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Management in the Hospitality Industry

Management Challenges

What is Hospitality Management?  

According to the Oxford English dictionary, Hospitality means the reception and entertainment of guests, visitors or strangers with liberality and good will. Management comprises planning, organizing, staffing, leading, directing, facilitating and controlling or manipulating an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

What is Hospitality Management? 


Simply defining as ³the practice of running a hotel´ ³ managing a hotel´

Supervisory skills .

Best practices to improve competitiveness. Create µ Dream Team¶.       Efficiency and effectiveness in daily operation. Develop leadership potential. Move from individual contributor mindset to managerial mindset.Objectives   Importance of Supervisory skills Ensure you are offering the best product and services to your valued customers. . Manage professional relationship.

Diagnosis.  PAST  PRESENT  FUTURE .

Food for thought What are our strength? Review our deficit .

Food for thought  µEsprit de Corps ± Infuses Efficiency¶ Better WINNING ORGANISATION Quality Delighting Customers Creativity Innovation Enthusiasm Listen to: Customers Employees Stakeholders Community .

Changing Organisation           Down-size Removing layers of Management Technology -Productivity Improve -Efficiency -Profitability More adaptability Less Supervision Employees accountability Empower employees .

Competencies. Learning and Knowledge ± provide a sound platform for future success)  .  Skills .New mindset Changing from a traditional way of doing business TO  Learning Organisation Adapt  An Entrepreneurial approach. Behaviours.

Food for thought  New workplace. .

Food for thought The New Workplace  What changes are affecting managerial work today How these issues will affect the nature of their job and skills needed to be productive. and personally fulfilled. successful.  .

Group Think What factors contribute to OrganisationalEffectiveness? .

One that successfully achieves its objectives while also meeting its responsibilities to its Stakeholders. .Organisational Effectiveness  An effective organisation: .

Organisational Effectiveness          Factors contributing to Org Effectiveness. Effective teamwork through the organisation. Strong visionary leadership from the top. Clearly defined goals & strategies to accomplish them. committed. coupled with the ability to manage & thrive on change. with win/lose conflict well under control. A continuous pressure to innovate. A well-motivated. & flexible workforce. A powerful management team. Productivity through people. skilled. . A positive corporate culture.

An ability to get into action fast and make things happened. quality & the responsibilities of the organisation to its stakeholders. A sound financial base and good systems for management accounting and cost control.     . A value system which emphasises performance.Organisational Effectiveness   Factors contributing to Org Effectiveness. Close to the customer. Continually strive to achieve better ways of doing more with less.

Management Functions PLANNING Select goals & ways to attain them Performance ‡Attain goals ‡Products ‡Services ‡Efficiency ‡Effectiveness  Resources ‡Human ‡Financial ‡Raw Materials ‡Technological ‡Information  Controlling ORGANISING Assign Responsibility activities & make corrections Monitor for task accomplishment LEADING influence to Motivate employees Use .

Managerial Skills  Technical Skills Skills necessary to accomplish or understand the specific kind of work being done in an organisation .

Managerial Skills  Interpersonal Skills Ability to communicate with. both individual and groups . understand.

.Managerial Skills  Conceptual Skills View the organisation in a holistic manner. see the big picture. make broad based decisions that serve the overall organisation. Think strategically.

Managerial Skills  Diagnostic Skills Ability to visualise the response to a situation. most appropriate .

most appropriate .Managerial Skills  Diagnostic Skills Ability to visualise the response to a situation.

.Managerial Skills  communication Skills Abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others.

.Managerial Skills  Decision-making Skills Ability to correctly recognise and define problems and opportunities and to select an appropriate course of action to solve problems and to capitalise on opportunities.

to work efficiently and to delegate appropriately. .Managerial Skills  Time Management Skills Ability to prioritise work.

Model of Essential Management skills Develop Self awareness Managing stress Solving problems Managing Conflict Ess Empower & Delegate ential Managing Mgr Conflit Skill s Building Motivating Employees Communicati ng supportively Leading change effective team Gain power & influence Group .

Sources of management skills -Sound Educational base -Continued life long Successful educational experiences acquisition and utilisation of basic management skills Initial job experience. Continued experiences through a variety of job assignments .

and adaptability that enables them to respect the views of others and to thrive in the ambiguous. why they want it. and often stressful world of management. their decisions. They know what they want. actions.confidence. and how to communicate their goals to others to gain their support and cooperation. and relationships.Self-awareness Managerial Character    Successful managers understand what motivates them and how their strengths and weaknesses influence. . They have a special combination of self. humility. imperfect.

Power and Authority relations. cultural and technological forces will continue to evolve and transform the nature of work. . Develop self-Awareness Create a broad and diverse network of high qualityrelationships. Solid communication skills. Managing Change. Training & Development Create a meaningful personal and professional life. Social.Essence of managerial work           Ability to manage professional relationship. Ability to gain trust and respect.

and when to take action . Planning: Planning is the conscious determination of future course of action. . This involves why in action. how to take action.How to manage the hotel? Basic functions of management: 1.

How to manage the hotel? y 2. . Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans.

. Leading: Determining what needs to be done in a situation and getting people to do it.How to manage the hotel? y 3.

.How to manage the hotel? y 4. Controlling: Monitoring. which may need modification based on feedback. checking progress against plans.

What is meant for Organization? A structure through which individuals cooperate systematically to conduct business.  .  What is Organizing? The work managers do to bring order to the relations between people and work as well as among the various people at work.

What is Authority in the hotel management?   Authority in management is the formal or legitimate authority specified in a charter gives a project manager the authority to act in the name of the sponsoring executive or on behalf on the organization. Power that is recognized as legitimate .

What authority do you practice?  Are you like this? .

Or like this? .

to do as I sayµ . authority must be shared Top to bottom Specifically involved Legal system that commonly imply a community¶s potential use of force to maintain order.Two bases of Authority FORMAL ORGANIZATION. you·ll have 1. ³ I own this company.follows series of steps.

. INFORMAL ORGANIZATION   -usually has a leader who is consciously or unconsciously recognized by the group.2. Manager comes to accept the work group and establishes working relations with this structure that constitutes a real limitations on his formal authority.

.Authority and Responsibility: Unified Tasks  Manager can be held responsible for results only as far as his/her effective authority extends.

WHY? .What is Departmentalization?  It changes the institutional structure of the program for the staff effectiveness What is delegation? Delegation is a very important aspect of leadership skills as is human resource management.

it develops management talent in the organization .WHY? .Authority must be delegated . it increased employees¶ responsibility .through assigning.

no other manager in between the manager and employee ‡ Wide span of control control:  Ex.Span of Control Refers to the number of people the manager supervises directly  Refers to formal reporting relationships ³Direct report´. Lyn Wells-AVP of Academic Affairs at CLC directly supervises 50 faculty .

directly supervises 3 Senior VP¶s General Rule: The narrower the span of control.when a manager directly supervises only a few subordinates  Ex. Why? If all managers have narrow span of control. CLC College President.*Narrow span of Control. then the organization must be ³tall´ . the more managers needed.

Tall organizations have many layers and have narrow spans of control .

If managers have wide spans of control. then the organization can be ³flat´ .

Span of control in hotel is being reevaluated . Note: Consultation and interaction extend beyond the span of control.wide span of control  Fewer managers needed but tend to have decentralized decision making.

Bases of Departmentalization 

Departmentalization is the basis on which work or individuals are grouped into manageable units. There are five traditional methods for grouping work activities.

Functional Departmentalization 

Departmentalization by function organizes by the functions to be performed. The functions reflect the nature of the business. The advantage of this type of grouping is obtaining efficiencies from consolidating similar specialties and people with common skills, knowledge and orientations together in common units.

Product 

Departmentalization by product assembles all functions needed to make and market a particular product are placed under one executive.

.Geographical  Departmentalization by geographical regions groups jobs on the basis of territory or geography. Southwest. Southeast. has its domestic sales departmentalized by regions such as Northeast. For example. Merck. Midwest. and Northwest. a major pharmaceutical company.

. Each process requires particular skills and offers a basis for homogeneous categorizing of work activities.process  Departmentalization by process groups jobs on the basis of product or customer flow.

.Customer  Departmentalization by customer groups jobs on the basis of a common set of needs or problems of specific customers.

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Note:  No department represents ³the best´ means of division. What important is that authority and responsibility be divided in a way that suits the particular needs of the market .

regularize consultation -Serve as motivational tool by allowing all participants to e involved -Tend to consume a great deal of time. . or so the arguments goes´ .Advantages and disadvantages of COMMITTEES  Advantages  Disadvantages .Allow number different interest to gain representation.hearing many views .Builds morale-´when everyone is consulted. no one is offended.often avoid action rather than take it .avoid or shift responsibility for unpopular or risky decisions. . .encourage compromise .

BUREAUCRACY?  Weber's theory of bureaucracy (1958) is one of the most popular themes of the studying of organizations. He identified the legitimate of power with authority. . 'Power' means the ability to ask people to accept the orders. 'Legitimation' means people regard this power as legitimate so as to obey the orders.

.What is Adhocracy?  Adhocracy is a term from the theory of management of organizations. Adhocracy refers to the opposite of bureaucracy. or the absence of hierarchy.

rather. Wikipedia: A bureaucracy traditionally does not create policy but. enacts it . .Other definition of Bureaucracy:   Scott defines bureaucracy it as "the existence of a specialized administrative staff".

Adhocracy refers to the opposite of bureaucracy.What is Adhocracy?  Adhocracy is a term from the theory of management of organizations. . or the absence of hierarchy.

Bureaucracy vs. or very little. they specialize in that role. and know nothing.  democratic nature  a complex and dynamic organizational form . Adhocracy  experiences an organic structure  hierarchy barely exists. Adhocracy Bureaucracy  very structured in its rules and hierarchy  everyone knows their specific role. about the roles of their coworkers.

high cost of communication .Bureaucracy -only truly effective when one thing is being massmass-produced -bureaucracy a thing of the past -Division of labor -Hierarchy of authority -Formal rules Adhocracy .adhocracy one of the future .little formalization of behavior .

.Staffing?  Is the work that managers and supervisors do to determine the specific personnel needs of their operations± to attract qualified applicants and to choose the best-suited of these for employment and training.