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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.

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Presentation on theme: "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."— Presentation transcript:

1 Management and Supervision Skills for the G.M.

2 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. InfluenceLevel of morale Desired product & service quality Employee turnover rates

3 G.M.s Must Manage: Organizational Levels Of resources available, people (human resources) are the most complex and important for success! Entry-Level EmployeesTop-Level Management (G.M.) Middle-Level Management (Department Heads) Supervisory-Level Managers (Supervisors/Managers)

4 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 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

5 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 AdministrativeTechnical Skills

6 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 organizationOthers in community How the hotel can meet and exceed guest expectations Guests

7 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)

8 Evolution of Traditional Hotel H.R. Practices TraditionalContemporary Manager-focused work unitTeam-focused work unit Manager is dominantManager is supportive Emphasis on technical skillsEmphasis on employee facilitation skills Manager seeks stabilityManager encourages change Manager tells and sells personal viewsManager listens Manager personally responsible for resultsManager shares responsibility for results Manager personally solves problemsTeam problem-solving is employed Fear and pressure used to motivate staff Pride, recognition, and growth are used to motivate staff Autocratic (dictatorial) decision styleParticipative decision style Individual behaviorTeam behavior

9 Evolution of Traditional Hotel H.R. Practices (continued…) TraditionalContemporary G.M. forces complianceG.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 styleProactive management/supervision style Bureaucratic “rituals”Flexible routines Top down – one way communicationMulti-directional communication Hierarchy of controlEmpowerment PowerConsensus Short-term H.R. strategiesLong-term H.R. strategies

10 Management Basics: Planning Vision Mission StatementLong-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

11 Management Basics: Decision Making Routine and repetitive decisions made after considering policies, procedures, or rules Infrequent decisions requiring creative decision making abilities Programmed decisionNon-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?

12 Management Basics: Decision Making Approach Manager makes decisions unilaterally Manager makes decisions after input from others Manager allows team to make decisions TraditionalRecentContemporary Continuum of decision making

13 Management Basics: Decision Making (continued…) AdvantagesDisadvantages Group decision making 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

14 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 commandSpan of control Distribution of authority Types of authority Used byExample AdvisoryStaff 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 dept.

15 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.

16 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

17 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

18 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

19 Management Basics: Motivation (continued…) Strategies to motivate employees Follow sound management advice Effective orientation Train correctlyManage a professional hotelSupervise as you want to be supervisedEncourage effective communicationManage a friendly hotelHelp your employees succeed

20 Management Basics: Leadership Effective 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 success achieve a reputation for quality service consistently delivered to guests cultivate a reputation for fairness and honesty

21 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

22 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

23 G.M. Competencies G.M.s never have a daily routine; every day is differentDaily 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

24 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

25 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

26 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

27 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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