At present, most hotels in China still adopt the traditional linear functional organizational structure, and the ratio of managers to business personnel is low. With the continuous improvement of human salary and welfare level, the problem of human cost gradually emerges in the daily work plan of hotel managers. At the same time, due to the multi-level organizational structure, first-line hotel service personnel often can't take timely measures to meet customers' demands. For these problems, the flat organizational structure has found a way out for the hotel. The following article will briefly introduce some methods and measures of flattening hotel organizational structure. First, reduce the middle management level and realize the flattening of organizational structure. Hotel management often adopts pyramid hierarchical management system: general manager-department manager-supervisor-foreman-employee. In this pyramid management mode, the top-level general manager can't be streamlined, and the front-line staff can be reasonably set up by calculating the per capita efficiency or the workload test of the staff (the staffing problem is not analyzed in this paper). As an independent income or service organization, it is difficult for department managers to cancel. Hotels can be streamlined from two management levels: supervisor and foreman. Housekeeping department and catering department are the main front-line business departments of the hotel, with a large number of personnel. The work of front-line service personnel is generally organized and coordinated by department managers or business executives, and the foreman generally participates in the work together with grassroots employees. The difference is that the foreman is also responsible for supervising the grass-roots employees and providing necessary technical support. Moreover, the position of foreman is mostly held by experienced old employees. Strictly speaking, the foreman is not a management position, but it extends the path of information dissemination and increases the management level. Therefore, here we suggest that the front-line department should not have a foreman. For the second-line departments of the hotel, including engineering, security, human resources, finance and other departments. Because the number of department personnel is generally not too large, and the working places of human resources, finance and other management departments are relatively concentrated. Therefore, in these second-line departments, it is suggested that department managers play the role of overall coordination and management and cancel the post of supervisor. Second, face up to the management pain caused by organizational flattening. Although reducing management can achieve flat organization, hotel managers still need to pay attention to some problems brought about by organizational change. First of all, the reduction of management will inevitably lead to the destruction of the original supervision system, while the direct subordinates of new managers will increase. In this way, managers' guidance and supervision of subordinates will be reduced accordingly, which will easily lead to the phenomenon that employees abuse power for personal gain and damage the interests of the organization. Secondly, the quality of personnel is unbalanced. The flattening of organizational structure will lead to an increase in the management scope of managers, and at the same time, more decentralization will be given to grass-roots employees. At the same time, it puts forward higher requirements for the management ability of managers and the independent action ability of grass-roots employees. If the quality of personnel is not improved with the flattening of the organization, then the organizational reform is in danger of failure. Third, a new incentive mechanism needs to be established. The decrease of supervisors and foremen will inevitably lead to the increase of employees' workload, and in the old incentive mechanism, due to the decrease of management levels, it will inevitably lose the incentive function for employees to promote their posts. The company needs to formulate a new incentive mechanism to mobilize the enthusiasm of employees. However, the so-called "no break, no stand, no change, no innovation". Therefore, hotel managers should not take these problems as reasons for refusing to flatten the organization, but should regard them as the inevitable pain brought about by organizational change, and taking corresponding measures to solve the problems is the way to win. Third, follow up the auxiliary measures to improve the flattening of the organizational structure. In view of the lack of some management functions brought about by the flattening of institutions, we put forward auxiliary measures. First of all, establish a new supervision system and adopt walking management. With the decrease of management, the supervisory function originally undertaken by foreman and supervisor is missing. Under the new organizational structure, hotel managers need to formulate a new supervision system. At the same time, department leaders are required to adopt walking management, contact grass-roots employees more, listen to their opinions and provide convenience for employees. On the one hand, taking such measures can increase managers' familiarity with the business and avoid the phenomenon that laymen become experts. On the other hand, department leaders often visit the front line, which can effectively establish communication between grass-roots employees and facilitate managers to find and solve problems in time. Therefore, strengthen employee training and implement employee mutual training measures. The flattening of the organization puts forward higher requirements for the ability and quality of managers and grass-roots employees. Hotels need to strengthen the training of department managers, organize expert training, or learn from the management experience of benchmark hotels to improve the management ability of middle managers. In addition, for grass-roots employees, mutual training should be adopted, that is, mature business veterans in grass-roots employees play the role of trainers and encourage them to complete training tasks with certain material rewards. Third, reset the hotel incentive mechanism and improve the employee growth channel. Due to the reduction of management personnel, hotels can reward employees with part of the reduced salary costs. In addition, the original incentive mechanism has been readjusted to encourage employees who need promotion through training or better career development opportunities. Improve employee growth channels, give employees expectations for future growth, and guide grassroots employees to pay more attention to their career development. Fourth, delegate power to employees. On the premise of improving the quality of employees, we can learn from the experience of "Just Do It" management mode implemented by Hilton Hotel, appropriately delegate power to employees, and clarify their responsibilities and powers, so as to improve the quick response speed of front-line employees to customer needs, help to flatten the organization and play a better role. Conclusion Flat organization is the development trend of hotel organizational structure design and a successful concept verified by foreign advanced hotels. If domestic hotels want to succeed, they need to be properly flattened according to their own conditions, supplemented by corresponding follow-up measures.