国际联号酒店财务部操作手册.doc

ACCOUNTING STANDARDS MANUALINDEXINTRODUCTIONAccounting and Internal ControlsHotel Organization ChartsAppendices A and BHotel OverviewJob DescriptionsAppendix CKey ControlsCash Register ControlsAccess ControlsBalance SheetSECTION I: CASH AND BANKINGHouse FloatsProcedures I-1-I-4Bank AccountsProcedures I-5-I-8Cash TransactionsProcedures I-9-I-17Cash ManagementProcedures I-18-I-19SECTION II: ACCOUNTS RECEIVABLEAccounts ReceivableProcedures II- 1-II-17City LedgerProcedures II-18-II-18Accounts Receivable Reporting RequirementsProcedures II-22-II-23Bad DebtsProcedures II-24-II-26Accounts Receivable/MiscellaneousProcedures II-27-II-28SECTON III: REVENUERevenue Procedure III-1Room Revenue Procedures III-2-III-4Food and Beverage Revenue Procedures III-5-III-10Function Revenue Procedures III-11-III-13Telephone/Telex/Fax Revenue Procedures III-14-III-15Leisure Club Revenue Procedure III-16Other Income Procedures III-17-III-23SECTION IV: PURCHASING/ACCOUNTS PAYABLEPurchasing and PaymentsProcedures IV- 1-IV-3Purchasing/Receiving ProceduresProcedures IV-4-IV-9Receiving ExceptionsProcedures IV-l0-IV-12Accounts PayableProcedures IV-13-IV-16NOTE:A detailed Index is included at the beginning of each Section, and an Alphabetical Index is provided at the back of the Manual.SECTION V: FOOD AND BEVERAGE COST CONTROLFood and Beverage Inventories Procedures V- 1-V-7Other Inventories Procedures V-8-V- 10Beverage Cost Control Procedures V-1 1-V-14Other Reporting Requirements Procedures V-15-V-18SECTION VI: PERSONNEI-/PAYROLLPersonnel/PayrollProcedure VI-1Records Maintenance/FilingProcedures VI-2-VI-3Personnel Change NoticeProcedures VI-4-VI-5Employment Eligibility (U.S.)Procedure VI-6Payroll PreparationProcedures VI-7-VI- 10Payroll DisbursementProcedures VI-11-VI-12Payroll/MiscellaneousProcedures VI-16-VI-17SECTION VII: CAPITAL EXPENDITURESCapital ExpendituresProcedures VII-1-VII-9Capitalization GuidelinesProcedures VII-10-VII-15Depreciation of AssetsProcedure VII-16Capital Expenditure BudgetsProcedures VII-17-VII-18Capital Expenditure ProcessingProcedures VII-19-VII-28Disposal of AssetsProcedure VII-29Miscellaneous Accounting ProceduresProcedures VII-30-VII-32ALPHABETICAL INDEXACCOUNTING STANDARDS MANUALINDEXINTRODUCTIONHOTEL OVERVIEW:JOB DESCRIPTIONS:Hotel ControllerFood and Beverage ControllerNight Audit FunctionIncome AuditorKEY CONTROLS:CASH REGISTER CONTROLS:Reset Control ECR Programming ControlACCESS CONTROLS:Computerized Systems Controls Appendix CBackup Log FormForm i-ARecord of Password ChangeForm i-BBALANCE SHEET:ReviewBalance Sheet Accounts Analysis FormForm 1-CReconciliation of Commercial vs. Legal BooksForm 1-DMonthly Accruals/Pre-PaymentsPrepaid Expenses Amortization ChartForm i-EHOTEL ACCOUNTING STANDARDS MANUALINTRODUCTIONACCOUNTING AND INTERNAL CONTROLSThe Purpose of Accounting and Internal ControlsAccounting and internal controls serve to:A.Safeguard the Company's assetsB.Secure the integrity of the Company's records and management informationC.Ensure that all levels of management comply with the relevant procedures to achieve a high degree of consistency among hotelsD.Ensure that the Company obtains value for money from its use of resourcesE.Achieve the Company's objectives economically, efficiently and effectively.Hotel operation requires the delegation of duties: Supervisors must exercise control over the duties delegated to staff members, and staff members must account for their performance. Owing to the fallibility of people and information systems, internal control procedures are necessary. Internal controls are in place to ensure that all information is correct, reliable and processed on time. This enables management to make decisions which will achieve Company objectives.Every employee is involved in the internal control system every day. The value of internal control is the same whether the employee performs control over his own activities, or whether his Department Head/Supervisor ensures the correct performance of delegated activities.Division of Internal ControlsThe internal control system is roughly divided into preventive and detective measures.A.Preventive measures are an essential part of the internal control system. They are designed to prevent any occurrences which will abuse the organization's interests. Preventive measures include:1.Segregation of duties-Established by the Hotel's organization chart, segregation of duties ensures that more than one employee or department is always involved in a transaction, reducing the chance for undetected errors or falsification of records. Segregation of duties is based on conflict of interests, which should always exist between Hotel functions: custody (Cashier); administrative Food and Beverage Manager, for example); recording (Accounting Department, for example); and the audit function (Income Auditor, for example). Any combination of these functions is undesirable, as it may expose assets to the risk of loss.2.Job Descriptions -These highlight staff responsibilities and reporting procedures and must comply with the Hotel's organization chart. Job descriptions are the responsibility of the General Manager and Hotel Controller, and must be signed by both the employee and employer. Delegation of duties to a lower level in the organization must be in writing, indicating relevant instructions and authorization levels. Nevertheless, delegation of duties does not excuse Supervisors/Managers from their original responsibilities and from ensuring that all instructions are properly performed. The required checks described above must be documented at all times to ensure the performance of internal control.3.Audit trails - provide evidence for financial transactions, using supporting documentation to facilitate the detection and correction of errors or omissions in recording revenues and costs.4.Budgets - Properly prepared budgets can ensure the detection of unreported revenues and costs by establishing differences between budgeted and actual figures.B. Detective measures are internal controls performed after the fact. They verify the accuracy of information such as stocks and floats and ensure that instructions have been followed properly.IIIA.The Hotel Controller's RoleThe Hotel Controller plays a key role in the Hotel's internal control system. He supervises the Accounting Department and ensures the prevention, detection, investigation and correction of all inconsistencies. In addition, he ensures that the Accounting Department does not record any revenue or cost transaction which is not complete, correct and duly authorized. He ensures compliance with the Hotel Accounting Standards Manual and refers staff members to relevant sections.B.Organization ChartsStandard organization charts for each region are based on segregation of duties, availability of staff and the use of a centralized or a decentralized accounting system. No exceptions are allowed on the management level, including "an accounting function," the( Food and Beverage Controller and the Income Auditor. Combination of jobs at this level would undermine the principles of segregation of duties and increase the( risk of undetected errors in revenue and cost recording.In addition to the reporting relationships described in the attached organization charts, the following reporting relationships should be maintained:1. The Payroll Supervisor or Clerk, who prepares/calculates the actual payroll, reports to the Hotel Controller.2. Timekeepers report only to the Hotel Controller or General Manager.3. The Purchasing Manager reports to the General Manager.4. The Receiving Clerk reports only to the Hotel Controller.5. The Storeroom Clerk reports only to the Hotel Controller.6. The Accounts Receivable Clerk reports only to the Hotel Controller, with a functional responsibility to the Credit Manager.7. Accounts Payable reports to the Hotel Controller.HOTEL OVERVIEWIFront OfficeThe Front Office is primarily responsible for the control of reservations, guest registration, telephone services and guest accounting. It is the first point of reference for guest queries.The Front Office staff prepares financial accounting reports for revenues and costs; the business mix reports for allocation of market segmentation; and the month-end package. The staff provides forecast information for occupancy and revenue targets.The Front Office staff is responsible for ensuring that guest registration is carried out in accordance with local laws and regulations, and that registration adheres to the accounting controls and procedures regarding registration and the issuance of credit to guests.IIHousekeeping DepartmentThe Hotel's Housekeeping Department is responsible for the maintenance of product quality standards in guest rooms and public areas. This responsibility includes the control of costs, within budget, of the departmental payroll and expendable supplies.On a daily basis, the Housekeeping staff prepares the Housekeeping reports in accordance with established accounting procedures.IIIFood and Beverage DepartmentThe primary responsibility of the Food and Beverage Department is to manage the Hotel's food and beverage operations. This includes maintaining product quality, ensuring the satisfaction of customer needs and maximizing the department's contributions to the Hotel's profit.To fulfill these responsibilities, the Food and Beverage Department staff maintains total costs within the budgeted cost percentages; authorizes purchases of food and beverage items; and establishes the minimum and maximum levels of food and beverage stocks to control inventory costs.The Food and Beverage Manager, in conjunction with the General Manager and the Food and Beverage Controller, is responsible for establishing the menu prices charged to customers in the Hotels food and beverage outlets.IV.Finance DepartmentThe Finance department is responsible for complying with all the Company financial policies, procedures and reporting requirements. The department monitors and controls all revenues and expenses within the framework of the agreed budget.The Finance Department provides the General Manager with sound business advice relating to proposed business activities, cash flow and other financial analyses. The departments staff provides guest accounting services in all points of sales and provides the General Manager with such management accounting services as budget preparation, forecasting and daily and monthly management statistics.See also the job descriptions for:Hotel ControllerNight AuditorIncome AuditorFood and Beverage ControllerV. Personnel DepartmentThe Personnel Department is responsible for the support and maintenance of staff relations in order to maximize career development potential and staff performance standards, and to minimize staff turnover.The Personnel Department assists in the recruitment of staff and the maintenance of personnel files.The department is responsible for ensuring that local labour legislation and legal requirements are met regarding the employment and remuneration of staff.The Personnel Department staff must follow the accounting procedures established for the appointment, transfer and dismissal of staff. In addition, the department must ensure that payroll preparation is carried out in a timely and accurate manner.VI.Purchasing DepartmentThe Purchasing Department maintains the purchasing system and follows established procedures to obtain the lowest possible prices for the goods and services required by the Hotel, and to ensure acceptable standards of quality and service.This department performs market surveys to identify competitive prices and to obtain quotations from supplies for the purchase of goods and services after they have been approved. The Purchasing Department staff handles all paperwork related to the purchase and receipt of these goods and services.VII.Sales DepartmentThe Sales Department staff is responsible for the development and maintenance of Hotel accounts, and for the implementation of the Companys sales and marketing strategies.The staff monitors the business mix statistics and key accounts to maximize the Hotels revenue, and provides information regarding the strategy and pricing policy of competing Hotels. The se actions ensure that Hotel ABC quotations are in line with the local market.The Sales Department staff is required to follow Company policy and procedures relating to the acceptance of contracts to provide services, including the allowance of credit to customers.VIII.Engineering DepartmentThe Engineering Department is responsible for the management and maintenance of the operations and functions of the Hotels interior and exterior facilities, such as heating , air conditioning and grounds care.The Engineering staff plans programmes to ensure cost controls, protection of assets and employee and guest safety.APPENDIX:JOB DESCRIPTIONSTITLEHotel ControllerDEPARTMENTA&G FinanceREPORTS TO1. General Manager on an administrative basis as a Department Head2. District Controller/Regional Financial Controller on a functional basis representing the Hotels finance function.SUPERVISESWhere applicable and based upon the individual Hotels approved organization structure:Assistant ControllerFood and Beverage Cost ControllerIncome AuditorPayroll MasterCredit Manager/CollectorAccounts PayableAccounts ReceivableGeneral CashierReceiving ClerkStorekeepersCashiersNight AuditorsPOSITION SCOPEPerforms the administrative and functional responsibilities described below to achieve the overall objectives of the Hotels business plans in accordance with the Companys accounting policies and procedures.Maintains the Hotels internal control and accounting procedures at a consistently high level.ADMINISTRATIVE RESPONSIBILITIESManages the Accounting Department as a key Department head and integral member of the management team.Provides management accounting information.Coordinates preparation of the Hotels annual business plan.Provides budget information which helps determine operational targets and decisions.Acts as a financial consultant and assists Hotel management with the proper computation of annual budgets and periodic forecast