Management levels of hotel management

The management level of a hotel is generally in the form of a pyramid, from the bottom to the top, from wide to narrow. The higher the level of management, the more difficult it is to manage; the lower the level of management, the smaller the level of management. The more common hotel management in China is the linear functional management. In this management system, any first-level leaders, managers, and waiters must clearly define their business scope, job responsibilities, and the work skills and knowledge they should have. Hotels are generally divided into four levels:

⑴Waiter operation level

To provide high-quality services to guests, it must be reflected through the service of waiters. Therefore, the waiter's quality, personal image, etiquette, politeness, language communication skills, adaptability, service skills and service skills are important conditions for hotels to improve service quality. In short, service personnel must clarify their scope of responsibilities, service procedures, service quality standards, service skills and theoretical knowledge they should possess according to the provisions of the job responsibility system, and be responsible to their supervisor (foreman).

⑵Supervision level

The supervisor (foreman) is mainly responsible for arranging daily work, supervising the service work of the waiters in the team, and checking whether their services meet the hotel's service quality standards at any time. As a supervisor (foreman), you must also assist the waiters in your class to perform work or provide substitute services at any time. Especially at peak service times or when there is a shortage of service personnel, the foreman must personally participate in the service work. Therefore, the foreman must have high service skills and service skills. He must be a role model for the waiters in his class and the organizer of the service site. and conductor. Otherwise, he will not have the authority to lead his class of waiters. The supervisor is responsible to the department manager, and the foreman is responsible to the supervisor.

⑶Department Operation Management

The department manager is mainly responsible for the division of labor, leadership, command and supervision of the personnel in the department. At the same time, he is also responsible for formulating the work plan of the department, reporting the work of the department to the higher level, and determining the department's business policy and service standards to achieve maximum economic benefits. As a department manager, you must not only have organizational management capabilities, operational capabilities, and training capabilities, and be familiar with the department's service standards and service procedures, but you must also have practical work experience and certain service skills. Department managers are responsible to the general manager.

⑷General manager decision-making level

The general manager of the hotel is mainly responsible for formulating the business policy of the enterprise, determining and finding the hotel's customer source market and development goals. The principles of hotel management: the hotel is In the social service industry, to complete customer service work, it requires close cooperation between various departments and is completed by all positions. This requires unified management principles to maintain the operation of the hotel.

①The principle of being responsible to the direct supervisor

Each employee has only one supervisor and is only responsible to his direct supervisor. The direct supervisor directs, arranges, inspects and supervises the work of his subordinates, forming a vertical leadership style with one level of management and one level of management. Each employee only accepts instructions from one superior. Subordinates do not overstep their authority to respond, and superiors do not overstep their authority to give orders. Each employee performs his duties and fulfills his responsibilities.

②The principle of second-line services for first-line departments

First-line departments are at the forefront of customer service. They regard the needs of customers as their own responsibilities, and the needs of customers are orders. In order to ensure the smooth flow of the customer service mechanism, second-line departments must establish a sense of the overall situation and service awareness, and ensure the smooth progress of the work of front-line departments.

③Principle of delegation

In order to improve management efficiency and mobilize the enthusiasm of subordinates, bosses should not take all major and minor matters into their own hands, but must learn to delegate authority. Empower subordinates who are responsible and capable, and trust their abilities.

④ Time management principles

The working characteristics of the hotel determine that any service activity has time requirements. First, there are time standards for customer service, and second, there must be time regulations for the hotel's internal operations. This requires managers to firmly establish the concept that time is money.

⑤Principles of communication and coordination

Communication and coordination in hotels are very important. It emphasizes the need to strengthen effective and proactive communication between superiors and subordinates, between departments, and within departments to ensure smooth communication.

⑥Goal Principle

Goals are requirements that every manager must comply with, and every manager must conscientiously complete the established goals. The goal is a pursuit, but also a kind of pressure. A purpose: the customer is God.

Two attitudes: attentiveness and smile.

The Four Diligences: Diligence with eyes, diligence with words, diligence with feet, and diligence with hands.

Three cleanses: work clothes cleansing, personal cleansing, and environmental cleansing.

Five arrivals and five samenesses: guests arrive, smiles arrive, enthusiasm arrives, honorifics arrive, and services arrive; foreign guests and domestic guests are the same, strangers and regular guests are the same, and one is checked or not. It's the same, the leader is the same whether he's present or not, the attitude of the guests is different and the service is the same.

Standards: Service must be standardized, appearance must be standardized, language must be standardized, guidance must be standardized, hospitality must be standardized, and skills must be standardized. ⒈1 The main characteristics and emotional management of hotel products

First, hotel services contain human emotional factors. Because many of the hotel's services are directly facing guests, the hotel requires employees to always maintain a smiling, enthusiastic, and courteous attitude when serving guests. This requires hotel employees, especially grassroots employees who have extensive contact with customers, to work hard. In addition to knowledge and knowledge, emotional labor is also required to make customers truly feel at home.

Second, the simultaneity of production and consumption of hotel service products. When waiters produce service products, customers consume them at the same time. Employees' emotional expression has an important impact on customer perception and satisfaction, and employees should show positive emotions at work.

⒈2 Characteristics and emotional management of the work of front-level hotel employees

First, the complexity is not high. Many of the jobs of front-level hotel employees are simple manual labor, and during the hotel's off-season, some hotel departments, such as the housekeeping department, generally assign employees to do repetitive and monotonous tasks such as planning and sanitation.

Second, the work of hotel employees at the grassroots level requires employees to be patient. For example, in catering services, it is inevitable to encounter very picky customers. When picky customers are dissatisfied with the dishes provided and criticize the waiters, the waiters must also maintain a gentle and courteous attitude. This requires employees to have a relatively strong ability to suppress emotions.

Third, the labor intensity is high. For example, the work intensity of waiters in the catering department, guest room department and other departments is relatively high. Generally, hotels require housekeeping staff to clean fourteen rooms a day. Especially during the hotel's peak season, the hotel's occupancy rate is high and business is busy. At this time, the housekeeping staff are in an overloaded working state. In addition to the task of cleaning guest rooms, housekeeping employees must also provide other services to customers.

During the peak season of hotel operations, the hotel may require employees to cancel their vacations and work overtime. They may not have any vacation breaks for more than ten consecutive days. Excessive overtime is something that employees avoid and hate. There is an unwritten rule in many hotels that overtime wages will not be calculated for employees who work less than two hours of overtime. This is very unfair to employees. This can easily cause psychological imbalance among employees.

Fourth, synergy. When hotel employees provide services to guests, they need good communication and collaboration within and between departments. If a customer who needs to dine in the room asks the room attendant to contact the catering department to deliver the meal, the room department employees need to communicate with the catering department employees to jointly complete the guest's request. To provide fast and high-quality services, hotel employees must work together and collaborate, which requires the formation of a good working atmosphere and harmonious interpersonal relationships within the hotel. Research shows that positive emotions enable individuals to establish positive interpersonal relationships with others.

⒈3 Characteristics and Emotional Management of Grassroots Hotel Employees

First, the current situation and trend of younger hotel employees are generally becoming younger. As youth's self-awareness develops and their self-esteem increases, some people have a tendency to hide their inner emotions. If a hotel ignores their emotional state, it can easily cause emotional harm to employees.

Second, hotel employees at the grassroots level are generally still in the early stages of career development. Employees' psychological needs for self-actualization require better development in their careers.

Third, employees’ work maturity and psychological maturity are different.

This results in employees with different work maturity and psychological maturity having different psychological needs, and their requirements for leadership styles are also different. Fourth, the majority of hotel employees at the grassroots level are women. The social roles played by female hotel employees at the grassroots level sometimes cause them to encounter conflicts at work and in family life. Hotels should pay more attention to the work and life of female employees and create a safe and good working environment.

⒈4 Characteristics of Hotel System Management and Emotional Management

First, there is a strict hierarchy, one level manages the other, and no skipping of management or reporting is allowed. Employees can easily develop a sense of alienation and employment, which can lead to strong psychological depression and indifference to the hotel's business development.

Second, hotel system management lacks emotional color. Hotel system management generally promotes the hotel's management system through employee handbooks. When you open the employee handbook, most of its clauses stipulate the code of conduct for employees. If you violate the regulations, you will be punished accordingly. The reward and incentive clauses for employees are very Scarcity and lack of any emotion create a psychological sense of urgency and control among employees.

Third, issue fines to punish grassroots employees. In hotel system management, fines are frequently used to punish employees' mistakes and control costs, which puts employees under great pressure and their psychological safety cannot be effectively guaranteed. The wages of front-line employees are already low, and this kind of system management method of issuing fines will undoubtedly create a sense of psychological imbalance among employees.

2 Basic ways of emotional management of hotel front-level employees

⒉1 Emotional management during the recruitment and training of hotel front-level employees

⑴Recruit employees who are easy to perform emotional labor: The service products of the hotel require the emotional labor of grassroots employees. To provide high-quality services, excellent employees are required. Hotels should recruit employees based on the characteristics of each grassroots position and the quality and personality requirements of employees in each position.

⑵Training the emotional labor of front-level hotel employees: Successful emotional labor of front-level hotel employees requires certain training, especially emotional labor in the form of deep acting.

⒉2 Emotional management of front-line hotel employees during their employment

⑴Respect and affirm front-line hotel employees: According to Maslow’s hierarchy of needs theory, everyone has the need to be respected and affirmed , Respect and trust in employees are the basis of emotional management. Respecting and affirming employees is not only reflected in respect for employees and respect for employees' personalities, but also reflected in affirmation of employees' work and respect for employees' opinions.

⑵ Strengthen emotional exchanges and communication with employees: In the hotel's emotional management, managers must be passionate about their subordinates, empathize with people, and communicate emotionally with employees with cordial "emotion". "Emotional" communication, when communicating, we should pay attention to the characteristics of young employees such as strong self-esteem and impulsivity, and pay attention to the work and life difficulties of female employees at the grassroots level.