What is the importance of the top hotel manager in the hotel industry to the hotel? Please be specific!

I'll give you some information and see if you can sort it out yourself. To put it bluntly, it is important that he has the ability that others don't have:

The top managers of hotels must have the characteristics that match the organizational goals, in order to be competent for their jobs and help hotels gain and maintain competitive advantages. In 1970s, western scholars put forward competency model to study the characteristics of knowledge, ability and behavior. The world-famous Marriott International Hotel Group regards determining the ability of managers as an important prerequisite for hotel development. Because determining the competency characteristics of hotel top managers will not only help the hotel to do a good job in the selection, performance appraisal, training and succession of managers, but also help the top managers to plan their personal careers.

Different industries have different requirements for managers' quality. Different from job analysis in human resource management, competency analysis is not necessarily aimed at a specific position. The requirements of capability characteristics at similar levels may be similar. For example, Marriott Group's evaluation of four similar levels, such as deputy general manager and director, shows that the abilities required by these four positions are similar. This paper analyzes the general qualities of hotel top managers.

At present, the environment of China hotel industry puts forward higher requirements for the quality of top managers. Hotel managers usually face the following management scenarios: on the one hand, the external market environment with intensified competition, all kinds of foreign-funded, private and state-owned hotels fiercely compete for market share, customers' loyalty to hotels declines, information technology brings new impacts to hotel marketing, and managers are faced with the important problem of how hotels survive and develop; On the other hand, the internal environment of the hotel has become more uncertain, the enthusiasm of employees has decreased, and the job-hopping rate has increased. Managers are faced with the important problem of how to motivate employees and retain excellent employees. At the same time, due to the characteristics of the hotel industry, the work of managers is mostly short, diverse and trivial, and some small things are often interspersed in important work, which needs to be dealt with in time.

American scholar Chung-Herrera and others, through interviews and questionnaires with more than 200 senior hotel managers, put forward that senior hotel managers must have the following eight qualities, in order of importance:

1. Self-management ability: refers to the hotel senior management personnel with good moral quality, who can treat people equally, respect employees and match their words with deeds; Good time management skills, able to deal with multiple problems efficiently and spend time on the most important rather than the most urgent things; Identify your strengths and weaknesses, learn from experience and lessons, and constantly learn and develop yourself.

2. Strategic planning ability: fully consider the interests and requirements of multiple customers when making hotel strategic decisions; Recognize the opportunities and threats in the competitive environment and pay attention to the situation of competitors; According to the changes of the hotel's internal and external environment, flexibly adjust the strategy; Coordinate the rights and interests of investors, customers, employees and other related interest groups; While pursuing economic interests, consider the interests of the public; Pursue excellent service quality and commit to the total quality management of the hotel.

3. Executive power: decompose the overall strategy of the hotel into clear departmental objectives and action strategies; Accurate and timely summary and feedback; Control the situation before it gets worse; Use all kinds of knowledge to understand and solve problems.

4. Thinking ability: consider multiple feasible schemes and choose the best one; Forward-looking, make timely arrangements and deployments for future challenges; Fully predict possible risks before making important decisions; Be good at summarizing different views and opinions and expressing them in an innovative way; Consider the methods and technologies to improve the efficiency of hotel operation; Try to consider the implementation details when making a plan.

5. Communication skills: good at listening to others' opinions and communicating directly and frankly with others; Good oral and written communication skills; Communicate with subordinates through various channels.

6. Communication skills: establish a good network with government departments, investors and customers; Able to handle emergencies and crisis events; Negotiate with customers and other stakeholders to adopt a win-win strategy.

7. Leadership: Your own leadership style should be suitable for your position; Let subordinates know their roles and responsibilities, motivate subordinates and help them grow and develop; Employing people's strengths and encouraging subordinates to put forward different views and opinions; Empower subordinates appropriately and pay attention to teamwork.

8. Industry knowledge: familiar with the knowledge of hotels and related industries; Pay close attention to the policies and development trends of the hotel industry.

Competency map of hotel senior management personnel

This survey shows that western hotel executives generally believe that self-management ability such as moral cultivation is the most important quality to promote managers' success, while the role of industry knowledge is relatively weak. This is consistent with the findings of many academic studies. No matter what kind of job, personal responsibility is usually the most stable personality factor to predict job performance. With the changes of the times and the development of the hotel industry, top hotel managers can hire industry experts for consultation and management, but the qualities of managers, such as moral cultivation and ability to cope with the environment, are difficult to change. This reminds domestic hotel managers not only to pay attention to the cultivation of strategic planning, execution ability and thinking ability, but also to strengthen the cultivation of personal moral cultivation. Only by self-management can the hotel executives manage the whole hotel!

For top hotel managers in China, the importance of the above eight basic qualities may be different. For example, many hotel managers in China may think that "communicative competence" is the primary factor of hotel success. But in general, these eight basic qualities are indispensable for hotel managers. Training institutions can carry out relevant training according to these requirements in the quality training of hotel managers. Take Cornell University, which ranks first in hotel management in the United States, as an example. Every semester, they will evaluate the leadership, teamwork, oral and written communication skills of the master of hotel management (professional managers) to help hotel managers improve their weak links. In addition, senior hotel managers can conduct self-assessment according to the specific items of these eight qualities, judge which links are their weaknesses and constantly improve themselves.

Education: the key to solve the talent bottleneck

Wang Dawu, director of the Tourism Research Office of Shanghai Academy of Social Sciences, pointed out that the serious lag of professional education is the crux of the problem. From the perspective of vocational education, it takes the "low-end route" and focuses on training grassroots service personnel. Up to now, there is no independent high-level hotel management professional school, and the training of management talents is almost "blank". From the perspective of higher education, it is a "high-level line". Too high training goals and too wide professional settings will inevitably lead to students' unclear learning goals and outstanding professional ability. Although they have theoretical literacy, they are too arrogant to take on big responsibilities. Therefore, how to deal with the relationship between knowledge and specialty, high and low, is a subject that domestic tourism education must study, otherwise it will be difficult to supply "marketable" talents.

It is understood that in terms of talent training, foreign-funded hotels are taking the road of "talent self-control", which is worth learning. The well-known Hilton Group has its own School of Hotel Management in the University of Houston, and Holiday Group has opened Holiday University in Memphis, USA. Many famous hotel executives are "born" from these hotel management schools. In addition, these hotel groups also have training departments and special training bases to regularly train hotel employees to update their knowledge and skills.

In this regard, Shi Ye, the Shanghai representative of the Institute of Exclusive Education of the American Hotel Association, the world's largest hotel vocational education center, believes that with the approaching of the hotel's "hardware" level, the "software" such as service level and staff quality has become the focus of competition in the hotel industry, and training is the basis of hotel's "software" construction. Through training, the quality, work efficiency, professionalism and professional ethics of employees can be improved, and the ability of continuous learning can be cultivated, so as to realize the overall optimization goal of hotel with people as the center, adapt to the needs of intensive management, and be invincible in the fierce competition.

Therefore, for the domestic hotel industry, relying on the introduction of foreign aid or college training to solve the talent problem will ultimately cure the symptoms, but the key is to "hematopoietic" itself. It is understood that at the end of 2003, Shanghai Jinjiang International Group cooperated with the famous Swiss Renos Hotel Management College to establish Jinjiang International Renos Hotel College. This is the first Sino-foreign joint venture hotel management college in China and the first hotel college with corporate background. This means that senior hotel talents will be "localized" in the future. In 2003, the Shanghai Tourism Commission and other departments introduced the American Hotel Association professional qualification certification system, covering all levels of hotel general managers, department managers and ordinary employees. This is undoubtedly another good news. Domestic hotel talents will have more channels to become "international talents".

Internal strength: the foundation of building "international talents"

So, what is an international hotel talent? Qu Biao, deputy general manager of Four Seasons Hotel with 20 years of hotel work experience, gave a simple example to the reporter: most general managers of Chinese-funded hotels don't stand in the lobby to pull doors and carry luggage for guests. In their view, management is "internal affairs" and service is "diplomacy". But in foreign hotels, these scenes are very common, and even the general manager goes to the guest room to bring tea and rice. For them, service is the foundation of the hotel's survival. As long as it is good for the hotel, why can't the general manager do it?

Qu Biao told reporters that this is the gap between "local talents" and "international talents". Hotel industry is a special service industry, with customers from all over the world, which requires employees to have high language skills, communication skills and cultural literacy, and more importantly, to have a sense of service. In particular, managers should be familiar with market dynamics and grasp the development trend; We must also be proficient in business, understand enterprise management, and be good at creating a "feel at home" atmosphere. However, most domestic hotel managers have become monks halfway, lacking necessary study and professional training, lacking market awareness, and some of them have the "traces" of the leaders of public institutions, which are obviously insufficient in humanized service, standardized operation and refined management.

It seems that to become an international hotel talent, we must first practice "internal strength", renew our concepts, change our style of work, improve ourselves and keep pace with the times. Only in this way can China form a team of professional hotel managers with international management ability, familiarity with the rules, regulations and operation modes of international hotel industry and international strategic vision, change the unfavorable situation of "too hard hardware and too soft software" in China hotel industry, and truly enhance the international competitiveness of China hotel industry.