1. The Hotel General Manager

2. Responsibilities G.M.s Investor relations Community relations
G.M.s’ tasks
Brand affiliation management
Property management
Executive Committee development
General 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.s
The single most important human variable affecting a hotel’s short-term profitability
“Wear many hats” (perform multiple tasks)

3. Responsibilities: Investor Relations
G.M.s’ ability to effectively inform investors & owners about current performance & future needs of their hotel/s
Property’s long-term success
To successfully manage owner / investor relations:
G.M.s’ talents
Financial analysis ability
Proficiency in written communication
Effective public speaking / presentation skills

4. Responsibilities: Brand Affiliation Management
Continually monitor operational standards set by the brand to ensure property performance
Communicate effectively with franchise brand officials about marketing & sales programs
Improve profitable operation of hotel by using activities & programs offered by the brand
Managing brand at the property level
To successfully manage owner / investor relations:
G.M.s’ talents
Well developed interpersonal skills
Persuasive ability
Listening skills
Effective writing ability

5. Responsibilities: Brand Affiliation Management (continued…)
Quality Inspection (or Assurance) scores
Result of annual (or more frequent) inspections by franchise company
Used 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 franchisee
Becoming an important example of how the G.M. interacts with franchisers and/or management companies
Brand inspection scores are used in property ratings, marketing efforts and even by owners, to partially determine G.M. and other hotel managers’ compensation/bonuses.

6. Responsibilities: Community Relations
Opportunities to assist the local community
Attract new businesses
Expand tourism opportunities
Provide input regarding local business community needs
Have charity events and fundraisers at the hotel
To successfully perform community relations
G.M.s’ talents
Outgoing personality
Well-developed social skills
Effective public speaking & presentation skills

7. Responsibilities: Executive Committee Facilitation
Functional area
Responsible for
Human Resource Manager
Hotel staffing needs
Controller
Accounting for hotel assets and liabilities
Front Office Manager
Guest services and sales
Executive Housekeeper
Property cleanliness
Food & Beverage Director
Food & beverage production & service
Security Director
Guest, employee & property safety/security
Sales & Marketing Director
Revenue production & promotions
Chief Engineer
Upkeep of hotel’s physical facility
Executive 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.

8. Responsibilities: Executive Committee Facilitation (continued…)
General Manager
Human Resource Manager
Security Director
Controller
Front Office Manager
Executive Housekeeper
Food & Beverage Director
Sales & Marketing Director
Chief Engineer
Notice 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

9. Responsibilities: Executive Committee Facilitation (continued…)
That he/she must be an expert in specific day-to-day operations of each hotel’s department
Wrong 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 manage
That he/she assists their professional development
To successfully manage the EOC facilitation
As 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’ talents
Good listening skills
Ability to evaluate / implement managerial training & development program
Assisting in professional improvement & growth of EOC team

10. Responsibilities: 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’ jobs
Organizational & coaching skills
Analytical & financial analysis skills
Ability to anticipate guest needs
Competitive sprit & high attention to detail

11. Responsibilities: Property Management (continued…)
Functional area
Purpose
Planning
To establish goals and objectives
Organizing
To maximize deployment of resources
Staffing / directing
To provide leadership
Controlling / evaluating
To measure and evaluate results
Management process
Planning
Controlling & evaluating
Organizing
Staffing & Directing

12. Responsibilities: Property Management (continued…)
Planning
What is the goal of providing in-room, high-speed Internet access to guests?
Organizing
How will the hotel allocate necessary dollars to achieve this goal?
Staffing / Directing
What needs to get done to keep staff “on task” with project completion timelines?
Controlling / Evaluating
How will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service?