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Best Oriental Joey: Armed Hotel in Chaos in the Information Age

A tropical butterfly flapping its wings gently may bring a hurricane to a distant country, which is the famous "butterfly effect" in chaos. Butterfly effect means that in a dynamic system, a small change in initial conditions can drive the whole system to produce a long-term and huge chain reaction.

In the information age, the "butterfly effect" has become more and more common. This is especially true for hotels that are famous for their details. Therefore, if the hotel wants to be in an invincible position in the information age, it must pay attention to "chaos", find the crisis from chaos, find the direction from chaos, manage talents from chaos, and be a sustainable and profitable hotel.

Discover the crisis from the subtleties

The information society is complex and sudden. The network makes the speed of information dissemination unprecedented. A person can become famous overnight or decline overnight. In addition, the hotel itself is a place full of stories, so any hotel news will be expanded to 10 times, 100 times or even 1000 times through the network, and it will produce corresponding results in the real world, which will often cause a major blow to the hotel. Moreover, because the words and deeds of the person in charge of the hotel can even affect the public image of the hotel, the reputation of the hotel is increasingly difficult to protect.

In addition, the negligence of a detail of hotel staff may be well known because of online comments, and it will also affect the image of the hotel in the eyes of potential customers. Therefore, for some hotels that have just established their brands, it is more important to do the details well and comprehensively.

Therefore, the "butterfly effect" makes brand safety an important topic for enterprises today. But through the characteristics of "butterfly effect", we should pay more attention to the inevitability behind it, that is, the order behind disorder.

The Hilton Chongqing incident in June 20 10 brought great shock to the hotel industry. Although the Hilton Chongqing Hotel was ordered to close down due to "pornography", it was properly handled and reopened. Although this has affected its reputation, there is no doubt that "reopening" has minimized the losses. This is first attributed to Hilton's loyal customers, and then depends on their mature crisis coping strategies. It is conceivable that if it is not handled in time, the closure of the hotel is likely to turn into a brand reputation crisis. This is fatal to an internationally renowned brand.

The core enlightenment of the "butterfly effect" is to attach importance to discovering and containing the "initial conditions" and not to treat any trivial matter lightly. Therefore, mature crisis management needs not only a set of coping mechanisms, but also the ability to respond quickly. Only by curbing the "butterfly effect" at the first time can we avoid the storm.

Find the direction from disorder

The flood of information generated by informatization not only makes it difficult to distinguish between true and false information, but also makes people excessively pursue the integrity of information. However, in the existence and theory of so-called honesty, too much information brings trouble to hotel decision-making.

There is a famous metaphor about ants in herbert simon's "bounded rationality" decision model: an ant on the beach is going to climb to its nest. It knows the general direction of the nest, but it can't predict the specific route, so it leaves a tortuous trajectory, which shows the complexity of the coast and the limited vision of ants. Simon compares ants to people and thinks that people's cognitive ability is limited. In a complex environment, people can't make the best decision, only the most satisfactory one. Simon's "bounded rationality" decision-making model is a kind of "chaotic decision-making", which is also applicable to the hotel industry. Ant nest can be compared to the strategic goal of the hotel, which is the direction of the hotel. However, in this process, the information is changing and the route is also changing. It is impossible to do practical work by clinging to the perfect route or complete information.

Since the route is so tortuous, we should pay attention to the direction of decision-making, but what determines the direction? Clients. Only customers can decide the future direction of the hotel, and the future direction depends on the individual needs of different customers.

Customer demand itself is a complex chaotic system: changeable, fuzzy and extremely disorderly. In order to meet the chaotic demand of customers, we naturally need "chaotic products", which is what we often call "personalized service". We should start with the details, abandon some traditional service concepts, and dig deeper into customer needs.

In the ultimate sense, in today's era, it is difficult for hotels to retain consumers for life. Because they have the right to compare and select the best by using network information resources, it is a great challenge for hotels to improve brand loyalty. And whoever can combine "chaotic strategies" such as "chaotic decisions" and "chaotic products" will become the biggest winner in the market.

Managing talents from chaos

The high turnover rate of hotel talents has always been a very difficult problem. The information age makes this problem more prominent.

Automated network work makes employees' mentality more and more lonely or indifferent. Face-to-face communication between people is reduced, replaced by commands and execution close to program code. In addition, information technology extends managers' desire to control, especially hotels, where monitoring equipment is readily available. As long as you are willing, you can see every move of the staff at any time, and the loyalty of the staff to the hotel can be imagined. It's just that this runs counter to the original intention of informatization.

The intensification of talent flow and competition is rooted in the fact that informationization has given talents more choices. Information technology makes excellent hotel talents "* * *" shared by all people. Hotels used to choose employees, but now employees choose hotels. Due to the scarcity of outstanding talents, there are fewer and fewer hotel choices; On the contrary, employees have more and more choices. The status of hotels and employees has changed.

Faced with this trend, the traditional management methods to "control" the brain drain are outdated. Today's managers must throw away the word "control" and reposition management. Shifting the focus of management from behavior to mind and releasing the mind-this is exactly in line with the essence of "controlling chaos".

Management is giving people freedom, which sounds a bit contradictory, but it is an out-and-out fact. This is an era when everyone is a creator, and young people with flamboyant personality will undoubtedly become the leading force in the future of the hotel. To retain talents, we must first satisfy their nature of pursuing freedom, especially for "highly independent knowledge workers" such as hotel managers. Their subjective consciousness is beyond imagination, and the most important thing is that their work cannot be monitored, so their management can only be a kind of "self-management". This is not only the trust in employees, but also the goal pursued by modern management.

"Chaos control" is not without leadership, but "chaos leadership". Effective leadership is not just a choice between dictatorship and democracy. Paul, founder of situational leadership? Hesse has long pointed out that it is very biased to think that leaders are either democratic or dictatorial. Therefore, a single leadership style cannot achieve the goals of the enterprise.

For example, the contradiction between hotel managers and owners has a long history. In terms of "leadership" and "control", it is precisely because they do too well and share too clearly that contradictions finally arise. "Clear water means no fish", which is what "chaotic leaders" said. If an owner always uses monitoring means to restrict the manager's every move, then his management will not go smoothly and he will lose his prestige among employees. Therefore, as a leader, we must first transcend technicalism and our own desire for control; Secondly, we should have advanced leadership ideas and practice the ability of "chaotic leadership" that integrates various leadership styles.

In addition, it is a natural phenomenon that the so-called iron camp is flowing and the talents are flowing. The key is to build a solid core team and consolidate the core of the team. In the past, we always said that a first-class team should have a first-class corporate culture, but today enterprises must raise the culture to the height of faith. As for how to establish faith, it will be another severe challenge, which will also be the key to solve the problem of hotel talents.