How to implement fine management in hotels?

Hotel management details and standardized management

A management model must be standardized if it wants to be continued from enterprise A and copied to enterprise B. Standardization will not happen overnight. Generally speaking, there are three stages: the first stage: clarity. Solve the problem of whether there are management rules. The second stage: precision. The expression of post and process should be as accurate as possible, and subordinates should not be ambiguous. ISO9000 has a very core concept: write what you say, say what you do, and do what you write. Writing, speaking and doing should be completely consistent. Therefore, the description of processes and work specifications must be accurate. The third stage: precision. Fine management means that rules and data are as accurate as possible. The division of management levels The process of management is the process of crossing posts. Every department has some behaviors at different levels, and one thing is transmitted in different positions in different departments through processes, which is a normal state in management. Management is divided into the following levels: the first level: grass-roots managers. The main work is in-depth research to help middle and senior managers understand the normal management state and the first-hand materials at the grassroots level. The second layer: middle managers. Every middle manager is an expert in a certain field, and his main job is to analyze in-depth research data from a professional perspective. The third level: senior management. What the top management should do is to clarify the center of gravity and determine what is the core of management in the near stage, that is, decision-making, on the basis of the analysis of middle-level experts. After defining the center of gravity, the focus of senior managers is to make rules that the whole team can abide by. Middle-level cadres refine and decompose the rules formulated by the top management to realize the specialization of the rules. For example, the top management wants to adjust the company's capital structure and moderately participate in fund investment. As long as this direction is determined, how to adjust the capital structure and how to invest funds are all issues that managers in charge of finance should consider. They will put forward a detailed operation plan and report it to the top decision maker for approval. What the grassroots should do is to train employees and turn management rules into employees' behavior habits. Therefore, the management level can be achieved through three levels of senior high school foundation. The division of management levels plays an important role in grasping the management rhythm and liberating senior managers from daily chores, which is also the first principle of time management-post positioning principle. Every manager should be clear about the specific responsibilities of his post, and make the following points clear in his work: First, find out the problems and seek solutions. Managers should pay attention to the types of problems. It is not a big problem for employees to be late occasionally. If you find that your subordinates are late many times, you should consider whether they are in a mood. If many employees are late, and the number of late employees reaches 30%, it shows that management is lax, that is, the problem is from point to point. Second, the problem lies in the post and the answer lies in the process. Management problems are often reflected in people, but the root of the problem often lies in the process. If the process is not clear and perfect, the employees in the post will not know what to do and will easily make mistakes. A blowout occurred in the oil well of PetroChina in Kaixian County, Sichuan Province. Many people blame people at the grassroots level. Of course, they have certain responsibilities, but the more important responsibility is their boss. There are many problems in the process design of field work. Many management problems seem to be one person's problem and one point's problem, but in fact they are the whole management standardization problem and process design problem.

Third, the job blocked the process because of the lack of training in operation. There is a process, but employees don't follow the process, which is also the responsibility of cadres, because training is not in place. Qualified workers need a process of growth, and the process should be detailed. Without strict training, they can't become skilled operators and management is still not in place. The manager's responsibility is to let the team do things in a standardized way. It is the logic of management to pay attention to the thinking of type problems, the design of process and the training of process. Fourth, the implementation of the process depends on a series of tools and means. The solution of many problems ultimately depends on specific management tools. Taxis in Europe and America have to manage a lot of vehicles outside. Their management methods are very scientific. Each car is equipped with a card, which automatically records the departure time, parking time, flameout time, kilometers, fuel consumption and other detailed information. How many kilometers the car has run in a certain period of time, whether there is traffic jam and whether there is speeding are all within the scope of managers' constant attention. These technologies enable drivers to be closely monitored even outside. Fifth, supervision and authorization go hand in hand. Supervision is a key link in management. If only trust is emphasized and supervision and control are not emphasized, problems will arise. It is the requirement of management that managers accept supervision. Supervision is a kind of protection and care, and it is not easy to go wrong. Awareness of details needs to be cultivated. Detailed thinking training can help managers effectively cultivate their subordinates' awareness of details: first, do list training. Learn to make a daily work list, which is the first step to develop detailed thinking. Through repeated strict training, we gradually developed stricter habits. Second, define the nodes. Nodes refer to the relationships among posts, departments, enterprises and society. The process of things has two aspects: input and output. The most common problem in management is the connection between input and output, so it is necessary to train employees to pay attention to node problems through a series of means. In the training implemented by enterprises, three practices are usually advocated: one is the commitment system. Assign tasks to subordinates, and strengthen the sense of responsibility and the accuracy of contact by signing bills as much as possible; Second, the schedule. Several people must make a timetable to do one thing, so that everyone knows the specific time, place, cost, person in charge, acceptance criteria, etc. Can make the connection between everyone closer; Third, oral retelling. Some simple commands and instructions don't have to be written in notes, so that subordinates can form the habit of oral repetition and prevent instructions from being wrong. Third, empathy. Most of them are for subordinates and customers. As long as you get into the habit of thinking about customers, you will naturally have a sense of detail. Fourth, do one thing at a fixed time. If you do this for a long time, you will be very careful.