1. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Management of Lodging

2. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Role of Managers Management: the effective coordination of individual efforts to achieve established goals.

3. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Four basic functions of management:  Planning  Organizing  Directing  Controlling Management Functions

4. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Planning  The process of examining the future and establishing goals for an organization. Short-range Goals: a term used to describe goals that are to be achieved in the very near future. Long-range Goals: a term used to describe goals that are to be achieved over an extended period of time.

5. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizing  Actions designed to bring together and arrange the resources of a group to help it achieve its goals.

6. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Who will be responsible for making organizing decisions? Which managers will be in charge of meeting specific goals? Who will determine the number of additional individuals needed to achieve our goals? Who will identify other additional resources needed to achieve our goals? What organizational business structure will best help us meet our goals? When Organizing Resources, Managers Answer the Following Questions

7. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Directing  The process of supervising staff members in the workplace. Includes: leading and inspiring others teaching new skills and attitudes helping workers develop creating systems that compensate workers fairly

8. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Controlling  The process of comparing actual results to planned results and taking corrective action as needed. Includes: checking-up or following-up on assigned tasks comparing actual results with planned results comparing progress with projections eliminating obstacles that hinder goal achievement

9. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Management Principles Sample Management Principles: 1. The good of the organization must be put before the good of the organization ’ s individual members. 2. The responsibility to achieve organizational goals should be accompanied by the authority to do so. 3. Discipline in an organization is necessary but must be impartially applied.

10. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. 4. A worker should have one (and only one) immediate supervisor. 5. Pay rates within an organization should be established fairly. 6. There should be clear lines of authority for use in achieving organizational goals. Authority: the power or right to direct other ’ s activities and to enforce their compliance. Management Principles

11. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Management Science and Art “ Is management a science or an art? ” The science of management teaches a manager to “ know. ” The art of management teaches a manager to “ do. ”

12. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Hotel Management Structure  Organizational Chart: a visual portrayal of the jobs and positions of authority within an organization. In larger hotels In smaller hotels

13. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Role of the Hotel General Manager Key responsibilities of a hotel G.M.:  Owner relations  Staff development  Property management  Brand affiliation management  Community relations

14. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Owner Relations FF&E: the term used to refer to the furniture, fixtures, and equipment used by a hotel to service its guests. www.AmericanHotel.com Talents required for success in this portion of the job:  Financial analysis  Proficiency in written communication  Effective public speaking/presentation skills

15. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Staff Development Role Model: an individual who displays positive personal and professional characteristics that others find desirable. Mentor: to serve as a personal teacher. Also, one who mentors.

16. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Property Management On any given day, a G.M. must know: The number of guests that will be arriving The number of guests that will be departing The total number of rooms to be sold That a record of each arriving guest ’ s name has been created and is readily available The room rate to be paid by each guest

17. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Property Management Line-level: those employees whose jobs are most often non-supervisory. These are typically positions where the employee is paid a per-hour wage (not a salary) and performs a recurring and specific task for the hotel. Sometimes referred to as an “ Hourly. ”

18. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Property Management Through observation, G.M.s should be able to determine that: Cleaning procedures used in the breakfast area must be improved The maintenance tool storage area should be reorganized “ Comp ” room reports need to be submitted, with a justification for each comp, to the G.M. ’ s office on a daily basis if this is not currently being done Comp: short for “ complimentary ” or “ no-charge ” for products or services.

19. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Property Management Talents required for this part of the job:  Organizational and coaching skills  Analytical and financial analysis skills  The ability to anticipate guest needs  Competitive spirit  Tremendous attention to detail

20. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Brand Affiliation Management Quality Inspection Scores: sometimes called Quality Assurance (QA) scores, these scores are the result of annual (or more frequent) inspections conducted by a franchise company to ensure that franchisor-mandated standards are being met by the franchisee. www.bestinn.com

21. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Brand Affiliation Management Talents required to successfully address this aspect of the job:  Well-developed interpersonal skills  Persuasive ability  Listening skills  The ability to write effectively

22. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Community Relations www.sobenightsonline.com Community efforts that often involve a G.M.:  Hosting and attending charity events  Assisting with community fund-raisers held at the hotel  Interacting with community organizations seeking activity sponsorships

23. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Community Relations Talents required include:  An outgoing personality  Well-developed social skills  Effective public speaking and presentation skills

24. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Role of the General Manager ’ s Supervisor While the G.M. is the highest-level manager at the hotel property, one or more of the following groups will hold the G.M. accountable for his or her actions: The hotel ’ s owners/investors A management company The hotel ’ s brand managers

25. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Owner/Investor Supervision www.sba.gov Advantages of reporting directly to the hotel ’ s owner:  Better understanding of ownership goals and objectives  Direct access — rapid answers to operational questions  Clear Lines of Authority: a direct superior-subordinate relationship in which one person (the superior) is completely responsible for directing (exercising control over) the actions of another (the subordinate).

26. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Owner/Investor Supervision Disadvantages of reporting directly to the hotel ’ s owner:  Lack of owner experience in hotel operating methods Direct Bill: a financial agreement whereby a guest is allowed to purchase hotel services and products on credit terms.  Multiple lines of authority — when ownership is held by two or more partners, or by a company with many owners  Issues of multiple loyalties www.tharaldson.com

27. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Management Company Supervision Regional Manager: an individual responsible for the operation of multiple hotels in a designated geographic area. In some companies, the person ’ s title may be Area or District Manager. www.Richfield.com

28. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Brand Supervision  Brand Monitored Hotels  Brand Owned Hotels Sole Investor: a single investor that owns 100% of a hotel. A sole investor may be an individual, a company, or another financial entity.

29. Hayes/Ninemeier: Foundations of Lodging Management. (C) 2006 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Brand Supervision Reasons brand managers may become hotel investors:  Serving as the hotel ’ s management company at the request of an owner  Serving as the hotel ’ s management company at the request of a lending institution that has taken possession of the hotel  Serving as the hotel ’ s management company while a hotel is being sold