Characteristic hotel knowledge

"Six Conventional Management Methods" of Hotel Management Knowledge

Regular classification: divide all items into two categories, one is no longer used and the other is still in use; One is to use it immediately, and the other is to use it later, so that the work can be done more carefully. For example, frozen foods can be thawed in advance by sorting.

Regularly organize: throw away things that are no longer used, and reduce things that need to be used to a lower level, so as to avoid the problems of insufficient or excessive procurement and overstocked items. For example, it is not necessary to invest too much manpower and material resources to control the messy phenomenon, and a small service can also save quite a lot of water and electricity.

Clean frequently: Clean frequently to keep the environment clean and tidy. Four steps to clean: procedure, responsibility, inspection and goal. To achieve the effect that what guests see in the hotel must be clean and hygienic.

Regular maintenance: maintenance classification, sorting and cleaning. In other words, it is by no means an overnight thing to constantly grasp good ideas and advanced management. Only by frequent careful maintenance and sorting and cleaning can we form a virtuous circle in our daily work and bring unexpected results with twice the result with half the effort.

Normalization: standardizing human behavior. Procedural and standardized service and daily work can improve work efficiency, improve service quality and advocate energy saving and consumption reduction.

General education: Through criticism and education, all employees can form the above-mentioned good habits, and through supervision and education, the six concepts can be integrated into each employee's mind and daily work, so that each employee can know how to do his job well and create a good and positive environment and atmosphere for the hotel.

Part one: What are the six routine management methods of hotels?

The six-course management method of hotel management knowledge is an innovative hotel management knowledge model summarized by Shao Dechun, a famous hotel management and service training expert, from the Japanese "5S" law, and it also has its origins. As we all know, Japan is an island country. In ancient times, Japanese residents were mainly fishermen. China is a big agricultural country, and its residents are mainly farmers. What's the difference between farmers and fishermen? That is, farmers' homes are generally big houses, and something is put in the house. In addition, China people have always had a tradition of frugality, so as long as they have their own things, no matter whether they are useful or useless, they are reluctant to throw them away, so that everything in the house is more than ten or even twenty years ago, and the whole house is often in a mess. Fishermen are different, because fishermen often take boats as their home and eat and live on them. If they leave everything at home like farmers, the ship will soon sink because it is overwhelmed. Therefore, in order to make their fishing boats work normally, fishermen often have to tidy up their fishing boats and throw away things that have not been used for more than a year. For thousands of years, Japan, which is dominated by fishermen, has formed a unique Japanese culture-simplicity.

Third, how to improve the execution of hotel management-improve hotel management services

After 20 years of development, the hotel industry in China has made great progress, and the competition among hotels is becoming more and more fierce. The competition of hotel management knowledge is first of all the competition of products, and improving product quality and reducing cost are effective means to enhance hotel competitiveness. However, with the intensification of competition in the hotel market, the improvement of customers' consumption consciousness and the pursuit of high added value, the competition of hotel management knowledge is increasingly manifested as the competition of services. At the same time, the improvement of hotel management knowledge and hotel management service quality,

Hotel management knowledge is the guarantee of maintaining hotel brand, and paying attention to hotel service quality is an important content of hotel brand building. In order to provide guests with "satisfaction+surprise" quality service and retain the hearts of consumers, every hotel has made great efforts. From optimizing organizational management structure, establishing professional team, strengthening external public relations propaganda, to constantly innovating products and services. Although many methods have been thought of and a lot of work has been done, the results are not very satisfactory.

With the deepening of the research on hotel management knowledge, the word "executive power" has been used in the hotel industry for only one or two years, but it has set off an unprecedented wave of learning. "Excellent service comes from effective execution", which has been regarded as a classic by more and more hotel managers. They clearly see from the case of the United States Military Academy at West Point for more than 200 years that the charm of execution is so amazing.

In order to further enhance the service consciousness of all employees, Zhejiang Hotel specially invited a number of experts to give a series of training lectures for employees from four aspects: language art, guest art, management art and leadership art, with the theme of "execution". "How to effectively improve execution" is the top priority of this hotel management knowledge training.

Improving execution depends on hotel management knowledge. Effective hotel management knowledge can improve the hotel's labor efficiency, reduce the hotel's transaction cost, maximize the hotel's operating profit, and thus make the hotel win an advantage in the competition. As a theory of hotel management knowledge, executive power considers and analyzes the operating characteristics of hotels as an economic organization from a brand-new perspective, and regards the relationship between executive power and customer service as the lifeline of hotel survival and development. Management here includes two meanings: manager and management system. First of all, managers should lead by example and set an example first. For example, employees are not allowed to smoke in the hotel area, so you must not smoke in front of employees with cigarettes. Secondly, it is necessary to avoid various management systems, policies and procedures that are not rigorous, resulting in frequent changes. Shouting "Wolf" for a long time will cause employees' psychological apathy. The third management system itself is unreasonable, lacking pertinence and feasibility, or too complicated.

In modern society, people lack hotel management knowledge, social culture and books, just like a wooden barrel with a short board. The limit of success is the analysis of the short board.

At present, books on strategy, management and implementation are dazzling, mostly macro-narrative and exotic thinking, with little description of China people and China environment itself.

Fortunately, in this impetuous era, there are still a few quiet people who have realized a thought-provoking interpretation of economy, hotel management knowledge, environment and humanities with their unique perspective, between the push and pull of the camera, between the shuttle between history and reality, and between the switching of eastern and western cultures. These interpretations are enlightening and make people feel crowded. It seems that in an instant, a cool breeze is refreshing, which makes us have a clearer thinking position when we look at society, business or life and return to a more fundamental starting point. The key is to see what qualities a hotel manager has.

Hotel managers need to have the following three management skills:

(1) technical skills. For hotels, it is essential to have the professional skills and skills needed by the hotel and this position, and to achieve effective cooperation in modern enterprises. Not only industrial enterprises need technical skills, but also other industries need technical skills, which is also very important for hotels.

2 conceptual skills. That is, the ability to form ideas, which means that a manager can think abstractly and has the ability to form ideas; Have a certain level of management theory, be able to apply management ideas and solve practical problems; But also has the ability of analysis, judgment and decision-making.

③ Humanistic skills. Ability to deal with interpersonal relationships. It refers to the ability to cooperate with others, including contacting the same level internally, understanding the activities of subordinates, stimulating and inducing the enthusiasm of subordinates, and contacting and coordinating relevant organizations and personnel externally.

To reach the above level, hotel managers must first have enough professional knowledge. For example, hotel management and strategy, hotel management knowledge brand and marketing innovation, financing and capital operation, green hotel evaluation criteria, group and chain operation and other business knowledge, government regulations, management knowledge and so on. Secondly, professional attitude, such as positive and enthusiastic working attitude, being responsible for obeying the law, being able to cooperate with others and being willing to train subordinates. Then there are skilled work skills, including thinking ability, organizational ability, performance management ability and professional style. Therefore, hotel managers should specifically master the following management skills:

First, planning skills.

Among the basic functions of hotel management knowledge, the first function is planning, and the importance of planning function runs through the whole process of management. Therefore, the first task as a hotel manager is to make a clear and effective work plan. Whether it is long-term strategic planning, annual marketing planning, personnel recruitment plan, annual budget, etc. , need to be applied to the planning ability. When making plans, we should distinguish between unconventional project management plans with specific objectives, routine management plans for routine work and disposal plans for dealing with problems. In addition, we should be able to distinguish between goals and objectives and set reasonable goals, instead of just using past figures as the basis.

Second, the decision-making skills

For hotel managers, making the right decision is one of the important abilities. There are many variables in the process of planning and implementation, and decisions must be made constantly. The wrong decision will bring the consequences of failure, and the correct decision will lay the foundation for success. For example, should talents be trained from inside or hired from outside? How is the budget allocated? Decisions need to be made everywhere. There are also time and resource constraints, the possibility of insufficient information or mistakes, the burden of human feelings and so on. Decision-making skills include presupposition, reasoning ability, information collection, analysis and induction ability, logical judgment, game theory, psychological quality when facing pressure, how to avoid mental model and wrong systematic thinking, etc. Hotel managers should stand at a certain height, make overall plans and make decisions.

Third, executive management skills.

In order to present effective results, hotel managers need not only careful plans and good decisions, but also the ability to implement these plans and decisions. How to effectively manage quality, cost and service level depends on the superb skills of hotel managers, who are too timid and inefficient; Weak control, prone to loopholes, increase costs, quality can not be guaranteed. The test of control ability mainly includes several aspects: distinguish between things that should be controlled and things that should not be controlled, and promote post-event management to pre-event management and in-process management (for example, quality problems may come from the supplier's ability, and process control may not be effective, but it needs source management or procurement management). In management, the willingness and ability to promote the self-management of subordinates have gradually evolved from external control to self-management, which is what we often say: "The ultimate goal of management is to ignore it."

Fourth, problem-solving skills.

"The greater the ability, the greater the responsibility." Solving problems is an important task for managers and the best way to test a person's ability. For hotel managers, perhaps problems such as poor service quality, insufficient manpower, large turnover of personnel and outdated equipment need to be solved. To solve the problem, we need to clarify the problem, collect data, analyze the problem, find out the root of the problem, and use creativity to solve the problem.

Verb (abbreviation of verb) communication and expression skills

It is said that intelligence, professional knowledge and experience account for only 25% of success factors, and the remaining 75% depends on good interpersonal communication. Hotel managers spend more than half their time on communication, and most of the work obstacles are also generated in communication; Management communication is both interpersonal communication and team communication. Effective communication focuses on listening and feedback. Communication needs to be proactive, adhere to principles, respect others, and be frank, so as to pursue a "win-win" result. Organizations that are good at communication have faster progress speed and efficiency.

Six, incentive assessment skills

People only do things that pay off. Hotel managers should master and formulate a reasonable incentive system, and managers should motivate their subordinates in a timely and appropriate manner. Motivation is skillful, timely, concrete and sincere; When criticism is needed, we should pay attention to improving the way of criticism; There are different ways to motivate different employees. Reasonable performance appraisal should be made by the superior and confirmed by both parties in advance. Effective performance interview is essential, including listening to subordinates' self-evaluation, discussing subordinates' objections and making performance improvement plans, so as to gain employees' active support and provide basis for personnel decision-making and performance development. Employees expect their efforts to be encouraged and rewarded, and the morale of enterprises and employees is also greatly affected by the fairness of assessment. If we want to establish sustainable performance, we need fair and reasonable assessment methods and incentive mechanisms to make people willing to work hard for the future.

Seven, team building skills

Hotel managers must have good team-building ability if they want to make employees in various departments and positions more efficient and get along well. Putting 500 potatoes in a sack is just a sack of potatoes. A good team must have the following characteristics: clear goals, values and codes of conduct, resource sharing, good communication, strong sense of belonging among members and effective authorization. Respect for role differences, unity and cooperation, and mutual help can give full play to the greatest benefits. A team is different from a group. A group may be just a mob, and it has no high combat capability. Only with three elements can it be called a team. First, the goal should be concentrated. Second, the relationship between members should be harmonious and support each other. Third, the working methods should be consistent and flexible. Organizations often need to use team skills. Team building skills mainly include the ability to establish the same vision and goals, the ability to reconcile differences among members, the ability to formulate the same norms, the ability to integrate new employees, the ability to introduce teams from experience to find the right direction, and the ability to promote health conflicts.

Eight, successful leadership skills

The so-called leadership does not mean that you can use your power to impose your wishes on others at will; Only if you have influence and let others follow you wholeheartedly is the real leader. Hotel managers should learn to divide their work into four categories: must authorize, should authorize, can authorize and should not authorize; Follow the four principles of authorization, such as equal rights and responsibilities, no responsibility for authorization, step by step, and agreement. This not only ensures that subordinates can share the work, but also ensures that subordinates do not abuse their powers. How to make all kinds of people in the hotel work together effectively, how to make subordinates from superficial obedience to sincere dedication, how to make employees with low morale regain their morale, how to make successful people not complacent and stagnant, how to make careless people not cause great disasters, and how to make people with different interests support each other all depend on the leadership art of hotel managers. Leadership skills mainly include distinguishing the characteristics and present situation of subordinates, choosing appropriate leadership style, emotional cognition, control and adjustment, firm belief and willpower.

Nine, cultivate the skills of subordinates

Qualified hotel managers should accurately understand the level and needs of their subordinates, help them learn and solve specific problems, stimulate their commitment, determine the key points of behavior change, formulate action plans, and apply them to action, evaluation and recognition. Hotels need to recruit talents if they want to develop. However, talent is not innate, and schools can only teach it in a limited way. Therefore, it is an important key ability to effectively train subordinates. In addition, in today's high-speed information flow, if you don't teach your subordinates, they will learn in the near future, but you will lose your professional leadership ability, which will make the deployment lack respect and conviction for you.

Ten, financial management skills

Income is the foundation of the hotel, benefit is the core of the hotel and profit is the soul of the hotel. In today's fiercely competitive market environment, in the atmosphere of tourists, prices, characteristics, talents and marketing competition. Only benefit competition, good or bad benefit, good or bad benefit, high or low benefit is the last word to test the performance of hotel managers, and it is also one of the important core indicators to assess hotel managers. Hotel managers should seek benefits and profits from management and strive for greater profit space. As a hotel manager, you should be able to control hotel costs and understand the changes in daily hotel costs. Make sure you know what you are doing and have clear financial data. At the same time, let the department managers and employees know how much the hotel needs for normal operation every day, so as to ensure normal operation and establish the consciousness of cost control and saving for all staff.

Hotel is a special kind of enterprise, with its specific business content and specific operating rules. On the basis of mastering the above hotel management knowledge and skills, hotel managers should keep pace with the times and innovate constantly in order to create a better tomorrow with their employees.