How to institutionalize hotel management

At present, the common practice in domestic hotel industry is institutionalized management based on post responsibility system. Some famous hotel groups have summarized and introduced their own mature hotel management systems and norms, and the analysis of their post responsibility norms can be described as comprehensive. Moreover, these hotel management systems have been popular in the domestic hotel management market and widely circulated. Therefore, some newly built hotels and guesthouses regard these hotel management systems as sacred and bright, and actively transplant and introduce them. There are many successful cases in the process of introducing hotel management system. However, many hotel managers have found that although many norms and regulations have been formulated based on first-class hotels, they have not achieved obvious results. Many specific problems in hotel management can only be truly solved by the general manager's on-site office. So some hotel managers lamented that "system management is not as good as on-site management", and some hotels could not help but advocate "replacing system management with walking on-site management". On-site management efficiency is high, but the negative consequences are: the management system that the hotel has made great efforts to establish is a mere formality, and the main manager (general manager) of the hotel is stuck in specific trivial matters, and finally ignores the development plan of the enterprise, which leads to strategic mistakes of the enterprise to some extent.

So what is the key to the problem? After half a year's case study of seven five-star hotels, we find that the reason for the above problems is not that the hotel management system itself is outdated, but that the design of these hotel management systems does not aim at the most important problem link in the hotel business, and the core feature of all successful hotel on-site management is the problem management model. Therefore, the design of modern and efficient hotel management system must establish a mechanism based on problem management. That is, asking questions and studying problems. The problem solving mechanism puts forward the most typical problems in hotel operation and systematically solves them in the design of hotel management system.

Problem management flattens the management level. Problem management is a management mode of solving problems step by step by constantly asking questions. In fact, it has always existed in the practice of hotel site management, but there is no systematic summary in theory. Its main features are:

First, it aims to expand the thinking depth of all employees and activate their negative attitude of indifference to the current work situation;

Second, the management originally carried out by managers has become an institutionalized management with full participation, extending management to the front lines of office, service, marketing and logistics;

Thirdly, problem management advocates a sense of crisis, that is, employees should not only complete their duties and ask questions about their posts, but also ask questions about all the management and services of the whole hotel;

Fourthly, turn the problems found into the systematic content of daily activities of hotel management;

Fifth, management should focus on solving problems, rather than relying solely on organizational systems. So the management level is flat. For example, some hotels are carrying out institutional innovation, simplifying the original five-level management to three-level management.

Sixth, problem management strengthens the sense of responsibility of all leaders and ordinary employees and cultivates the sense of responsibility; Seventh, people are often limited by their own knowledge and insight, influenced by fixed thinking, and constrained by physical inertia. Problem management urges employees to constantly discover problems, surpass themselves and bring vitality to the organization.