Ask for a paper of about 2500 about the qualities that middle and senior managers in hotels should have.

First, the foundation of success is that management details are in place.

Management is composed of details, and details are the basis for improving service quality.

1, the details in place depend on the change of concept. The same question will draw different conclusions from different angles, and the view on details depends on the manager's ideology and the manager's observation, insight and ability to analyze problems. Therefore, only by changing ideas can we pay attention to details and grasp the overall situation through details.

2. Strategic decision comes from detailed analysis. Strategic and tactical decisions are made through the analysis of clues. Management decision-making is also the result of analyzing market signs, trends and details in daily management. If you are not good at analyzing details, you can't make the right decision.

3. Hotel management is nothing serious. Only by doing small things well can great things be achieved. The quality of service depends on the meticulous work. Only when the service details are in place can guests feel the existence of the service and the hotel can realize experiential marketing. In the management of every detail, the level of management can be shown in the nuances. Only by doing small things that ordinary people don't pay attention to can we distinguish our hotel from other hotels, because all hotels are similar.

Second, the hotel is good or bad.

The quality of an enterprise lies in the rationality of its long-term existence as a social organization, with products and services to meet the ever-changing needs and profits as the purpose. As the collective quality and systematic quality of an organization, the pursuit of mission and ultimate goal is the quality of its team and culture. In other words, quality of enterprise is the quality of self-survival, self-improvement and sustainable development of an enterprise as an organism.

1. The leadership ability of the management is reflected in the detail management. As Brunotti said: "An entrepreneur should have a clear business philosophy and an infinite love for details." Managers of enterprises can't be hands-on, but they must be good at observing and have the ability to solve detailed problems and become role models for employees. Only in this way can the work of enterprises be truly done in detail.

2. The hotel ignores the cost of details. The work of a hotel is a link composed of details. If a detail goes wrong, this link will deviate from the center or even break. A delicious dish is decorated with coriander leaves, but there are yellow leaves or black leaves in the coriander leaves, and the aesthetic feeling of the dish will suddenly drop. A cigarette butt will make the hotel burn to ashes, and a wrong pricing will lose a market.

3. The gap between similar hotels is composed of details. The function of the hotel is the same, and there is not much difference between similar hotels. However, operators and consumers can clearly identify A, B, C and D, and the basis of this identification is the difference in details. For example, the Wang Fu Hotel and Lido Holiday Hotel in Beijing, guests can tell clearly from any angle.

4. Success comes from the accumulation of details. The success of the hotel depends on the accumulation of details, which is the embodiment of daily work flow, service regulations and service standards, especially the solution of individual cases. Success or failure depends on details. If you do well, you will succeed. If you don't do well, you will fail because of small losses.

Third, the essence of hotel detail management

The biggest thing in hotel management is safety, that is, the safety of hotel and guests' personal property, and safety work is composed of details, from the establishment and implementation of the system to the maintenance of equipment, the whole process constitutes safety management. Therefore, the essence of detail management is to do every job creatively.

1. Hotel details management is an innovation. Hotels all over the world are consistent in functional settings, and the difference between them is the subtleties that are ignored by ordinary people and well done by managers. These nuances are the result of innovative thinking and careful observation. Especially in management, whoever can change it and do it well is an innovation.

2. Detail management is the embodiment of management art. Management is not only a science, but also an art, and detail management is the embodiment of management art..

3. Quantification system of hotel composition details management. In hotel management, the pursuit of details is endless, but it can be measured. The measure is to formulate corresponding standards and norms to form a quantitative system of hotel management.

4. Detail management is the requirement of meager profit era. The market competition is becoming increasingly fierce, the profit space is gradually narrowing, and the economy has entered the era of meager profit. The hotel market is no exception. Every operator feels the pressure of falling profits, which shows an accelerating trend. Therefore, how to increase profits and how to maintain the existing profit rate has become a concern of operators. Leo Bell, a British industrialist, summed up the main points of making money in the era of meager profit as the six-character rule of "prediction, difference and innovation".

Four, zero defect service strategy

Zero defect service is the service concept, and detail management is the working principle. Only by adhering to this policy can we carry out this concept.

1. Market competition requires hotels to provide perfect services. Market competition not only makes profits tend to zero, but also makes services tend to be perfect. In this environment, spoiled consumers are very picky. Without the concept of zero defect service, it is impossible to provide perfect service and lose customers and market share.

2. Respond to customers' demands immediately. The demand of customers is dynamic and developing, which makes enterprises always in a passive position. In order to change from passive to active, we must provide services that meet customer requirements immediately and narrow the gap between hotel products and customer needs.

3. The purpose and pertinence of each service. Purpose is the purpose of service, and pertinence is the key to satisfy guests. Hotel service is to meet the needs of customers and realize the value of the hotel in the process of service. Therefore, the value of the hotel should be connected with the value of customers to form a value alliance. To do this, it is necessary to provide targeted services for every customer.

4. Let the service reach the standard in the first time. Hotel service is an interactive behavior, which can only be provided when guests come. This service is a process and experience that can be repeated, but the first impression and the first experience determine the satisfaction of the guests.