2Responsibilities G.M.s Investor relations Community relations G.M.s’ tasksBrand affiliation managementProperty managementExecutive Committee developmentGeneral Manager (G.M.) is the title traditionally used to identify the individual at a hotel property who is responsible for final decision making regarding property-specific operating policies and procedures; also he or she is leader of the hotel’s management team.responsibilities involved in any G.M. position will vary based on factors including ownership structure, location and type of property.Interests among guests, employees, owners and GMs may conflict with each other. Ask students whose interest they would consider to be the most important, under which condition?G.M.sThe single most important human variable affecting a hotel’s short-term profitability“Wear many hats” (perform multiple tasks)
3Responsibilities: Investor Relations G.M.s’ ability to effectively inform investors & owners about current performance & future needs of their hotel/sProperty’s long-term successTo successfully manage owner / investor relations:G.M.s’ talentsFinancial analysis abilityProficiency in written communicationEffective public speaking / presentation skills
4Responsibilities: Brand Affiliation Management Continually monitor operational standards set by the brand to ensure property performanceCommunicate effectively with franchise brand officials about marketing & sales programsImprove profitable operation of hotel by using activities & programs offered by the brandManaging brand at the property levelTo successfully manage owner / investor relations:G.M.s’ talentsWell developed interpersonal skillsPersuasive abilityListening skillsEffective writing ability
5Responsibilities: Brand Affiliation Management (continued…) Quality Inspection (or Assurance) scoresResult of annual (or more frequent) inspections by franchise companyUsed as measure of effectiveness of G.M., of hotel’s management team, and of owner’s financial commitment to the property.Ensuring franchiser-mandated standards are met by franchiseeBecoming an important example of how the G.M. interacts with franchisers and/or management companiesBrand inspection scores are used in property ratings, marketing efforts and even by owners, to partially determine G.M. and other hotel managers’ compensation/bonuses.
6Responsibilities: Community Relations Opportunities to assist the local communityAttract new businessesExpand tourism opportunitiesProvide input regarding local business community needsHave charity events and fundraisers at the hotelTo successfully perform community relationsG.M.s’ talentsOutgoing personalityWell-developed social skillsEffective public speaking & presentation skills
7Responsibilities: Executive Committee Facilitation Functional areaResponsible forHuman Resource ManagerHotel staffing needsControllerAccounting for hotel assets and liabilitiesFront Office ManagerGuest services and salesExecutive HousekeeperProperty cleanlinessFood & Beverage DirectorFood & beverage production & serviceSecurity DirectorGuest, employee & property safety/securitySales & Marketing DirectorRevenue production & promotionsChief EngineerUpkeep of hotel’s physical facilityExecutive Operating Committee (EOC) comprise the hotel’s management team members (generally department heads) responsible for departmental leadership and over-all property administrations.An important skill needed by G.M.s is the ability to provide “direction” to his or her departmental managers. The slide shows what the G.M. is responsible for in each functional area. To provide effective direction and consultation with departmental managers, the G.M. does not have to be an expert in the specific day-to-day operation of each hotel department, but must be familiar with (or make efforts to stay abreast of) current trends, issues and technology in each department.
8Responsibilities: Executive Committee Facilitation (continued…) General ManagerHuman Resource ManagerSecurity DirectorControllerFront Office ManagerExecutive HousekeeperFood & Beverage DirectorSales & Marketing DirectorChief EngineerNotice that the G.M. represents the highest management level on the property, and that he / she directs the work of middle-level managers.Typical mid-sized, full-service hotel department organizational chart
9Responsibilities: Executive Committee Facilitation (continued…) That he/she must be an expert in specific day-to-day operations of each hotel’s departmentWrong expectations regarding the G.M.Right expectations regarding the G.M.That he/she works with EOC to improve skills & efficiencies of the departments these individuals manageThat he/she assists their professional developmentTo successfully manage the EOC facilitationAs a segment of the G.M.’s tasks, the text discusses the importance of successful executive committee facilitation. The text notes that “ most successful managers can point to one or more individuals in their lives who took the time to “show them the ropes”.G.M.s’ talentsGood listening skillsAbility to evaluate / implement managerial training & development programAssisting in professional improvement & growth of EOC team
10Responsibilities: Property Management G.M. should be able to direct overall property management.Process of planning, organizing, staffing, directing, controlling and evaluating human, financial and physical resources, to achieve organizational goals.To successfully handle property management:G.M.s’ jobsOrganizational & coaching skillsAnalytical & financial analysis skillsAbility to anticipate guest needsCompetitive sprit & high attention to detail
11Responsibilities: Property Management (continued…) Functional areaPurposePlanningTo establish goals and objectivesOrganizingTo maximize deployment of resourcesStaffing / directingTo provide leadershipControlling / evaluatingTo measure and evaluate resultsManagement processPlanningControlling & evaluatingOrganizingStaffing & Directing
12Responsibilities: Property Management (continued…) PlanningWhat is the goal of providing in-room, high-speed Internet access to guests?OrganizingHow will the hotel allocate necessary dollars to achieve this goal?Staffing / DirectingWhat needs to get done to keep staff “on task” with project completion timelines?Controlling / EvaluatingHow will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service?