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Page 1: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management and Supervision Skills for the G.M.

Page 2: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

The G.M. Sets the Pace

G.M.s feelings & actions about issues will likely impact hotel staff attitudes about those issues.

G.M.s personally direct only the work of department heads and, perhaps, relatively few other staff.

G.M.s’ interaction with department heads directly impacts how they interact with their own staff.

Influence

Level of morale Desired product & service quality

Employee turnover rates

Page 3: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M.s Must Manage: Organizational Levels

Of resources available, people (human resources) are the most complex and important for success!

Entry-Level Employees

Top-Level Management (G.M.)

Middle-Level Management (Department Heads)

Supervisory-Level Managers (Supervisors/Managers)

Page 4: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M.s Must Manage: G.M. Functions

Management Function

Examples of activity: Working with

department head (if applicable) to:

Planning Develop an operating budget or a marketing plan

OrganizingAssign responsibilities for an upcoming banquet or conference event

Staffing Recruit, select, orient and train new department heads

Directing Supervise the work of department heads

ControllingTake corrective action(s) when budgeted financial plans are not attained

EvaluatingAssess the extent to which long- and short-range plans were attained

Page 5: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Ability to perform management-specific aspects of the job

Forecasting guest demand for rooms and establishing room rates, etc.

Ability to understand and interact well with guests, employees, suppliers, etc.

Ability to organize and direct required work efforts

Ability to develop policies and operating procedures necessary for guest safety

Ability to collect, interpret, and use information logically

Learning about a new, competing hotel opening nearby and making future marketing decisions accordingly

G.M.s Must Manage: G.M. Skills Conceptual Interpersonal

Administrative TechnicalSkills

Page 6: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Joining professional business and community service organizations

Meeting with community government representatives

Participating in community social events

Attending school & athletic events with their children

Yesterday: dictatorial leadership Today: facilitators

Tomorrow: empowerment

“Manage by walking around”

G.M.s Must Manage: G.M. Relationships

G.M.

Staff members Other hotel employees

External organization Others in community

How the hotel can meet and exceed guest expectations

Guests

Page 7: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M.s Must Manage: G.M. Manage in Times of Change

Relative to their counterparts “yesterday” G.M.s must

Interact with a more diverse workforce

Emphasize teams rather than individual performance

Cope with fast-paced technology changes

React to global challenges

Improve quality while increasing productivity

Improve ethical / social behaviors

Adjust to workplace changes (e.g., re-engineering, downsizing)

Page 8: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Evolution of Traditional Hotel H.R. Practices

Traditional 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 staffPride, recognition, and growth are used to motivate staff

Autocratic (dictatorial) decision style Participative decision style

Individual behavior Team behavior

Page 9: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Evolution of Traditional Hotel H.R. Practices (continued…)

Traditional Contemporary

G.M. forces compliance G.M. 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 Multi-directional communication

Hierarchy of control Empowerment

Power Consensus

Short-term H.R. strategies Long-term H.R. strategies

Page 10: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Planning

Vision

Mission Statement

Long-Range Plan

Operating Budget

Short-Range (Business) Plan

Marketing Plan

What the hotel will strive to be

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

Hotel’s goal within a one-year time span

Anticipating revenues and expenses during short-range plan implementation

What must be done to generate revenues anticipated by the operating budget

Page 11: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Decision Making

Routine and repetitive decisions made after considering policies, procedures, or rules

Infrequent decisions requiring creative decision making abilities

Programmed decision Non-programmed decision

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?

Page 12: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Decision Making Approach

Manager makes decisions unilaterally

Manager makes decisions after input from others

Manager allows team to make decisions

Traditional Recent Contemporary

Continuum of decision making

Page 13: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Decision Making (continued…)

Advantages Disadvantages

Group decisionmaking process

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

Page 14: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Limit to how many staff members one supervisor can manage effectively

Each employee should report or be accountable to only one boss for a specific activity

Management Basics: Organizing Principles

Unity of command Span of control

Distribution of authority

Types of authority

Used by Example

Advisory Staff managersDevelop orientation program for all hotel employees

LineLine managers

(within departments)Hiring and firing employees within a specific department

FunctionalLine managers (between

departments)Executive housekeeper establishes table linen laundry schedule with F&B dept.

Page 15: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Work that others can do as well as the G.M.

Work that is less important than other work

Work that should be learned by more than one person

Management Basics: Delegation

What work might be delegated by the G.M.?

Allows the G.M. to do most important things first

Effective process to train employees

Allows more work to be accomplished

Improves controls

Delegation benefits for the G.M.

Page 16: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Delegation (continued…)

Organizational climate necessary for delegation

Assign specific duties & responsibilities to employees

Grant sufficient authority for carrying out assignments

Supervisor & employees agree on expected results

Managers make feedback system to measure progress

Communicate responsibilities to minimize confusion

Steps in effective delegation

Page 17: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Flow of Communication

Multi-directional communication

Formal channel (example): coaching

Informal channel (example): grapevine / rumor mills

Managers/ Supervisors

Department Heads(Executive committee)

G.M.

Employees

Vertical Comm.

Horizontal Comm.

Managers/ Supervisors

Page 18: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Motivation

Poorly motivated staff

Inconsistent performance for required quality or quantity standards

Guest dissatisfaction

Increased operating costs

Hotel suffers

More motivated employees’ leave

Page 19: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Motivation (continued…)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

Page 20: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: LeadershipEffective leaders will:

implement the property’s Mission Statement

have an objective & 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 successachieve a reputation for quality service consistently delivered to guests

cultivate a reputation for fairness and honesty

Page 21: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Management Basics: Discipline

Steps in a progressive discipline process

Discipline: activities reinforcing desired performance

or correcting undesired performance.

Oral warning (no entry in employee’s record)

Discharge

Oral warning (entry in employee’s record)

Written reprimand

Suspension for specific number of days

Page 22: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

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

More control over work responsibilities

Make work assignments within the team

Schedule themselves

Evaluate each other’s work

Assign compensation increases

Team Building Tactics

Self-directed team

To be a good team leader, the G.M. must

Page 23: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M. Competencies

G.M.s never have a daily routine; every day is different

Daily involvement in guest relations are quite visible

Actual daily activities undertaken by a G.M. vary from day-to-day & month-to-month as well as from property-to-property

G.M. is on duty eight or more hours daily and is often on-call even when not on the property

Page 24: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M. Competencies: Employees

Possible interactions with employees: positive examples

Daily conversations with long-term staff

Learning employees’ suggestions about possible operating improvements

Welcoming new staff to the team

Congratulating personnel about significant events in 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 at a company picnic enjoy themselves

Observing staff who participate in community organizations/activities

Page 25: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

G.M. Competencies: Employees

Possible interactions with employees: negative examples

Disciplining or terminating staff

Confronting staff known to be stealing

Learning about illegal acts committed off-property by staff

Assigning work responsibilities to cover “no show” employees

Discovering employee “sabotage”

Supervising staff violating 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 why they did not get promotions they sought

Page 26: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Possible interactions with guests: positive examples

Interacting with frequent guests

Receiving spontaneous “Thank You Notes” from happy guests

Observing hotel guests celebrate significant family / professional occasions

Providing service / assistance to guests

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

Interacting with frequent guests

G.M. Competencies with Guests

Page 27: Management and Supervision Skills for the G.M.. The G.M. Sets the Pace G.M.s feelings & actions about issues will likely impact hotel staff attitudes.

Possible interactions with guests: negative examples

Interacting with police called to hotel for disturbances 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

Interacting with police called to hotel for disturbances or illegal guest activities

G.M.Competencies with Guests


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