How should the newly opened hotel be managed?

Newly opened hotels The newly opened hotels are so chaotic that they are mainly manifested in the following four aspects. This paper focuses on these four aspects, analyzes the reasons, finds out the crux, takes corresponding measures and talks about my own views. I don't know where the goods are. A new hotel needs not only a wide variety of goods, but also a huge number of goods. Purchase in advance and there is no place to store it, so it is generally concentrated in the early stage of hotel opening. After a large number of items arrive at the hotel, they will be organized for surprise acceptance, surprise treatment and surprise storage, and sometimes they will be taken away directly by the user department before being put into storage or packaged for inspection. Such a series of surprise work will inevitably lead to confusion in the storage and distribution of goods, leading to the user department taking the wrong goods or not finding them. The key to solve this problem lies in organizing acceptance and distribution. No matter how many pieces arrive and how hasty the time is, the warehouse keeper should first count them one by one according to the arrival single piece, and even if it is too late to open the box for verification, there must be a detailed registration. Secondly, each user department will check and register the items that have been brought into the secondary warehouse one by one, including the items that have been assigned to the post; Finally, those items that must be used but can't be found are searched and executed step by step according to the order of receipt, inspection, order and contract to determine which link has gone wrong. If there is no order, you can step up the procurement according to the procurement procedures. I don't know who to ask for instructions. Because of the newly opened hotel, the leadership team is also new, and the experience, experience and division of labor of the team members are different. In addition, some managers have not personally experienced and operated the opening of new hotels, lack the ability of command and decision-making, and cannot deal with those complicated and urgent problems in a timely, efficient, correct and decisive manner. The problem of asking for instructions from subordinates is either pushed around or directed blindly, and no one cares. As a result, everyone is busy, consuming physical strength and having no effect. This department doesn't know the key to solving this problem. The department must first understand the division of labor of the hotel, master the unified requirements and standards of the hotel, and clarify the scope of authority of the department; Secondly, it is necessary to organize the backbone employees of this department and work in an orderly manner according to the requirements of departmental distribution. It should be emphasized that the department manager must be clear about the scope of responsibilities and working procedures of the department. It is best to make a work plan in advance and organize its implementation as planned. At the beginning of the opening of the hotel, although each hotel will conduct business study and professional training for new employees for different periods of time. However, the mastery and understanding of these studies and trainings are more or less out of touch with the actual work. In addition, theory is more than practice, simulation is more than practice, and many employees have not even had time to practice in actual work and lack practical ability. As a result, many employees will not know what to do after joining the company. To solve this problem, we should first pay attention to the effect of training and arrange training from reality. The theoretical study of business knowledge can not be ignored, and more attention should be paid to practical operation; Secondly, if conditions permit, we should arrange hotel internships of the same grade and scale, even if not all, at least some key employees should be arranged to participate. In addition, new employees will quickly focus on an on-the-job practical training after they arrive at their posts, reviewing and emphasizing work processes and work standards. When the new hotel opens, everything is new, and everything needs to be run-in. It is normal for some problems to occur during the run-in period. Need to be reminded that when the new team runs in, it is necessary to emphasize the unity of ideas; When new employees run in, they should advocate mutual assistance; When running in between departments, we should pay attention to the overall situation; Observe at any time when the new equipment is running in; Pay attention to information feedback when running in with new customers. As long as unified command and effective measures are taken, the loss and time of running-in period will be minimized. Investing in hotels is to operate hotels, and operating hotels is to obtain benefits. As a newly-opened hotel, even if there are more problems, we should work in line with the principle of first operating to generate income and then standardizing management; It is necessary to arrange work around the business state and the basic needs of guests, and gradually transition from the working state of surprise, emergency and continuous rotation to the normal and orderly working state. First of all, we should firmly grasp several key issues, such as the establishment of rules and regulations, energy supply, division of labor, marketing, etc., and then continue to standardize and improve our business.