Role of Manager
Concluding Remark
The one word
that makes
a good manager –
decisiveness.
Lee Iacocca
Lee Iacocca, born 1924
how to be more specific on dynamic
condition?
How to maintain the customers in the Red
Competition
How to delegate?
Must Manage:
Manage in Times of Change
Relative to their counterparts “yesterday” Manager must:
Interact with a more diverse workforce
Emphasize teams rather than individual performance
Cope with fast-paced technology changes
Adjust to workplace changes (e.g., re-engineering, downsizing)
React to global challenges
Improve quality while increasing productivity
Improve ethical / social behaviors
Responsibilities
Community & Staff
relations
Brand affiliation Manager
management
Property
management
The single most important human variable
Manager affecting a company’s short-term profitability
“Wear many hats” (perform multiple tasks)
Responsibilities: Brand Affiliation
Management
Managing brand at the property level
Continually monitor operational standards set by the brand to
ensure property performance
Communicate effectively with franchise brand officials about
marketing & sales programs
Improve profitable operation of company by using activities &
programs offered by the brand
To successfully manage:
Well developed interpersonal skills
Manager’ Persuasive ability
s talents Listening skills
Effective writing ability
Responsibilities: Community & Staff
Relations
Opportunities to assist the local community
Attract new partnership
Expand business opportunities
Provide input regarding local business community needs
Have charity events and fundraisers at the company
To successfully perform community & Staff
relations
Outgoing personality
Well-developed social skills
Manager
Effective public speaking & presentation skills
s’ talents
Ability to evaluate / implement managerial
training & development program
Responsibilities: Property Management
Managers should be able to direct overall property
management.
Process of planning, organizing, staffing, directing,
controlling and evaluating human, financial and physical
resources, to achieve organizational goals.
To successfully handle property management:
Organizational & coaching skills
Managers’ Analytical & financial analysis skills
jobs Ability to anticipate guest needs
Competitive sprit & high attention to detail
Responsibilities: Property Management
(continued…)
Functional area Purpose
Planning To establish goals and objectives
Organizing To maximize deployment of resources
Staffing / directing To provide leadership
Controlling /
To measure and evaluate results
evaluating
Management process
Planning
Controlling & evaluating Organizing
Staffing & Directing
Responsibilities: Property Management
(continued…)
What is the goal of providing in-room, high-speed
Planning Internet access to guests?
Organizing How will the company allocate necessary dollars
to achieve this goal?
Staffing / What needs to get done to keep staff “on task”
Directing with project completion timelines?
Controlling / How will the company measure sales volume or
reputation value gained versus cost of providing in-
Evaluating room Internet service?
The Manager Sets the Pace
Manager feelings & actions about issues will likely impact
hotel staff attitudes about those issues.
Manager personally direct only the work of department
(relatively few other staff)
Manager s’ interaction with other department heads directly
impacts how they interact with their own staff.
Influence
Employee Desired product
Level of morale
turnover rates & service quality
Must Manage: Organizational Levels
Top-Level Management (G.M.)
Middle-Level Management
(Department Heads)
Supervisory-Level Managers
(Supervisors/Managers)
Entry-Level Employees
Of resources available, people (human resources) are the
most complex and important for success!
Must Manage:
Manageme Examples of activity: Working with
nt department head (if applicable) to:
Function
Planning Develop an operating budget or a marketing plan
Assign responsibilities for an upcoming banquet or
Organizing conference event
Staffing Recruit, select, orient and train new department heads
Directing Supervise the work of department heads
Take corrective action(s) when budgeted financial plans
Controlling are not attained
Assess the extent to which long- and short-range plans
Evaluating were attained
Managers Must Manage:
Conceptual Interpersonal
Ability to collect, interpret, Ability to understand and
and use information logically interact well with guests,
employees, suppliers, etc.
Learning about a new, competing
hotel opening nearby and making
future marketing decisions
accordingly
Administrative
Skills Technical
Ability to organize and Ability to perform
direct required work efforts management-specific
aspects of the job
Ability to develop policies and
operating procedures necessary Forecasting guest demand for
for guest safety rooms, FnB and establishing
rates, etc.
Manager Must Manage: Manager
Relationships
Staff members Other employees
Yesterday: dictatorial
leadership “Manage by walking
Today: facilitators around”
Tomorrow: empowerment
External organization Manager Others in community
Participating in
Joining professional business and community social events
community service organizations
Attending special events e.g
Meeting with community tourism event
government representatives
Guests
How the company can meet
and exceed guest
expectations
Management Basics: Planning
Vision What the company will strive to be
B
Mission Statement
company’s goal for long-range (e.g., five
Long-Range Plan year) time span
Short-Range (Business) Plan company’s goal within a one-year time
span
Anticipating revenues and expenses
Operating Budget during short-range plan implementation
Marketing Plan What must be done to generate revenues
anticipated by the operating budget
Management Basics: Decision Making
Before making a decision
Who is the correct person to make decisions?
Will a decision about a specific issue bring the company closer to
attaining objectives and goals?
How will the decision affect guests?
Is there only one acceptable alternative?
How much time and effort can be spent on the decision?
How does one’s experience help with decision making?
Must the decision please everyone?
What are the ethical aspects of the decisions?
Programmed decision Non-programmed decision
Routine and repetitive decisions Infrequent decisions requiring
made after considering policies, creative decision making abilities
procedures, or rules
Management Basics: Decision Making
Approach
Continuum of decision making
Traditional Recent Contemporary
Manager makes Manager makes Manager allows
decisions decisions after team to make
unilaterally input from decisions
others
Management Basics: Organizing
Principles
Unity of command Span of control
Each employee should report Limit to how many staff
or be accountable to only members one supervisor can
one boss for a specific manage effectively
activity
Distribution of authority
Types of
Used by Example
authority
Develop orientation program for all hotel
Advisory Staff managers
employees
Line managers Hiring and firing employees within a
Line
(within departments) specific department
Line managers Executive housekeeper establishes table
Functional
(between departments) linen laundry schedule with F&B dept.
Management Basics: Delegation
Steps in effective delegation
Organizational climate necessary for delegation
Assign specific duties & responsibilities to employees
Grant sufficient authority for carrying out assignments
Supervisor & employees agree on expected results
Communicate responsibilities to minimize confusion
Managers make feedback system to measure progress
Management Basics: Motivation
Poorly motivated
staff
Inconsistent performance for required quality or quantity standards
Guest dissatisfaction
Increased operating costs
More motivated employees’ leave
company suffers
Management Basics: Motivation
Strategies to motivate employees
Follow sound management advice
Effective orientation
Train correctly
Manage a professional company
Supervise as you want to be supervised
Encourage effective communication
Manage a friendly company
Help your employees succeed
Management Basics: Leadership
Effective leaders will:
implement the property’s Mission Statement
have an objective & measurable “picture” of hotel’s desired
future
help others develop the knowledge and skills needed to
attain hotel’s vision (e.g., orientation, training, and
coaching)
utilize the empowerment process
develop team of staff committed to hotel’s success
achieve a reputation for quality service consistently
delivered to guests
cultivate a reputation for fairness and honesty
Management Basics: Discipline
Discipline: activities reinforcing desired performance
or correcting undesired performance.
Steps in a progressive discipline process
Oral warning (no entry in employee’s record)
Oral warning (entry in employee’s record)
Written reprimand
Suspension for specific number of days
Discharge
Manager Interactions: Employees
Possible interactions with employees: positive examples
Daily conversations with long-term staff
Learning employees’ suggestions about possible operating improvements
Welcoming new staff to the team
Congratulating personnel about significant events in their families’ lives
Mentoring younger workers
Following employees’ careers as they are promoted within the organization
Providing non-job related advice when requested
Observing employees at a company picnic enjoy themselves
Observing staff who participate in community organizations/activities