Due to the differences in industry characteristics, working environment and employment conditions, the management of catering hotel staff is quite different from that of enterprise staff in general. These managed objects have their own advantages: young, energetic and receptive, but at the same time, they also have their own disadvantages: generally, their academic qualifications are not high, they lack self-management, and they are easy to "follow the crowd", etc. In addition, their quality is uneven and the forms and degrees of accepting "management" are different, which brings great difficulties to management. So, how to manage the staff of these restaurants? Institutionalized management. The management and institutionalization of restaurant staff are still indispensable. Since ancient times, there has been a saying in China that "there is no Fiona Fang without rules". In general, management must be based on these "rules". The cultural quality of employees in restaurants is often not high, so a systematic and advanced management system may not play a big role for them. Therefore, when using the system administrator's working hours, restaurants should follow the following points: 1. The system should not be too cumbersome. If there are too many systems, it is often difficult for restaurant managers to implement them. If they are not implemented effectively and discounted, many systems will become a mere formality, and finally, the seriousness of the whole system will be greatly damaged. Therefore, in order to avoid this, we should simplify the system and implement the "slimming" plan. We should constantly instill in them the daily management (such as attendance, dress, etc.), standard speech, business etiquette, health system, service standards, etc., which are often used at ordinary times, so that they can be familiar with it and easily implement it. 2. System management should be rigid. The key to management lies in assessment, and the key to assessment lies in implementation. Therefore, in the implementation of institutionalized management, we must treat the system equally, and we can't show favoritism. Only when "everyone is equal before the system", can the service staff of restaurants or middle and grass-roots managers really be convinced of the seriousness of the "law", let everyone abide by the law calmly, and the system can exert its power and make everyone dare not "cross the line". Institutionalized management is the foundation and guarantee of personnel management in restaurants. An undisciplined restaurant is bound to be full of flaws in its management, making it difficult to become stronger and bigger. Because among all the competitive factors, the human factor is the first. As a "selling point" based on the level of service, catering hotel personnel can only truly reflect the benefits of management by holding high the banner of system management. "Autonomous" management. Restaurant staff, whether they are lobby managers, front office managers, waiters at the front desk or backstage operators, are from similar backgrounds or from the same group? 1? 1-rural migrant workers. Therefore, in the management of catering hotel staff, if we can take the "autonomy" way and carry out self-management, we can often play a better role in promoting. The specific operation method is 1. From them, people with management ability are preferred, and their organization and management ability can be improved quickly through training or one-on-one assistance, and management responsibilities such as foreman, lobby manager or front office manager are appointed. 2. Turn the system of the catering hotel into a form that they can understand and implement, and implement it by example through the "autonomous head" elected, thus driving the implementation of the entire catering hotel staff. The advantages of this are: 1. Managers come from among them, and it is easier to gain their trust. This is much better than hiring a manager to "impose" management with the incomprehensible rules of hotel staff, and it is easier for them to recognize and finally implement it in this way. 2. "Autonomy" enables them to see their career prospects better. Because the "leaders" of autonomy come from their side, they have more sense of identity and more professional "temptation" for them, because if they obey the rules and do well, they may be the next manager. The power of example is infinite. Through the management of "autonomy", as a restaurant hotel, it can achieve the effect of low-cost management, with little cost, but it is easy to let the system land, which can be described as killing two birds with one stone. Replace "management" with teaching. As the staff of catering hotels, they are too eager for "high-pressure" management, which is limited by their experience and psychological endurance. They often find it difficult to accept it, and even refuse to implement it by "soft resistance". Therefore, it is a more effective way to brainwash them by taking the form of teaching instead of "management" and let them accept the management concepts and methods of the hotel. The specific implementation methods of replacing "management" with teaching are: 1. Managing in teaching. As a restaurant, whether it's the lobby manager of grass-roots managers, the front office manager, the general waiter or even the chef, they all need to learn and improve constantly. Some hotels even set aside a certain time every week to organize employees to study. In fact, this is a good time to instill hotel management concepts and actions. By repeatedly emphasizing the contents and tools of management in the process of training or on-site guidance, it plays the role of coach. For example, on-the-spot simulation drills on how to greet customers, etc., make them master the skills of receiving customers, and at the same time, add specific requirements, which has played the role of "silence is better than sound". 2. Teaching in the tube. In the management of hotel staff, don't forget to teach them how to do it, so that hotel staff can understand that hotel management is to help them improve and serve them, so as to eliminate their vigilance against managers and better understand the significance of hotel management. For example, the lobby manager of a hotel found that the hostess's standing posture was not standard, and immediately corrected it on the spot, and pointed out that as a greeter, her standing standard was correct.