In order to keep up the image and maintain total quality management and quality improvement teams; the following key benefits need to be reviewed and evaluated in managing human resources, marketing strategies and accounting regulations.
Framework and process for management The practice of management is not everywhere the same. Management philosophies and procedure reflect the environment in which the company functions. Management is also an act one distinguishes managing from consulting or doing routine, operative tasks.
Different concepts of what management is and how it should functions hold sway at different times and places. Managing people requires different supervisions and behaviors environment where tourism is the economic lifeblood of an area, the manager of hospitality services operates in conditions very different from those encountered in a diversified economy. In managing the human resources and the property, managers must pay heed to the circumstances of the setting through the ability of adopting principles and implementing concepts with a humanistic touch.
Employees; Indentured Servant to Co-workers Hospitality labor is no longer the indentured servant or the apprentice of autocratic management. Today, employees are in a position to make their feeling count.
Employees no longer work for bread alone. In much the same way that management has sought status and prestige, the employee, with a higher level of education and more political, social and economic freedom, expect to find additional rewards from his or her job. To be successful working with employees, management must understand what employees really want from their job. Unable to regiment and manipulate employee as it is able to do with other resources of the company, management must review its personnel attitudes and techniques. What has emerged is new attitude toward human relation in business, and a less rigid division between management and employees. Manager, in a very real sense, are employee too.
On the other hand, as hospitality businesses grow larger, the distinction between ownership and management become sharper. The appearance of a distinct class of manager has help to professionalized management.
The meaning of the services The competitiveness is now, and has been for some time, the dominant theme of hospitality industry. Whatever the price level, there are many high-quality facilities being offered. Hotel companies, large chains, and individual units are locked in a battle for business-share of comparable value. All are searching for a competitive edge. As a consequence, excellence has become the decisive factors in competition. In search of it, in pursuit of it, a passion for it, the meaning of it. All the team can strive to achieve excellence.
There are two components, above all, measure excellence in management. Contrary to what one might assume, these components are not excellence in marketing or superiority in cost containment. Excellence management comes first from allowing employee contribution and creativity. The second component is excellence service to guests. Unfortunately, how to go about measuring the quality of service is in question.
Consumers know that the perfect service is not part of the real world. It is not deliverable regardless of what the advertising says. Besides, it is not the product that the customers want to buy anyway. Guest expectations have changed with the times too. Traditional service definitions have been swept away. The customer anticipates a new kind of service. It is one that the server can provide under management’s definition of excellence in service. Management must implement the systems, install the equipment and activate the procedures that will help managers and employees meet the need of guest. No matter that there are occasional faults; so long as the whole is directed toward guest satisfaction, excellence will prevail. Good service is encouraged when the property is run to meet guests need, not the property’s needs.
If system, equipment, and procedures are for the convenience of the property and its employees rather than for guest satisfaction, management effort is misdirected and the guest has not received service. To achieve excellence, Manager must be committed to serving the guest. There is little to differentiate the product; only so many variations of a guestrooms or bar are possible. Therefore, excellence in hospitality industry must come in the quality of the delivery of the product. If the product can not be unique, a high level of service must be what the better property promises. Every member of management should familiar with these and should be able to fall back them when weighing alternatives and selecting a course of action.
What Has Been AccomplishedThe management process has often been depicted as a circle. Planning is the starting point. The other functions follow until the circle is closed by the manager’s exercise of control. Control in management’s review and evaluation of itself, its plans and operations and how well its staff is performing. Information gleaned from the review is used to revise the plan, restructure the organization to introduce the whole process once again, modified by knowledge and experienced gained on the first ground.
The Educational ImageEmployee development, including personal self-development, takes place at all levels of the organization. Developing human resources is called training. Workers are trained in order to improve their technical competence. Reduced turnover and higher morale are two important benefits of formal training programs. Training or teaching is going on continually, although not necessarily in a formal sense. The directing function of management is, after all, training or teaching experience if it is carried out correctly. Technically capable employees are better able to move upward into the second level of the company, the supervisory staff. Supervisory training usually concentrates on the special people-management skills required of the supervisor, since employees of this level usually already have a good technical skill. Supervisory training includes host of management responsibilities, ranging from knowledge of union contract (where appropriate) to proper scheduling techniques. Management development is the company’s third level of education to create a reservoir of management talent।