management skills of catering managers

how to improve the performance of employees is a challenge for every manager. I've compiled some management skills of catering managers for you. Let's have a look!

management skills of catering managers 1

1. Use talents.

Managers often look for reasons from employees for their poor performance. In fact, they should also reflect on whether the managers themselves have problems in the use of personnel, and whether they have used their strengths to give full play to their strengths. It is difficult to achieve good performance if people are not good at employing people. To achieve good performance, employing talents is the first. Don't arrange a dog to climb a tree, and then blame it for not climbing well, because dogs are not good at climbing trees, and even an excellent dog can hardly climb a tree well. Instead, we should review whether we should arrange an ordinary cat to climb a tree.

2. Strengthen training.

through training, the performance of employees can be improved, and then the performance of departments and the whole organization can be improved. What needs to be pointed out here is that training is not arranged when the company has problems, nor is it only for those employees who the company thinks have problems. Or, as some companies do, they only train excellent employees. In fact, the company's training should be carried out in a long-term, continuous and planned manner according to the needs of enterprises.

3, clear objectives.

have we clearly told our employees that their job should be to sell sales first? Or service first? Or profit first? Or all three. If employees don't have a clear work goal, they will usually be confused and confused, and have no sense of direction. Of course, their work efficiency will be affected. At the same time, because employees don't get clear goal guidance, their efforts will inevitably be different from the results that the company hopes to achieve.

4. Establish performance standards.

Clear performance standards can make high-performance employees have a sense of accomplishment and know that they have met or exceeded the requirements of the company. This achievement incentive effect is very obvious for higher-level managers or professionals. Clear performance standards can make employees who fail to meet the standards have a hard goal and know the gap between themselves and others, thus stimulating their work enthusiasm and striving to complete the work indicators. Note: Clear performance standards must be the basis for the company's salary payment to ensure the effectiveness of incentives.

5. Monitor performance appraisal in time.

the evaluation period can be one month, one quarter or one year. However, monitoring should be done anytime and anywhere. If the monitoring is not timely, of course, comprehensive and objective first-hand information cannot be obtained. It is easy to lead to the phenomenon of competing for performance before the evaluation, which makes the "smart people" take advantage of the loopholes and the evaluation is unfair.

6. Feedback the evaluation results in time.

when the results of performance appraisal have just come out, it is the time when employees are most concerned about performance issues and think the most. At this time, the feedback efficiency is high, the employees are more engaged, the effect is good, and it is conducive to timely improvement of some problems. If after this period, both the appraiser and the examinee have put the appraisal aside, and the efficiency will definitely decrease; At the same time, employees will have a bad impression on the company's evaluation, and they will think that the company does not attach importance to evaluation. As other work has already started, the feedback from evaluation will also take up working time, which will inevitably bring adverse effects to other work.

7. Help subordinates find ways to improve their performance

When you find that your subordinates' performance is not good, it is not enough to just tell him/her that "your performance is not satisfactory". It is important that you also point out the reasons for his/her poor performance. What are the improvement methods?

underlings with poor performance are generally anxious themselves, but they can't find the reason and don't know how to improve. Ask your colleagues and worry that others will think you are ignorant and have no face. Consulting the manager is afraid of being criticized for poor performance.

At this time, managers should take the initiative to find him/her, analyze the reasons for poor performance with him/her, and help him/her find ways to improve. At the same time, if possible, it is best to provide corresponding opportunities for improvement and support with certain resources. The manager can succeed, and it is important that he/she can guide his/her subordinates, think, see and do what subordinates can't. If the manager himself can't surpass the employee, how can the employee serve her? In this case, most employees will not work very hard, and their performance will naturally not be good.

8. Give the final limit for improvement

For subordinates who have poor performance for a long time or new employees who have not performed well soon after coming to the company, people usually use the method of dismissing employees. There is nothing wrong with dismissing low-performing employees decisively, but we prefer to give them another chance before dismissing them. For example, tell him/her clearly that the company will give him/her another month, and his/her performance must meet the requirements of the company, otherwise, ask him/her to find another job.

In addition to avoiding the costs and risks brought by re-recruitment itself (who can guarantee that the re-recruited person is better than him/her), there are two other advantages. One is that we have done our utmost to the dismissed employee, and he/she will not slander the company because of poor dismissal after leaving the company. In addition, it is also a signal to other/her employees who stay in the company: the company treats employees with utmost forbearance, but if you don't work hard, you may lose your job.

A friend is the boss of a software company. He is going to dismiss a sales manager in March this year, but he feels it is not easy to talk about it. He asked me what to do. I suggest my friend talk to him once, point out his dissatisfaction with his performance, and tell him that you are going to give him another month to improve, and if he doesn't meet the requirements, he will be dismissed. As a result, the sales manager's performance surpassed everyone in the company that month, and the sales champion's performance has been maintained for several months.

9. Motivate in time

Our managers are often very concerned about poor performance, sensitive to employees and departments with poor performance, and criticize them in a timely manner. However, insufficient attention has been paid to the highlights of employees' work. Successful managers should focus on positive motivation. Even a little progress in employees' work should be affirmed and praised in time. Let employees always be in a state of confidence and excitement. In this way, the intelligence and enthusiasm of employees can be aroused, and their work performance can reach the best.

In addition, it is easy to make a mistake that economic incentives are not timely, and even when employees feel that there is something wrong with their working conditions, they think about whether the incentives are not enough; And when you see that employees are enthusiastic about their work, you forget the motivation.

The correct approach should be to motivate employees when they are in a good state, and wait until there are problems in their performance before the incentive effect is not good, and it will also give employees the illusion that being emotional (or something like that) can benefit. Prompt incentives do not mean that employees will be given economic rewards for any outstanding performance of xuexihr.com. In fact, it is impossible to give economic rewards to employees for any outstanding performance. Doing that is actually bribing our employees. The correct way should be to give spiritual encouragement anytime and anywhere-praise and praise.

11, interpersonal relationship

There is no doubt that tense (bad) interpersonal relationship will consume people's energy, reduce people's wisdom, affect the cooperation between employees, and will definitely reduce work performance. Establishing good interpersonal relationships is usually conducive to improving work performance.

However, it should be noted that we should not turn a blind eye to the mistakes of our subordinates in order to improve our relationships, let alone give up our principles or even please our subordinates in order to improve our interpersonal relationships. Subordinates will resist rude accusations; However, most subordinates can accept well-intentioned criticism from their superiors. If the boss can help his subordinates to analyze the causes of the mistakes and improve the methods in the future while pointing out their mistakes, the subordinates will not only resist, but also thank them. Such a boss will be loved by his subordinates.

On the contrary, flattering subordinates often encourages employees' bad habits, and it is impossible to improve relations. Moreover, such bosses will be looked down upon by subordinates, which is not good for work and interpersonal relationships.

11, full communication

From the subject of communication, it can be divided into:

1, top-down and bottom-up vertical communication.

2. Horizontal communication between departments and employees.

3. communication with affiliates outside the company.

communication can be divided into formal institutionalized communication and regular informal communication; Formal communication includes regular meetings at all levels of the company; Written plans, circulars, reports, etc. with various styles and different contents; The company's (electronic) bulletin board; The institutionalized e-mail communication system and so on are all formal communication.

There are many ways to communicate, and each company can adopt them according to its own specific conditions and communication effects. What method is effective and the cost is relatively low. The effect of communication mainly depends on two aspects: first, whether it is delivered quickly. Second, whether the receiver understands the meaning of the information and the sender wants to express it. In order to improve the effect of communication, feedback and verification are essential.

12: Giving subordinates appropriate pressure can also improve their performance

The appropriate pressure mentioned here includes:

1. Criticism;

2. Set difficult work objectives;

3. Allow employees to make tolerable mistakes;

4. Reasonable and legal dismissal.

Everyone, from newborn babies to elderly people, likes to be praised and appreciated, and no one likes to be criticized. Therefore, we prefer to treat others with appreciation. We should praise and appreciate the little progress, achievements and advantages of others. This can play an inspiring role and promote people's continuous progress. However, everyone has shortcomings and everyone will make mistakes. When we see that our subordinates have made mistakes, it is also harmful if we dare not criticize, turn a blind eye or even tolerate them. It is advisable to criticize him and put some pressure on him. In this way, it will be of great benefit to the improvement of subordinates' ability and performance.

However, it should be noted that:

1. Criticism is not equal to accusation, but to point out in good faith the losses and troubles caused by the mistake (not the person) to the company and others.

2. Take the initiative to assume the responsibilities that your boss should bear.

3. Analyze the subjective and objective reasons for making mistakes. It is more important to guide (rather than replace) subordinates to find solutions to problems and avoid making similar mistakes in the future.

4. If the subordinates themselves have realized their mistakes and feel guilty and remorse. The boss doesn't have to criticize, but does two or three things directly.

Setting difficult work goals can improve the performance of subordinates. Easy-to-achieve work goals will not only reduce the income of enterprises, but also often fail to stimulate the potential of subordinates, which is not conducive to the improvement of employee performance and ability. At the same time, easy-to-achieve goals may lead some subordinates to think themselves great, be blind and arrogant, and make no progress. Management skills of restaurant managers 2

Communication skills:

In restaurant service and marketing, we should make good use of opportunities and use open or closed questions in due course. The order is to talk to customers with enthusiasm and openness to understand customer needs. Then use closed marketing terms to let customers make decisions quickly. For example, when customers enter the door, they should chat with customers to get closer and understand the purpose, object and expectation of restaurant service. Then, when the customer hesitates about the dishes, he can directly give the choice to the customer in a closed tone, such as "Our mango juice and sago dew are signboards. Which one do you think is suitable?" Closed questions can save communication time, improve marketing efficiency and solve problems directly. Open and closed have their own advantages and disadvantages.

first note: talk about behavior, not personality

important index: five stars

knowledge popularization: behavior refers to what actually happens, while personality is the speaker's subjective judgment and feeling. In communication, rationally distinguishing between behavior and personality can achieve the goal more effectively and hit the nail on the head.

Communication skills:

When praising and encouraging, we should focus on behavior, or we can talk about personality before behavior. Such praise is very specific and easy to become a model and model. For example, if you just say "Xiao Li is very kind and diligent, which deserves praise" when you see employees picking up garbage consciously, you can't be specific about the incident. Over time, you feel that the leader is selfish and too emotional. On the contrary, if you add a sentence "He took out the garbage consciously today" to the above words, it will form a model effect and make people easy to learn; When criticizing, we should only talk about behavior, not personality, and reduce personal and moral attacks.

second note: it is different from communication at the same level

important index: five stars

knowledge popularization:

in communication, the effect comes from three aspects-body language 55%, tone 38% and content 7%, which tells us to pay attention to the adjustment of body language, such as expression, eyes and limbs. When communicating with superiors and subordinates at the same level, we should pay attention to three different objects and match them in different ways.

communication skills:

to communicate with superiors, you should learn to listen, first tell the results, and then tell the process if the superiors are interested in it, so as to grasp the key points of the boss's listening to the report. At the same time, remember to bring the plan to the boss, and at least two mature alternative plans, instead of throwing a bunch of problems to the boss to solve; When communicating with subordinates, we should handle emotions well, distinguish behavior and personality, and give the other party time and opportunity to express appropriately; Communicate with peers, understand the operation of other departments, and think about the causes of problems and solutions from the other side's point of view.

Controlling Efficient Time —— Interpreting Matrix Management from Two Angles

Angle 1: Interpreting Timeline

Important Index: Five Stars

Popularization of knowledge: Timeline puts "important things" and "urgent things" on the vertical axis and the horizontal axis respectively, and the two lines intersect, thus producing four matrices —— important and urgent things, important but not urgent things and urgent things. Managers should list recent events and classify them in order to be targeted.

control skills: in the four quadrants, important and urgent things should be done first, followed by important but not urgent things, and time should be set to deal with these problems, because if they are put on hold for a long time, these things will become "important and urgent things", the thirtieth urgent but unimportant thing, managers can try to delegate power and let subordinates finish it, and the fourth is unimportant and not urgent things, so they should pass the time to finish it and use their free time to do it.

time management axis

angle 2: investment in the second quadrant

important index: four stars

knowledge popularization: the second quadrant is the "important but not urgent thing" mentioned above. In catering management, this kind of thing is often encountered, but it has not happened, so it is ignored by many people and becomes a hidden danger. For example, there is a problem with fire-fighting equipment, and there is not much inventory of certain ingredients.