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Key Management Functions
Management is necessary for all the organizations irrespective of its size, nature, and functions. The concept
of management is not restricted to a business organization, but even non-business organizations need to
manage their functions. It is a pervasive and universally accepted function. Hotels and other types of
accommodations cannot work smoothly and efficiently without management.
The key management functions are planning, organizing, decision making, communicating, motivating, and
controlling. These management functions are not conducted in isolation; rather, they are independent and
frequently happen simultaneously, or at least overlap, which lead to global accomplishment (Walker, 2017).
Hotels and other types of accommodations exist to serve a particular purpose, and “someone” from their end
has to determine their vision, mission, and strategies to reach or exceed their own goals. Management needs
to be that “someone.” The key management functions are broken down into the following (Walker, 2017):
• Planning involves setting one’s goals and developing plans to meet or exceed those goals. It refers to
deciding in advance what should be done, how it should be done, when it can be done, and who can
actually do it. It also bridges the gap between where one stands today and where one wants to reach.
A manager must start with deciding in advance the objectives of an enterprise and how to accomplish
the said objectives. Therefore, planning is the foundation of the key management functions.
• Organizing is undertaken to fulfill what needs to be done, who does it, how the tasks are grouped,
who reports to whom, and who makes decisions. After setting up the plans, the next step is to organize
the activities and establish an organizational structure that can execute what was/were planned.
Setting up an organizational structure means deciding the framework of working how many units and
sub-units or departments are needed, how many posts or designations are needed in each
department, and how to distribute the authority and responsibility among the staff.
• Decision making is where the success of all accommodation establishments, from private ownerships
up to the chain of international brands depend on. This includes determining one’s vision, mission,
goals, and objectives. It also involves scheduling employees or staff, determining what to be put on
the menu (F&B), and responding to the needs of the guest.
• Communicating with staff and guests go hand in hand in order to ensure that both sides get to be
heard. This veritably takes places, especially during conflicts between one’s staff and a guest. This is
one of the factors why some companies or organizations prefer to hire managers within the same
department. A staff who started from the bottom before being promoted to any managerial post has
the experience that the department needs and the empathy that his/her staff need in times when
they need someone to listen to them.
• Motivating human resources involves attracting and retaining one’s performing staff or employees
and aiming to keep their morale high. In other words, one must ensure that the staff or employees
are happy and are given credit where it is due. This is the step where staffing and directing take place.
o Staffing refers to recruiting, selecting, and appointing the employees, assigning them duties,
maintaining cordial relations, and taking care of their grievances. It also includes training and
developing the employees, deciding their remuneration (salary for work or service rendered),
promotion, increments, performance evaluation, and maintaining their personal records.
o Directing can be done once the employees have been appointed, so they can be instructed
with what needs to be done. This is also where the supervision of the activities of one’s staff
occur. A manager must understand how to act as a leader in order to guide the staff in the
right direction.
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• Controlling brings all the key management functions in full circle. After setting the goals and
formulating the plans, the management then organizes, communicates, and motivates the resources
required to complete the task or job. It also includes the setting of standards and the process of
comparing actual results with those standards called evaluating. However, if significant deviations
take place, these must undergo investigation and take corrective action to get the performance back
on track.
ORGANIZING
PLANNING DECISION MAKING
GOAL
ACCOMPLISHMENT
COMMUNICATING
CONTROLLING
MOTIVATING
Figure 1. Key Management Functions
Source: Introduction to Hospitality, 2017. p. 608
Managerial Traits
The managers of the accommodation industry are responsible for every aspect of the establishments under
their wing. Excellent managers tap into talents and resources in order to support and bring out the best in
their people. They are outstanding in different ways and evoke possibility in their staff.
• Creative – This is what separates competence from excellence. They propel projects forward, which
captures peoples’ attention. They are the ingredient that pulls the different pieces together into a
cohesive whole, adding zest and appeal in the process.
• Structured – They work within a set of parameters, limitations, and guidelines, so they know how to
work within the structure and do not let it impinge upon the process or the project. They also know
the structure intimately to guide their people to work within the given parameters effectively.
• Intuitive – They have the capacity to know things without the use of rational processes—it is the
cornerstone of emotional intelligence. They have keen insight and sense what others are feeling and
thinking. Consequently, they can respond perfectly to their staff through their deeper understanding.
• Knowledgeable – They are trained and are supposed to have industry experience. They know the
fundamentals for the improvement and development of their staff.
• Dedicated – They are committed to the success of the project as well as the rest of the team members.
They hold the vision for the collective team and move the team closer to the end result.
• Humanitarian – They are not afraid to show their true self. They understand that people are just
humans and that it is natural for them to commit mistakes so long as they do not quit and do not
commit the same mistakes twice.
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• Versatile – They have the ability to be both non-reactive and emotionally unattached to how things
have to be. It also implies openness, which allows them to change their plans quickly when necessary.
• Motivator – They do not just produce outstanding results, but they also help to move their team
forward. They complement the seriousness of the task at hand, as well as their drive to get things
done, therefore contributing to reliable team results and retention.
• Role model – They are able to choose and live from what one pays attention to. They set a good
example which, in turn, helps them earn the respect of their people.
• Idealistically realist – They see the big picture concurrent with managing the details. They believe that
small actions lead to the big picture. They are skillful at thinking big while also paying attention to
details.
A manager needs to realize the critical importance of the corporate philosophy, culture, and values, and of a
corporation’s mission, goals, and objectives. The degree of managerial traits possessed by top managers,
middle managers, and supervisory managers are supposed to be acquired through their industry experience
and a series of training and seminars.
Characteristics of a Leader
Leadership is the process of influencing others to work willingly towards goals, and to the best of their
capabilities, perhaps in a manner different to that of leaders and managers would otherwise have chosen. A
leader is someone who exercises his/her influence over other people without the use or threat of violence.
Most definitions of leadership reflect the assumptions that it is a relationship through which one person
influences the behavior or actions of other people in an organizational context. It is a dynamic two-way process
of leading and following that can affect both individual and organizational performance. For example, a leader
can influence the interpretation of events, the choice of objectives, the maintenance of co-operative
relationships, the development of skills and confidence by members, and the enlistment of support and co-
operation from people outside the group or organization.
Successful leaders of the accommodation industry are considered the total package. They are visionaries
charged with steering their brand around pitfalls. They know when opportunities are to be seized and how
their employees can be rallied to work hard to achieve their goals and objectives. The following are some of
the characteristics of the leaders of the accommodation industry:
• Self-sufficient – They are able to prioritize their goals and are responsible for accomplishing objectives.
They regulate time, attention, and emotions while being aware of their strengths, weaknesses, and
potential sources of bias. They are also adept at handling stress and balancing their personal and
professional lives.
• Strategist – They are curious and genuinely interested in their company and the wider business
environment. They have a flexible mindset, and they are open to trying new approaches and ideas.
They are also prepared to adjust their strategies to capture emerging opportunities or tackle
unexpected challenges while maintaining a positive outlook.
• Effective communicator – They can clearly and succinctly explain to their employees everything from
organizational goals to specific tasks, which helps people understand and be aware of what is expected
from them.
• Competent – They know how to use power and authority appropriately without overwhelming or
overpowering their employees. They hold themselves accountable and take responsibility for their
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own mistakes, while also expecting others to do the same. They can work within established
procedures and be productive and efficient in their decisions. They can also balance different
perspectives while taking appropriate action.
• Highly self-confident – They are people who have acquired charisma and unshakeable self-
confidence. They radiate enthusiasm and they are truly excited about what they are doing.
• Imaginative – They can look into their company’s future and make clear, concrete goals that will
benefit their organization. They are confident and optimistic, inspiring enthusiasm in those around
them. They understand that continuous change is inevitable, so what worked in the past may not work
in the future.
• Flexible – They are problem solvers who can make decisions under rapidly shifting circumstances.
They know how to lead in a complex environment. They assess a situation’s complexity before
choosing appropriate courses of action. They also have the ability to scan the environment in search
of subtle trends and indicators of disruptive change and establish practices that allow their
organization to respond swiftly.
• Innovative – They dare to risk experimentation and encourage creativity. They are always persistent
in pursuing their goals, and they are open-minded and flexible on how they can achieve those goals.
• Team player – It is essential for them to lead a diverse and unique group of people with distinct
personalities, motivations, and skills. They believe that having a great teamwork is key to achieving all
of the above and will likely drive their organization’s success.
• Motivator – Aside from being an inspiration to their people, they also know how to motivate them to
strive wholeheartedly for their company’s goals. They understand that giving credit where it is due
will make their people feel invigorated to push harder towards the success of the company. They
create a vast and varied network of people to establish impactful relationships with customers, clients,
partners, and the rest of the stakeholders.
• Risk-taker – The strength of their leadership is built on their ability to adapt to suddenly changing
circumstances and their ability to know how and when to seize opportunities amid a changing
landscape. They have an insatiable curiosity that fuels their desire to learn and grow continuously.
They hinge on developing critical thinking skills, acceptance of uncertainty, social and emotional
intelligence, and the desire and determination to push forward.
Communication Practices
Most of the managers and leaders of the accommodation industry have excellent communication skills. They
can communicate clearly with all the stakeholders. They believe that good communication requires the ability
to develop a commonality of purpose with their audience. As communicators, most of them have developed
an ability to direct their message to the stakeholders’ level of interests.
Excellent communication is not something one can learn overnight or by attending a speech class for a couple
of months or even a year. It is rather acquired through one’s experience and willingness to communicate well
with others. In this industry, the ultimate goal is to deliver the best customer experience; therefore,
communicating well with one’s staff, guests, and other stakeholders is a must.
• Employees/Staff engagement. A manager must know the importance of staying engaged with his/her
staff. If the staff are not afraid to open up about work-related issues, or sometimes personal concerns,
then those circumstances that could affect the performance of that concerned staff can be prevented.
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At the end of the day, guests do not really care with whom they interact so long as the customer
experience is consistent.
• Collaboration advocacy. This could be seen in times when teams are expected to coordinate with each
other. Good managers understand the importance of working as a team. For instance, if there is an
emergency that needs to be addressed, the teams under a good manager would coordinate with each
other right away to keep the guests happy and feel safe. Teams that are working as one can rovide the
guests with remarkable customer experience.
• Consistent transparency. Managers who can share sales figures, company goals, and reasons for
management decisions can go a long way in balancing control and trust of their staff. Managers who
have consistent transparency with their staff can establish a healthy working environment.
• Emotional intelligence. Throwing empathetic statements is not an easy task; that’s why hotel
managers must understand and know the right words to say. There is no secret phrase or sentence
for this, but observing these key points should make it easier:
o Don’t interrupt the person until they are done talking.
o Actively listen to their concern and have a keen eye for details.
o Maintain a sympathetic and even tone of voice.
Managers and other leaders of the accommodation industry do not have a secret ingredient for getting
excellent communication skills. They are simply aiming to provide their guests with the best customer
experience and are willing to take the HEAT when it matters.
H – Hear the customers out. They allow their guests to explain their concern, situation, issue, or problem.
E – Empathize. They do not just tell their customers that everything is going to be okay right away; instead,
they make them feel that they are trying and are able to understand what is happening.
A – Apologize. Apologizing does not mean that they are personally taking the blame. What they do instead
is to let the customers know that they represent that whole organization or company and are therefore
hoping to rectify the situation.
T – Take action. Once all of these have taken place, resolving the concern is the next step. Managers who
think outside of the box find themselves easier to cope with different circumstances. An action plan
must always be available since the end goal is to provide the guests with the best customer experience
and that usually entails keeping them happy.
References:
Chibili, M. N. (2016). Modern hotel operations management. New York: Routledge, Taylor & Francis Group.
Gordon, J. (n.d.) Top 10 qualities of an excellent manager. In Project Smart. Retrieved from
[Link] on June 28, 2019
Hayes, D. (2016). Hotel operations management. Pearson.
Patel, D. (2017, March 22). 11 powerful traits of successful leaders. In Forbes. Retrieved from
[Link]
leaders/#557ffb22469f on June 28, 2019
Walker, J. R. (2017). Introduction to hospitality. Harlow: Pearson.
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