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Chapter 2 The Hotel General Manager. Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle.

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Presentation on theme: "Chapter 2 The Hotel General Manager. Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle."— Presentation transcript:

1 Chapter 2 The Hotel General Manager

2 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Responsibilities GMs GM’s Tasks Investor Relations Community Relations Brand Affiliation Management Executive Committee Development Property Management The single most important human variable affecting a hotel’s short-term profitability “Wear many hats” (perform multiple tasks)

3 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ GMs’ ability to effectively inform investors and owners about current performance and future needs of their hotel(s) Responsibilities: Investor Relations Property’s Long-Term Success To successfully manage owner/investor relations: GMs’ Talents Financial analysis ability Proficiency in written communication Effective public speaking/presentation skills

4 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Continually monitor operational standards set by the brand to ensure property performance Communicate effectively with franchise brand officials about marketing and sales programs Improve profitable operation of hotel by using activities and programs offered by the brand Managing brand at the property level: Responsibilities: Brand Affiliation Management To successfully manage brand affiliation management: GMs’ Talents Well-developed interpersonal skills Persuasive ability Listening skills Effective writing ability

5 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Result of annual (or more frequent) inspections by franchise company Used as measure of effectiveness of GM, of hotel’s management team, and of owner’s financial commitment to the property Ensure franchiser-mandated standards are met by franchisee Becoming an important example of how the GM interacts with franchisers and/or management companies Quality Inspection (or Assurance) Scores Responsibilities: Brand Affiliation Management (cont.)

6 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Attract new businesses Expand tourism opportunities Provide input regarding local business community needs Hold charity events and fundraisers at the hotel Opportunities to assist the local community: Responsibilities: Community Relations To successfully perform community relations: GMs’ Talents Outgoing personality Well-developed social skills Effective public speaking & presentation skills

7 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Responsibilities: Executive Committee Facilitation Functional AreaResponsible For Human Resource ManagerHotel staffing needs ControllerAccounting for hotel assets and liabilities Front Office ManagerGuest services and sales Executive HousekeeperProperty cleanliness Food and Beverage DirectorFood and beverage production and service Security DirectorGuest, employee, and property safety/security Sales and Marketing DirectorRevenue production and promotions Chief EngineerUpkeep of hotel’s physical facility

8 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ General Manager Human Resource Manager Security Director Controller Front- Office Manager Executive Housekeeper Food and Beverage Director Sales and Marketing Director Chief Engineer Typical Mid-Size, Full-Service Hotel Department Organizational Chart Responsibilities: Executive Committee Facilitation (cont.)

9 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ That he/she must be an expert in specific day-to-day operations of each hotel’s department Wrong expectations regarding the GM: That he/she works with EOC to improve skills and efficiencies of the departments these individuals manage That he/she assists their professional development Right expectations regarding the GM: To successfully manage the EOC facilitation: GMs’ Talents Good listening skills Ability to evaluate/implement managerial training and development program Assisting in professional improvement and growth of EOC team Responsibilities: Executive Committee Facilitation (cont.)

10 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Responsibilities: Property Management To successfully handle property management: GMs’ Talents GM 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 Organizational and coaching skills Analytical and financial analysis skills Ability to anticipate guest needs Competitive spirit and high attention to detail

11 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Functional AreaPurpose PlanningTo establish goals and objectives OrganizingTo maximize deployment of resources Staffing/directingTo provide leadership Controlling/evaluatingTo measure and evaluate results Management Process Controlling & Evaluating Planning Organizing Staffing & Directing Responsibilities: Property Management (cont.)

12 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ What is the goal of providing in-room, high-speed Internet access to guests? Planning What needs to get done to keep staff “on task” with project-completion timelines? How will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service? Controlling/ Evaluating How will the hotel allocate necessary dollars to achieve this goal? Organizing Staffing/ Directing Responsibilities: Property Management (cont.)

13 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Hotel Admin. / Hotel and Restaurant Mgt. / Hospitality Admin. / Restaurant, Hotel, and Institutional Mgt. / Food Service Mgt. / Hospitality Business / Tourism Admin. / Culinary Arts Program Titles For Whom Designed for both traditional college students and nontraditional working students Wish to terminate their formal education after several years of study Have a BA degree in another subject and wish to gain knowledge of the hospitality industry Two-Year Degree Highly practical and current Practical professional instructors who may be well-connected in the community (assisting job placement) Benefits Skills Development: Formal Education

14 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Checklists: Admission requirements Program designs Advanced Degrees For Whom Four-Year Degree Have diverse faculty and quality facilities Offer an excellent learning environment Benefits Wish to complete a BA degree Seek to learn from a larger number of quality faculty Wish a “more advanced” degree than two-year Skills Development: Formal Education (cont.)

15 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Impact of advancing technology Impact of a changing workforce OJT trends/focuses for hotel GMs: Skills Development: On-the-Job Training OJT Learning activities designed to enhance skills of current employees Offered by management with intent to improve guest service and employee performance Generally no charge to employee for training

16 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Membership benefits/activities of local business associations (e.g., local chambers of commerce): Business/skills enhancement programs Networking opportunities Timely publications and seminars, including local economic data and best management practices In some cases, providing low- or no-cost training for entry-level workers Lobbying for business interests and facilitating public-private employment initiatives Updating on recent business thoughts and methods Business Associations Skills Development: Professional Development

17 Hotel Operations Management, 2nd ed.©2007 Pearson Education, Inc. Hayes/NinemeierPearson Prentice Hall Upper Saddle River, NJ Currently two major interests: Technology applications/human resource management Help readers stay updated on current information Serve certification, educational, social, and legislative needs of their members Hold monthly and annual gatherings Offer educational seminars/workshops Hold trade shows: Efficient way to see new product and service offerings of a large number of vendors in a short time Example of the hotel industry: Educational Institute of the American Hotel and Lodging Association Trade Associations Trade Publications Skills Development: Professional Development (cont.)


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