What is the meaning of hotel management?

In today's fiercely competitive society, the methods of hotel operation and management are increasingly updated. It is inevitable that "what kind of management there is, there will be what kind of hotel". When guests choose your hotel, it also means that they approve your management. Hotel management covers a wide range, including politics, economy, location, culture and other fields, and it also requires high managers' ability, so they should be premeditated, far-sighted, persuasive and prescribe the right medicine. To react quickly and act immediately, we should establish the correct law and the first thought of analysis and expectation, instead of waiting for problems to become a fact of the situation, using soldiers to block and have means to cover up. To sum up, hotel management refers to the management of people on the one hand, and the management of quality on the other. All operations and marketing management are also guaranteed by these two aspects. The management of people and quality is the blood and soul of the hotel. \xd\ I. Management of \ people \xd\ As the most active factor in a hotel, people are like the blood of the hotel. Hotel staff have to contact with all kinds of people from all directions very frequently. Being good at dealing with interpersonal relationships is an essential condition for doing one's job well and maintaining physical and mental health. For hotel managers, especially senior managers, the important problem is not only how to "handle" the relationship between people, but also how to "manage" the relationship between people. In other words, we should not only handle the relationship between ourselves and others, but also manage the relationship between others and others. \xd\ First, hotel "guest relationship" management \xd\ Guest relationship refers to the relationship between service personnel and hotel guests. Dealing with the relationship with guests is not just a matter for managers. A lot of work in guest relationship management is to improve the understanding of all service personnel on guest relationship and take various measures to ensure that all service personnel can handle the relationship with guests at any time and casually in their daily work, and to improve their understanding of "guest relationship". \xd\ The first step is to add some "psychological components" to the material products, and the second step is to expand the "psychological components" of the service industry. The "psychological component" mentioned here refers to: while meeting the functional needs of consumers, we should meet the psychological needs of consumers more, so that the dual service can handle the relationship with guests and let guests get psychological satisfaction in communication, which should be discussed in the topic of "service" instead of treating it as an extra management. Let the guests experience a kind of "intimacy", which is the difference between "no profit, no loss" and "profit", "nobody cares" and "guests are like clouds". \xd\ Second, the management of \ employee relations \xd\ Every enterprise has a problem of how to manage "employee relations", that is, how to help its managers handle the relationship with employees, but this problem is of special significance to hotels. \xd\ For a hotel, without humanistic management, it is impossible to have humanistic service, but it does not mean that just emphasizing "to be humanistic" can straighten out the employee relationship. As an excellent manager, to have the art of management, one should be humane and never relax the strict requirements on employees. More importantly, one can cultivate and improve one's own employees, and at the same time, one can accomplish the tasks well and promote the growth of employees. \xd\ Third, management within the management \xd\ Often in some hotels, the most complicated interpersonal problems are not between managers and employees, nor between employees and clients, but within the management, and the interpersonal problems within the management of hotels must not be taken lightly. \xd\ John from Harvard College? The professor of science and technology once pointed out sharply: "The nature of work in today's comprehensive enterprises is undergoing important changes ... Without understanding and coping skills for this change, we will inevitably fall into the mire of various drawbacks of modern enterprises, and intrigue, egoism, power struggle and so on will eventually make all enterprising spirit, innovative spirit, morale and virtue lost." \xd\ If there is no disagreement between people, there may be no "interpersonal problems" to deal with. When there is a disagreement between people, who should you listen to? Some people say, "whoever is right should listen to him", which is true, but in fact, any problem has been solved, because since there are differences, everyone thinks that they are right. \xd\ To manage this series of crisscross "relationship networks", firstly, hotels must have one and only one clear core guiding ideology; Second, senior core leaders must have sophisticated social skills to push out all kinds of separatist forces and unite people closely. \xd\ II. Management of post, post, people and TOM \xd\ The successful management of hotels means optimizing combination, competing for posts, risk mortgage, streamlining, planning personnel assessment, rewards and punishments, and grasping the management of objectives, quality, employees, marketing, environment, cost, safety, entity, logistics and development, standardization, procedure and institutionalization. \xd\ The management of posts, posts and people means what kind of posts should be filled by corresponding people. The candidates must be careful. Every manager should be quick-thinking, decisive, have a home to take care of, have money to manage, have responsibilities to bear, and have advantages to gain, and generally solve the problems within his own scope of work. Come at the call, be able to do it, and be able to win it, which truly embodies the management system of "those who are capable are superior, those who are equal are subordinate, and those who are mediocre are subordinate". \xd\ Only when the general manager can be liberated from trivial matters can the hotel's personnel planning be comprehensive. The standard to measure people is their work performance, rather than boasting, and they only make superficial remarks. As excellent managers, they should dig the root of the problem from the essence and find a satisfactory solution, so as to achieve good results, do things rhythmically and pay attention to efficiency. Managers can effectively use the resources (personnel, measures, bonuses, etc.) of the hotel, and through management functions (planning, organization, command, coordination, control, etc.). In the process of management, standardization, proceduralization and institutionalization are the routine purposes, and standardized procedures can not meet the individual needs of all guests, especially guests. Therefore, it is emphasized that the waiter carries out the regulations and operates according to the procedures, but attention should be paid to the flexibility of the service. The fundamental purpose of all norms and procedures is to ensure the quality of service, and the basis for formulating various norms and procedures is also based on the position of guests. \xd\ What kind of management level determines what kind of service quality. How to implement TQM management is the key for managers, who can better implement TQM management, grasp "strictness", "clearness" and "delicacy" in their work, and implement TQM management in an all-round, whole-process and all-staff manner, so as to truly and effectively manage everyone, make progress and be organized everywhere. \ xd \ The object of TQM management operation: events with great impact, low cost and high benefit. \xd\ Quality inspection policy: test standards, check quality, check service, diligently analyze, grasp rectification and promote improvement. \xd\TQM inscription: Promise is debt. \xd\TQM's core contents are as follows: \xd\ Method —— The manager directly takes the lead \xd\ Scope —— The whole hotel \xd\ Degree —— Every employee is responsible for quality \xd\ Philosophy —— Error-free \xd\ Standards —— One-step control \xd\ \xd\ One step at a time means to nip the mistakes in the cradle. The mistakes should be corrected at the source and at the work site, and everyone should be responsible for the quality. One step in place embodies TQM's core management philosophy-error-free, to provide customers with accurate services. Customer-centered has four meanings: the requirements of expected customers; Listen to customers' opinions; Know how to satisfy customers; Be able to make a reasonable response to the needs of customers. Continuous improvement includes four aspects: continuous improvement of the quality of products and services to maintain consistency; Faster product update cycle; Greater flexibility; Low cost and low consumption.