hotel management details and standardized management

if a management model can be continued and copied from enterprise a to enterprise b, it must be standardized. Standardization does not happen overnight. Generally speaking, it needs to go through three stages: the first stage: clarity. Solve the problem of whether there are management rules. The second stage: accuracy. The expression of posts and processes should be as accurate as possible, and subordinates should not be ambiguous. There is a very core idea in ISO9111: Write what you say, say what you do and do what you write. Writing, speaking and doing should be completely consistent. Therefore, the description of the process and job specifications must be accurate. The third stage: accuracy. Fine management refers to the accuracy of rules and the data as much as possible. The division of management levels The process of management is the process of process crossing posts. Every department has some behaviors at different levels, and one thing passes through different positions in different departments through processes, which is a normal state in management. Management is divided into the following levels: the first level: grass-roots managers. The main work is in-depth research to help middle and upper managers understand the normal management state and the first-hand materials at the grassroots level. The second level: middle managers. Every middle manager is an expert in a certain field, and his main job is to analyze the data of in-depth research from a professional perspective. The third level: senior managers. What the top management should do is to define the center of gravity and determine what is the core of management in the near stage on the basis of the analysis of middle-level experts, that is, to make decisions. After defining the center of gravity, the focus of senior managers is to make rules so that the whole team can follow them. Middle-level cadres refine and decompose the rules formulated by the top management to achieve the specialization of the rules. For example, the top management wants to adjust the company's capital structure and moderately participate in fund investment. As long as this direction is determined, how to adjust the capital structure and how to invest in funds should be considered by the managers in charge of finance. They will come up with detailed operation plans and report them to the top decision makers for approval. What the grassroots should do is to cultivate employees and turn management rules into employees' behavior habits. Therefore, the level of management can be implemented through three levels of senior high school foundation. The division of management levels plays an important role in grasping the rhythm of management and freeing senior managers from daily chores, which is also the first principle of time management-post positioning principle. Every manager should make clear the specific responsibilities of his post, and make clear the following points in his work: first, find out the problems and seek solutions. Managers should focus on types of problems. It is not a big problem that employees are late occasionally. If you find that subordinates are late for many times, you should consider whether they are in a mood or not. If a lot of employees are late, the number of people who are late reaches 31%, which means that the management is lax, that is, the problem has risen from point to point. Second, the problem lies in the post and the answer lies in the process. Management problems are often reflected in people, but the root of the problems often lies in the process. If the process is not clear and perfect, the employees in the post will not know how to do it, and it is easy to make mistakes. There was a blowout in the oil well of PetroChina in Kaixian County, Sichuan Province. Many people blame the people at the grassroots level. Of course, they have certain responsibilities, but the more important responsibility is their boss. There are many problems in the process design of field work, and many management problems seem to be one person's problems and one point's problems, in fact, they are the whole management standardization problems and process design problems.

thirdly, the post blocked the process because of the lack of training in operation. There is a process, but employees do not follow the process, which is also the responsibility of cadres, because training is not in place. Qualified workers need the process of growth, and the process should be done in detail. Without strict training, they cannot become skilled operators, and management is still not in place. The responsibility of managers is to make the team do things in a standardized way. It is the logic of management to focus on the thinking of type problems, the design of process and the training of process. Fourth, the implementation of the process should rely on a series of tools and means. The solution of many problems ultimately depends on specific management tools. Taxis in European and American countries have to manage many vehicles outside. Their management methods are very scientific. Each car is equipped with a card, which automatically records the departure time, parking time, flameout time, kilometers, fuel consumption and other detailed information. How many kilometers the car has run in a certain period of time, whether there is traffic jam or whether it is speeding, are all within the concern of managers at all times. These technologies keep drivers under close surveillance even outside. Fifth, supervision and authorization go hand in hand. Supervision is a very key link in management. If we only emphasize trust and do not emphasize supervision and control, there will be problems. It is the requirement of management for managers to accept supervision, and supervision is a kind of protection and love, so it is not easy to have problems. The awareness of details needs to be cultivated. Detailed thinking training can help managers effectively cultivate their subordinates' awareness of details: First, do list training. Learn to make a daily work list, which is the first way to develop detailed thinking. Through repeated strict training, we gradually develop a more strict habit. Second, clear nodes. Nodes refer to the connection between posts, departments, enterprises and society. There are two aspects in the process of things: input and output. The most common problem in management is the connection between input and output, so we should train employees to focus on node problems through a series of means. In the training implemented by enterprises, three practices are usually advocated: first, the commitment system. Assign tasks to subordinates and strengthen the sense of responsibility and the accuracy of connection by signing bills as much as possible; Second, the schedule. Several people must make a schedule to do something, so that everyone knows the specific time, place, cost, person in charge, acceptance criteria, etc., which can make the connection between everyone more tight; Third, oral retelling. Some simple commands and instructions are not necessarily written in notes, so that subordinates can develop the habit of oral repetition and prevent the error of instructions. Third, empathy. Most of them are for subordinates and customers. As long as you get into the habit of thinking about problems for the clients, you will naturally have a sense of detail. Fourth, do one thing at a fixed time. If you do this for a long time, you will be very careful.