Description please read an article and write a reaction paper. here is the link …

Description please read an article and write a reaction paper. here is the link to the article, https://www.hospitalitynet.org/news/4105385.html. please make sure that the reaction paper is not the summary of the article, it is all about your original thought and opinion. It should relate to your own ideas.   The Food and Beverage section in the Uniform System of Accounts for the Lodging Industry book is currently being considered by organizations to achieve sustainable success. The Food and Beverage department has been noted to positively impact an organization when managed efficiently and as required by USALI standards.The two major components that are discussed in this operating department include Food and Beverage. Under the Food and Beverage operating department, individual properties are not allowed to add or substitute line items, however, they can delete line items that are not relevant to their mode of operation. Additionally, a property is allowed to develop a sub-account for providing more details about a particular expense. In addition to calculating revenue and expenses for the Food and Beverage department, other revenues are also included in calculating the total revenue. Within this department, revenue can be described as the sale of all food and beverages, certain services, charges, and non-consumable goods that are offered for consumption by guests.My opinion on the rule of an individual property not being able to add or substitute line items and being able to delete line items is that it enhances common uniformity across all hotels and lodging organizations. Deleting line items that are irrelevant to a property makes it easier and faster to calculate the revenue for food and beverages, as well as making it easier to maintain the revenues’ sheet because what is relevant is included. Since all properties ought to conform to the Uniform System, adding or substituting line items by an individual property would go against the standards defined in the USALI document. I think that splitting the Food and Beverage department into two major components, food revenue, and beverage revenue, is a very practical idea. This is because it enables each component to be managed individually since the two components operate as separate entities serving different purposes. Food revenue refers to all the sales of food and non-alcoholic beverages, while beverage revenue refers to the sales of alcoholic beverages for consumption by guests. Moreover, the two components share common sources of revenue which include, Mini Bar revenue, Banquet/Conference/Catering revenue, and In-Room Dining revenue. The total food and Beverage revenue is calculated by adding both the sum of the total food revenue and the sum of the total beverage revenue.Under the Food and Beverage department, I have the impression that calculating Other Revenues within the department is a vital act since it enables the organization to account for every sale made within the department. Under this department, Other Revenue includes the sales of all products and services that are not consumable food and beverage items but are incorporated in the Food and Beverage section. Such sources of Other Revenue include audiovisual, cover charges, service charges, function room rentals and setup charges, miscellaneous, other revenue, and allowances. Total Other Revenue is obtained by summing up all sources of Other Revenue listed above, while Total Revenue is obtained from the sum of Total Food and Beverage Revenue and Total Other Revenue. Staffing aligns with the organizational manning of positions in a firm that is to overlook its well-being. To ensure efficiency in service delivery and customer satisfaction, the manager gets tasked with the staffing process. The task involves selecting competent individuals alongside training them accordingly to meet the enterprise’s goals and objectives. Staffing also includes the manager conducting a performance appraisal and counseling. The subordinates selected by the managers should be a perfect fit for the required positions that seek physical, mental, and temperamental individuals.            The staffing process is intense. Managers have to go through a series of interrelated activities like planning and recruitment to the selection and placement process. Afterward, besides remuneration activities, training and development activities arise to the more complex procedures such as promotion and transfers. The list constitutes all the staffing functions, where I believe that the manager cannot oversee it by himself. There have to be departmental executives and foremen who help the chief executive in decision-making, thus a team effort. Moreover, the departmental heads know the type of human resources they need, hence crucial to be in the planning, recruitment, and selection stage of the staffing process (Pahos & Galanaki, 2019). The complex procedure also requires qualified personnel who oversee such activities as training the recruits; hence, departmental heads and organizational structure arise.             This way, I presume that staffing is essential and is not only as a management function and overseeing human resource but also on the recruits. I believe that it is essential for the recruits to go through such processes as training to ensure that they get acquainted with the organization’s working culture. This is because each firm has its unique way of running things to maximize its profits and remain competitive, hence the need to arise. Additionally, I agree with choosing the right people to fill in specific positions through staffing. However, I believe that it goes beyond just staffing, where I presume that it provides the business executives to assess the role to get filled by the recruit and its effectiveness. It is the reason some firms tend to let go of some positions that were previously held in the firm. Finally, I concur with institutional objectives for staffing, where the process results in developing organizational policies regarding such issues as transfers and promotion. The continuous staffing process calls for the need to appreciating the employees, hence the need for such functions as promotions. Besides, promotions motivate human resources to deepen their performance, resulting in more profits and institutional efficiency (Pahos & Galanaki, 2019).             In conclusion, staffing is a concept that involves setting organizational goals, and preparing structural plans to meet organization goals. Moreover, appropriate personnel get provided to fill several positions that are within the organization’s structure. The managerial function that requires departmental involvement seeks to have the recruits meet organizational needs. The whole process incorporates new recruits, permanent employees, consultants, managers, daily workers, and contract employees.