The Manager in Hospitality Industry

8/14/2019 The Manager in Hospitality Industry

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The Manager in

Hospitality

Industry

Presented By Subroto Ghosh


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Hospitality Managers:

Manage employees makingproducts and/or performing

servicesManage first-line supervisors

Often continue to work side-by-

side with the employees theysupervise

Are successful only to the degree

their workers allow them to beSlide no. 2Subroto Ghosh


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Manager

To Customers

Fulfill their needs and desires

Ensure employees positivelyrepresent the enterprise

Respond to customercomplaints

To Sub-ordinates

Create a positive workenvironment

Support and value employees

who interact with customers

To Employer Make the enterprise profitable Run it according to the owners rules Be sensitive to the owners expectations

Manager

Slide no. 3Subroto Ghosh


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Functions of Management

Planning

Organizing

StaffingLeading



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Functions of Management

Controlling and evaluating

Coordinating

Problems solving and Decisionmaking

Representing



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Management TheoryTimeline

1900s: Scientific ManagementFrederickTaylor/ Frank GilbertStandardized work procedures to find the

one best way to perform a task1930s/1940s:Human Relations Theory

Elton

Employees perform best when they feel

they belong to the work group1960s/1970s:Participative Management

Workers who participate in makingdecisions are more committed to theoutcome Slide no. 6Subroto Ghosh


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Management TheoryTimeline

1980s/1990s:Total QualityManagement

Empowers employees to determinebest ways to meet goals

1990s/2000s:HumanisticManagement

Selective blending of managementsystems according to the needs of thesituation, workers and the supervisors

style of leadership Slide no. 7Subroto Ghosh


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Managerial Skills



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Managerial Skills

Technical Skills

Establish a manager's credibility

with employeesAid in the management ofemployees

Enable manager to select and trainpeople, plan and schedule work,and take action inan emergency



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Managerial Skills

Human Skills

Affect their attitude towards their

employees and determines theirlevel of success

Should create an atmosphere

where employees feel secure andare willing to do their best



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Managerial Skills

Conceptual Skills

Incorporate the work of the

managers employees with theneeds of the entire enterprise

Recognize and deal with issues

from a managerial perspective



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Leadership



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leadership developmentinvolves:

Investing time, resources, and money tocreate a supportive culture

Defining the differences betweenmanagement skills and leadershipabilities

Developing quantifiable measurable

that support leadership skillsFocusing on leadership skill duringmanagement training



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leadership developmentinvolves:

Encouraging continuous educationof leadership skills

Recognizing leaders on all levelsRewarding all enthusiastic leaders



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Old-style Leadership

PROS

Some workersrespond to a

command-obeystyle of direction

Can be effective

Can be necessary

CONS

Average American doesnot respond to thisautocratic method

More likely to increaseproblems than to lessenthem

Breeds resentment, lowmorale, and adversaryrelationship

Customer service suffersand patrons go

somewhere else Slide no. 15Subroto Ghosh


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Theory X - authoritarian,repressive style. Tight

control, no development.Produces limited, depressed

culture.

management

staff management

staff

Theory Y - liberating anddevelopmental. Control,

achievement and continuousimprovement achieved byenabling, empowering and

giving responsibility.

Theory X Theory Y

Theory X and Theory Y



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Theory Xs Faulty Assumptions

2. The average human being has aninborn dislike of work and will avoid it

as much as possible.3. He or she must be coerced, controlled,

directed, threatened with punishmentto get the work done.

4. He or she prefers to be led, avoidsresponsibility, lacks ambition, andwants security above all else.



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Theory Y Propositions

2. Work is as natural as play or rest;people do not inherently dislike it.

3. People will work of their own accordtoward objectives to which they feelcommitted without control or the

threat of punishment.4. People become committed to

objectives that fulfill their innerpersonal needs.



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Theory Y Propositions

2. People can learn not only to acceptresponsibility but also to seek it. Lack of

ambition, avoidance of responsibility, andthe desire for security are not innatehuman characteristics.

3. Capacity for applying imagination,

ingenuity, and creativity to solving on-the-job problems is widely, not narrowly,distributed in the population.

4. The modern industrial organization uses

only a portion of the intellectual potentialSlide no. 19Subroto Ghosh


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Situational LeadershipStyles

Directingclose supervision mosteffective for training or emergencies

Coachingdirect supervision andsupport to build commitment

Supportiveassists employees lackingcommitment to improve performance

Delegatingbest for employees capableof making day-to-day decisions on theirown



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TransformationalLeadership

Transformational leaders:

Communicate the mission and

objectives of the companyProvide workers with meaningful,interesting, and challenging jobs

Act as coaches and mentorsLead by example



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Unity In Diversity



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Dimensions of DiversityPRIMARY

Culture

Age

Gender

Physical abilities andqualities

Ethnicity

RaceReligion

Language

Sexual preference

SECONDARY

Occupation

Work

experience

Education

Income

Marital status



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Cross-Cultural InteractionSkills

1. Increase personal awareness

2. Learn about other cultures

3. Recognize and practice cross-cultural interaction skills

4. Maintain awareness, knowledge,

and skills



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Managing DiversityPositively

Get to know your employees

Treat your employees equitably,

butnot uniformly

Watch for any signs of harassment

Foster a work climate of mutualrespect

Encourage the contributions of

diverse employees Slide no. 25Subroto Ghosh


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Communication

Skills



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Types of Communication

Interpersonal

Organizational

Two-way/openInterviewing

Small group

Mass



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Message distortion can occuras the result of:

Differences insenders andreceivers:

BackgroundEducation

Past experiences

Intelligence

AttitudesOpinions

Values

Perceptions

Other Reasons

Prejudices

Assumptions

Expectations

Emotions of thesender and/or

receiver



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Five Principles of GoodListening

1. Give the speaker your undividedattention

2. Hear the speaker out3. Look for the real message

4. Keep your emotions out of the

communication5. Maintain your role



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How to Give InstructionsEffectively

Plan what you are going to say,including to whom, when, where, andhow.

Establish a climate of acceptanceexplain the why of the task and whatis in it for the listener

Deliver the instructions calmly andconfidentlyrequest, suggest, orcommand



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How to Give InstructionsEffectively

Verify that the instructions have beenunderstoodask people to repeat the

instructions and/or see whether theycarry out orders correctly

Follow upobserve people at workand measure results; offerassistance, and further direction ifnecessary



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MOTIVATION


h i f


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Some Theories ofMotivation

Motivation Through Fear

Carrot-and-Stick Method

Economic Man TheoryHuman Relations Theory (SocialMan Theory)

Maslows Hierarchy of NeedsHerzbergs Motivation-Hygiene

Theory

Transparency 5-1Slide no. 34Subroto Ghosh


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Biological and Physiological needsbasic life needs - air, food, drink, shelter, warmth, sex,

sleep, etc.

Safety needsprotection, security, order, law, limits, stability, etc

Esteem needsachievement, status, responsibility

reputationBelongingness and Love needs

family, affection, relationships, work group,etc

Self-actualisationpersonal growth and fulfilment

needs


M l Hi h f


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Maslows Hierarchy ofNeeds

SECONDARY NEEDS

Self-actualization/self-fulfillment

Esteem Needs

PRIMARY NEEDS

Social

Safety

Physiological


A li i f M i i


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Application of MotivationTheory

Nature of many hospitality industry jobs

Company policy, administration, andmanagement philosophy

Extent of responsibility, authority, andresources

Employees with personal priorities orthose with dependent personalities

Constant pressures and lack of time

Lack of motivational theory that iseasily and scientifically applicable


How to Build a Positive Work


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How to Build a Positive WorkClimate

THE INDIVIDUAL

Get to know your people

Deal with security needs

Deal with social needsReward your employees

Develop your people

THE SUPERVISORSet a good example

Establish a climate ofhonesty

THE JOB

Provide anattractive jobenvironment

Provide a safe andsecure workenvironment

Put the right person

in the right jobMake the jobinteresting andchallenging


G id li f


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Guidelines forRewarding Employees

Always give recognition in a positive andsincere manner

Contest should offer all employees an

opportunity to winChampion average employees, as well asthe heroes

Recognize employees using objective

criteriaRecognize employees in a timely fashion

Recognize employees when they leastexpect it

Tie rewards to true accomplishmentsSlide no. 39Subroto Ghosh


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Important Terms

PositionDuties andresponsibilities performed by oneemployee

JobA group of positions with thesame duties and responsibilities

Job analysisProcess that presentsa picture of how the world of worklooks for a specific job



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Important Terms

Job descriptionDescribes a fair dayswork, including performance standards

Job specificationSpells out the

qualifications a person must have inorder to get a job

Job evaluationProcess of examining

the responsibilities and difficulties ofeach job in order to determine whichjobs are worth more than others


P d ti it d L


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Productivity and LowEmployee Retention

Workers do not know what they aresupposed tobe doing

Workers do not know how to do whatthey are supposed to be doing

Workers do not know how well they aredoing

The supervisor has not given anydirection, help,or support

Workers have a poor relationship with

the supervisor Slide no. 42Subroto Ghosh


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Benefits of Training

To the Supervisor

More time to manage

Results in less absenteeism and lowerturnover

Reduces tensions between

management and employees



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Benefits of TrainingMakes it easier to maintain consistency ofproductsand services

Lowers costsResults, ultimately, in happier customersand moreof them

Helps supervisors advance their careers



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Benefits of Training

To the Employee

Can eliminate the five reasons that

people dopoor work

Reduces employee confusion,

allowing them towork independently



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Why Hospitality Managers


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Why Hospitality ManagersDo Not Train Their People

1. Urgent need

2. Training time

3. Training time costs the companymoney

4. High employee turnover

5. Diversity of workers skills and abilities

6. Great variety of jobs

7. Not knowing exactly what managersexpect from employees


Employees Learn Best


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Employees Learn BestWhen:

They are actively involved in thelearning process

Training is relevant and practical

Training material is well-organized andpresented in small, easy-to-graspchunks

The learning environment is informal,

quiet, and comfortableThey have a good trainer

They receive feedback on theirperformance and are rewarded for doingwell Slide no. 53Subroto Ghosh

How to Develop a Job


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How to Develop a JobTraining Program

1. Write a performance standard

2. Write a training objective derived fromthe performance standard

3. Develop standard procedures4. Develop unit training plan

5. Pretest

6. If the training results are negative,repeat training, try a simpler job, orterminate employee. If the trainingresults are positive, put the worker onthe job; evaluate and follow up


Job Instruction Training


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Job Instruction TrainingSteps

1. Prepare the worker for training

2. Demonstrate what the worker is

to do (show and tell)3. Have the worker do the task as

shown

4. Follow through (put the worker onthe job, checking and corrected asneeded)


Before correcting an


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Before correcting anemployee, ask:

Does the employee know what issupposed to be done and why?

Are there any reasons for poor

performance that the employee cannotcontrol?

How serious are the consequences of

this problem?Have you previously addressed theconcern with the employee?


When conducting


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When conductingcoaching sessions:

1. Speak in private to the employee

2. Calmly express your concern about thespecific aspect of the job

3. Ask the employee for his or herthoughts and opinions, includingpossible solutions

4. Ask the employee to restate what has

been agreed upon to check onunderstanding

5. State your confidence in theemployees ability to turn the situation

around Slide no. 57Subroto Ghosh

Steps in the Performance


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Steps in the PerformanceEvaluation Process

1. Prepare for the evaluation

2. Make the evaluation

3. Share it with the worker4. Provide follow-up


Rating Employee


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Rating EmployeePerformance

Be objective

Evaluate the performance, not the

employeeGive specific examples to back upratings


Rating Employee


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Rating EmployeePerformance

Where there is substandardperformance, ask Why?

Think fairness and consistencywhen evaluating performanceGet input from the employeescoworkers

Note and discuss ideas on how theemployee can improveperformance.



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DISCIPLINE


Essentials of Successful


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Essentials of SuccessfulDiscipline

1. Complete set of rules that everyoneknows and understands

2. Clear statement of the consequences

of failing to observe the rules

3. Prompt, consistent, and impersonalaction to reinforce the rules

4. Appropriate recognition andreinforcement of employees positiveactions


The Hot Stove as a Model


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The Hot Stove as a Modelof Administering Discipline

1. Warning: You can feel the hot airaround it.

2. Immediate: The instant you touch

it, it burns your finger.3. Consistent: It burns your finger

every time you touch it.

4. Impersonal: It reacts to the touch,not the person who touches it.


Negative Versus Positive


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Negative Versus PositiveApproach to Discipline

Negative

Discipline equalspunishment

Used by:Autocratic, X-stylemanagers

Effectiveness:Does not workvery well

Four-stageformula fordisciplinary

action:2. Oral warning

3. Written warning

4. Punishment5. Termination


Negative Versus Positive


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Negative Versus PositiveApproach to Discipline

Positive

Disciplineequals rule

complianceUsed by:

Theory Y-style

managersEffectiveness: works verywell

Four-stage formula fordisciplinary action:

2. Oral reminder

3. Written reminder

4. Suspension

5. Termination/complian

ce/resignation



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Administering Discipline

1. Collect all the facts

2. Discuss the incident with the

employee3. Decide on the appropriate action

4. Take the appropriate action

5. Write down all pertinent details6. Follow up



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Planning Process



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Planning Process

1. Define the purpose or problemand set objectives

2. Collect and evaluate data relevant

to forecasting the future3. Develop alternate courses of

action

4. Choose the best course of action5. Carry out the plan

6. Control and evaluate results



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Qualities of a Good Plan

Provides a workable solution to theoriginal problem and meets the statedobjectives

Comprehensive; it raises all relevantquestions and answers them

Minimizes the degree of risk involved inmeeting the objectives

Specific as to time, place, supplies,tools, and people needed to carry it out

Flexible; it can be adapted if thesituation changes, or replaced by a

contingency plan Slide no. 69Subroto Ghosh


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Planning for Change

Define the problem and setobjectives

Gather data to forecast possible

solutionsGenerate alternate plans andweigh the risks of each

Decide on the best plan to meetobjectives

Make the change and follow up



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Your Time

Is the amount of time spent per dayappropriate to the activity?

How does the time spent on

unimportant activities compare to thetime spent on highly importantactivities?

Are you doing things that are not really

necessary?Are you doing things that you coulddelegate to someone else?



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Your Time

Can you group activities better asto time and place?

Was time wasted that could havebeen avoided by better planning?

Did you spend any time at all oncertain important but time-consuming activities you should bedoing?


Organized and Efficient


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Organized and EfficientUnit

Lines of authority andresponsibility are clearly drawnand observed

Jobs, procedures, and standardsare clearly definedand followed

People know what to do and how

to do itand they do itStandards of quality, quantity, andperformance are clearly setandmet



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Control Techniques

Require records and reports

Develop and enforce performance

standardsDevelop and enforce productivitystandards

Develop and enforce departmentalpolicies and procedures



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Making a Conscious


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Making a ConsciousChoice

Recognize alternatives rather thaninfluences

Choose a course of action to fulfilla specific result.

Put the choice into action andmake sure it is carried out.


Factors to Examine When


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Factors to Examine WhenMaking a Decision

RiskWhich course of action provides themost benefit with the least risk?

EconomyWhich course of action will give

the best results with the least expenditureof time, money,and effort?

FeasibilityIs each course of action

feasible?AcceptabilityWill each course of action beacceptable to the people it will affect?

ObjectivesWhich course of action will best

meet Slide no. 77Subroto Ghosh


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Problem-solving Pattern

1. Define the problem and setobjectives

2. Analyze the problem3. Develop alternative solutions

4. Decide on the best solution

5. Implement the decision6. Follow up

Transparency 12-3Slide no. 78Subroto Ghosh

Participative Problem


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Participative ProblemSolving

PROS

More information and expertiserelevant to the decision

More good ideas and betteralternatives

People thinking together can arrive at

better decisions because of thestimulation and interplay of differentpoints of view




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PROS

People who have participated in making thedecision are generally committed to

carrying it out.The coordination and communicationnecessary to carry out the decision aresimpler and better because everyonealready understands what is happening.




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CONS

It takes longer for a group to decidesomething than it does for one person tomake the decision

The process takes everyone away from theirother work

Groups are often dominated by one person

Group participants often get involved in

winning arguments or showing off ratherthan working to make the best decision.




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CONS

If consensus is required, people might goalong with a decision they do not like tofinish the process quickly

Consensus leads to mediocre decisions thatwill appease everyone rather than the bestdecision.

Consensus can lead to groupthink or

conformity rather than to the creativity thatgroup decision making is supposed to spark.


Problem-solving


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ob e so gPossibilities

Win-lose stance (supervisor wins,worker loses)

Lose-win posture (retreat and

appeasement)Lose-lose compromise (nobody issatisfied)

Win-win approach (everyone issatisfied)


How to Build Decision-


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Making Skills

Make sure that the decision is yours tomake, that you have both the authorityand the responsibility.

Accept your responsibility fully.Sort out the important decisions fromthe inconsequential ones.

Calculate the risks.

Adapt your decision making so that thetiming is right.



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Three Essentials of


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Delegation

1. Responsibility

2. Authority

3. Accountability



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Steps in Delegation

1. Delegate responsibility for the task and theresults expected

Delegate the authority necessary to complete

the taskEstablish accountability

4. Follow up

Train employees as needed

Communicate the new status to everyoneconcerned

Slip into the coaching role


Delegating to the Right


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g g gemployee

Employees Who Are:

Able but unwilling need motivation

Unable and unwilling are not goodcandidates

Unable but willing need training

Able and willing are the bestcandidates


Common Mistakes in


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Delegation

Not communicatingclearly

Over supervising

Not taking enoughtime to trainemployees

Not givingemployees enough

supportDelegating withoutsetting up controls

Job loading

Assigningunchallenging taskswithout offering anincentive

Delegating to thewrong people

Abdicating

unpleasant parts ofthe job such as firing

Setting upoverlapping

responsibilitiesSlide no. 91Subroto Ghosh


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Subroto Ghosh Slide no. 92

Any Questions


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The Manager in Hospitality Industry

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