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What does a good hotel general manager do in a day?
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What does a good hotel general manager do in a day?

The general manager of the hotel, who is all-powerful in the hotel, is the dream job of hotel employees The hotel is a small society, open 24 hours a day. Colorful decorations in the city are staged here every day, and hotels become the windows and excitement of cities or regions. All kinds of things happen in the hotel every day.

Why should we pay attention to General Manager's Day? Not only do we want to satisfy the curiosity of people working in the hotel industry for this position, but more importantly, we can learn about the management thoughts, styles and concerns of the hotel general manager from his daily work arrangements. The management thought, style, work habits and concerns of the general manager of the hotel directly affect the success of the whole hotel management.

"People who work only 40 hours a week can't do great things in their lifetime." John Willard marriott

The general manager of a hotel usually arrives at the hotel in advance, not to set an example and show his active work, but to meet the needs of hotel management. The general manager arrived early in order to read the various reports of the hotel management the day before and understand the management of the hotel the night before, so as to have a more comprehensive understanding of the overall situation of the hotel one day. The business report of the hotel can provide the hotel's income, room opening rate and forecast for the next week. Reading the VIP report can help you understand the VIP check-in and arrival on the same day, and even the forecast for the next week. According to this information, the general manager can arrange his own work time allocation, which VIPs should see him off and which should be allocated to other deputies. Through the daily report of the assistant manager in the lobby, we can understand the guest relationship of the hotel the day before. Through customers' opinions and complaints, we can find out the problems existing in hotel management and service. Some problems can be tracked, from the phenomenon to the essence, to find out the hidden dangers in the existing management culture or operation process. Engineering and safety conditions are the premise of the normal operation of the hotel, which will affect the normal operation of the hotel. Therefore, we must know these two aspects like the palm of our hand, and be aware of them. Check the business report of catering and the forecast table of banquet or conference venue, you can not only know the income of hotel catering, but also know the situation of large-scale activities being held or about to be held by the hotel. Although many large-scale activities appear on the dining scene, they actually involve the cooperation and communication of various departments of the hotel, and problems are most likely to occur. Therefore, we must pay attention to and coordinate key issues and remind relevant departments to pay attention to follow-up. The traditional way for general managers to read reports is to read printed reports. Now, the general managers of some hotels are also used to checking real-time hotel management reports at any time with computers. The general manager of each hotel has his own management method and style. We can see that Anderson, the general manager of Napoleon Royal Hotel with 2000 rooms in the United States, is more chic in management and can get off work at 7 pm.

(1) Maximum wealth

Human resources are considered to be the greatest wealth of hotels. Employees are the most important assets of the hotel, because their work directly creates value. Therefore, the general manager will often communicate with subordinates or employees at work, instead of sitting in the office all day and meeting them.

(2) Innovation and the right to speak

Organizational learning and innovation are the important contents advocated by this culture. Encourage employees to innovate and express these ideas. Because they know the needs of customers best, they have the most say in improving service. After the general manager puts forward his own opinions, he usually gives his subordinates a space to play their abilities and solve problems.

(3) Managers-supporters

Managers become the biggest supporters, guides and service providers of employees. Managers are constantly training, educating and leading employees to serve guests; The general manager's job is to create a better and more relaxed service environment for hotel employees. Managers serve supervisors, and supervisors serve employees, because employees directly serve front-line customers. Managers empower employees, give material and spiritual encouragement and support, and come forward to solve problems when employees need support. Managers become the most powerful supporters of customer service.

(4) Power, responsibility and risk

The wisdom and judgment of employees are fully affirmed, so employees are fully authorized. They have great responsibilities and take decision-making risks. As long as they serve the guests, they have enough power. Therefore, most complaints and customers' needs can be solved in time by employees. The general manager will encourage employees.

(5) Encourage "mistakes"

The general manager will constantly instill the idea that only employees who do nothing will make mistakes. Encourage employees to try and make mistakes, because only employees who don't work are not wrong, but don't make the same mistakes.

(6) the fault of the manager

When employees have work problems, managers will take the initiative to introspect. In the final analysis, it is the fault of the manager. Therefore, the general manager will pay more attention to the rationality of management culture and process.

(7) Beyond the hierarchy

The channel of information transmission is open and networked. As long as it serves the guests, employees can skip the intermediate links and seek assistance and support directly from the general manager if they think it is necessary.

(8) The role of the general manager

The general manager can take time out to do great things-communicate with guests and employees, verify the needs of guests, and understand the most real state of the enterprise. From the survey, we can see that the general manager of the hotel attaches great importance to communication with customers. General managers abroad generally like to have lunch with customers at noon and leave dinner time for themselves. They like to keep in touch with customers by phone during working hours. The general manager of China is used to talking about business at the dinner table, so he may often sacrifice his private time to eat, or even eat twice (he has just finished his working meal and has a client to accompany him). But in any case, there is nothing wrong with putting guests first.

(9) Satisfied guests

Hotel staff are full of self-confidence and heartfelt smiles, and can solve guests' problems timely and accurately. Respect and courtesy are given to guests because the management of the hotel has created a space and environment for employees to realize themselves, so happy employees have created happy customers.

Use meetings to solve current problems

The general manager of the hotel will be famous. If you call the general manager of the hotel in the morning, you are usually stopped by his secretary because there is always a meeting. Indeed, the general manager of the hotel needs to host or attend various meetings in the hotel every day. The integrity of hotel management and service determines that it is impossible for a general manager of a hotel to solve all problems efficiently only through one-on-one interviews. Meetings are a part of hotel management, and the general managers of most hotels are good at using various business meetings for management. According to statistics, the general manager of American hotels must attend about 300 management meetings every year on average. In other words, the general manager of the hotel should attend at least 1 meeting every working day on average. General managers of hotels in China attend many meetings, and the general manager of an international brand hotel holds 1-3 business meetings every day. Too many meetings will affect the work, but it is impossible to carry out the work without attending the meeting. The general manager of the hotel must find a balance between the two. Therefore, improving the efficiency of the meeting and managing the meeting well can achieve the goal.

Every day, the general manager is interrupted by countless phone calls and visits inside and outside the hotel. His activities are random and diverse, and he often needs to solve various important or seemingly unimportant problems. Most of the meetings held by the general manager every day are to solve the problems that need to be solved urgently. There are many meetings in the hotel, but usually the meetings are not very long, especially the temporary meetings, because things that usually need to be called temporary meetings must be solved quickly. The characteristics of hotel management and service are that problems must be solved quickly, as short as a few minutes, such as complaints from guests, emergency maintenance of elevators, sudden requests from large-scale conference customers and so on. If the time is prolonged, it means that it has not been handled well, or the best opportunity to solve the problem has been missed. Therefore, we can see that the temporary business meeting of the general manager of Napoleon Royal Hotel in the United States usually does not exceed 15 minutes.

Wandering management

The general manager visits at least three times a day, not to pay attention to nuances or go to the scene to solve problems for subordinates and employees, but to understand the situation and listen to opinions through inspections. The role of the general manager is to teach and support subordinates and employees to solve problems by themselves. It is not only of little significance to improve hotel management and service, but even counterproductive for the general manager to make decisions everywhere and solve problems on the spot. Walking management has been widely accepted by the hotel industry. J.W. Marriott, Jr., president of Marriott Hotel Group, said in his book "The Spirit of Serving Marriott": "In Marriott, the reaction of employees to the general manager is the most fundamental touchstone for the good operation of the hotel. If employees are happy to meet the boss, I know that the general manager is a good "action" (walking management) manager. Because only the general manager who spends a lot of time talking with employees in the lobby or other parts of the hotel and understands their voices will win such friendly greetings from employees. "

Marriott's corporate culture has such a creed: As long as you treat your employees well, they will certainly take care of your guests. This culture regards employees as the people who know the needs and opinions of guests best. Therefore, the general manager must set an example, honor the promise of "paying attention to details" that he often emphasizes, and often contact with employees to understand the suggestions and opinions of guests in order to provide more effective service support for employees. Subordinates and employees will pay attention to what the general manager often pays attention to, because they think what the general manager often pays attention to repeatedly is the most important thing in hotel management and service. The management of the general manager is always busy influencing others. The more places the general manager walks in the hotel every day, the more times he visits and the more guests, subordinates and employees he contacts. More connections means that the more people the general manager influences in the hotel, the greater his influence. The strong corporate culture of the hotel is forged through such actions.

The daily work schedule of the hotel general manager not only contains rich management experience and information, but also silently describes the rich social life every day. We can see the life of the hotel from the short day of the general manager.

Frank Anderson, general manager of the 2000-room Napoleon Royal Hotel in America, had a typical day (today is Monday).

Arrive at the office from the hotel suite at 7: 45. Check the weekend statistics and start reading the documents on the desk.

At 8: 05, I received a phone call from the deputy general manager. He reported the data about weekend room occupancy rate and income, and discussed some personnel changes, including the appointment of the future marketing director of the hotel. Chatted for a while.

At 8: 30, discuss key issues related to the activity with two supervisors in charge of large-scale employee activities.

At 9: 03, a coordinator in charge of hotel conference reception came to the general manager's office to discuss some problems of the conference group being held in the hotel. The general manager put forward his own views on the relevant principles and left the details to the conference coordinator himself.

At 9: 06, when signing documents in the office, the general manager received a phone call from the engineering director, who asked 3-4 questions.

At 9: 00 1 2, the general manager went to the1floor to check the maintenance work of a guest room, where he met the young supervisor in charge of this work, and he reported the relevant situation to the general manager, who immediately gave five suggestions for reference.

At 9: 33, the manager of the security department caught up with the general manager and talked about the theft of a guest's car in the parking lot on the way back to the office.

At 9: 45, the general manager came to the restaurant manager's office to discuss the planned appointment of a new chef and the charity banquet on Friday.

At 9: 55, I got a call from a local businessman who wanted to get the contact address of a football player. The general manager found it in the archives.

At 9: 58, the hotel lawyer called the general manager and provided him with the latest information about an pending lawsuit.

/kloc-0: 00 to attend the regular meeting attended by department heads on Monday. He congratulated each participant on the success of the banquet on Friday night, chatted with 3-4 supervisors, and then gave the meeting to the supervisor to preside over, listening and signing documents. At the end of the meeting, the general manager conveyed the spirit of the owners' meeting last week, and then talked about the celebration plan for this year's New Year's Eve.

The meeting officially ended at 1 1: 00. The general manager had a brief talk with five supervisors.

1 1: 05 Back in the office, the general manager received a phone call from the son of the hotel owner, asking to reserve some free rooms. The general manager refused his request because all the rooms were rented out that day.

1 1: 08 the deputy general manager came to inform us that the local tourism bureau has selected a hotel as the hotel for the delegation of large-scale travel agents coming to our city. The general manager called the local tourism director to try to get some reception business, even though some rooms were provided free of charge. The director promised to arrange the next tour group.

1 1: 23 Call the Engineering Director to check the elevator failure.

1 1: 45 The hotel owner called to inquire about some expenses listed in last month's income statement. The general manager consulted the relevant information and gave the answer. The two sides also discussed six other issues, including the local economic prospects.

12: 02 consulted a notice about holding a reunion of senior management class in Europe next year. He decided to attend the party and asked his secretary to ask the following details about his trip.

12: 15 The sales manager came to inform that a competitive hotel offered a room rate of $80 to a large conference group. They discussed for a while, but they didn't make a decision.

12: 18 The person in charge of planning staff activities came to report.

12: 22 The mayor's office called to book a private dinner for 20 people.

12: 30 lunch

13: 30 meet with the newly appointed supervisor to discuss the service of small conference group.

13: 45 The CFO came to visit with a representative of a credit card company. The impromptu meeting lasted 45 minutes.

14: 30, I called the organizer of the golf tournament in this city to try to get some business from it.

14: 45 meet with the resident manager to discuss the recent rising trend of the absence rate of the meeting group, the house price policy for next month and the room maintenance plan.

14: 59 The restaurant manager came to report the plan of the food festival.

15: 15 read the report of the personnel department, and then invite the personnel manager to discuss related issues.

Telephone interview with freelance writer.

13: 45 The housekeeping manager came to report a guest's complaint and demanded compensation for the free room. The two agreed to give a preferential room rate of $59.

At 6 o'clock, a deputy department manager came to discuss personnel issues. The general manager gave his own opinion.

16: 15 access to documents, open letters and memos.

16: 35 deputy general manager and hotel management analyst came to discuss technical issues such as hotel sales forecast.

Answer the phone of the general manager of a hotel.

16: 55 Call the general manager of another hotel.

17: 00 back to the apartment

18: 15 watched the football match with seven hotel executives and met with a hotel engineering expert.

/kloc-Go back to your apartment at 0/9: 00.