Reprint the following information for reference
The qualities that catering managers should have
1. Set an example
As a manager, you must always set an example in your work, from rules and regulations to gfd, words and deeds, work attitude, etc., and be the leader of your subordinates. We should understand the truth that "teaching by example is more important than teaching by words", and use less words and more actions and self-image to influence, drive, guide and educate employees. "There are no bad soldiers, only bad generals". The quality of employees' work is like a mirror, which can directly reflect the management ability of a manager.
Second, the professional quality
As the saying goes, "While the iron is hot, you need to be hard." A good manager must first master the theoretical knowledge and business operation skills of the whole business premises or departments. Imagine, as a manager, if you don't have this knowledge, how can you have quality standards and how can you test and guide the quality of employees' work? How can you convince employees of your management?
III. Fairness and Justice
The most taboo in management is not how strict the rules and regulations are, but whether the process of implementing the rules and regulations is fair and just. Any partiality caused by small groups and personal relationships will lead to employee dissatisfaction and trust crisis of managers, and directly affect the implementation of rules and regulations and the favorable development of work.
Fourth, be honest with each other
In the work, you should have the attitude of "a big belly can accommodate all rivers" and be able to listen to different voices, whether they hold the same opinion or support each other. "Good medicine tastes bitter, but loyalty is hard to listen to", especially for employees who can bravely put forward different opinions to you, they should be able to treat the problem honestly. If employees put forward different opinions to you, they should be thankful, indicating that employees trust you and hope you can do better. You can't ignore, exclude or even take revenge. Such managers will only make employees look down on you and thus resist you.
V. Learning ability
There is no end to learning. As the saying goes, "It is never too old to learn". If an organization wants to develop and progress continuously, it requires its members to learn new knowledge constantly. In today's ever-changing information society, as managers of night show management, they should spare no effort to take time and keep learning. Only through learning can we constantly improve our own quality, gain a place in the fierce market competition, and keep abreast of industry trends and keep pace with the market. In order to better guide and train your subordinates to make continuous progress. It is not advisable not to study or do things according to the same old experience.
VI. Training ability
The job performance of members in a department or team is directly related to the training ability of the supervisors and foremen in the department or team. Training is the eternal theme of the hotel industry, and our supervisors and foremen must have the ability to train employees in departments or teams. As a grass-roots manager, in addition to doing his own work, he should also do a good job in training the employees' shortcomings and the hotel's stage plan. Only when most employees in the whole team or department are motivated can the whole team make progress (the "olive-shaped" team principle advocated by the enterprise management circles today).
VII. Ability of analysis and judgment
Be able to objectively analyze, judge and evaluate the problems in work and the performance of employees according to the facts. Have their own thinking and judgment ability, don't follow others' advice, be a parrot, don't be indecisive, and don't participate in spreading hearsay gossip.
VIII. Responsibility
Be brave and responsible in work, and have a high sense of responsibility for superiors, subordinates and guests. Especially when there is a mistake in the work, you can bravely take responsibility, don't shirk responsibility, and actively find the reasons and correct them in time to prevent similar things from happening again. What employees despise and dislike most is that his boss always tries his best to find excuses to shirk his responsibilities when he encounters problems or needs to take responsibility. How can such a manager have prestige?
IX. Communication and coordination ability
Communication here includes internal communication and external communication. Internal communication means communication with upper-level leaders (superiors), coordination with other horizontal related personnel (peers) and communication with subordinate employees (subordinates).
External communication mainly refers to communication with guests. As a grass-roots manager, communication with guests is generally mainly about service, such as understanding customers' consumption needs, asking customers' satisfaction with services, and handling customers' dissatisfaction.
X. Language ability
The language here includes body language and oral language. Body language is mainly reflected in the use of correct body language in communication with superiors and subordinates, such as eye contact (for example, when employees are busy at work, they can feel "tired but happy" by casting their eyes of concern. ）。
Oral language mainly means that you can't use blunt commands, reprimands, sarcasm, abuse, threats or begging in management and service language. Many times, managers are guilty of using inappropriate statements in the management process, which causes great psychological pressure to employees, makes employees feel disgusted, and even begins to resist.
Xi. adaptability
be quick-witted, flexible, enterprising, and not stick to the rules, especially when there is an emergency, be able to give consideration to the interests of the company and guests, seek the best combination point and solve the problem satisfactorily. This ability to cope with emergencies can't be created overnight. We should accumulate more experience in our daily work and study, so as to stay calm in case of emergencies.
12. Observability
I am good at observing words and feelings, and can analyze the psychology and thoughts of guests from their clothes, words and deeds, so as to serve them better. Internally, I can gain insight into the minds of leaders and employees. This does not mean deliberately studying the psychology of superiors, pleasing and flattering. Mainly through careful observation, better understand others, in order to better carry out the work.
XIII. Organizational ability
Can give full play to the talents of subordinates, be good at organizing manpower, material resources and financial resources, and achieve the best work effect with the least investment.
XIV. Ability to lead a team
Management is never a matter for one person. Managers with development potential show a team-oriented work style and are willing to work together. In actual management work, they are "leading geese" and "soul figures" on the football field; Be good at creating a cultural atmosphere of teamwork and equal communication, and be good at using the wisdom of uniting the collective; Welcome criticism and face conflicts with an open mind, and never give up looking for the best solution to the problem; Appreciate each other, boost morale and pay attention to the common development of team members.
teamwork plays an important role in the ultimate success of managers. According to statistics, the main reason for management failure is the bad relationship between middle managers and colleagues and subordinates.
XV. Cultivate the ability of others
Excellent managers pay more attention to the development of the potential of their subordinates and encourage and help them to succeed. Arrange various experiences to improve his ability and help him grow
XVI. Influence
If leaders in the traditional sense mainly rely on power, then leaders in the modern view rely more on their internal influence. A successful leader does not mean how high he is, but a person who can attract other members to his surroundings, gain the trust of others, guide and influence others to achieve organizational goals by virtue of his prestige and intelligence. And make the organization group achieve good performance. The influence of leaders is increasingly becoming an important symbol to measure successful leadership.
a middle-level leader with full influence can command freely and skillfully in leadership positions and lead the team to achieve good results; On the contrary, a leader with weak influence and a leader who relies too much on command and power cannot establish real prestige and achieve satisfactory leadership efficiency in the detachment.
XVII. Pay attention to details
Everything from quantitative change to qualitative change is not a short process. If managers don't persist in "taking it easy" and do a good job in every detail, they will not reach the realm of "taking it easy".
XVIII. Execution
Many enterprises are facing the problem of inadequate execution. Good products need good planning, good planning needs good execution, good execution needs good teams, and good teams need good managers. The strength of execution is an important basis for measuring the strength of a team's combat effectiveness, and it is also an element for managers to win. Individual execution is the foundation of team execution, and the key to the foundation is the execution of managers. As decision makers and leaders of departments, middle managers are very important.
XIX. Initiative
Initiative means that managers are willing to put more energy into their work, be good at discovering and creating new opportunities, anticipate the possibility of things happening in advance, and take planned actions to improve work performance, avoid problems or create new opportunities. If you can't move forward actively and dare to be the first, the team's performance will be limited. If managers can't positively promote the overall performance of the company, they are digging their own graves for their own cause. One of the criteria to measure the effectiveness of managers' work is to look at the number of actions initiated by individuals.
21. Creativity
Managers should have strong creativity, be brave in introducing new management ideas, new management theories and new management methods, and make suggestions for the company's operational efficiency, process reengineering, management innovation, market expansion, brand management and standardized, institutionalized and modern management of enterprises, starting from basic work and moving forward step by step, especially paying attention to observing the development and changes of the external situation.
21. Affinity
To do management work, it is mainly to deal with people. People are ideological, but also the most difficult to manage and headache. It is particularly important to understand and reason, respect, care, understand and trust people, see the value of talents, attach importance to their functions and tap their potential. How to give you an affinity and make you respect and admire is the premise of doing all the work well, which is one of the basic skills of being a manager. Pay attention to cultivating personal affinity, both principled and human, so that everyone is willing to tell you the truth. Only in this way can you understand the voices and real thoughts of the employees, effectively collect the first-hand reliable and authentic information, and after induction and sorting, truthfully feed back the information with real value to the company's decision makers, so that leaders can grasp the dynamics of the grassroots front line at any time and anywhere, and it is also convenient to formulate effective measures and strategies to promote the development of enterprises in a good way. A manager with strong affinity can be approachable, courteous, empathetic, understand the sufferings and difficulties of employees, co-ordinate to do practical things for everyone, solve everyone's worries and guide employees' attention to work without violating the company's principles and harming the interests of enterprises. Managers can master the initiative of managing people, employing people and retaining people by using their affinity, comprehensively plan the human resources of their own units or departments, allocate and use them correctly, encourage them scientifically and effectively, give full play to everyone's potential and contribute their talents to the development of enterprises. Managers should also establish a communication channel between company leaders and employees, actively listen to and accept employees' rationalization suggestions, adopt democratic work style and methods, and improve the relationship between leaders and employees. Don't abuse power for personal gain, don't be emotional, decide the case clearly and handle affairs fairly, and really create a harmonious environment for the company's development.
22. Penetration
As an excellent manager, he must have management art, leadership level and organizational ability, and have a strong penetration in dealing with various difficult problems and a wide range of radiation. In particular, we can see the essence through the phenomenon of things, accurately grasp the crux of the problem, be good at sorting out the order from the complicated things, and have strong penetration and radiation power from top to bottom. That is, tell your leader your good ideas, ideas and plans, persuade him to agree and adopt your reasonable suggestions. At the same time, in charge of the operation of the department, managers should also formulate departmental work objectives, carry out work plans and implement various changes and innovations of the company, instill reform measures, work objectives and development ideas, and emphasize that only when the enterprise develops and has good benefits will everyone's interests be fundamentally guaranteed. If an enterprise does not carry out reform and innovation and seek development and progress, it will be defeated in the fierce market competition and eventually eliminated by the market. The competition is cruel, which requires managers to have strong management penetration, persuade, influence and mobilize the employees to support, understand and cooperate with the company's practices, and carry out the correct ideas and reform measures of the company leaders from top to bottom in an all-round way.
23. Planning power
With the unprecedented intensification of competition, the role of talents will become more and more important. How can managers face the arrival of the era of knowledge economy, take the initiative to attack and meet challenges, and become the think tank and staff of company leaders? We think we should have strong planning ability and provide a feasible reference scheme for the company leaders to make decisions. Only in this way can managers be promoted in the enterprise, recognized and appreciated by the company leaders, and become a member of the company's leadership career.
XXIV. Control
Managers should have the control to deal with emergencies and major accidents, be able to take emergency measures in the face of accidents such as work-related injuries, natural disasters and guest disputes, effectively control the whole situation, prevent the expansion of the situation and pay attention to the aftermath of the accident. If there is no strong control, in the event of an accident, when employees or guests make unreasonable demands because of emotional excitement, they can't think calmly and are unprepared, which may intensify contradictions and lead to lawsuits or complaints against the news media. Once the above situation occurs, it will more or less have a bad impact on the company's image, which requires managers to have the ability and means to deal with crisis events. Moreover, such crisis event handling itself is a test for managers and can prove whether managers have the control to deal with emergencies. We must deal with these similar problems in a timely manner, and we must never hand them over at will. Of course, we must ask for instructions and report to our superiors for problems that cannot be solved within our own authority. Managers can handle this kind of problems well, in essence, it is to share worries and solve problems for company leaders, so that company leaders can spare more time and energy to deal with major issues related to the overall situation and strategy of the company. However, in the whole process of dealing with such problems, managers must report, feedback and ask for instructions to the company leaders at any time, so as to listen to whether the company leaders have new instructions and decisions, with the ultimate goal of solving problems and solving problems.
XXV. Professional Ethics
Managers should have good professional ethics and safeguard the company image everywhere. Excellent managers will regard the company as their second home, and always maintain the image of this home everywhere, focusing on the interests of the company everywhere, and not to reveal the company's secrets. Because this world circle is very small, especially in the same industry. If you do something harmful to the company's interests in your company, you should know that good things don't go out, and bad things spread thousands of miles. Once the peers in the circle understand this behavior, who dares to reuse such a distorted person?