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Chapter 3 Management, Supervision, and Service Skills for the GM
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The GM Sets the Pace GMs’ feelings and actions about issues will likely impact hotel staff attitudes about these same issues. GMs only personally direct the work of department heads and, perhaps, a few other staff members. GMs’ interactions with department heads directly impact how the department heads interact with their own staff. Influence Level of Morale Desired Product & Service Quality Employee Turnover Rates Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GMs Must Manage: Organizational Levels
Top-Level Management (GM) Middle-Level Management (Department Heads) Supervisory-Level Managers (Supervisors/Managers) Entry-Level Employees Of resources available, people (human resources) are the most complex and important for success! Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GMs Must Manage: GM Functions
Management Function Examples of Activity: Working with Department Head (If Applicable) to: Planning Develop an operating budget or a marketing plan Organizing Assign responsibilities for an upcoming banquet or conference event Staffing Recruit, select, orient, and train new department heads Directing Supervise the work of department heads Controlling Take corrective action(s) when budgeted financial plans are not attained Evaluating Assess the extent to which long- and short-range plans were attained Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GMs Must Manage: GM Skills
Ability to collect, interpret, and use information logically Learning about a new, competing hotel opening nearby and making future marketing decisions accordingly Conceptual Ability to understand and interact well with guests, employees, suppliers, etc. Interpersonal Skills Ability to organize and direct required work efforts Ability to develop policies and operating procedures necessary for guest safety Administrative Ability to perform management-specific aspects of the job Forecasting guest demand for rooms and establishing room rates, etc. Technical Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GMs Must Manage: GM Relationships
Staff Members Other Hotel Employees Yesterday: dictatorial leadership Today: facilitators Tomorrow: empowerment “Manage by walking around” GM External Organization Participating in community social events Attending school and athletic events with their children Others in Community Joining professional business and community-service organizations Meeting with community government representatives Guests How the hotel can meet and exceed guest expectations Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GMs Must Manage: GMs Manage in Times of Change
Relative to their counterparts “yesterday,” GMs must: Interact with a more diverse workforce Emphasize teams rather than individual performance Cope with fast-paced technology changes Adjust to workplace changes (e.g., reengineering, downsizing) React to global challenges Improve quality while increasing productivity Improve ethical/social behaviors Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Evolution of Traditional Hotel HR Practices
Contemporary Manager-focused work unit Team-focused work unit Manager is dominant Manager is supportive Emphasis on technical skills Emphasis on employee facilitation skills Manager seeks stability Manager encourages change Manager tells and sells personal views Manager listens Manager personally responsible for results Manager shares responsibility for results Manager personally solves problems Team problem-solving is employed Fear and pressure used to motivate staff Pride, recognition, and growth are used to motivate staff Autocratic (dictatorial) decision style Participative decision style Individual behavior Team behavior Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Evolution of Traditional Hotel HR Practices (cont.)
Contemporary GM forces compliance GM earns the team’s support What one says is inconsistent with what one does What one says is consistent with what one does Inconsistent “moments of truth” Consistent “moments of truth” Reactive management/supervision style Proactive management/supervision style Bureaucratic “rituals” Flexible routines Top down—one-way communication Multidirectional communication Hierarchy of control Empowerment Power Consensus Short-term HR strategies Long-term HR strategies Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Planning
Vision What the hotel will strive to be Mission Statement What the hotel must do to be successful, and how this will be accomplished Hotel’s goal for long-range (e.g., five-year) time span Long-Range Plan Short-Range (Business) Plan Hotel’s goal within a one-year time span Anticipating revenues and expenses during short-range plan implementation Operating Budget What must be done to generate revenues anticipated by the operating budget Marketing Plan Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Decision Making
Before making a decision: Who is the correct person to make decisions? Will a decision about a specific issue bring the hotel closer to attaining objectives and goals? How will the decision affect guests? Is there only one acceptable alternative? How much time and effort can be spent on the decision? How does one’s experience help with decision making? Must the decision please everyone? What are the ethical aspects of the decisions? Programmed Decision Nonprogrammed Decision Routine and repetitive decisions made after considering policies, procedures, or rules Infrequent decisions requiring creative decision-making abilities Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Decision Making (cont.)
Continuum of Decision Making Manager makes decisions unilaterally Traditional Manager makes decisions after input from others Recent Manager allows team to make decisions Contemporary Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Decision Making (cont.)
Advantages Disadvantages Considering broad range of information Generating more creative alternatives Whole team keenly aware of issues and problems Achieving higher morale Easier implementation Possible conflicts May be forced to “take sides” if alternative opinions are expressed Domination by staff members with strongest personalities Time-consuming Not applicable when fast decisions necessary Group Decision-Making Process Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Organizing
Unity of Command Span of Control Each employee should report or be accountable to only one boss for a specific activity Limit to how many staff members one supervisor can manage effectively Distribution of Authority Types of Authority Used by Example Advisory Staff managers Develop orientation program for all hotel employees Line Line managers (within departments) Hiring and firing employees within a specific department Functional Line managers (between departments) Executive housekeeper establishes table linen laundry schedule with F&B department Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Delegation
Delegation Benefits for the GM What Work Might Be Delegated by the GM? Allows the GM to do most important things first Effective process to train employees Allows more work to be accomplished Improves controls Work that others can do as well as the GM Work that is less important than other work Work that should be learned by more than one person Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Delegation (cont.)
Steps in Effective Delegation Organizational climate necessary for delegation Assign specific duties and responsibilities to employees Grant sufficient authority for carrying out assignments Supervisor and employees agree on expected results Communicate responsibilities to minimize confusion Managers make feedback system to measure progress Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Flow of Communication
Multidirectional Communication Managers/ Supervisors Department Heads (Executive Committee) GM Employees Vertical Comm. Horizontal Comm. Formal channel (e.g., coaching) Informal channel (e.g., grapevine/rumor mills) Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Motivation
Poorly Motivated Staff Inconsistent performance for required quality or quantity standards Guest dissatisfaction Increased operating costs More motivated employees leave Hotel suffers Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Motivation (cont.)
Strategies to motivate employees: Follow sound management advice Effective orientation Train correctly Manage a professional hotel Supervise as you want to be supervised Encourage effective communication Manage a friendly hotel Help your employees succeed Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Leadership
Effective leaders will: Implement the property’s mission statement Have an objective and measurable “picture” of hotel’s desired future Help others develop the knowledge and skills needed to attain hotel’s vision (e.g., orientation, training, and coaching) Utilize the empowerment process Develop team of staff committed to hotel’s success Achieve a reputation for quality service consistently delivered to guests Cultivate a reputation for fairness and honesty Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Management Basics: Discipline
Discipline: Activities reinforcing desired performance or correcting undesired performance. Steps in a Progressive Discipline Process Oral warning (no entry in employee’s record) Oral warning (entry in employee’s record) Written reprimand Suspension for specific number of days Discharge Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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To Be a Good Team Leader, the GM Must:
Team Building Tactics Self-Directed Team To Be a Good Team Leader, the GM Must: More control over work responsibilities Make work assignments within the team Schedule themselves Evaluate each other’s work Assign compensation increases Have high standards and expectations Support individual members and maintain trusting and respectful relationships Practice participative management and solicit input from members Demonstrate that own personal goals and individual team member goals should not be placed before team goals Share credit for team successes Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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Employee Selection, Orientation, and Training
Personnel Tactics Checklist Recruitment/selection tactics General orientation tactics Correct training Departmental/orientation and workstation/induction tactics Train-the-trainer tactics On-the-job training (OJT) tactics Supervisory/other training tactics Training budget Other training issues Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GM Interactions GMs never have a daily routine; every day is different. Actual daily activities undertaken by a GM vary from day to day and month to month, as well as from property to property. GMs’ daily involvement in guest relations are quite visible. GM is on duty eight or more hours daily and is often on call even when not on the property. Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GM Interactions with Employees
Possible Interactions with Employees: Positive Examples Daily conversations with long-term staff members Learning employees’ suggestions about possible operating improvements Welcoming new staff members to the team Congratulating personnel about significant events in their or their families’ lives Mentoring younger workers Following employees’ careers as they are promoted within the organization Providing non-job-related advice when requested Observing employees enjoying themselves at a company picnic Observing staff members who participate in community organizations/activities Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GM Interactions with Employees (cont.)
Possible Interactions with Employees: Negative Examples Disciplining or terminating staff members Confronting staff members who are known to be stealing Learning about illegal acts committed off-property by staff members Assigning work responsibilities to cover “no-show” employees Discovering employee “sabotage” Supervising staff members who violate hotel policies, requirements, and rules Comforting an employee whose child has passed away Observing an intoxicated employee attempting to come to work Explaining to staff members why they did not get promotions they sought Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GM Interactions with Guests
Possible Interactions with Guests: Positive Examples Interacting with frequent guests Receiving spontaneous “thank-you notes” from happy guests Observing guests celebrate significant family/professional occasions at the hotel Providing service/assistance to guests who require it Receiving input from guests who genuinely want the hotel to be successful Interacting with guests as peers at community/professional meetings Providing accommodations to guests stranded by adverse travel conditions Receiving guest input about hospitable staff members Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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GM Interactions with Guests (cont.)
Possible Interactions with Guests: Negative Examples Interacting with police called to hotel for disturbances and/or illegal guest activities Guest deaths in sleeping rooms or in the hotel’s public spaces Dealing with visibly intoxicated guests Preventing on-site prostitution Preventing guest theft of money, products, and/or services from the hotel Preventing property vandalism Calming irate guests stranded by adverse travel conditions Discovering overt guest room damage Hotel Operations Management, 2nd ed. ©2007 Pearson Education Hayes/Ninemeier Pearson Prentice Hall Upper Saddle River, NJ 07458
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