ABSTRACT

THE TRAINING OF HOTEL FRONT OFFICE CASHIERS

by Raymond P. Randuk

Purpose of the Study
To examine the problem of training hotel cashiers for the mutual
benefit of the employee, the guest, and the hotel. .Also, to formulate

a training program to improve the proficiency of Front Office cashiers.

Procedure for Securing Data

Contacting, by letter and/or in person, representatives of the
National Cash Register Company. Primary data pertaining to cashier
training programs were obtained for this study by direct consultation
with training representatives of various hotel and educational organi-
zations.

Pull advantage was taken of work that has been done by the.Ameri-
can Management Association in the field of training techniques and
fundamentals. There are portions of this study which reflect the re-
search by the writer such as may be found in the training program for

hotel cashiers which is Chapter V of this thesis.

Major Findings of the Study
Careful observation by the writer has produced the following
findings:

(1) 91.6 per cent decreases in cash averages and
shortages.

(2)
(3)
(4)
(5)
(6)
(7)

Raymond P. Randuk

Small amount of supervision needed.

Hotel policies carried out preperly.
Reduced labor turnover.

Proper handling of supplies and equipment.
Good guest service.

PrOper cash control and front office procedures.

Capyright by
RAYMOND PAUL RANDUK
1961

THE TRAINING OF HOTEL FRONT OFFICE CASHIERS

BY

Raymond P. Randuk

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

‘MASTBR 0F.ARTS
Department of Hotel, Restaurant, and Institutional Management

1961

ACKNOWLEDGMENTS

To the hotel industry of America, the author appreciates:
(1) the Establishment of the Curriculum in Hotel
Management through which he feels valuable
benefits were received;
(2) the c00peration that was always given to the
many requests which were made in connection
with this study.
The author is also grateful for the aid given to him by Robert
J. Emerson, Manager of the Kellogg Center, Michigan State University.
Finally, the author is indebted to Dr. Robert MacIntosh and to
Dr. Ralph Wilson for their capable guidance and assistance in the

writing of this study.

ii

TABLE OF CONTENTS

CHAPTER

I. INTRODUCTION . . . . . . .

Purpose of the Study . .

Importance of the Study.

Definitions. . . . . . .

Procedure. . . . . . . .

II. REASONS FOR TRAINING HOTEL CASHIERS.

Evidences of a Need for Training

Cashier Benefits . . . . . . . .

Guest Benefits . . .

Hate]. Benefits 0 e s e e e e e 0

III.
v///30b Breakdown. . . .
Training Techniques.
Training Facilities.
Followbup Procedures

Training Instructor.

0

REQUIREMENTS FOR AN EFFICIENT CASHIER TRAINING

IV. THE "HIGH-RETENTION AND EFFICIENCY" CASHIER TRAINING

PHILOS am 0 O O O O O O O O O 0

Hotel Background . . . . . .

Hotel Cashier Training . . .

Training Room Layout . . . .

\' Hotel Front office Equipment

111

PAGE

10
13
16
17
20
26
28

30

38

39

49

49

CHAPTER

V. THE THREE‘DAY "HIGH-RETENTION AND EFFICIENCY" CASHIER

TRAINING PROGRAM . . . . ... . . . . . . . .

Order of Instruction .*. .
Breakdown I (First Day). . . . . .

Introduction . . . . . . . . . .

Reasons for Training and Benefits of

Importance of Cashiering . . . .
Guest Relations. . . . . . . . .
Breakdown II (First Day) . . . . .
General Description of'Machine .

Information on Operation . . . .

How to Record Transactions and Practice.

General Review . . . . . . . . .

Breakdown III (Second Day) . . .

Cashiering Procedures. . . . . .
Hotel Policies . . . . . . . . .
Opening Duties . . . . . . . . .
Check-out Operation Procedure. .
Breakdown IV (Second Day). . . . .

Posting‘Actual Transactions. . .

How to Handle Unusual Transactions

Breakdown.v (Second.Day) . . . . . .

How to Balance Cash at the End of a‘watch.

Breakdown VI (Second Day). . . . . . . . . .

Kinds of Errors and How to Correct Them. .

iv

PAGE

53
53
53
54
55
55
56
58
58
60
6O
65
65
65
68
68
70
71
71
72
74
74
75

75

CHAPTER PAGE
General Review . . . . . . . . . . . . . . . . . . . . 86
Breakdown VII (Third Day). . . . . . . . . . . . . . . . 86
PostinglActual Errors and Corrections. . . . . . . . . 86
Supervision of Guest's Accounts and Miscellaneous
Information. . . . . . . . . . . . . . . . . . . . . 101
Counterfeit Money and Cashing Checks Procedure . . . . 102
Relief Cashier Procedure . . . . . . . . . . . . . . . 103
Closing. . . . . . . . . . . . . . . . . . . . . . . . 104
OPERATING INSTRUCTIONS MANUAL " POSTING MACHINE
FOR HOTEL FRONT OFFICES
v1. FINDINGSANDCONCLUSIONS. . . . . . . . . . . . . . . . . . 105
Findings . . . . . . . . . . . . . . . . . . . . . . . . 105
Conclusions. . . . . . . . . . . . . . . . . . . . . . . 106

BIBLImRAP'HY O O O O O O O O O O O O O O O O O O O I O O O O O O O 111

LIST OF FIGURES

FIGURE RAGE

I. Training Room Layout. . . . . . . . . . . . . . . . . . . . 50

II. Posting Machine Used by Hotel . . . . . . . . . . . . . . . 51

III. Layout of the Front Office in Typical Modern Hotel. . . . . 52

vi

CHAPTER I
INTRODUCTION
Purpose of the Study

The purpose of this study is: (l) to examine the problem Of
training hotel cashiers for the mutual benefit of the employee, the
guest, and the hotel; and (2) to formulate a vigorous program of
training which the hotel industry can use to improve the proficiency

of the front office cashiers.

Importance of the Study

"There is nothing in this world which is permanent but change
itself."1 Certainly the history of American hotel industry has com-
plied with this statement. Since, from our early colonial inns to
the modern architecturally designed hotels, front office planning and
equipment, hotels and motels of this atomic age, the housing of guests,
like our very civilization, has become increasingly more complicated--
and better.

Innkeeping eras have come and they have gone, with each era
making specific demands upon the hotel industry. Today this industry
remains fundamentally in the era of guest service.

It has already been mentioned that each era makes specific de-

mands upon the hotel industry during its reign. At this stage of the

 

1Cushman, Frank, Training Procedure, (New‘York: John‘fliley &
Sons, Inc., 1940), p. 46.

present self-service motel era, the hotel industry of today realizes
that competition, which not very many years ago, was essentially a
battle of methods and hotel efficiency, has also become a battle of
personnel.

One of the most important demands that guest service makes upon
the hotel industry is a caliber of personnel that heretofore has never
been asked. Progressive hotel management, realizing this, has placed
particular emphasis upon training a public relations representative at
the hotel level, the front office cashier. These hotel employees have
more face-to-face contact with guests than any other member of a hotel
organization. The guest relations facet of the cashier's job cannot
be too strongly stressed; for in meeting the public, the cashier directly
reflects the spirit and policies of the hotel itself. Today, the guest,
as never before, is not only looking for better values, but for friendly
and satisfying service. Guest preferences, as they are expressed
through hotel selecting habits, point to the importance of, and nec-
essity for, satisfactory front office personnel in hotels.

The cashier is also the only employee, other than the manager,
the assistant manager and the auditor, who is entrusted with the handling
of large sums of money. Accuracy by the cashier in the handling of guest
accounts insures that the hotel receives every single cent due for the
services sold. This, of course, works for the guest also. Inaccuracies
by cashiers can dissipate the profits from the seventh largest sales
volume industry in the world. For instance, an undercharge of one cent
on the dollar of guest sales may seem like an insignificant amount; but
on every million dollars of sales, ten thousand dollars would be lost--

which is a very significant amount. Consequently, one of the basic

3
purposes of training cashiers is to rectify as much as possible such
situations. If losses were, as such, allowed to continue unabated,
this would constitute a serious drain on hotel operating profits.

In the hotel industry, as in others, operating methods and pro-
cedures change. Training programs, therefore, should keep pace with
these changes, because what was adequate five years ago for training
hotel cashiers is not adequate today. Training techniques should also
be revamped as they are important means through which cashier trainees

are presented with the contents of a training program.

Definitions

The meaning of the word cashier, as used in this study, will
refer to a hotel employee who, under the supervision of an assistant
manager (or front office manager), Operates a posting machine, accurately
posts charges on a hotel posting machine, posts each charge to the
prOper department, takes cash, makes change, and performs other front
office duties, such as room clerk, information clerk, and switchboard
Operator in a hotel with 200 rooms or less.

The definition of cashier training as used in this study is the
action taken by hotel management to seek for the cashier, the hotel
and the guests, the maximum in mutual benefits that may be had when a
cashier is capable of extending friendly and satisfying service while
maintaining prOper cash control. Such training is organized with adequate

follow-up procedures for evaluation purposes.

Procedure
The procedure employed for securing data for this study was pri-

marily contacting, by letter and/or in person, representatives of the

4
National Cash Register Company. (A very significant amount of secondary
data in the form of cashier training manuals came from this source.
Primary data pertaining to cashier training programs were obtained for
this study by direct consultation with training representatives of
various hotel and educational organizations, such as the American Hotel
Institute, East Lansing,‘Michigan; Training Department, Palmer House
Hotel, Chicago, Illinois; and the College of Education, Michigan State
University, East Lansing, Michigan.

Full advantage was taken of work that has been done by the

AAmerican Management Association in the field of training techniques
and fundamentals. Secondary data for parts of this study came from
that source. There are portions of this study which reflect the research
by the author such as may be found in the training program.for hotel

cashiers which is Chapter V of this thesis.

CHAPTER II

REASONS FOR TRAINING HOTEL CASHIERS

Evidences of a Need for Training

Progressive hotel management, after years of Operating experi?

ence, has turned to cashier training after observing evidences of a

need for formal training and after recognizing that there are certain

valuable benefits to be had not only for the hotel, but also for the

cashiers and guests, as well.

1

The more important situations that indicated to management a

need for formal cashier training were:

(1)
(2)
(3)

(4)
(5)
(5)
(7)

Excessive amount of close supervision needed.
Hotel policies not being carried out.

Excessive labor turnover and having to shift to
other jobs within the hotel.

Improper handling of supplies and equipment.
Poor guest service.
Higher salary expense relative to sales.

ImprOper cash control and front office procedures.

Hotel managers, assistant managers, and auditors have many im-

portant duties to perform during their working hours. Their time is

valuable and as a result they simply cannot "stand over" cashiers to

 

1Personal interview with Paul Valintine, Director of Training,
Hilton Hotels Corporation, January 13, 1961.

6
see that their job is performed as it should be. Of course, a certain
amount of supervision is normal and essential, but not for work that
should have been done accurately and prOperly the first time. 'Hhen
cashiers are failing to carry out hotel policies, it is imperative that
the situation be corrected as quickly as possible, for in many respects
the good-will of an organization is firmly entrenched within its poli-
cies. Management, through formal cashier training, gives the "why" of
hotel policies and strives to create a proper employee attitude toward
the cashiering job. Loss of cashiers to other hotels, tOO many transfers
from cashiering to other jobs within the hotel and too many "square pegs
in round holes" have all been forceful indicators to management for the
need for formal cashier training. Everything possible should be done
to help the cashier be happy and satisfied with the job, as turnover,
today, is a high-cost prOposition--due, for one thing, to the necessity
Of paying unemployment compensation.

.Another management indicator for training is the excessive waste
of supplies by cashiers. Printed forms, as all supplies today, are ex-
pensive enough without having them wasted. By not using scratch paper
for a note or by posting to an improper voucher so as to necessitate re-
posting, cashiers are creating just as much drain on a hotel's operating
profit as when rolls Of audit tape are thrown away when only half used.
Cashiers also create additional Operating expense when posting registers
are not used correctly as the machines cannot withstand continuous abuse.

Of all the Operating costs that a hotel has, labor comes in for
the largest share. Labor costs at the front Office (for all help in-
volved) is also a high percentage. Since a large amount of hotel labor

expense is involved in the front office Operation, money spent for such

labor should most definitely be for efficient labor. Every cashier
that cannot, or will not, meet satisfactory job performance standards
serves only to burden a hotel's labor expense.

As long as inefficient cashiers are in a hotel, the situation
will be reflected in the net Operating profit figure. Consequently,
management has sought through training to increase cashier efficiency
to Obtain a better profit figure.

The last management indicator for the need of formal cashier
training is the absence of cash control and the presence of imprOper
and inefficient posting procedures. Whenever cashiers walk away on
Open cash drawers, have personal conversations with a person other
than the guest at hand during a check-out Operation, and commit errors
in cashing checks and making change, the results of such activity are
reflected in hotel Operating records and reports. For all of these
situations, management has sought to improve conditions by formal
cashier training. Management also feels that the cashier today, by
virtue of being a hotel's number-one public relations representative
in a front Office Operation, holds a most important position for a
very particular reason. The reason is that a guest's satisfaction or
dissatisfaction is, in a large measure, influenced by the cashier. In
fact, as may be deduced from what has been stated, a well Operated
hotel depends, to a great extent, upon the job performance level Of

cashiers.

Cashier Benefits
Because of the very nature Of the technical tasks performed by

the cashier, a maximum.amount Of training must be accomplished. The

cashier, especially if a posting machine accounting system is used,

8
must have the "know-how" of processing guest's accounts. In addition,
he must have the rudiments Of friendly and satisfying service.

Of the total yearly hotel training apprOpriation, cashier train-
ing comes in for its share. It is imperative, due to competitive condi-
tions within the industry, that a maximum beneficial relationship exist
at all times between the "BIG THREE"--the cashier, the guest, and the
hotel--in order to attain the maximum in benefits for all three. Actu-
ally, for best training results, it should be rather a "Three Musketeer,"
"one for all and all for one" situation. This is true because a cashier
training program designed to benefit the cashier, as well as the company
and the guest, will benefit the entire "BIG THREE3" and after all, this
is really what progressive hotel management desires from a cashier train-
ing program.

Therefore, approaching the benefits of a cashier training program
from a "BIG THREE" viewpoint, let us first examine the following list Of
the more important benefits a cashier may receive from formal training:

(1) Increased earning power.

(2) Greater security of employment.

(3) Job made easier and fatigue lessened.

(4) Better job understanding and greater
interest in it.

How does training give a cashier increased earning power? One
reason is that training enables personnel to make a greater economical
contribution to a hotel. The level of job performance should be better,
thus giving credence to the fact that a trained cashier is a more valu-
able employee, thereby commanding an earning power in excess of an un-

trained and less efficient cashier. It is logical that training should

9
increase job security as employers generally dislike losing their trained
cashiers and retain them long after they have been forced to dismiss their
untrained personnel.

In training programs, cashiers are shown the easiest ways of per-
forming their jOb with the result that the human fatigue element is re-
duced. This is especially important to a cashier (as well as to the hotel
and the guest) for a cashier usually works under pressure while handling
large sums Of money and extending friendly and satisfying service. There-
fore, any additional physical energy that a cashier may have available
for use would be very desirable for all concerned.

However, one Of the most important benefits that cashiers may re-
ceive from training is a better understanding of the "why," “what," and
"how" Of their job. They see how cashiering is related to other phases
Of the front Office Operation, as well as within the hotel as a whole,
and to the guests they serve. Policies are explained to them on a "why"
basis in keeping with the belief that a well-informed cashier is capable
Of doing better work than an uninformed one. If the training program
has been conducted effectively, the cashiers will bring back to their
jobs a degree of enthusiasm for and an interest in their work, not to
mention a spirit Of over-all cOOperativeness, that has never before
existed. ‘th7 It is simply because their craving for recognition,
which is in all of us, has been catered to. They see clearly that hotel
management feels that they are important enough to be brought together
for a conference on cashiering as a job--Of which each trainee has some
knowledge. ‘we are, today, essentially a country of wage earners.

Private business ownership incentive is not found in most wage earners.

10
Therefore, it is the serious duty and responsibility of private enter-
prise management today (as wage earners themselves) to "get across" tO
its employees that everyone's success is directly dependent upon their
success. To the degree that this is accomplished will be the degree to
which management will succeed in instilling in its employees some "good
Old fashioned incentive" in their work-~incentive which is sorely needed
today and is conspicuous by its absence. Since cashiers, as nearly all
other wage earners, do not have the intense desire to see that a hotel
succeeds as does the manager or owner of a business, one of the most im-
portant Objectives of training is, therefore, to stimulate in cashiers a

greater interest in their hotel through attitude develOpment.

Guest Benefits

What about the guests? .As an integral component of the BIG THREE,
what are some of the benefits they may receive? The two most important
benefits that guests may receive from trained cashiers are:

(l) Friendly service.

(2) Satisfying service.

Mr. Conrad N. Hilton, President, Hilton Hotels Corporation, says
that hotelmen have a heritage to service:

"no you remember the Old Greek fable Of how fire first came
to the earth? The story goes that once upon a time dark-
ness and cold filled the world. Then the report went around
that Prometheus, the son Of a god was going to steal fire
from the heavens and bring it to man. Lines and lines of men,
women, and children stretching out from Mt. Caucasus to the
ends of the earth, waited with dry sticks ready to catch the
flame and pass it on.

"Suddenly came a flash Of lightening and Prometheus broke
through the clouds with a living flame and lit the first
torch Of the nearest man. Quickly the flame passed from
hand to hand . . . four, twelve, thirty torches sprang into

11

being, a hundred, a thousand, ten thousand, from city to
city, from continent to continent light and warmth filled
all the earth.

"That is the story of our industry, of the hotelmen and
women across the world and down the corridors of human
history. It has been and continues to be our responsi-
bility to fill the earth with the light and warmth of
hospitality.

"That is our heritage. It has come down to us, passed

from hand to hand like the Old Grecian fire, through the

ages from the lonely caravanseries on the desert's edge,

through Biblical inns along the imperial highways of

ancient Rome, dotted with the first crude hostelries; up

the centuries into the Alpine Passes and the monastic

shelters of the Great St. Bernard, the Simplon and Mont.

Cenis, to the eighteenth and nineteenth century inns of

Germany and England; then on to the greatest hotels in

history here in twentieth century America. That is the

march of your profession and mine across the centuries.

That is our heritage, our tradition. Let us be proud of

it. The torch of hospitality is ours. Let us hold it

high and carry on."2

To the average traveling salesman, shopping for a hotel room is
just another one of his chores and, as such, he looks upon his visit to
the hotel in the light Of a chore. Therefore, everything should be done
that is humanly possible to make every trip to a hotel as pleasant as
possible. Trained cashiers know the full importance and "why" Of satis-
factory guest relations. Consequently, there are fewer inhibitions on
their part to prevent the extension of such service to guests. .All of
us appreciate receiving friendly service when we stay in a hotel, and
staying in a hotel is made more pleasant for all guests when they receive
a smile and a sincere "thank you." Everyone benefits, for being friendly
not only makes everything better for the guest and the hotel, but also

for the cashier.

 

2Training‘Department, Personnel Division, Palmer House Hotel, Room
Clerk's Training Manual, December, 1956.

12

The second major benefit a guest receives from a trained hotel
cashier is satisfying service. Hotels stand out in their emphasis on
service, convenience, and personal comfort Offered to the guest.
Trained cashiers are more capable Of giving such service than untrained
cashiers, for one of the specific objectives of training is to help
them in every way to give all guests satisfying service. The most
crucial test in the successful Operation Of a hotel centers around the
efforts by a cashier to extend a standard of courtesy, thoughtful con-
sideration and anticipation of comforts and conveniences that induce a
traveler to experience a sense Of luxurious well-being. This is sig-
nalized by the knowledge of guest relation policies, cash control pro-
cedures, and room clerking procedures which serve to promote confidence
in the cashier. Such job confidence goes far in helping cashiers give
satisfying service. We all admire people who are efficient in their
work and certainly it is comforting tO guests waiting in a line to be
served to feel that the cashier is working at maximum efficiency.

In the final analysis, guests keep hotels in business; and since
the hotel is so dependent upon repeat business to keep volume up, guests
must receive friendly and satisfying service. TO illustrate friendly
and satisfying service, a vending machine will give guests satisfying
service-~but not friendly service as human beings are then involved.
Therefore, a cashier, to extend quality service, not only must give the
"vending" type of service, but must also give friendly service at the
same time. Trained cashiers are prepared to give their guests the two
parts Of quality service thereby assuring that all guests receive their
two most important benefits from trained hotel cashiers-~friendly and

satisfying service.

13
Hotel Benefits

Naturally, hotel management, after spending money, time and ef-
fort in cashier training, expect to be sufficiently compensated. Here
are some Of the more important benefits a hotel may obtain from a well
administered cashier training program:

(1) Maximum production.

(2) Lower relative salary expense.

(3) Reduced labor turnover.

(4) Lesser need for supervision.

(5) Increased employee morale.

(6) Increased sales and profits.

The training of cashiers helps them to achieve maximum efficiency
in a minimum of time. The process of learning is shortened. New cashiers
can be taught and drilled in the best methods in a considerably shorter
time than would be possible under a trial and error procedure. Learning
time is not only reduced for new cashiers but experienced cashiers tend
to raise their established job performance level. Increased efficiency
and greater production are normally associated with lower Operating costs.
By shortening the learning period, new cashiers are brought to the point
of profitable productivity sooner than it is otherwise possible-dwhich all
means that well-trained cashiers cost management less than efficient ones.

Excessive absenteeism and costly labor turnover generally arise
from some dissatisfaction of cashiers. They may resent the type of super-
vision they receive; they may feel insecure in their jobs; they may die-
like their work or feel inadequate in its performance; or there may be
some other way in which they are not adjusted to their job. Training is

usually able to remedy this maladjustment by giving prOper job instruction;

14
by, and this is most important, developing an understanding and appre-
ciation of the problems and purposes of the hotel, or by preparing the
cashier for more harmonious association with fellow employees. It is
significant, though, that cashiers who have been instructed in job pro-
cedure and who feel that management has a definite interest in them, are
less restless than untrained cashiers. As a result, they are not likely
to be continually concerned with looking for better jobs elsewhere.

The president of a large eastern department store once said that
a business can be "run" by a man who gives orders and never bothers to
teach. But it can be managed only by the man who concerns himself with
general principles and with teaching them to his workers. The man who
runs a business carries it less well than could a group Of gOOd me --

teaching is our principal tOOl of management.3

By "managing" a hotel, supervisory expense is reduced. Trained
cashiers allow the manager, assistant manager and auditors tO give mini-
mum supervision which tends to develop a more pleasant and productive
relationship. .As for the improvement of cashier morale, the confidence
and good-will promoted by intelligently applied training,methods is, in
itself, a most important factor in improving their morale. Cashiers who
have been trained show more enthusiasm toward their work because their
effectiveness toward cashiering and their attitude have been improved.
On the other hand, cashiers who have not been trained are prone to resort
to their own ways of cashiering and these methods are likely to reflect
their own divergent personalities rather than the personality of the

whole hotel with a result that they have less incentive to cooperate for

 

3Robinson, 0. P., Retail Personnel Relations (New‘York: Prentice-
Hall, Inc., 1949), pp. 253-254.

15
the common good. The last of the more important benefits a hotel may
receive from a well administered cashier training program is increased
sales and profits. Trained and efficient cashiers satisfy guests who,
in the end determine the sales Of a hotel. Mr. Mike Kane of Training
within Industry, a section of the‘war Manpower Commission during‘World
war II has aptly said, "Good‘Management and Training are somewhat the

same."4

PrOgressive hotel management realizes that cashiers learn in some
fashion or other, to a greater or lesser degree and.with better or poorer
methods. If cashiers do not learn the best ways, if they do not learn
in the shortest time, if they become discouraged or fail, it is largely
management's fault. The fault being in sins of omission and/Or commission
as pertaining to the relationship between cashiers and the quality of
training that management gives them.

Hotel management, made up as it is of men with intelligence, ag-
gressiveness and keen students of human nature, certainly can see the
benefits of formal cashier training. .A hotel, as a sound Operating busi-
ness, must have quality service, quality values, satisfied guests and
prOper business practices. To have.this type Of hotel, both management
and cashiers must make their own particular contributions. The spirit
Of training undertaken by a hotel should be to aid cashers in contribu-
ting tO the success Of a front Office Operation. For in so doing, all
of the BIG THREE--the guest, the cashier and hotel-~will receive the

maximum in benefits.

 

4Calhoon, Richard P., Problems in Personnel Administration (New
York: Harper & Brothers, 1949), p. 148.

CHAPTER III

REQUIREMENTS FOR.AN EFFICIENT CASHIER

TRAINING PROGRAM

When hotel management decides to embark on a cashier training
program, five very important factors present themselves. In order
for such training to be most effective, management should give extreme-
ly careful consideration to these five factors, which are:

(1) Job breakdown.

(2) Training techniques.

(3) Training facilities.

(4) Follow-up procedures.

(5) Training instructor.

After the training plan has evolved from the job breakdown, manage-
ment should then seek to find the training techniques best suited for
the plan. Next, the most satisfactory training facilities and follow-up
procedures should be sought. ‘Hhen all of the above have been accomplished,
management should then consider the fifth factor--the training instructor.
The selection criteria should be based on ability to carry out the first
four factors. The training program should never be made to conform and
adapt itself to the training instructor.

Each important factor shall now be discussed to show in greater

detail its relationship to an efficient cashier training program.

17
Job Breakdown

Basic in the cashier training process is a written job analysis,
or breakdown, in order to devise a proper plan of instruction. By care-
ful analysis, it is possible to pull out the key points and/or difficult
portions to permit further and more detailed study by the cashier
trainees. Without a job breakdown or training analysis, there is a
natural tendency to teach a job straight through, easy and difficult
parts together.

Some of the more important reasons why the cashiering job should
be broken down are as follows: ‘

(1) It is not possible for the cashier trainees to assim-
ilate a complex Operation all at once.

(2) Learning should start from the simple and proceed to
the complex.

(3) The best method for teaching each step has to be deter-
mined.

(4) It should be determined how many steps of the cashiering
Operation a trainee can learn at one time-~this is known
as the "learning block."
(5) Before teaching an Operation, it should be determined
that the Operation represents the best procedure--this
requires the breaking down of the cashiering job and
studying it.
A step in an Operation represents a distinct task to be performed
in which a distinct skill or habit must be acquired. Each step is a
learning "point" and it should be determined how many Of these "points"
a cashier trainee should be taught at one time. The combination Of
steps to be taught at one time, as has been said, is a "learning block."

The three main methods by which the cashiering Operation may be

broken down are as follows:

18

(1) By planning, based on experience.

(2) By "trial and error" method--actua11y doing the work
and noting the steps required.

(3) By time and motion studies Observing cashiers and/or
taking motion pictures of the Operation.

Concurrently with the process of breaking down the job of cashier-
ing, it is an opportune time to try and simplify the job for purposes of
increasing efficiency and making learning easier. The program outline
that follows, which was primarily devised by planning based on experi-
ence and Operating Instructions Manual for National Posting‘Machine, is
the result of a job breakdown analysis; the same program outline is used
as the order of instruction for the cashier training program found in
Chapter V of this study. The outline is broken down for a three-day pre-

sentation and is as follows:

First Day Breakdown I

- Introduction

Reasons for Training and Benefits of Training

Importance Of Cashiering

Guest Relations

Breakdown II

General Description of Machine

Information on Operation

How to Record Transactions and Practice

General Review

Second.Da1 Breakdown III

- Cashiering Procedures

Third Day

19

Hotel Cashier's Policies

- Opening Duties

Checkout Operation Procedure

Breakdown IV

Posting Actual Transaction

How to Handle Unusual Transactions

Breakdown V

- How to Balance Cash at the End of a‘Hatch

Breakdown VI

Kinds of Errors and How to Correct Them

- General Review

In determining the

Breakdown VII

PostinglActual Errors and Corrections

Supervision of Guest's Accounts and'Mis-
cellaneous Information

Counterfeit Money and Cashing Checks Pro-
cedure

Relief Cashier Procedure

Closing

order in which skills should be develOped, the

following points were kept in mind:

(1) Some skills are more easily acquired after other and
more basic skills have been acquired.

(2)

(3)

The entire cashiering Operation need not be taught in
the order in which it will eventually be performed.

Determine the

Order in which skills are to be develOped,

rather than the order in which they will eventually be

performed.

20

(4) Determine which steps, or steps to be required will

require particular attention and effort.
Training Techniques

Formal cashier training programs generally employ three major
training techniques, which are as follows:

(1) Conference method.

(2) Visual aids.

(3) Job instruction training procedures.

These three important training techniques should be "blended" to-
gether to drive home the content of the Operating Instructions Of the
National Posting Machine for Hotel Front Offices Manual and to achieve,
after doing so, the highest possible retention factor in the minds Of
the cashier trainees. The conference method and visual aids are used to
a greater extent when seeking to develop cash control and guest relation
skill. Job instruction training procedures are principally employed for
imparting skill in posting machine Operation. However, the general prin-
ciples of all three techniques are interspersed throughout the training
program, and the most efficient combination is sought for training each
step in the cashiering job.

The conference method is essentially a training technique in.which
a small group of cashiers, usually from two to four, discuss job problems
under the leadership of a training instructor.1 In a true conference,
the cashier trainees have had room clerking experience (generally from
ten weeks up to twenty weeks.) In such a situation, everyone has some in-

formation about cashiering, but no one knows the "whole" story. The

 

1Department of the.Air Force, Conference Leadership, AF'Manual
50-8, JUly, 1959, p. 1-10

21
training instructor serves as a "guide" who keeps the discussion flowing
in the prOper direction. The cashier trainees are also assisted in
reaching proper conclusions. Through exchanging experiences and ideas,
the trainees acquire broader views of their jobs. The combined thinking
of the group may lead to solving problems which appear to be difficult
when only one or two of the trainees attempt to attach them.

There are, however, certain limitations to the conference method
when compared with lecturing or other methods of instructing to gain the
same end. .Another, is the shortage of training instructors who have the
necessary personal qualities to make prOper use of the method. .Although
training programs are conducted for cashier training instructors by some
cash register companies, the fact remains that the skill needed to con-
duct successful conferences is indeed rare. Nevertheless, training small
groups of cashiers, it is felt that the advantages of the conference
method far outweigh the above mentioned disadvantages.

The following is one description of good use of the conference
method which enumerates its logical steps as follows:

(1) The leader asks why a certain subject constitutes a
problem. ‘

(2) After group discussion of the nature of the problem,
the causes of the problem are discussed.

(3) This is followed by consideration of the wrong and
right methods of handling the problem with a simi-
lar analysis of right and wrong ways to prevent the
problem in the future.2

' The trainees are encouraged to think out for themselves rational
and worthwhile answers to the many problems with which they are con-

fronted. By doing this, they begin to see the "why" factor of their

 

2Nystrom, Paul H., Marketing Handbook (New‘York: The Ronald Press
Company, 1954), p. 1111.

22

job and gain an understanding of the "basis" of their job. Cashiers who

know the "why" and "basis" of their work are definitely more cOOperative

and productive than those lacking such information.

Twelve of the more significant reasons why hotel management feels

it is productive to conduct conference programs with cashiers are:

(1)

(2)

(3)

(4)

(5)

(6)

(7)

(8)

(9)

(10)
(11)
(12)

Opportunity is provided for the trainees to learn
about the problems of management and their other
supervisors.

Friction and jealousy often give way to goodewill
and cOOperation as trainees get together to discuss
matters of mutual interest.

Each trainee is given an Opportunity to judge the
soundness Of his own ideas.

Each trainee learns that his experience differs from
other trainee's experience; what one may not know,
another may.

The trainees tend to become more Open-minded to new
ideas and methods.

The sum total of the knowledge of the conference group
can be increased.

A practical means is provided for presenting manage-
ment's viewpoints and problems to the trainee.

The sum total of the knowledge of the group can be
pooled effectively in the solution of job problems.

Group thinking and acting is likely to be more effec-
tive than disjoined and unrelated individual action.

The gap between management and cashiers is bridged.
Improved human relations.

The cashier trainees are aided and stimulated to get
quality and quantity performance in the best, the
easiest and quickest way and at the least cost to
earn a profit--a profit that benefits the cashier
and guests as well as the hotel.

The second major training technique employed in some cashier train-

ing programs by hotel management is the utilization of visual aids. The

23
cashier training instructor of today has many more visual aids at his

command than we have had in the past. Among them are:

Blackboards ‘Models Visual cast
Charts and graphs .Actual objects Opaque projectors
Maps Specimens Manuals

Posters Slide films Demonstrations
Photographs Strip films ‘Moving pictures

A.major philosophy behind the use of visual aids in cashier train-
ing programs is the feeling that words alone contain great meaning; but
when unaided by more direct sense impressors, they are likely to go in
one ear and out the other. If a cashier trainee is to learn well and
quickly, the training program should be designed to utilize visual aids
to the fullest extent. In so doing, the trainee is able to sense a prob-
lem vividly and directly. .Among the more important reasons for using
visual aids are that the trainees may learn more, remember longer, learn
faster and give better attention; the following figures bear witness to

the importance of visual aids.

Attracting Attent ion3
Sight. . . . . . . . . . . . . . . . . . . . . . 87.0 per cent
Hearing. . . . . . . . . . . . . . . . . . . . . 7.0 per cent
Smell. . . . . . . . . . . . . . . . . . . . . . 3.5 per cent
Touch. . . . . . . . . . . . . . . . . . . . . . 1.5 per cent

Taste 0 O O O O O O O O O O O O O O O O O O O O O 1 O 0 per cent

.Another important viewpoint from the psychologist is that, on the
average, people remember 10 per cent of what they hear, 50 per cent of

what they do, and 90 per cent of what they see and participate in.

 

3Hess, Kenneth B. and Claude H. Ewing, Tested Training Techniques
(New‘York: Prentice-Hall, Inc., 1950), pp. 80-81.

24

Therefore, the new sales slogan that should be used in the present, “You
have to show him to sell him" might also be used in training as, "You
have to show him to train him."4

A survey by Mr. Louis W. Lerda, Director Of the E880 Training
Center at Elizabeth, New Jersey, showed that pictures used in industrial
training:

(1) Increased interest 40 per cent.

(2) Increased range of understanding 25 per cent.

(3) Reduced course completion time 25 per cent.

(4) Increased retention of information for one year
35 per cent.5

Although these figures are for industrial training, it is felt that
they are also indicative for cashier training. Every cashier trainee
learns through the five senses which are eight, hearing, smell, touch,
and taste. Visual aids are the key to reaping maximum training benefits
from the sight sense.

The last of the major training techniques used in cashier training
programs is the Job Instruction Training (J.I.T.) procedures. During
Horldflwar II, many instructors and supervisors in the hotel field, as well
as in other industries, went through the Training‘flithin Industry Program
of "J.I.T." The accomplishments of this program, now a matter of histori-
cal record, are many.

The four basic steps of "J.I.T." training procedure are shown on

the following page.

 

“Thompson, Joseph‘H., "Discussions and Demonstrations That Motivate
Your Prospects," Hotel‘Monthly, December, 1959, Vol. 68, No. 813, p. 29.

5Lerda, Louis w;, “Audio-Visual Aids in Industrial Training,"
Personnel Journal, February, 1950, Vol. 28, No. 9, p. 331.

25

.AoomH .ou nooBOuaom .huwmuo>we= oumum ammwnumz .emmusueou mo omoHHoo .aOaumuoom
Honomoa o>aueofluumfin_oem mmoaausm “emwwnuaxw.wefianod ummmv nowadays eofiuoeuumaH mom ..0 women .moemmmo

 

o:.auomuom emu
noxuoz any .unwome no: umuoeuumeH may «H:

 

.a0amm>uoaom daemon on magnumoo «no momma
.aaon pom ow On uuo:3_a«£ Hash

.eso am: no EH: uam

.nooouounnmuouuo uoouuoo

.ooeoauomuom mam meaocmumuooeo no 30050
umdfiuuooa no xoono .>H

 

.maoax.mm.aocx.MMN amuse oaamuaoo
.3onuum53t>£338an COwumoso

.mueuoo
max new mason camaaxo one umomuu awn o>mm
.muouuo uuouuoouuoOH oo HoeuooH o>m=
“deadwood o£u mammfl_ .HHH

 

.uoumme coo noeumoa ammo «nos 0: ueomoum
. mongom max amouum

.Ooeoooom wefieumoa uuouuou aw new %a
nonmaume .mausoHu mama u as moan oeo ueomoum
.eOmumonoutououumeoaOOtnaonmtaaoa
“Homuoume Ono ueomuum .HH

 

.Ooeoooom weaeumoa uoouuoo am oooam
.uuooa Ou ouwmoo one anemone“ ao~o>on
.oofi uoooo uaoex u; uses uso mama
.oofi ofiwfiuoau oumum

.omoo an assumed usm

”noeuooa on» mummoum .H

 

ammoum sammm uaoh ombv
aosawwza as so:

 

noun

aoum

noun

nflum

 

umoom uqamm neon sau>om
esoouxmoum non menu»
woman xuoa unsound
ueoaawsou one mumaeaom mewnouou museum
“umHonono weweguuu sew>om
nuuoouuuew ou summwum .m

eowuoHom oHoHnuom
monomo odomooum
How>mnom oo>uumoo uuuwa
aeoaumauum soauauud
3e.“ om you“:
muomh ueouuomaa “Oman
waaemuua soduuauomeH
uuewom mom
mmoum unuuuoaan nomad
meaaauua adage
I “you neoouxuoum mom on:
Hoauouua on» ashamed .N

oouoooxu cosmeuomuom
nuance.“ on :25 one 325
use... 2333 on Ou a.“ Mal...—
uoofiuoonuoasoonom memewsua on:
summwewuuu emu swam .H

 

 

 

havens uoov
BondstH OH 30m

 

26

A key point is defined as anything in a step that might make or
break the job or make work easier to do--this includes "knacks," "tricks,"
special timing or any special job information.

As has been said, a proper "blending" of the three major training
techniques--the conference method, visual aids and job instruction train-
ing procedures--tend to result in maximum cashier training benefits. Up
to the present time, this ”blending" has been found to be the most satis-

factory method for training cashiers.

Training Facilities

Hotel management should never overlook the prOper arrangement of
the cashier training room. It is surprising what an influence this has
upon the success of a program. ‘Many of the seemingly unimportant factors
which go to make up the general atmosphere Of a conference play an im-
portant part in maintaining the interest of the cashier trainees.

The training room should provide proper temperature and good
ventilation. It should be well lighted and as cheerful as possible--
every effort should be made to make it comfortable. The room should
lend prestige and importance to the cashier training program. It is not
necessary for the facilities to be on a level used by the manager; how-
ever, a well appointed place is helpful by adding to the group's sense
of well being. On the contrary, a dingy, dark and dismal meeting room
tends to lessen the liveliness of the training program. Experience has
asserted that there is a definite relationship between freedom of dis-
cussion and the comfort and agreeableness of the surroundings.7 If

management fails to provide an apprOpriate training room, the cashier

 

7Department of.Air Force, Conference Leadership,.AF Manual 50-8,
Jaly, 1959, p. 6-30

27
trainees will tend to feel that tap management lacks interest. Therefore,
the comfort of the cashier trainees should be one of the first things pro-
vided for in arranging the training room. All seats should be comfortable--
preferably with cushions. .Also, they should not have to endure the un-
pleasant experience of having to sit in a glaring ray of light while in
the training room. .An effective way to put a person at a distinct dis-
advantage is tO locate him so that a light shines directly in his eyes.
All glaring lights should be eliminated. Because of the importance of
heat and ventilation, no effort should be spared to make the training
room comfortable as far as these important factors are concerned. The
cashier trainee having to sit through a training session with a draft
blowing on the body may develop a decided dislike for the training. One
of the most successful discussion leaders in the country experimented at
length with the regulation of the temperature in the meeting room. He
found that the best temperature was 68 degrees. If the temperature was
allowed to get above that point the group became sluggish and he found it
harder to draw them out. If the temperature was allowed to go over 72
degrees, he found that many of the group began nodding and had difficulty
staying awake. It is quite evident that if the temperature is not con-
ducive to wide-awakeness, the cashier training program is certain to
suffer.

The seating arrangement should never be left to the haphazard
choice of the trainees as they come in and take their places. If the
seating is left to mere chance, it is quite certain that a very dis-
organized grouping will result. Probably the very best seating ar-
rangement is to gather trainees around a table. No arrangement is more

conducive to free discussion. In such an arrangement, every cashier

28
trainee may look straight into the eyes Of whoever is talking. There is
considerably more freedom in speaking in a group if everyone can see the
faces of all in the group. There is something about gathering around a
table that breaks down the formality of a meeting. It is also a very
comfortable arrangement. This arrangement permits the trainees to lean
on the conference table with their elbows or sit back to suit themselves.
Furthermore, the table makes the individual trainee conscious of the
presence of the other trainees which tends to promote a sense of mental
kinship induced by physical proximity. Some of these matters may appear
insignficant but the fact remains that the sum total of all these details
goes to make up an effect on the group of cashier trainees. They, them-
selves, may not realize what it is that influences them favorably or un-
favorably. If management sincerely believes in the importance Of cashier

training, satisfactory training facilities should be provided.

Follow-up Procedures

Equally important to the success of cashier training is the action
taken by management to follow-up on training. .After trainees finish their
training, it is suggested that they work an actual cashier's shift with
the training instructor for approximately four days to check on the pro-
gress being made and if necessary provide help in any problems the cashier
may be experiencing. It has been found that after cashiers have gone
through the formal training and the on-the-job training, instructors
should visit them every second shift that they are working, complimenting
those with good records and helping those who are having trouble.

The following distribution of value has been found that the hotel

should not only provide the usual follow-up procedures, but also give

accuracy tests to make certain that trainees are maintaining their
training-school accuracy.

be used in testing the progress of training and the follow-up of the

cashier.

importance.

(1)

(2)

(3)

(4)

(5)

(6)

(7)

(8)

(9)

(10)

WHAT IS YOUR CASHIERING SCORE?

(As Rated by Trainer)

Is the posting machine ready
to Operate?

Are the guests asked for re-
turn of key?

Is the uniform system of post-
ing being used?

Is the Clear and Sub-total
lever being used prOperly?

Is the cash drawer arranged
properly?

Are the amounts of balance due
and amount received called out,
and the change counted from

drawer and aloud to the guest?

Is the guest statement given
to the guest?

Are recent charges checked for
with the guest?

Are charge accounts handled
prOperly?

Is there a "thank you" with a
smile?
Total

Is the work area neat?

Is correction sheet being used?

Are rebate vouchers recorded correctly?

Points

15

10

20

10

15

15

100

Below is the suggested scorecard form to

Score

 

 

 

29

The value points of each question are assigned according to

30

Is the cashier's cash enveIOpe completed prOperly?

 

Cashier Shift

 

Trainer Date

 

(Use back of card for additional remarks)

Scorecard results are a good source from which to point out mis-
takes and to compliment the cashier. Scoring also provides the hotel
with an index of whether it is receiving tOp performance from its
cashiers. Each cashier is scored individually and the results should
be first discussed with the manager by the cashier trainer. The perfect
score for the ten points covered is 100 and the higher the cashier's
score, the more confident the manager can be that he is getting an ac-
curate performance in his cashiers. Listed on the scorecard are five
other questions which help the manager in following-up the complete
cashiering Operation.

Adequate follow-up procedures help to insure that management is
receiving maximum cashier training results. After all, benefits that
may be had from training are realized only through the degree with which

the trainees carry out the training.

Training Instructor
It is suggested that before the formal training of hotel cashiers
begins that the instructor use the following check list to prepare him-

self for an efficient training program:

JOB INSTRUCTION TRAINING CHECK.LIST

(A.Reference and Guide for Instructors)

Can I say "Yes" in answering the following questions?

A. Get Ready to Instruct

1. Plan the training--

In planning do I know
(a) Of the worker:
That he needs to learn a job?
The job he must learn?

What can he do now?
From his background and interests,

 

what can be used in his training?

How quickly he learns?
(b) Of the training situation:

Where instruction will be most
effective?

When instruction can be arranged?

When instruction will be most
effective?

(c) of the job:

What specific job Operations are
to be learned?

The level of performance the job
requires?

How to do the job myself at that
level?

2. .Analyze the material--

"Have I asked myself--"

Is the learning time available adequate
to teach the job?
What type of breakedown to use?

If a Manipulative Skill, --

Is the job title descriptive of job?

Do I know where training should be
done?

Do I know time required in training?

Yes

No

Are training equipment and supplies
available at training place?

Are important steps arranged in logi-
cal order?

Are all Key Points included?

Has break-down been checked against
job?

If Information Training, --

Type of "information" needed?

"Purpose" for which it is needed?

Time required?

Equipment and supplies needed?

Important steps?

Logical order of steps for the "pur-
pose"?

Technical names and minor points?

Have I checked information needed
against the break-down?

If Attitude Situation, --

Do I know the attitude needing cor-
rection?

DO I know the parties concerned?

Have I considered the personalities
involved?

Have I considered the best time to
discuss the problem?

Have any needs for equipment and
supplies been arranged?

How much time will be needed?

DO I have all the facts on "observed
behavior"?

Have I considered all possible causes?

Have I satisfactory remedies to sug-
gest?

Have I considered all possible results
of failure?

B. Use of Four Step‘Method Yes
Step I - Prepare the learner

Have I considered how to
Put learner at ease--

What actions will put him at ease?

What interests can be aroused to get
us on a cordial basis?

How to make a natural approach?

How I can make an honest and tactful
approach?

State specific job -- Can I

Describe job accurately and simply?
Relate it to his work?

Find out what he knows about job -- Do I
Know what his experience has been?

Know what questions to ask to find
out what he knows about job?

 

Develop interest and desire to learn -- Do I know

The interesting features of the job?

The story of the job? ,
The importance of the job to his success?
The need he has for the job in satis-

fying a natural urge?

 

Place in correct learning position -- Have I considered

Where learner can more nearly be in
position of the Operator?

Where learner can see, hear, and get
the "feel" of the job?

Step II - Present the material:
Have I considered how I shall
Tell-show-demonstrate-question-

What I shall "tell" and how?

What I shall "show" and how?

What combinations of various methods
I shall use?

Use I can make of visual aids and ex-
hibits?

How I can provoke thought through
questions?

Present one step at a time, clearly, patiently,

 

and in

correct learning sequence -- Have I considered

How to explain steps clearly?

The places at which the learner can go
*wrong and how to overcome them?

The best approach to each step?

The reasons for each step (if needed)?

33

Stress Key Points

Do I know all the Key Points?
Can I show their bearing on the
important step?

Present no more than learner can master

Am I sure of the safety precautions?
Do I know what the learner can master?
DO I realize difficulty of the job to
a beginner?
Have I made special preparation to pre-
sent the job in a simple manner?
Have I considered how much to teach
before asking for a response from
learner?

Step III - Apply the learning:
Have learner do the job -— correct errors

.Am I prepared to provide adequate prac-
tice by the learner?

Have I decided what errors are commonly
made and have I prepared to reteach
them?

 

 

 

 

Have him repeat and explain steps and Key Points

Am I sure he clearly understands the
steps and Key Points?

Question him-why-what-how
Do I have questions in.mind I can ask?
‘Will my questions indicate the worker's
judgment of the job?
Continue until you know he knows
.Am I prepared to insist on sufficient re-
petition to get correct performance?
Step IV - Check on learning:
Have I considered how to

Check on understanding and performance --

Is questioning enough?
Is watching his performance enough?

35
Correct error--reteach --

Am I prepared to stop the learner courte-
ously and reteach when he makes an error?

Put him on his own --

Have I considered how soon to put him on
his own?

Tell him where to go for help --
Have I decided to whom he should go?

Does the other person know he may come
for help?

 

Taper off coaching to normal supervision --

Have I considered how often to check on
learner?

Have I made note on a calendar of gradu-
ally reduced checking until it becomes
normal supervision?

Do I feel that success of the worker in learning
the job is largely my responsibility?

 

Am I ready to teach? 3

The training instructor is most likely to command the respect of
the cashier trainees if he is mature, possesses judgment and has wide
experience. The experience should be sufficient to provide a practical
knowledge of hotel operations and problems. Certainly the training
instructor should have a first-hand knowledge of the job and problems
of the cashiers. Of course, the training instructor, to be effective,
should be interested in the trainees as human beings, be a good mixer
and want to become acquainted with each one. This facilitates dealing
with them in teams of their unique personal characteristics as well as
in terms of their "peculiar" problems. The training instructor should

guard against the tendency of talking too much. Especially if the

 

892-0 Cit e

36
instructor has had considerable experience, there may be a temptation
to feel that this is so important that it should be discussed. The
point here is that the training instructor should not talk so much that
the interest of the group is destroyed.

One authority feels that the leader's participation should never
exceed 25 per cent of the total talking done in the conference period,
and that 15 to 20 per cent is a better participation factor.9

The training instructor should possess the ability to stimulate
the trainees to do their own thinking and to express their own ideas.
The ability to get them to say what they really do feel and think is
also very important. They will not do this unless the instructor has
their confidence and respect. Nor will they tell freely what they feel
and think unless pertinent questions which elicit more than a "yes" or
"no" answer are asked.

A good sense of humor is a great asset to a training instructor.
Many a sensitive situation can be eased out by the interjection of a bit
of humor. Good humor also helps to liven the training program and to
hold the interest Of the cashier trainees. .Also, it often helps to
drive home a point without hurting the trainees.

Of course, the training instructor should be analytical, observant
of what is transpiring in the group, quick in reactions and forceful
enough to keep the training program under control. The instructor should
not only be able to think before the trainees but should strive to keep

a jump or two ahead of them.

 

9Personal interview with Peter G. Haines, Associate Professor,
College of Education, Michigan State University.

37

Tactfulness is another asset. Patience is closely akin to it.
Some of the cashier trainees may be persistent in holding to a view-
point about the job which does not coincide with recommended procedures.
The training instructor should be diplomatic and fair at all times to
correct without giving offense. The personality of the instructor per-
meates the success of the whole training picture. Indeed, a good person-
ality helps the leader to win the confidence of the group which is so

essential for an efficient training program.

CHAPTER IV

THE "HIGH-RETENTION AND EFFICIENCY" CASHIER

TRAINING PHILOSOPHY

The training program for hotel cashiers, which is Chapter V of
this study, has as its foundation the "high-retention and efficiency"
cashier training philosophy. By such a philosophy, it is meant those
broad, general principles which permeate the entire cashier train-
ing process, and which have as their purpose the securing of maximum
training benefits for the money, time and effort that is expended. The
general principles referred to in the above philosOphy are ones which
seek to instill in cashier trainees a high retention of the training
program content; and, at the same time, to create and strengthen an
attitude and desire on the part of the trainees to efficiently carry
out such content whenever working on the job.

The purpose of this chapter is to thoroughly discuss and directly
relate the above philosophy to the training program found in Chapter V
of this study. However, as this cashier training program is designed
primarily for only particular types of hotel organizations, a description
of such an organization shall be furnished. I felt that by so doing a
more practical grasp of the philosophy may be bad if its relationship
with the training program.of this study is discussed within the framework
of an organization for which such a program is specifically designed.

Consequently, a hypothetical description follows, which is broken down

39
under the headings of Hotel Background, Hotel Cashier Training, Training

Room Layout and Hotel Cashier Equipment.

HOTEL BACKGROUND

We shall assume that the hotel has 200 rooms and also is a train-
ing center for students studying hotel management, in a midwest metro-
politan city of over 1,000,000 persons, with weekly hotel volume from
$15,000 to $55,000. The hotel front office is completely equipped with
a National Cash Register Model 2000 for hotel posting accounts, with
seventeen major departments-dMiscellaneous, Laundry, Valet, Restaurant,
Local Phone, Room, Long-distance Phone, Transfer from Charge Account,
Transfer Debit Forward, News, Porter, Telegram, Paid Out, Paid, Adjust-
ment, Transfer to Charge Account, and Transfer Credit Forward. Cashiers
perform other duties such as room clerk, information clerk, and switch-
board Operator when needed. Thus, the combination of jobs performed
eliminates excess labor, consuming house Operating profits when business
is irregular. .Along the same line, all checks are cashed with permission
of Assistant Manager or Manager only.

The hotel also employs the Willmark Service System, a nationwide
personnel testing service. This Willmark service furnishes the hotel;
for example, with refund test reports that are made to disclose any ir-
regularities in the refund system which may cause losses. Another test
example of cashier honesty is when two investigators are in the hotel
and one prepares to check-out and proceeds to the front desk to make
payment. Usually it is a rather dull part of the business day and pref-
erably if it is felt that the cashier knows where the manager and every

other employee in the front desk area is at the moment. The investigator,

40
who is checking out, gives the cashier the exact amount due and hurries
out of the hote1--not waiting for a guest statement receipt that may be
had only if the transaction is run "paid" on the machine. The other
investigator remains in the front office area to observe the actions
of the cashier being tested to see if the money is run on the machine
and placed in the cash drawer. The Willmark service also furnishes the
hotel another valuable service. Willmark maintains a central reference
file for the exclusive use of its subscribers. This file contains the
detailed records of hundreds of thousands of employees who have committed
irregularities on.Willmark tests. Therefore, at any time the hotel may
send in names and descriptions of employees for comparison with these
records.

Every cashier in the hotel is provided with the following bulletin
which has as its purpose to explain to them that the Willmark service op-

erates for the benefit of the entire organization.1

WHY WE OPERATE A.SERVICE SYSTEM

WHAT UILLMARK SERVICES MEANS TO'YOU

Most of our employees are loyal and conscientious in
their work, but like every other organization we oc-
casionally have in our employ certain individuals who
persist in violating the rules and policies of our
hotel.

Recognition for Loyalty and Efficiency

To eliminate inefficiencies and to give proper consider-
ation to the deserving, we subscribe to the Willmark
Service System. Willmark enables us to maintain direct
contact with our employees, thereby giving accurate

 

1Willmark Service System, Inc., The Modern.Willmark Program

41

knowledge of the loyal and efficient within our organi-
zation.

When any employee fails to follow our rules or falls
below our standards of alertness and efficiency in
cashiering, we want to know of it. On the other hand,
when any of our people are doing exceptionally good
work, when they are serving every guest in a courteous
manner, it is most important that we know that, too.
Willmark tests and reports keep us in touch with the
actual methods you are using with guests, enabling us
to help you further develop your ability.

Your Success Depends on Performance

We want you to realize that your record and your future
in our hotel is dependent upon your integrity, ability
and interest in your work. Do everything possible to
serve the best interests of our business, and then you
may be certain that your commendable performance will
receive attention. You are thoroughly familiar with the
rules and policies in our company. ‘We know you will ad-
here to them and carry them out faithfully in every trans-
action. You will find that, in the long run, it is much
easier and more rewarding to abide by rules than to viol-
ate them.

Date

 

I have read the attached bulletin, "Why We Operate a
Service System," and understand thoroughly the importance
of being conscientious in my work. I will adhere to the
rules and policies of this organization in every particu-
lar.

Employee's Signature

 

The major policies of the hotel, for the cashier, are few in
number but they reflect the spirit and integrity of the organization.
The hotel policy is to always:

(1) ‘Do what is honest, fair, sincere and in the
best interest of each guest.

(2) Extend friendly and satisfying service to
everyone.

-----------------------------

 

 

 

(3)

(4)
(5)
(6)
(7)

The

which are:

(1)
(2)
(3)

(4)

(5)

(6)

(7)

42

Give every guest the most good service for
his money.

Assure accurate accounting procedures.
Give accurate count and totals.
Charge the correct price.

Cheerfully refund guest's money if for any
reason a charge is not satisfactory.

hotel also has the following important cashiering procedures,

Guests checking out are asked the room occu-
pied and return of key.

Guest account is checked as to recent charges
that have not been posted.

All long-distance phone calls and charges are
confirmed to the guest.

When account is to be charged to another indi-
vidual or firm, he should sign on the account
card, his name as well as the name of the other
individual or firm to be charged, after manage-
ment approval. No guest receipt is given on a
charge of this nature.

After the above steps have been completed, the
cashier calls out the balance due, and runs
transactions concerning the "RAID" key on the
posting machine.

The cashier, when taking the guest's money, calls
the amount of money received. Examples: $8.32
out of $10.00, or $15.83 out of $20.00.

In making change, the cashier places money re-
ceived from the guest on the change slab, and
counts from the drawer to his hand, then to the
guest with all bills in uniform order. This

will prevent most errors in making change as the
money has been counted three times; once by the
cashier in taking it from the cash drawer, again
by the cashier in counting it to the guest, and
finally by the guest in receiving it. After this
guest has been given the prOper change, the money

(8)

(9)

(10)

(11)

(12)
(13)

(14)

(15)

(16)

(17)

(13)

(19)

43

Originally received from the guest is placed, uni-
formly, in the proper section of the cash drawer
and the drawer closed.

To avoid the possibility of cash losses, keep the
cash drawer closed at all times.

Hand the guest statement receipt to the guest.
Guests need their receipt to check expenditures.

When a rebate is due the guest, run it while the
guest is waiting to assure a proper receipt, on
approval of the management.

When errors are made on guests' accounts while
waiting to check out--keep calm and think; run
correction and collect proper amount. Post on
correction sheet.

.All "paid-outs" must have approval of management.

Whenever the detail audit-tape becomes colored, in-
sert a new tape. To check for prOper Operation of
the tape, run a zero miscellaneous transaction twice
and watch the tape for prOper printing.

Whenever the posting machine fails to Operate, stOp
and report it to management at once.

Cash pickups are made regularly by management in
order that the amount of cash in the drawer does
not exceed $500.00 at any time. .All pickups are
first counted by the cashier.

.All funds taken from the cash drawer are verified
by the cashier by signing with management for the
amount involved in the space under "vouchers and
checks" on the department cashier's report envelope.

Relief trays are furnished with each National Cash
Drawer. These are used whenever it is necessary
for someone other than the regular cashier to run
the posting machine.

Transactions are balanced each night by the night
auditor. Important cash differences, at the end of
each shift, are called to the attention of manage-
ment, who immediate discusses it with the cashier
concerned.

The "running" bank Of $300.00 is in the cash drawer
at all times. When starting your shift, if this
amount is not present, do not accept bank from the

previous cashier.

44
(20) Cash averages or shortages which develOp when the
posting machine is balanced, at the end of a shift,
are entered as is on the department cashier's re-
port.

(21) At the completion of each guest check-out the cashier
says, "Thank you and we hOpe you enjoyed your stay."

The hotel also, at the time of guest registration, gives each guest
a rack slip with the following information: Room number, printed full
name, check-in date, check-out date, clerks initials, and the room rate.
This relieves cashiers from having to verify the original rate quoted
to the guest or to memorize any rates. .Also, each transaction "run" to
a guest's account is recorded and verified by a charge or credit voucher.
This builds guest confidence in the hotel and reduces slow check-out
service due to costly guessing of charges. ‘Memory posting, the posting
of transactions by memory and not by actual priced marked vouchers, has
always been an undesirable situation in any hotel Operation as it is a
direct avenue to losses. Therefore, to eliminate such a situation, all
transactions posted to guest accounts must be accompanied by a machine

verified voucher.

Hotel Cashier Training

The management of the hotel has just revised its cashier training
program--the training program for hotel cashiers that is found in
Chapter V of this study. In the process of doing so, several major de-
cisions had to be made. Since the hotel is able to provide central
training in one of its many conference rooms in the hotel, it was de-
cided to retain the central training program with four trainees assigned
to one trainer for a three-day program. Before revision of the training

program, a formal training as such was not taught. However, it was de-

cided that the new cashiervtraining program would teach using the

45

National Cash Register Company system of Operating instructions. This

decision was made only after considerable thought on the subject.

Mr. Joseph Leach of the National Cash Register Company, Branch.Manager

of the Lansing,‘Michigan branch, was asked his Opinion of whether it was

feasible to teach the Operating instructions of the National Cash Regis-

ter Model 2000, system in a three-day cashier training program. ‘Mr. Leach

said:

"It is my conviction that if persons who are to be trained

as cashiers are selected prOperly; that is, they have pro-
per finger dexterity to operate a machine as well as the
mental capacity and willingness to learn, you will experi-
ence no difficulty in teaching them the N.C.R. Operating
instructions in a three-day period. I would strongly sug-
gest that prOper supervision by an experienced, capable
instructor be employed to see that the recommended course

of procedure be followed. .At the end of the three-day train-
ing period, perhaps, the speed and accuracy of operation
would not be as fast or as accurate as desired on the posting
machine, but be assured that the tempo and accuracy of the
Operator will improve rapidly once he is placed under actual
working conditions."

The management of the hotel, in order to make better selections of

cashier prospects, set forth the follOwing four major requirements:

(1) Pleasant personality-~courteous, friendly, easy
smile.

(2) Accuracy on arithmetic, fractions, and.making change.

(3) Knowledge of hotel operations--shou1d be trained for
ten to twenty weeks as room clerk prior to cashier
job.

(4) Good guest approach--background knowledge of hotel,
and hotel policies, appreciation of job and good
guest attitude.

The hotel uses various types of tests for selection of cashiers,

including commercial tests, developed by the personnel department of a

nearby college. Tests emphasize manual dexterity, mathematical ability,

intelligence, and aptitude. The hotel has men as well as women cashiers;

46
however, where the job includes cashiering only, women are usually used
since it is felt that men are not too well satisfied when they are as-
signed as cashiers only. No difference in ability is noticed, but when
men are used they are available for other jobs, can handle heavier work
loads, can work longer hours and have a lower turnover. When women are
used as cashiers, the hotel feels that they are better satisfied with
the job and possibly are faster and have a lower pilferage record.

It was also decided, since the trainees would have front Office
experience before entering the course, that correct work habit patterns
would have to be thoroughly ingrained in the trainees to assure that the
training he used by them upon returning to work. The hotel felt that
unless the operating instructions system became firmly entrenched as a
habit, any number of deviations on the job could take place. This is one
reason why the hotel has felt that the four-day on-the-job and follow-up
training are so important--to check and correct methods and to see how
cashiers are progressing and feeling about their work in order to pre-
vent wrong habit patterns from cementing themselves. Therefore, the
hotel designed their revised cashier training program to better ingrain
correct work habit patterns in order to realize maximum training bene-
fits. ‘Work habits have to be learned through the five senses--sight,
touch, smell, hearing and taste. Consequently, the hotel decided to do
everything that could practically be done to try to make learning as
easy as possible for the cashier trainees. It was decided, though, that
no films would be used in the training course. Instead, the instructor
was asked to devise and use other visual aids to the fullest to illus-
trate and drive home the content of the training course. The feeling

was to reinforce hearing with sight and that a cashier trainee must

47
sense a problem directly, vividly and in varied ways in order to learn
well and quickly the correct work habit patterns. It was felt that by
so doing the hotel would secure a higher "retention" factor among the
trainees of the training problem content. The hotel also wanted to
"share the business" more with the cashier trainees in the revised train-
ing program. By that is meant, the giving of information (this is
actually a variation of economic education) that pertains to hotels for
mental consumption by the cashier trainees for the furtherance of a
cOOperative and productive attitude. For example, the trainees are
shown the breakdown of the average hotel dollar based on a study by
Horwath and Horwath, Hotel Accountants and Consultants, and it is ex-
plained why "who" received "what.“ Such business information is pre-
sented to the trainees under the "Importance of Cashiering" portion of
the first day part of the training program. The hotel gives each pros-
pective trainee a N.C.R. Operating instructions manual, one week prior
to training, including the pictures of the hotel manager, cashier trainer,
and the training room. Its purpose is to serve as a "catalyst" to
achieve maximum trainee adjustment to the training program within a
minimum of time.

The hotel also decided to retain rest periods in the revised train-
ing program. These "breaks" are of ten minutes duration and come once
in the morning and once in the afternoon. The hotel has always felt
that rest periods for employees are beneficial and are gratified to
learn the results of a recent survey of 1160 companies in 45 states
that was made by the Fact Finders Associates for the PaneAmerican Coffee
Bureau. Results showed that reduction of fatigue was the biggest single

benefit reported (by 82 per cent of the companies). Next was the

48
improvement in employee morale (75 per cent of the companies claimed this
factor). .And a big 62 per cent said that worker productivity increased
as the result Of coffee breaks. Reduction in employee turnover was cited
by 32 per cent of the companies. There was no mention in the survey re-
port as to just how the companies decided which benefits they had experi-
enced; but, even as estimates, the figures were impressive to the company.
The survey reported that it was honest to call rest periods "coffee
breaks" because 76 per cent of the workers in the companies surveyed
drank coffee.2

In revising the cashier training program, the hotel was aware of
the fact that as soon as the trainees learned something they would begin
to forget it---fast.3 Studies concerning the curve of forgetting show,
for instance, that if a person has carefully studied an important report
all morning, by the time the same person awakes the following morning
about 60 per cent of that report will have slipped away beyond recall.
If the person fails to go back and review the report another 20 per cent
is lost in the following few days. And the next month will take away

another 10 per cent, leaving the person just about 10 per cent for his

effort.4

Therefore, the hotel has a short review of what has transpired at
the end and beginning of every training day in order to try to take the
edge off, so to speak, of the big loss. In addition to follow-up re-

views after learning, the revised training program also tried to build

 

2Murphy, M. J., "Tips to Good Human Relations," Factory Management
and Maintenance, Vol. 110, No. 3 (March 1955), p. 135.

3Weinland, James D., "How to Improve Your Memory," Factory‘Manage-
ment and Maintenance, Vol. 110, No. 3 (March 1955), p. 88.

4Ibid.

49
up associations as the trainees learn the material by getting as many

sense organs into the learning process as possible.

Training Room Layout

The layout of the hotel's training room is pictured in Figure I
on page 50 of this study. It is located at the hotel; and as the classes
are limited to only four trainees, two complete National Posting‘Machines
for hotel front offices are provided-~80 two trainees may act as cashier
while the other two act as guests. However, there are two extra posting
machines on rollers (so they may be pushed aside to save space) which
are used by two trainees whenever practicing posting or correction trans-
actions. It was decided to meet the rental expense of two additional
machines, when needed, because the hotel felt that each trainee needed
to receive as much drill in the posting and correction transactions as
was possible to give them. If only two machines are provided, two trainees
would have to wait their turn or reduce the number of trainees to tw --
thus losing valuable practice time. The walls of the room are painted
with pastel shades of peach and there are cushions in the chairs. Each

trainee is furnished with paper and pencil.

Hotel Front Office Equipment
The hotel has recently undergone a mondernization program as to the
type of registration or check-in procedure and forms to reduce labor
costs at the front Office. This was taken into consideration in the
revised training program and was a factor in the decision to revamp the
cashier training.
Figure II on page 51 shows the type posting machines used, and Fig-

ure III on page 52 shows the layout of the front office now in use.

Claib»C)u!7:cahrr‘us

50

 

 

 

CHAIR

 

racn2204

unwan-

Homasncs

 

CHAIR

TABLE

II'PCHAIR

 

 

CHAIR

 

TABLE

 

OSTIN

MACHI

 

 

TABLE

 

 

TING
CHINE

 

 

 

TABLE

 

 

 

 

 

POSTING
MACHINE

 

TABLE

 

 

POSTING
MACHINE

 

Figure 1. Training Room Layout

 

51

Heuom an new: oceans: wcfiumoe .HH assume

 

:II‘PL“

I .e
. ..
\

   
     

- twseseast.

     

    

     

 

   

   

:55:

Main
.0...
I8...

7‘“
nun-IIIIIU

  

mun"
““0000.
N000...
WOO...
M000...
““00...
meg

Mu

...
U
U
0
.1:
fl
H
O
'0
O
23
r-l
('6
U
H
9.
>5
[-'
I:
H
0
U
0H
1H
u.‘
C
U
I:
O
H
h.
0
.C
U
1H
O
U
:3
0
>3
(U
...-I

Figure III.

 

CHAPTER V

THE THREE-DAY "HIGH-RETENTION AND EFFICIENCY" CASHIER

TRAINING PROGRAM

Order of Instruction*

First Day Page

Breakdown I

- Introduction 54
- Reasons for Training and Benefits of Training 55
- Importance of Cashiering 55
- Guest Relations 56

Breakdown II

- General Description of Machine 58
- Information on Operation 60
- How to Record Transactions and Practice 60
- General Review 65
Second.Da1
Breakdown III
- Cashiering Procedures 65
- Hotel Cashier's Policies 68

 

*The order of instruction was previously written in Chapter III
as one of the factors that management recommended in a cashier's train-
ing program.

- Opening Duties

- Checkout Operation Procedure

Breakdown IV
- Posting Actual Transactions

- How to Handle Unusual Transactions

Breakdown V

- How to Balance Cash at the End of a Watch

Breakdown VI
- Kinds of Errors and How to Correct Them

- General Review

Third Da
Breakdown VII

- Posting Actual Errors and Corrections

Supervision of Guest's Accounts and'Mis-
cellaneous Information

Counterfeit Money and Cashing Checks Pro-
cedure

Relief Cashier Procedure

- Closing
Breakdown I (First Day)
INTRODUCTION (Time: 8:00.A.M.)
1. Introduce yourself and trainees. - Be informal.

- Use first names.

54

Page
68

7O

71

72

74

75
86

86

101

102
103

104

2.

1.

1.

2.

IMPORTANCE OF HOTEL CASHIERING (Time:

List following on blackboard:

Ask each trainee to give his previous
hotel experience.

Explain to the group why we are here.

Discuss "Why is cashiering important?"

Where the Hotel Dollar Comes From

Room Sales . . . . . . . . 48.3
Food Sales . . . . . . . . 30.4
Beverage Sales . . . . . . 12 1
Telephone Sales. . . . . . 3 0
Store Rentals. . . . . . . 1.6
Other Sources. . . . . . . 4 6

Where the Hotel Dollar Goes
PaerIIoeeeeeso

8 3
Cost of Food . . . . . . 0 7
Cost of Beverages. . . . . 4.0

1 6

per
per
per
per
per
per

per
per
per
per

REASONS FOR TRAINING AND BENEFITS OF TRAINING

cent
cent
cent
cent
cent
cent

cent
cent
cent
cent

55

Be brief.

(Time: 8:15 A.M.)

To make our work easier
and more pleasant.

To do a better job.

To do the job the cor-
rect way.

To understand our job
and hotel better.

To become a more valu-
able employee.

8:30 A.M.)

Represent the hotel to
the guest.

First and last contact
with the guest.

Involves handling large
sums of money.

Mistakes are costly.

POint out that hotel
cashiers are the ones
who "take in" the
sales dollar.

Drive home the low pro~
fit margin of the busi-
ness

1.

2.

56

per cent - Then stress the need
per cent for accuracy in hand-
per cent ling.

per cent

per cent - Figure an under-charge
per cent of one penny on a dol-
per cent lar sale.

per cent 1

.Administrative EXpenses. .
Advertising & Promotion. .
Heat, Light, and Power . .
Repairs and Maintenance. .
Municipal Taxes. . . . . .
Depreciation . . . . . . .
Federal Income Tax . . . .
Return on Investment . . .

\INO‘UUUNO‘
eeesses
NNHmULflom

GUEST RELATIONS (Time: 8:45 AJM.)

Ask the group:

(1) How many of you have checked-out - Get answers from each
of hotels where cashiers were un- trainee.
friendly?

(2) How did unfriendliness make your - Get answers from each
trip an unpleasant experience? trainee having such

an eXperience.

(3) Can.we agree that if we are friend- - Get agreement
1y to all guests we shall make their
trips to our hotel a pleasant ex-

perience?
To the group: Since our job requires - Be yourself. Develop
contacting many guests, how can we be a pleasant manner.

friendly at the front desk?
. - Greet every guest by
name, if possible.
All guests, like us,
want recognition.

Draw the key points from the group not - Smile and guests will
necessarily in this order. smile since they take
their "cue" from you.

As points are mentioned ask group "how? Acknowledge guest's

"when," and "where" we can put these question--answer them

points to use. in a helpful, friendly
and business-like man-
ner.

Be patient.

Show a sincere inter-
est in guest's problems-

 

1Horwath and Horwath, Hotel Operations iggl959 (New'York: 1959), p.3.

3. Draw following circle chart on blackboard:

Company
Provides
This

Only You Can
Provide This

 

 

4. Trainer demonstrate friendliness.

Trainer play role of cashier

Have trainee play role of guest.

57

help them or have some-
one help them. This
attention "invites" our
guests back.

Place yourself in your

guest's shoes; they may
have personal problems

on their mind and need

friendly handling.

Guests have a right to
expect friendly treat-
ment--we expect it when
we are a guest of a
hotel.

Thank your guests--mean
it. Satisfying them is
our first responsibility.
Their continued patron-
age make our jobs better
and more secure.

Use accepted standards
of good conduct.

Be friendly to all--
fellow employees as well
as guests. Everybody
responds to friendliness.

Stress that hotel can
provide everything but
friendly and satisfy-
ing service-~which rests
squarely with them.

Point out that today
guests are looking not
only for better rooms
and values, but also
for better service.

Cover all points of
friendliness possible.
Briefly discuss demon-

strations.

Stress point that as
we depend upon"repeat"

5.

58

business our goodwill
is ALL IMPORTANT.

Instruct the group. - Let us begin now to
form the friendliness
habit and practice it
in all our guest con-
tacts.

Breakdown II (First Day)

GENERAL DESCRIPTION OF MACHINE (Time: 9:15 AJM.)
Move posting machine to conference table in place of in-
structor's chair. Instructor stands behind machine.
Trainees may look at the machine and its parts. Tell

and show trainees the machine and its parts.

Have trainees turn to page 5 of Operating Instructions
Manual, and unfold page 42.

Explain that each trainee will read a section aloud and
that we will discuss each section.

To record amount.

Amount Keys: Show location of keys and
that they must be depressed.

Descriptive Print Keys: - Not motorized.

- Used in conjunction
with the Miscellaneous
Key or Paid-Out Key
to more fully describe
a change or paid-out.

Control Total Keys: Discuss each key - All motorized except
and explain its purpose. the Trial key.

- The debit charges are
shown in black; the
credits in red.

- Thirty-six control
total keys.
(Break from 9:50 A.M. to 10:00 AM.)
Have each trainee return to conference table.
Clear and Sub-Total Lever: Show that - Only position that
lever must be in “Add" position during allows charges to be

normal posting Operation and in Clear posted and added.
Balance position to clear the balance.

10.

11.

12.

l3.

14.

15.

l6.

17.

Motor Bar: Show twist of wrist, after
the clear lever has been placed in clear
balance position, to strike motor bar.

Room Number Keys.

Upper Printer: Place voucher in upper
printer and run transaction to demon-
strate.

Audit Tape: Show how to lift cover and
replace cover over audit tape.

Pass out examples of Audit Tape.

Audit Tape Winding Key: Show clockwise

movement of key.

Printing Table:’ Stress importance Of
inserting account cards and guest
statements the full depth.

Explain importance of depressing prOper
line finding keys.

Printing Table Control Lever: Show
positions of lever, Post and Total.

Transaction Counter.

Key Release Lever: Explain use of

release lever.

Single-Print Key: Explain the Single
and Double printing again.

Demonstrate Operation of key and key
lock.

Cashiers Identification Key: Explain
insertion and lock release removal.

59

To do two operations
in one.

Note zero keys, all num-
bers must be depressed.

There must be a voucher
placed in the upper
printer for every trans-
action "run."

Reduce abuse to machine.

Posting in Columns.

.At end of each cashier
watch you advance the
audit tape five inches
to denote the end of
your shift.

Moves to the right manu-
ally.

Position of forms must
be correct to be printed
properly.

Selection of proper line
finding keys avoids "over-
printing."

"Post"--should be in this
position unless you are
working the Night Audit.

For‘Management's and
Auditor's control.

Clears the key board, ex-
cept line finding keys.

Single - prints on
account card only.
Double - prints on
account card and
guest statement.

Machine does not Oper-
ate without this key.

18.

2.

60

Show identification printing on Audit - Each cashier has his
Tape samples. own identification key.
Have each trainee tell and show you the - Builds trainee confi-
machine and its parts, explaining each deuce.

part.

(Lunch from 11:30 A.M. to 12:30 P.M.)
INFORMATION ON OPERATION (Time: 12:30 P;M.)
Have each trainee return to conference table.

Tell what happens when the bell rings. - Status changes from
Demonstrate with bell ringing. debit balance or credit
balance or vice versa.

Show what to do when the machine will - Should check for faulty

not Operate. electrical connections
before notifying manage-
ment of machine failure.

Operating the machine. - Stress importance of each
and discuss each fully.

Have each trainee read in order steps

1 through 10 on page 9 in Operators

Instructions Manual.

HOW TO RECORD TRANSACTIONS AND PRACTICE (Time: 1:15 P.M.)

Line up the two auxiliary machines with the other two
and assign each trainee to "his" machine. Trainees may
work at the keyboards during the following drills in
step by step procedure.

Explain to group why we are going to - Point out that the sys-
1earn a uniform system of posting tem reduces errors, en-
transactions. ables them to work more

easily and quickly.
Write on blackboard:

The uniform system. (1) gives the smoothest
Operation.

(2) requires the least
effort.

Tell and show trainees how the left hand - Stress"relaxed position."
is used to hold account card and right
hand is used to Operate the machine. - Insert guest statement

in printing table.

Tell and show how tO set the line-
finding carriage for the last line
on which printing occurred.

Tell and show how to set up the amount
of the old balance due by depressing the
amount keys.

Tell and show the insertion Of the ac-
count card in the printing table and
depress the Old debit balance key.

Tell and show the setting up of the room
number on room keys.

Holding the voucher in the left hand,
tell and show the setting up of the
charge or credit on the amount keys,

insertion of voucher in the upper printer,
and pressing of the related control total

key.

61

Right hand, first fore-
finger used tO depress
keys.

Watch for trainees that
set carriage incorrectly.

Stress importance for
Cashier as well as for
guest.

Omit if there is no
"pick-up."

Known as "pick-up" trans-
action.

Check to see if correct
finger is used to depress
keys.

Onit if there is no
“pick-up."

Note room number.

Stress development Of
head movement fromlsc-
count Card to Amount
Keys.

Not needed on "pick-up"
transaction.

Pull out account card,
verify room number.

Explain about "zero"
keys.

Explain identifying
symbols.

Carriage moves to next
line Of account card
automatically.

Voucher is inserted face
up in upper printer ex-
cept dining room check
vouchers.

8.

Tell and show upon completion Of posting
a charge or charges how to move the con-
trol lever to the "clear" position and
press the motor bar to extend the new
balance.

62

Explain three white
lines and positioning
of voucher into upper
printer.

Tell how voucher ejects
from upper printer and
must be caught by right
hand.

Account card must be
caught by left hand,
this allows printing
on guest statement.
Must be re-inserted in
order tO continue to
post, or to extend the
new balance.

Explain importance Of
concentration on the
depressing of proper
control total key.
Motorized key.

Stress maintaining "home
positions" Of right and
left hands after prOper
departmental motorized
key has been depressed.

Observe the "finger-path"
pattern Of right hand.
Check to see that the
correct finger is used.

Stress develOpment Of
the "motorized key to
voucher in upper printer
head movement.

Help any trainee having
difficulty.

Remind trainees to re-
ject the account card.

Show "roll" of right
hand from control lever
to motor bar.

Explain that machine has
added or subtracted.

2.

Remove account card and guest statement
from machine, check posting transactions
for errors, and replace in the account

file.

63

Line-finding carriage
returns home.

Slide card and statement
with right hand into
left hand.

Stress importance Of
checking for errors.

Stress achievement Of
the uniform system Of
posting transactions.

(Break from 2:50 P.M. to 3:00 P.M.)

HOW TO RECORD TRANSACTIONS AND PRACTICE, CONTINUED

(Time:

3:00 P.M.)

Encourage trainees to memorize the uniform system of

posting transactions.

Explain to group why we have covered the

posting system.

Give each trainee five account cards and

guest statements.

Have trainees post the following vouchers:

(1) Laundry $2.53

(2) Valet $4.63

(3) Restaurant $2.00

In order tO receive a
working "mental picture"
of the posting machine.

TO observe the "finger
path" patterns of both
hands.

File on table according
tO room number.

Stress the achievement
Of the uniform posting
system.

Stress prOper pick-up
line, and not necessary
to depress room keys.

Stress depressing Of
room keys.

PrOper insertion of ac-

‘ count card.

Check for correct inser-
tion of voucher in the
upper printing table.

Help any trainee having
difficulty.

(4)

(5)

(6)

(7)

(8)

(9)

Local Phone $ .15

Long-Distance $1.60

Porter $ .50

Telegram $1.70

Paid Out $ .75 (Tip)

Paid $15.87

4. Have trainees post the same vouchers in
reverse order, using reverse side of
vouchers.

64

Check for catching of
voucher from upper
printing table.

Check for catching of
account card from
printing table.

Stress the "roll" Of
right hand from con-
trol lever to motor
bar.

Stress complete pat-
tern Of right hand and
proper finger to use.

Stress holding account

card in left hand while
depressing amount keys

for "pick-up."

Watch for trainees hav-
ing most difficulty.

Watch for prOper use
of explanation keys.

Stress the impgrtance of
checking for imprOper
“pick-up.“

Stress first credit
transaction.

Stress the rejection
Of account card.

Go over the importance
of checking for errors.

Help any trainee hav-
ing any difficulty.

Watch each trainee for
degree Of progress.

Help any trainee hav-
ing,most difficulty.

Check account cards
and vouchers.

2.

3.

65

Explain importance Of
checking for errors,
helps cashier, helps
night audit, and helps
guest.

Stress importance Of
using uniform system
Of posting.

GENERAL REVIEW (Time: 4:50 ma.)

Answer any questions on what has been -
covered.
Pass out copies of the cashiering pro-. -

cedures and the hotel policies.

Tell trainees how to read. -

Ask trainees to read the section "Kinds -
of Errors and How to Correct Them" on

page 27, in the Operating Instructions
Manual.

Compliment the trainees
on the progress they
have made.

Ask trainees to read
them so that we can dis-
cuss them tomorrow'morn-
ing.

Read to get the purpose,
the big idea, the gen-
eral picture.

Read again to fit the
material into that pic-
ture.

Read for details and ex-
act meanings.

Stress how to read again.

END OF FIRST DAY (Time: 5:00 P.M.)

Breakdown III (Second Day)

CASHIERING PROCEDURES (Time: 8:00 AJM.)

See that all trainees have a cOpy of cashiering pro-

cedures and hotel policies.

Read and discuss regulations with the trainees-~at

times have a trainee read a procedure.

Guests checking out are asked the room -
occupied and return Of key.

Tell the cost to re-
place a key.

2.

7.

Guest account is checked as to recent
charges that have not been posted.

All long-distance telephone calls and
charges are confirmed to the guest.

When an account.is to be charged to
another individual or firm, he should
sign on the account card, his name as
well as the name of the other indi-
vidual or firm to be charged, after
management approval. NO guest receipt
is given on a charge.

After the above steps have been com-

pleted, the cashier calls out the balance
due, and runs transactions concerning the

"REID" key on the posting machine.

The cashier, when taking the guest's

money, calls out the amount of money re-
$8.32 out Of $10.00,

ceived. Examples:
or $15.83 out of $20.00.

In making change, the cashier places
money received from the guest on the
change slab, and counts from the
drawer to his hand, then tO the guest
with all bills in uniform order.

This will prevent most errors in mak-
ing change as money has been counted
three times; once by the cashier in
taking it from the cash drawer, again
by the cashier in counting it to the
guest, and finally by the guest in re-
ceiving it. After the guest has been
given the prOper change, the money
Originally received from the guest is
placed, uniformly, in the proper sec-
tion Of the cash drawer and the drawer
closed.

To avoid the possibility of cash losses,
keep the cash drawer closed at all times.

Hand the guest statement receipt to the

guest. Guests need their receipt to
check expenditures.

66

- Drive home the low per-

centage of profits.

- To inform guest I‘where"

he has called.

- Stress importance of

 

getting management's
approval for permis-
sion to charge an
account.

- Explain the guest state-

ment is not given to
the signing guest as it
is sent to the payer Of
the account.“

Explain that averages
and shortages mainly
caused by giving change.

Stress importance Of
this procedure.

Keeping money in uni-
form order in your

cash drawer is a con-
venience to the cashier
in counting and to the
guest when he places it
in his wallet.

- Never lay the guest

statement on the desk.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

67

When a rebate is due the guest, run it - Stress that you should
while the guest is waiting to assure a not make guest wait, be-
prOper receipt, on approval of the cause of longer work on
management. rebate transaction, do
it then.
When errors are made on guest's account - Explain that we will go
while waiting to check out--keep calm into corrections late
and think; run correction and collect this afternoon.

prOper amount. Post on correction sheet.

All "paid-outs" must have approval of
management.

Whenever the detail audit-tape becomes
colored, insert a new tape. To check
for proper Operation of the tape, run a
zero miscellaneous transaction twice and
watch the tape for prOper printing.

Whenever the posting.machine fails to - Check for faulty elec-
Operate, stOp and report it to manage- trical connections.
ment at once.

Cash pick-ups are made regularly by
management in order that the amount

Of cash in the drawer does not exceed
$500 at any time. .All pick-ups are first
counted by the cashier.

All funds taken from the cash drawer are
verified by the cashier by signing with
management for the amount involved in the
space under "vouchers and checks" on the
department cashier's report envelope.

Relief trays are furnished with each
National Cash Drawer. These are used
whenever it is necessary for someone
other than the regular cashier to run
the posting machine.

Transactions are balanced each night by
the night auditor. Important cash dif-
ferences, at the end Of each shift, are
called to the attention Of management,
who immediately discusses it with the
cashier concerned.

The running bank Of $300 is in the cash
drawer at all times. When starting your
shift, if this amount is not present, do
not accept bank from the previous cashier.

20.

21.

2.

Cash overages and shortages which develOp
when the posting machine is balanced, at

the end Of a shift, are entered as is on

the department cashier's report.

At the completion of each guest check-out
the cashier says, "Thank you and we hope
you enjoyed your stay."

68

- Guest is not only thanked

for his money, but also
understands that he is
"welcome" again.

HOTEL POLICIES (Time: 8:30 A.M.)

Trainer read policies four and five-~have trainees

read the Others.
DO what is honest, fair, sincere and in

the interests of each guest.

Extend friendly and satisfying service
to everyone.

Give every guest the most good service
for his money.

Assure accurate accounting procedures.
Give accurate count and totals.
Charge the correct price.

Cheerfully refund guest's money for any
reason a charge is not satisfactory.

Guest is the one who pro-
vides for our job and
benefits.

Guest want today, better
values and better service.

Guest always appreciate
suggestions made in their
interest.

Vending machines can give
satisfying service, but
only you can give friendly
service.

By doing our jobs effi-
ciently, we shall be able
tO do this.

Training will help us do
our job efficiently.

In so doing fair to
both guest and hotel.

Retains goodwill Of guest.

OPENING DUTIES (Time: 8:454A.M.)

Get the cash trays and place one on each work

table.

1.

2.

69

Have trainees write down the eight Opening duties

of a cashier.

Count cash tray for $300 bank.

Insert cashier's identification key
into machine.

Record totals of "RAID" and."PhID-OUT"
on the cash report card “A." Beginning
of first shift.

Have this procedure listed on the back Of
an actual Cash Report Card “A," Give one
to each trainee.

Check to see that you have a completed
Cash Report “A" card, Department Cashier's
Report envelope, and an ample supply of
vouchers, and a new correction sheet for
the day.

Do not accept bank from
cashier being released
unless bank is correct.

Recount bank if not cor-
rect on first count.

Recount again with leav-
ing cashier, if bank is
not correct on second
count.

Notify management.

Must be inserted for
machine tO Operate.

Print cashier's identi-
fying symbol on the
guest's account card,
voucher, and audit tape
with each posting made.

Using the "AP card, set
the Line Finding Key and
Carriage on Line #2.

Set the Control Lever in
the "sub-total, Row 2"
position. The Sub-total
Control Lever StOp is
pulled back by sliding
the lug which is under
the upper part of the
‘Motor Bar to the right.

Press the “Paid" key.

- Advance the LinedFinding

Key and Carriage to Line
#6 and depress the "RAID-
OUT" key.

Remove the card and clear
the machine.

2.

Check to see that there is an adequate
supply Of detail audit tape in the
machine as well as under the counter.

Check to see that proper date recording
is set.

Check supply of account cards and guest
statements.

Dust posting machine and work area.

70

Tape may be obtained
from assistant man-
ager's Office.

Stress necessity for
keeping work area neat.

Get identification keys from conference table
drawer. Use conference table as the assistant

manager's Office.

Have trainees actually go through the eight

Opening duties.

CHECK-OUT OPERATION PROCEDURE (Time:

9:15 A-M.)

Be the cashier and have the trainees assemble

around the posting machine.

Tell and show trainees that they must not
neglect to ask each guest for the return
Of key.

Tell and show trainees how tO check for
recent charges.

Tell and show trainees how to confirm
long-distance phone calls.

Tell and show trainees how to handle a
request for charge.

Cost Of each key.

Most common recent
charges, local phone,
long-distance phone,
and restaurant charges.

Check "pigeon-holes" for
non-posted vouchers.

Check with switchboard
Operator.

Above checks are visual
checks.

Reason for writing the
city called on account
card.

Notify assistant manager.

Have guest sign account
card.

1.

Tell and show trainees how to call out
the balance due to the guest.

Tell and show trainees how to post the
"paid" transaction using the uniform
system Of posting.

Tell and show trainees how to receive
money and make change for the guest.

Tell and show trainees how to give the
guest statement and thanks to the de-
parting guest.

Have trainees tell and show you the
check-out Operation procedure steps
1-8 Of this learning block.

71

DO not give signing
guest the guest state-
ment.

Guest statement mailed
to the payee.

Informs guest Of amount
due.

Before posting "paid"
to guest account.

Point out that system
reduces errors, enables
cashier to work easily
and quickly.

Stress the relaxed posi-
tion.

Call out money received.
Make change in accurate
order. Stress impor-

tance 0

Hand statement to the
guest.

"Thank you and we hOpe
you enjoyed your stay."

(Break from 10:00 A.M. to 10:10 A.M.)

Breakdown IV (Second Day)

POSTING ACTUAL TRANSACTIONS (Time:

Assign trainees to posting machines.

10:10 A.M.)

Pass out packets Of account cards, guest statements

and vouchers tO each trainee.

Have each trainee post transactions in
packet, at least twice, using both sides
Of vouchers. Vouchers in packets:

- Stress importance Of

posting each trans-
action tO the right
department.

72

Stress importance Of

(1) Laundry $3.00 _ -

(2) Valet $1.00 posting correct amount

(3) Long Distance Call $1.83 to each department.

(4) Telegram $2.53

(5) Two local phone calls $ .15 each ' - Stress importance of

(6) Porter $ .50 making correct "pick-up."

(7) Restaurant charge $5.00 to city ledger

(8) News 3 .55 - Stress importance Of

(9) Paid-out (Tips) $1.50 setting line-finding
(10) Local phone $ .15 carriage to prOper line.
(11) ‘Misc. (Florist) $5.00
(12) Day Rate $4.00 - Stress use Of expanation
(13) Postage Due $ .65 keys. '
(l4) Valet $1.68
(15) Long Distance Call $5.63 - Check for transactions
(16) Local Phone $ .15 run in succession before
(17) Telegram $1.73 extending the new balance.
(18) Paid Out (Tip) $40.00
(19) Cash Local Phone Call $ .15 - Stress achievement of
(20) Cash Telegram $1.38 uniform posting system.
(21) Room Service $10.00
(22) Restaurant $1.68 with $ .25 tip - Help slow learners.
(23) Restaurant $2.50 (Signed by the

Manager) - Help trainees with ques-

(24) Adjustment $3.80 tions.

- Stress accuracy rather
than speed.

- Check account cards for
correct postings.

- Compliment trainees on
progress.

- Stress necessity for
keeping work area neat.

- Stress the correct way.

- Stress the need for good
cash control when so much
money is involved.

- Check on ability to carry
out the posting procedure.

HOW TO HANDLE UNUSUAL TRANSACTIONS (Time: 11:15 AJMQ)
1. Tell and show trainees how to forward - Pen in account card num-

a balance when account card is filled.

ber--cross-reference.

2.

8.

Tell and show trainees how to post to
city ledger accounts.

Tell and show the use Of the Old Credit
Balance due key.

Tell and show “when“ the Adjustment Key
is used and "why."

Tell and show the use of Charge Account
Keys.

Tell and show when money paid out at
the front Office does not affect a
guest account.

Tell and show how tO handle accounts
known as "skippers."

Tell and show how to handle situation
when a guest checks out and instead of
paying cash, signs his account card tO
be charged to himself, another indi-
vidual or a finm.

73

Explain "Transfer
Charge and Transfer
Credit" keys.

Old ledger card inserted
in upper printer.

EXplain double "pick-
up" and release key,
120‘! one a

Single print lever.

Complete address must
be written in explan-
ation column.

Explain "which" trans-
actions are posted to
the city ledger and
"WY . II

Bell rings.
Advance on room rate.

Rebate credit.
Management approval.

Posting to special ac-
counts.

‘Must use paid-out
voucher.

Stamp account card
"Guest left without

payins-"

Transfer charge to City
Ledger, with full name

and address in the ex-

planation column.

Use Old account card in
upper printer to verify
transfer.

Guest must sign account
card.

1.

2.

74

- DO not give signing

guest the guest state-
ment--send to payee.

- Transfer to City Ledger.

(Lunch from 12:00 noon to 1:00 P.M.)

Breakdown V (Second Day)

HOW TO BALANCE CASH.AT THE END OF A WATCH

(Time: 1:00 PM.)

Have trainees write down the nine closing duties of

a cashier.

Record totals of "RAID" and "PAID-OUT"
on the cash report cards “A" and a "B"
card. (Have trainees post on machine.)

Have this procedure listed on the
back Of an actual Cash Report Card
"A." Give one to each trainee.

The Opening "RADD" totals are subtracted
from the closing "RAID" totals to deter-
mine the balance.

Set the Line-Finding Key
and Carriage on Line #1.

Set the Control Lever in
the "sub-total, Row 2"
position. The Sub-Total
Control Lever StOp is
pulled back by sliding
the lug which is under
the upper part of the
Motor Bar to the right.

Insert the ”A” card and
a "B" card.

Depress the Paid key.
This will print the
total on the closing
balance line on the
“A” card and on the
Opening balance line
Of the "B" card.

.Advance the Line-Finding
Key and Carriage to Line
#5 and depress the Paid-
Out key. (Again, this
total is printed on both
cards.)

Remove the cards and
clear the machine.

75

3. The Opening "PAID-OUT" totals are subtracted
from the closing "PAID-OUT" totals to deter-
mine the balance..

4. The balance of the "RAID-OUT" totals are
subtracted from the balance of the "RAID"
totals, which determine the grand balance.

5. The credit corrections are subtracted from
grand balance and the debit corrections are
added to the grand balance to determine the
NET RECEIPTS.

6. Count out the NET RECEIPTS from your cash - TO balance--the remainder
drawer. of money in cash drawer
should be $300.

- Does not balance--recount
cash, check addition and
subtraction on cash card,
call management.

7. Explain how Department Cashier's Report - Fill out completely all
envelope is filled out. Give each trainee spaces printed on the en-
an envelOpe. velope. Write in the net

receipts only after count-
ing and being satisfied
completely that it is
there.

- Stress that when this is
done, the cashier assumes
responsibility for the
money enclosed.

8. Deposit envelOpe into vault. - On-coming cashier's
approval. Must have
witness.

9. Remove identification key from machine.

Have trainees actually go through the nine closing
duties.
Breakdown.VI (Second‘Day)
KINDS OF ERRORS AND HOW TO CORRECT THEM (Time: 2:00 P.M.)

Have trainees write down the following points about
corrections.

 

DEPARTMENT
CASHIER’S REPORT

DATE

CASHIER

DEPT.

WATCH T0.

:0?
.33

SILVER

u

VOUCHERS AND CHECKS

(Please List)

TOTAL AMOUNT ENCLOSED
NET RECEIPTS

DIFFERENCE

 

WHITNEY DUPLICATING CHECK 60.. NEW YORK. N. Y.. FORM 87

_ mf‘fi—

77

Definition of a correction. - Debit and Credit cor-
rections.
Draw "T" accounts on blackboard: - Work "T" accounts on

blackboard to show ac-
counting procedure
work out errors.

Corrections do not affect totals in the
posting machine.

Corrections made with the machine avoid - Correction Sheet.
inking-in or red lining accounts.
- All corrections must be
made by the machine.

The correction key removes the original - Correction keys are not

incorrect posting, returning the total motorized.

on the account card to the amount before

the incorrect charge was posted. - Then, correct charge is
posted.

Have trainees gather around the first posting
machine. Tell and show trainees how to make
a correction of a correct amount posted tO
the wrong department. Explain to group why
we have briefly covered one correction. That
the account card will be kept by each trainee
as a permanent record. On the back of each
account card the trainee will write out the
step-by-step procedure of each correction.

5.

The correction of a correct amount posted

to the wrong department.

78

- Explain error, explain

correction--have trainees
post error, correction,
and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROII FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
IVIEMO. DATE EXPLANATION CHARGES CREDITS BAL. DUE PICK-UP RoomNo.
I otczséo um - * 7 . xii] K - o
2 otczsbo IILU Iona * 2.00 K - o
3 occzaéo I'Im - * 2.00 . 2.00 K - 0
.4
5
a Correction of Correct Amount Posted to the Wrong fepartmen
7
8 1. Pick up old balancL.
9 2. Enier amount posteh to wrong depart ent, depress credit
10 correction key, and press control t tal key of the de-
11 pantment for which the charge was i correctly posted.
12
13 3. Resinsert folio and post charge to orrect department.
14 4. Enter correction Oh correction shee .
15
15 5. Show all charges and corredtions me e on the original
17 voucher.
18
19
.20
21
22
23
24-
REMARKS TRANSFER To CITY LEDGER

 

 

 

 

B-SS—FIOSS—Puss as In NATIONAL CA“ "as". Co.. oAvTou. ONIO

W..— —

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED

 

BY

 

79

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

,—

 

r

 

f

B-SS—FIOSS—Puss 0: TN: NATIONAL CASN IEGISTEN Co.. DAYTON. OHIO

 

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

6. The correction of an incorrect amount - Explain error, explain
posted to the correct department. correction--have trainees
post error, correction,
and write procedure on
back of account card.
FROI FOLIO
To FOLIO No. %
MONDAY TUESDAY WEDNESDAY THUR—SD—AY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP RoomNcT.
1 occzabolnsst'n — . 5.00 * 5.00 K - 0
2 osczsbo BEST'R coIIII . 5.00 K - 0
3 utczabo IESI'B — * 3.00 .. 3.00 K - 0
.4
5
6
7' Correczion of Incorrect Amount Posted t) the Corr ct Department
8
9 l. Pi¢k up Old balance.
10
ll 2. Enier amount incorrectly posted, depress credit correction
12 key, and press control key for department concerned.
13
14' 3. Rewinsert folio and post correct charge.
._, ‘5 4. Clear machine.
16
17 5. Reeord the correction on the correction sheet.
18
19 6. Show all charges and corrections mafe on the original
voucher.
20
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

 

APPROVED BY

 

H

 

 

80

7. The correction of a charge posted to the - Explain error, explain

account without setting the line-finding correction--have trainees
carriage (Posting on line #24 or the ac- post error, correction,
count card.) and write procedure on

back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FRO. FOLIO
To FOLIO No.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
.oeczasoaoon- *800 * 800*W IF-
; otczaw IIESI'II — * 5.00 . 13.00 * 13.00 K - 0
3 DECZB-bo Hum: cons * 0.15 . 13.15 K - 0
4
5
6
7' Correction of a Charge Posted to the Account‘Wittht Settigg
8 the Line-Findingjtarriage
9
1° 1. Pick up Old balance correct line.
11
12 2. PO t correct charg by deptessing dLbit correction key and
,3 pr ssing related d partment key.
:2' 3. Red line the original tran action, line #24.
16 4. Retording on correttion sh et is not necessary.
17
18
19
20
21
22
23
24 asses-60 »- . 0.15 . 13.15 . 13.00 K - 0
REMARKS TRANSFER To CITY LEDGER

 

GUEST'S SIGNATURE

 

 

CHARGE To

 

 

ADDRESS

 

 

APPROVED BY

 

 

 

B-SS—FIOSS—Puss OF THE NATIONAL CASH REGISTER CO.. DAYTON. ONIo

 

LOCAL ”TON-
CALLS

81

8. The correction of a charge posted over - Explain error, explain
another charge due to incorrect line correction--have trainees
selection. post error, correction,

and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROI FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS IBAL. DUE PICK-UP ‘ROOMNO.
,occzaéonoon— *8 I‘m—s 8.00 K-0
2 “1:28-60 [SUB '- P 5.00 K .. .
autzséonm- elm * 13.00 .1300 g...
4 occzabo mm com 1' 0.00 ‘ K - 0
5 01120-60 VALEI com * 3.00 I. 20.00 K - .
‘6
7 Correction of a Charge Posted Over Another CharggJ Due to
3 Incorrect Line_§election (Over 1 inting)
9
'0 1. Pick up old balance on correct line.
11
12 2. Enter amount of first charge (recorded before over print)
13 an depress debit correction key and related department key.
14
15 3. En er amount of second change (charge causing the over
pr nt) and dapress debit cqrrection key and related dew
'5 pa tment key.
17
13 4. Re line over print.
19
2° 5. On memo column note the liIiIe # Of the over print next to
the correction.
21
22 6. NO recording on the correction sheet is necesbary.
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

ADDRESS

GU EST'S SIGNATURE

 

CHARGE TO

 

 

 

 

APPROVED BY

 

 

 

B-99—FIOSS-Pstss OF THE NATIONAL CASH REGISTER Co.. DAYTON. OHIO

.1: 7’" AT _ _ ’7

 

.—-—

(Break from 2:50 P.M.

The correction of charge posted
correctly as to amount and depart-
ment, but is posted on wrong guest

to 3:00 P.M.)

82

- Explain error, explain
correction--have trainees
post error, correction,

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

account. and write procedure on
back of account card.
0
FROM FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
1 occzabo noon —- s 8 t 8.00 * . K..- 0
2 occzsso YALEI — * 2.75 K - 0
3 occzabo um cons . 2.75 s 3,00 K - .
4.
5
6 Correction of ChargeiPcsted Cotrectly a to Amoun and Depart-
7 ment, but is Posted on Wron' Guest's.Aocount
'8
9 l. Pitk up incorrect balance due on ledger card cf guest re-
10 ceiving incorrect charge.
11
12 2. Enter amount posted in error, depre 8 credit correction.
is key and depress key for department oncerned.
14' 3. Cl ar machine.
15
16 4. En er correction on correction shee .
17
18 5. Po t original charge to prOper gues '3 account in normhl
19 precedure.
'20 6. On original folio show all charges orrectionh made.
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

 

 

B-SS-FIOSS—Puss OF THE NATIONAL CASN REGISTER CO.. DAYTON. OHIO

---n—-—"—""“

 

 

GUEST'S SIGNATURE

CHARGE TO

ADDRESS

 

 

 

 

APPROVED BY

 

 

10.

The correction of an incorrect amount
posted on paid to a guest's account.

83

- Explain error, explain
correction--have trainees

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(A and B) post error, correction,
and write procedure on
back of account card.
FROI FOLIO
To FOLIO No.
MONDAY TUESDAY WEDIESDA? THURSDAY FRIDAY SATu—RDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP AROOMNO.
1 Ottawa noon - t 8.00 3,00 * Rf: K——- o'"
2 otczsso - PAID . 80.00 72.002 . 12.00:“: K .. .
3 main cons PAID * 80.00 8.00 K - '
4 otczsbo — PAID ~ .. * 8.00 0.00 K - 0
5 Correction of an Incorrect AmOLnt Poste on Paid Key to a
6 Gues 's ACCOInt
7 (A)
8 1. Pick up incorrect Amount b lance du .
9 2. Enter amount Of error in c sh and d press debit correction
10 key and paid key.
11 3. Enter correct amount cash eceived hnd deprest the paid key.
12 4. Cl ar machine.
u on correct n t.
13 IEIZEPEO REM p__ 18’ 0‘ AI (L00 if £100 K ‘ '
14 osczsbo — PAID . 6.00 K - 0
15 «c2060 — PAID * 2.00* 0.00 K - 9
16 (B)
17 1. Pi k up incorrect tmount bAlance duf.
18 2. PO t additional am unt to paid.
19 3. Cl ar machine.
20' 4. NO correction entry need be made.
21
22
23
24
REMARKS TRANSFER TO CITY LEDGER

 

 

 

 

B-SS—FIOSS-Psus OF THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED BY

 

LOCAL PHONE
CALLS

84

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

11. The Operator fails to insert guest - Explain error, explain
statement or ledger card or both into correction--have trainees
machine. post error, correction,

and write procedure on
back of account card.
FROI FOLIO
TO FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY :
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
IDECZG'OOMI - * 14. K-0
2 «£2560 IIIsc. — IAx * 0.16 A II.16 * 14.16 K-O
3 012020-60 mom: can * 0.15 t lI.31 K - 0
4.
5
6»
7 QperatOr Fails to Insert Guest Statement ornggget Card or
8 Both Into machine
9
1° 1. Pitk up last balance due, (A) if chtrge is a debit post
11 deiit correction with debit charge, (B) if chtrge is a
12 cr dit, post credit correction with credit ch rge.
13
14 2. Clear machine.
15
16
17
18
19
.20
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

 

 

f—

B-99-FIOSS—PIESS OF TNE NATIONAL CASN REGISTER Co.. DAYTON. oNIo

 

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED BY

 

 

LOCAL "on
CAL.S

-v..._..-—_o._ __._. __ -‘w .____.__._ w. _

12.

 

Correction of correct amount posted to
wrong department, affecting cash turn in.

8

5

- EXplain error, explain

correction--have trainees

post error, correction,
and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

#—

 

f

B-99—FIOSS—PRESS OF THE NATIONAL CASN REGISTER CO.. DAYTON. OHIO

- __.._.___:___

 

 

GUEST'S SIGNATURE

CHARGE TO

ADDRESS

 

FRON FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICZUP ROOMNO.

1 occzaéo HIoIIE — * 0.15 A 0.15 * 0:5 K - 0
2 ostzabo IIEsT'II - * 2.52 A 2.67 * 2.67 x .0
3 oEczabo noon — t 7.50 K...
4 utczaéo Iusc. - TAX * 030 t 10m * 10.“ K - o
5 occzabo mu: — P 0.75 O 11.22 A 11.22 K - O
a ntczabo - ADJ'SI . 11.22 K - o
1 occzabo cons ADJ'SI * 11.22 K - 0
s utczabo —- PAID * 11.22 t 0.00 K - 0
9

10

11 Correc:ion of Correct sted to "he‘Wrong_§epartment,

12 Affectin LEE—1.“.

13

*4 1. Enter amount paste to wrong depar ent, depr as credit

15 conrection key, an press control t tal key 0 the de-

15 pattment for which the chafige was i correctly posted.

17

18 2. Rewinsert folio anh post charge to orrect de artment.

‘9 3. Enter correction on correction shee .

20

21 4. Show all charges and correction mad on the o iginal

22 voucher. '

23

24

REMARKS TRANSFER To CITY LEDGER

 

 

 

APPROVED BY

 

86

GENERAL REVIEW (Time: 4:45 P.M.)
1. Answer any questions on what has been - Commend trainees on
covered during the first two days. their progress.

End of Second Day (Time: 5:00 P.M.)

Breakdown VII (Third Day)
POSTING ACTUAL ERRORS AND CORRECTIONS (Time: 8:00 A.M.)
Have trainees go through Opening
duties on their posting machines.
Have trainees continue posting er-

rors and corrections and explain
their importance.

 

LOCAL Pu-
CALL!

 

87

13. The correction of a charge posted - Explain error, explain
correctly as to amount and depart- correction-~have trainees
ment, but is posted on wrong guest post error, correction,
account. If error is not discovered and write procedure on
on same day as original posting a back of account card.

correction to the department cannot
be made, rather a transfer credit
posted on wrong guest account add
a transfer charge on correct guest

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

‘- ..v “44-— 4.”.— _ _._.-

 

J a.

 

 

 

 

 

 

 

 

 

account.
FRON FOLIO
TO FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
I ozczaso noon — * 8.00 t 8.00 * E00 K - 0
2 osczabo YALEI - * 2.75 . 10.75 * 10. K - 0
3 occzaéo - WARD -' . 2.75 t 3,00 K .. .
.4
5
6 Corrections of a Charge Posted Correctl as to Amount and
7 ‘pepartment, But is Posted on‘Wrong;G est Account
8
If err r is not discov red on same day £8 originat posting,
9 a corr ction to the de artment cannot b made, rather a
‘0 transf r credit posted on wrong guest account add a trans-
11 fer c rge on correct uest account.
12
13 _
14 1. Pi k up balance due on folio of guest receiving incorrect
ch rge.
15
16 2. Po t correction
17
18 (a If charge is a debit, make credit correction.
‘;: (b If charge is T credit, make debit correction.
21 3. c1 ar machine.
22
23 4. Tr nsfer charge on correct folio in the usual manner.
24
REMARKS TRANSFER To CITY LEDGER

 

GUEST'S SIGNATURE

 

 

CHARGE TO

 

 

ADDRESS

 

 

 

 

APPROVED BY

 

 

LOCAL ’NQ"
CALLS

88

14. The correction of a correction made - Explain error, explain
imprOperly. correction--have trainees
post error, correction,
and write procedure on
back of account card.

‘\ *_ -. ”J-

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROII FOLIO
TO FOLIO
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
DATE EXPLANATION CHAREES CREDITS

I DECZD-OO L'DISI -' * 0.67

2 otczwo L'DISI - t 0.0“

3 uttzabo L'om com A 0.76 o
4 occzabo L‘om com ‘ - t 0.81! t 0.098 * 00931 K - 0
5 otczaw L'DIST coIIII * 0.76 K - o
a was!» L'IIIST com t 0.679 0.00 . K - 0
7 occzabo L'om - t 0.70 K - o
s otczabo L'om -- a 0.90 ' t 1.60 K - o
9

10

1‘ Correction of a Correction.Madeggmpropeflky

12

Is _

14 1” Pijk up incorrect halance dpe.

‘5 2. Rad off-setting correction to incorfiect correttion.

16

17’ 3. Run correct correction.

18

I!) AIR (315*ir’lna£flnitnao

:C: 5. Post correct charge.

22

23

24

REMARKS TRANSFER To CITY LEDGER

 

 

GUEST'S SIGNATURE

i CHARGE TO

 

 

ADDRESS

 

 

 

APPROVED BY

i B-OO—FIOSS—PREu OR THE NATIONAL CASN REGISTER c... DAYTON. ONIO

 

 

 

 

 

__i,.i::_iammm\\\\\\\\\\\\\\\\\

 

89

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
  
  
 
  

 

 

 

 

 

 

 

15. The correction Of an overcharge room - Explain error, explain
rate not noticed until after paid is correction--have trainees
run. post error, correction,
and write procedure on
back of account card.
FROM FOLIO
TO FOLIO NO. %
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
1 occzaéonoon - *II'IS K...
2 otczaéo IIIsc. - m A 0.55 A 10.30 A 10.30 K - o
3 061328-60 PHONE - * 0.15 A 10.05 A 10.45 K - o
4 ottzabo -— PAID ‘ . 10.05 9 0,00 ' K - o
5 Dena-60 cm PAID * llIJIS t 10,05 A 1M5 K - 0
5 0022560 -— ADJ'SI . 2.86 ’ K - o
7 osczabo —- PAID . 11.59 t 0.00 K - o
8
9 Correction of an Overcharge Rodm Rate N t Noticed Uhtil.After
‘0 Paid is R0
11
12
13 1. Run debit correctitn to paid.
14 2. Cl ar machine.
15 -’
16 3. Pi k up incorrect balance due.
17
18 4. Ru rebate credit Of amount overcharged.
19
2° 5. Cl ar machine.
21 6. Pi k up new correct balanc% due.
22
23 7. Ru paid for correct amount
24' 8. Cl ar machine.
REMARKS TRANSFER TO CITY LEDGER

 

 

 

 

B-QS—FIOSS—PRESS OF IRE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

 

GUEST'S SIGNATURE

CHARGE TO

ADDRESS

 

 

 

 

APPROVED BY

 

 

LOCAL PHOR I
CACLI

 

9O

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

16. The correction of an incorrect balance - Explain error, explain
due, when paid is run. correction-~have trainees
post error, correction,
and write procedure on
back of account card.
FROM FOLIO
TO Fouo NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
10EC28-60PH0KE— *015 A 015*03 K-0
3 n£c286o L‘oIST - * 1.93 A 2.08 * 2-08 K - 0
3 occza6onoon — t 7.50 K-0
4 osc286o IIIsc. — TAX A 0.30 A 9.88 * 9.88 K-o
3 «c2560 REST'B - * 3.68 A 13.56 * 13.56 K - 0
6 0Ec28-60 - PAID * 13.561: 0.00 K - 0
7 002360 cm PAID * 13.56 N 13.56 . 13.56 K - 0
a DEC2860 BESI'R com . 3.68 K - o
9 occ2860 —- PAID * 9.88! 0.00 K - 0
1O
11 Correction of an41ncorrect Balance Due, When Paid is Run
12
13
14 1. Ru debit correctipn to paid.
15 2. Cl ar machine.
16
17 3. Pi k up incorrect balance due.
18
19 4. Ru correction to posting that was in error.
20 5. Clear machine.
21
22 6. Make old debit pick up of torrect amount.
23
24, 7. Ru? paid for correct amount.
REMARng, Clear machine. TRANSFER TO CITY LEDGER

 

 

 

 

B-99—FIOSS—PRESS OF THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

..—‘

 

GUEST'S SIGNATURE

CHARGE TO

ADDRESS

 

 

 

 

APPROVED BY

 

 

LOCAL PHONE
CALLS

_~_“::::

C... ‘

- wu:._—.=.- ...-—-—._.___._—___.

17.

The correction of error on pick up of
an Old debit balance, instead Of an

old credit balance, before any posting.

 

91

- Explain error, explain
correction--have trainee

post error, correction,

and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROM FOLIO
TO FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
1 «£2560 — PAID . “5.003 05.00: A ASE K - o
{2 f 1&1003
3 occzwo L‘IIIII - A use R 00,502 K .. o
.4
5 Correction of Error on Pick Up of an Old Debit Balance,
6 Instead Of an Old Ctedit Balance,;§gfiore.Anz
7 222822.
8'
1: 1. Remove folio-rule Out incorrect pick up.
11 2. Olgar machine.
12
13 3. Stért on next unposted lin , pick up correct Old credit
‘4. balance, continue posting.7
15
16
I7
18
19
.20
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

 

 

B-SS—FIOSS—PRESS OF TN! NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

- F

 

GU EST'S SIGNATURE

CHARGE TO

ADDRESS

 

 

 

 

APPROVED BY

 

 

—____+
|

LOCAL "10! E
EALLI t

 

92

l8. The correction of picking up wrong - Explain error, explain
(too large) balance due and notic- correction-~have trainees
ing before additional charge is run. post error, correction,

and write procedure on
back Of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROM FOLIO
'I'O Fouo No.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL. DUE PICK-UP ROOMNO.
1 otcza6o L'DISI - A 5710 5.00 A 15.00 K - A
2 A 5.00
3 Iccza6oHIoIIE- A 0.15 A 5.15 K-A
4
5
6 gprrection of Picking_gp‘wrong Too Lar e Balance One and_
7 ygticing Before.Additiona1 Charge 1 Run
8
9 1. R ove ledger card and statement from.machine and clear
‘0 ma hine.
11
12 2. Ru e out wrong balance pick up.
:3. 3. Pi k up correct balance du; on next unposted line, and
‘5 co tinue posting in regulat manner.
16
17
18
19
20
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

GUEST’S SIGNATURE

 

 

CHARGE TO

 

 

ADDRESS

 

 

APPROVED BY

 

 

 

B-SS—FIOSS—PRESS or In NATIONAL CASH REGISTER CO.. DAYTON. OHIO

H—“_ FF—

 

 

LOCAL PHOIAI
CALLS

 

19.

(Break from 10:00 A.M. to 10:10 A.M.)

To reconstruct overprint and balance
due, not picked up.

93

- Explain error, explain
correction--have trainees
post error, correction,
and write procedure on
back Of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROM FOLIO
TO Fouo NO.
MONDAY TUESDAY WEDNESDAY THU—RSDAY - FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.

1 DECZD-OO B00! — * 3.90 K - O
2 occ286o IIIsc. — TAX A 0.16 1" 0.06 A lI.O6 K...
3 002860 REST'II - A 0.72 * 0,70 A lI.78 K - o
4 oEczo6o nooII - A 3.90 K - A
5 01202860111812. - IAK A 0.16 A 8.80 A 8.80 K...
6 002860 IIESI'B - A 0.93 A 9.77 * 9.77 K - A
7 o£c286o noon — A 3.90 K - A
8 01126-60 IIIsc. - TAX A 0.16 A 13.83 * 13.83 K - A
9 Nmoo RESI'B PAID . 0.82 . 1%5: 04.652 . 114.65% K -A
To occza6o coon PAID A 1u65 K - A
11

12

13 To Rec nstruct Overprint and Bilance But, Not Picked Up

14

'5 1. be it balance due not pick d up.

1: 2. Pa d run on line 9--overpr nt.

18 3. c1 ared machine, $14.65 cr dit balance due.

‘9 TO cor ect:

.20

21 1. Pi R up incorrect credit balance due Of $14.65.

22 2. Ru debit correction to paid of $14.65.

23 3. Cl ar machine.

24

REMARKS TRANSFER TO CITY LEDGER

 

 

.r

 

3/

 

/—

B-SS—FIOSS—PRESS 0' THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

'H
”—————

 

GUEST'S SIGNATURE

CHARGE TO

 

 

 

ADDRESS

 

APPROVED BY

 

 

LOCAL PHONE
CALLS

94

20. The correction of an incorrect pick up - Explain error, explain
with a debit balance due. correction--have trainees
post error, correction,
and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROM FOLIO
TO Fouo NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL. DUE PICK-UP ROOM NO.
013028-60 YEST‘II - A 5250 A 5.50 A 55.08 K ..
o£c286o L'DISI - A 3.00 'R 50,00 A 5830 K .. .
occza6o Iusc. - A om A 8.90 K - o

 

 

 

 

Correction of an Incorrect PicN UhWith aflpebit Bhlance‘DuF

 

 

 

QNGOI-h-UN-A

1. Set to correct lin and p1 ce folio into the machine.

 

9 2. Pitk up last incor ect Old debit balance due.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1O

11 3. Remove folio from achine.

12

13 4. Cr dit incorrect pick up (old credit balance key).
14' 5. En er correct pick up (old debit batance key).

15

16 6. Re lace folio into machine.

1 7

18 7. Se line-finding carriage to correct line.

19 8. En er zero Misc chhrge (Miqc key).

20

21 9. Cl ar machine.

22

23 go not place error on correction sheet.

24

REMARKS TRANSFER TO CITY LEDGER

 

GUEST'S SIGNATURE

 

 

CHARGE To

 

 

ADDRESS

 

 

APPROVED BY

 

 

 

B-99—FIOSS-PRESS OR THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

_.._‘,-:—-—-—

 

 

LOCAL PNORI
CALLS

8‘99-

 

95

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
  
  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

21. The correction of an incorrect pick up - EXplain error, explain
with a credit balance due. correction--have trainees
post error, correction,
and write procedure on
back of account card.
FROM FOLIO
TO FOLIO NO. .
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY,. fl
MR0. DATE EXPLANATION CHARGES CREDITS _,_BAL. DUE “€5ij ROOMNO.
I o£c286o — PAID ‘ A 60.00 R 60.002 A .
2 otczo6o L'DISI - * I4.50 A 1.502 * 1.50 K - A
3 06026-60 IIIsc. - A 0.00 A 55.50% K - a
i
5 Correction of an Incorr ct Pick Up With Credit Balance D
6
7 1. Set to correct line and plate folio into the m¥chine.
: 2. Pick up incorrect Old credit balance due.
10 3. Remtve folio from chine.
1 1
12 4. Debit incorrect pic up (01A debit balance key).
13' 5. Enter correct pick up (Old tredit balance key).
15 6. Replace folio into machine.
16
17 7. Set line-finding carriage to correct line.
18
19 8. Enter zero Misc charge (Mist key).
'20 9. Cletr machine.
21
22 10. DO not place error on correction sheEt.
23
24
REMARKS TRANSFER TO CITY LEDGER

 

 

 

 

f

B-99—FIOSS—PRESS OF THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

-———~—

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED

BY

 

 

22. The correction of error made on pick up
of an old debit balance, instead of an
old credit balance.

 

96

- Explain error, explain
correction--have trainees
post error, correction,
and write procedure on

back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROII FOLIO
To FOLIO NO.
‘ HONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITTSMH BAL.DUE PICK-UP ROOMNO.
I 01128-60 - PAID 1' 50.00 A 50.00;; A 5am K - S
2 occzabo mm - . 500 L. 55110 x - .
3 A .45.003
.4
5 Correction of Error Heat on Picl Up of am Oldgpebit Balance,
6 Instead of an Old Credit Balanc
E 7
. 8 L
9 1. Pick up incorrect b lance d e. If a debit bal nce has
been picked up, ent r the s e amount as the pick up
1° and depress credit alance ue.
11
12 2. Remove folio and cl ar mach ne.
1:. 3. Enter correct balance due, et line to correct line
and clear machine.
15
16
17
18
19
.20
21
22
23
24
REMARKS TRANSFER To CITY LEDGER

 

 

 

 

,—

B-99—FlOSS—P-ESS 00‘ TH: NATIOIIAL CASH ItGlSTKI CO.. DAYTON. OHIO

 

-_‘__—

 

GUEST'S SIGNATURE

CHARGE To

 

 

 

ADDRESS

 

APPROVED BY

 

 

23.

The correction of error on incorrect

pick up of old debit balance, instead

of old credit balance.

Error

dis-

covered after posting is done, but
before machine is cleared.

97

- Explain error, explain
correction--have trainees
post error, correction,
and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FRO. FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDLTS ‘ BAL.DUE PICK-UP ROOMNO.
I DECZBOO - PAID A 50.00 R 50.00;; 'A 50.00 K - S
2 occzabo IEsrn— A 6.25 K-A
a occzabo - moot ms A 1.50 A IIZZSS‘A “225 K - A
4 occzabo RESI'R - A 3.50 A H.253 K - A
5 ottzsbo Inst. - A 0.00 A 38.75% K - A
6
7 lggrrectlon of Error on Incorrec: Pick Up of Old 29bit Balanbe,
8 Instead of Old Credit Balanc . Error DiscoveredTAfter
9 P stin is Done, but Before Machin is Clear d
‘0 l. Remfve folio.
11
12 2. 0n amount keys insert amount of old debit balamce incor-
13 rectly picked up.
‘4 (a) if recorded as debit balance, pick up old credit balance.
15
16 (b) if recorded achredit galance pick up, release key, and
17 old credit bal nce.
18
19 3. Cross out on folio, incorreOt old balance, picked up.
____________ 20’ 4. Ins rt correct old balance on amount keys.
21
22 5. 0n ast posted line, insert folio.
\
23
-——~—.___.____, 24 6. Dep ess correct old balance key.
REMARKZ' Run zero Misc charge. TRANSFER To CITY LEDGER
K 8. (KW GUEST'S SIGNATURE

 

_\

\

 

X

 

3'99-“053—PRESS 0' THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

CHARGE To

ADDRESS

 

 

 

APPROVED BY

 

 

 

LOCAL P
CAL

 

 

98

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

24. The correction of no pick up made on - Explain error, explain
charge after guest account was paid. correction--have trainees
After guest account is closed an addi- post error, correction,
tional charge is made and additional and write procedure on
charge is not picked up prOperly be- back of account card.
fore recording payment.

FROI FOLIO
To FOLIO No.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-UP ROOMNO.
1 occzabo noon -— A 11.00 K .. o
2 otczaéo IIIsc. -- TAX A 0.04 i 11.“ R 11.“ K .. .
3 otczabo — PAID ~ A 11.104. 0,00 - K .. o
4 otczabo Pm: — A 0.15 R 0.15 K - A
5 osczabo — PAID A 0.15 R 0,153 A 0.152 K - o
e 01128-60 roan PAID A 0.15 A 0.002 K - A
7.
8
9 Correction of No Pick U made On Charge.After Guest Account Was
Paid. After Guest Account ii Closed n.Additioma1 Charge

‘0 is'Made and Additional Chirge is N t Picked Up Prop-

11 erlygBefor Recording Payment

12

13

14 1. Pic up old credit balance due.

15 2. Dep ess debit correction to paid.

16

17 3. Dep ess paid key.

18 4 1 hi

19 . C e r mac ne.

'20 5. Do not enter on correction Sheet.

21

22

23

24

REMARKS TRANSFER To CITY LEDGER

 

 

 

 

B-99—FIOSS—PRESS or THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

s...»

 

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED BY

 

LOA‘. AL Inc I
CALLS

k5

 

- — .-.'-.'.- .. p .-

25.

 

99

The correction of selecting incorrect line - Explain error, explain
for pick up, with correct amount.

correction-~have trainees
post error, correction,
and write procedure on
back of account card.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FROM FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL. DUE PICK-UP ROOMNO.

. osczebo PHONE — A 0.15 0.15 K - A
2 DEC28-60 IIIsc. — A 0.00 A 0.15 K .. o
3 nEcza-éo PHONE — A 14.25 K - A
4 0EC28-60 IIIsc. - TAX A 017 A M57 A "57 K-A
5 05:25-60 REST'R — A 1.29 A 5.86 K - A
6
7
8 gorrection of SelectingiIncorrett Line for Pick Up ‘With
9 Correct Amount

10

11 1. Set line-finding carriage to incorrett line that pick up

12 was run on.

13

14. 2. Depress zero Misc key.

'5 3. Do not enter on correction sheet.

16

17

18

19

.20

21

22

23

24

REMARKS

 

 

 

 

B-99—FIOSS-PRESS or THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

 

 

GU EST'S SIGNATURE

CHARGE To

TRANSFER TO CITY LEDGER

 

 

ADDRESS

 

APPROVED BY

 

 

 

100

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

26. The correct procedure of picking up an - Explain procedure--have
amount of over $9,999.99. trainees show procedure
on back of account card.
7, L.
FROM FOLIO
To FOLIO NO.
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
MEMO. DATE EXPLANATION CHARGES CREDITS BAL.DUE PICK-jg ROOMNO.
. 9.00000
2 ueczabo BEST’B — A850.00 K - A
3 oeczaéo —- Pom A200.00 K - .
4 osczabo —- room ms A150.00 10.200.00 1.200.00 K - A
5 occzabo BEST'R - A125.00 10.325.00 K _ o
6
7
3 Correct Procedure of Picking Up.An Amount Of Over 9,999.99
9 .
1° 1. ‘MakI pick up of $9,000.00 with folio out of machine and
1‘ lin -finding key not set.
12
13 2. Set line key on proper linei insert folio.
14
15 3. Pick up remaining balance--depress r lease key and old
-——-—— 16 debit balance key simultaneously (together).
17 4. Post charges as usual.
18
19
20
21
22
23
24
REMARKS TRANSFER TO CITY LEDGER

 

. K

 

K

-‘

B-99—FIOSS—PRESS OF THE NATIONAL CASH REGISTER CO.. DAYTON. OHIO

 

GUEST'S SIGNATURE

CHARGE To

ADDRESS

 

 

 

 

APPROVED BY

 

 

3.

101

Have trainees place account cards in
folder. Stress the need of them for
a permanent record.

(Lunch from 12:30 P;M. to 1:30 P.M.)

Have trainees sit around conference
table and answer any questions on cor-
rections.

SUPERVISION or GUEST'S ACCOUNTS AND MISCELLANEOUS INFORMATION
(Time: 2:30 PM.)

Have trainees write down the following
points about supervision of guest's ac-
counts.

Look over the check-outs for unusual A.daily practice.

transactions.
- Prevents losses of revenue.

Check local phone call vouchers. - Drive home the loss taken
from the telephone systems
in hotels.

- Accurate count.

Check for Did-Not-Stay accounts. - Guest registers and leaves
shortly after registering.

- Mark account card.D.N.S.

Check for city and delinquent ledger - Report to assistant manager
transfers. for approval to transfer.

Check for missed charges. - Transfer all missed charges
to the city ledger regard-
less of the amount and fill
in explanation column with
full name and address.

Check all rebate vouchers. - Each voucher must have full
explanation, the reason for
the rebate.

- MURt be signed by the man—
ager or assistant manager
only.

Look over the audit tape each day. - Look for unusual trans-
actions.

8.

9.

10.

ll.

12.

See that there are no ledger cards -
missing.

Have trainees turn to page 40 and 41,
illustrations 1, 2, and 3, and read
each step aloud.

How to put on a new audit tape. -

Show’how to change audit tape. -

Assign each trainee to a posting -
machine to put on audit tape.

List the following on blackboard: -
State Sales Tax

l¢ to 12¢ - charge no tax
13¢ to 37¢ - charge lc

38¢ to 62¢ - charge 2e

63¢ to 87¢ - charge 3c

88¢ to $1.12 - charge 4¢
$1.13 to $1.37 - charge Sc
$1.38 to $1.62 - charge 6¢
$1.62 to $1.87 - charge 7¢
$1.88 to $2.12 - charge Be

102

When possible, check after
each posting.

Numbered consecutively and
each one must be accounted
for.

Check when making daily
"room rack check."

Discuss each step.

Never Operate machine with-
out tape 0

End Of roll indicated by
color of tape.

Tape is a journal book for
the auditor.

Used for bookkeeping pur-
poses.

Tape color at end of roll.
Remind trainees there is

a complete tax chart on
face of posting machine.

COUNTERPBIT MDNEY AND CASHING CHECKS PROCEDURE

(Time: 3:30 P.M.)

Give each trainee a five and a one dollar bill.

2.

5.

1.

For the one dollar bill, tell and show
the trainees: the portrait check; the
Treasury Seal check; and the silk
threads check.

For the five dollar bill, same checks
as one dollar, plus numbers in the
"shrubbery."

Counterfeit coins are light in weight,
oily and have a "dull" ring.
The check rule: "Let the manager or

assistant manager handle it."

Pass out to each trainee the Willmark
bulletin, "Why We 0perate.A.Service
System."

.Answer any questions in this section.

RELIEF CASHIER PROCEDURE (Time:

103

On portrait, background
circling head should be
light.

The saw-teeth on the rim
of the Treasury Seal
should be sharp and even.

Red and blue silk threads
should be present in bill.

Contrary to popular no-
tions, rubbing a bill on
a piece of paper is no
testA-ink can be rubbed
from good bills as well
as bad bills.

Pour numbers may be ob-
served in the "shrubbery."

'(Lower left hand corner

of the Lincoln Memorial.)

All checks must have
approval of assistant
manager or manager.

Recognition for a job
well done.

4:00 P.M.)

Have each trainee return the one and five dollar

bills.

Have group gather around the first posting ma-

chine.

Inform and show trainees the procedure
to follow’when being relieved by re-
lief cashier.

- Get $25.00 ready in

petty cash for relief
cashier.

- Lock cash drawer.

- Remove identification key.

2. Inform and show trainees the procedure
to follow when coming back to work.

3. Have trainees perform the procedures
to follow with relation to relief
cashiers.
(Time: 4:15 P.M.)

4. Have each trainee Lock his posting
machine.

CLOSING (Time: 4:30 P.M.)

1. Closing address by manager.

104

Relief cashier, in pre~
sence of regular cashier,
count net receipts, and
turn over to cashier
along with $25.00 petty
cash.

Take relief cashier's
place.

Insert cashier's identi-
fication key.

Stress the importance of
prOper cash control.

End of Third and Final Day (Time: 5:00 P.M.)

 

T0 JG ME 1 RUWI‘N.

 

A;

and SYS TEUI Ii‘ IOW‘ATICIT

Posting Guest Accounts
with

the National Posting Machine

 

 

for Hotel FrOnt Offices

Foreword

THIS MANUAL describes the National Class 2000
Posting Machine for Hotel Front Offices, its:
Features
Installation
Operation
Control and
Supervision

Such subjects as night auditing, correction of errors,
the handling of unusual transactions, and the general
supervision of the machine operation are fully ex-
plained.

A careful study of the following pages will help you
understand and appreciate the many advantages to be
gained from the proper use of this National Posting
Machine. The descriptive picture of the machine (at
the back of this book) should be unfolded while
reading instructions. Reference to this picture while
studying will help you to better understand the ma-
chine's features and their functions.

As a reference book, this manual should prove
invaluable. We suggest that you keep it where it will
be quickly available.

 

The National Cash Register Company

DAYTON 9, OHIO

 

 

 

 

Trade-Mark—Req. U.S. Pat. Off.

Table of Contents

\Vhat Every Hotel Manager Should Know to Prop-
erly Control Guests' Accounts Receivable. . .Page 4
What the National Posting Machine in the Hotel

Front Office Does for the Manager ....... Page 4'
PART I
General Description of the Machine .......... Page 5
Amount Keys ............................... 5
Descriptive Print Keys ....................... 5
Control Total Keys .......................... 5
Clear and Sub-Total Lever ................... 6
Motor Bar .................................. 6
Room Number Keys ......................... 6
Upper Printer ............................... 6
Audit Tape ................................. 6
Audit Tape Winding Key .................... 6
Printing Table .............................. 6
Printing Table Control Lever ................. 7
Transaction Counters ......................... 7
Key Release Lever ........................... 7
Single-Print Key ............................. 7
Over-Run Counter Lock ...................... 7
Cashier's Identification Key ................... 7
Date Setting Knobs ......................... 7
Locks ...................................... 8
PART II
Information on Operation .................... Page 9
What Happens When the Bell Rings ............ 9
What to DO When the Machine Will Not Operate. . 9
Operating the Machine ....................... 9
PART III
How to Record Transactions .................. Page 10
PART IV
How to Make Machine Installation ............ Page 12
(Instructions to Installation Men)
Step One .................................. 12
Step Two .................................. 12
Step Three ................................. 12
Step Four .................................. 13
Succeeding Days ............................. 13
Special Notes ............................... 13

Twenty-Four-Hour NCR Service ................ 1

VJ

PART V
How to Balance Cash at the End of a \Watch ..... Page

PART VI

Night Auditing .......................... .Page
Posting Late Charges .........................

PART VII
How to Correct Errors Made by Night Auditor. . .Page

PART VIII

Value of Various Features in Connection with the

Night Audit ......................... Page _

Value of the Old Balance Pick-Up Printing
on the Ledger Card .......................
Value of Detailed Audit Tape ................
Value of the 9 Additional Descriptive Keys Provided
in Row 11

PART IX

How to Handle Unusual Transactions ......... Page
Forwarding Balance When Ledger Card Is Filled. . .
Issuing Weekly Statements ....................
How to Handle "Hold" Transactions ...........
When Money Paid Out at the Front Office Does Not

Affect a Guest Account ...................
City Ledger Accounts ........................
When a Guest Checks Out and, Instead of Paying

Cash, Signs His Hotel Account Card to be

Charged to Himself, Another Individual, or a

Firm ...................................
When City Ledger Accounts Are Kept in the Back

Office ..................................
Releasing City Ledger Items to the Back Office. . . .
When City Ledger Accounts Are Kept in the Front

Office ..................................
Handling Accounts in the Front Office Known as
"Skippers" ..............................
PART X
Kinds of Errors and How to Correct Them ..... Page .

A. A Charge Is Posted Correctly as to Amount and
Department, But Is Posted on W/rong Guest's
Account Card .........................

14

15
17

19

20
2O

20

Id IQ
y—I

NN
'JJ [Jr-A

IQ
JJ

I»)
J)

93

24
24

27

. A Charge 15 Posted to the Right Department and
to the Right Account, But the Amount Is
Greater Than the Voucher Calls For .......
. A Charge Is Posted to the Right Department and
to the Right Account, But the Amount Is
Smaller Than the Voucher Calls For ......
. A Charge Is Posted Correctly as to Amount and
Room Number, But the Wrong Department
Key Is Depressed ......................
. A Guest Checks Out and It Is Noticed That Too
Much Money Was Posted as a Credit to His
Account ..............................
. Operator Records Wrong Amount in Picking Up
the Balance in Connection With Use of the
Old Dr. Balance Key or the Old Cr. Balance
Key .................................
. Operator Fails to Insert Guest Statement or
Ledger Card, or Both, Into the Printer ......
. Operator Fails to Insert Voucher or Other Post-
ing Media Into the Upper Printer for Vali-
dation ...............................
. Operator Fails to Select the Proper Line for
Printing on the Forms and May Overprint
a Previous Posting .....................

28

29

30

31

32

36

36

36

J. Operator Posts Multiple Charges to Account
Without Picking Up Old Balance and Ex-
tends Incorrect New Balance and No Previous
Posting (Except Date) Is Overprinted 37

PART XI

Supervision of Guests' Accounts and Miscellaneous

Information .......................... Page 38
Verify Figures on Cashiers’ "A" and "B" Change-of-
Watch Cash Reports With the Total Cash Receipts

and Total Paid-Outs on the "D" Report ....... 38
Verify Corrections on the "D” Report ........... 38
Look Over the Check-Outs for Unusual Transactions 38
Local Phone Calls ........................... 39
Did-Not-Stay Accounts ....................... 39
City and Delinquent Ledger Transfers ........... 39
Missed Charges ............................. 39
Check All Rebate Vouchers .................... 39
Looking Over the Audit Tape Each Day ......... 39
See That There Are No Ledger Cards Missing ..... 39
How to Put On A New Audit Tape .............. 39

Machine Picture ............................... 42
i

What Every Hotel Manager Should Know to Properly Control
Guests’ Accounts Receivable . . . That:

—all charges and credits have been properly posted to guests’ accounts.

—-a correctly itemized and totaled statement is ready when each guest departs.

—the proper record is made at the time the money is received.

—the amount of cash remitted by each cashier is correct.

—a statement of revenue posted by departments (rooms, phone, restaurant, valet,
laundry, etc.) is available at all times.

—the guests’ ledger accounts are in balance with the Accounts Receivable Control.

What the National Posting Machine System in the Hotel Front
Office Does for the Manager . . . It:

—enforces the making of a record of each transaction.
—provides individual cashier responsibility over all charges posted and cash received.
-—permits cash to be balanced quickly at any time during the day or night.
—eliminates hand posting and transcribing.
—mechanically posts, computes and extends balances.
—clearly describes all charge and credit postings.
—makes four original printings at one time in the proper columns on:
guest statement
ledger account card
charge voucher
detailed audit tape
—automatically distributes and accumulates charges and other revenue, as they are
posted, into departmental totals.
——automatically distributes and accumulates credits, as they are posted, into indi-
vidual totals.
—replaces the hand-written transcript with a chronologically printed detailed audit
tape record of all transactions.

—eliminates the losses due to "Late Charges” usually experienced under the manual
system.

PART I
General Description of the Machine

Amount Keys

The Amount Keys are on the left side of the keyboard.
Six rows of keys with a recording capacity of 9,999.99 and
an accumulating capacity of 99,999.99 are used in conjunc-
tion with the Control Total Keys to post charges and credits.

Descriptive Print Keys

Immediately to the right of the Amount Keys is a row
of Print Keys which print abbreviated word descriptions of
miscellaneous transactions in the Explanation column of the
guest statement and ledger. These keys are used in conjunc-
tion with the Miscellaneous Key or Paid Out Key to more
fully describe a charge or paid out.

Immediately to the left of the Amount Keys is a row
of Symbol Keys which print A-B-C-D-E-F-G-H-V (check
mark) to the left of the amounts in either the charge or
credit column when used with the Control Total Keys.

These keys, when used with corresponding code expla-
nations on the bottom or back of the guest statement, will
describe miscellaneous charges or credits to the guest and
eliminate the necessity of manually describing these entries
in the Memo column on the guest statement and the ledger

card.

Control Total Keys

Immediately to the right of the Amount Keys and row
of Print Keys are three rows of Control Total Keys.
These keys determine the control total into which the
amount will be added, whether the amount will be added
or subtracted from the balance total, and the selection of
the column or columns in which the printing is to occur.
The control rows are referred to as 1-2-3, from right to
left. All of the Control Keys with the exception of the
Plus Correction, Minus Correction, Trial, and Release are
motorized. When an amount is set up, it is only necessary
to depress an operating Control Total Key to operate the
machine.

There are eighteen Control Total Keys in Rows 2 and 3.

Thirteen of them are Charge, four are Credit, and one is
Trial Balance. The Release Key at the top of Row 1 is used
in conjunction with the Dr. Bal. Forward or Old Dr. Bal-
ance keys when these keys become inOperative due to the
following causes:
—operator attempted to pick up an old debit bal-
ance the second time.
—operator failed to clear the balance after the last
posting.
—the balance on the last account was a credit bal-
ance.
——a posting was made before the balance was
picked up.

When these keys become inoperative due to any of the
above conditions, the operator should determine the cause
of this condition before proceeding.

The Old Dr. Balance Key is used to pick up old debit
balances while posting.

The Plus Correction Key cannot be used alone, but must
be used in conjunction with one of the Control Total Keys
in Row 2 or 3. It is used to correct wrong credit postings
or charges posted on the wrong line. It automatically selects
the charge column on the ledger card. It adds to the bal-
ance and, when used in conjunction with a credit key,
causes the amount to print in the charge column. It also
prevents amounts from adding into the charge or credit
control total with which it is used, and permits addition
to the balance only.

The Inactive Account Key is used to pick up a debit
balance when posting guest accounts while taking the Trial
Balance at night and there are no further charges to be
made to that particular account at that time. It adds the
balance of that account into the Trial Balance total only,
and prevents the amount from affecting any other total.

The Minus Correction Key cannot be used alone, but must
be used in conjunction with one of the Control Total Keys
in Row 2 or 3. It is used to correct wrong charge postings
or credits that may have been posted on the wrong line. It
automatically selects the credit column on the ledger card.
It subtracts from the balance and prevents amounts from

adding into the charge or credit total with which it is used.

The Number Key in Row 1 is used to print a Room or
other identifying number, either as a separate Operation or
when the cashier fails to record the number when making
a regular posting. On machines which do not have Room
Number Keys to the right of the control keys, the number
must be set up on the amount keys and the machine oper-
ated by depressing the Number Key.

The Old Cr. Balance Key is used to pick up old credit
balances while posting.

The Bal. Forward keys in Row 1 (Debit and Credit)
are of value when transferring the account balances to
the new (machine) ledger cards at the beginning of the
machine installation. The balance will print in the Bal. Due
column of the new card and the amount will add into or

subtract from the balance total.

Clear and Sub-Total lever

Immediately to the right of the Control Keys is the
Clear and Sub-Total Lever, so named because its function
is to control the clearing and sub-totaling of the amounts
in the balance, and the various totals in the machine.

When setting up amounts during a normal posting oper-
ation, the lever must be in the center position marked
"Add." The first position above Add is used to sub-total
the balance. The first position below Add is used to
clear the balance.

The second and third positions above Add are used to
sub-total the totals in the second and third rows of Control
Total Keys. The second and third positions below Add are
used to clear the totals in the second and third rows of
Control Total Keys.

Motor Bar

The Motor Bar is used to operate the machine when
extending or sub-totaling the new balance and, on some

machines, to clear the debit Trial Balance total.

Room Number Keys

At the extreme right-hand side of the machine is an
auxiliary keyboard with five rows of print keys which are
used to print the guests room number or any other iden-
tifying number on the ledger card, department or transac-

tion voucher, and the detailed Audit Tape.

Upper Printer

Immediately below and to the right of the Audit Tape
is the Upper Printer, used for validating vouchers and
other media. The department vouchers, or posting media,
are validated in this printer at the time the posting is made
on the ledger and the guest's statement. The Upper Printer
will print the date, department, charge or credit, cashier's
identifying symbol and the guest's room number on the
voucher or posting medium.

Audit Tape

At the front of the machine, immediately below the
Amount Keys, under a glass cover, is the detailed Audit
Tape.

Every transaction recorded on the machine is printed on
the detailed Audit Tape in the order of its occurrence.
This tape replaces the transcript.

The postings on the Audit Tape are arranged in columns
reading from left to right as follows: First column, Depart-
ment Description; second, Charges; third, Credits; fourth,
New Balances (also Forward Balances and Inactive Bal-
ances); fifth, Old Balances; sixth, Cashier's Identifying
Symbol and Room Number.

Audit Tape Winding Key

The Audit Tape may be spaced forward by manually
turning the Audit Tape Winding Key to the right. It can-
not be spaced backward.

Printing Table

The Printing Table, at the lower front of the machine,
holds and positions the forms on which the machine is to
print. The line on which the machine will print is selected
by depressing one of the Line Finding Keys at the extreme
left of the Printing Table.

For example, if the machine is to print on line one (1),
Line Finding Key No. 1, at the left end of the Printing
Table, is depressed and the Printing Table is moved manu
ally to the right until it stops. This places the inserted forms
in proper position for printing on line one (1).

The table will move automatically to the next line if
multiple charges or credits are posted, but will remain
stationary to permit the balance to be extended after the

last item is posted.

The machine will print automatically on three inserted
forms, in addition to the Audit Tape: a ledger card, a guest
statement, and a voucher or other medium. Both ledger card
and statement are inserted in the Printing Table for post-
ing at the same time. The ledger card is placed on top of
the guest statement. The voucher is placed in the Upper
Printer face downward. When a charge or credit Control
Total Key is depressed, the entry is first printed on the
card, and then the card ejects to permit the same original
entry to be printed automatically on the statement. The
ledger card must be reinserted before another entry is made
or the balance extended.

Printing Table Control lever

The Printing Table Control Lever is located to the left
of the Transaction Counters Cover and below the Single-
Print Key. This lever has two positions, lettered ”Post"
in the upper position and ”Tot" (total) in the lower
position.

The lever should be in the "Post" position except when
sub-totals or totals are made on the night auditor's balance
report, at which time the control lever is placed in the
"Tot" (total) position. With the lever in the "Tot" posi-
tion, the table advances from line to line automatically
when taking totals. \X’ith the lever in the "Post" position,
the table will advance from line to line automatically while
posting and return to the left after extending the new bal-
ance.

Transaction Counters

The Transaction Counters are located to the left of the
Amount Keys. On standard machines there is a counter for
each of the following control keys: Dr. Bal. Forward, Old
Dr. Balance, Plus Corr., Inactive Acct., Minus Corr., Cr.
Bal. Forward, Old Cr. Balance, and a counter showing the
total number of transactions.

Key Release lever
The Key Release Lever is located at the right end of the

machine. When a number of Amount Keys or Room Num-
ber Keys are depressed in error, they all may be released
simultaneously by pulling downward on the Key Release
Lever. A single key incorrectly depressed may be released
by tapping or depressing another key in the same row.
Pulling downward on this lever also will restore the ma-
chine to normal from a partially tripped condition.

Single-Print Key

To the left of the Transaction Counters is the Single-
Print Key. The operator should depress this key when only
one form, a ledger card or guest statement, is to be posted.
This key releases after each balance is extended, unless the
latch above it is pulled forward at the time the Single-Print
Key is depressed. This latch will retain the key until it is
released manually by pushing the latch toward the rear of
the machine. The Single-Print Key ordinarily is locked
down when a number of successive single-print entries are
to be made. The Old Dr. Balance and Old Cr. Balance keys

automatically single print.

Over-Run Counter lock

This lock will prevent further operation of the machine
in the event any total exceeds its accumulating capacity.
This lock can be released by unlocking the Transaction
COunters Cover and pulling downward on the Over-Run
Counter Lock Release Lever which is under the Transac-
tion Counters Cover. The machine is equipped with an
Over-Run Counter Lock Release Detector Counter, which

advances one (1) each time the lock is released.

Cashier’s Identification Key

The opening for the Cashier's Identification Key is
located at the lower right side of the machine. The machine
cannot be operated unless the cashier's key is inserted. The
inserted key causes the cashier’s symbol to print on the
ledger card, voucher, and Audit Tape.

The lug which projects from the flat surface of the key
must be in an upward position when the key is inserted.
The key must be fully inserted, until it is retained by its
latch.

\When a cashier goes off duty, the Identification Key
should be removed from the machine. In order to remove
the key, the cashier must pull downward on the small latch

found immediately below the key.

Date Setting Knobs

The Date Setting Knobs are located at the front of the
printer. These knobs always should be locked and should
never be changed by anyone but the night auditor. The
date is set by first unlocking and then by pulling Outward
and turning the individual knobs until the proper month,
day, and year figures appear in perfect alignment in top

center position.

locks

There are a number Of locks on the machine, which are
used for protective and control purposes. Their location,
keys that fit them, and use are as follows:

1. Clear Totals Lock: Locks the clearing positions of
the Clear and Sub-Total Lever below the balance position.
Known as the Z 14-1 lock. Use Z 14-1 key. Immediately
below this lock is a detector counter showing the number
of times the lock has been opened.

2. Audit Tape Cover Lock: This lock is on top of the
Audit Tape Cover. To the left of the lock is a detector
counter showing the number of times the lock has been
Opened. Use Z 14-1 key.

3. Transaction Counters Cover Lock: This lock is at the
left of the Transaction Counters Cover. Use Z 14-1 key.
Above the lock is a detector counter showing the number

of times the lock has been Opened.

4. Date Lock: This lock is immediately to the right of
the Date Knobs and locks the date into position after it has
been set for the day. Use D1 key.

5. Control Key Locks: Use key 173 to lock and unlock
the following Control Key Locks: Trial Balance, Release,
Dr. Bal. Forward, Plus Corr., Inactive Acct., Minus Corr.,
Cr. Bal. Forward.

NOTES

PART II
Information on Operation

What Happens When the Bell Rings

When the bell rings it is an indication that the status
Of the account has changed from a debit balance to a credit
balance, or vice versa.

If a credit is entered immediately following the exten-
sion of a debit balance, without any balance being picked
up or when the credit exceeds the debit balance, the bell
will ring, announcing that a credit balance has been created.
This balance is extended in the regular manner; simply
move the Clear and Sub-Total Lever to "Clear Balance"
position and depress the motor bar.

\When a charge is entered, or a debit balance is picked
up immediately following the extension of a credit balance
on a previous account, the bell will ring. This indicates
that the nature of the balance has changed from minus

to plus (changed from a credit to a debit balance).

What to Do When the Machine
Will Not Operate

1. See that the Clear and Sub~Total Lever is exactly in
one of the indexed positions.

2. Pull the Key Release Lever downward all the way.
(This will restore any partially depressed keys and over-
come any partially tripped condition of the machine.)

3. See that the Clear Totals Lock is locked and the key
removed.

4. See that the electric current is turned on and that the
plug is inserted into an electrical socket.

5. See whether the fuse on motor is "blown." If 50,
remove electrical plug from socket, insert new fuse, and
complete the operation with machine crank. Reinsert elec-
trical plug into socket. When current is shut off, and it
is desired to operate the machine, it will be necessary to
depress a control total key each time before turning the
crank. Never use excessive force when operating the ma-
chine with a crank. Never, under any circumstances, short
circuit the fuse or fuse terminals after the machine fuse
has "blown."

6. See that the Single-Print Key is not partially depressed.

7. Determine if a balance remains in the machine.

8. If the last balance extended was a credit balance, or
if the balance is not clear, in order to use the Old Dr.
Balance or Dr. Bal. Forward key it is necessary to depress
the Release Key with either of these keys.

9. See that the Cashier's Identification Key is completely
inserted into the machine.

10. If the Motor Bar or any operating Control Total Key
has been held down during the last machine operation,
pull the Key Release Lever downward to restore the ma-
chine to normal.

11. If the Motor Bar was held down during a balance
operation, the Total Lever could not restore fully to the
”Add” position. To overcome this condition, pull down-
ward on the Total Lever and, at the same time, pull down~
ward on the Key Release Lever.

12. Check the Over-Run Counter Lock to determine if

the capacity of any total has been exceeded.

Operating the Machine

1. Always follow a definite order of procedure when
operating the machine.

2. Move Printing Table into position at a normal speed.
Do not slam it.

3. W’hen using the Motor Bar, tap it. DO not continue
to hold it down or permit your hand to rest upon it. This
also applies to motorized Control Total Keys.

4. Do not position the hand or body in such a manner
that the ledger card will be prevented from ejecting prop-
erly.

5. Always depress the Single-Print Key when using only
one form in the Printing Table.

6. Always finish a transaction before leaving the ma-
chine.

7. Always keep the Clear Totals Lock locked.

8. Do not tamper with motor or other parts of the ma-
chine.

9. See that the Printing Table Control Lever is in the
"Post" position when posting.

10. Do not hold your hand on the voucher inserted into
the Upper Printer while the machine is Operating because

it will prevent the voucher from ejecting.

PA RT 111

How to Record Transactions

 

F

 

 

 

 

 

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

m
nun», Ralph 7.00
any City 9/uo/5- my... ,
'0 has no. 34
(“T/\‘Tm— 3.:- T
m" "' ““0 ' 3"” A ”312 int-o. -Om Exruunou Cums Cums DAL. ou: PICK-UP uuo.
-.- . 950 A - - . an? m We WWW
—- '2'60’5'° zsrrzlus- M .035 t 2.1.3'1-35 A-uzz
em - . ”.65 A 4111 a mzus- um 1' 0.15 ' 0 2.10 a «22
-¢— c2915 A” 4smlw-m 01.25 0 3.35.3.” 1422
__ .1239,‘_, uremia-rm fil‘h I 5.09.599 A4122
. 12m ‘ o srrzua- an a 0.30 =t 422
-nm'n “'22 virtue-nu 01m - 12.39.1239 #422
-°- '25-26 I" arms-So m .1231 0 2526 '25“ 14:22
"‘ “535"” osmo- PAID '25”. 0.00 A-m
um _ e me A -331 10
-o- * lI935 A - 0 n
- - . 2525: A - . 12
_ PAID - 2526 A 4:22 1: 33m, rum 7.00
‘ -... o 0.00 g - . ‘5 Any City 9/2a/5-
n 16 31105
17 Ills-no. DAY! EXPLANATION Cages Cutouts 4-
I8 1 m3- MT— . _—
19 2 SEPZIIO- m g 035
21 4 smlus- mn . 135
I 22 5 ”2&5- U“! Q L
PORTER L. 2, a mu!» m; .
aw";— 12109 _2_4= v ggg-mm .13
\ IA 8 - .
an; --- ___ d___ _No-l 7’22 __ L1 9 3.9256- PAID ' 2526 .
we: ' m__ ..__/_2_ {’2 10
l I
12
I3
sozss- — rum . 12.87 A 4:22 I:
we not Inn: numeracy ‘6 W
_- ...-.— J- m” R. C.

 

 

 

When a guest registers at the hotel, a ledger card and
a guest statement are immediately headed up, showing room
number, guest’s name, rate Of room, and date of arrival.
The room, mail, information and telephone rack slips are
written at the same time. This is generally done on a flat-
bed typewriting machine. The day the guest should receive
his bill (statement) should be indicated by a check mark
in the proper day "square" at the top of the ledger.

The ledger card and guest statement are then filed to-
gether in a (house guest) tray behind the proper room
number index, where they will be convenient for posting.

On guest charges (other than for Room), the department
involved makes out a voucher showing department, guest's

name. room number, nature of charge, and the amount.

10

This voucher should be sent promptly to the front office
to be posted to the guest’s account.

When the voucher is received in the front office, the
cashier notes the room number and secures from the file,
at the side Of the machine, the ledger card and guest
statement for that room. She next compares the name and
room number on the voucher with the name and room
number on the card and statement. Finding them in agree-
ment, she posts the charge to the guest's account in the
following manner:

1. Reading from the ledger card, sets up old balance, if
any, on the Amount Keys. ‘

2. Depresses the proper line-finding key for the last
line on which printing occurred, inserts the statement and

ledger card intO the printer, moves table to right until it
stops, and depresses the proper old balance key (debit or
credit).

3. Sets up amount of the charge on the Amount Keys,
sets up the room number on Room Number Keys, inserts
the voucher into the Upper Printer (face downward), and
depresses the proper control total key to Operate the ma-
chine and posts the charge. On machines not equipped
with Room Number Keys, the room number must be re-
corded as a separate operation by setting up the room num-
ber on the Amount Keys and depressing the Number Key.
(The Printing Table will space automatically to the next
line with the depression of the control key and will con-

tinue to space the form for each charge or credit posted,
but will hold for printing the balance on the same line
upon which the last posting appeared.)

4. Reinserts ledger card into the printer, pulls Clear and
Sub-Total Lever downward to the Clear Balance position,
and depresses Motor Bar to extend the new balance.

5. Removes ledger card and guest statement from Print-
ing Table.

With the exception Of local phone charges which are
noted on the ledger card in a special place provided for
them, the Operator posts all charges immediately upon their

arrival in the front office.

NOTES

ll

PART IV
How to Make Machine Installation

(Instructions to Installation Menl

Step One

See manager or auditor of hotel to make certain that all
necessary forms and filing equipment are on hand and in
good condition. Also arrange for space for the machine
in the front office and for the proper electrical connection.
If possible, have manager assign a room where the machine
can be placed temporarily for the advance training of cash-
iers and the night auditor. Have the general auditor call
the cashiers tOgether and arrange schedule for training.

Have the machine delivered and set up. Also, see that
there is a sufficient supply of 4E detail paper on hand.

INSTRUCTING CASHIERS

Give general description of the machine, explaining that
it is built to post charges and credits to the guests' accounts.
Also, explain in a general way the results to be obtained——
positive control over cash received and paid out, and daily
proof that the guests' Accounts Receivable are in balance.

Explain features of the machine, such as the:

Amount Keys

Control Keys

Charge Keys (Add)

Credit Keys (Subtract)
Room Number Keys
Motor Bar

Clear and Sub-Total Lever
Cashier's Identification Key
Line-Finding Keys

Date Setting Knobs

Upper Printer

Single-Print Key

Printing Table Control Lever, etc.

Explain to cashiers:

How ledger card and guest statement are inserted
into machine.

How voucher originates, and why and how it is
validated.

How to make a charge posting.

Why ledger card is ejected.

How ledger card, guest statement, voucher, and
Audit Tape are all printed at one operation.

Automatic column selection.

How Control Totals are affected.

How to reinsert ledger card into printer.

The Balance and how it is affected.

How to move the Total Lever to the Clear Bal-
ance position and extend balance. How to
Sub-Balance.

How to remove cards from Printing Table and
how filed.

Balance column, old balance column.

Why the bell rings.

How Control Totals accumulate.

How Pick-Up Balance (no total) adds into Bal-
ance and how it affects balances.

How to pick up a debit balance and credit bal-
ance.

How to make credit postings.

How tO use Forward keys.

Have cashiers practice picking up balances, posting
charges and credits, and extending balances.

Explain to the night auditor, in addition to the fore-
going, the use of the Trial Balance Key. Explain "D" re-
port and results obtained—~—daily accounts receivable proof,
balancing control totals.

Step Two

Explain how local phone calls are tabulated.

Explain posting of Advance Payments.

Explain the use of a Hold Account.

Explain how laundry and similar group charges are han-
dled.

Continue to practice posting charges and credits to ac-
counts with both charge and credit balances.

Step Three

Explain the use of the Plus Correction Key—correcting
errors in credit postings and wrong line printing of charge
postings.

Explain the use of the Minus Correction Key—correct-
ing errors in charge postings and wrong line printing of
credit postings.

Continue to practice posting charges and credits to charge
and credit balance accounts and making corrections, point-
ing out importance of fully explaining all corrections on
the vouchers and correction sheet.

Step Four

Arrange for general auditor to have ledger cards and
guest statements headed up—room number, name, rate,
date of arrival.

Arrange for the night auditor to balance day's work
under old system, extending net balance to be transferred
to each account.

Have night auditor furnish a proven add list of net bal-
ances in proper house sequence and floor totals.

Install machine and filing equipment in front office.

Make transfer on machine as night auditor finishes bal-
ancing accounts, using the Transfer Charge Key in Row 3
for debit balances and Transfer Credit Key in Row 2 for
credit balances, if a separate total of debit and credit bal-
ances is desired. Record the amount of the balance on the
Amount Keys, insert new ledger card and statement in
the Printing Table, depress line-finding key No. 1 and
move the table to the right until it stops. Place the old card
in the Upper Printer, depress the proper Transfer (Dr. or
Cr.) key and extend the balance on the new ledger card
and guest statement. Secure net guest accounts receivable
figure by subtracting total accumulated in the Transfer
Credit Key from total accumulated in the Transfer Charge
Key. Check this figure with general auditor's accounts
receivable control figure. Clear machine and change date.
Make sure sufficient Audit Tape paper is on machine tO
receive charges and credits for the day. Be sure all locks
are locked.

If a (net) total of all balances transferred is desired, use
the Dr. Bal. Forward Key for debit balances and the Cr.
Bal. Forward Key for credit balances. To facilitate the
location of errors, sub-balance or clear the net total of these

balances by floors.

Succeeding Days

During these days, the installation man should be in or
near the front Office, not doing the work, but seeing that
transactions are handled correctly, explaining different
points that come up and offering any suggestions that he
thinks will make work easier for the cashier and auditor.

Special Notes

Shortly after the machine is installed, review the system
with the general auditor and one or two of the employees

in his office. Explain the "D" report and how to enter the
and "B"

Cash Reports, showing how to prove cashiers’ receipts.

figures on the journals. Also explain the "A"

The installation man should help the night auditor bal-
ance the work each night until the night auditor thoroughly
understands every operation. Arrange routine of work, simi-
lar to schedule given in this manual under the heading
Night Auditing. Show the night auditor the advantages of
handling the work this way, insisting that it be done as
explained to him.

In the case of accounts being out of balance, show the
night auditor how to look for errors, but insist that he find
and correct the error or errors, even if this means that he
must stay over his time in the morning.

In this way the night auditor will quickly pick up the
general idea of the system, what is expected, and how and
where to look for errors.

The night auditing work should be explained thoroughly
to the general auditor and to at least one of his assistants,
so that in case the night auditor leaves or is sick, there will
always be one or two people who can do the work or show
someone how to do it.

If errors occur frequently in the day’s work, after the
first day or two, they are generally due to carelessness on
the part of the day cashiers. It is a good idea to have the
general auditor, or the night auditor especially, go to them
and explain that errors of this kind, such as picking up
balances incorrectly, posting charges on wrong department
keys, etc., cause the night auditor much unnecessary work
and lost time. This will usually have the effect of making
the day cashiers more careful.

Several days before the installation men plan to leave,
they should advise the general auditor of their plans, so
that he can arrange his work, in order that he may give

as much time as possible to the new system.

Twenty-Four-Hour NCR Service
Secure from The National Cash Register Company’s

Branch Manager the name or names Of servicemen, home
addresses, and telephone numbers. This information should
be typewritten on a slip of paper and pasted on the inside
of the Motor Door. This is important in the event that
mechanical service is needed at night when the National
Cash Register Company Office is closed and it is necessary

tO get in touch with the servicemen at their homes.

PART V
How to Balance Cash at the End of a Watch

 

 
  
  
  
   
 
  

B—CASH REPORT—FRONT OFFICE REGISTERS
M. 7774“ .20/«Maw

Inc-uncle / __

 

Wins-cc lu- term
0

l
P 535.53 .

—# v . 7 . . . i . ‘._ _
luclnn ICAM Cl) mu ("unno- lune:
I I I I

°'""‘. '.S£PZS5‘. um

  

 

CASH

 

            
    
 
   

 

 

 

 
  

 

 

 

295 PAID :HLCG: ....-. p 11,349 .
s n: T T i .- 535 i
5 m , 355 a 930 .
um f- 2550 i
5 Fifi , 5.2: I 30.15 , '
T A : T n“ I ‘ 373 : 3‘3; \7 0",“;‘ID _ _ T 3: _7 _ _ T ‘ — I 7‘;—4‘_‘-\2‘~m‘
" ’ i ' ' ~ ‘ ‘ L i ‘ “ ‘7‘QJ‘Q‘LJi‘2aMu
, , e 7. 777a - “rs .. s “ -.~.-\-_ ~—\_-
mu . _ . _- 2537 0a,... 53;,” ,1 7 -0: . W
6507 m" 3775' 24 32 e 51;“, 7 "<7. _ 353‘. _ u‘\i ‘ _ l; .
o - e , 7 . —‘ \
laud-(l ,l75-7’ _ , (fag-...1 . mas-’5‘ f r \f “‘-\l\&o—£\m\
‘Cnu C!- ocwrv-o-s Wyn.” ‘ 9 .3625,» .l g -n—\ {L‘ >\ ‘ ,
. -. _ _ - , . \ IT‘N
11:1 ’ O . '.° 3" ~ In 7"“\\L__ 3 h \
A 0‘. . 7 _ (I h - _ _ ‘ _\ | ‘\ ‘45
or > w,?:"llrmz,fi~ 1L _ ._:I‘ XIII-{9%
or ‘ l2.n?z,‘5-T‘ ’ —m\j “‘—“aa‘,,_\4
2531 ' -. u- , , no.-- , -‘H xx
01’ .—7‘ (IUD-g“ '7‘ ”25-5: v , _ __ _ ‘f T‘Fy’l-l‘7l .‘M‘
”34- . °'---...‘so’z;5; : - Mb: "“7 - \.-, ’ - \151\
‘ ‘ con-m...“ ’ ,. '61“— i ‘4’ “'71);ng :72?\
.. ... ... . ’7’ whit—(y- . a _ . _ ..‘W'Tl/z/I If: “: “7‘1*
mtunni-vloo-mulmlunnr-cc a co: _ l8. 7 ' C". <9 “mm-...“ J3, \ I
'9 ' ’ ' T‘\.. \7\
A, - Jog , _ -_ .
o-t,‘ ' ex .20, ' a; I , ~ \, \_:‘\
j .. . ’ 2 " 7. “i
. 1 ' ‘ °'_ ‘ ‘\‘7<l
“ i - :dfl‘x i' ..- ,23fl_ , _0“>‘_‘;\\"~\
/ — ,7 . 3’7““ ,_,.......«o-c°-"““'“ j .13,” “’“L -2 ‘ "”r ~-e\i‘\
/ pf‘::;“_%.l.:-tm ---:‘:-.:i_,...uo 0' '°"‘.“. “N “31.23: :35in It _."‘::;Do‘ iifih‘ew‘4‘ggixfx
"g .7...- .,.,.;;,;:.-.-.-.... 4.} Wam;-7._.|
I c (“m

 

 

duty takes form "B" (which was turned over to her by the
morning cashier) and a new copy of form "A,” She inserts
these forms into the printer and spaces table to line NO. 2.
She then takes sub-totals as described previously. Using
form "B", the cashier going off duty balances her cash in
the manner described previously, except that she secures
her cash received and monies paid out totals by taking the

differences between the sub-totals.
Form "A" is turned over to the oncoming cashier. At

At the end Of the first watch (shift), the cashier secures
copies of forms ”A" and "B" Cash Reports. She then
moves the Clear and Sub-Total Lever to the second position
above Add. She inserts forms "A” and "B," depresses the
correct Line-Finding Key (NO. 1) and moves the Printing
Table to the right until it stops. She depresses the Paid
Key and the machine prints on both forms the amount
accumulated in the Paid total. This represents cash received.

She reinserts form "B" and spaces the Printing Table to
the correct line. The amount of money paid out for News
Stand, Porter, Telegram and Paid Out is secured by sub-
totaling these totals (in Row 2) and printing the amounts
on the "A” and "B” Cash Reports. "A" and "B" Cash
Reports are shown above.

The cashier then takes form "A," makes the corrections
affecting the cash, subtracts total of all the above amounts
paid out from the cash received and writes the balance on
the form in the space provided. This balance represents the
amount of money to be turned in to the designated respon-
sible party.

Form "B" is turned over to the oncoming cashier. At the
end of the second watch of the day, the cashier going off

the end of her watch, using form "A" and a new copy of
form "B," she selects line 1, takes sub-totals and balances
her cash in the manner described previously.

This second form "B" is turned over to the night audi-
tor, who, at the end Of his watch, uses this form alone to
take sub-totals and balance his cash. The machine totals
are then cleared from the machine.

Note: The night auditor may have a few early morning
check-outs before the cashier reports for the early watch.
In this case, instead of making out a cash report on form
"A” or "B," the cash and paid out totals are sub-totaled
and printed on the Audit Tape and the money is checked
and turned over to the oncoming cashier.

14

PA RT VI
Night Auditing

   
   

 

 
 
  
 

 

_ ,— D‘NIGHT Au .
CE N0 - .. DITORS M
. HiNE BALAN ACHINE BALA
onoRs MAC NC: No
D—Niom AU 7/75/ "y, - O 7/ 77
on! .. - ’ i—TT 5. mm ——.-.,- IT ’ 1 15..
1 Ice-I" 7 -» — , . ,"° , , -_ 0n.
‘- ~- . ”nu-0'" "a VO'L - - 0 ”(film-l . 0"! , ... ‘ ‘F\\‘~\-
O r—‘fl‘ feiojo::v;i;v . . an ‘0‘h '( .0 161-50 - j. - O ““90" W l “'35- um '- ~" "3"” - Conner. 7/ZST.5;
’ - II..° M'TI': . _ 9|" ‘ ‘uT ’ ’ T . 15150 =. — . FM" '— _ _ 2 was- t“, I a... “‘0' '.'.tI‘ No."- 0, ".-.‘ ~-.
-~’ ‘ ... T i l . ”29‘5- ‘ ‘ - _ — O mks a - Eton" 3 $0235- i'm ‘ ~ .. 167.50 F _
""3“” -, ‘ 2x025? 1‘ ,_ ""7 a. , . .5515 i=0 _ roan“,— - 4 magi!“ _ ‘ - — .' 15750 " =1 '0,
”no" I A, . 3 . ”295‘ ,‘u-g.__— — I“ 7 . D0 g. - loo- . . 5 ”25.5- m ‘» _ _ .. ”K05 . , =' ' O
um ' _ I ' 4 . ””6. mm _,—- . >. “so =. — Lo‘.‘ Dan-(l 6 “'35‘ h ‘ — _ _ .. ”55-7, : q T .
nut“, - 7 f 5 ‘ sonar. _,_. ‘ . zusno ~ 4 , a... “at" k 7 ”85-1w g .' Sims =1 _ .g
I.” c i i o . ””6. .m' ’ r _ I. 215° 4 I‘M-I 01." '0 (I a “’35- I .ZITW i a T ._
T'- ’ i 7 $935”- lwl ' _ o 50.00 ram ’ "m 9 $9255. a": , ~' “5.00 i =1 ' '-
weave-“u A“! . 8‘ flfia" _M ' ' i 930 3 r — 7 lo “’35- M '. 21.50 i :l T .
nun "°' cm"..- ‘ O. ”255' .I m a - . um . =. I‘llp‘ __ g '9":- . ll $0235- a _ _ . 5am . =‘ - .
man and _ ‘10.. ”2550' n“ . 1°11 “Traci“ - - '12: “PIS-5- Inn '0 930 ' fl ...
mt . m"! ,1“»m2’:" m a 6112/ mi. '51“ ,0 hm‘ #-o
o , (2.5029 . ”u, // ,m 14 it =I-o
tau-:4 / . ”6m . .
m ' .
1°1AL Duns a O . TIA-I Yo c.‘ ‘(0 ‘
is $925 11.50 . 17 SD - 89853
M. -" ‘6‘ ”255' 31310:“ .c 13‘ m. ("M '°""° 2” k4: ‘
Mut""' - , ‘ ‘7 I ”256‘ _
"snipe-0“". --‘a'

tools («9" '°"“°

 
  
   

‘0' IL C.W1 S

‘ You; ~‘Clm T ' .
' ' D. In
- - . - - . 0.00% . L,” _m _ 22 7 3925.5. ,
um ow'E- r" . — W "'C- In 23 $023 , - _ ‘ ,
. on uni-u, “"153. .. ' .ngounuu.“ ‘ ' 5- F ‘ ' - _ , . ‘5'“ .
mfl' . 22 ‘ 2 7' ‘ ‘ ' , 24 i u I:
I D. 7” _ _ A _ _ .- I... v _ ‘ .
w“ “T .. 23 $815.5 . - "...... «M- F'“ - .. .... :‘ fl17-3-73}: WI? ' " 15'7”
c. l -_A -_ —‘ A' I ...". (a h -‘ . 4 , 7 ‘7
us- '““" 2‘ ‘ . ‘ n pour) "R Ctr“... "" "" ‘7 -, 7— , _
_ . ‘\“ ‘ «VI "" [(I (IU‘ I 0‘ c ”‘00”, A, *‘ ,_ - _ _ _ -
..1mg‘__.~--'- In- .. pout (CI. “I. St‘ ‘ " '"(ELS ‘DOVL 5.
5‘: "TB”... n n- """' " -.. u. hm mt VOLLOIIIG Ant 3 "" ””2233. not ‘ "’ z "0'5 2M0 31:?“ch ‘ "in I" 'Otlo-mc u: no "In" “'4“ “six
5 [I L til-to if C -~
as "0" 4 L0“ m A00 " t It I 0'4 un- urc. u 0::
mm tun-N0 :‘éczniflu D" 5"". 5‘ Tnl'l Is sonic" c 5'" “'- "Ys to no. :3): n." 3 "“1 mama's?" U
rm l 0.. “I A“ -' ‘ Lon 5" I" u
l on! "I I'. (Lu-[D o, . '0 Loc‘ or . lo
0 3 n s"°' It. - , \\ s T” 0' I 0, l
acts 2 A" “vs 10 nu is sur . 06m:
z o I- “6'5"" “L ..8 "Cm" Won 5m».
m..nuI-' “In...”

   
 
   

0mm: 0. .‘u.('

’0’“ Chums
lin Dun.

 

 

The duty of the night auditor of a hotel is to prove that
all department charges and credits for the day were posted
correctly. If any errors were made in posting these items,
the night auditor must correct them. Also, it is the duty
Of the night auditor to post local phone and room charges
and to prove the total Of guests' accounts receivable.

When the night auditor comes on duty, he proceeds with
his work in the following manner:

Posts any charges (except local phone and room) and
credits not posted by the day cashiers and also any charges
and credits that come in late.

Audits "checked-out" ledger cards, proves that charges
and credits agree and that they contain no balances.

Latches down Single-Print Key. Moves Printer Control
Lever to the "Tot" position. Places a blank "D" Report
in the Printing Table and spaces Printing Table to line 1.

Moves Clear and Sub-Total Lever to the third position
above Add and takes sub-totals of the totals in Row 3. He

then moves the lever to the second position above Add and

15

 

takes sub-totals of the totals in Row 2, starting with News
Stand (and skipping line 14). These sub-totals are printed
also on the Audit Tape and are designated by the symbols
”S3" and "82," for Rows 3 and 2 respectively, on the left
side of the Audit Tape. Releases the Single-Print Key.

He first corrects the totals as shown on the Correction
Sheet and then takes the control sheets received from the
various departments, checks the totals shown thereon with
the corrected sub-totals shown on the "D" Report. If a
department does not furnish a control sheet, the night
auditor makes an add list Of all vouchers for that depart-
ment. This total must check with that department's machine
total. If any totals do not agree, he must locate the error
and correct it.

(Note: The amount accumulated in the Room total, if
any, at this time is made up of advance and day-use room
charges, since these are the only two instances in which
the day cashiers post room charges. [All other room charges
are posted by the night auditor.] To prove this total, the

night auditor must secure and check the ledger cards on
which these charges were posted. These cards must be
segregated by floors to permit reconciliation of the trial
balance run, which is processed by individual floors. The
total must be analyzed by Day Rate and Advance Payments.)

The Auditor determines that the Transfer Charge and
Transfer Credit totals agree. These keys are used Only when
transferring charges and credits from one account to another
or when rendering weekly statements.

Checks ledger cards against room rack to prove correct-
ness of rates on ledger cards and also to prove that there
are no ledger cards in the file for which there are no
corresponding rack slips or vice versa. The ledger file and
rack must be always in agreement.

Determines, by taking a sub-total of the Trial Key, that
the total is clear (0.00). Checks with telephone operators
to determine that all local telephone charge slips have been
given to the cashiers. The night auditor is now ready tO
post local phone and room charges. Locking down the
Trial Key will provide a total of debit balances picked up

plus local phone, room, and other charges (if any) posted.

Takes ledger cards and guest statements for rooms on
the first floor from the file and proceeds to post local
phone and room charges as follows:

1. Reading from the ledger card, records the Amount
of the old balance on the Amount Keys.

(Note: If a balance is picked up incorrectly or by mis-
take, and the error is noticed before the phone and room
charges are posted, remove forms and move the Clear and
Sub-Total Lever to the balance position and clear the bal-
ance. Then, depress line-finding key corresponding to the
next line of posting; set up correct Old balance on Amount
Keys. Insert guest statement and ledger, depress proper
Old Balance Key and proceed. When forms are removed
from the machine, rule out the incorrect old balance pick-
up on the ledger card. The amount erroneously picked up
must be written on the Correction Sheet as a deduction
from the Trial Balance total, if a debit balance pick-up, or
as a deduction from the Trial Credit Balance total [Group
Total No. 3] if a credit balance pick-up.)

2. Depresses line-finding key corresponding to last line
of posting, inserts guest statement and ledger card, moves
Printing Table to the right, and depresses proper Old Bal-
ance Key.

3. Sets up amount of room charge on Amount Keys,

depresses the proper Room Number Keys, and depresses
the Room control key.

4. Reinserts ledger card into Printing Table.

5. Sets up amount of local phone charges, if any, on
Amount Keys, and depresses the Phone Key (the Printing
Table automatically spaces to the next line before printing).

6. Reinserts ledger card into printer.

7. Moves lever down to Balance position (the first posi-
tion below "Add") and depresses Motor Bar to extend the
new balance.

8. Removes forms from Printing Table, stacking them

to one side, face down.

Note: If the night auditor makes an error in posting and
notices it at the time Of posting, he should correct the error
immediately.

Credit balances are picked up through the Credit Balance
Pick-Up Key, position No. l in Row 1. They will accumu-
late in Group Total No. 3 when the Trial Balance Key is

down.

In going through the accounts the night auditor possibly
might come across accounts to which there will be no post-
ing of either local phone or room charges. These inactive
accounts are generally either Hold Accounts or Guest Ac-

counts with complimentary room charge.

In order to add any inactive debit balance, shown on
these accounts, to the Trial Balance total, the amount of the
balance is set up on the Amount Keys and the machine
operated by depressing the Inactive Account Key if the
account has a debit balance, and the Old Cr. Balance Key
if the account has a credit balance. (If the Old Cr. Balance
Key is used, the credit balance picked up must be cleared

before proceeding with the next account.)

Note: By these Operations, the following results are
Obtained: With the Trial Key locked down, the amounts
picked up by means of the Old Dr. Balance or the Inactive
Account Keys are automatically added into the Trial Bal-
ance total. The local phone and room charges also are
added automatically into the Trial Balance total (as well
as in their own totals), so that at the end of the run, if the
work has been done correctly, the Trial total will be in

reality a gross guest accounts receivable figure.

The total of credit balances picked up is cleared from
Group Total No. 3 by unlocking and moving the Clear
and Sub-Total Lever to the third position below Add, and
depressing the Cr. Bal. Forward Key. Subtract this amount

from the ross Trial total in order tO secure the total net
8
guest accounts receivable.

The night auditor continues posting local phone and
room charges until all guests occupying rooms on the first
floor have been charged. He then sub-totals the Room Key.
From this amount he subtracts the amount which was
in the Room total when he started to post the first floor
charges (and the incorrect room charges posted, if any),
thus securing a net total of room charges posted for that
floor. TO secure total room revenue for the floor, he must
add to this figure any advances or day rates (for this floor)
that may have occurred.

The revenue for each floor must balance with the Room
Rack Revenue Report. The night auditor continues in this

manner until all the guest accounts are posted.

Posting late Charges

During the posting of the room charges any late charges
are posted by using the proper department keys in Row 3
as indicated by the vouchers.

After all posting is finished, the night auditor latches
down the Single-Print Key and, using the "B" Cash Report
turned over to him by the cashier, takes a sub-total of the
Paid, News Stand, Porter, Telegram, and Paid Out totals.
Using these figures, he balances his cash.

The night auditor is now ready tO take Off the report
of the day’s business, or night auditor’s report, form "."D
The Single-Print Key is depressed and latched down, the
Printing Table Control Lever is placed in the "Tot" posi-
tion, and he proceeds in the following manner:

Inserts form "D" into Printing Table.

Moves Clear and Sub-Total Lever to the third position
above Add.

Depresses No. l line-finding key and moves Printing
Table to the right until it stops.

Unlocks and releases the Trial Balance Key.

Depresses top key in Row 3 and the machine operates
and prints the sub-total of this key on form "D” and on
the Audit Tape. He proceeds in this manner until all the
sub-totals in Row 3 have been printed on the form "D,"
moves lever to second position above Add and prints sub-
totals Of keys in Row 2, starting with the key next tO the
top because the Trial Total is to be printed on line 22.

17

Using form "D” as a guide, the night auditor will note
that after the disbursements totals are printed it is neces-
sary tO skip one line (14) before depressing the Paid and
Other credit keys. This vacant line is for writing in a total
Of the charges.

After printing all the credit sub-totals on form "D," he
spaces the Printing Table to line 22 and prints the Trial
Balance (Debit Balance) sub-total, by depressing the Trial
Balance Key and the Motor Bar. (On some machines, it is
necessary to depress the Cr. Bal. Forward Key with the
Trial Balance Key down to sub-total the Trial Balance
Total.) On line 23 the sub-total of Credit Balances is
printed by moving the lever to the third position above
Add and depressing the Cr. Bal. Forward Key.

Removes form from the Printing Table.

Releases the Single-Print Key.

Places Printing Table Control Lever in "Post" position.
Then proceeds as follows:

1. Corrects totals on "D" Report.

2. Manually adds machine printed debits and enters the
total on line 14 in the Machine Totals column.

3. Adds charge corrections and enters total on line 14
in the Corrections column.

4. Adds the net charges after corrections and enters the
total on line 14 in the Net Totals column. This figure
should equal the Machine Totals column of charges less
the total of corrections.

5. In a like manner, adds and enters the total of the
machine credits, credit corrections and net total of credits
on line 19 in the proper columns.

6. Subtracts the net total of credits from the net total
of charges (or vice versa, whichever figure is larger) and
enters the net difference on line 20 in the Department
column.

7. Enters Opening debit balance (Obtained from the pre-
vious day's closing "D" Report) on line 21 immediately
below the net debit figure in the same column on line 20.

8. Adds line 20 and line 21 and enters the total on

line 24 in the Department column.

9. Enters difference between line 22 and line 23 in the
Net Totals column on line 24.

10. The net Outstanding obtained by Step 8 above on
line 24 mm! be in agreement with the difference between
the machine printed totals on lines 22 and 23 and entered
on line 24 in the Net Totals column.

Since the night auditor, when beginning work, proved
the correctness of Control Totals, or corrected them if
necessary, the net amount for the day's business should
be correct. He also knows that the opening debit balance
amount should be correct. Therefore, if the net accounts
receivable amount secured in two ways does not check, the
amount secured from the Trial Total might be wrong, due
to the mistake of picking up a balance incorrectly some time
during the day or night work.

TO find this error, ledger cards are checked to verify
the correctness of all balances picked up. When all errors
have been corrected, the night auditor unlocks the Clear
Totals Lock, Z 14-1, moves lever to the third position
below Add and clears totals in Row 3, including Group
Total 3 (Cr. Bal. Forward Key). Then, moving the lever
to the second position below Add, he clears the totals in
Row 2, including the Trial Total. Moving the lever to the
first position below Add, he clears the balance. The ma-
chine prints "*3" and "*’2' respectively for each row to
indicate clearing.

Clears Transaction Counters.

Changes date.

Writes on the Audit Tape and "D" Report the figures

shown in the Audit Tape Cover Lock Detector Counter,
Transaction Counters Lock Detector Counter, Over-Run
Lock Release Lever Detector Counter, and Clear Totals
Lock Detector Counter.

Removes, dates, initials, and fan-folds the Audit-Tape.

Makes sure that sufficient Audit Tape paper is on the
machine to handle the day’s work.

(Note: During the day, when a change of color on the
Audit Tape indicates that the paper supply is exhausted,
the cashier will inform the delegated responsible party
who will sub-total immediately all totals in Rows 2 and 3,
initial and date the tape. The responsible party will remove
the tape, replenish with a new roll, sub-total the machine
again, and copy the figures shown in the Audit Tape
Cover Lock Detector Counter onto both tapes.)

Takes sub-totals of all control and group totals in Rows 2
and 3 to prove each is clear. Each total should print 0.00.
This proves to the cashier who takes the first watch in the
morning and to the general auditor that all totals have
been cleared.

Locks Clear Totals Lock with Z 14-1 Key.

Again, writes on the Audit Tape the figures shown in
all the Detector Counters.

NOTES

PA RT VII

How to Correct Errors Made by Night Auditor

 

CORRECTION SHEET

MACHINE NO. /
(WRITE SMALL AND NEAT)

25,!-

CASHIER. —:ut:n uLow Icnouuou on ovgncuolts. OVERCHA ess no room ornament
In: YREGISTRA‘I’IONS. TO nu om couuccnou mm on. no ca. conaccnou

SLIPS. ONE SHEET DAILY FOR” EACH MACHINE.

 

 

 

R00! VOUCHER AHOUNT CORRECT AMOUNT DEPT. KEY OPEHII
HO. IO. N‘“ E EOSTED AMOUNT OF ERROR DEDUCTION EX PLANAT'O N or ERROR ATOI
317 "4‘ W 500 3”” 5'09 g4:

 

 

an W
M ,5

, on .91.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

EXPLANATION f3: 00
mp ‘50 0

NAME

98 4 5 8
mm was -9524]:

74" SUBTRACT FROM BALANCE
on: 2/25— 19.5;
LZE' 9 00.5 ‘

(DO NOT WRITE IN THIS SPACE)

 

327

ROOM No.

(00 HOT WRITE IN THIS SPACE)

 

0"“"0
It.
In...»

 

PIES! N THE NATIOIAL CASH IIBISTII CO.. DAYTON. OHIO

The procedure for correcting posting errors made by
the night auditor is the same as explained for corrections,
pages 27 tO 37.

Should the night auditor make an error during his post-
ing run, the error should be corrected immediately. A cor-
rection voucher should be selected, the nature Of the error
written thereon, the error or errors corrected and validated
on the correction voucher. The correct posting then should
be made to the guest account.

After the postings for each floor have been completed,
a sub-total of the Room Key should be taken.

EDNV'IVQ OJ, CICIV

CASHIER

 

Note: The night auditor should remember that all
charges and debit balances picked up add into the Trial
Balance total. Therefore, whenever errors are corrected
the proper vouchers must be prepared to insure that each
final department total can be properly corrected for all
incorrect postings by which it is affected and that the final
Trial Balance total can be corrected for all charges incor-
rectly posted and all incorrect debit balances picked up.

Also, the accumulated total Of credit balances picked up
(Group Total 3) must be corrected for all incorrect credit
balances picked up during the night audit run.

PA RT VIII

Value of Various Features in Connection with the
Night Audit

Value of the Old Balance Pick-Up
Printing on the Ledger Card

National Hotel Posting Machines were designed so that
the visual check of the pick-up could be utilized in proving
the accuracy of the old balances picked up.

Cashiers should make a visual check of the accuracy of
the old balance pick-ups as they post ledgers during the
day. Also, individuals who are refiling the folios should
make this check.

If an error is made in picking up previous balances dur-
ing the day, and it is not discovered or not corrected, the
night auditor can easily locate any difference by visually
comparing balances on the ledger cards.

Value of Detailed Audit Tape

During the day, all charges and credits to guests' accounts
(with the exception of local phone, room, and other charges
posted by the night auditor) will be posted by the cashiers
as they occur.

A printed, permanent record of each transaction, in the
order in which it was posted, is shown on the locked-in
Audit Tape.

The Audit Tape furnishes the hotel with a printed jour-
nal or "Transcript" of the day's business.

In case of a lost ledger card, the balance due the hotel,
at the time the last posting was made, can be easily deter-

mined from the Audit Tape by referring to the room num-
ber. A new card then may be started, insuring the hotel
against loss.

Should an overprint on the statement or ledger card
occur through the negligence of the operator due to select-
ing the wrong posting line, the correct amount of the item
posted can be determined by referring to the Audit Tape for
the day on which the previous posting was made.

In the event a voucher is lost, the nature and amount
of the charge can be ascertained by checking the vouchers
on hand with the Departmental Control Sheet for that
particular department. Then compare the amount on the
Audit Tape, for which there is no voucher, with the guest
statement and ledger card affected.

Value of the 9 Additional Descrip-
tive Keys Provided in Row 11

The nine keys in the last row to the left of the Amount
Keys will print letters A through H and V (check mark).
These code symbols print to the left of the amount in
either the charge or credit column when used with any
key in Row 2 or 3. By having an explanation of these sym-
bols preprinted on the statement, they can be used to more
fully explain the nature of a transaction.

The wording on these keys is easily changed by the inser-
tion of different key caption inserts reading as desired.

NOTES

PA RT IX

How to Handle U

nusual Transactions

 

/

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  
 
  
  
 
 
 
 
 
 
 

 

 

 

 

 

 

 

 

 

 

Johnson, E./A./9 900
ATV City 9 21 5' no. Feuo
To rouo sqq-SG- No 22123
~73? / //// //
Mrno 0n: EXPLANATION Cmnats Camus BAL.DUE PICK UP RooaNo
1 $0216- L‘Ilst * 3.00 i 3.00 a 3.00 ‘-312
’5 ’5 2 sane- rm‘l ' 7.50 0 10.50 0 1050 B -312
Cn’ G a 50216-013! . um . 10.50 . mo 3 -312
‘I' Y' 4 mn-s— ME 0 0.30 =8-312
; 5 921-5- Ill 0 9.00 ' 23.80 0 23.80 a -312
3 I e sazza- use. mm - 3.00 A—312
I g 7 smu- i‘nrsr - um . 30.80 . 1130 A -312
a 8 $0225- 1311 a 1.50 ' 38.30 t 3330 8 —312
9 svzza- no: 0 0.60 =t -312
'0 strzza- m t 9.00 '- 141.90 a mo :1 -312
H smas- mc. mun . 500 l- 52.90 c 5190 a -312
' '2 3955- run a 2.50 3- 55.00 a 95.00 a -312
8 '3 sona- [m I 1.50 . a -312
‘5 I4 srrzsa- this! n 5.15 in 68.65 a 60.65 a -312
_._ Is mesa-m - 0.60 ' =3
3 16 $9236- ma . 9m 0 78.25 0 ‘25 =r -312
q; 17 sozh-s- m - 1.90 t 0015 t ”.15 A ~312
18 sozua- me. mm n 10.00 . 90.15 . ”.15 A -312
I9 sozlw- use. St 3.50 s -312
20 scrzua- n: t 1.25 . 90.90 * $.90 B -312
21 szw- m t 0.30 =8 -312
22 SUZU- ms - 9m . 100.20 .10120 =0 --
23 $0255- um I 2.50 A -312
24 33295- M a 1.95 a 1m.65 '% I-EJZ
REMARKS TRANSFER TO CITY LEDGER
> > Cu!!! 5 EIGIAYUII
R.’ ‘33 l
... 1: l Caner To
a g l ADDIII!
”noun 8v

 

   
 

'Hll-‘i—Onu a In II on I'll (a Dun- and

 

 

    
        

312
“chum E. A. 9.00
A1361” 9/21/5-

  

ne- rouo 12 '23

To Pom

Forwarding Balance When ledger
Card ls Filled

When an account balance prints on line 24, the ledger
card and statement should be laid aside so new forms can
be headed up at the first opportunity, thus avoiding delay
in posting when that guest’s account again becomes active.
The new balance is forwarded to the new statement and
ledger card in the following manner:

1. Reading from the ledger card, set up the old balance

on the Amount Keys.

2. Insert the ledger card (only) into the Printing Table
and move the table to the last line posted (line 24) on the
ledger card.

3. Depress the proper Old Balance Pick-Up Key.

4. Remove the old ledger card. Set up the same amount
(of the old balance) on the Amount Keys and the last five

21

digits of the new ledger card's serial number on the Room
Number Keys.

5. Place the old ledger card face downward in the Upper
Printer, so printing will occur in the Memo portion, and
depress the Transfer Credit Key.

6. Set up the same amount (of the old balance) on the
Amount Keys and the last five digits of the old ledger
card's serial number on the Room Number Keys.

7. Insert the new ledger card and statement into the
Printing Table, depress line-finding key 1 (one), and
move the table to the right until it stops.

8. Reinsert the old ledger card into the Upper Printer
on the first etched line, and depress the Transfer Charge
Key.

9. Reinsert the new ledger card in the Printing Table
and:

a. Clear the Balance, if no more postings are to be
made.
b. Sub-Balance, if additional postings are to be made.

10. Write in, with pen and ink (for cross reference pur-
poses), the proper transfer serial numbers on the top of
both the old and new ledger cards.

(Note: This cross referencing of old and new ledger
cards’ serial numbers facilitates locating all ledger cards
constituting a guest's account after the account is settled
and the ledger cards permanently filed.)

Issuing Weekly Statements

Some hotels follow the practice of issuing a weekly
statement to their house guests, especially to those who are
on a permanent or monthly rate.

Some of those following this procedure will head up
a new statement and ledger card and immediately transfer
the guest's balance to the new records. Where this proce-
dure is used, this transfer should be accomplished as fol-
lows:

1. Set up the balance showing on the old ledger card,
insert card into Printing Table on the last posted line, and
depress the proper old balance key.

2. Then place the old ledger card face down with the
Memo portion in the Upper Printer, set up the last five
digits of the new ledger card's serial number on the Room
Number Keys, and record the amount of the balance shown
on the old ledger card with the Transfer Credit Key. This
shows the transfer credit validation on the left edge of

the old ledger card.

3. Now place the new ledger card and guest statement
in the Printing Table, depress line-finding key No. 1 and
move the table to the right until it stops, reposition the old
ledger card in the Upper Printer on line 1 so the valida-
tion will fall in the Memo portion of the ledger card, set
up the last five digits of the old ledger card's serial number
on the Room Number Keys, and record the balance with
the Transfer Charge Key and extend the balance. The old
ledger card will show both validations of credit and charge,
proving to the auditor that the balance on the old ledger
card has been properly transferred.

Other hotels which submit weekly statements do not use
an additional ledger card (when the statement is issued)
until all lines on the original ledger card are filled with
postings.

When this procedure is followed, statements without
serial numbers must be provided. One of these is used to
serve as a second statement which is headed up with all
the information contained on the heading of the ledger
card, including the serial number. The balance shown on
the ledger card is transferred to the new statement. This
may be accomplished in the following manner:

1. Place a blank slip in the Upper Printer and sub-total
the Transfer Charge Key and the Transfer Credit Key
printing on this slip. Compare the two totals to see that
they are the same.

2. Set up the amount of the ledger card balance on the
Amount Keys.

3. Insert the new statement into the Printing Table, de-
press the line-finding key corresponding to the last posted
line on the ledger card, and move the table to the right
until it stops.

4. Depress the Single-Print Key and the Transfer Charge
Key.

5. Extend the balance.

6. Continue in this manner until the balance has been
forwarded to all such new statements.

7. Make an add list of all balances transferred to the
new statements. Again sub-total the Transfer Charge Key.
Subtract the total of the add list from this new sub-total.
See that the result equals the first Transfer Charge sub-total.

8. Set up the amount of the add list on the AmOunt
Keys and depress the Transfer Credit Key (the bell will
ring).

9. Extend the balance printing on the Audit Tape only.

10. Place a blank slip in the Upper Printer and again

sub-total the Transfer Charge and Transfer Credit Keys
printing on this slip. See that both these sub-totals are the
same.

The new statement is then placed in the house tray with
it's ledger card.

Important: The serial number of the ledger card must be
placed on the new statement to permit ready cross-reference
to the ledger card after it has been filed in the permanent
file.

How to Handle “Hold” Transactions

"Hold" transactions occur as a result of a hotel accepting
and paying for telegrams and other items for guests before
they register in the hotel, or for laundry and other items
accepted and paid for by the hotel for guests who have
checked out and who are expected to return within a few
days. This type of transaction is quite common with travel-
ing salesmen and other guests who register or use the hotel
facilities at regular intervals.

All "Hold" transactions should be posted by using the
proper departmental charge or a credit key to one account
card headed "Hold" (when such transactions are few in
number) which is identified by 00, and which is normally
placed in the front of the house tray. When "Hold" trans-
actions are numerous, they should be posted to account
cards headed "Hold” and arranged in alphabetical group
sequence, i.e., A-B-C (one card), D-E-F (another card),
etc.

Opposite the posting, the name of the individual or
firm, for whom the charge was "pre-paid" or from whom
the credit was accepted, is written in the Memo column.
A blank posting line may be allowed between each separate
"Hold" posting made to this ”Hold" account to permit
the posting of the transfer credit or transfer charge and the
balance of that particular posting to be reduced to zero
as each specific entry is transferred to the guest account
affected.

This transfer is accomplished by crediting the "Hold"
card for the amount of the charge, using the Transfer
Credit Key and identifying the disposition of this charge
by the number of the room in which the guest is registered.
The offsetting charge, for the same amount, is posted
immediately to the guest's account, using the Transfer
Charge Key, and the source of such charge is identified by
using the Room Number Keys "00” and a written expla-
nation of the charge.

Each of these transfer postings must be supported by a
transfer voucher validated in the Upper Printer.

Credits appearing on the "Hold" account are transferred
in a similar manner, using the Transfer Charge and Trans-
fer Credit Keys.

The remaining balances shown on the "Hold" card or
cards must be considered by the night auditor when proc-
essing the trial balance by adding the debit balances to
and subtracting the credit balances from the trial balance

total.

When Money Paid Out at the
Front Office Does Not Affect
a Guest Account

When cash is paid out for an expense item for the
hotel, which does not and will not affect a guest account,
it should not be recorded on the machine. If a bill or
invoice is not presented to the cashier for payment, the
explanation of the paid out, in detail, must be written on
a memo or special voucher form properly authorized. This
memo or special voucher form, when signed by the party
receiving the money, is placed in the cashier's drawer to
represent the cash taken out, and it is considered as cash

when balancing.

City ledger Accounts

In hotels there is another type of account known as the
City Ledger Account. These are regular 30-day charge
accounts and are for the purpose of extending credit to
persons or firms whose credit has been established, but
who are not registered guests of the hotel. There are two
methods of handling these accounts. In the smaller hotel
they are usually kept in the front office with the guests'
accounts, but under a separate section of the file, and under
separate control. In the large hotels these accounts fre-
quently are kept in the back office or auditor’s office.

When a Guest Checks Out and,
Instead of Paying Cash, Signs His
Hotel Account Card to Be Charged
to Himself, Another Individual,
or a Firm

A transaction of this kind usually occurs when an indi-

vidual is a frequent guest of the hotel and is accorded the

privilege of a charge account, or when a guest checks out

and his bill is to be charged to another individual or some
particular firm.

The procedure to be followed in these instances depends
on the hotel’s policy as to whether the City Ledger is kept
in the front or back office.

When a guest checks out and his account is to be charged
to another individual or firm, he should sign, on the ledger
card, his name as well as the name of the other individual
or firm to be charged.

The explanation of the procedure to follow is given
under the headings "When City Ledger Accounts Are Kept
in the Back Office" and "When City Ledger Accounts Are
Kept in the Front Office,” which follow.

When City ledger Accounts Are
Kept in the Back Office

When the city ledger accounts are kept in the back
office, an account card is headed each morning "City
Ledger” and placed in the front of the guest ledger file.
Charges and credits affecting the city ledger are listed on
this card, using the proper department key, and the name
of the party is written in the Memo column opposite the
charge or credit.

Posting the charges affecting the City Ledger accounts
kept in the back office is accomplished as follows:

1. Select the ledger card headed "City Ledger."

2. Depress the Single-Print Key.

3. Set up the amount of balance, if any, on the Amount
Keys.

4. Insert "City Ledger" account card into Printing Table.

5. Select the proper line and move Printing Table to the
right until it stops.

6. Depress the proper old balance key.

7. Insert the proper charge or credit voucher into the
Upper Printer.

8. Record the amount of the charge or credit on the
Amount Keys and 0000 on the Room Number Keys (to
identify city ledger transactions) and depress the proper
department or credit key.

9. Extend balance.

10. Remove the "City Ledger” card, and write in the
Memo column the name of the individual or firm to be
charged or credited.

During the night audit all charges and credits posted to
the "City Ledger" card and the balance of this card must
be taken into consideration by the night auditor in order

for him to prove his day's postings and to obtain the correct

trial balance figure.

Releasing City ledger Items
to the Back Office

After balancing the daily work, the night auditor releases
the "City Ledger" card from the front office and charges
the back office with it (before finally clearing his machine)
in the following manner:

1. Sets up the amount of the balance shown on the ”City
Ledger" card on the Amount Keys.

2. Depresses the Single-Print Key and the proper line-
finding key, inserts the "City Ledger” card into the Printing
Table and moves table to the right until it stops.

3. Depresses the proper old balance key.

4. Sets up the amount of the balance on the Amount
Keys and 0000 on the Room Number Keys.

5. Inserts proper voucher in Upper Printer, depresses the
Charge Account Key in Row 2 if the balance was a debit
and the Charge Account Key in Row 3 if the balance was
a credit.

6. Extends the balance.

In very large hotels, city ledger charges are sent direct
to the Auditing Department to be checked later with the
Department Control sheets furnished by each department,
and there posted to the City Ledger Accounts.

When City ledger Accounts Are
Kept in the Front Office

Instead of using the regular room guides as used for the
guest ledger, a set of alphabetical guides should be pro-
vided to handle the city ledger accounts. These guides may
be placed in a separate tray or file, or they may be placed
in the back of the guest ledger tray or file. This is deter-
mined by the number of city ledger accounts.

Under this method the charges and credits are made to
the individual city ledger accounts in the regular way,
using the proper department control key. This provides
control over all postings to these accounts. After posting
to a city ledger account it is offset or placed in the front
portion of the guest ledger tray to facilitate balancing by
the night auditor.

The procedure to follow when a guest’s account is trans-
ferred to the City Ledger will be dependent upon the policy
of the hotel as to whether a new ledger card and statement
are to be headed up and used.

If a new card is to be used (usually of different series
or color), the account card in the Guest Ledger is reduced
to 0.00 by crediting the account with the amount of the
balance (using City Ledger Voucher) by the use of
the Charge Account Key in Control Row 2. The same
amount is charged to the new account in the City Ledger
by the use of the Charge Account Key in Control Row 3.
When this procedure is followed, the amounts in the
Charge Account (debit) and Charge Account (credit) keys
must be in agreement.

When a guest account is transferred to the City Ledger
and a new account card is 220! to be headed up, the account
card that is transferred should be clearly identified by being
validated in the Upper Printer, the posting showing on the
Memo portion of the card. Some hotels following this pro-
cedure will maintain a control over the accounts in the City
Ledger, placing the Control Card in front of the accounts
in that ledger. When this procedure is followed, the trans-
fer of the balance of the account in the Guest Ledger to
the City Ledger is accomplished by the use of the Charge
Account Key in Control Row 3. The posting is made as
follows:

1. Set up the balance shown on the City Ledger Control
Card on the Amount Keys.

2. Select the proper line-finding key, insert the City
Ledger Control Card into the Printing Table, depress the
Single-Print Key, and move the Printing Table to the right
until it stops.

3. Depress the proper old balance key.

4. Reading from the guest ledger card, set up the amount
of its balance on the Amount Keys, set up the room num-
ber on the Room Number Keys, place the guest ledger card
face downward in the Upper Printer so that printing will
occur in the Memo portion, and depress the Charge Ac-
count Key in Control Row 3.

5. Extend the balance and remove City Ledger Control
Card.

6. Set up 0000 on Room Number Keys, reinsert the guest
ledger in the Upper Printer on the first etched line and
depress the Number Key. This is to identify the transac-
tion on the Audit Tape.

Note: When this procedure is followed, the City Ledger
Control Card must be credited (by use of the Charge
Account Key in Control Row 2) and the card being trans-
ferred must be certified in the Upper Printer whenever an
account is transferred from the City Ledger to the Guest

25

Ledger or Back Office. All transactions posted to the
City Ledger accounts during the day must be identified
by 0000.

At the close of each day, the City Ledger Control Card
must be debited with the total charges and credited with
the total credits for all transactions affecting accounts in the
City Ledger during the day, using the Charge Account keys.

After these control postings are completed, the difference
between the Charge Account total in Row 3 and the Charge
Account total in Row 2 will reflect the Net Change (debit
or credit) in the balances of the accounts affecting the
City Ledger for that day.

In running the trial balance when the City Ledger ac-
counts are kept in the Front Office, the balance on the
City Ledger accounts must be taken into consideration in
arriving at the proof figure. This is done either by accu-
mulating the balances of the City Ledger accounts in the
Trial Balance total, or they can be balanced separately.
The total of the outstanding City Ledger accounts can be
obtained by merely running an add list of the current City
Ledger account balances.

If they are balanced separately, an add list should be
run of today’s charges and credits to the active City Ledger
accounts to obtain separate totals of the City Ledger activity
for posting to the General Ledger Control accounts. An add
list also should be run of the current balances on the City
Ledger accounts to prove the accuracy of the postings. This
total of outstanding City Ledger accounts should be in-
cluded in the Trial Balance total as explained previously,
to arrive at the proper proof figure.

On the "D” night audit report, the total outstanding on
the City Ledger, for the last night, is added to the outstand-
ing total on the guests’ ledger, for last night. To this total
is added all charges for the day, and the credits subtracted,
to arrive at the total outstanding on both ledgers for the
day. This figure should agree with the total accumulated
in the Trial Key for both ledgers.

Handling Accounts in the Front
Office Known as “Skippers”

Guests who have registered and leave the hotel without
properly checking out are known as "skippers.” These ac-
counts, when detected, must be credited out of the Front
Office and charged to the Back Office, using the Charge
Account Credit Key in Row 2.

When "skippers" accounts are kept in the Front Office

in the City Ledger file instead of in the Back Office and a
new account card is to be headed up, the "skippers” ac-
count cards are transferred from the Guest Account file
to the City Ledger file. This is accomplished by using the
Charge Account Key in Row 2 to close out the guest

account in the Guest Ledger. The posting is made to the
new account in the City Ledger (or to the "skippers"
account) by using the Charge Account Key in Row 3.
For the convenience of the credit manager, "skippers" ac-
counts are listed on one account card each day.

NOTES

PART X
Kinds of Errors and How to Correct Them

    
   
   
    

  
 
   

655
Lam-op, Andnv 9.00
M0 CR! 9/25/5-

"- rout

    
     
    
  
  

A

   

:55

Lathrop, Andrew 9.03
gr... :497 9’;

Our

TRANS.D"BI
$22.5.— t T

  
 

755
K1119, V. II. 9.00
9/25/5-

   
  

Atv City no. nun
Va

35759

4

  

755
tLluge, H,
Rn: 311.5:

k. moo
ans/y

   

35759

    
 
 
  
  

  

$0255- this!
3 3mm~ m ‘ o
4

      

 

  
   

SS9— 3

00'5 '

  

N? 11le

— “TU -~3'5 263'.

 

   
   
   
       
   

"' a . ,
.... 6% 4131mm. d,
.. . . 35-171

5th 55- — FW

   

655’

 

m-u... ’te0%(.. Mm
.. .... a: 757
.n 19‘”

.1...
O

- .x' 755

 

 

 

A. A Charge Is Posted Correctly as to
Amount and Department, But Is
Posted on Wrong Guest’s Account
Card

Suppose that a valet charge for $5.00 is posted correctly
except that it is charged to room 655 instead of room 755.
The operator makes out a Transfer Voucher and takes from
the file the guest cards for room 655 and room 755.

1. The operator sets up the balance, as shown on the
guest card for room 655, on the Amount Keys, and sets up
the room number on the Room Number Keys.

2. Selects the last line on which printing occurred, inserts
ledger card and statement, moves table to the right until
it stops, and depresses the proper old balance key (debit or
credit).

3. Sets up the amount posted in error ($5.00) on the
Amount Keys, the room number on the Room Number
Keys (755), places Transfer Voucher in the Upper Printer
face downward (Credit portion), and depresses the Trans-
fer Credit Key.

4. Reinserts the ledger card, extends the new balance,
and removes the forms.

5. Sets up the balance, as shown on guest card 755, on

... u .a yen-....uv -...-u-u(..uu...fiu

.LlGEl‘tlD 'SNVHL

   

the Amount Keys, and the room number on the Room
Number Keys.

6. Selects the last line on which printing occurred, inserts
the ledger card and statement, moves the table to the right
until it stops, and depresses the proper old balance key
(debit or credit).

7. Sets up the amount posted in error ($5.00) on the
Amount Keys, the room number on the Room Number
Keys (655), places the same voucher in the Upper Printer
face downward but reversed (Debit portion), and depresses
the Transfer Charge Key.

8. Reinserts the ledger card, extends the new balance,
and removes the forms.

9. Explains the nature of the error on the Error Correc-
tion Sheet.

10. Writes the name of the department where the charge
originated (valet) in the Memo column on the records of
both guests.

11. Properly fills out the Transfer Voucher and files it
with the other machine posted vouchers for use by the
night auditor.

Note: If the above entries were posted correctly to both
accounts, both accounts and the machine should be in
proper balance.

 

F

Fuller, Charles 9.00
Aw City 9/25/5-

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

   

 

ms
to PM“ .... 35793
_ IOIDAV TUESDAY WV THURSDAY I'M." “WIMV
Mano. _ DAtc EXPLANATION Cums Cums BAL. DUE Pics-Ur
I 5956- um 1' i 535 9 no
2 $0256- IIESI‘I m t 5.00
a 39256- IBI'I t 3.00 t 3.00
4
5
° 327
7 Fuller, Charles 9.00
a Any City 9/25/5-
9
1 0 Memo. DATE EerAuA'nou Canoes
II I SE? -5- It: a m
12 2 3:925-5- Km: cm
is a 3955- [mi 0: 311)
I I l I l l I T l l I I I
<1
“ U) . II. 417 SUBTRACT FROM BALANCE
—( 6 3% O ' om 71/25- 19.-{___ 8 4 S q
_ E ~ 0 ' .1 e O
_ E g '2' “E If; ng- 8 00-9 . M3 US]! JrSgflS
— U a g . ODD I07 II"! II “III EPIC“
_ I— I; E EIPUNATIONfa‘oo
: g} 5 g , 44. $5.00
‘ D is g _tiAng Y H 521ml”. 3 2 7
w .0- : g IDOIOT'IIEII IBBAI
o:
A ‘ E g 2' .
_ “ 3 2 Ultimo; ‘2
:5- 2] :- 1:51. "Inert-c Inn-unnatural u..mvu-.omo EDNWVS 0.1, Gav cum"
k SEPI i-S' ESI'II - it 5.0 B 427
§ stirs-5; — 31.3 n E
g '- N F) V I) 0 h 0 O 9. : '0: :2 z

 

 

 

 

 

mt launcc Is Mount Du: UNLESS OTHENISE INDICATED I

 

B. A Charge Is Posted to the Right
Department and to the Right Ac-
count, But the Amount Is Greater
Than the Voucher Calls For

Suppose that a $3.00 restaurant charge for room 327 is
posted as a $5.00 charge for that room. The operator makes
out a correction voucher and removes the ledger and state-
ment for room 327 from the file, and proceeds as follows:

1. Sets up the balance, as shown on the guest's card for
room 327, on the Amount Keys.

2. Selects the last line on which printing occurred, inserts
ledger card and statement, moves table to the right until
it stops, and depresses the proper old balance key (debit or

Cchllt)

3. Sets up the amount posted in error ($5.00) on the
Amount Keys, the room number on the Room Number
Keys, places the correction voucher (Subtract From Balance
portion) in the Upper Printer face downward, and de-
presses the Minus Correction Key and then the Restaurant
Key.

4. Reinserts the ledger card and department voucher,
sets up the correct amount of the charge ($3.00) on the
Amount Keys, sets up the room number on the Room
Number Keys, and depresses the Restaurant Key.

5. Extends the new balance.

6. Describes the error on both the Correction Sheet and

the Correction voucher. Files the vouchers for use by the
night auditor.

 

/_

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

w /.30.

6.8,W

.00. NO
«I "A".

313
Cram, 3. R.
01 mm
‘1 " 9723/: ...... .. 35753
H22. 2“." 21mm Canoes cums_:lrggt_g.oue ”Lice-II? loo-mo.
I sols-s- first it E i * B -313
z smu- mxi cm - 1.30 B 4513
s smsa- um i 1.50 t 1.50 a -313
4
a
‘7’ 313
a ’ii’vm’c’z’itg ’i/zs/s-
o y 35753
10 I tic-o. 0A1: Emuunou ‘_ ’_ TERA-€65 Cleans SAL. afi’
II ’——"— " I WES! O LII t
12 2 ”25'5- L'IBI cm 0 I.”
‘3 3 $9255- l'IBT . 1.50 P 1.50
14 4
to 5
___. nu SUBTRACT FROM BALANCE
: 7 2 “5.-
Dn / 5 9 8 4 S 9
— iti- 8 0ft 0 m 1510.1 4.5243:
unnuijI-g'o 1mg. W WM—

3/3

 

 

7?: m: u to. muons (u- lIe-nn to low-I. m aan-Iva 01 GOV

IIIIIII

 

 

 

 

 

 

 

 

 

 

 

 

C. A Charge ls Posted to the Right
Department and to the Right Ac-
count, But the Amount Is Smaller
Than the Voucher Calls For

Suppose that a $1.50 long distance telephone charge has
been posted as a charge of only $1.30.

1. The operator sets up the balance, as shown on the
guest’s ledger card, on the Amount Keys.

2. Selects the last line on which printing occurred, inserts
the ledger card and statement, moves table to the right
until it stops, and depresses the proper old balance key
(debit or credit).

3. Sets up the amount posted in error ($1.30) on the

"551' Long Distance Telephone Call
.... ”*5 '95—: N? 482120
Name a F W [WW 3’3
Kuh- W ‘1‘?“
'5'" 717-3577 _ “‘1_-_._ ,é%-______
“r- c-M 5.75251. 0mm 532ml", ...... 5'12; Bfl.
um... 4 ltd-8 (Jun-3 fl taut/.50 _
smss- L'oisi - t 1.30 B -313
smss- l’0_ISI - a 1.50 B —313
reernzr~~m~m~ ”""’"’""""‘""" 70W

 

 

Amount Keys, the room number on the Room Number
Keys, places the correction voucher (Subtract From Balance
portion) in the Upper Printer face downward, and de-
presses the Minus Correction Key and then the Long Dis-
tance Key.

4. Reinserts the ledger card and Long Distance voucher
(in Upper Printer on etched Line 1), sets up the correct
amount of the charge ($1.50) on the Amount Keys, sets
up the room number on the Room Number Keys, and de-
presses the Long Distance Key.

5. Extends the new balance.

6. Describes the error on both the Correction Sheet and
the Correction voucher. Files the vouchers for use by the
night auditor.

 

 

 
    
 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

   
  

 

 

 

 

 

 

 

   
 

 

 

 

 

 

  
  

 

 

 

  
  

 

 

 

365
“1.11.4. A. 7.00
All! City 9/25/5-
hour-u-
7...... ... 35531
#061 “ll-MY 'I'DIIIN' WUIWV III.“ “YUM? “I
Ila-o. 'EAL! [trunnion Cunt: Cums DAL. DUI PICK-UP ago-No.
1 sensa- um O 211) 1' 0 8 465
¥ ghgzq 5955' III? M . 2m 8 -365
___; sens-r»- Lhr - 2.00 a 2.00 a .365
_ ‘ h _..-1.
5
—— fl “" 3i ( 365
7‘ Smith, J. A. 7.00
— — e1, “301W 9/25/5-
m W 1 «5- 35531
f: D __V. {0‘ : he; ‘7 .... DAY! I Expuumou 1 CHARGE! escorts DAL. DUE
_ fl ”L1, ___— 13029:.- I. 2.00 a zoo
.12 7______ 259255‘ ”In M ' 2m
_ * _ :1 ”is? _ ___}sms-s- that ,0 w I
I4 . l
___ r-en SUBTRACT FROM BALANCE
__l pin—___;éz—s_io:_’
- 9 8 4 6 0
D - , (I)? . um um 4’5““

   

  

 

 

 

 

 

 

LAUNDRY

 

o._5¢a'_n:_- N9

 

 

 

65368

 

 

 

 

 

 

 

 

D. A Charge Is Posted Correctly as to
Amount and Room Number, But
the Wrong Department Key ls
Depressed

Suppose that a $2.00 laundry charge against room 365
is posted as a valet charge.

1. The operator sets up the balance, as shown on the
guest's ledger card, on the Amount Keys.

2. Selects last line on which printing occurred, inserts
ledger card and statement, moves table to the right until
it stops and depresses the proper old balance key (debit
or credit).

3. Sets up the amount posted ($2.00) on the Amount

30

mm M, 3, 4 Room .36!
Explanation I l ”a.” Q
_l
|
|
89256- v r— . 2.00 - S
urzs-s- L — . 2.00 3335
(Donna-homo...)
h-d~—-HMI*OI—~%- 0' ‘7:

 

 

Keys, the room number (365) on the Room Number Keys,
places the correction voucher (Subtract From Balance por-
tion) in the Upper Printer face downward, and depresses
the Minus Correction Key and then the Valet Key.

4. Reinserts the ledger card and department voucher (in
Upper Printer on etched Line 1), sets up the amount of
the charge ($2.00) on the Amount Keys, sets up the room
number on the Room Number Keys, and depresses the
Laundry Key.

5. Extends the new balance.

6. Describes the error on both the Correction Sheet and

the Correction voucher. Files the vouchers for use by the
night auditor.

 

K 2..

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Kelly W. ll. 5.00
Aweity 9M5- m"
To ’31:... No. 33979
Memo. “.3... Exmrgrim} ' _0 CHARGES 1.3.5.54. agnoueawiiciiu; Rom-No.
_ l sozua- m t 5.00 t 5.00 t 5.00 =1 -222
2 5925-5- PAID I sum A -222
3 $0255- cm PAID - 50.00 A -222
4 5925-5. PAID 3 5m * 0.00 A 422
5
e /
_ ___7 222
2? Kelly, w. u; 3.00
,0 33979
1F ____ Mzno. T Dar: 1 EXPLANATION . CHARGES CREDITS BAL. DUE
12 I suzu-s- 7a 5.00 p 5.00
13 _ 2 $0255- PAID * 5000
14, ___ 3 $9255- tom PAID . 50.00
‘5 4 8025-5- PAID 1' 5130 it 0.00
to s
, _7 17 e
.... SUBTRACT FROM BALANCE
Dan '7/2'5.I 195- 1
. ,1 98 46 .
__H [IPLAM‘NOI Ii fig (1“. am “ 1.12 No
we! . 2d 77. . MM"
“P2 6- cm P‘m I30 3bjw II III I'ACII A '222
7.;- ............................... ...... aanvwa OJ. aav 7L4...

 

E. A Guest Checks Out and It Is No-
ticed 'I'hat Too Much Money Was
Posted as a Credit to His Account

Suppose a guest having a balance of $5.00 checks out.
The correct balance of $5.00 is picked up by depressing
the Old Debit Balance Key. However, when recording the
cash, the operator by mistake depressed the $50.00 key,
then the Room Number Keys and the Paid Key.

In this case, as soon as the machine operated, the bell
rings indicating that a credit balance has been created in
the machine. The operator looks at the Audit Tape and
sees that a mistake has been made in recording $50.00
instead of $5.00.

This mistake is corrected in the following manner:

1. Do not clear or sub-total the balance.

2. Set up the amount of the error ($50.00) on the
Amount Keys, the room number on the Room Number
Keys, reinsert the ledger card and statement if they have

3!

 

 

been removed, place the Correction voucher (Add to Bal-
ance portion) in the Upper Printer face downward, depress
the Plus Correction Key and then the Paid Key.

3. Set up the correct amount ($5.00) on the Amount
Keys, reinsert the ledger card, set up the room number on
the Room Number Keys and depress the Paid Key.

4. Extend the new balance.

5. Describe the error on both the Correction Sheet and
the Correction voucher. File the voucher for use by the
night auditor.

Cashiers should deduct cash corrections from the Cash
Reports, and record the room number and folio number
of the account affected opposite the deduction. The oper-
ator also should make the correction entry on the Correc-
tion Sheet, so that cash affected will be corrected. On all
mistakes affecting cash, the designated responsible party
should OK. the Correction Sheet, the Correction voucher,

and the account cards.

F. Operator Records Wrong Amount
in Picking up the Balance in Con-
nection With Use of the Old Dr.
Balance Key or the Old Cr. Bal-

a
(I)

noticed

nce Key

Too large an amount is picked up; the error is
before posting. Let us assume that the balance on

the account card and guest statement is $5.00, but that the
machine operator records $15.00 using the Old Dr. Bal-

ance K

ey.

 

i

W

 

 

 

 

 

 

 

8°“, ’0 9am
Aw 01¢: 9/25/5- _m
Vorouo n 35691
“flaw—_"fimv v-uuau‘igjnmv—TY— newt-___”???
_;::,_fi,,, I 4“? ' ' i " ,____ T T V— " ,,!___
—T__' _.L,_ __“,;___,l f;— i , . , H
Into : 5 Our ("unripe- a (amid—Chico": BAL. 60! C [Ig- 92‘ Icon)”
,7 ”sonar-van .m- 0 100‘ A423
__ g a, 0 no
main?"- um- 350 ‘ ..m
. 4‘ i
.1 l :

 

 

 

 

 

 

323
sch-re, 1'. 9.00
“1'01” 9/25/5-

   
 

 

 

 

 

 

 

 

35691
_ I"°._,.,:.:~——: DAV: :jflulot-C—iégu . Cuorté FLfikDUml:
..___.P__ _ . Lamas this! n 3.00 .7ng
__, __ _ > 7 .. 2‘ [
“J... _ ,,,,, 3 suns-Inc. Inn . 150g .- 0.50
_‘ - b 7
~: .... MISCELLANEOUS
;-—< 0:43;..-ioi“ 0900].
,_ ...... 323
a; - “use.
a.” , __ ,4
_ __ ___ . .. i_.
. l l
unsa- Iuir. - um . 3.50 8 =23
continuum-mu
_UV-ml-mh o—uo-n 1?: mm a (a

 

 

 

 

 

 

 

 

. Remove the ledger card and statement from the

machine and rule out the wrong balance pick-up
on the card.

. Extend the balance, printing on the Audit Tape

only.

3. Set up the correct old balance on the Amount Keys.

6.

(11)

but the
(I)-

(III)

ings are

Select the next unposted line on the line-finding
keys, reinsert the ledger card and statement and
move the table to the right until it stops.

. Depress the proper old balance key (debit or

credit).
Continue posting in the regular manner.
Too small an amount or no balance is picked up

error is noticed before posting. Same operation as

Too large an amount is picked up and the post-
made, but the error is noticed before the new bal-

ance is extended.

 

:73” .. 32120

   
  

 

 

 

 

 

 

 

 

 

 

__ ‘ ne.-2; ,_vgr_-w_:l "92;. "re-u" _ . m" I may L III-n
‘::.';l—__ l- _ __ l l d l l
__ i__.__. LL. -4..- l ___, Q2..-ma_
lilo i Dart tanning. Canal _Cpum 'IALDUILHPEIVUQ loo-Io
_ “alumna-um .m stills-u;
_ "Isuzu-n- otm mo “:54“
___- -2 :ma- in II 3.60 " 121” A-fil
4 0 15.60 -
a

 

 

 

 

 

 

 

 

w.
muu, a. P. 9.00
Aw 01%: 9/2k/5-

   

—- ”z;—

,, __ figs—___. __=_ -_ . __ . -. .. .
___ Inna nut Elna-uno- Canon Oms IAL DUI
:-. rr.-. 1 . .— g — -:__ :2. I .2 s. .. ads-Ax. 7 , .7

 

 

 

 

 

 

 

 

 

 

 

 

 

 

__fi __ _ ratifies-um 7. 3m 0 no
i _ , {sums-ma go 9.00 9 12.00
L ——— 7_ , {smas- m - 3.60
_ _ 7 . 2 l i l' I,“
~*/ term LAUNDRY \
»__ M__,/,,§__v,,§_.m 65369
*- ... laid—“org F _ _ -Jm 4"“
— [cpl ........ ‘7 3‘0
___—___— —___ --_.___.’l._.
smss- mi - ¢ 160 A -WI
munch-bun"!

 

Suppose the operator picks up the old balance as $21.00,
posts the charge or credit, and discovers that she should
have picked up a balance of only $12.00.

1. Remove the ledger card and statement and rule out
the incorrect old balance pick-up on the ledger card.

2. Set up the amount of the incorrect balance
($21.00), previously picked up, on the Amount
Keys.

3. Depress the Old Cr. Balance Key (prints on tape
only).

4. Set up the correct old balance ($12.00) on the
Amount Keys.

5. Select the line-finding key corresponding to the last
line of posting on the ledger card and statement,
reinsert the forms, and move the table to the right
until it stops.

6. Depress the proper old balance key (debit or
credit).

7a. If additional postings are to be made, continue in
the regular manner.

7b. If no additional postings are to be made, manually
advance the Printing Table to the next unposted
line.

8. Extend the balance.

(IV) Too small an amount is picked up and the posting
is made, but the error is noticed before the new balance is
extended. Same Operation as (III).

32

(V) The cashier failed to pick up an old balance and rection voucher in the Upper Printer. Depress the

the posting is made. Note: This may result in certain por- Minus Correction Key if a debit and the Plus Cor-

tions of the previous posting being over-printed. There- rection Key if a credit, then depress the proper

 

W W

 

   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

232
Pub?! 80 90m
Wcity 9/2L/5- r r
. . 2. 7 _ Yo rouo no. 33311-
;Wintno .‘ ‘ Om: Enuunou . CNARGI: . Clitoris ;BAL.DUE' Pia-Ur 'Rooclflq
_ .n‘sozua-mn - 2.00 r 2.00 c 33 8-232
‘ . 2 Sinha- [m t '00 t 6.50 " 8 ~232
‘ 3, mzu‘S‘ m . w :‘ _nz W
Jr, [/43 4 one- ‘ O 0 16.10 . 16.10 :3 -232
J” 2’ f—_ 5 $925.5. u m g 9 ‘ _232 uw'n - ‘ 1.75 A '232
_ 6. mzu- run an 0 L75 . 11.85 A -232 + . 1.75 A - o
p 7 noon roan :. c0.“ Roma, “4.5- A -232
. 5 arm roan in 1.75 A -232
» ° —- - 1.75: A - .
- - . “All? A - 0
loan can 0 900 A -232
.. “new . 2.00 mm m - 1.75 A ~232
7 DA“ [‘PLlulllo . 2?; 65° ~0— . 173$ ‘ - .
. - “ w . u
“(no ‘ “pzllO ‘
2 m2“? :2: . 3b; . 113.10
a an“? at . 9m . 11.85
A will“? '
4 I “'26: K3“ a”
2 e 3025 ’
5e? 1 j
J U) oh ..., SUBTRACT FROM BALANCE
6 EE ‘3 0:: flu. n ‘2 («6‘
‘— LIJ o 3 ' . - ‘ , u _ ~
F‘ I £5 E H zrz V “I um mm 992“:
U E E | _ _ .....3............
8 Eé . WW , W . (75:
8 E; 2 “Mrs: _ _N....._..._a32
o z = 20 IO' un'I-ov-n I'O‘ll
"' a
O , c
2% ; '
9 2‘ 5 1'5;- ....-.................. .-.. .. sonnvg or any W—
§ stnia- Im‘I- ) 1.15 a 32
3915-5- nn' can I 1.5 8 . Z
3 - N n c n o h o a g : 2 2 :

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

fore it will be necessary to reconstruct the amounts or data department key. (Prints on Audit Tape and

over-printed by the use of the Plus or Minus Correction voucher only.)

Key. This is accomplished in the following manner: . Set up the amount of the new balance, if any, just

1. If the new balance has not been extended, remove
the ledger card and statement and extend the bal-
ance.

2. Set up the amount of the previous posting (over—
printed) on the Amount Keys and the room num-
ber on the Room Number Keys, depress the Minus
Correction Key if a debit or the Plus Correction
Key if a credit. Then depress the department key
used when this previous posting was originally
posted. (Prints on Audit Tape only.)

3. Set up the amount of the current entry (that caused
the over-print) on the Amount Keys and the room
number on the Room Number Keys. Insert a Cor-

33

cleared from the machine and depress the Release
Key and the Old Debit Balance Key if a debit or
the Old Credit Balance Key if a credit. (Prints
on Audit Tape only.)

. Set up the amount of the old balance (that should

have been picked up) on the Amount Keys. Re-
insert the ledger card and statement, depress the
line-finding key corresponding to the last line
posted, and move the table to the right until it
stops. Depress the Release Key and the proper old
balance key.

Set up on the Amount Keys the amount of the pre-
vious posting over-printed and set up the room

number on the Room Number Keys. Depress the
Plus Correction Key if a debit or the Minus Cor-
rection Key if a credit and the department key
used when that item was previously posted.

7. Reinsert the current voucher on the first etched line
of the Upper Printer, set up the amount of the
current charge or credit on the Amount Keys and
the room number on the Room Number Keys.
Depress the Plus Correction Key if a charge or the
Minus Correction Key if a credit and the proper
department key.

8. Extend the new balance.

9. Remove the ledger card and statement. With pen
and ink change the date on both forms for the
correction of the previous posting over-printed to
correspond with the date on which that item
was originally posted. Rule out the incorrect new
balance.

10. Indicate with pen and ink, on both the ledger card
and statement, the tie-in between the corrections
and the partially obliterated amounts.

11. Explain the error on both the Audit Tape and the
Correction Sheet. If these transactions are made
properly, the adjustments for reprinting the pre-
vious posting that was over-printed should not
affect today's department totals.

(V1) Too large an amount is picked up, postings are
made, the new balance is extended, and then the error is

noticed.

 

 

 

 

 

 

 

 

 

 

( 151.
Bur-h, n. n. 7.00
Aw cu: 9/25/5- "a m.
mm, ... 3554
Y “can "*1 ""L"v:__ I!cllll¢:_‘__ v-n'iE-‘E;;_:vmr-i 'iTé-m ’ _:;u_mv_.
"1:“ , i , l l_ ___ _._ l .__—i l ,
— _Itgo . l, __i Dnrfl" E‘fl‘.”‘l':6:t:.4‘ (Eu-cur Clromi BAL.DO::PKIU’ (loo-Nah
___ 1 a, mas—Tum l . ml. l' 580 l. no; A 45::
‘ , 2 salsa-rm . 2.15 *- 4:391- 5.80 3-15.
—-— I 1"”! l
. "l
5
l 0‘ K 15:.
" ,1 air-kc, E. R. 7.00
* l 6i AnySit-y 9/25/5-
, 9. 35543
.- T ' 1°} 777777 Hr-o J”._—r ~0;a*T—E1,'Lfg§;:; EMA—EGET—T— (Irons lEAL. DUE
n. .1: $0255- t'om ‘- 5.80 5.80
‘3 ___L 5. svzs-s- km a 2.15 +119
___— 131 _______4_3 8.55
‘4; l 4
N ”1

In picking up an old balance, the operator transposes
an amount and records $8.50 old balance instead of $5.80.
She posts the charge or credit and extends the balance.

1. Remove the ledger card and statement.
2. Set up the amount of the incorrect new balance on

the Amount Keys and:

34

a. If the new balance is a debit, depress the Old
Dr. Balance Key.
b. If the new balance is a credit, depress the Old
Cr. Balance Key.
Reading from the ledger card, set up the amount
of the incorrect old balance previously picked up.
a. If a debit, depress the Old Cr. Balance Key.
b. If a credit, depress the Release Key and the
Old Dr. Balance Key.

. Reading from the ledger card, set up the amount

of the correct old balance on the Amount Keys.

. Depress the line-finding key corresponding to the

last line on which the posting was made, insert
the ledger card and statement, and move the table
to the right until it stops.

6a. If a debit balance, depress the Release Key and the

Old Dr. Balance Key.

6b. If a credit balance, depress the Old Cr. Balance

Key.

7. Manually advance the table one line.

8. Extend the new balance.

. Remove the ledger card and statement and rule out

the incorrect old balance picked up and the incor-
rect new balance on the ledger card and statement.

(VII) Too small an amount is picked up, postings are

made, the new balance is extended, and then the error is

noticed. Same operation as (VI).

(VIII) The operator intended to pick up a credit bal-
ance, but depresses the Old Dr. Balance Key instead of
the Old Cr. Balance Key (or vice versa).

(A) Error is discovered before any posting is made.

1.

4.

3.

Remove the ledger card and statement and rule out
the incorrect old balance picked up on the ledger
card.

Extend the balance.

Set up the correct old balance on the Amount Keys,
depress the line-finding key corresponding to the
next unposted line, insert the ledger card and
statement, and move the table to the right until it
stops.

Depress the CORRECT old balance key.

Continue with the posting in the regular manner.

(B) Error is discovered after the posting has been made

but before the new balance is extended.

1.
2.

Remove the ledger card and statement.

Reading from the ledger card, set up on the
Amount Keys the amount of the old balance in-
correctly picked up, and:

 

K 3.. \

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Y 1. 3. 9
1:51» #257:
511'," _ 35238
_ - 1‘5: If tau-9', 7 m. .7 gum" A L ~'_._-9~9-,-1, TEL-9...!—
‘r..—.‘,,, _,+_7 l _ 1 _,, l L _
,, l -17, 7 ,{ NY. .441,"
am ‘7 um ~mum-mou- ' eumu CnDrn .a_A_L gun, _ng-UI‘ [c9310.
,_g,iims+ Mm “600-- Wo-WTA-m
l a; 0 81133
_ a; ann- l. a no a m A .3“
4
. _ -7.
o
‘ 7i [ 3L6 \
—'*".I You-R6 I. 3. ./ 9/m
—— 1 . Any it! 9 .5 5-
* .‘3. 35238
. IL} in ;7 DA"; [m A!A_' DI __ thinou . (ll—Io a DAL. DU!
"1;. _ I m”- PAID cm ' on). 6.01:
I: 2
_- 7 ' — 7 . |
(my 3 unsa- ihr - I50 I nose:
‘54 . 4 ‘ ! . I
ILL S
i (7.5?“ LAUNDRY \
’4 ___-Mutant
-4 ,H a),,; ,,- It. 65370

 

 

 

k Nun 7 gin ‘ ,2 8 RM 3%
H [Iii-arm 7 7 .9: I

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3925-9 P.1- I ILSO A 3146
- ___—T32“..me
k h ““““““““ noun I? Q r l
j
212
Stone, 3. .lflyg ,m
“61‘” 9 s- ...
l :12; .. 35041
. . .. 1 u ; 7 mono-v . no}: TEES... 7.38.. _—_
‘ Hm ‘——‘ Om [nu-up:- Canals . Cnmvs flail. DUE . Pics UI‘flooylg:
_—_' .lwai'l Tunas: ,'M- moi-m 1-212
_gzlnnsa-m l' 6.15 .412
__e_« 3, nae-[u an t . 1.50; . unmana- .-m
_ . ”serum . no; "12580-212
# . 5 J 1 ‘ ”my
. .4 i I
___“ I K 212 ‘
° ixvc 01E F'i‘a’zs/s-oo
— -7 I
L _ . ,'°. 35041
i; ‘—u.':a ' fi’nT ' hung... mg;e.aeaju:g§
._- ‘ ' - sum“

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

up cit, 9725;5-
I
:zzr- 34999
__7 yifiupu- "a; _ ::',"."~,'__‘._.".'"u' ; no." + u vvvvv 7 —-=utu_:
:T.III0:__4L . Dugq__ [nu-union 0‘5"}! . Cuum BAL.DUE Pu UI loo-No
fl _ Ijsozsos- "mm: 0351!). 353m. -110
:7, ‘._1z,1mnm 02.50 case-o camels-m
!l 32.53 ‘
‘ l
5. f
. g 210
" 7' Dina, P. J. 900.
- .7 Any City 9/‘25/5-
' 9‘ 34999
7— ‘10" r 7' Into “ff om ‘fafi.fis~‘:'&.mTfEtSw—s :BAL-T‘DU?
:“l . ,. .. '.$025-5' PAID mu -35nc, 35mg
.‘1. - . 2 mus-ms: . 2.50 . 9450-
13‘ i . 3‘ 0 315G
' 14 a. 4‘ i ' l
N 6
(C)

35

7.
8.
9.
(C) Error is discovered after the new balance is extended.

1.

a. If recorded as a debit balance, depress the
Old Cr. Balance Key.

b. If recorded as a credit balance, depress the
Release Key and the Old Dr. Balance Key.

. Rule out the incorrect old balance picked up on the

ledger card.

. Reading from the ledger card, set up the amount

of the correct old balance on the Amount Keys.
Depress the line-finding key corresponding to the
last posted line.

. Insert the forms and move the table to the right

until it stops.

Depress the CORRECT old balance pick-up key.
Manually space the Printing Table one line.
Extend the new balance.

Remove the forms.

2. Set up the amount of the incorrect new balance and:

a. If a debit, depress the Old Dr. Balance Key.
b. If a credit, depress the Old Cr. Balance Key.

. Set up the amount of the incorrect old balance

picked up and:
a. If recorded as a debit, depress the Old Cr.
Balance Key.

b. If recorded as a credit, depress Release and

the Old Dr. Balance Key. (This will reverse
the incorrect old balance picked up.)

. Set up the amount of the correct old balance on the

Amount Keys, depress the line-finding key corre-
sponding to the last posted line, insert the ledger
card and statement, and move the table to the right
until it stops.

. Depress the Old Cr. Balance Key, if a credit; the

Old Dr. Balance Key, if a debit.

6. Manually space the Printing Table one line.
7. Extend the balance.

8. Remove the ledger card and statement and rule out

the incorrect old balance picked up and the incor-
rect new balance printed on the forms.

Note: To guard against errors of this kind, we
suggest that the operator encircle the credit balance
figures on the cards with a red pencil. This pro-
vides two ways of calling attention to the fact that
the balance on the ledger card is a credit balance—
first, the initials "CR" alongside the balance, and
second, the red circle around the amount.

G. Operator Fails to Insert Guest
Statement or ledger Card, or
Both, Into the Printer

The amounts are added into the proper department totals
but the printing has occurred on the Audit Tape and depart-
ment voucher or vouchers only (if both forms were not
inserted into the Printer).

First it will be necessary, by the use of a Correction
voucher or vouchers (printing on the Audit Tape and Cor-
rection voucher only), to offset the amount charged to the
department total or totals by the use of the proper Minus
Correction or Plus Correction Key. (If the balance was
extended after the original postings were made, the balance
should also be cleared after these entries have been offset
or corrected.) Secondly, completely re-post the transaction
or transactions onto the ledger card and/or statement as
though the error had not been made, using the proper
departmental vouchers to substantiate this second posting.
If the second posting is to be made on one form only, the
Single-Print Key should be depressed.

The errors should be explained on the Correction Sheet
and vouchers. File the vouchers for the use of the night

auditor.

H. Operator Fails to Insert Voucher
or Other Posting Media Into the
Upper Printer for Validation

To correct this error, the operator writes the date, depart-
ment, amount, room number, and initials on the voucher,
and has the designated responsible party OK. it.

I. Operator Fails to Select the Proper
Line for Printing on the Forms and
May Overprint a Previous Posting

When the machine over-prints a previous posting, the
operator must re-enter the items over-printed, both previous
and current transactions, getting the information from the
Audit Tape. If one of the over-printed items occurred on
a previous day, then it may be necessary to secure the Audit
Tape, for that particular day, from the Auditing Depart-
ment and trace the item by room number. In either case,
this should be done at a time convenient to the operator
but before the end of the watch. Refer to F (V) for instruc-
tions.

If the operator fails to move the Printing Table, the
printing will fall on line 24. She must complete the opera-

tion and then repeat the entire transaction on the proper

 

F

 

 

 

 

 
 
 
 
  

 

 

 

 

 

 

 

 

 

 

 

 

\ Hindi—cun- a In lotto-In cu- lawn to Dan.- Ono

 

36

610
Chapl, II.
My City 9/25/5- 610
no. Fouo “.35 z 10 ch‘Pol
To rouo H.
___ l__ Lon-on “T tgfloivfi '_*__'_ue-.mn I _ 13:77:1i‘r7uor—I I — “mm . ' su-ou A]? 01;), 9/295’m
”7.7" .. __. l _ l *7? — “f ______ __
_' "_ruo _ A “7:11”: ; Exrunmou :1 Cnanots l Cartons SAC DJEVTWPICKUP fioonNo T4: Map“
7 g A _ -l. I sazsa- me. mm t 3.00 . 3.00 a 3 g .510 2' “:35‘ m; "‘7?“ch W 35210
7 = z sozsa- um ( - ILSOI - 1.50 t 7 a -610 .4335, 235‘ Mn Moro :;‘§=‘-‘ Shim“;
-.. [a 7 an”- ,nfl m . 12.15 B -610 «.133: 235- Inn t" . “.50 We ALou;
t l 525' w: 525i “5
_ _ _- _ . 5; ML}? “ ,2” 7.50
_ _ -_ l °. l 3 ‘ if ' .‘ 12.75
7 I l a? .I ,i
___:;;_ '* at y . -.-? r r
l e l --9167 . ' .'
_______,i:ol V l .1,
l ii_' ‘ l ‘ 1' t2 ,
m_ "Zl , l l ’13:
__ l I: i l 14‘}
14] l 157
_—- 1i, .. * l . ,
',‘_°l ‘ I 7: ‘ y,
I 7 ’ . a I, I “ 1‘
I is} 1 -‘ e ‘ l (a
__ I 19 J l I I'
_ i 20} i l l
_ l 21‘ l l 1
. zzl I
23',
a __ l 1 r l
___ __,; “M__ _ _
nrnnxs ._ l nuns FER YO cm LEDGER
.— _ _ 1 Omar; SIGIAYDII __,,. -.____
_ _ _ ___—___ __ E _ ‘ Canoe Yo
_,’, _ l About:
1 ”none It

 

line as follows: The Plus Correction Key must be used in
connection with a charge key. The Minus Correction Key
must be used in connection with a credit key. A single red
line should be drawn through the entry on line 24.

J. Operator Posts Multiple Charges
to Account Without Picking Up Old
Balance and Extends Incorrect
New Balance and No Previous
Posting (Except Date) Is Over-
printed

1. Remove the forms from the machine.
2. Reading from the ledger card, set up on the Amount
Keys the incorrect new balance just extended and:
a. Depress the Old Dr. Balance Key, if a debit.

b. Depress the Old Cr. Balance Key, if a credit.

3. Set up on the Amount Keys the amount of the old
balance that should have been picked up, and the room
number on the Room Number Keys. Reinsert the ledger
card and statement, depress the line-finding key correspond-
ing to the last line posted and move the table to the right
until it stops. Depress the Release Key and the proper old
balance key.

4. Manually advance the Printing Table one line and
extend the new balance.

5. Remove the forms and identify the previously posted
item (where the date over-printed) with the proper date
and rule out the incorrect new balance.

This correction is not entered on the Correction Sheet

because it does not affect any department totals.

NOTES

37

PA RT XI

Supervision of Guests’ Accounts and
Miscellaneous Information

If Departmental Control S/aeelr are not being med. i1 i5 Jagger/ed
l/Jd." they be halal/ed. Heat/mgr for (here .r/Jee/J are at fol/(mar:

flaw

DEPARTMENT CONTROL SHEET

 

q-::-$—

Date

Room No. Guest Name

422.

Voucher No.

/2/02

ArnOunI

 

Too much thought cannot be given to setting up depart-
mental control. The following suggestions, when carried
out, will prove that all charges have reached the Front
Office and that departments concerned were properly cred-
ited.

Department Control Sheets should be sent to the night
auditor in the Front Office not later than 11:00 o'clock
each night. The total of each control sheet ShOuld agree
with a total obtained by listing the charge vouchers of the
same department, and the total on the "”D Report.

A visual check of the charge and credit vouchers, to see
that the machine-printed validation on them agrees with
the written figures, will prove that they were posted for the
proper amount.

Restaurant charges can be verified by checking the total
of the restaurant cashier's report with a total of the indi-
vidual guest checks sent to the Front Office cashier and
the Restaurant total on the "D" Report.

Verify Figures on Cashiers’ “A” and
“B” Change-of-Watch Cash Reports
With the Total Cash Receipts and
Total Paid-Outs on the “D” Report

Add the net cash received, as shown on the individual
Cashier's Cash Reports, and determine if this total agrees
with the total adjusted Cash (Paid) less the adjusted totals

38

 

 

for News Stand, Porter, Telegram, and Paid Out shown
on the "D" Report. The only possibility of a difference
can be caused by incorrect addition or subtraction on the
reports, or if errors made during the day were not sub-

tracted from the totals cleared from the machine.

Verify Corrections on the “D” Report

The corrections on the "D" Report should be checked
against the corrections listed on the Correction Sheet. The
value of this check is to prove that all department charges
and credits have been properly accounted for in the ac-
counts receivable figure.

This includes the trial balance figure as well as the
departmental figure and the total of the credit balances
on the guests' accounts.

The total of all guest old credit balances is deducted
from the trial balance total to determine the net balance
outstanding. Also, note whether the trial balance and ac-

counts receivable control figures agree.

Look Over the Check-Outs for
Unusual Transactions

The practice of looking over guests' account cards rep-
resenting check-outs to see that these accounts are correctly
balanced does not apply to the posting machine system

alone. It applies to any Front Office accounting system. It

is all-important that check-outs be constantly supervised

to prevent losses of revenue.

local Phone Calls

The telephone department in most hotels is operated at
a very small profit and needs close supervision. Ledger
cards of check-outs should be scanned to see that all phone
calls noted in the space at the head of the cards have been
posted.

Did-Not-Stay Accounts

On this kind of account the guest registers and leaves
shortly after registering. No charge was made and the
ledger card is marked D.N.S. This type of account should
be O.K.'d by the designated responsible party.

City and Delinquent ledger
Transfers

A designated responsible party should check and OK.
all accounts transferred to the City or Delinquent Ledger.

Missed Charges

It is essential that the general auditor be informed as to
the number and nature of missed charges affecting the
guests’ accounts in the Front Office. If charges come
through after a guest checks out, they must be transferred
to the City Ledger or Delinquent Ledger in the Back
Office, and a great amount of money may be involved
over a long period of time because of an accumulation of

missed charges.

Check All Rebate Vouchers

Rebate vouchers should be carefully checked to see that
each voucher gives a full explanation of the reason for
the rebate and that it was signed by the party receiving the
adjustment and O.K.'d by the designated responsible party.

looking Over the Audit Tape
Each Day

By this we do not mean that the general auditor should
check every posting on the Audit Tape. However, he
should look over the Audit Tape every day for unusual
transactions. The value of the Audit Tape should not be
overlooked, because it is a continuous history of every
transaction that took place in the Front Office the preced-
ing day.

39

See That There Are No
ledger Cards Missing

Ledger cards and statements are numbered consecutively
and each one should be accounted for. In the hotel where
the individual registration card system is used, the ledger
cards should be filed numerically and the registration
cards alphabetically. With this system you can, by looking
through the closed guests' accounts, determine just which
ledger cards are still outstanding. The missing cards should
be in the Front Office tray. Another method is to have a
numerical register and, as the accounts are closed, the num-
bers on the register are checked off.

Some hotels will not permit a ledger card and statement
to remain in the Front Office tray more than seven days
unless the statement is rendered on a monthly basis. In
seven days' time either the guest has checked out, or the
balance on his account should have been transferred to
another ledger and statement.

In the hotel where the registration sheet system is used,
it is necessary to file the ledger cards alphabetically. With
this system the general auditor should be provided with a
numbering book to check off the consecutive numbers of
the ledger cards as they are received in the Auditing De-
partment each morning. Two sortings are necessary with
this system: one, numerically for checking off the numbers;
two, alphabetically for permanent filing.

In order to determine the past due accounts in the tray,
one method is to use a weekly bill book. Every morning
when the check-outs, transfers, etc., are received from the
Front Office, a list of these transfers by room number,
name, and amount is entered in the weekly bill book and
then checked off as these weekly accounts are paid. A
weekly bill book enables the auditor to take the book to
the files and check the unpaid bills so that a second bill
can be sent to the guest. Another method is to go through
the file each day, checking the unpaid accounts. This
method will also permit detection of any bills on which
unusual amounts have been charged.

We strongly recommend that at least once each week
an adding machine list be made of outstanding balances
of the ledger cards in the trays and the total compared
with the net trial balance figures on the last "D" Report.

How to Put On a New Audit Tape
When the Audit Tape is nearly exhausted, a discolora-

tion will appear on the paper. This reminds the cashier
that a new roll should be put on at once.

The cashier should contact the responsible party imme-
diately and the tape should be replaced without delay.
The party assigned this responsibility should proceed as
follows:

1. Reading from the Audit Tape Cover Detector Counter,
the figures appearing therein should be copied onto the
Audit Tape, together with the date and the initials of the
party making the change.

2. The Audit Tape Cover should be unlocked and raised.

3. The tape should be spaced until all printing is wound
up onto the Receiving Roll, E in Illustration No. 1.

4. Remove the Audit Tape Winding Key, and using it
in a knife-like fashion, break the tape.

5. Remove the used, wound-up portion of the tape from
the Receiving Roll, E in Illustration No. 1.

6. Remove the remaining (discolored) tape and wooden
core from the Audit Tape Supply Roll, A in Illustration
No. 1.

7. Break the seal of the new Audit Tape roll. With the

 

printed end of the roll to the front, place the roll on
Supply Roll Stud A, and push on all {be an}.

8. Bring the loose end of the tape up and around
Roller B and pull tape to the right approximately 18".

9. Fold loose end of tape, forming a point. Guide pointed
end over all studs and plates, then insert the end under
and through the Impression Block, C in Illustration No. 1.

10. Bring tape up and back over Roller, D in Illus-
tration No. 2.

11. Place loose end of tape on the flat portion of the
Receiving Roll, E in Illustration No. 2, and secure by
inserting Audit Tape Winding Key.

12. Push the Winding Key as far as it will go and turn
it to the right to secure the tape.

Note: It is important to see that the tape is started
evenly on the Receiving Roll. (See Illustration No. 5.)

13. Close and lock the Audit Tape Cover.

14. Reading from the Audit Tape Lock Detector
Counter, copy the new number shown therein onto this
new Audit Tape. Date and initial tape.

15. The tape which was removed must be retained and
turned over to the night auditor.

Illustration 1

4O

 

UN

 

 

 

UNFOlD

. . . to study machine picture

tion will appear on the paper. This reminds the cashier
that a new roll should be put on at once.

The cashier should contact the responsible party imme-
diately and the tape should be replaced without delay.
The party assigned this responsibility should proceed as
follows:

1. Reading from the Audit Tape Cover Detector Counter,
the figures appearing therein should be copied onto the
Audit Tape, together with the date and the initials of the
party making the change.

2. The Audit Tape Cover should be unlocked and raised.

3. The tape should be spaced until all printing is wound
up onto the Receiving Roll. F. in Illustration No. 1.

4. Remove the Audit Tape \Vinding Key, and using it
in a knife-like fashion, break the tape.

5. Remove the used, wound-up portion of the tape from
the Receiving Roll, If in Illustration No. 1.

6. Remove the remaining (discolored) tape and wooden
core from the Audit Tape Supply Roll. A in Illustration
No. 1.

7. Break the seal of the new Audit Tape roll. With the

printed end of the roll to the front, place the roll on
Supply Roll Stud A, and push on all [be (M).

8. Bring the loose end of the tape up and aroune
Roller B and pull tape to the right approximately 18". i

9. Fold l0ose end of tape, forming a point. Guide pointet
end over all studs and plates, then insert the end uncle
and through the Impression Block, C in Illustration No. I.

10. Bring tape up and back over Roller, D in Illus
tration N0. 2.

l1. Place loose end of tape on the flat portion of th
Receiving Roll. E in Illustration No. 2. and secure I):
inserting Audit Tape \X/inding Key. A

12. Push the \X"inding Key as far as it will go and tun
it to the right to secure the tape.

Note: It is important to see that the tape is startei
evenly on the Receiving Roll. (See Illustration No. 5.)

13. Close and lock the Audit Tape Cover.

H. Reading from the Audit Tape Lock Detecto
Counter, copy the new number shown therein onto thi
new Audit Tape. Date and initial tape.

15. The tape which was removed must be retained am

turned over to the night auditor.

 

Illustration 1

The National Posting Machine for Hotel Front Offices

OVER-RUN
COUNTER LOCK
PRINTING RELEASE CLEAR
TABLE SINGLE TRANSACTION LEVER AND CONTROL AND ROOM
CONTROL PRINT COUNTERS DETECTOR COUNTER SYMBOL AMOUNT PRINT TOTAL SUB-TOTAL MOTOR NUMBER
LEVER KEY (UNDER COVER) (UNDER COVER) KEYS

KEYS KEYS KEYS LEVER BAR KEYS

TRANSACTION

 

  

 

 

 

 

COUNTERS
COVER LOCK
DETECTOR
COUNTER KEY
RELEASE
. LEVER
Illustration 2 TRANSACTION
COUNTERS
COVER
LOCK
AUDIT TAPE
COVER LOCK
DETECTOR
COUNTER
CLEAR
TOTALS
LOCK
MODEL A-2198(662)
LINE AUDIT PRINTING AUDIT TAPE DATE DATE UPPER DETAILED CLEAR CASHIER‘S
FINDING TAPE TABLE COVER LOCK SETTING LOCK PRINTER AUDIT TOTALS IDENTIFICATION
KEYS WINDING KNOBS TAPE LOCK KEY
KEY DETECTOR
COUNTER
The National Posting Machine for hotel The machine operator should be thor-

This picture will serve as a guide when

front offices, when properly used, furnishes oughly familiar with the various features of studying the machine and applying it to
Illustration 3 . . . .
management with many advantages. the machine and their uses. hotel front office posting.

 

 

 

W‘T’

 

UNFOLD . . . to study machine picture

 

 

NOTES

 

 

 

 

mwfl—I. —

 

 

NOTES

NOTES

The National Cash Register Company

Dayton 9, Ohio

CASH REGISTERS 0 ADDING MACHINES
ACCOUNTING MACHINES

‘ lift ‘

we?!

TradeorIi—log. us. no. on.

"'27“ F-56—I 1 -2-53

at.»

CHAPTER VI

FINDINGS AND CONCLUSIONS

Findings
In order to evaluate the effectiveness Of this training program
at the Kellogg Center Hotel, East Lansing,‘Michigan--the essentials of
the program were placed in effect February, 1960.
Since this date, careful observation by the writer has produced
the following findings:

(1) 91.6 per cent decrease in cash averages and
shortages.*

(2) Small amount of supervision needed.
(3) Hotel policies carried out properly.
(4) Reduced labor turnover.
(5) PrOper handling Of supplies and equipment.
(6) Good guest service.
(7) PrOper cash control and front office procedures.
(8) Greater security Of employment.
(9) Job made easier and fatigue lessened.
(10) Better job understanding and greater interest.
(11) Friendly service to guests.
(12) Satisfying service to guests.
(13) Maximum production.
*Bssed on a three-month period. Comparison of two employees with

on-the-job training only as to two employees with a combination of for-
mal and on-the-job training.

106

(14) Increased employee morale.

(15) Increased sales and profits.

Conclusions

The hotel industry of America is one that does not stand still.

It is an industry which continuously undergoes changes to give service
more efficiently to guests in its Operations. To do this involves volume
personnel Operations which must function.with the precision of a SWiss
timepiece. Since this study is primarily concerned with only a segment
of one particular operation--trained hotel cashiers relative to efficient
hotel Operations-dwhat follows will relate only to this segment.

In this dynamic industry, conditions such as costly employee turn-
over, new problems of specialization in hotels with ten or to over a
hundred employees, higher labor operating expense, and the myriad details
of management in a hotel, have served to bring into sharp focus the nec-
essity for having trained cashier personnel. Training is needed to im-
part in minimum time, cost, and effort such skills and habits within a
cashier trainee which are required to do the job well. Training is also
a continuous process. As important as the original training is the on-
the-job, follow-up, and constant evaluation of training techniques through
which the original training flows.

One reason the training of cashiers is good business is simply be-
cause it pays dividends. It results in more effective job performance
and greater productivity; it insures conformance with established poli-
cies and procedures, thus reducing errors and increasing guest satis-
faction. Training lowers a hotel's labor eXpense in both the short and

in the long run, thus enhancing profits. Through a higher level of job

107
performance, cashier training increases the earnings of individual em-
ployees. It reduces cashier turnover, improves morale and strengthens
loyalty. Training also simplifies management's job by lessening the
task of supervision. It is a small wonder, in view of these signifi-
cant advantages, that hotel management has turned increasing attention
in recent years to the quality of cashier training programs.

Fundamental for success, all cashier training programs should
have the blessings of Front Office managers and assistant managers (middle
management) as well as tap management. This basic and vital fundamental
is usually well handled; however, there are recent examples where very
progressive and efficient cashier training programs have been inaugurated
‘with the complete blessings of top management, but with only the partial
blessing of middle management. "Incomplete blessings" seriously affected
the benefits of this training. Therefore, to insure the maximum.in bene-
fits to cashiers, to guests and to the hotel, it is imperative that
cooperation and support be received from all the line organization.

Training is present in all business organizations because every
time an employee is given directions and shown procedures, training is
taking place. Whether it be happenstance or fonmal training, though,
both cost money, time, and effort. The fact that formal cashier train-
ing costs are mere tangible than the costs of the happenstance method
is very evident since many formal training budgets depend.more upon the
general financial weather than upon the contributions such training may
make to productive efficiency. In times of poor profits, a resurgence
of happenstance cashier training is seen.

Besides the general financial weather, another factor which ef-

fects the amount of formal cashier training is the extent of labor

108
turnover among trained cashiers. In an attempt to rectify as much as
possible such a costly situation, "rotation" plans are being experi-
mented with, wherein an employee performs a variety of jobs other than
cashiering during the course of the work week. It is felt that these
plans have possibilities as cashiering has a very significant fatigue
element which "rotation" may very well relieve by providing a form of
mental catharsis from repetitive work.

Cashiering is a manual skill and, as such, requires definite work
habit patterns. The degree with which a cashier training program in-
grains these work habit patterns has a significant influence upon the
degree that the manual skills may he put into operation.more easily. To
facilitate the job application of the desired manual skill, cashier
training programs should seek techniques that thoroughly ingrain work
habit patterns.

It is generally recognized that the rapidity with which guests
are accurately serviced in the check-out operation directly affects a
hotel's image. Therefore, to obtain the maximum speed and accuracy
possible in checking out guests, the uniform system of posting machine
operation is taught in the training program found in Chapter V of this
study. 'During the first day of the training program, trainees are
given two hours of instruction and practice in the fundamentals of the
uniform system of posting which are then carefully nourished throughout
the remaining breakdowns of the program.

The training program of this study strives to obtain the maximum
in equipment productivity as "cost" is paid by productivity. Enthus-
iasm is strengthened within the trainees for their work by giving them

the bases of their jobs. This entails full understanding on their part

109
of the “why“ of policies and procedures which management expects to be
carried out. Economic education is provided in the breakdown of the
average sales dollar that the hotel business did in the preceding fis-
cal year. At this particular time, the point is stressed that the
hotel industry operates on a very low profit margin. This fact is
well known to many within the industry; however, the fact remains that
surveys show that hotel operating personnel have hazy opinions on this
significant public relations point.

To secure maximum attention from the trainees while covering the
various cash control forms and correction procedures, "drawer charts"
are utilized. Visual and oral instruction are combined to achieve the
highest possible retention factor among the trainees.

As restricted guest turnover (time consuming and inefficient guest
flow through the check-out procedure) is one of the key limitations to
greater hotel check-out speed, trainees in this three-day, high-retention
and efficiency cashier training program are drilled in procedures that
are specifically designed to reduce the time whenever a regular cashier
is being relieved by a relief cashier. All this is done while simultan-
eously maintaining the highest standards of cash control.

In all cashier training programs, a definite Tcommunications prob-
lem" must be solved, for management has come to realize that an employee's
failure to understand and represent hotel policies (procedures also) is
usually the result of inadequate or improper training. Cashiers are the
"ambassadors" through whom a front office in hotel Operations must nec-
essarily rely upon for public representation. Consequently, the "uniform"
training program of this study has as its goal to provide cashier

trainees with the ability to extend friendly and satisfying service

while at the same time maintaining prOper cash control.

110
Accomplishment Of this goal means the maximum in benefits for

all in the Big Three-~the cashier, the guest, and the hotel!

BIBLIOGRAPHY

111

BIBLIOGRAPHY
A. BOOKS
Calhoon, Richard P., Problems in Personnel.Administration. New York:

Harper & Brothers, 19497-

Cushman, Frank, Training Procedure. New York: John'Wiley & Sons, Inc.,
1940.

Hass, Kenneth B., and Claude H. Ewing, Tested Training Techniques. New
York: Prentice-Hall, Inc., 1950.

Nystrom, Paul H., Marketing Handbook. New York: The Ronald Press Com-
pany, 1954.

Robinson, O.P., Retail Personnel Relations. New'York: Prentice-Hall,
Inc., 1949.
B. PERIODICALS

Air Force, Department of, Conference Leadership. AF Manual 50-8. July,
1959. l-le

Lerda, Louis‘w., WAudio-Visual.Aids in Industrial Training," Personnel
Journal, Vol. 28, NO. 9 (February, 1950), p. 331.

Murphy, M.J., "Tips to Good Human Relations," Factogz Management and
Maintenance, Vol. 110, No. 3 (March, 1955), p. 135.

Thompson, Joseph H., "Discussions and.Demonstrations That Motivate Your
Prospects," Hotel‘MOnthly, Vol. 68, No. 813 (December, 1959), p. 29.

‘Heinland, James D., "How to Improve Your Memory," Factogy Management and
‘Maintenance, Vol. 110, NO. 3 (March, 1955), p. 88.

C. BOOKLETS

Training Department, Personnel Division, Palmer House Hotel, Room Clerk's
Training Manual. December, 1956.

Willmark Service System, Inc., The Modern Willmark Pragram L11 Action lg
Your Hotel. New'York, 1959.

112
D. BULLETINS
Haines, Peter 6., Job Instruction Training. Business and Distributive
Teacher Education, College of Education, Michigan State University,
East Lansing, Michigan. September 20, 1960.
, Job Instruction Training Check List. Business and Distribu-
tive Teacher Education, College of Education, Michigan State Uni-

versity, East Lansing, Michigan. September 20, 1960.

Horwath and Horwath, Hotel Operations $3 1959. New'York: 1959, p. 3.

 

.Ai‘w
5|.

w . ,
M. q.
....r .

2 -
W .,.. “”4

 

 

M'TlTl'lififllLfljfllfliilfliflilllTflTLEilflfflflflFHTIfllTl'ES