© 2007, Educational Institute Chapter 12 Managing and Leading Hospitality Enterprises Hospitality Today: An Introduction Sixth Edition (103TXT or 103CIN)

© 2007, Educational Institute 1 Competencies for Managing and Leading Hospitality Enterprises 1.Describe the basic goals and tasks of managers, and trace the development of management theories, beginning with the first management theorist, Robert Owen, and continuing with the classical school and the behavioral school of management. 2.Explain the quantitative, systems, contingency, quality focus, and customer focus schools of management. 3.Describe reengineering, summarize four basic strategies of effective leaders, and explain the concept of employee empowerment.

© 2007, Educational Institute 2 The Five Basic Tasks of a Manager Setting objectives Organizing Motivating and communicating Measuring performance Developing people

© 2007, Educational Institute 3 The Classical School Frederick W. Taylor Henry Gantt Frank and Lillian Gilbreth Henri Fayol

© 2007, Educational Institute 4 The Behavioral School Chester I. Barnard George Elton Mayo Abraham Maslow Douglas McGregor

© 2007, Educational Institute 5 The Quality Focus School W. Edwards Deming Joseph Juran Philip Crosby Thomas H. Peters and Robert A. Waterman, Jr.

© 2007, Educational Institute 6 Four Quality Costs Internal failure costs From defects identified before the product or service is delivered External failure costs From defects discovered after the product or service is delivered Appraisal costs For assessing the condition of the ingredients or materials used Prevention costs For keeping the defects from occurring in the first place

© 2007, Educational Institute 7 The Ritz-Carlton Problem-Solving System 1.IDENTIFY the problem and determine why it should be solved. 2.SPLIT the problem by identifying where it does/does not occur. 3.VERIFY the causes. Don't fix anything until you know what to fix. 4.DEVISE an action plan that will eliminate the problem's causes permanently. (continued)

© 2007, Educational Institute 8 The Ritz-Carlton Problem-Solving System 5.IMPLEMENT the action plan. 6.EVALUATE the implementation of the action plan. 7.EVALUATE the action plan's effectiveness. Problems or causes must be eliminated or reduced. 8.STANDARDIZE the effective changes, include them in policies and documentation. (continued)

© 2007, Educational Institute 9 Four Effective Leadership Strategies Strategy I Attention through Vision Leaders create a focus for their organizations. Strategy II Meaning through Communication Leaders get others to share their dreams, commitment, and enthusiasm. (continued)

© 2007, Educational Institute 10 Four Effective Leadership Strategies Strategy III Trust through Positioning Leaders know how to steer a steady course toward their goals. Strategy IV Self-Development Leaders compel themselves to develop and improve their skills. (continued)