BASIC FUNCTION OF BASIC FUNCTION OF MANAGER IN HOTEL MANAGER IN HOTEL AND RESTAURANT AND RESTAURANT

INDUSTRYINDUSTRY

1. PLANNING 1. PLANNING

– Formulating Departments goals, targets and Formulating Departments goals, targets and objectivesobjectives

– Forecasting revenue, volume of production, Forecasting revenue, volume of production, covers and profitcovers and profit

– Establishing operations budget (i.e. supplies, Establishing operations budget (i.e. supplies, staffing, etc. )staffing, etc. )

– Assessing performance against targets and Assessing performance against targets and standards: analyzing variancesstandards: analyzing variances

– Determining plans of action and strategies to Determining plans of action and strategies to realize objectivesrealize objectives

– Determining contingent action for anticipate Determining contingent action for anticipate problems and concernsproblems and concerns

2. ORGANIZING THE WORK2. ORGANIZING THE WORK

• Determining critical tasks and establishing Determining critical tasks and establishing a division of labora division of labor

• Defining and delegating staff duties and Defining and delegating staff duties and responsibilitiesresponsibilities

• Delineating lines of authority, Delineating lines of authority, communication, coordination, boundariescommunication, coordination, boundaries

• Defining performance standards and Defining performance standards and establishing standard operating establishing standard operating proceduresprocedures

• Preparing staff schedule and side dutiesPreparing staff schedule and side duties• Delegating special assignmentsDelegating special assignments

3. LEADING AND DIRECTING 3. LEADING AND DIRECTING

• Checking and ensuring the availability of pre-opening Checking and ensuring the availability of pre-opening requirements i. e., par requirements i. e., par

stock, manpower, equipment, etc.stock, manpower, equipment, etc.• Checking and performance against set standards, calling staff’s Checking and performance against set standards, calling staff’s

attention regarding refractions.attention regarding refractions.• Giving orders and instructions, making follow upGiving orders and instructions, making follow up• Conducting regular meetings to discuss/resolve operational Conducting regular meetings to discuss/resolve operational

problems problems • Disseminating to the staff all needed information like out of Disseminating to the staff all needed information like out of

stock items , new products, monthly promotions, etc.stock items , new products, monthly promotions, etc.• Coaching, guiding and training the staffCoaching, guiding and training the staff• Boosting employees morale and motivation, enhancing Boosting employees morale and motivation, enhancing

teamworkteamwork• Conducting daily briefing and staff inspection.Conducting daily briefing and staff inspection.• Checking guest’s satisfaction- soliciting feedback, attending to Checking guest’s satisfaction- soliciting feedback, attending to

the customer needs, request and complaints.the customer needs, request and complaints.

4. CONTROLLING4. CONTROLLING

A. Control over staff performance by:A. Control over staff performance by:

• Establishing and enforcing house rules and performance Establishing and enforcing house rules and performance standards standards

• Regular monitoring of staff performance and documentary Regular monitoring of staff performance and documentary infractionsinfractions

• Making staff accountable for infractions and discrepancies, Making staff accountable for infractions and discrepancies, enforcing appropriate disciplinary enforcing appropriate disciplinary action.action.

• Giving feedback on the progress of employee’s Giving feedback on the progress of employee’s performance performance

• Evaluating performance and conducting appraisal interviewEvaluating performance and conducting appraisal interview• Distributing rewards and incentives based on the merit Distributing rewards and incentives based on the merit

based on the merits and performance.based on the merits and performance.

B. Control over Material Resources B. Control over Material Resources

• Establishing control policies and procedures in all areas of Establishing control policies and procedures in all areas of operation including the issuance and use of supplies/equipmentoperation including the issuance and use of supplies/equipment

• Ensuring proper storeroom management with a property custodian Ensuring proper storeroom management with a property custodian to monitor the issuance and surrender of borrowed or used items.to monitor the issuance and surrender of borrowed or used items.

• Monitoring losses and breakages through periodic inventoryMonitoring losses and breakages through periodic inventory• Monitoring consumption of supplies against budget.Monitoring consumption of supplies against budget.• Taking corrective action against excessive or unbudgeted Taking corrective action against excessive or unbudgeted

consumptionconsumption• Training staff on the rules of equipment handling and Training staff on the rules of equipment handling and

maintenancemaintenance• Implementing a preventive maintenance programImplementing a preventive maintenance program• Taking disciplinary action against careless and abusive use of Taking disciplinary action against careless and abusive use of

supplies and supplies and equipmentequipment

5. CUSTOMER SERVICE 5. CUSTOMER SERVICE FUNCTIONSFUNCTIONS• Attending to guest’s needs, request and complaintsAttending to guest’s needs, request and complaints• Checking guest’s satisfaction, making follow up, Checking guest’s satisfaction, making follow up,

soliciting comments soliciting comments• Establishing rapport with guest- initiating, Establishing rapport with guest- initiating,

maintaining contacts, and healthy interactionmaintaining contacts, and healthy interaction• Anticipating guest’s needs, taking contingent action Anticipating guest’s needs, taking contingent action

to avoid complaints.to avoid complaints.• Taking corrective action against customer Taking corrective action against customer

complaints and other areas of customer complaints and other areas of customer dissatisfactiondissatisfaction

• Documenting guest’s comments and feedback and Documenting guest’s comments and feedback and disseminating them to concerned employees and disseminating them to concerned employees and departmentsdepartments

RESPONSIBILITIES OF RESPONSIBILITIES OF MANAGER AND SUPERVISORMANAGER AND SUPERVISOR

• The manager and the supervisor are both The manager and the supervisor are both responsible for both consequences. While responsible for both consequences. While they have the authority and prerogative to they have the authority and prerogative to make decisions within their span of make decisions within their span of control, they will be answerable and control, they will be answerable and accountable for results not only to top accountable for results not only to top management who pays for their services management who pays for their services but also to the employees who report to but also to the employees who report to them and the customers (internal and them and the customers (internal and external) whom they serve.external) whom they serve.

• Their responsibilities include, but not Their responsibilities include, but not limited to the following:limited to the following:

A. TO THE COMPANY- TOP A. TO THE COMPANY- TOP MANAGEMENTMANAGEMENT

1.1. Meeting sales/production targetsMeeting sales/production targets2.2. Disassembling company policies and standards to the staffDisassembling company policies and standards to the staff3.3. Bringing management concern to employees and ensuring Bringing management concern to employees and ensuring

their cooperationtheir cooperation4.4. Safeguarding company properties (materials and Safeguarding company properties (materials and

equipment) from damages and losses.equipment) from damages and losses.5.5. Safeguarding the company imageSafeguarding the company image6.6. Maximizing profit through effective control systemsMaximizing profit through effective control systems7.7. Ensuring compliance to company policies, standards and Ensuring compliance to company policies, standards and

proceduresprocedures8.8. Making an account of their unit’s performance through Making an account of their unit’s performance through

reportsreports

B. TO THE STAFF-B. TO THE STAFF-SUBORDINATES SUBORDINATES

1.1. Protecting employees against abuses and Protecting employees against abuses and violation of human rights.violation of human rights.

2.2. Providing for safe working conditions to Providing for safe working conditions to ensure employee’s safetyensure employee’s safety

3.3. Creating opportunities for the professional Creating opportunities for the professional advancement of staffadvancement of staff

4.4. Maintaining staff disciplineMaintaining staff discipline5.5. Building employee’s moraleBuilding employee’s morale6.6. Intervening for the welfare of employeesIntervening for the welfare of employees7.7. Providing moral support neededProviding moral support needed8.8. Building the goodwill and respect of Building the goodwill and respect of

employeesemployees

C. TO THE CUSTOMERSC. TO THE CUSTOMERS

1.1. Ensuring the delivery of quality products and Ensuring the delivery of quality products and servicesservices

2.2. Ensuring prompt and timely delivery of serviceEnsuring prompt and timely delivery of service3.3. Attending to customer complaints to the Attending to customer complaints to the

satisfaction of customerssatisfaction of customers4.4. Checking and maintaining customer satisfactionChecking and maintaining customer satisfaction5.5. Responding to customer’s needs and requests Responding to customer’s needs and requests 6.6. Safeguarding customers’ safetySafeguarding customers’ safety7.7. Keeping customers informed of company Keeping customers informed of company

policies, new products, etc.policies, new products, etc.8.8. Maintaining customers goodwillMaintaining customers goodwill

WHAT MAKES AN EFFECTIVE WHAT MAKES AN EFFECTIVE MANAGER?MANAGER?REQUIRED COMPETENCIESREQUIRED COMPETENCIES 1. Technical expertise on hotel and 1. Technical expertise on hotel and

restaurant operationsrestaurant operations• Knowledge of standards in hotel food Knowledge of standards in hotel food

service operationsservice operations• Mastery of skills in executing Mastery of skills in executing

operational procedures according to operational procedures according to standardsstandards

• Knowledge of market trends, latest Knowledge of market trends, latest technology in hospitality operationstechnology in hospitality operations

2. Human Relation Skills2. Human Relation Skills

• Ability to maintain the goodwill of Ability to maintain the goodwill of customers, superior, staff, co-customers, superior, staff, co-employeesemployees

• Ability to cope with difficult people, Ability to cope with difficult people, difficult customers and work difficult customers and work situationssituations

3. Planning and Organizing 3. Planning and Organizing Skills Skills

• Ability to make sales forecast and budgetAbility to make sales forecast and budget• Skills in conducting internal and external Skills in conducting internal and external

analysis, in analyzing problems and analysis, in analyzing problems and identifying remediesidentifying remedies

• Skills in strategic planningSkills in strategic planning• Skills in organizing the work making Skills in organizing the work making

effective use of organizing toolseffective use of organizing tools• Ability to design work systems that are Ability to design work systems that are

conductive to efficient operationsconductive to efficient operations

4. Leadership and Monitoring 4. Leadership and Monitoring Skills Skills • Ability to lead and influence people, to win their Ability to lead and influence people, to win their

cooperationcooperation• Ability to motivate staff and deal with morale problems Ability to motivate staff and deal with morale problems • Ability to monitor staff performance, to identify and correct Ability to monitor staff performance, to identify and correct

deviationsdeviations• Mastery of the use of situational leadershipMastery of the use of situational leadership• Ability to handle meetings effectively, settle internal Ability to handle meetings effectively, settle internal

conflicts and differencesconflicts and differences• Skills in delegatingSkills in delegating• Skills in oral and written communications Skills in oral and written communications • Skills in documenting observations and making reportsSkills in documenting observations and making reports• Ability to coordinate with other units and departmentsAbility to coordinate with other units and departments

5. Controlling Skills5. Controlling Skills

• Skills in conducting corrective interviews Skills in conducting corrective interviews • Skills in conducting performance appraisal and Skills in conducting performance appraisal and

appraisal interviewappraisal interview• Skills on materials managementSkills on materials management• Skills in performance management-ability to Skills in performance management-ability to

identify, diagnose and deal with infractionsidentify, diagnose and deal with infractions• Skills ion conducting sales and variance analysisSkills ion conducting sales and variance analysis• Making inventories and preparing inventory Making inventories and preparing inventory

reportreport• Preparing budget and monitoring consumption Preparing budget and monitoring consumption

against the budget against the budget

6. Training Skills6. Training Skills

• Ability to identify training needs of Ability to identify training needs of staff and to conduct skills in training staff and to conduct skills in training

• Ability to instruct and transfer Ability to instruct and transfer technologytechnology

PERSONAL QUALITIES OF PERSONAL QUALITIES OF EFFECTIVE MANAGEREFFECTIVE MANAGER1.Self Confidence and determination1.Self Confidence and determination• Exudes with poise and assertiveness Exudes with poise and assertiveness • Decisive and determined to get what he wantsDecisive and determined to get what he wants2. Has a sense of purpose and direction2. Has a sense of purpose and direction• A man with a vision and ambitionA man with a vision and ambition• Operates with realistic goals and aspirationsOperates with realistic goals and aspirations• Knows what he has to do to realize his visionKnows what he has to do to realize his vision

3. 3. Has foresight and prepared for contingenciesHas foresight and prepared for contingencies• Can anticipate potential problems and threatsCan anticipate potential problems and threats• Always ready for contingent actionAlways ready for contingent action• Always look ahead and beyondAlways look ahead and beyond• Keeps up with the times, does not lag behindKeeps up with the times, does not lag behind

4. High level of sensitivity 4. High level of sensitivity • Sensitive to the feelings of others, respects others’ self esteemSensitive to the feelings of others, respects others’ self esteem• Always maintain tact and diplomacy in his languageAlways maintain tact and diplomacy in his language• Responsive to the needs of the company and staff, customers as wellResponsive to the needs of the company and staff, customers as well5. High level of tolerance5. High level of tolerance• Accepts limitations of others, as well as differences in opinionAccepts limitations of others, as well as differences in opinion• Sober, as well balanced temperament; exhibits patience and Sober, as well balanced temperament; exhibits patience and

understandingunderstanding6. Team Spirit6. Team Spirit• Has the capacity to trust in the othersHas the capacity to trust in the others• Willing to accept, acknowledge and respect differences in ideasWilling to accept, acknowledge and respect differences in ideas• Willing to lend support and cooperation, setting aside personal Willing to lend support and cooperation, setting aside personal

differencesdifferences• Always maintain a win-win relationshipAlways maintain a win-win relationship7. Pro active and objective 7. Pro active and objective • Does not act by impulse, always moved by right principles and valuesDoes not act by impulse, always moved by right principles and values• Objective, does not rely on hearsays, never vindictiveObjective, does not rely on hearsays, never vindictive• Takes responsibility for results, does not buck-passTakes responsibility for results, does not buck-pass8. Morally Upright, unquestionable integrity8. Morally Upright, unquestionable integrity• A model in terms of self discipline, practices what he teachA model in terms of self discipline, practices what he teach• Good moral values, high value for cost, quality dignity of laborGood moral values, high value for cost, quality dignity of labor

THE MANAGER’S SPAN OF THE MANAGER’S SPAN OF CONTROLCONTROL

– Span of control refer to scope of Span of control refer to scope of responsibilities and decision making of the responsibilities and decision making of the manager. Many establishments who wish to manager. Many establishments who wish to save on labor cost make a mistake of delegating save on labor cost make a mistake of delegating a wide range of responsibilities covering a wide range of responsibilities covering different or sometimes unrelated tasks to the different or sometimes unrelated tasks to the manager, making him overloaded. Should this manager, making him overloaded. Should this happen, it will be difficult, if not possible for him happen, it will be difficult, if not possible for him to effectively direct and monitor operations with to effectively direct and monitor operations with this area. The factors to consider in assigning a this area. The factors to consider in assigning a manager’s ro supervisor’s span of control are.manager’s ro supervisor’s span of control are.

• Geographical dispersion of the employees Geographical dispersion of the employees concerned (One can supervise more people if concerned (One can supervise more people if they are confined in one area.)they are confined in one area.)

• Time available for supervision-When there are Time available for supervision-When there are other tasks to attend to, less time can be other tasks to attend to, less time can be devoted to supervision, so the span of control devoted to supervision, so the span of control should be reduced.should be reduced.

• Whether jobs are familiar related – Supervising Whether jobs are familiar related – Supervising different units doing unrelated task is a complex different units doing unrelated task is a complex task and is not advisable, unless one is left with task and is not advisable, unless one is left with no choice due to lack of manpower or budgetno choice due to lack of manpower or budget

• Degree of proficiency and maturity of the Degree of proficiency and maturity of the persons being supervised-Proficient and persons being supervised-Proficient and responsible employees require less demand for responsible employees require less demand for supervision. It will be less difficult to supervise supervision. It will be less difficult to supervise more units or persons should be this case.more units or persons should be this case.

ELEMENTS OF MANAGER’S ELEMENTS OF MANAGER’S JOBJOB• The manager’s supervisor’s job covers 2 major areas as illustrated The manager’s supervisor’s job covers 2 major areas as illustrated

below:below:

TECHNICAL –Those directly related to operationsPreventive maintenance

Taking a direct hand in operations, service, production

Attending to customers, AdministrativeTo deliveries & Planning, decision

making Preparing/presenting reports

Operational concerns Designing systems, policies

Directing, leading, coordinating the workRegulating, controlling the flow of workRegulating, controlling the flow of work

Assisting in recruitment, staff training