How to improve the executive power of hotel managers

It is not difficult to establish hotel systems, procedures, norms and standards, but it is difficult to implement them accurately and strictly; It is not difficult to assign tasks. What is difficult is whether the implementation is in place and meets expectations. This is whether the hotel management has achieved its due execution. The problem of execution often puzzles managers at all levels. In order to improve the execution, the author thinks that we should do the following four aspects: strict organization, strong supervision, paying close attention to implementation and paying attention to details. A well-organized organization is the process of publicity, training, release and implementation. The so-called well-organized means: publicity, to fully explain the significance of the system and tasks; Training, so that employees should not only know why, but also know why; The task should have a clear goal, and the responsibility should go to people; The implementation of the system is from simple to complex, from loose to tight, step by step, supporting. In the organizational stage, we should not only ignore the omissions, but also spend more time and energy to do them seriously according to the above requirements. Only when the organizational stage is light can it be realized in the implementation. For a long time, business hotels only require department managers to attend a regular meeting once a week, without submitting written materials. The new general manager will implement a new system among department managers: department managers are required to hand in their work diaries every day and attend daily work meetings. Before the implementation of this system, the new general manager spared no effort to publicize the benefits of this system to the department managers, and at the same time, he was in no hurry to ask everyone to do it in one step. First, he holds three morning meetings a week (one of which is also a weekly work plan meeting), writes more and less in his diary, and doesn't comment on poor writing. After a period of implementation, everyone gradually developed the habit of keeping a diary. After a quarter, it was completely on track. With the work diary, the general manager can give instructions on some problems reflected in the diary before the morning meeting, or arrange a special meeting to solve them after the morning meeting. In this way, the content of the morning meeting every day only involves three necessities: those that must be emphasized, those that must be notified and those that must be coordinated at the meeting, which greatly shortens the time of the morning meeting and overcomes the phenomenon that everyone took turns to speak at the meeting in the past, and everyone was listening and even wrangling with each other. In the organizational stage, we should also rely on the influence of corporate culture. Corporate culture embodies the values of the group and the spiritual concept that the enterprise advocates, and leads the ideological trend and ideology of employees through various carriers such as systems, policies, slogans (including the general manager's speech at the staff meeting) and theme activities. In the organizational stage, we should vigorously promote "executive culture" and "responsibility culture" to make employees understand that the hotel will reuse and promote those who are effective and hard-working in implementing the hotel's systems and tasks, reward and trust those who are practical and responsible, and oppose bad styles such as quick success, impetuous hypocrisy, laziness, and saying better than doing better. Second, supervise the implementation of strong systems, procedures, norms and standards. , and the arrangement of tasks and work. If left unchecked, it is likely to be deformed or even not implemented, thus failing to achieve the expected goal. Therefore, in the process of implementation, supervision and guidance become the main responsibilities and contents of managers, especially grass-roots managers. Practice shows that subordinates must do what superiors ask them to do first; If the lower level is required to hold a meeting, the higher level itself must learn first; Require subordinates to work hard to complete the task, and superiors must take the lead. The power of example is enormous, and only managers who practice it can make a strong voice in supervision. Of course, the strength of supervision lies not only in the frequency and strength of supervision, but also in the professionalism and personality charm of managers themselves. The higher the professionalism, the higher the prestige among employees; The stronger the personality charm, the more you can gain the trust and admiration of employees, which will naturally have a great impact on the effectiveness of supervision. Third, pay close attention to the implementation of system norms and even the arrangement of daily work. What is the implementation result? Did the effect achieve the expected result? Need to be implemented. It's like winding a bottle cap. If it is not tightened properly, it may loosen, and all previous efforts will be wasted. Why do some people say that "being a hotel is very tiring" (mainly manifested as mental fatigue)? This is because it is very likely that the system and procedures are being implemented, but the implementation is out of shape; Norms and standards have been promulgated, but their implementation is not strict; The work task has been arranged, but either the progress can't be achieved or it is out of touch. So many managers are afraid to leave their posts after work. It's not that they don't want to be free and easy, nor that they are incompetent. It's really because there are many links in hotel work, many people involved and many changing factors. As long as one link is loose, an employee is careless, or an emergency happens, it may lead to a series of failures. If managers at all levels want to feel at ease, they must first be determined, never let go of key parts and links in their work, and be diligent in walking and checking. Once the problem is found, it will be immediately followed up and rectified until it is implemented. There are countless examples of service quality degradation and even serious accidents caused by non-implementation. There is no system for the safety management of a hotel: a "hot work" system has been established (for example, it is stipulated that the engineering department must be inspected by the safety department outside the workshop and take preventive measures before construction), and a fire training and drill system has also been established. However, what is the actual implementation? One day, the engineering department welded the windows of the guest room that was in business, but no one carried out the "hot work" system. The engineering department failed to report to the security department according to the procedure requirements, and no one was present to supervise and guide the security department. As a result, sparks flying during welding caused a fire. It is also because the security department did not implement the fire training and drill system for new employees, which caused the floor attendants to look for fire extinguishers in a panic when the fire broke out, but they didn't know how to use them because of the lack of training at ordinary times. Fourth, pay attention to the details. How to measure the implementation? Mainly depends on whether the results after implementation are perfect. Poor execution will inevitably lead to many problems. The problems mentioned here are often manifested in the details. In order to improve execution, we must always pay attention to the details of the work. "Details decide success or failure", there are many examples in reality, especially in customer service. The procedures, norms and even standards of customer service are not only to learn from benchmark hotels, but even more detailed and strict than catching up with them. However, sometimes the executors can't seriously implement the key details, which leads to the failure of a reception or a service, from the complaints of guests to dissatisfaction, and even the hotel has to pay the economic price for it. For example, when receiving a guest, the guest is not required to sign the notice column of "please deposit valuables and cash", but the guest lost valuables in the hotel, and the public security department determined that it was caused by the poor security measures of the hotel and decided to compensate the hotel; Accept the guest's wake-up request, forget to repeat the confirmation, resulting in a wake-up error, leading the hotel to bear the economic losses caused by the change of itinerary, and so on. The reason is that important details of the original program have been omitted. Therefore, managers at all levels should emphasize details in training and guidance, and implement details in supervision and inspection. Only in this way can systems, procedures, norms and standards be put in place and work tasks and major reception activities be successfully completed.