Different from the traditional hotel format, modern hotel is a full-facade service enterprise with market elements as the main theme and space environment as the basis, providing in-depth experience products. The new situation of marketization of business environment, diversification of customers and internationalization of competition pattern is profoundly affecting and changing the inherent thinking mode and business model of hotel operators in China. Therefore, cultivating professional managers with modern hotel management quality and ability is not only a realistic need to improve the comprehensive management level and operation ability of China hotel industry, but also a fundamental requirement to create and realize hotel value and promote the sustained and healthy development of the industry.
Environmental changes of modern hotel management
Great changes have taken place in the hotel industry in China since the reform and opening up 30 years ago, especially after entering the stage of marketization in the 1990s, showing the characteristics of marketization, specialization, capitalization, collectivization and branding. The trend of resource integration, market segmentation, industrial chain extension and effective division of labor is increasingly obvious. After the marketization, the hotels in China are dotted and thriving. At present, there are more than 14000 star-rated hotels, among which the representatives are the chain hotels under the professional hotel management companies of major brands.
At present, China has become the largest domestic tourism market and the fourth largest tourist destination country in the world, and tourism has become an important pillar industry of the national economy. The development of China hotel industry has also developed from the construction and operation of single hotels to the era of collectivization, branding and capitalization. The whole industry not only faces great pressure from policy orientation, market environment, management and professionals, but also faces severe challenges in investment cost, investment return, management mode and management technology. Especially after China joined WIO, it not only means more capital investment and higher service quality requirements, but also means an urgent need to change the rules of the game and cultivate high-quality hotel professional managers.
Analysis on the Characteristics of Hotel Professional Managers
Hotel professional managers refer to compound talents engaged in hotel management. They are different from entrepreneurs who make major business decisions and managers who undertake specific tasks. They establish contract employment relationship with enterprises, and emphasize asset management, that is, plan, organize, lead and control daily operations efficiently, so as to realize the smooth transformation from ideal goals to real business output. They attach great importance to ability training and professional ethics practice, and pay attention to performance improvement and market evaluation, because their fate will ultimately be selected and evaluated by the market.
Modern hotel management is a complex system engineering, involving front office, guest room, catering, human resources, finance, marketing and other aspects. This requires professional managers not only to have strong language skills, communication skills, cultural literacy and service awareness, but also to have a comprehensive understanding of the hotel industry and hotel business, and to master modern hotel standard operating procedures and system management methods.
Although there are many department-level specialized management talents in China hotel industry, there are not many compound talents who can undertake the daily management responsibilities of the hotel, and there is still a big gap between the comprehensive quality and the real professional hotel managers. Because many domestic hotel professional managers are half-way monks, lacking the necessary workplace experience and professional training, and some of them still have traces of leaders of institutions and institutions, there are still obvious shortcomings in humanized service, standardized operation and refined management.
According to the theory of core competence based on resources, the competition of enterprises not only needs hard resources such as factory buildings, equipment, capital, land, energy and raw materials, but also needs soft resources such as location, goodwill, brand, marketing channels, customer relations, information, network, institutional arrangements, logistics systems and business processes. For hotel professional managers, hard resources are often innate, while soft resources are the fields where they display their talents. Therefore, in order to adapt to the modern hotel management functions with management mode as the center, intellectual property as the core, resource integration as the center and soft factor management as the focus, hotel professional managers must speed up the transformation in mentality, concept, consciousness, vision, professionalism, social responsibility and competitive resource utilization.
Quality composition of hotel professional managers
From a dynamic point of view, the focus of hotel management is how to determine enterprise goals, capital goals and group goals. Therefore, an excellent hotel professional manager should have at least three qualities: professional knowledge, management art and management ability, so as to improve the service quality and brand influence of the hotel.
1. Professional knowledge
Professional knowledge is the premise and foundation for the growth of hotel professional managers. An excellent hotel professional manager should not only have rich knowledge of tourism industry, hotel business and humanities and society, but also have modern economic knowledge such as international trade, finance, investment decision-making, capital management, merger and reorganization. And adapt to modern hotel management.
2. Management art
The art of management mainly includes three levels: the art of leadership, the art of self-cultivation and the art of seeking. Among them, the art of leadership is the art of getting along with superiors, subordinates and colleagues, the art of self-cultivation refers to the belief, personality, speech, organization, mentality and etiquette of managers, and the art of seeking includes quality evaluation, goal setting, development planning, environmental selection (working, living and learning environment), social communication and knowledge-seeking skills.
3. Operating ability
Mainly through the understanding of management knowledge, life experience, natural laws and social forms, combined with the analysis and research of the objective environment of the hotel, a unique management idea and management are formed. Including business decision-making ability, emergency and crisis handling ability, human resource management ability, innovation ability, public relations coordination ability, internal cooperation and communication ability, market development ability and so on.
In addition, hotel professional managers should also pay attention to professional ethics and ethics, abide by the law, be honest and trustworthy, be loyal and reliable, be people-oriented and contribute to society.
Quality Cultivation of Hotel Professional Managers
Compared with the general life service industry, hotels have large investment, long return period and strong dependence on the external environment. Hotel investors often hope that operators can recover their investment wells and start making profits in the shortest time. However, compared with the general life service industry, hotels require professional managers to have higher income and output in terms of return on investment in order to give back to shareholders and other stakeholders. Hotel professional managers need a very comprehensive quality. On the basis of excellent comprehensive quality, management skills and professional skills, hotel professional managers must also enhance their core competence in the following four aspects.
1, strategic level
Have an international vision and strategic vision, and be familiar with the rules, regulations and operation modes of the hotel industry. Focusing on the development direction of the enterprise and the goals to be achieved, accurately grasp the current situation and future trends of the external business environment, preside over the strategic planning and design of the enterprise, and unswervingly organize its implementation. In the process of realizing the company's strategic objectives, it can ensure the smooth organization of government orders and the consistency of team objectives, avoid the phenomenon of government orders being blocked and management failing, and finally realize the company's strategic intentions and achieve various business performance objectives.
2. Personality level
Hotel professional managers should be full of passion in their life and work, like to go deep into the front line, pay attention to details and care for employees. We should be good at listening to the opinions of the majority, especially the negative opinions, to prevent mistakes in decision-making. We should 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, evaluating and motivating talents.
3. Knowledge level
Hotel professional managers should attach importance to product production and production standards, improve product supply system, innovate operation mode, establish behavior norms, unify service standards, and strengthen market development and resource integration. We should be good at guiding and creating learning hotel enterprises, cultivating and improving the comprehensive quality of employees, and effectively coping with the complex and ever-changing business situation.
4. Comprehensive level
A manager should be a down-to-earth, proactive, sincere and optimistic person with a sense of mission, responsibility and honor and disgrace, and should have a strong enterprising spirit, especially good at handling complex relationships with employees and customers. We should be good at creating a harmonious internal atmosphere, creating a vibrant corporate culture, stimulating team enthusiasm, forming consistent values, and realizing the organic unity of everyone's pursuit of differences and team values and development goals.
In the final analysis, enterprise competition is the competition of talents. Strengthening the echelon construction and professional quality training of professional managers is not only the realistic demand for talents put forward by the development of the industry, but also the necessity of improving the core competitiveness of hotels. Only when hotel professional managers have a clear understanding of their responsibilities and missions, strive to maintain a down-to-earth, steady and enterprising work style, strengthen their self-cultivation, pay attention to personality shaping, and be neither arrogant nor impetuous can they integrate into the extraordinary world with a normal heart, participate in the increasingly fierce competition with an inspirational heart, create a harmonious environment with a tolerant heart, achieve extraordinary achievements with a normal heart and achieve their future with a sense of responsibility. (excerpt)