How to manage the hotel well

Hotel management, like other management work, should be to manage good people first and then good things. As people often say, be a man before you do things. If you don't do well, you can't do well. If you don't manage well, you can't do well.

In management, it is the manager who is difficult to manage. Because everything is done by people, what do people think? What's the work style? Especially mental outlook? Both affect the quality and result of doing things.

Personally, I think the following six relationships should be handled well in management.

Guidance and blame-guidance is more important than blame.

By leadership, I think it means "leading, leading, guiding and guiding". As a manager, you should be a banner in front of your subordinates and let them see the direction of their work. A leader should be like a teacher, constantly reminding and helping his subordinates, constantly improving his work and raising his level.

The superior should not only warn your subordinates that this is not right, but also tell them what to do. There are some managers sitting on it, always finding fault with what their subordinates have done wrong, or blaming them indiscriminately, but they can't tell their subordinates how to do well and whether they will make mistakes.

As a subordinate, what I fear most is that my superiors will not give you advice or tell you whether you have done it right or not. I have seen such leaders. You ask him for a job, and you shoot him at the first word. But I can't tell you why. I think it's wrong to give you one last sentence, but I just can't. So you must be confused.

When you accuse your subordinates of doing something wrong, you should be able to give reasons and give correct guidance at the same time, so that your subordinates will not do anything wrong again. At this time, even if you accuse him, he will be happy to accept it, because after all, he has learned the right way to do things.

Suggestion: When you have no ability to guide your subordinates, you'd better not blame them. Or when you criticize your subordinates, you should give them a correct opinion at the same time. As a leader, you need ability and level, and you must be slightly better than your subordinates.

Praise and criticism-praise is more important than criticism.

Criticism is an indispensable part of management, and it is normal for superiors to criticize subordinates' work or subordinates' mistakes. The problem is to learn to criticize, and let criticism generate a kind of motivation, not to discourage the other party, not to generate negative emotions. This requires mastering critical skills when criticizing. We should pay attention to being well-founded, seeking truth from facts, paying attention to occasions, convincing people by reasoning, and not hurting the respect and personality of subordinates.

I once went to a hotel for training and asked a question "What is a general manager?". What is the responsibility of the general manager? As a result, the general manager is always unreasonable when he sees such an answer sheet. I can't discuss this answer in class. After the training, they told me that before the general manager, ducks and chickens kissed each other, one with a big mouth and the other with a small mouth, which made no sense. What good results do you think such criticism will have?

Praise is an affirmation of the work of subordinates, which makes them feel that what they have done has been seen by their superiors. He not only affirmed this subordinate, but also set an example for others. According to the theory of human needs, this is also a kind of satisfaction of respected psychological needs. It should be said that correct praise, especially high-profile praise, is to let everyone see what you are advocating and supporting. !

In the long-term management work, there is such a fallacy that you can't say you can't run unless you say you can't run. In fact, this ignores the positive role of praise. There is a fable about the wind and the sun in Aesop's Fables, that is, the stronger the wind blows, the more people have to wrap their sheepskin coats. When the sun came out and it was hot, people naturally took off their sheepskin coats. Therefore, as a leader, we should learn to praise. To some extent, praise is more effective than criticism.

Suggestion: Praise is a cost-free incentive. Even if you want to criticize your subordinates, you should also find out what aspects of this subordinate should be affirmed. While affirming the advantages, we should criticize them. After criticism, we should give the direction of our efforts and give some encouragement. This is the positive motivation. Some people compare this method to "sandwich criticism".

Reward and punishment-reward is more important than punishment.

Necessary economic punishment is indispensable in management, and the implementation of necessary economic punishment is also one of the effective management means. However, as the saying goes, "reward and punishment" should be "reward" first and then "punishment". At present, many enterprises blindly impose economic penalties, but there is no necessary reward, which is difficult to convince the public.

Regardless of rewards and punishments, rules and regulations must be formulated first, and then implemented, so that rewards and punishments can be based. Never punish before making rules, which will make people feel that management depends not on rules, but on people.

When imposing economic penalties, don't just talk nonsense like the free market and exorbitant prices, and deal with them according to the rules and established punishment standards. Let employees truly feel that "everyone is equal before the system", not different from person to person. There is a saying in the official proposal of the Qing dynasty that the people refuse to accept my ability and serve my people. This is a fact.

The financial punishment should be: first, the superior of the employee who made a mistake should talk to the employee once to let the employee know that he violated the system and should be punished financially. Let employees understand that it is not your superiors who have a hard time with you, but you who have a hard time with the system, so that there will be no personal contradiction between superiors and subordinates.

In order to make economic punishment have practical effect and serve the purpose of education, we should point out the problems when we find them, rather than settle accounts after autumn. Some enterprises, employees violate the system, no one pointed out. When paying wages, employees found that there was an iou in the salary, which failed to help and educate people.

In practical work, some managers think that "fine is enough" and talk about "fine", which is very annoying, and it will also cause a sense of depression to employees, which is not conducive to the full play of people's potential.

"Whale philosophy" reminds people to learn to pay attention to what others do right. Don't pick on others to do wrong like cats and mice. Learn to constantly discover the advantages of subordinates and praise and reward those who perform well in time, which will "win more prizes and be braver."

Create such an atmosphere, that is, harmonious interpersonal relationships and a pleasant working environment; Cultivate employees' sense of self-accomplishment; Encourage the advanced, establish a good atmosphere, and constantly improve performance; Enhance the spiritual strength of both managers and employees. People are no longer on tenterhooks all day, fearing that they will be punished financially after getting paid, but fighting for rewards.

Suggestion: As a manager, you should make statistics once a year, compare the amount of fines and rewards, and see which figure is larger, and you will know what level your management is at. Departments with more fines may not be well managed and work efficiency may not be high; On the contrary, with appropriate rewards, employees will feel comfortable, managers will feel comfortable, and their performance will be significantly improved.

Service and control-service is more important than control.

Control is one of the five functions of management activities (planning, organizing, controlling, encouraging and leading), and managers should control the whole process of the cause, development and result of a thing from the perspective of management. Such as supervising the activities of employees, supervising assets and business activities, and controlling the whole process of quality. Its purpose is to make the enterprise develop healthily according to the determined goals and directions. However, in practical work, people often ignore the function of superior to subordinate, which is a serious contradiction between control and being controlled.

Management itself is service, and the responsibility of managers is to determine the goals of enterprises and provide employees with the conditions needed to achieve them, so service is more important than control in practical work.

As early as more than 20 years ago, I put forward the idea of "three services" in hotels, that is, the second line serves the first line, the leadership serves the employees, and all the employees serve the guests. Through the respect of superiors for subordinates, we can do practical things for subordinates, be good at logistics and serve subordinates well, so that employees can have a sense of identity with the enterprise and its culture, so as to form a joint force.

Only by doing a good job of control in a harmonious working environment can we better play the role of control. An enterprise should form a unity of interests with employees, so that employees will feel that they are not working for others, but for themselves, so that the relationship between the controller and the controlled will not be awkward.

It is the best and most effective management method to embody control in service. Hotel industry is a labor-intensive industry, and it is also an industry that directly faces consumers and has great difficulty in quality control. All-weather business, a service chain that closely covers another link, is not enough to rely solely on human control. For example, employees who work at night can't get a rest after work, and they will doze off at night. Inspection and punishment alone cannot solve the problem. Managers should first solve the rest problem of employees who work at night, so that the probability of problems will be much smaller.

Suggestion: As a manager, you should always remind yourself that you are a manager in your own behavior, but at work, you should always remind yourself that if you want employees to devote themselves to their work, you should first think about what you can do for your subordinates. I also know what subordinates need you to do. If you provide more and better services, the control work will be smooth. Therefore, control should be embodied in the process of service.

Models and systems-Models are more important than systems.

Most enterprises have a complete system, but these systems are basically the product of some literati behind closed doors, or copied. After the system is finalized, it is mostly written on paper, or hung on the wall in the cupboard, and put on the shelf as a facade for superior inspection or competition. There are not many practical or real applications.

I don't object to the establishment of rules and regulations, but there must be rules to follow, which also sets a rule for the operation of enterprises. But the key question is whether it can be really implemented?

It is important to have a system and implement it, but the leading role of managers can not be ignored. There are many strange phenomena now, and those who make the system are often those who destroy it. This makes the system look pale and powerless.

As the saying goes, the power of example is infinite. It is better to show off than to lose your voice. Fish begins to stink at the head explained this truth. As a manager, you must do it and ask employees not to do it first; Ask employees to do what they do first. Managers can be seen at critical moments and difficult times, so do you still need to restrain employees with systems? Therefore, it is not enough to manage people by the system alone.

You are the manager, and you supervise the employees all the time. In fact, employees always supervise you, but you can exercise your power through supervision.

I often say in my work that I have written many systems, at least I signed them for approval. But at work, let alone employees, even I seldom look at those systems. People don't look at the system, but more at the managers around him. Managers are like a mirror. The mirror is bright and smooth, and the employees will follow you without deformation. An uneven mirror is a mirror, and employees' work will be deformed.

Suggestion: Strike while the iron is hot. To be a qualified manager, you must first learn to set an example. First, be a good employee. If you can't do this, then don't be a manager at all. When you can't do it, don't say those beautiful words that only employees can hear, so the negative impact will be even greater.

Retaining people and recruiting people-retaining people is more important than recruiting people.

The "enterprise" of an enterprise is the combination of "person" and "stop". "Stop" can be understood as "stop, stop, stop, ban" and so on, that is to say, people in an enterprise must be able to stay, which is called an enterprise, otherwise it is called a free market.

At present, the turnover rate of personnel in enterprises, especially in the service industry, is relatively high, and many units are worried that they will not be able to recruit people and raise the living. I have been studying the problem of recruitment all day, and I have done little research on the problem of retaining people. In my opinion, retaining people is more important than recruiting people.

At the beginning of the business, recruiting people is the main contradiction, that is, what kind of people are needed? Where can I recruit people? How to attract people? The main contradiction is to recruit and retain people. We should try our best to create personal development space for employees. We should cultivate, motivate, inspire and use good people from two aspects: material needs and spiritual needs. Let employees identify with the enterprise and share joys and sorrows with the enterprise.

I have talked to employees many times, and I asked them why they left their jobs. Welfare and work were discussed before you came. You agreed, but why did you leave? They say that the working environment and atmosphere are not good and they are unhappy at work. This requires us to improve our working methods and think about problems from the perspective of humanized management.

On the issue of labor costs, many enterprises only consider direct labor costs and ignore indirect labor costs. A mature employee and a new employee create different values for the enterprise. Take the hotel as an example. Without professional training, the service quality cannot be guaranteed, the work efficiency will not be high, and there are more opportunities for equipment damage, and some even cause personal injury. New employees will completely offend guests because of improper service, which will affect the efficiency of enterprises. Although the salary of a new employee is not high, the indirect cost he caused is intangible and incalculable. According to the calculation of relevant international organizations, the cost of replacing an employee is 3000-5000 dollars, and the cost of replacing a manager is 20000-35000 dollars. A world-famous hotel management master once said that if you can't keep employees, you can't keep guests. If an enterprise's business wants to prosper, it must first make employees feel prosperous.

Suggestion: When calculating labor costs, don't forget to calculate indirect labor costs. Only by retaining employees can business flourish. Also, warn those who only know how to reduce direct labor costs and don't know how to waste indirect labor costs. If they can give back some indirect labor costs to employees, they will not lose employees, and the value they create will far exceed your salary. This is a profit account with small input and large output.