1. HOSPITALITY MANAGEMENT Ch. 16 HS

2. THE GENERAL MANAGER  General Manager – is a person responsible for the entire operation of one unit of a hospitality business  AKA Managing Director  Usually, have knowledge and experience in management, advertising, sales, marketing, design, engineering, finance, account, sanitation and safety  Top-level of management in a single-unit hospitality business  Delegates responsibilities to the each division manager  In small hotels, the front office manager will directly supervise employees  In large hotels, the front office is often divided into four categories: reservation, uniformed services, telecommunications, and front desk

3. MANAGEMENT TASKS Section 2

4. SET GOALS & OVERSEE CUSTOMER SATISFACTION  Main Goal of General Manager is to make sure that the business makes a profit  Must make sure that all employees, including division directors, department managers, and assistant managers, are focused on meeting goals  To determine customer satisfaction is by the number of repeat customers the business gets  Increased sales show customers are satisfied enough to return  Decreased sales show there are problems with customer satisfaction  Mystery Shoppers – is a person hired to anonymously stay at a hotel or eat a restaurant and observe the quality  Set standards for customer service and make sure they are met

5. CONTROL COSTS  Set Budgets  Budget – is a guideline for spending money  Are developed for each department  Monitor Purchasing, Receiving, and Inventory  Goods represent a major cost and investment of money  Make sure the business has the right amount of supplies to meet the customer needs  Can’t order too much or too little  Protect supplies from theft and spoilage  Control costs of supplies by approving all purchases

6. CONTROL COSTS  Cut Costs  Look for ways to reduce labor costs, food costs, supply costs and utility costs  Reduce waste  Make sure the workplace is safe  Good security

7. KEEP RECORDS  Generate many reports and financial records  Managers are responsible for keep these records  Needed for tax purposes and to determine the profit or loss  Files must be kept for each employee  Employee Personnel Files – files with information about each employee  Files contain evaluations, job descriptions, payroll, and benefit records  Files are confidential and should be locked up  Records are also needed for planning future needs of the business

8. MANAGE HUMAN RESOURCES  Hire and Train  Find the right person for the job  Provide appropriate training so person can succeed  Entry-Level Worker – is a worker with no previous work experience  Supervise  Means to oversee  Supervisor – is a manager who makes sure that each employee does his or her job properly  Is the manager closest to the workers  Available to answer questions or solve problems that occur while the employee is working  Trains employees on the details of their jobs  Plan Shifts  Schedules should be developed by taking the following items into consideration:  Upcoming events  The experience level of the employees  Holidays  Level of demand  Employees’ requests for certain shifts  Evaluation  Employee Evaluations – is a formal review and evaluation of an employee’s job performance (performance review or performance appraisal)  Help improve work performance  Provide a formal opportunity to communicate with the employee  Two types: annual review and performance review Four main tasks of Human Resources Management:

9. MAINTAIN THE FACILITY & OVERSEE SANITATION AND SAFETY  General manager is responsible for making sure the physical building, equipment, and grounds are properly maintained  In large businesses, responsibility is delegated to the engineering division  Make sure there is a schedule for regular maintenance  Responsible for making sure that employees are trained to use proper sanitation practices  Responsible for making sure that every employee understands the importance of safety and security  Must have sanitation of SAFE Serve certification  In large hotels, sanitation is the responsibility of the housekeeping department  In large restaurants, sanitation is the responsibility of the chef or kitchen manager  Security may be delegated to the security department  Safety training may be delegated to the human resources department

10. MARKET THE BUSINESS  General manager is responsible for increasing sales.  Must advertise and promote  Marketing includes all tasks done to increase sales

11. MANAGEMENT SKILLS Section 3

12. DELEGATION SKILLS  A company’s organizational chart shows how the general categories of responsibility are delegated  A good manager can assign the proper people to the smaller jobs in order to get the larger job finished

13. MANAGEMENT STYLES  Autocratic Style – manager gives orders to employees  Employees are expected to carry out the orders immediately and without questions  Management style does not share power with employees  Style is often necessary when training new employees or during emergencies  Bureaucratic Style – manager seeks to employee input before he or she makes a final decision  Manager has final authority, but listens to employees before making final decisions  Democratic Style - Manager shares the decision making with the employees  Manager builds trust, respect and commitment from his or her employees  Tends to be a good communicator and team leader  Laissez-faire Style – employees make all the decisions  Described as the “hands-off” approach  Is appropriate when employees are experienced and know what they are doing

14. ORGANIZATIONAL, MOTIVATION & COMMUNICATION SKILLS  Organizational Skills – are the skills that enable you to keep your tools and information in order  Also includes time management skills  Motivated Worker – is one who willing puts forth the effort of the job  Unmotivated employees do not perform well on the job  Recognition is the easiest and best way to motivate people  Rewards are essential  Work itself can motivate people  Opportunities for advancement  Professional development  Help employees meet the demands of their multiple roles in life  Flexible scheduling  Communication Skills  Managers need to know how to listen  Need to understand diversity  Include public speaking, presentations, interpersonal skills, and leadership

15. TECHNICAL & COMPUTER SKILLS  Managers must:  Have a basic understanding of how to operate each piece of equipment  Able to read and understand equipment manuals  Must understand how to maintain equipment to reduce repair costs  Must be able to use computers  Computers help managers complete:  Employee scheduling  Forecasting customer counts  Order supplies  Managing inventory  Collecting sales information  Keeping financial records  Must be able to understand how to analyze a spreadsheet  Must know how to use a computer to report the financial state of their department