A

TPP REPORT
ON
OPERATION IN FINANCE DEPARTMENT
For the Training Undertaken at
THE AROMA HOTEL,
SEC-22C, CHANDIGARH
For fulfilling the requirement of the award of degree of MBA
Subject-TPP (IMS-703)
Under the supervision ofMr. Rajiv Bhalla
Finance Head
SUBMITTED TO:

SUBMITTED BY:

THE DIRECTOR

Arti Lathwal
MBA(5 year) 7th Sem.
Roll No: 30

Registration No. 11-UD-3011

INSTITUTE OF MANAGEMENT STUDIES
KURUKSHETRA UNIVERSITY KURUKSHETRA
(SEPTEMBER 2014)

DECLARATION
I hereby certify that the work which is being presented in the project entitled "
operation in finance" in partial fulfillment for the award of degree of Bachelor

of Business Administration submitted in the Department Of FINANCE at hotel THE

AROMA is an authentic record of my own work carried out during a period from 1
June,2014 to 2 July 2014 under the supervision of Mr. Rajiv Bhalla.The matter
presented in this project has not been submitted in any other university, institute for award
of any degree.
ARTI LATHWAL

ACKNOWLEDGEMENT
It is my proud privilege to express my sincere gratitude to all those who helped me
directly or indirectly in completion of this project report.
First of all with the limitless humility, I would like to thank God for bestowing me
with favorable circumstances and keeping me in high spirits.

A feeling of elation insists us on expressing our heartiest gratitude to our head of

FINANCE department Mr. Rajiv Bhalla to extend all facilities for carrying out the
project successfully.
I would like to give my special thanks to superior for their enlightened and
inspiring guidance, keen supervision, persistent encouragement, invaluable suggestions
and constructive criticism during the project.

I am highly privileged to thank the respondents for being cooperative and sparing a few
moments from their busy schedule, without whose help this project would not have been
meaningful, I dedicate my deep sense of gratefulness to my parents who have always been a
great source of inspiration and encouragement for me.

ARTI LATHWAL

PREFACE
In todays era of cut-throat competition, Management of Business Administration (M.B.A) is
sure to have an edge over their counterparts MBA education brings its students in direct
contact with the real corporate world through industrial training. The MBA program provides
its students with an in depth study of various managerial activities that are performed in any
organization. A detailed analysis of managerial activities conducted in various departments
like production, marketing, finance, human resources, export-imports, credit dept, etc. gives

the student a conceptual idea of what they are expected to manage , how to manage and how
to obtain the maximum output through minimum inputs and how to minimize the wastage of
resources. I have undergone my comprehensive training at Hotel THE AROMA. It is one of
the leading hotel in hotel industry. I feel great pleasure to present this report work after my
training at THE AROMA that produced to be golden opportunity for me by enriching my
knowledge by comparing my theoretical knowledge with the managerial skill and application.

CONTENTS

Chapter

Title of the chapter

No.
1.

Hotel Industry
(A)
(B)
(C)
(D)
(E)

Introduction
History
Classification
Players of the Sector
Role of govt.

Page no.

2.

3.

The Aroma
(A)

Introduction

(B)

History

(C)
Products & Services
Analysis and Discussion
(A)

Routine Work

(a) Daily Reports

(b)BRS(Bank Reconciliation statement)
(c)Bill Collection
(d) Calculation for Salary & Overtime
4.

5.

SWOT Analysis, Suggestions and Conclusion

(A)

SWOT Analysis

(B)

Conclusion

(C)
Suggestion
Learning from the Training
References

CHAPTER: 1
HOTEL INDUSTRY
(A)INTRODUCTION:
Introduction
The Indian tourism and hospitality industry has emerged as one of the key drivers of growth
among the services sector in India. The second-largest sub-segment of the services sector
comprising trade, repair services, hotels and restaurants contributed nearly US$ 295.7 billion
or 19.2 per cent to the Gross Domestic Product (GDP) in 2015-16, while growing at 8.9 per
cent year-on-year. Tourism in India has significant potential considering the rich cultural and
historical heritage, variety in ecology, terrains and places of natural beauty spread across the
country. Tourism is also a potentially large employment generator besides being a significant
source of foreign exchange for the country.

The industry is expected to generate 13.45 million jobs! across sub-segments such as
Restaurants (10.49 million jobs), Hotels (2.3 million jobs) and Travel Agents/Tour Operators
(0.66 million). The Ministry of Tourism plans to help the industry meet the increasing
demand of skilled and trained manpower by providing hospitality education to students as
well as certifying and upgrading skills of existing service providers.
India has moved up 13 positions to 52nd rank from 65th in Tourism & Travel competitive
index@. Tourism Australia expects Indian tourists arrivals in Australia to increase 12 per
cent year-on-year to reach 245,000 visitors during FY 2015-16, thus making India the eighth
largest source market for tourism in Australia.
Market Size
Indias rising middle class and increasing disposable incomes has continued to support the
growth of domestic and outbound tourism. Total outbound trips increased by 8.7 per cent to
19.9 million in 2015. Inbound tourist volume grew at a Compound Annual Growth Rate
(CAGR) of 6.8 per cent during 2010-15.
The number of Foreign Tourist Arrivals (FTAs) has grown at a CAGR of 3.7 per cent to 5.29
lakh year-on-year in May 2016. Foreign Exchange Earnings (FEEs) during the month of May
2016 grew at a rate of 8.2 per cent year-on-year to Rs 10,285 crore (US$ 1.52 billion).
The number of tourists arriving on e-Tourist Visa during June 2016 reached a total of 36,982
tourists registering a year-on-year growth of 137.7 per cent.
Online hotel bookings in India are expected to double by 2016 due to the increasing
penetration of the internet and smart phones#.
Investments
The tourism and hospitality sector is among the top 10 sectors in India to attract the highest
Foreign Direct Investment (FDI). During the period April 2000-March 2016, the hotel and
tourism sector attracted around US$ 9.23 billion of FDI, according to the data released by
Department of Industrial Policy and Promotion (DIPP).

With the rise in the number of global tourists and realising Indias potential, many companies
have invested in the tourism and hospitality sector. Some of the recent investments in this
sector are as follows:

Marriott International Inc, the US-based hotel chain, is now looking for expanding its
operations in North India, including prominent cities in Uttar Pradesh like Kanpur,
Varanasi and Agra.

Steigenberger Hotels, a German luxury hotel company, and MBD Group, a Delhibased firm which runs 5-star Radisson Hotels in Noida and Ludhiana, have formed a
joint venture to build five luxury hotels and manage another 15 luxury hotels in India
by 2030.

Keys Hotels, a premium brand of Berggruen Hotels, plans to launch three new hotels
in India at Vishakhapatnam, Calicut and Jaipur, and further add up to 10 Keys Hotels
in the country by the end of FY 2017.

Stayzilla, a budget hotels and homestays aggregator, has raised over US$ 13 million
in Series C round of funding from Matrix Partners and Nexus Ventures, which will be
used to improve product, technology and marketing initiatives for its alternate stay
business.

Travel Tripper, a US-based hotel technology firm, has entered the Indian market by
setting up its second global delivery centre outside the US in Hyderabad, which will
serve as a development and client service centre for the company's worldwide
operations.

Marriott International Incorporation, the global diversified hospitality industry major,

has launched its first dual branded hotel in India, called the Courtyard and Fairfield, in
Bengaluru, Karnataka with an investment of Rs 300 crore (US$ 44.47 million) and
thus increasing the number of Marriott hotels in India to 31.

Indian Railway Catering and Tourism Corporation (IRCTC) has partnered with OYO
Rooms, India's largest branded network of hotels, to provide standardised
accommodation options to train travellers through its convenient booking platform.

Ctrip.com, China's largest travel portal, has bought a stake in India's largest travel
portal MakeMyTrip for US$ 180 million via convertible bonds, which allows Ctrip to
increase its share in MakeMyTrip up to 26.6 per cent.

Global investment banking major Goldman Sachs has invested Rs 441 crore (US$
65.37 million) to acquire an equity stake in Gurgaon-based hotel development and
investment start-up SAMHI Hotels which will help fund SAMHI's expansion plans.

Fairfax-owned Thomas Cook has acquired Swiss tour operator Kuoni Group's
business in India and Hong Kong for about Rs 535 crore (US$ 79.31 million) in order
to scale up inbound tour business

US-based Vantage Hospitality Group has signed a franchise agreement with Indiabased Miraya Hotel Management to establish its mid-market brands in the country.

Thai firm Onyx Hospitality and Kingsbridge India hotel asset management firm have
set up a joint venture (JV) to open seven hotels in the country by 2018 for which the
JV will raise US$ 100 million.

ITC is planning to invest about Rs 9,000 crore (US$ 1.33 billion) in the next three to
four years to expand its hotel portfolio to 150 hotels. ITC will launch five other hotels
- in Mahabalipuram, Kolkata, Ahmedabad, Hyderabad and Colombo - by 2018.

Goldman Sachs, New-York based multinational investment banking fund, has

invested Rs 255 crore (US$ 37. 8 million) in Vatika Hotels.

Japanese conglomerate SoftBank will lead the Rs 630 crore (US$ 93.4 million)
funding round in Gurgaon based OYO Rooms.

MakeMyTrip will acquire the travel planning website Mygola and its assets for an
undisclosed sum, and will together look to focus on innovating the online travel
segment.

Government Initiatives
The Indian government has realised the countrys potential in the tourism industry and has
taken several steps to make India a global tourism hub. Some of the major initiatives taken by
the Government of India to give a boost to the tourism and hospitality sector of India are as
follows:

The Ministry of Tourism plans to revise its guidelines to exempt homestays from
service tax or commercial levies and make their licensing process online, which is
expected to encourage people to offer homestays to tourists.

ITC Ltd has renewed its 40-year partnership with Starwood Hotels & Resorts to
operate 11 luxury hotels in India, and three more luxury hotels in Hyderabad,
Ahmedabad and Kolkata which will be completed in the next four years, thus
increasing the total number of hotels to 15.

The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby
taking the total count of countries under the scheme to 150 countries.

The Union Cabinet has approved the signing of Memorandum of Understanding

between the Ministry of Tourism of India and the Ministry of Trade Industry and
Tourism of Colombia in order to boost cooperation in the field of tourism between the
two countries.

The Central Government has given its approval for signing of a Memorandum of
Understanding (MoU) between India and Cambodia for cooperation in the field of
tourism with a view to promote bilateral tourism between the two countries.

Ministry of Tourism has sanctioned Rs 844.96 crore (US$ 125.26 million) to States
and Union Territories for developing tourism destinations and circuits during FY
2014-15, which includes projects relating to Product/Infrastructure Development for
Destinations and Circuits (PIDDC), Human Resource Development (HRD), Fairs and
Festivals & Rural Tourism.

The Heritage City Development and Augmentation Yojana (HRIDAY) action plans
for eight missions cities including Varanasi, Mathura, Ajmer, Dwaraka, Badami,
Vellankini, Warangal and Amaravati have been approved by HRIDAY National
Empowered Committee for a total cost of Rs 431 crore (US$ 63.89 million).

Government of India plans to cover 150 countries under e-visa scheme by the end of
the year besides opening an airport in the NCR region in order to ease the pressure on
Delhi airport.

Under Project Mausam the Government of India has proposed to establish cross
cultural linkages and to revive historic maritime cultural and economic ties with 39
Indian Ocean countries.

Road Ahead
Indias travel and tourism industry has huge growth potential. The medical tourism market in
India is projected to reach US$ 3.9 billion in size having grown at a CAGR of 27 per cent

over the last three years. Also, inflow of medical tourists is expected to cross 320 million by
2015 compared with 85 million in 2012. The tourism industry is also looking forward to the
expansion of E-visa scheme which is expected to double the tourist inflow to India. Rating
agency ICRA ltd estimates the revenue growth of Indian hotel industry strengthening to 9-11
per cent in 2015-16. India is projected to be the fastest growing nation in the wellness tourism
sector in the next five years, clocking over 20 per cent gains annually through 2017.

Industry characteristics
Major characteristics of the Indian hospitality industry are:
High seasonality
The Indian hotel industry normally experiences high demand during OctoberApril,
followed which the monsoon months entail low demand. Usually the December and March
quarters bring in 60% of the years turnover for Indias hoteliers. However, this trend is
seeing a change over the recent few years. Hotels have introduced various offerings to
improve performance (occupancy) during the lean months. These include targeting the
conferencing segment and offering lucrative packages during the lean period.
Labour intensive
Quality of manpower is important in the hospitality industry. The industry provides
employment to skilled, semi-skilled, and unskilled labour directly and indirectly. In India,
the average employee-to-room ratio at 1.6 (2008-09), is much higher than that for hotels
across the world. The ratio stands at 1.7 for five-star hotels and at 1.9 and 1.6 for the fourstar and three-star categories respectively. Hotel owners in India tend to over-spec their
hotels, leading to higher manpower requirement. With the entry of branded international

hotels in the Indian industry across different categories, Indian hotel companies need to
become more manpower efficient and reconsider their staffing requirements.
Fragmented
The Indian hotel industry is highly fragmented with a large number of small and
unorganised players accounting for a lions share. The major players in the organised
segment include The Taj, Oberoi, ITC Hotels, and East India Hotels. The fragmented nature
of the Indian hospitality industry is reflected in the Herfindahl Index of Concentration,
which was at 0.062 in FY07.

(C)Classification of hotels
The Ministry of Tourism has formulated a voluntary scheme for classification of operational
hotels into different categories, to provide contemporary standards of facilities and services
at hotels. Based on the approval from the Ministry of Tourism, hotels in India can divided
into two categories:
1) DoT (Department of Tourism) classified hotels 2) DoT (Department of Tourism)
unclassified hotels
CLASSIFIED HOTELS
Hotels are classified based on the number of facilities and services provided by them. Hotels
classified under the Ministry of Tourism enjoy different kinds of benefits such as tax
incentives, interest subsidies, and import benefits. Due to lengthy and complex processes for
such classification, a significant portion of the hotels in India still remain unclassified. The
Ministry of Tourism classifies hotels as follows:

Star category hotels

Heritage hotels

Licensed units

Star category hotels

Within this category, hotels are classified as five-star deluxe, five-star, four-star, three-star,
two-star and one-star.
Heritage hotels
These hotels operate from forts, palaces, castles, jungles, river lodges and heritage buildings.
The categories within heritage classification include heritage grand, heritage classic and
heritage basic.

Licensed units
Hotels/establishments, which have acquired approval/license from the Ministry of Tourism
to provide boarding and lodging facilities and are not classified as heritage or star hotels, fall
in this category. These include government-approved service apartments, timesharing
resorts, and bed and breakfast establishments.

UNCLASSIFIED HOTELS
Branded players
This segment mainly represents the branded budget hotels in the country, which bridge the
gap between expensive luxury hotels and inexpensive lodges across the country. Budget
hotels are reasonably priced and offer limited luxury and decent services. Increased demand
and healthy occupancy have fuelled growth of budget hotels. These hotels use various cost
control measures to maintain lower average room rates without compromising on service
quality. Ginger Hotels, ITC Fortune, Hometel, and Ibis are some of the popular budget
hotels.
Other smaller players
These are small hotels, motels and lodges that are spread across the country. This segment is
highly unorganized and low prices are their unique selling point.

Trends in the industry

The hospitality industry recorded healthy growth in early-2000, leading to a rise in
occupancy rate during 2007/08 and 2008/09. Consequently, average rates for hotel rooms

also increased in 2008/09. The rise in average rates was also a result of the demand-supply
gap for hotel rooms, especially in major metros. Hotels were charging higher rates, at times
much higher than that those charged by their counterparts in other parts of the world.
Lured by higher returns experienced by the hotel industry, a number of players, domestic as
well as international, entered the space. India became one of the most attractive destinations
for such investments.
While on the one hand, investments continued to flow into the hotel industry, hit by sharp
rise in rates, corporates started looking for alternate cost-effective lodging options. This led
to emergence of corporate guest houses, especially in major metros, and leased apartments
as replacements for hotels. While average room rates rose in 2009/10, occupancy rates
dropped. Occupancy rates plunged sharply next year, as demand declined following the
global economic slowdown and the terror attacks in Mumbai. As a result, hotel rates
declined during 2011-12.
The hospitality industry reported improvement in 2011-12, with domestic tourist movement
in the country being at a high. While average rates remained lower, occupancy rates rose,
supported by surge in domestic tourist movement. The industry is expected to report healthy
growth in 2012/13, with expected increase in domestic tourist movement and rise in
international tourist arrivals.

Development of market
A major trend in recent times is the development of the hotel industry in cities other than
major metros. As real estate prices have been soaring, setting up and maintaining businesses
and hotels in major metros is becoming more expensive, leading to search for other cities
entailing lesser costs. Consequently, hotel markets have emerged in cities such as
Hyderabad, Pune, and Jaipur. This has led to increase in hotel development activity and
expansion of hotel brands within the country.

The industry has also seen development of micro markets, especially in primary cities. As
cities grow larger and more office spaces come up across the city, travelers prefer to stay at
hotels closer to the place of work/visit to save on time. This has led to the same hotel
company setting up hotels across different location within a city.

Marketing strategies
Marketing strategies in the hospitality industry have changed drastically over the past
decade. A decade back, the brand name of the hotel was a major driver. However, with the
arrival of well educated and experienced travelers, hotel companies have had to
change/realign their marketing strategies. Today, hotel companies marketing strategies are
differentiation, consistency, customer satisfaction, delivery of brand promises, and customer
retention. Development and use of technology have also changed the way hotel companies
operate, creating the need for online marketing. Travelers increasingly conduct basic
research on the Internet. Blogs, networking sites, and travel sites are therefore being used for
making choices and the information provided tends to influence opinions and choices.
Several travel portals have emerged in recent times and travelers are increasingly using these
portals to make hotel reservations.

Famous hotels in India

Taj Hotel
Le Meridien Group of Hotels
Oberoi Group of Hotels
ITC
Best Western Group of Hotel
Taj Group of hotels in India: The most popular name that is almost synonymous to hospitality in
India is that of the Taj Group. Offering the best hotels across various genres like business hotels,
heritage resorts, luxury hotels and even sea resorts, the Taj Group is definitely the best in the field.

The Oberoi Group of Hotels in India: One of the most prominent names among the hotel chains of
India is the Oberoi Group. It also owns several properties in exotic places like Australia and Mauritius.

With its world class facilities and efficient staff to manage and play the perfect Indian hosts, the
Oberoi hotels is no doubt a great feather on the grand cap of tourism in India.
Le Meridien Group of Hotels: The Le Meridien Group of Hotels has played an instrumental role in
playing the perfect host to the millions of tourists and guests coming here. It is a luxury brand of great
fame and reflects the inherent Le Meridien touch of elegance and class through all its properties in
India. It is no wonder one of the exclusive hotel chains of India.
Best Western Group of Hotel: A world famous name when it comes to hospitality and service, the
Best Western Group owns several properties across India. Each of the hotels has been equipped with
numerous features to enable a cozy comfortable stay to the guest.
(D)MAJOR PLAYERS OF THE SECTOR:

Aroma Hotel
J W Marriott
Taj Chandigarh
Park Plaza
Hotel Mountview
The Lalit

JW Marriott
One of the newest five-star hotels in Chandigarh, the JW Marriott Hotel is centrally situated
within close proximity to the Chandigarh Airport. Additionally, this hotels Chandigarh
location is near the Business District - Sector 17 and the Information Technology Park. With
164 spacious rooms, including 4 Suites and 1 Presidential Suite, this Chandigarh hotels
accommodations offer plush bedding, work-space and an array of in-room media.
Outstanding among luxury hotels in Chandigarh, the JW Marriott is home to a renowned
Quan Spa, JW Fitness, and a rooftop swimming pool. With seven restaurants, guests can
indulge in an array of dining options, including fine dining at Saffron (Indian Cuisine) and
global cuisine at The Cafe@JW, to Whisky 111 which offers premium whiskies from around
the world. With exquisite catering, impeccable service, and an abundance of indoor and
outdoor space, this Chandigarh hotels event venues are an ideal choice for conferences,
weddings and social events.

Taj Hotel
The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as
Taj Hotels Resorts and Palaces and is recognized as one of Asia's largest and finest hotel
company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company
opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of
Indian hospitality, completed its centenary year in 2003.
Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with an
additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA, Bhutan, Sri
Lanka, Africa and the Middle East.
Spanning the length and breadth of the country, gracing important industrial towns and cities,
beaches, hill stations, historical and pilgrim centers and wildlife destinations, each Taj hotel
offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern
amenities and business facilities.
Park

Plaza

Hotel Mountview is a 4 star property, located in sector 10 of Chandigarh. This property is

easily accessible from different corners of the city and is just 30 minutes drive from the
airport. The hotel offers 145 tastefully-furnished rooms and 10 suites that feature Wi-Fi
connectivity, satellite TV, refrigerator and direct dial telephone. These rooms and suites are
categorised as Single Business Room, Double Business Room, Single Deluxe Room, Double
Deluxe

Room,

Deluxe

Suite

and

Royal

Suite.

To make the stay hassle-free and comfortable for guests, the hotel offers a range of services
and facilities that include travel assistance, swimming pool, beauty parlour, gymnasium,
jacuzzi, lawns and sauna. Besides this, the hotel offers 24-hour room service and laundry
facility to guests. Savour Indian, Italian, Continental and Chinese delicacies at the on-site
restaurant called Rustles. The hotel also houses a Chinese restaurant, pastry shop, lounge bar
and coffee shop.
Hotel Mount view
Mid-segment business hotel located at Sector 10, Chandigarh.155 rooms categorised as 145
Deluxe Room, 4 Deluxe Suite and 6 Royal Suite. In-room amenities include AC, LCD TV,

refrigerator, safe deposit box and tea/coffee maker. F&B areas include a multi cuisine
restaurant, a bar, a pastry shop and a coffee shop. Recreational facilities include swimming
pool, steam, sauna, spa and beauty parlour. Conference hall and open lawns area for business
conferences and events. Other services include internet connectivity, Wife, doctor on call,
laundry and currency exchange. Recommended for business travelers.

The Lalit
The Lalit Chandigarh, a five-star deluxe hotel, draws inspirations from Le Corbusier in its
interiors and architecture. Overlooking the Shivalik range, the hotel is located in Rajiv
Gandhi IT Park citys business hub, just minutes away from the airport and railway station.
The hotel offers 179 spacious and well-appointed rooms and suites offering breath-taking
view of the Shivallik hills, six distinctive dining and nightlife destinations, the award-winning
Revue The Spa, and the largest convention and meeting facilities.

CHAPTER-2
JW MARRIOT
(A)Introduction:
JW MARRIOTT CHANDIGARH

First private 5 star hotel in Chandigarh

Its owner is Mr. Harpal Sagoo.

Management :Marriotts International, Bethesa (U.S.A)

2nd Jw Marriott hotel in India after 10 years.

Largest hotel in Chandigarh with the most spacious rooms.

Super Luxury hotel with 24-hour fitness centre, outdoor pool and business services.

Distances :

Place

Distance (kms.)

Time

Airport

20 minutes

Railway Station

15 minutes

City Centre

5 minutes

Shimla

103

180 minutes

Jw Marriotts History
1920s Big Dreams

The year was 1927, Jazz Legend Duke Ellington debuted at New York Citys Cotton
Club. Pilot Charles Lindbergh thrilled the world with a record breaking solo flight
across the Atlantic. Baseball great Babe Ruth hit sixty home runs. And in Washington
D.C, a pair of newlyweds fresh from Utah opened a nine-stool A&W
root beer franchisee on busy 14th street, charging thirsty patrons five cents for a
frosty mug. The future Marriott International, Inc. was born.

Soon dubbed the Hot Shoppe, J.Willard and Alice Marriottss tiny soda fountain
quickly became one of the capital citys most popular eatries. Customers could count
on quick service, low prices and good food dished up in a clean and friendly
atmosphere. Each night, while J.Willard locked up, Alice Carefully tallied the cash
drawer and logged the days take in her accounting book. Piles of nickels soon turned
into dollars, fueling the young couples drams of expansion.

Taking to heart the real estate proverb, location, location, location, the Marriotts
studied the Capitals busiest streets, scouting for additional restaurant sites. Within a
year, the pair opened two new
locations, including the Easts
first

drive-in

which

was

restaurant,
located

on

Georgia Avenue at Gallatin

Streeet.

More

restaurants

soon

followed.

Hot Shoppes parking lots

stayed full from dawn to
well past dusk as families,
students,

businessmen,

tourists and others dropeed

by to eat in or take out from
the

restaurants

ever

expanding menu.

Tireless workers, J.Willard

and

Alice

Poured

their

energy into every aspect of

their growing business. New
employees quickly learned
that no detail was too small
to

merit

the

Marriotts

personal attention. Squeakyclean

windows,

spotless

floors and polished silver

were no less important than
a friendly smile and fast
service. The couples high
standards and willingness to
put in long hours set a daily
example

that

encouraged

Hot Shoppes to take real

pride in their jobs and
workplace.

The price of success,said J.

Willard , is hard work not
just eight hours five days a

week, but nearly all our

waking hours.

1930s The Skys the

Limit

The dramatic Stock market

crash in october 1929 had
little effect on thriving Hot
Shoppes

enterprise.

Throughout

the

1930s,

Depression

weary

customers were happy to

forget the bleak national
economic picture by passing
an

hour

or

two

with

neighbors and friends over a

cup of coffee or bowl of
soup at the corner Hot
Shoppe. During this period,
the Marriotts were opening
new locations, while other
American businesses were
simply struggling to keep
their doors open.

Expansion wasnt limited to

restaurant sites. In 1937,
while visiting the recently

opened

Hot

Shoppe

#8

located just across the road

from

Hoover

Air

Field

( where the Penatgon is

today), J. Willard Marriott
noticed an unusual number
of customers asking for their
orders to go. A five minute
chat

with

manager

the
revealed

stores
that

departing passengers and

crew from the airfield were
dropping in throughout the
day to grab meals to along
on their flights. Marriott
recognized a great business
opportunity. The next day he
paid a call on Eastern Air
Transport, and in no time a
paneied Hot Shoppes: truck
was dellivering simple box
lunches
Eastern,

planeside

to

American and United.

From that tiny seed grew

Marriotts In-Flite, later to
become the worlds largest
airline catering business.

1940s On the Homefront

The 1940s brought its share

of expansion opportunities.
As

tensions

in

Europe

escalated in the late 1930s,

the prospect of worldwide
conflict cast a long shadow
over the nations capital.
Defense

workers

poured

into the city, filling up

makeshift
and

boardinghouses

keeping

the

Hot

Shoppes hopping around the

clock.

In

1939,

launched

the
its

service

company
first

food

management

contract ; it was for a

cafeteria

in

the

U.S.

Treasury building near the

White House. Soon the
Marriotts were ruuning the
huge cafeteria at the Naval
Communications Annex and
rolling out three shifts of
lunch carts in defense
production plants dotting
the greater capital region.
The company quickly set up
an Industrial Division to
ensure

that the new line of business

would continue to prosper
after the war.

To keep up with growth, a new

three-story commissary was
built on Upshur Street in
1940,

providing

badly

needed space for processing

and production. Meanwhile,
the Hot Shoppes test kitchen
devised dozens of recipes to
ope creatively with the
food shortages and rationing
in effect for the duration.

When the war ended in

August 1945, the nation was
ready to relax, celebrate and
dine out. In 1947, Marriott
launched

and

ambitious

expansion program. In just

ten

years

the

company

nearly quadrupled its 22

locations to 80, spread out
in 12 states from New York

to Florida, Utah and Texas.

Some locations were Hot
Shoppes, but other facilities
were cafeterias in apartment
buildings,

hotels,

and

government and industrial

facilities, or the brand-new
food-to-go Pantry Houses.

By 1948, when J. Willard

Marriott

was

elected

president of the National

Restaurant Association, the
Marriott

enterprise

had

become a permanent feature

of the American landscape.

1950s A new Direction

In the 1950s, families took

the road by the millions in
shiny

new

while

automobiles,

the

government

federal
set

about

creating a national interstate

highway system. Marriott
eagerly followed the trend,
establishing
Division

to

Highway
build

Hot

Shoppes along major traffic

arteries, starting with the
New Jersey Turnpike. To
finance

its

fast-paced

growth, the company went

public in 1953, selling all
available shares in just two
hours. In 1955, a new
corporate headquarters was
constructed on River Road.

The

post-war

boom

in

business and vacation travel

meant more than just full
parking lots at every Hot
Shoppe. Tourists and other

travelers needed a roof over

their heads at night. A new
business
beckoned.

opportunity
In

1957,

the

company unveiled the Twin

Bridges Motor Hotel, a 365room facility on Route 1, in
Arlington, to have the huge
hotel open in time for
Dwight Eisenhowers
inaugration.

True hands-on managers, the

family was up half the night
hanging pictures to be ready
for the grand opening the
next day. The hotel soon
attracted attention for its
novel check-in procedure:
Guests registered at a driveup

window,

and

motored slowly to their

then

rooms, led by guides on

bicycles.

1960s Branching Out

Before the paint was dry at

Twin Bridges Motor Hotel,
25 year old J.W. Marriott
,Jr., asked to be put in
charge of the companys
new hotel business. After
four years away at college
and a two-year stint in the
Navy, Bill was eager to
carve a niche for
himself

in

the

family

enterprise. He set out to

master every aspect of hotel
operations, even putting
together room service trays
and

filling

guest

orders

myself until he could train

someone else to take over
the job. The intensive
homework paid off. By the
time

the

huge

Atlanta

Marriott the companys

fifthe property opened in
1965, Marriotts future in
hotels was assured and J.
Willard Marriott, had named
his son president of Marriott
Hot Shoppes, Inc.

Eager as Bill Marriott was

to see the companys novel
motor hotels dot the
landscape,

the

restaurant

division remained the main

engine of growth in the
1960s.

Fast

food

was

quickly becoming a way of

life,

and

Marriott

had

responded early with the

launch

of

Mighty

Mo

curbside restaurants in 1957.

in

1968,

the

company

tapped into the popularity of

one of the countrys bestloved screen idols, kicking
off its new Roy Rogers fast
food

division

with

the

openng of the
chains first restaurant, in
Falls Church,

Virginia.

Dozens

of

locations soon popped up

along the routes of busy
shoppers.

The

companys

traditional

restaurant and food service

businesses

likewise

continued to proposer. InFlite was flourishing and

Hot Shoppes remained the
flagship of the restaurant
division,

joined

by

newcomers Franklin Stove,

Big Boy and Phineas Rib,
among others. By the end of
the 1960s, American diners
in many large towns and
cities could choose among a
half dozen different Marriott
restaurant brands, all within
an easy drive of home.

1970s
Rewards

Risks

and

The 1970s brought together

economic times than the
country had

seen

in

generation. Threatened oil

shortages and a recession
spurred

many

U.S.

companies to diversify into

new

businesses.

was

no

Marriott

exception.

The

company tried its hand at

theme

parks

(Great

America), cruise ships (Sun

Line), a travel agency, even
a

security

alaram

businesses.

While

some

ventures

were

more

financially rewarding than

others, all taught priceless
lessons

about

Marriotts

strengths and weaknesses.

Among the most valuable

insights was a recognition
that the companys heart
belonged first

foremost to the hospitality

business.

Decades

of

providing two of lifes basic

necessities food and a bed
for the night- had given
Marriott

experience

and

expertise that few rivals

could match. In 1977, the
companys 50th anniversary
year,

sales

reached

$1

billion for the first time, a

gratifying sign of customer
confidence

and

loyalty.

Marriott

celebrated

breaking

ground

for

by
a

spacious new headquarters

off of Democracy Boulevard
in
Washington,

D.C.s

booming northwest suburbs.

For Bill Marriott, the future

looked particularly bright.
After a lifetime in the
hospitality, he knew almost
as much about the company
as his father. No one was
surprised when, in 1927, at
age 40, he was named CEO.

Many of the responsibilities,

duties and authority that
J. Willard had borne for
nearly half a century were
now Bills.

1980s- Growing Pains

Fast-paced growth was the

name

of

the

game

in

American Business during

the 1980s, a mindset at odds
with J. Willard Cautious,
Depression-forged

nature.

His son, in contrast,

understood that debt was the
only

way

Marriotts
increasingly

to
stake

secure
in

the

competitive

hospitality industry. dad

had seen all of the big
downtown hotels go broke
in the 1930s, said the
younger Marriott. he was
convinced that anyone who
built a big hotel in a city

no matter when, no matter

where - was

going to fail. Bill Marriott

also had his own vision of
the future, one that promised
to make the Marriott name
one

of

the

best-known

hospitality brands in the

world.

Backed

by

partnerships

limited
and

financing

the

other

company

assembled a large in-house

development

team

and

began to build dozens of

hotels around the country
and

overseas.

New

construction wasnt limited

to

traditional

properties.

full-service
Competitors

scrambled when Marriott

unveiled

moderate-priced

Courtyard by Marriott in
1983. Other Marriott limited
service

brands

quickly

followed. By the end of

1989, the company had
more than 500 hotels and
was opening an average of
two new properties a week.
Hundreds more were in the

planning stages. In less than

ten years, Marriott built
more than $6 billion of
properties,

making

the

company one of the worlds

largest

real

estate

developers. The companys

stock split five for one in
1986. in 1988, Bill Marriott
was named CEO of the year
by

Chief

Executive

Magazine. Fortune included

him in its list of 25 most
fascinating

business

leaders.

But success had its downside.

A decade of wild growth
was punctuated by more
than one somber moment.
The family patriarch, J.
Willard Marriott, died in
August
1985 at the familys summer
home in New Hampshire.
Not long after, the company
made

the

wrenching

decision to exit its original

businesses restaurants and

airline catering. Late in
1989, Bill Marriott suffered
three heart
attacks, just as a major
recession hit the U.S, real
estate

market.

companys

The
giant

construction pipeline ground

to a hait.

Rocky times lay ahead.

1990s The Spirit to Serve

The years in the first half of

the 1990s were some of the
most

challenging

in

Marriotts

history.

The

company

faced

the

unwelcome

prospect

of

cutbacks, lay-offs and other

cost-saving

measures

cope with the recession.

to

In 1993, Marriott made the

move of splitting into two
companies

International

Marriott
and

Host

Marriott. The split allowed

Marriott International the
old

Marriott

to

concentrate on its profitable

management

services

business, while the new

Host Marriott took over the
challenging

real

estate

business. Two years later,

Host Marriott Services split
off from Host Marriott,
creating yet a third Marriott
company.

By

the

mid

1990s,

the

economy was booming and

Marriott was once again
focused on growth. In 1995,
the 1000th Marriott hotel
was opened, and

an

international

underway.

push

got

Franchising

became a key strategy.

Also during this time, the

Pathways to Indepedence
program

was

created.

Pathways was a welfare-towork

addressed

program
the

that

companys

need to develop and retain

qualified employees.

In 1997, Bill Marriott began

the process of transferring
Marriott

Internationals

future into other hands. In

Feburary

that

year,

he

named William J. Shaw, a

22-year

veteran

of

the

company, to the posts of

President

and

Chief

Operating Officer. Marriott

also made time to co-author
a

book

laying

out

his

business philosophy: The

Spirit to Serve: Marriotts

Way,
published

by

Harper

Business. A decade that had

begun on a challenging note
ended

with

Marriott

International at the top of

the

Fortune

industry

list

named

one

500

hotel

and

being

of

the

magazines most admired

companies.

2000 and Beyond

In April 2000, the company

hit its goal of opening the
2000th

hotel

under

the

Marriott flag. The opening

also came just 10 days after
the death of co-founder
Alice S. Marriott at age 92.
the closing of the Marlow
Heights location and Mrs.
Marriott passing together
marked the end of a long
and

satisfying

chapter

in

the

companys history.

In

2002,

Marriott

International celebrated 75
years of continuous service
to

four

generations

of

customers. Marriott opened

its 2500th hotel worldwide.

In

March

2003,

Marriott

Rewards celebrated 20 years

of rewarding loyalty and has
grown into the largest and
longest

running

guest

loyalty program in the world

with more than 19 million
members.

In December 2004, Marriott

completed

the

sale

of

Ramada International hotels.

The first bulgari hotel in
Milan, Italy.

Marriott.com celebrated 10
years online by launching
new one-stop services for
guests.
Marriott designated April as
the

first

annual

Environmental Awareness
Month to promote activities
to

preserve

surroundings

and

natural
reduce

resource consumption. In
September, all properties in
U.S. and Canada became
smoke-free.

In 2007, Marriott celebrated

two important milestones in
Marriotts history: the 80th
anniversary of our founding
and the 50th anniversary of
our entry into the hotel
business. Two new brands
were announced in 2007:

DIFFERENT DEPARTMENTS OF HOTEL

Front Office
Housekeeping
F&B Service
F&B Production

FRONT OFFICE : Front Office is the face of the hotel, it is responsible for guest interact
and is in
continuosly responsible for dealing with the guest and billing procedures.

DUTIES OF FRONT OFFICE MANAGER :

Supervise Concierge, AYS , Executive Lounge

RESPONSIBILITY
Responsible for smooth efficient operation of all front office.
Ensures good communication between department.
Control costs effectively , assist accounting procedures.
Communicate with front office effectively to meet budget and ensure guest satisfaction.

Use TQM tools to make decision according to total customer satisfactio

AYS (At your service)

To supervise the functioning of the entire hotel profile they are adhering to all
hotel policies, procedures, regulation.

Will perform front desk clerks responsibility.

At all times strive to represent JW Marriott brand.

HOUSEKEEPING

HO

As the saying goes, the difference is in the details. Those details are the charge of the
housekeeping department. As one of the most integral departments within the hotel, the
housekeeping department is responsible for the immaculate care and upkeep of all guest
rooms and public spaces. Individuals who excel in our Housekeeping Departments have an
eye for detail and a commitment to the training, development and motivation of a diverse
group of talented employees. In a competitive hotel market, it is service and cleanliness that
really make an impact on our guests and determine whether they will return.

Housekeeping focus on safety & security of the guest

Housekeeping focus on maintenance of the guest room.

JOB RESPONSIBILITIES OF AN HOUSEKEEPING ASSOCIATE

Accountability for inventory & stock control of the entire uniform room and linen.

All valuables must be locked & serviced in order before 16 00 hrs daily.


All rooms must be serviced in order specified i.e, vacant, departure, occupied.

To coordinate with engineering and maintenance.

A daily discrepancy like extra beds, scanty baggage, no of occupancy must be reported.

To use all electrical equipment as per laid down standards & procedures and to ensure
that no equipment is misused.

All valuables and scanty baggage to be reported to the manager on time.

Ensure all guests and service trays are free from soiled trays and litter at all times, to
ensure that floor pantries and service equipment are cleaned and wells stored at the
end of the shift each day.

To encourage and participate as a team in all hotels and departmental activities.

Encourage cost follow up methods.

To complete and responsible for any special assignment designated to him.

FO

FOOD AND BEVERAGE SERVICE :

It is a department in which food and beverages are served to the gustet JW

Ma

marriott chandigarh following are the outlets in which food and beverages are

served to the guest :

Cafe

Saffron

Oregano

The Lobby Lounge

CBC ( Chandigarh Baking Company )

F&B SERVICE DEPARTMENT HIERARCHY

F&B Service Director

Assistant F&B Service Director

Outlet Managers

Executives

Associates

Trainees

CAF @ JW

The manager of caf is Mr. Nikhil Menon.

The Caf at Jw has maximum covers as compared to other

outlets i.e. 150.

It is contemporary all day dining restaurant.

It also offers a lavish buffet and a la carte menu.

Its speciality is Thai, Chinese, Oriental, Cantonesse,

Sichuan, Indian and Wokkeire.

SAFFRON

The Manager of saffron is Mr. Abhilash Menon.

The Saffron consists of 66 covers.

It is a fine dining Indian Restaurant.

In this outlet only dinner is served to the guest.

It serves authentic North West Frontier Cuisine.

It also offers flavour from the tandoor and charcoal grill.

Its speciality is North West frontier cuisine, Kebab Platter, Briyani and set menu.

OREGANO

The manager of Oregano is Mr. Zorawar Singh Mann.

Oregano consists of 80 covers.

It is a Authentic Italian Restaurant & Bar.

It offers Italian delicacies, wood fried pizzas, handmade pastas

and Italian wines.

Its speciality is wood fried oven pizza and hand made

pasta.

CBC

The manager of cbc is Mr. Debagaya.

CBC consists of 17 covers.

It is a chandigarh baking company offering freshly baked delicacies along with

handmade Illy coffee and Ronnefeldt tea.

Its speciality is illy coffee, Ronnefeldt tea, Exotic cakes movenpick ice cream, high end
non alcoholic beverages.

LOBBY LOUNGE

The manager of Lobby Lounge is Mr. Debagya.

The Lounge consists of 28 covers.

It also serves breakfast in the morning along with an

exquisite blend of teas and freshly brewed coffees
during the day.

It dramatically turns to a lounge bar in the evening

serving a selection of fine wines.

Its speciality is selection of international

wines and wide variety of whiskies.

BANQUETS

The manager of banquets is Mr. V. Kumaran Muthu.

The Jw Marriott banquet is divided into two parts and that are Grand Ballroom
and The Living Room.

In banquets different types of events are done such as wedding ceremonies, birthday
parties, conferences etc.

There are different types of set ups for different events.

The different types of set ups are cluster sitting on round tables, round sitting, u shape
set up, theatre style.

The partition is done between these 3

ballrooms and if needed can be
opened.

THE LIVING ROOM

The Living Room also has three parts The

living Room 1 , The Living Room 2a and
The Living Room 2b.

In Living Room 2a and 2b, there is also a

partition and if needed can be opened.

There is also a living room bar from where

beverages get dispensed.

F&B PRODUCTION : It is a department in

which all food and beverages are prepared for
the guest. Both F&B Production and F&B
Service departments are inter linked with each
other because F&B Production dept. prepares
food and F&B Service dept. sells food to the
guest.

SUB DEPARTMENTS :

Commissary Veg. Prep. : Under this area the mis-en-place of vegetarian

products are done, and the mis-en-place for all sections is done here only.

Commissary Non Veg. Prep. : This area do the mis-en-place of all non vegetarian
products and for all the sections of the hotel.

Indian Section : This section prepares the Indian food only whether it is punjabi,
rajasthani or any other.

Continental Section : This section prepares the chinese food , italian food etc.

Pantry : This section dispenses the order such as of ice creams , fruits etc.

Bakery : This area prepares all the bakery items such as bread rolls,
crossiants, pastry, cakes etc.

(C)PRODUCT AND SERVICES PROVIDED BY THE AROMA

62

Tours and travels

Florists and premises
Media centre
Gift shops and exhibition hall
In house petrol pump
Courier facility
Daily luxury coach to Amritsar and back

Facilities

Banquet halls 100 guests to 500 guests

Exhibition halls exhibition and product display halls
Conference services board room , conference, seminar hall
Tour and travels air booking ,taxies , luxury cars
Business centers courier ,ISD , STD , FAX and Xerox
Florist home delivery
Credit cards all major cards accepted
Medical doctors on call
Proximity air port = 8Km , railway station = 8Km , bus stand = 1Km

CHAPTER 3

ANALYSIS AND INTERPRETATION

TRAINING PROJECT

63

(A)ROUTINE WORK:

Daily Sales Reports (Tally)

Daily Sales Reports (Excel)
Bill checking
BRS
Calculation of Salary & overtime

(a)Daily Reports:

For the given below restaurants daily reports are prepared during my training
period in EXCEL & TALLY both regarding sale of these restaurants

(i)Yo!China

A trade mark of Moods Hospitality Pvt Ltd, Yo!China, is where guests experience
unparalleled Chinese and oriental cuisine, an enjoyable ambience and warm
service. Both Yo!China and Yo!China Caf offer unique experiences for guests that
are looking for casual or fine dining options.

Yo!China is India's first and largest chain offering Indian Chinese cuisine in almost
all corners of the country. Yo!China aims to deliver high standard Chinese food in
an international ambience designed to allow our guests to relax and enjoy. The
restaurant offers fast service and a child friendly atmosphere.

Yo!China is Indias largest chain of Chinese restaurants with 60 points of presence

restaurants and delivery outlets in trendy locations across 22 cities

64

(ii)Kashmir for You

One of the best chain of this Indian cuisine situated at prime location of
Chandigarh. It provide best food related to culture of Kashmir. Main motto of this
restaurant is to provide best quality in non-veg food . Here you can get a variety of
non-veg food which relate to Kashmir. This restaurant mainly focused on costumer
who prefer non-veg food.

65

66

(iii)Lahoer chowk

It is famous because it provide its customer a variety of food related to Pakistani

taste. It offer different types of dishes in veg and non-veg food. It is decent option
for Indian food or 'Lahori food' as they claim. Service is fast, food is hot and it is
not so heavy on the pocket. Especially recommended for late night, when there are
hardly any places taking order.

(iv)Sundarams South Indian food

In today's world of taste and variety, Sundarams take pride in a being a South
Indian Food Chanin with a difference. This is a chain that believes in satisfying the
taste-buds that are craving for tingling taste of authentic South Indian Cuisine.
Sundarams do not believe in blending or mingling the regional foods. Their
difference lies in qualitatively providing pure,authentic down South Indian aroma,
flavour and taste .

Besides providing mouth-watering varieties, Sundarams also ensure that the food
stays light and nutritive, punctuated with some of the choicest enriching Indian
herbs. This is the place to have authentic south Indian food. Great taste, wide
variety and prompt service.

(v)Giani

Gianis has been serving quality ice cream for many years now, in fact local brands
like baba dairy have also started imitating their concept .Ice cream fan or maniac,
who so ever you are this can be your one stop destination, for that sweet carving to
be satisfied and that itch to go away. The price here is slightly or shall marginally
higher as compared with brands like vadilal and kwality, but definitely lower than
baskin

robbins.

On the expensive side they have low fat options too. Now the menu has become
better here with varieties of sundaes, shakes, sundaes, yoghurt's. The quality has
been maintained over the ages and flavours have been retained.

67

68

(b)Bank Reconciliation Statement:

A company's general ledger account Cash contains a record of the transactions

(checks written, receipts from customers, etc.) that involve its checking account.
The bank also creates a record of the company's checking account when it
processes the company's checks, deposits, service charges, and other items. Soon
after each month ends the bank usually mails a bank statement to the company.
The bank statement lists the activity in the bank account during the recent month as
well as the balance in the bank account.

When the company receives its bank statement, the company should verify that the
amounts on the bank statement are consistent or compatible with the amounts in the
company's Cash account in its general ledger and vice versa. This process of
confirming the amounts is referred to as reconciling the bank statement, bank
statement reconciliation, bank reconciliation, or doing a "bank rec." The benefit of
reconciling the bank statement is knowing that the amount of Cash reported by the
company (company's books) is consistent with the amount of cash shown in the
bank's records.

Because most companies write hundreds of checks each month and make many
deposits, reconciling the amounts on the company's books with the amounts on the
bank statement can be time consuming. The process is complicated because some
items appear in the company's Cash account in one month, but appear on the bank
statement in a different month. For example, checks written near the end of August
are deducted immediately on the company's books, but those checks will
69

likely clear the bank account in early September. Sometimes the bank decreases the
company's bank account without informing the company of the amount. For
example, a bank service charge might be deducted on the bank statement on August
31, but the company will not learn of the amount until the company receives the
bank statement in early September. From these two examples, you can understand
why there will likely be a difference in the balance on the bank statement vs. the
balance in the Cash account on the company's books. It is also possible (perhaps
likely) that neither balance is the true balance. Both balances may need adjustment
in order to report the true amount of cash.

After you adjust the balance per bank to be the true balance and after you adjust
the balance per books to also be the same true balance, you have reconciled the
bank statement. Most accountants would simply say that you have done the bank
reconciliation or the bank rec.

In addition to the following explanation of the bank reconciliation, we have

developed a visual tutorial, business forms, and exam questions to help you
reinforce your understanding.

Bank Reconciliation Process

Step1. Adjusting the Balance per Bank

We will demonstrate the bank reconciliation process in several steps. The first step
is to adjust the balance on the bank statement to the true, adjusted, or corrected
balance. The items necessary for this step are listed in the following schedule:

70

Deposits in transit are amounts already received and recorded by the company, but
are not yet recorded by the bank. For example, a retail store deposits its cash
receipts of August 31 into the bank's night depository at 10:00 p.m. on August 31.
The bank will process this deposit on the morning of September 1. As of August 31
(the bank statement date) this is a deposit in transit.

Because deposits in transit are already included in the company's Cash account,
there is no need to adjust the company's records. However, deposits in transit are
not yet on the bank statement. Therefore, they need to be listed on the bank
reconciliation as an increase to the balance per bank in order to report the true
amount of cash.

A helpful rule of thumb is "put it where it isn't." A deposit in transit is on the

company's books, but it isn't on the bank statement. Put it where it isn't: as
an adjustment to the balance on the bank statement.

Outstanding checks are checks that have been written and recorded in the
company's Cash account, but have not yet cleared the bank account. Checks written

71

during the last few days of the month plus a few older checks are likely to be
among the outstanding checks.

Because all checks that have been written are immediately recorded in the
company's Cash account, there is no need to adjust the company's records for the
outstanding checks. However, the outstanding checks have not yet reached the bank
and the bank statement. Therefore, outstanding checks are listed on the bank
reconciliation as a decrease in the balance per bank.

Recall the helpful tip "put it where it isn't." An outstanding check is on the
company's books, but it isn't on the bank statement. Put it where it isn't: as an
adjustment to the balance on the bank statement.

Bank errors are mistakes made by the bank. Bank errors could include the bank
recording an incorrect amount, entering an amount that does not belong on a
company's bank statement, or omitting an amount from a company's bank
statement. The company should notify the bank of its errors. Depending on the
error, the correction could increase or decrease the balance shown on the bank
statement. (Since the company did not make the error, the company's records are
not changed.)

Step2. Adjusting the Balance per Books

The second step of the bank reconciliation is to adjust the balance in the company's
Cash account so that it is the true, adjusted, or corrected balance. Examples of the
items involved are shown in the following schedule:

72

Bank service charges are fees deducted from the bank statement for the bank's
processing of the checking account activity (accepting deposits, posting checks,
mailing the bank statement, etc.) Other types of bank service charges include the
fee charged when a company overdraws its checking account and the bank fee for
processing a stop payment order on a company's check. The bank might deduct
these charges or fees on the bank statement without notifying the company. When
that occurs the company usually learns of the amounts only after receiving its bank
statement.

Because the bank service charges have already been deducted on the bank
statement, there is no adjustment to the balance per bank. However, the service
charges will have to be entered as an adjustment to the company's books. The
company's Cash account will need to be decreased by the amount of the service
charges.
73

Recall the helpful tip "put it where it isn't." A bank service charge is already listed
on the bank statement, but it isn't on the company's books. Put it where it isn't: as
an adjustment to the Cash account on the company's books.

An NSF check is a check that was not honored by the bank of the person or
company writing the check because that account did not have a sufficient balance.
As a result, the check is returned without being honored or paid. (NSF is the
acronym for not sufficient funds. Often the bank describes the returned check as a
return item. Others refer to the NSF check as a "rubber check" because the check
"bounced" back from the bank on which it was written.) When the NSF check
comes back to the bank in which it was deposited, the bank will decrease the
checking account of the company that had deposited the check. The amount
charged will be the amount of the check plus a bank fee.

Because the NSF check and the related bank fee have already been deducted on the
bank statement, there is no need to adjust the balance per the bank. However, if the
company has not yet decreased its Cash account balance for the returned check and
the bank fee, the company must decrease the balance per books in order to
reconcile.

Check printing charges occur when a company arranges for its bank to handle the
reordering of its checks. The cost of the printed checks will automatically be
deducted from the company's checking account.

Because the check printing charges have already been deducted on the bank
statement, there is no adjustment to the balance per bank. However, the check
printing charges need to be an adjustment on the company's books. They will be a
deduction to the company's Cash account.

Recall the general rule, "put it where it isn't." A check printing charge is on the
bank statement, but it isn't on the company's books. Put it where it isn't: as an
adjustment to the Cash account on the company's books.
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Interest earned will appear on the bank statement when a bank gives a company
interest on its account balances. The amount is added to the checking account
balance and is automatically on the bank statement. Hence there is no need to
adjust the balance per the bank statement. However, the amount of interest earned
will increase the balance in the company's Cash account on its books.

Recall "put it where it isn't." Interest received from the bank is on the bank
statement, but it isn't on the company's books. Put it where it isn't: as an adjustment
to the Cash account on the company's books.

Notes Receivable are assets of a company. When notes come due, the company
might ask its bank to collect the notes receivable. For this service the bank will
charge a fee. The bank will increase the company's checking account for the
amount it collected (principal and interest) and will decrease the account by the
collection fee it charges. Since these amounts are already on the bank statement, the
company must be certain that the amounts appear on the company's books in its
Cash account.

Recall the tip "put it where it isn't." The amounts collected by the bank and the
bank's fees are on the bank statement, but they are not on the company's books. Put
them where they aren't: as adjustments to the Cash account on the company's
books.

Errors in the company's Cash account result from the company entering an
incorrect amount, entering a transaction that does not belong in the account, or
omitting a transaction that should be in the account. Since the company made these
errors, the correction of the error will be either an increase or a decrease to the
balance in the Cash account on the company's books.

Step3. Comparing the Adjusted Balances

After adjusting the balance per bank (Step 1) and after adjusting the balance per
books (Step 2), the two adjusted amounts should be equal. If they are not equal,
you must repeat the process until the balances are identical. The balances should be
the true, correct amount of cash as of the date of the bank reconciliation.

Step4. Preparing Journal Entries

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Journal entries must be prepared for the adjustments to the balance per books (Step
2). Adjustments to increase the cash balance will require a journal entry that debits
Cash and credits another account. Adjustments to decrease the cash balance will
require a credit to Cash and a debit to another account.

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(c)BILL CHECKING

In no. of bills related to past years, checked by me which relates to

payment of cash

purchase of goods

In this I found that HR department maintain all record in an effective manner. So, it
is easy for anyone to auditing the bills and discover the results.

(d)CALCULATION OF SALARY & OVERTIME

Calculation of salary was done at the supervisiory level and at the lower class.

At Supervisory Level

Calculation of salary = monthly basis

Fixed salary

Not depend on hours

At Lower Class

Calculation of salary = depends on hours

Calculation based on per day workdone

OVERTIME ONLY AT LOWER LEVEL

Depend on fixed working hours

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CHAPTER - 4

(A)SWOT Analysis

STRENGHT

Oldest hotel in Chandigarh

The perfect experience of Indian luxury living
Employee retention due to good brand image
Considered to be the one of the premium hotel in Chandigarh
Top-of-the-mind brand recall

WEEKNESS

Limited market share due to tough competition from international and domestic
players

Lack of unity of command

lack of guidance

lack of proper management

OPPORTUNITIES

Introduce better membership plans

Improve hygiene standards
Upgrade to international methods of work

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THREATS

.No. of competitors
Competitors upgrading to international standards of work ethic
Expectation of clients in terms of technological development

STP

Segment leisure and business travelers

Target group upper class business travelers
Positioning prime location, luxury living with Indian values.

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(B)Conclusion:
From the whole project we have seen that in hotel industry the policies and

functioning of each hotel is little bit similar to other hotels. Good HR policy would be
the policy, which not only considers all HR functions with proper care, but also
considers all the other factors like culture of the hotel, types of customers it receives, the
nature of the business and also the place from where it operates. And the hotels,
considering all the above factors to achieve the organizational goal while framing its HR
functions is said to have been following good policy. For example in Hotel AROMA, the
employee care is given first priority. In case if some of the relative of an employee dies
or suffers from some serious disease, the manager sends all the colleagues of that
employee to support him and thus manager makes himself aware of that employees
condition. This makes the employee feel that management cares for him. This will
definitely motivate him to work in the interest of organization. There work environment
is quite friendly and hence employees can discuss their problems openly. In small hotels,
the HR functions are not that developed. It needs more attention especially for the hotels
aiming to expand their business. The hotels should neglect the fact that the frustration
level in this industry is highest of all industries. The very first disappointment
employees face that the industry is not glamorous the way it was hyped in catering
colleges. Their frustration level keeps on rising when they go through the following
circumstances. Employees do not have time for their personal life. They have to do
overtime for many of the reasons and for such extra time they are not even paid.

Now when our country is trying to develop tourism for the development of our

economy, it has become mandatory for us to provide hotel-services up to international

standards and this is possible only when our hotels are in position to cope with this
frustration level of employees. They need to be given proper training and also the career
opportunities for their future. And first of all they should be aware of the facts of this
industry before they join in, so that after entering their frustration level would be low as
they will be prepared for everything. Thus, the responsibility of an HR manager is much
higher in this industry.

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The Indian economy is opening up its horizons as it continues to integrate with the
world economy. Therefore, the advantages of conducting business with and in India
are many. This has lead to the maneuvering of variety of jobs to the shores of India,
bringing in its wake transit travellers, business travellers, business meets and
holiday seekers.

Rising income in households

Increase in niche tourism such as eco-tourism, luxury tourism and medical tourism

Tourism and hospitality sector attracted second highest FDI i.e. US $3.2 billion in
the year 2013

100 percent FDI allowed through automatic route in hotel and tourism sector

Diversity of the country attracts an ever increasing number of tourists every year

Government initiatives in improvement of infrastructure like airports, highways,

ports and railways

India is a labour intensive country

India has been ranked as the fourth most preferred travel destination by Lonely
Planet selecting the country among the top five destinations from 167 countries.

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(C) Suggestions:

1. Prices should be rescheduled

2. Direct marketing must be more efficient.

3. Marketing strategy should be revised.

4. Tour Packages should be introduced.

5. Proper Management should be there

Results

1. The hotel industry is in boom.

2. The location of the hotel is the main advantage for the hotel.

3. The customer survey says that most of the customers are happy.

4. There must be an innovation in marketing strategy.

5. Effective marketing can raise the business of the hotel.

6. Event conducting (fashion shows, DJ, Stage performance) have an important role
in profit generation.

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CHAPTER-5

LEARNING FROM TRAINING

I came to know how to deal with the Customers

Also, How to work in an Corporate environment.

Mainly know about

o
o
o
o

How to make daily sales report in Excel as well as in Tally

Method of Salary & Overtime
How to prepare BRS.
How to Compare Bills with the Recorded Results

REFERENCES

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www.aromahotel.com

www.yochina.com

www.sundramsouth.com

www.business.mapsofindia.com/

www.indianmirror.com/

www.ibef.org

www.shineinfo.com

www.equitymaster.com

www.timecity.com

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