How do hotel managers do well on-site management? 1. I don't know what my focus is.
No matter what level of management personnel are at the hotel service site, they should promptly correct the problems existing in the hotel service, coordinate with various departments, properly handle the details of on-site supervision, and meet the needs of customers to the greatest extent and satisfy them.
For example, when a hotel receives a large banquet, the waiter in the restaurant is too busy to even take a sip of water. When he finally had a chance to relax, the general manager appeared. He saw that the banquet hall was as busy as a bee, but the waiter was drinking water here, so he asked the waiter to sign the trouble list. Because the waiter in this restaurant has received several tables of guests in succession, there are fewer civilized expressions, and the smile that has been hanging on his face is rare. The general manager thinks that although there are many guests coming to dinner today, they can't be forgiven. Although the waiter in the restaurant feels wronged, he still has to sign the fault list.
The hotel should be strictly managed and adhere to quality standards, but the first thing the general manager had to do at that time was to inform relevant personnel to take measures, or to increase the number of banquet receptions, reduce the dining time of customers, or to appease customers waiting for meals, so as to reduce the anxiety of guests waiting; Remind restaurant waiters to use honorifics and smile at guests. In short, we must first ensure that customers get high-quality hotel services.
Second, ignore it and lack a strong will to maintain service quality standards.
Maintaining hotel quality standards, providing hotel services according to the designed hotel service procedures and preventing deviations are one of the main responsibilities of hotel service site supervision. The effect of supervision is closely related to the strong will of managers to maintain hotel quality standards.
In fact, managers' weak sense of responsibility is the direct cause of many quality accidents.
There is a five-star hotel in the south. When the guest was eating bread, he found a ring in it, so he complained to the hotel. According to the name engraved on the ring, the hotel soon found a female baker. Finally, she was fired. The baker wore a ring to knead the dough, which caused the ring to fall into the dough. It was indeed a mistake. But if the chefs in the bakery conscientiously perform their duties and strictly check the gfd of employees before going to work every day, will this happen?
Hotels will set various quality standards, but managers should understand that employees do not work according to hotel standards, but according to the standards actually mastered by managers. Once we tolerate the existence of nonconformity, it will exist forever. Legally speaking, only one of them lowered the standard, and the actual performance of employees may be worse.
Third, without guidance and supervision, we forgot the principle of gradual progress.
Hotel quality management should implement the principle of continuous improvement. On-site managers should not only effectively supervise employees' work, but also give practical guidance to subordinates to improve their work. Many managers often patrol the hotel service site, but they can't smell it in Lan Zhi's room for a long time, and they can't smell it in abalone's place for a long time. They lost their enthusiasm and became dull.
I was invited to make an unannounced visit to the hotel. When dining in the zero hall, the hotel waiter first gave me a menu and changed it in my hand. Why change it? She explained:? The menu at the back is new, with some new dishes added. ? It is obviously inappropriate for a restaurant to use two menus and give customers inconsistent information. When we looked around the restaurant, we found a long clothes rack behind us, but there was no clothes hanging on it. This hanger should be used to hang clothes for customers, but customers take off their coats and put them on the back of the chair, and don't want them to leave their custody. Then, this hanger is redundant. Putting it in the restaurant will only increase the mess of the restaurant. The manager has been to this restaurant many times. Why does this obvious problem persist for a long time? The main reason is that we lost our sensitivity and didn't realize that this is a problem.
Fourth, it is practical and lacks the ability to deal with problems systematically.
Many specific problems in the hotel service site need to be dealt with immediately. How to deal with these problems has a great influence on the quality of employees' work. Nothing exists in isolation, but is closely related to other things, which requires managers to have the ability of systematic thinking. If we deviate from the principle of system and treat the problem as it is, the result is often not to solve the problem, but to postpone or transfer it. For example, a hotel has two room attendants, Xiao Lu and Zheng Xiao. On this day, Xiao Lu's guest room had just left when a new guest arrived. When Zheng Xiao saw that Lu Xiao was too busy, he went to help Xiao Lu first? Rob a house? . At this time, she was in charge of the guest room, and a guest asked for cleaning. After no one came for 20 minutes, she complained to the hotel. The foreman came to check the reason and scolded Zheng Xiao: Remember, don't help others without orders in the future, just mind your own business first. ? The next day, the situation was just the opposite. Zheng Xiao is as busy as a bee. Lv Xiao wanted to help, but he was afraid to go. Another foreman is on duty. He asks Xiao Lu to help Zheng Xiao? Rob a house? And reprimanded Xiao Lu:? Remember, in the future, don't ask for help immediately. ?
Both foremen thought that their handling of the problem was correct, but neither of them put the problems on the spot into the housing management system for analysis and treatment. This practical approach only diverts the problem and causes confusion in field work. This phenomenon is not uncommon in hotel site management.
Five, only as a judge, lack of understanding of their role.
In hotel management, the emphasis is on location management, but what should be studied more is how to locate. Some managers, on the spot, just find fault with their subordinates, reprimand and punish them, and just act as judges. It is an important content of on-site management to find problems and punish violators. But it may not be appropriate to think that it is the whole content of on-site management. Managers at any level are leaders. The duty of a leader is to lead, guide and push, so that subordinates can do their work well. Management is to let others do a good job. Therefore, it is at least as important for managers to find heroes and heroic stories on the spot and affirm and praise them in time as finding problems. Even if a subordinate makes a mistake, as a supervisor, he should first play the role of a coach, helping the subordinate to find the cause of the mistake, correct the mistake, learn a lesson, and not repeat it, instead of punishing it once. Of course, this does not mean not punishing, but daring to be a judge when necessary to maintain the seriousness of law and order. In short, a manager should fully design and play his role, which is also very important for the quality of on-site management.
Six, regardless of supervision, lack of supervision system of execution.
It is the basic method to improve the quality of on-site supervision to carefully design the supervision norms and supervise the hotel service site in strict accordance with the designed norms.
The process quality control can be divided into three stages: the first stage is to design the process and solve the problems such as people, equipment, materials, methods and environment that affect the process quality. An important aspect of process design is the design of process supervision specifications, and it is necessary to determine supervision points, supervision methods and quality record requirements. The second stage is to supervise the product supply process according to the design specifications and make quality records. The third stage is the analysis and statistics of various quality information, which provides the basis for the improvement of the process. Whether the standard design of supervision is good or not and whether it is strictly implemented is of great significance to the effectiveness of on-site quality supervision of hotel services, and should be a problem that must be solved to improve the quality of on-site supervision.