A resort can be considered a place where guests visit for recreation, health and pleasure, while a full service hotel operation comprises full-service hotel operations with restaurant, room service and suites, fitness centers, and so on. The hotel would sometimes include a resort as part of the establishment.
Resorts can be found in places such as beaches, mountains, lakes or areas that offer recreation and sports facilities, and mostly target leisure guests. On the other hand a full service hotel may be located anywhere so long as it is considered strategic and appropriate for business. The demands on management therefore differ considering size and requirements, even though both require a comprehensive management strategy to the full satisfaction of the clients.
In management the size and of the establishment matters a lot reflecting significantly the structure, which depends on the size and function of the hotel. There is need to consider the size of rooms, the space for indoor gathering, the amenities required in the rooms, such as television sets, beverage maker, and other amenities that can be developed or demanded by the guests.
There is also an important concept of cost for development or investment of the facility. The revenues and operating expenses is also an important consideration. In all these requirements, there is a high cost investment that would be needed for a full scale hotel as compared to a resort facility.
A small entity like a resort has less complicated day-to-day operations. These can be handled effectively by only a few managers who can manage to handle the few departments available. On the contrary an executive board comprising several directors who head hotel departments, subordinate line managers and supervisors and headed by the general manager are a requirement of a full-service hotel management.
A typically organizational chart of a small resort could require just a general manager who reports to the owner or regional director, and under which there could be sales manager, front office manager, food and beverage, and events manager. Therefore, it would be easier to manage and coordinate such a structure. In addition, other administrative functions are handled at a small scale by a centralized corporate office or by the general manager. These include accounting, human resources, payroll and many others.
On the contrary, a full service hotel with several major divisions and departments has many functions which would require thorough management and coordination. Therefore a strong and broad structure is important.
A typical example could comprise a general manager reporting to the owner, or regional president, and under whose the following may exist: An assistant general manager or director of operations; director of front office, with desk manager, supervisor, and coordinator; the guest services manager, with supervisor and bell captain; executive house keeper, with housekeeping manager and custodial and laundry supervisor; sales and marketing director, with senior sales manager and sales manager, senior marketing manager and marketing manager and public relations manager, revenue manager and the supervisor; food and beverage director with restaurant manager and supervisor, executive chef, rooms service manager and the captain, and bar manager; director of events and catering with services manager and events manager; director of finance and finance manager; chief manager and engineering manager; director of human resources with human resources manager and recruiting manager; director of security with shift supervisor; and information technology manager.
The needs for a full service hotel are wider as compared to a resort facility. Therefore, as compared to a simple structure of a resort, a full service hotel has several departments and divisions, and thus a comprehensive structure is a requirement. Additional management positions for outlets and additional facilities may also be a requirement. These should be handled by well-qualified and experienced personnel, for sound management.