How to adapt to the tourism hotel industry and the need to have good professional qualities

The rapid development of the world economy is driving the focus of tourism and trade to shift from Europe and North America to Asia. The development momentum of Asia's tourism industry is extremely rapid. Asia does not lack tourist attractions, service providers and tourists, but it only lacks first-class senior management talents. This phenomenon is worth pondering. From an in-depth analysis of industry development, young people in Asia are often content with the status quo, lack clear career plans, have insufficient professional beliefs, are eager for quick success, and lack perseverance. Specific to the hotel industry, a good senior hotel professional manager needs to have at least three qualities, including excellent professional knowledge, leadership qualities and management capabilities, good communication, interaction and getting along skills, as well as long-term investment and long-term goals and firm confidence, etc. This is probably a weakness of Asians.

Different from traditional hotel formats, modern hotels are based on market factors and based on space environment, becoming a full-scale service enterprise that provides in-depth experience products. The new situation of marketization of the business environment, diversification of service objects, and internationalization of the competition landscape is profoundly impacting and changing the inherent way of thinking and business models of Chinese hotel operators. Therefore, cultivating professional managers with modern hotel management qualities and abilities is not only a practical need to improve the comprehensive management level and operational capabilities of China's hotel industry, but also a fundamental requirement to create and realize hotel value and promote the sustainable and healthy development of the industry.

Environmental changes in modern hotel management

Over the past thirty years of reform and opening up, China's hotel industry has undergone tremendous changes, especially after entering the marketization stage in the 1990s. It shows the characteristics of marketization of operations, professional management, capitalization of operations, group development and branding. The trends of resource integration, market segmentation, industrial chain lengthening and effective division of labor are becoming increasingly obvious. After marketization, China's hotel industry is dotted with stars and is thriving. At present, there are more than 14,000 star-rated hotels, and the representatives among them are hotel chains owned by professional hotel management companies of major brands.

At present, China has become the world's largest domestic tourism market and the world's fourth largest tourist destination. Tourism has become an important pillar industry of the national economy. The development of China's hotel industry has also evolved from the construction and operation of individual hotels to the era of groupization, branding, and capitalization operations. The entire industry is not only facing tremendous pressure from policy orientation, market environment, operation management and professional talents, but also facing severe challenges in investment costs, investment returns, operating methods, management technology and other aspects. Especially after my country joins WIO, it not only means more capital investment and higher service quality requirements, but also means changes in the rules of the game and the urgent need to cultivate high-quality hotel professional managers.

Characteristics of hotel professional managers

Hotel professional managers refer to comprehensive talents who specialize in hotel operation and management. They are different from entrepreneurs who engage in major business decisions and managers who undertake specific work tasks. They establish a contractual employment relationship with the enterprise and place more emphasis on asset management, that is, efficiently planning, organizing, leading and controlling daily operations. , thereby achieving a smooth transition from ideal goals to realistic business outputs. They attach great importance to ability cultivation and professional ethics, as well as performance improvement and market evaluation, because their destiny must ultimately be chosen and evaluated by the market.

Modern hotel management is a complex systematic project, involving front office, guest rooms, catering, human resources, finance, marketing and other aspects. This requires professional managers to not only have strong language skills, communication skills, cultural literacy and service awareness, but also have a comprehensive understanding of the hotel industry and hotel management business, and be proficient in modern hotel standard operating procedures and system management methods. .

Although there is no shortage of department-level special management talents in China's hotel industry, there are not many comprehensive talents who can assume the daily operation and management responsibilities of hotels. Their comprehensive quality is not as good as that of real hotel professional managers. Large gap. This is because many domestic hotel professional managers are mid-career and lack necessary workplace experience and professional training. Some of them still have traces of being leaders of government agencies and institutions. They still have obvious shortcomings in terms of humanized service, standardized operations, and refined management.

The resource-based core capability theory believes that the competition of enterprises requires not only hard resources such as factories, equipment, funds, land, energy, and raw materials, but also cannot be separated from location, goodwill, brand, marketing channels, and customers. Soft resources such as relationships, information, networks, institutional arrangements, logistics systems, and business processes. For hotel professional managers, hard resources are often innate, while soft resources are the areas where they can display their talents. Therefore, in order to adapt to the modern hotel management, which is centered on management model, with intellectual property as the core, resource integration as the focus, and soft element management as the key function, hotel professional managers must be in mentality, concept, consciousness, vision, and career. accelerating transformation in terms of culture, social responsibility and competitive use of resources.

The quality composition of hotel professional managers

From a dynamic perspective, the focus of hotel operation and management is how to determine corporate goals, capital goals and group goals. Therefore, in order to improve the hotel's service quality and brand influence, excellent hotel professional managers must possess at least three qualities, namely professional knowledge, management art and business capabilities.

1. Professional knowledge

Professional knowledge is the premise and foundation for the growth of hotel professional managers. An excellent hotel professional manager must not only have rich knowledge of the tourism industry, hotel business, and humanities and society, but also have international trade, finance, investment decision-making, capital management, mergers and acquisitions, etc. that are compatible with modern hotel management. Modern economic knowledge.

2. Management Art

Management art mainly includes three levels: leadership art, cultivation art, and pursuit art. Among them: leadership art is the art of getting along with superiors, subordinates, and peers. , the art of cultivation refers to a manager’s beliefs, character, speech, organization, mentality and etiquette, while the art of seeking includes quality evaluation, goal setting, development planning, environmental selection (work, living, learning environment), social interaction, Knowledge-seeking skills, life experience and other categories.

3. Management ability

It is mainly based on the understanding of management knowledge, life experience, natural laws and social forms, combined with the analysis and research of the hotel’s objective environment, to form unique management Thoughts and business management are in Duan. Including business decision-making ability, contingency and crisis management ability, human resources management ability, innovation ability, public relations coordination ability, internal collaboration and communication ability, market development ability, etc.

In addition, hotel professional managers should also pay attention to professional ethics and professional ethics, abide by laws and regulations, be honest and trustworthy, be loyal and reliable, be people-oriented, and contribute to society.

Cultivating the quality of hotel professional managers

Compared with the general life service industry, hotels have large investments, long return cycles, and strong dependence on the external environment. Hotel investors often It is hoped that operators can recover their investment and start making profits in the shortest possible time. However, compared with the general life service industry, hotels require professional managers to have higher income output in terms of return on investment in order to give back to shareholders and other stakeholders. The qualities required by hotel professional managers are very comprehensive. On the basis of excellent comprehensive qualities, management skills and professional skills, hotel professional managers must also enhance their core capabilities at the following four levels.

1. Strategic level

Have international vision and strategic vision, and be familiar with hotel industry rules, regulations and operating models. Focusing on the company's development direction and goals to be achieved, accurately grasp the current status of the external operating environment and future trends, preside over the company's strategic planning and design, and unswervingly organize its implementation. In the process of realizing the company's strategic goals, it can ensure the smooth flow of organizational orders and the consistency of team goals, avoid blocking of orders and management failures, and ultimately realize the company's strategic intentions and complete various business performance goals.

2. Personality level

Hotel professional managers should be full of passion in life and work, like to work on the front lines, pay attention to details, and care for employees. Be good at listening to most people's opinions, especially those from the opposite side, to prevent mistakes in decision-making. We must be good at learning and improving, and pay attention to maintaining work order and making changes in the process of innovation and change. Have team cohesion, know people well, be open-minded, have strong affinity, and be good at identifying, selecting, appointing, assessing and motivating talents.

3. Knowledge level

Hotel professional managers should pay attention to product production and production standards in management, improve product supply systems, innovate operating methods, establish codes of conduct, and unify service standards , strengthen market development and resource integration. We should be good at guiding and establishing learning hotel enterprises, cultivate and improve the comprehensive quality of employees, and effectively cope with complex and ever-changing business situations.

4. Comprehensive level

The manager should be a down-to-earth, enterprising, sincere, optimistic person with a sense of mission, responsibility and honor. He should have a strong enterprising spirit, In particular, you must be good at handling complex relationships with employees and customers. We must be good at creating a harmonious internal corporate atmosphere, creating a vigorous corporate culture, stimulating team enthusiasm, and forming common values, so as to achieve the organic unity of each person's pursuit of differences in the team and the team's values ??and development goals.

Enterprise competition is ultimately a competition for talents. Strengthening the echelon construction and professional quality training of professional managers is not only a realistic requirement for talents put forward by industry development, but also a necessity to enhance the core competitiveness of hotels. Only when professional hotel managers recognize the responsibilities and missions they shoulder, strive to maintain a down-to-earth, steady, upward and enterprising work style, strengthen self-cultivation, pay attention to personality shaping, and neither be arrogant nor belittle oneself, can they integrate into the hotel as an ordinary person and with a normal heart In an unusual world, participate in the increasingly fierce competition with a motivational heart, create a harmonious environment with a tolerant heart, achieve extraordinary achievements with an ordinary heart, and achieve your future with a sense of responsibility.

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