How to do well in hotel management

Whether hotel management can be perfect, meticulous and profitable will play a decisive role in the success and development of hotel management and directly affect the normal operation of the hotel. Therefore, many hotel owners should contact and cooperate with experienced excellent hotel professional managers or mature hotel management companies at the beginning of hotel preparation, and make use of the strong human resources and mature management model of the management company to cooperate closely, so as to finally realize the double harvest of hotel management benefits and brands. Today, I am here to talk about some experiences in hotel management. Please correct me, learn from each other and make progress together:

First, the five elements of hotel management: people, money, things, culture and marketing.

(1) person: hotel staff.

Limited by the different characteristics of the industry, the management of hotel personnel is very different from that of ordinary enterprise employees. These managed objects not only have their own advantages: young, energetic and receptive, but also have their own shortcomings: low academic qualifications, lack of self-management, low loyalty, easy to "follow the crowd" and so on. So how do you manage these people?

1, strict institutionalized management:

Hotel staff management, strict system is still indispensable, there is no rule can not be Fiona Fang. Generally speaking, management must be based on these "rules". Drawing lessons from some advanced management modes of international brands and combining with the humanistic characteristics of China, the latest humanized management system is formulated. It should be noted that when using the working hours of the system administrator, the following points should be observed:

(1) The system should be standardized, standardized and detailed;

If the system is not standardized, the standards are not quantified and the process is not detailed, it is often difficult for hotel managers to implement it, because the biggest function of a manager is to let employees know what to do every day. And know how to do it. If the system is too cumbersome, poorly implemented and discounted, it will make many systems "a mere formality", and finally, it will greatly damage the seriousness of the whole system. Therefore, to avoid this situation, we must establish a scientific and reasonable system of standard quantification, process standardization and detail.

(2) System management should be both rigid and flexible;

The key of management lies in the assessment in the process of implementation, and the key of assessment lies in implementation. The basic core of assessment should be closely combined with performance, and the real purpose of assessment is to make employees get higher salary and return through hard work, so as to be called a real assessment (that is, a win-win assessment model). If the hotel's assessment makes employees get the same salary all the time, the assessment will lose its real meaning.

In our country, China, in a modern and international enterprise, if employees can get the established salary every month no matter how hard they work, then any form of assessment is a mere formality. Without competitive salary, it is impossible to retain the real talents who constantly create achievements and profits for the hotel.

When implementing institutionalized management, we must treat the implementation and implementation of the system equally. Only by "everyone is equal before the system" can employees truly be convinced of the seriousness of the system and let everyone abide by the law calmly, and the system can play a role.

I emphasize the importance and function of "softness" here. "Soft" management embodies the skills of hotel managers to lead the team, and what kind of personality charm managers use to attract the team to follow, so as to establish hotel model talents and promote the loyalty of hotel employees. For example, if employees fail to achieve their goals or make some mistakes in system management, managers should give guidance and communication education. At the meeting, it is particularly important not to criticize by name, but only to rely on communication and education to guide. We should know that everyone will make mistakes, and we should give them a chance to make mistakes, but it is definitely not a chance to repeat them. Managers should grasp the degree of employees' mistakes, grasp the sense of proportion, look at people's advantages, and believe that there are no useless people in the world, that is, "humanized management" advocated by modern enterprises, so as to achieve the real effect of "emotional management". Of course, management skills need managers' own management quality to achieve the effect of "doing nothing". Note: Except for principle errors. For example: theft, assault, corruption and bribery.

2, "autonomy" management:

When managing hotel employees, if we can take the "autonomy" way and conduct self-management, it will often play a better role in promoting. The specific operation method is:

(1) Select grass-roots managers (such as foreman and supervisor) with management ability from the recruited employees.

After receiving training and improving their organizational and management skills, these managers can be entrusted with important tasks. Trust is an important prerequisite for selecting this part of talents, and rational supervision by senior management is particularly important, because it is impossible for managers who are new to management to adjust their mentality in one step, and the real growth of the world needs a period of precipitation. Doing so can play an invisible educational role, help all employees to carry out career planning education unconsciously, and let employees understand that hard work can lead to results.

(2) Transform the institutionalization of the hotel into working form standards and principles that employees can understand and implement.

Through the elected representatives, they will set an example and drive the implementation of the entire hotel staff. The advantage of this is that managers come from among them and it is easier to gain their trust. This is much better than hiring a grass-roots manager and "imposing" management with rules that employees can't understand and trust. At the same time, this method is easier to be recognized by employees and finally implemented. Because "grassroots management" comes from their side, it is more attractive to them. If they follow it well, they may be the next manager, and the power of example is endless.

By managing "autonomy", hotels can achieve the effect of low-cost management. The core of cultivating talent echelon lies in continuous education and the salary you should enjoy when you are promoted to this position through examination. He can have a certain time to be assessed as a full member, but he can't be delayed without reason because of some so-called expenses. The cost of delay is to train talents for other hotels, and the enterprise will become a training base, which is not worth the loss. It's really a loss of wife and soldiers.

3, to teach instead of "management":

As hotel employees, "high pressure" management often makes them unacceptable and even refuses to implement it in a "soft resistance" way. Therefore, replacing "management" with teaching can continuously "develop their minds", that is, the positive energy transformation of their mentality, commonly known as brainwashing. If a person is often brainwashed by Jack Ma, Li Ka-shing and Bill Gates, it is hard for him not to succeed, so it is more effective to let them accept the hotel management concepts and methods. From the orthodox hotel management education, let them know some behaviors and professional qualities of a real hotel manager. The specific implementation method is as follows:

(1) Teaching management:

As hotel employees, they all need constant training and promotion, which is a good way to instill the concept of hotel management. By repeatedly emphasizing the content of management and playing the role of coach in the training process, it is not a question of how powerful a hotel team is, but the most important thing is how to use the influence of leaders to train the team subtly. Managers are managers because they are working with managers' thinking. If managers subtly educate the management team and employees into the thinking mode of managers, there is no doubt that this team is invincible.

(2) Learning by doing:

In hotel management, don't forget to teach employees how to do it. In this process, don't stand still, learn to let go and learn the importance of teaching them how to innovate. Let employees understand that hotel management is to help them improve and serve them, thus eliminating their vigilance against managers, so as to better understand the significance of hotel management, achieve the effect of teaching while managing, and thus achieve a sense of accomplishment and belonging.

4, people-oriented:

(1) People-oriented corporate culture:

Speaking of corporate culture, people will associate people-oriented with corporate culture, because people-oriented values are the core concept of corporate culture.

The study of people-oriented corporate culture cannot be traced back to the rapid rise of Japanese corporate culture in the 1960s and 1970s. Pascal athos, an American scholar, made a comparative analysis of the management methods of American and Japanese enterprises: American enterprises overemphasized three "hardnesses" in the management process, namely, strategy, structure and system; Japanese enterprises, on the premise of not denying the three "hard", can take into account the four "soft", namely, personnel, skills, style and the same values. William ouchi, another American scholar who studies Japanese enterprises, believes that the main feature of Japanese enterprise management is to pursue the people-oriented management concept, pay attention to starting from people's needs and implement people-oriented management. This distinctive management feature constitutes Japan's unique corporate culture. The most successful companies in the United States also attach great importance to their valuable resources-people. Improve the efficiency of labor production by exerting human potential.

It needs to be clear that although the emergence of corporate culture theory is related to attaching importance to people's corporate values, corporate culture does not mean people-oriented.

(2) People-oriented management principle

The idea of humanistic management can be traced back to the theory of behavioral science. Yue Mei, a famous psychologist from Harvard University, conducted a famous Hawthorne experiment in Hawthorne Experimental Factory affiliated to Western Electric Appliance Company from 1927 to 1932. This experiment put interpersonal relationship in the first place, reminding people not to ignore interpersonal factors when dealing with problems, and thus put forward the hypothesis of "social man", believing that people do not simply pursue economic interests.

Enterprises should also pursue friendship, safety, belonging and respect among people in the production process. Based on the understanding of people's various needs, Mayo mentioned that organizations should meet people's needs rather than economic needs, and managers should pay attention to the relationship between employees, cultivate employees' sense of ownership, overall situation and team spirit, and emphasize collective honor. And put forward that the new leadership ability is to keep a balance between the needs of formal organization economy and the needs of informal organization society of workers.

(3) the importance of people-oriented to enterprise development

From the end of 19 to the middle of the 20th century, management theory is considered to have gone through three stages: classical management theory, behavioral science and jungle management. Every new management theory is based on the ever-changing understanding of human nature. In the development of management theory and practice, the understanding of human nature has experienced such assumptions as "economic man", "social man", "self-actualizing man", "complex man" and "trusting man", which leads to different management ideas and methods and profound changes in people's position in the organization. With the continuous development of social economy. People play an increasingly important role in management.

Today, when human beings step into the era of knowledge economy, management theory and practice are all focused on one point: people are the most precious resources of enterprises and the foundation of enterprise development, but how to realize people-oriented management to improve the competitiveness of enterprises is the biggest challenge facing enterprises. Therefore, there is no doubt that enterprises should establish a people-oriented management concept.

(4) People-oriented is the core and unchanging value of enterprise development.

The core of corporate culture is corporate values. People-oriented corporate culture emphasizes the concepts of affirming, respecting, understanding, caring, relying on, developing and serving people. Give full play to people's initiative, enthusiasm and creativity through effective incentives, maximize people's potential, and achieve a better fit between personal goals and corporate goals.

To answer this question, we must make an in-depth and detailed analysis of people's needs in the enterprise. Because meeting people's needs is the starting point and destination of people-oriented corporate culture construction. Under different economic, social and cultural backgrounds, the ways and means to meet the needs are different, and even in different periods under the same social and cultural background, the forms and means to realize various needs are constantly changing. This requires that the establishment of a people-oriented corporate culture must be based on the social and cultural background of the enterprise. With the constant change of enterprise environment, we are constantly exploring new ways of enterprise behavior to achieve the integration of organizational goals and personal goals. Shaping people-oriented corporate culture is the demand of managers. Salary management is an important means to realize people-oriented corporate culture. People-oriented is a corporate culture that truly belongs to one's own enterprise based on the values recognized by everyone. Thus, corporate culture is the "soul" of an enterprise and the "vitality" of its sustainable development.

(5) Marketing system:

There is a saying in the hotel industry that deserves our consideration: all the work of the hotel revolves around one thing, that is, "marketing" work. Foreign brands and domestic brands have strong marketing advantages, but think about it, they also developed from single hotels. The development of hotel enterprises can not be separated from the "rigorous, complete, scientific and reasonable" marketing system, and their marketing system is worth learning and learning from.

How to make the "marketing system" of international brand hotels in China market is a problem that professional managers should seriously consider. Marketing is the communication platform for our hotel image, products, services and corporate culture promotion. Especially in the excellent situation that the Internet has matured, it has virtually established a good "low-cost" communication platform for us.