainment needs |
(Source: Habana Hotel) 4.1.3.2. Room classification and room amenities
Room Classification
The hotel has 60 rooms, including 3 main room types:
- Standard 01 (31 rooms): room type with 1 double bed. Standard rooms are divided into 2 types. 1 type has a nice view and 1 type has no view.
- Standard 02 (25 rooms): room type with 2 single beds. This room type is also divided into 2 types, 1 type with view and 1 type without view.
- Standard 03 (4 rooms): room with 3 beds. Room has a beautiful, airy view and sofa.
The division into room types like this helps customers have a variety of choices. Suitable for both single travelers, friends or family.
Habana Hotel Room Amenities
Table 4.3 Amenities in Habana Hotel
Room interior
Room amenities | |
Air conditioning | Mineral water |
Hot and cold | Soft drinks of all kinds (5 types) |
Bed | Instant noodles, pho (3 types) |
Spring mattress | Free coffee |
Waterproof sheet | Shampoo |
Mattress Protector | Shower gel |
Mattress cover | Toothpaste and zip |
Winter blanket | Comb |
Duvet cover | Plastic shampoo bag |
Pillow + pillowcase | Face towel |
Decorative pillows | Towel |
Bedspread | Foot towel |
Bedside shelf | Wiper |
Lamp | Hair dryer |
Coffee table | Slippers |
Coffee chair | Notebooks and pens |
Dressing table | Internal manual |
Makeup chair | Tea bags |
Wardrobe | Teapot |
Television | Teacup |
Smart box internet tv | Drinking cup |
Fridge | Toothbrush cup |
Luggage rack | Razor |
TV cabinet | |
Trash can | |
Landline phone | |
2 layer curtain |
(Source: Habana Hotel)
Some other items can be arranged to differentiate according to room class such as flower vases, bathtubs, essential oil bottles, etc.
4.1.2 Habana Hotel Housekeeping Department
4.1.2.1 Introduction to the housekeeping department of the Habana Hotel
Diagram 4.2 Habana hotel housekeeping department diagram
Head of Housekeeping
Housekeeping staff
Laundry attendant
- Responsible for cleaning the entire guest room area, hallway, lobby, and all areas in the hotel to meet the hotel's cleaning standards and class.
- The Habana Hotel's housekeeping department also provides laundry services for guests as well as providing uniforms for staff and linen for the entire hotel.
- Ensure effective management, save electricity and water costs, reduce costs of replacing tools, machines, and equipment to perform work. Maintain hotel assets and ensure the safety of property and lives of hotel guests.
Technical department
- Check damage reports and repairs
- Maintenance of electrical systems, machinery, etc.
Human Resources Department
- labor hire
- interview
- Termination of contract
- on leave
- welfare
4.1.2.2 Relationship of the chamber department with other departments
Reception department - Daily room status report - room status exchange - room damage status - list of arrivals and departures,… | ||
Chamber part | ||
Protection department - safe and | ||
Accounting Department
- salary
- bill
- inventory
fire protection and prevention
- key,…
Figure 4.3 Relationship of the chamber department with other departments
4.1.2.3 Service provision process of Habana hotel
Room service provision process
Prepare to welcome guests
Reception and room handover
Serving guests during their stay at the hotel
Receive room handover and see off guests
Diagram 4.4 Room service provision process at Habana hotel
(Source: Habana Hotel)





