<![CDATA[The operational complexity of In-Room Dining (IRD) services necessitates an organizational structure that ensures clear role allocation, authority, and coordination among personnel. However, formal organizational structures do not always reflect the dynamic coordination and task distribution practices that occur during service delivery, particularly in luxury hotel environments. This study aims to analyze and evaluate the implementation of the organizational structure and to identify patterns of task distribution, communication, and operational coordination within the IRD department. A qualitative research approach with a descriptive design was employed. The study subjects included 10 IRD staff members selected through purposive sampling: two supervisors, three permanent staff members, and five casual daily workers. Data were collected through continuous direct observation and semi-structured interviews, utilizing observation sheets and interview guides covering organizational structure, task allocation, authority relationships, communication flows, coordination, and task adjustments. Data analysis followed the interactive model proposed by Miles, Huberman, and Saldaña, involving data condensation, data display, and conclusion drawing and verification. The results indicate that the IRD organizational structure is hierarchical, comprising Manager, Supervisor, Coordinator, and Attendant roles, and is reinforced by a sectional task distribution system, pre-shift briefings, and adaptive coordination during peak service periods. This formal structure is applied flexibly through cross-sectional cooperation to maintain service efficiency and continuity. These findings imply that IRD management needs to integrate hierarchical clarity with operational flexibility to develop more responsive service management and workplace communication.]]>
