Requirements: the management concept and management concept of small and medium-sized hotels, ~ ~ detailed. thank you

Humanistic management concept is the management soul and development foundation of hotel industry. Only employees with strong sense of ownership can achieve "guests first" in the hotel. Therefore, hotel managers should give employees love, trust, understanding and respect, so as to give full play to people's subjective initiative and creativity, thus effectively improving service efficiency and quality. At the same time, establish a flexible human resource management system, implement service authorization, attach importance to cross-training, integrate emotional management, cultivate hotel culture, strive to implement people-oriented management and realize people-oriented.

Keywords: people-oriented management; Emotional management; hotel culture

Human resource management has always been the focus and hot spot of hotel managers. How to stabilize the workforce and mobilize the enthusiasm of employees to the maximum extent? How to ensure the service quality level of the hotel? How to improve the overall competitiveness of hotels? A series of problems, such as how to increase the flexibility of operation and management in off-season and peak season, pose new challenges to the existing human resource management model of hotels. The only thing that matters in politics is employing people, flourishing enterprises and abundant talents. Only by strengthening human resource management can hotels maintain their competitive vitality forever.

With the rapid development of the hotel industry today, people-oriented management factors release more and more energy, which has also become the mystery of the hotel industry's success. People-oriented management concept is also playing an increasingly important role in promoting the overall management of hotels, realizing economic benefits, creating hotel cultural characteristics and realizing brand advantages.

First, hotel management, the connotation of people-oriented management

The concept of people-oriented management rose in the western management field in 1950s, and it is a concept corresponding to material-oriented management. The ideological basis of this management theory is people-oriented, that is to say, people-oriented management is people-oriented, and only driven by economic interests can it exert its greatest potential. From 65438 to 0957, McGregor put forward two views on human nature: theory X assumes that people are lazy and irrational, theory Y assumes that people have the instinct to work and the courage to take responsibility, and managers should adopt different management methods for different people. In 1950s, there were many schools of modern management theory, but there was a trend of humanization of management. The decision-making theory school represented by Simon has a unique opinion on the discussion of human nature, and proposes to replace "economic man" with "manager"; The contingency school represented by Lucians put forward the concept of "humanized management" for the first time on the basis of super-Y theory. The core factor of people-oriented management is people, and its theoretical basis or theoretical fulcrum is scientific understanding of people [1]. Effectively improve service efficiency and service quality. In short, under the guidance of the people-oriented management concept, the harmonious development of hotels, customers and employees is achieved through the establishment and improvement of a series of scientific systems, which refers to a set of management theories with the all-round free development of people as the core and the same desire as the organization.

Second, the hotel industry's call for humanized management

Hotel is a people-oriented industry. In the final analysis, hotel management is to use advanced concepts and scientific methods to effectively use and develop hotel human resources, so that they can get the best combination and give full play to their enthusiasm, thus improving the quality of all employees and continuously improving labor efficiency. Establish the idea of always putting people first and occupy a leading position in the process of re-management. The ancients said that "the way to govern the country must first use people", and the prosperity of enterprises is based on talents. Hotel industry is a competition with service and culture as its main content, and its essence is the competition of talents. With the intensification of social competition. A group of highly educated, young and experienced management and technical staff have become the key targets of major hotels. How to avoid the loss of excellent employees is an urgent and realistic problem facing the whole hotel industry. The loss of managerial and skilled employees with rich experience in customer resource information directly leads to the proliferation of hotel core technologies, customer loss, shrinking market and rising operating costs. With the development of social informatization, information technology plays a huge role in the hotel industry, making information and knowledge management the most important link in hotel management. The core of information and knowledge management is human resource management. Modern human resources view pays more attention to the development of human potential, which can enhance its value through development and scientific management, and sometimes create greater or even unexpected value. Human resources are the important capital of enterprises. In order to win the competitive advantage, modern hotels must establish the people-oriented concept and implement people-oriented management. This is an inevitable requirement for the development of modern hotels.

In essence, the hotel industry only produces and sells one product, and that is service. Therefore, the quality of employees is closely related to the quality of service products provided. People-oriented management is a magic weapon to improve the quality, enthusiasm and creativity of employees, because on the one hand, people-oriented management regards employees as the main body of enterprise management, on the other hand, it is also the support point of enterprise development. Only employees with strong sense of ownership can achieve "guests first" As Mr. Kemon Wilson, the founder of International Holiday Group, said: "Without satisfied employees, there will be no satisfied guests; Without a working environment that satisfies employees, there will be no environment that satisfies customers. " It is the requirement of "guests first" in the hotel industry that makes the humanistic management concept finally determine the main position of employees. People are the most important resources and wealth of enterprises. As a labor-intensive industry, the hotel industry serves people-customers-but more attention should be paid to the role of people-employees. Nowadays, the hotel industry has moved from traditional extensive management to rational development, and the people-oriented management concept has opened up a brand-new world for improving the profitability and coordinated development ability of enterprises. Therefore, the implementation of people-oriented management concept is of decisive significance to hotel management activities.

Third, implement the people-oriented management concept.

(A) the establishment of a flexible human resource management system.

The flexible management based on people is relative to the rigid management of the system. Hotel is a typical labor-intensive enterprise, and the important position of human resource management system in hotel management system is self-evident. A good human resource management system is related to the survival and development of a hotel.

There are three indicators to measure the flexibility of hotel human resources, namely, the effective use range of hotel human resources, the time required to transfer to other uses, and the cost of transferring to other uses. For most hotels, the distinction between off-season and peak season is obvious. Therefore, how to make use of reasonable and flexible human resources and do a good job of normal business in off-season without causing idleness and shortage of human resources is particularly important for hotel management. Humanized flexible human resource management system can greatly improve the salary and treatment of employees and avoid the problem of high turnover of hotel staff. Most importantly, the humanized flexible human resource management system can attract more high-quality employees, managers and graduates, which is of great significance to the improvement of the overall quality of the hotel and the innovative development of hotel culture, and brings considerable direct and indirect benefits to the hotel.

So, how to do a good job of flexible management of hotel human resources? First of all, what we need to do is to locate the demand of human resources and flexible demand. Regarding the positioning of human resource demand, it is mainly considered from two aspects: First, the positioning of human resource demand based on life cycle changes mainly refers to the life cycle of hotels from start-up, growth and maturity to recession or reform and rebirth. In the meantime, we should pay attention to absorbing and cultivating human resources as the supply of our own corporate culture. Second, the demand orientation of human resources based on the change of market demand. The mainstream competition paradigm, market demand preference and operational technology dynamics are the characteristics of its investigation. The mainstream competition paradigm of the market is influenced by the internal operating rules of the market, national laws and policies, and current commercial operating rules. Flexible demand positioning is mainly based on the flexibility of hotel management objectives and human resources. So, how to optimize the hotel's human resource allocation? We should start from the following aspects: (1) Implementing the development strategy driven by human capital investment. (2) Implement the development strategy of flexible development for middle and senior managers. (3) Establish and improve the hotel professional manager system; (2) Implement service authorization.

Reducing management levels and implementing service authorization is one of the key research topics in the field of international services. Hotel service is no exception. Service authorization refers to empowering grass-roots employees to have the power to deal with and make decisions when there are problems in service, with the aim of satisfying customers. This management organization structure is an inverted pyramid, with front-line employees (operation layer) at the top of the inverted pyramid, while the executive layer, management layer and decision-making layer are arranged downwards in turn, and the operation layer is authorized. In the traditional pyramid-shaped management organization structure, front-line employees who contact guests have the least decision-making power. When there is a service dispute, the grass-roots staff should report it layer by layer, then listen to the instructions layer by layer, and the guests demand a quick and satisfactory answer. In such a relatively long process, not only the service efficiency is reduced, but also the complaints of guests about the service quality will increase [2]. Therefore, as a manager, once convinced that he has arranged the most suitable candidate in a reasonable position, he should be given certain power. Through service authorization, employees will respond quickly and customers' difficulties will be solved as soon as possible; Through service authorization, create opportunities for employees to participate in hotel management and meet their high-level spiritual needs; Through service authorization, employees' sense of responsibility and mission can be enhanced, their sense of ownership can be stimulated, and the service quality of the hotel can be greatly improved. For example, the Ritz-Carlton Hotel, which won the highest quality award of American enterprises, usually gives each employee an authorization of $2,000. By giving employees the power of former managers, we can create free space for employees, stimulate and release their potential, make them grow rapidly, and improve the economic benefits of the hotel.

How to do service authorization well? The popular first question responsibility system is a good choice. The first question responsibility system can provide value-added services for guests and solve the problems encountered by guests more quickly and efficiently. The most important and fundamental requirement for hotel employees to implement the first question responsibility system is that when a guest chooses you as the solver of his (her) or their problems, as the first employee asked by the guest, you should bear the primary responsibility for solving the problems (although sometimes you are not the direct solver of the problems), and your responsibility is to solve the problems encountered by the guests or inform relevant departments to help solve them. When you notify the relevant departments to solve the problem, your task is not over yet. All you have to do is follow the progress of the whole event until the guest's problem is solved satisfactorily. For example, if a guest calls the restaurant to ask for the faucet to be repaired, you should not only help the guest to contact the floor maintenance, but also call the floor maintenance after a period of time to ask if the faucet in the guest's room is repaired. Doing so not only ensures that the maintenance is in place in time, but also your supervision can avoid accidents caused by the negligence of the engineering department. The implementation of this responsibility system can well reflect the spirit of ownership of employees.

(3) Pay attention to cross-training of employees and improve their comprehensive quality.

Cross-training is a training method, which enables employees to meet the needs of more than one job by receiving additional service skills training. Now it has been regarded by more and more western hotels as an important means to maintain the quality advantage of personnel and improve the service quality and competitiveness. In practical work, guests often don't know where you are. He hopes that every employee can solve his own problems. Therefore, the implementation of cross-training enables employees to be multi-skilled, which is conducive to enhancing the collectivism and cooperation spirit of employees, improving work efficiency and increasing customer satisfaction. At the same time, it can also make up for the sudden increase of business volume in tourist season or the vacancy of hotel posts caused by employees' illness or vacation, which will be beneficial to saving human capital, controlling costs more effectively and improving economic benefits. In addition, cross-training can reduce the boredom caused by repeating the same job for a long time and increase the freshness, so it can reduce the job-hopping rate of employees. Mariteo Hotel Group adopted the management mode of cross-training and implemented a large-scale layoffs policy, reducing 30% of management positions. Therefore, the investment cost of human resources is reduced, the annual net income is increased by 654.38+0 billion dollars, and the staff size is optimized. After the implementation of cross-training in Westin Hotel, the high quality of staff service has been confirmed by customer feedback: 82% of the guests have plans to go to Westin again, and 87% of the guests are ready to recommend Westin to others. This undoubtedly verifies the feasibility and efficiency of cross training.

(D) into the emotional management

Humanistic management is based on the proposition of "complex people". Management should not only pay attention to the material needs of employees, but also pay attention to the spiritual needs of employees, increase emotional input to employees, and make enterprises become emotional entities other than economic entities. The front-line employees who serve the guests are actually the image spokespersons of the hotel. They receive the guests on behalf of the hotel. If a hotel wants to receive God well, it must first receive God's servants. Many entrepreneurs believe in the golden rule: take good care of your customers and your employees, and they will always take double care of you. To take good care of employees, managers must realize that they and employees are all members of the enterprise, but with different division of labor and different roles, but their personalities are equal [3]. Managers should have extensive and sincere exchanges and communication with employees around them in an equal manner, so as to respect, understand and care for employees, learn to put themselves in their shoes and truly integrate into emotional management. Integrating emotional management will provide employees with a relaxed, pleasant, harmonious and humanized working environment; Integrating emotional management will provide employees with more room for personality development; Integrating emotional management will enable employees to have a good mood at work, play their roles actively and happily, and provide guests with heartfelt smile service, perfect personalized service and value-for-money service. Mary, an American entrepreneur, emphasized in her book Talking about People's Management that everyone needs to be respected and hopes that she can be regarded as a person with strengths, achievements and contributions. Mr. Ritz, the originator of the hotel industry, has a famous saying: "We are ladies and gentlemen serving ladies and gentlemen." Hotel enterprises should train their employees to be "ladies and gentlemen".

(5) Cultivating hotel culture

Hotel culture refers to the entertainment activities, rules and regulations, enterprise spirit and enterprise purpose of the hotel. This is the soul of the hotel. Good hotel culture is the driving force of the hotel's survival and development, and it is the most fundamental symbol that distinguishes the hotel from its competitors. It takes value as the core and knowledge as the basis; Taking career as the common pursuit and taking professional ethics, relevant laws, regulations and policies as the guidance. It is the long-term knowledge of all employees and business leaders.

A good corporate culture should have the following characteristics: (1) compatibility. Can absorb and accept the essence of different hotel management modes [4], and tolerate the defects and deficiencies of employees' personality. (2) learning. Can learn faster than competitors and create new management and service concepts. (3) strategic. Pay attention to the personality and characteristics of the hotel.

To cultivate hotel culture, we must care more, encourage more and praise more employees, strengthen team spirit and overall awareness, so that employees can establish the service concept of "seeking to enrich their lives by providing satisfactory and surprising services to guests". To cultivate the hotel's unique corporate culture, we must stimulate people's sense of mission, pride and responsibility through various "flexible adjustment means" and let employees exude more attractive entrepreneurial spirit in their work. Many successful hotels in the world have won the market with their unique hotel culture. For example, the joint name of Sheraton Hotel is deeply rooted in the hearts of the people with "excellent value for money"; The joint number of Hilton Hotel is famous for its "fast" service. Mandarin Hotel Hong Kong has become a leader in the international hotel industry with its "love" service. Peter Shengji, an American management scholar, put forward in 1990 that people will become the starting point and destination of management, and management must be people-oriented. Now, the concept of understanding and respecting people has been confirmed in the hotel industry.

At present, the competition in the hotel industry is international, and the concept of "no satisfied employees, no satisfied guests" brought by people-oriented management will become the link and bridge between China hotel industry and the international community. Therefore, only by keeping pace with the times and putting people first can people-oriented management form a unique core competitiveness and gain a competitive advantage in the market.