whether hotel management can be perfect, meticulous and profitable will play a decisive role in the success and development of hotel management, and also directly affect the normal operation of the hotel. Therefore, many hotel owners should contact and cooperate with experienced excellent hotel professional managers or mature hotel management companies at the beginning of hotel preparation, use the strong human resources and mature management model of the management company, work closely together, and finally make the hotel management achieve benefits and brand double harvest. Today, I would like to talk about some experiences and thoughts on hotel management. Please correct me, learn from each other and make progress together:
1. Five elements of hotel management: people, finance, materials, culture and marketing
(1) people: hotel employees
Limited to the differences in industry characteristics, the management of hotel personnel is very different from that of employees in general enterprises. These managed objects not only have their own advantages: young, energetic and receptive, but also have their own disadvantages: low academic qualifications, lack of self-management, low loyalty, easy to "follow the crowd" and so on. So, how to manage these people?
1. Strict institutionalized management:
Strict system is still indispensable for the management of hotel employees, and Fiona Fang cannot be established without rules. Generally speaking, management must be based on these "chapters and laws". Drawing lessons from some advanced management modes of international brands, and combining with China's human characteristics, we will formulate the latest humanized management system. It should be noted that the following points should be followed when using the system administrator's working hours:
(1) The system should not be too cumbersome and repetitive, standardized and detailed;
If the system is not standardized, standardized and detailed, it is often difficult for hotel managers to implement it, because the biggest function of a manager is to let employees know what to do every day. And know how to do it. If the system is too cumbersome, poorly implemented and discounted, it will make many systems "become a mere formality", and finally, it will greatly damage the seriousness of the whole system. Therefore, to avoid this, it is necessary to establish a scientific and reasonable system of standard quantification, process standardization and detail.
(2) The system management should be both rigid and flexible:
The key of management lies in the assessment during implementation, and the key of assessment lies in implementation. The basic core of assessment should be closely combined with performance, and the real purpose of assessment is to make employees get higher salary and reward through hard work, so that they can be called real assessment (that is, win-win assessment mode). If the assessment of a hotel makes employees always get the same salary, the assessment will lose its real meaning.
In our country, China, in an enterprise that is in line with modernization and internationalization, if employees are allowed to get the established salary every month no matter how hard they try, then any form of assessment is a mere formality. Without competitive salary, they will not be able to retain real talents who constantly create achievements and profits for the hotel.
When implementing institutionalized management, we must treat the system equally. Only when "everyone is equal before the system" can employees truly be convinced of the seriousness of the system and let everyone abide by the law calmly, and the system can play its role.
I particularly emphasize the importance and function of "softness" here. "Soft" management embodies the skill of hotel managers in leading the team, and what kind of personality charm managers use to attract the team to follow, so as to set up hotel model talents to promote the loyalty of hotel employees. For example, if employees fail to achieve their goals or make some mistakes in system management, managers should give guidance and communication education. At the meeting, it is particularly important not to criticize by name, but to educate and guide by communication alone. We should know that everyone makes mistakes, and we should give them the opportunity to make mistakes, but it is definitely not the opportunity to repeat them. Managers should grasp the degree of the employee's mistakes, grasp the discretion, look at people's advantages, and believe that there are no useless people in the world, that is, "humanized management" advocated by modern enterprises, so as to achieve the real effect of "emotional management". Of course, the management skills need the management quality of managers themselves to achieve the effect of "doing nothing". Note: Except for errors in principle. Example: theft, fighting and wounding, corruption and bribery, etc.
2. "Autonomous" management:
When managing hotel staff, if we can adopt an "autonomous" way and carry out self-management, we can often have a better promotion effect. The specific operation methods are as follows:
(1) Select grass-roots managers with management ability (such as foreman and supervisor) from the recruited employees.
these managers can be entrusted with important tasks after receiving training and improving their organizational and management abilities. Trust is an important prerequisite for selecting this part of talents, and rational supervision by senior management is particularly important, because it is impossible for managers who are initially involved in management to adjust their mentality in one step, and the real growth of the world will take some time to precipitate. Doing so can play an invisible role in education, and unconsciously help all employees to carry out their career planning education, so that employees can understand the truth that hard work can only lead to results.
(2) turn the hotel's institutionalization into working form standards and principles that employees can understand and implement.
through the elected representatives, they will set an example and drive the implementation of the whole hotel staff. The advantage of this is that managers come from among them and it is easier to gain their trust. This is much better than hiring a grass-roots manager to "impose" management with rules that employees can't understand and trust. At the same time, this method is easier to be recognized by employees and finally implemented. Because "grass-roots management" comes from their side, it is more attractive to them. If they follow it well, they may be the next manager, and the power of example is endless.
By managing "autonomy", hotels can achieve the effect of low-cost management. The core of cultivating talent echelon lies in continuous education and the salary he should enjoy when he is promoted to this position through assessment. He can have a certain time to be assessed and become a regular employee, but he can't delay without reason for some so-called costs. The price of delay is to train talents for other hotels, and the enterprise becomes a training base, which is not worth the loss. It's really a loss of wife and soldiers.
3. "Managing" by teaching instead:
As hotel staff, "high pressure" management often makes them unacceptable, and even refuses to implement it by means of "soft resistance". Therefore, by teaching instead of "managing", they can be constantly "mentally developed", that is, the positive energy transformation of their mentality, commonly known as brainwashing. If a person is often brainwashed by Jack Ma, Li Ka-shing and Bill Gates, it is very difficult for him to be unsuccessful, so it is a more effective way to let them accept the hotel management concepts and methods. From the orthodox hotel management education, let them understand some behaviors and professional qualities of a real hotel manager. The specific implementation methods are:
(1) Managing through teaching:
As hotel employees, they all need constant training and promotion, which is a good way to instill the concept of hotel management. By repeatedly emphasizing the content of management in the training process and playing the role of coach, how powerful a hotel team is not a leader, the most important thing is how to use the influence of leaders to train the team subtly. Managers are managers because they are working with the manager's thinking. If the manager subtly educates the management team and employees into the manager's thinking mode, there is no doubt that this team is invincible.
(2) Teaching by management:
In the course of hotel management, don't forget to teach the staff how to do it and how to do it. In this process, don't stay the same, learn to let go and learn the importance of teaching them how to innovate. Let employees understand that hotel management is to help them improve and serve them, so as to eliminate their vigilance against managers, so as to better understand the significance of hotel management and achieve the effect of teaching while managing, so as to achieve their sense of accomplishment and belonging.
4. People-oriented:
(1) People-oriented corporate culture:
When it comes to corporate culture, people will associate people-oriented with corporate culture, because people-oriented values are the core concept of corporate culture.
The study of people-oriented corporate culture can't be traced back to the rapid rise of Japanese corporate culture in 1961s and 1971s. Pascal athos, an American scholar, makes a comparative analysis of the management methods of American and Japanese enterprises: American enterprises overemphasize three "hard S" in the management process, namely, strategy, structure and system; Japanese enterprises, on the other hand, can take into account four "soft S" without denying the three "hard S", that is, personnel, skills, style of work and * * * the same values. William ouchi, another American scholar who studies Japanese enterprises, thinks that the main feature of Japanese enterprise management is to pursue the people-oriented management concept, pay attention to starting from people's needs and implement people-oriented management. This distinctive management feature constitutes Japan's unique corporate culture. The most successful companies in the United States also attach importance to the valuable resources of enterprises-people. Improve the efficiency of labor production through the exertion of human potential.
it needs to be clear that although the emergence of corporate culture theory is related to corporate values that attach importance to people, corporate culture is not equal to people-oriented.
(2) People-oriented management principle
People-oriented management thought is traced back to behavioral science theory at the earliest. Mayo, a famous psychologist at Harvard University, conducted a famous Hawthorne experiment in the Hawthorne experimental factory affiliated to the western electric appliance company from 1927 to 1932, which put the interpersonal relationship in the enterprise in the first place for the first time, reminding people not to ignore interpersonal factors when dealing with problems, and thus put forward the hypothesis of "social man", arguing that people do not simply pursue economic interests.
enterprises should also pursue friendship, security, belonging and respect among people in the production process. Based on the understanding of people's needs in many aspects, Mayo mentioned that organizations should meet people's needs other than economic needs, and that managers should pay attention to the relationship between employees, cultivate their sense of ownership, overall awareness, team spirit, and emphasize collective honor. And put forward that the new leadership ability is to keep a balance between the needs of formal organization economy and the needs of informal organization society of workers.
(3) Importance of People-oriented Enterprise Development
From the end of 19 to the middle of the 21th century, management theory is considered to have gone through three stages: classical management theory, behavioral science and management jungle. Every new management theory is founded on the basis of changing understanding of human nature. In the development of management theory and practice, the understanding of human nature has experienced such hypotheses as "economic man", "social man", "self-fulfilling man", "complex man" and "trustworthy man", which has led to different management ideas and management methods for people and profound changes in their position in the organization. With the continuous development of social economy. People play an increasingly important role in management.
In the era of human knowledge economy, management theory and practice are all focused on one point: people are the most precious resource of enterprises and the foundation of enterprise development, but how to realize people-oriented management to improve the competitiveness of enterprises is the biggest challenge facing enterprises. Therefore, there is no doubt that enterprises should establish a people-oriented management concept.
(4) People-oriented is the core of enterprise development and shared values
The core of corporate culture is corporate values. People-oriented corporate culture emphasizes the idea of affirming, respecting, understanding, caring, relying on, developing and serving people. Give full play to people's initiative, enthusiasm and creativity through effective incentives to maximize people's potential and achieve a better fit between personal goals and corporate goals.
to answer this question, we must make a thorough and detailed analysis of people's needs in the enterprise. Because meeting people's needs is the starting point and the end result of people-oriented corporate culture construction. Under different economic, social and cultural backgrounds, the ways and means to meet the needs are different, and even in different periods under the same social and cultural background, the forms and means to realize various needs are constantly changing. This requires that the establishment of people-oriented corporate culture must be based on the social and cultural background where the enterprise is located. With the constant change of enterprise environment, we constantly explore new ways of enterprise behavior to realize the integration of organizational goals and personal goals. Shaping a people-oriented corporate culture means managing people's needs. Salary management is an important means to realize people-oriented corporate culture. People-oriented is a corporate culture that truly belongs to your own enterprise based on the values recognized by everyone. This shows that corporate culture is the "soul" of an enterprise and the "vitality" of its sustainable development.
(5) Marketing system:
There is a saying in the hotel industry that deserves our consideration: all hotel work revolves around one thing, that is, "marketing". Foreign brands and domestic brands have strong marketing advantages, but think about it, they also developed from single hotels. The development and growth of hotel enterprises can not be separated from the "rigorous, complete, scientific and reasonable" marketing system, so their marketing system is worth learning and using.
How to make the "marketing system" of international brand hotels land in China market is a problem that professional managers should seriously consider. Marketing is the communication platform for our hotel image, products, services and corporate culture promotion. Especially in the excellent situation that the Internet has matured, it has invisibly established a good "low-cost" communication platform for us.