How to be a discount KTV leader, manage and deal with some problems of waiters!

The summary of humanized hotel management (personal originality) can only be broken through in theory and practice; To do a good job in management, we must study while practicing, and practice while learning.

Summary of how to implement humanized management in hotels.

Humanized management of hotel staff is an important part of human resource management. A mature hotel should put human resource management at a strategic height. In the final analysis, the competition between hotels is the competition of talents. In recent years, the hotel industry in China has developed rapidly, and the competition among hotels is unprecedented fierce. The reason is that prices are rising, operating costs are rising, and customers' requirements for service level are getting higher and higher. The hotel not only faces how to improve the service to meet the needs of the guests, but also how to make the guests feel happy in the hotel; But it also faces fierce competition for talents. Because only enough talents can ensure the establishment of a high-quality management team, and only a high-quality management team can build an excellent hotel enterprise. There are two ways to acquire talents, one is to attract talents by building a satisfactory platform, and the other is to train talents by the hotel itself.

For a long time, the salary and welfare of the hotel industry is relatively weak, and it has been at a disadvantage in talent competition, so talent competition is more critical. With the continuous improvement of the service level of the hotel industry and the increasing number of hotels, the relationship between supply and demand in the talent market has undergone tremendous changes, mainly due to the outstanding lack of ordinary grassroots employees. Everyone engaged in hotel management knows that it is difficult for hotels to find grass-roots employees, especially those with better quality. Therefore, humanized management has reached a decisive position in hotel human resource management.

Therefore, how to find ways to attract, retain, train and explore employees is a subject that hotel decision makers and managers at all levels must actively face.

First, change ideas, strictly control and teach employees, and also manage emotions.

Hotel managers at all levels are rigid in the implementation of various management systems, operating procedures and standards, because they have a one-sided understanding of the implementation of "semi-militarized management". Many middle managers generally criticize, blame and resent the problems in employees' work, but give less understanding and care. This will often lead to disharmony or even tension between the superior and the subordinate, which will eventually lead to more problems and derail the work of the department.

Without satisfied employees, there will be no satisfied customers. "Employees should be regarded as an important resource for cultivating talents.

Managers should always support employees' work. When employees have problems or mistakes in their work, managers should also let employees think about solutions and tell them to help them solve them. Whether criticizing or praising employees, we should pay attention to the way and occasion. Only by fully respecting and supporting employees can employees have the initiative and enthusiasm for their work.

Managers, including managers, can not only understand new and more problems, expand their thinking, play a leading role for employees, but also help to eliminate the "inferiority complex" psychology of some employees in service work (the inferiority complex of individual employees often affects other employees) only by going deep into the work site of frontline employees and observing more and participating in their business at an appropriate time.

Second, being kind to employees means being kind to yourself.

At present, a common problem in domestic hotels is the high staff turnover rate, or job hopping, or career change, or being fired because of dissatisfaction with the status quo and negative work. There are many factors that cause this situation. Mainly due to the low threshold of the hotel industry, fierce competition, high operating costs, relatively low profits and relatively poor employee benefits. Therefore, it is necessary to fully improve the treatment of employees within the hotel's affordability.

Another reason is people's misunderstanding of the particularity of the hotel industry, including that the service work is inferior and has no future. This requires the human resources department and department manager of the hotel to carry out scientific and systematic training for employees, do more ideological work for employees and correct their misconceptions.

Another reason is that the labor intensity of grass-roots employees is relatively high, such as guest rooms and restaurants. It is necessary to systematically train employees so that they can master standardized operation methods, saving time and effort. Department managers should strive to form a pleasant working atmosphere of unity and upward, so that employees can have fun in their work and environment.

No employee is willing to engage in a very tiring manual work for a long time, and most of them are women engaged in service work. The labor intensity of employees should be controlled within a reasonable range, which is beneficial to physical and mental health. If the staff turnover is too large, it will lead to the decline of management and service, which will make the hotel lose its core competitiveness.

Foremen and supervisors should carry out their work in a planned and orderly manner to avoid improper arrangements and mistakenly increase the work pressure of waiters.

There is no need to oversimplify the hotel establishment at the top of the hotel. On the premise of ensuring the service quality, the organization and staffing of the hotel should be planned reasonably.

Third, co-ordinate hotel-related resources, make rational and effective use, and fully improve employee welfare. The key is to fully subdivide the treatment of employees and allocate resources scientifically and rationally.

The basic salary of hotel employees is not necessarily high, but the benefits enjoyed by employees should be complete. For example, two hotels, A and B, pay 900 yuan salaries to their employees every month, but their employee satisfaction is different. The decision-making level of a hotel thinks that as long as employees are paid 900 yuan's salary once a month, it seems that this figure is not low in the hotel industry. There is no need to consider the accommodation of employees. Employees are realistic, and how to spend money is controlled by employees themselves. Hotel B pays employees a basic salary of 650-700 yuan/month, and provides accommodation for employees. For local employees who don't need accommodation, they will be given a monthly subsidy of 100 to 200 yuan. In this way, the satisfaction of hotel staff in B is higher than that of hotel staff in A ... Because hotel staff in B are basically economically disadvantaged groups, if they are allowed to solve the living problems of food and shelter separately, the cost will be much higher than that in the hotel, and the hotel provides dormitory and meals in a unified way. Because it is a collective dormitory and eats "big pot rice", the per capita cost is not high. Although the salary is lower, employees will be willing to accept it. This is beneficial to both the hotel and the staff.

Many hotels have a deep understanding of the above points.

In mature hotels, they will have more ways to take care of employees' life interests, such as giving employees a bar of soap and a small bag of washing powder every month, which will make employees feel warmer. To put it mildly, hotel employees are mostly women, so wouldn't it be nice to give them some small benefits? In fact, because of collective purchase, the cost of a bag of washing powder and a bar of soap is around 5 yuan.

Some hotels have also prepared necessary facilities such as televisions for their employees in the dormitory, all of which are one-time investments. As long as effective management is carried out, these inputs will not be lost. Don't be too shabby, or employees will feel that the hotel doesn't pay enough attention to them.

Some hotels can provide reading rooms, karaoke rooms, exercise rooms and other places for employees. This helps to enrich employees' lives and relax.

Fourth, standardized management

Standardized and standardized management can not only reduce costs, improve service quality and economic benefits, but also attract and retain talents.

A person with vision and development potential is always willing to work in a hotel with standardized management and excellent service quality, which is conducive to their progress and growth and can learn knowledge and skills. Hotels that don't pay attention to service quality and efficiency can't retain talents.

It is very dangerous for owners and decision-makers who think that hotels have luxurious facilities, superior geographical location and good economic benefits if they do not pay attention to standardization and standardized management. Once the competition intensifies, hotels with the same high-grade and complete functions but better management and service can easily be defeated by rivals.

Five, strengthen the care for employees

1. Strengthen the care for employees, not only for employees themselves, but also for their partners and relatives; It's not just organizing employees to engage in entertainment activities and celebrating birthdays in hotels. Of course, these are also very important.

2. For example, if a relative of an employee dies, the hotel should organize relevant management personnel to express condolences and condolences, or even condolences; For example, make overall arrangements for the accommodation (non-local employees) and meals of middle and senior management personnel in the hotel to help solve the problem of children including employees (non-local employees) going to school; For example, if an employee asks for leave for special reasons, the superior management should consider: after knowing the situation, what can I do for her besides approving the application for personal leave?

Sixth, establish a United and harmonious management team.

Many hotels have the problem of disunity in management team, which is mainly manifested in mutual jealousy, shirking responsibility when problems arise, low enthusiasm for work, and even mutual attacks between department managers or colleagues, snitching, exposing each other's shortcomings and taking revenge. This makes the whole management team in an abnormal state of tension, because a management team full of contradictions will seriously affect the grass-roots employees below.

Investigate its reason, mainly:

1. The system of hotels and departments is not perfect, and each department has no clear responsibilities, rights and obligations;

2, personal quality does not meet the corresponding standards, the sense of responsibility is not strong, dare not take responsibility, afraid of offending people;

3, lack of corresponding management experience, not good at learning and progress;

4. Improper communication with other departments and insufficient communication skills;

5, personality problems, such as too strong personality, too introverted items. ;

6. Unfamiliar with the implementation procedures of related work, leading to errors and misunderstandings;

7. Superior managers are unfair and unjust, provoking subordinate relations and suppressing competent subordinates;

8. The hotel has no clear development goal, and the whole team has no common direction.

Seven. Concluding remarks

As can be seen from the above description, it is feasible for hotels to realize humanized management. The premise is to have a high-quality management team and

Very professional HR staff are also good at research and innovation.