The Manager In Hospitality Industry

The Manager in Hospitality Industry Presented By Subroto Ghosh

Hospitality Managers: Manage employees making products and/or performing services Manage first-line supervisors Often continue to work side-byside with the employees they supervise Are successful only to the degree their workers allow them to be Subroto Ghosh

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Responsibilities of the Manager To Employer  Make the enterprise profitable  Run it according to the owners’ rules  Be sensitive to the owners’ expectations

Manager To Customers Fulfill their needs and desires Ensure employees positively represent the enterprise Respond to customer complaints

To Sub-ordinates Create a positive work environment Support and value employees who interact with customers

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Functions of Management Planning Organizing Staffing Leading

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Functions of Management Controlling and evaluating Coordinating Problems solving and Decision making Representing

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Management Theory Timeline 1900s: Scientific Management—Frederick Taylor/ Frank Gilbert Standardized work procedures to find the “one best way” to perform a task 1930s/1940s:Human Relations Theory— Elton Employees perform best when they feel they belong to the work group 1960s/1970s:Participative Management Workers who participate in making decisions are more committed to the outcome Subroto Ghosh Slide no. 6

Management Theory Timeline 1980s/1990s:Total Quality Management Empowers employees to determine best ways to meet goals 1990s/2000s:Humanistic Management Selective blending of management systems according to the needs of the situation, workers and the supervisor’s style of leadership Subroto Ghosh

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Managerial Skills

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Managerial Skills Technical Skills Establish a manager's credibility with employees Aid in the management of employees Enable manager to select and train people, plan and schedule work, and take action in an emergency Subroto Ghosh

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Managerial Skills Human Skills Affect their attitude towards their employees and determines their level of success Should create an atmosphere where employees feel secure and are willing to do their best

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Managerial Skills Conceptual Skills Incorporate the work of the manager’s employees with the needs of the entire enterprise Recognize and deal with issues from a managerial perspective

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Leadership

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Establishing a foundation for leadership development involves: Investing time, resources, and money to create a supportive culture Defining the differences between management skills and leadership abilities Developing quantifiable measurable that support leadership skills Focusing on leadership skill during management training Subroto Ghosh

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Establishing a foundation for leadership development involves: Encouraging continuous education of leadership skills Recognizing leaders on all levels Rewarding all enthusiastic leaders

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Old-style Leadership PROS Some workers respond to a command-obey style of direction Can be effective Can be necessary

CONS Average American does not respond to this autocratic method More likely to increase problems than to lessen them Breeds resentment, low morale, and adversary relationship Customer service suffers and patrons go somewhere else Slide no. 15 Subroto Ghosh

Theory X and Theory Y ‘Theory Y’

‘Theory X’ managemen t

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Theory X - authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture.

Theory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.

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Theory X and Theory Y Theory X’s Faulty Assumptions 2. The “average human being” has an inborn dislike of work and will avoid it as much as possible. 3. He or she must be “coerced, controlled, directed, threatened with punishment” to get the work done. 4. He or she prefers to be led, avoids responsibility, lacks ambition, and wants security above all else. Subroto Ghosh

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Theory X and Theory Y 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 accord toward objectives to which they feel committed without control or the threat of punishment. 4. People become committed to objectives that fulfill their inner personal needs. Subroto Ghosh

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Theory X and Theory Y Theory Y Propositions 2. People can learn not only to accept responsibility but also to seek it. Lack of ambition, avoidance of responsibility, and the desire for security are not innate human characteristics. 3. Capacity for applying imagination, ingenuity, and creativity to solving on-thejob problems is “widely, not narrowly, distributed in the population.” 4. The modern industrial organization uses only a portion of the intellectual potential Subroto Ghosh Slide no. 19

Situational Leadership Styles Directing—close supervision most effective for training or emergencies Coaching—direct supervision and support to build commitment Supportive—assists employees lacking commitment to improve performance Delegating—best for employees capable of making day-to-day decisions on their own Subroto Ghosh

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Transformational Leadership Transformational leaders: Communicate the mission and objectives of the company Provide workers with meaningful, interesting, and challenging jobs Act as coaches and mentors Lead by example Subroto Ghosh

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Unity In Diversity

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Dimensions of Diversity PRIMARY Culture Age Gender Physical abilities and qualities Ethnicity Race Religion Language Sexual preference

SECONDARY Occupation Work experience Education Income Marital status

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Steps for Developing Cross-Cultural Interaction Skills 1. Increase personal awareness 2. Learn about other cultures 3. Recognize and practice crosscultural interaction skills 4. Maintain awareness, knowledge, and skills

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Managing Diversity Positively Get to know your employees Treat your employees equitably, but not uniformly Watch for any signs of harassment Foster a work climate of mutual respect Encourage the contributions of diverse employees Subroto Ghosh

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Communication Skills

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Types of Communication Interpersonal Organizational Two-way/open Interviewing Small group Mass

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The Communication Process SENDER Thinks of message Expresses message in words and/or symbols Transmits message (tells or writes/sends)

RECEIVER Receives message (hears or reads) Translates/interpr ets words and/or symbols Understands meaning

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Message distortion can occur as the result of: Differences in sender’s and receiver’s: Background Education Past experiences Intelligence Attitudes Opinions Values Perceptions

Other Reasons Prejudices Assumptions Expectations Emotions of the sender and/or receiver

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Five Principles of Good Listening 1. Give the speaker your undivided attention 2. Hear the speaker out 3. Look for the real message 4. Keep your emotions out of the communication 5. Maintain your role Subroto Ghosh

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How to Give Instructions Effectively  Plan what you are going to say, including to whom, when, where, and how.  Establish a climate of acceptance— explain the why of the task and what is in it for the listener  Deliver the instructions calmly and confidently—request, suggest, or command Subroto Ghosh

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How to Give Instructions Effectively  Verify that the instructions have been understood—ask people to repeat the instructions and/or see whether they carry out orders correctly  Follow up—observe people at work and measure results; offer assistance, and further direction if necessary Subroto Ghosh

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MOTIVATION

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Some Theories of Motivation Motivation Through Fear Carrot-and-Stick Method Economic Man Theory Human Relations Theory (Social Man Theory) Maslow’s Hierarchy of Needs Herzberg’s Motivation-Hygiene Theory Subroto Ghosh

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Maslow’s hierarchy of needs Self-actualisation  personal growth and fulfilment Esteem needs  achievement, status, responsibility reputation Belongingness and Love needs  family, affection, relationships, work group, etc Safety needs  protection, security, order, law, limits, stability, etc

Biological and Physiological needs  basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc. Subroto Ghosh

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Maslow’s Hierarchy of Needs SECONDARY NEEDS Self-actualization/self-fulfillment Esteem Needs   PRIMARY NEEDS Social Safety Physiological Subroto Ghosh

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Limiting Factors in the Application of Motivation Theory Nature of many hospitality industry jobs Company policy, administration, and management philosophy Extent of responsibility, authority, and resources Employees with personal priorities or those with dependent personalities Constant pressures and lack of time Lack of motivational theory that is easily and scientifically applicable Subroto Ghosh

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How to Build a Positive Work Climate THE INDIVIDUAL Get to know your people Deal with security needs Deal with social needs Reward your employees Develop your people THE SUPERVISOR Set a good example Establish a climate of honesty

THE JOB Provide an attractive job environment Provide a safe and secure work environment Put the right person in the right job Make the job interesting and challenging

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Guidelines for Rewarding Employees Always give recognition in a positive and sincere manner Contest should offer all employees an opportunity to win Champion average employees, as well as the heroes Recognize employees using objective criteria Recognize employees in a timely fashion Recognize employees when they least expect it Tie rewards to true accomplishments Subroto Ghosh

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Important Terms Position—Duties and responsibilities performed by one employee Job—A group of positions with the same duties and responsibilities Job analysis—Process that presents a picture of how the world of work looks for a specific job Subroto Ghosh

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Important Terms Job description—Describes a fair day’s work, including performance standards Job specification—Spells out the qualifications a person must have in order to get a job Job evaluation—Process of examining the responsibilities and difficulties of each job in order to determine which jobs are worth more than others Subroto Ghosh

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Causes for Low Productivity and Low Employee Retention Workers do not know what they are supposed to be doing Workers do not know how to do what they are supposed to be doing Workers do not know how well they are doing The supervisor has not given any direction, help, or support Workers have a poor relationship with the supervisor Subroto Ghosh Slide no. 42

Parts of a Job Description Department name Grade level Job location Whether job is exempt or nonexempt Work hours Reporting relationship

Performance standards Job title Job summary Units of work Job setting Social environment Qualifications Subroto Ghosh

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Developing a Performance Standard System 1. Define the purpose for which the standards are to be used 2. Analyze the job and break it down into units 3. Write the performance standards 4. Develop standard procedures 5. Train the worker to meet the performance standards 6. Evaluate on-the-job performance Subroto Ghosh

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Writing Performance Standards What is to be done? How is it to be done? To what extent is it to be done?

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How to Make a Performance Standard System Succeed Get workers’ cooperation in the development stage and their agreement to the standards of performance. Put the system to work slowly over a period of time, one job at a time. Create and incorporate an award or incentive system. Recognize your workers’ potential and use it as fully as you can within the limits of your authority. Review the system periodically, evaluating, updating, and modifying it as needed.Slide no. 46 Subroto Ghosh

TRAINING

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Benefits of Training To the Supervisor More time to manage Results in less absenteeism and lower turnover Reduces tensions between management and employees

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Benefits of Training Makes it easier to maintain consistency of products and services Lowers costs Results, ultimately, in happier customers— and more of them Helps supervisors advance their careers

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Benefits of Training To the Employee Can eliminate the five reasons that people do poor work Reduces employee confusion, allowing them to work independently

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Benefits of Training Can reduce employee tension Can boost employee morale and job satisfaction Can reduce accidents and injuries Can provide advancement opportunities

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Why Hospitality Managers Do Not Train Their People 1. Urgent need 2. Training time 3. Training time costs the company money 4. High employee turnover 5. Diversity of workers’ skills and abilities 6. Great variety of jobs 7. Not knowing exactly what managers expect from employees Subroto Ghosh

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Employees Learn Best When: They are actively involved in the learning process Training is relevant and practical Training material is well-organized and presented in small, easy-to-grasp chunks The learning environment is informal, quiet, and comfortable They have a good trainer They receive feedback on their performance and are rewarded for doing Subroto Ghosh Slide no. 53 well

How to Develop a Job Training Program 1. Write a performance standard 2. Write a training objective derived from the performance standard 3. Develop standard procedures 4. Develop unit training plan 5. Pretest 6. If the training results are negative, repeat training, try a simpler job, or terminate employee. If the training results are positive, put the worker on the job; evaluate and follow up Subroto Ghosh

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Job Instruction Training Steps 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 on the job, checking and corrected as needed) Subroto Ghosh

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Before correcting an employee, ask: Does the employee know what is supposed to be done and why? Are there any reasons for poor performance that the employee cannot control? How serious are the consequences of this problem? Have you previously addressed the concern with the employee? Subroto Ghosh

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When conducting coaching sessions: 1. Speak in private to the employee 2. Calmly express your concern about the specific aspect of the job 3. Ask the employee for his or her thoughts and opinions, including possible solutions 4. Ask the employee to restate what has been agreed upon to check on understanding 5. State your confidence in the employee’s ability to turn the situation around Subroto Ghosh Slide no. 57

Steps in the Performance Evaluation Process 1. 2. 3. 4.

Prepare for the evaluation Make the evaluation Share it with the worker Provide follow-up

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How to Avoid Pitfalls in Rating Employee Performance Be objective Evaluate the performance, not the employee Give specific examples to back up ratings

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How to Avoid Pitfalls in Rating Employee Performance Where there is substandard performance, ask “Why?” Think fairness and consistency when evaluating performance Get input from the employee’s coworkers Note and discuss ideas on how the employee can improve performance. Subroto Ghosh

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DISCIPLINE

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Essentials of Successful Discipline 1. Complete set of rules that everyone knows and understands 2. Clear statement of the consequences of failing to observe the rules 3. Prompt, consistent, and impersonal action to reinforce the rules 4. Appropriate recognition and reinforcement of employees’ positive actions Subroto Ghosh

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The Hot Stove as a Model of Administering Discipline 1. Warning: You can feel the hot air around 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. Subroto Ghosh

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Negative Versus Positive Approach to Discipline Negative Discipline equals punishment Used by: Autocratic, X-style managers Effectiveness: Does not work very well

2. 3. 4. 5.

Four-stage formula for disciplinary action: Oral warning Written warning Punishment Termination

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Negative Versus Positive Approach to Discipline Positive Discipline equals rule compliance Used by: Theory Ystyle managers Effectiveness : works very well

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Four-stage formula for disciplinary action: Oral reminder Written reminder Suspension Termination/complian ce/ resignation

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Administering Discipline 1. Collect all the facts 2. Discuss the incident with the employee 3. Decide on the appropriate action 4. Take the appropriate action 5. Write down all pertinent details 6. Follow up Subroto Ghosh

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Planning Process

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Planning Process 1. Define the purpose or problem and set objectives 2. Collect and evaluate data relevant to forecasting the future 3. Develop alternate courses of action 4. Choose the best course of action 5. Carry out the plan 6. Control and evaluate results Subroto Ghosh

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Qualities of a Good Plan Provides a workable solution to the original problem and meets the stated objectives Comprehensive; it raises all relevant questions and answers them Minimizes the degree of risk involved in meeting the objectives Specific as to time, place, supplies, tools, and people needed to carry it out Flexible; it can be adapted if the situation changes, or replaced by a contingency plan Subroto Ghosh Slide no. 69

Planning for Change Define the problem and set objectives Gather data to forecast possible solutions Generate alternate plans and weigh the risks of each Decide on the best plan to meet objectives Make the change and follow up Subroto Ghosh

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Examining How You Spend Your Time Is the amount of time spent per day appropriate to the activity? How does the time spent on unimportant activities compare to the time spent on highly important activities? Are you doing things that are not really necessary? Are you doing things that you could delegate to someone else? Subroto Ghosh

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Examining How You Spend Your Time Can you group activities better as to time and place? Was time wasted that could have been avoided by better planning? Did you spend any time at all on certain important but timeconsuming activities you should be doing? Subroto Ghosh

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Qualities of A WellOrganized and Efficient Unit Lines of authority and responsibility are clearly drawn— and observed Jobs, procedures, and standards are clearly defined—and followed People know what to do and how to do it—and they do it Standards of quality, quantity, and performance are clearly set—and met Subroto Ghosh

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Control Techniques Require records and reports Develop and enforce performance standards Develop and enforce productivity standards Develop and enforce departmental policies and procedures

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Control Techniques Observe and correct employee actions Train and retrain employees Discipline employees when appropriate Be a good role model

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Making a Conscious Choice Recognize alternatives rather than influences Choose a course of action to fulfill a specific result. Put the choice into action and make sure it is carried out.

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Factors to Examine When Making a Decision Risk—Which course of action provides the most benefit with the least risk? Economy—Which course of action will give the best results with the least expenditure of time, money, and effort? Feasibility—Is each course of action feasible? Acceptability—Will each course of action be acceptable to the people it will affect? Objectives—Which course of action will best meet Subroto Ghosh Slide no. 77

Problem-solving Pattern 1. Define the problem and set objectives 2. Analyze the problem 3. Develop alternative solutions 4. Decide on the best solution 5. Implement the decision 6. Follow up Subroto Ghosh

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Pros and Cons of Participative Problem Solving PROS More information and expertise relevant to the decision More good ideas and better alternatives People thinking together can arrive at better decisions because of the stimulation and interplay of different points of view Subroto Ghosh

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Pros and Cons of Participative Problem Solving PROS People who have participated in making the decision are generally committed to carrying it out. The coordination and communication necessary to carry out the decision are simpler and better because everyone already understands what is happening.

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Pros and Cons of Participative Problem Solving CONS It takes longer for a group to decide something than it does for one person to make the decision The process takes everyone away from their other work Groups are often dominated by one person Group participants often get involved in winning arguments or showing off rather than working to make the best decision.

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Pros and Cons of Participative Problem Solving CONS If consensus is required, people might go along with a decision they do not like to finish the process quickly Consensus leads to mediocre decisions that will appease everyone rather than the best decision. Consensus can lead to “groupthink” or conformity rather than to the creativity that group decision making is supposed to spark.

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Problem-solving Possibilities Win-lose stance (supervisor wins, worker loses) Lose-win posture (retreat and appeasement) Lose-lose compromise (nobody is satisfied) Win-win approach (everyone is satisfied) Subroto Ghosh

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How to Build DecisionMaking Skills Make sure that the decision is yours to make, that you have both the authority and the responsibility. Accept your responsibility fully. Sort out the important decisions from the inconsequential ones. Calculate the risks. Adapt your decision making so that the timing is right.

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How to Build DecisionMaking Skills Be alert to signs of problems. Keep an open mind when investigating a problem. Avoid the habit of running to others for advice. Make sure that you are not part of the problem yourself. Follow up on your important decisions to see how they are working. Look at each situation from its own unique perspective. Subroto Ghosh

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Three Essentials of Delegation 1. Responsibility 2. Authority 3. Accountability

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Conditions for Successful Delegation Advance planning Positive attitude toward employees Mutual trust between employer and employee Ability to let go and take risks Good communication Commitment Subroto Ghosh

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Steps in Delegation 1. Plan Identify tasks that can be assigned Choose competent employees willing to accept the tasks 4. Develop each task as a responsibility to be delegated Define the area of responsibility, expected results, and the authority necessary to fulfill the responsibility

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Steps in Delegation 1. Delegate responsibility for the task and the results expected Delegate the authority necessary to complete the task Establish accountability 4. Follow up Train employees as needed Communicate the new status to everyone concerned Slip into the coaching role Subroto Ghosh

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Delegating to the Right employee Employees Who Are: Able but unwilling need motivation Unable and unwilling are not good candidates Unable but willing need training Able and willing are the best candidates Subroto Ghosh

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Common Mistakes in Delegation Not communicating clearly Over supervising Not taking enough time to train employees Not giving employees enough support Delegating without setting up controls

Job loading Assigning unchallenging tasks without offering an incentive Delegating to the wrong people Abdicating unpleasant parts of the job such as firing Setting up overlapping responsibilitiesSlide no. 91 Subroto Ghosh

Any Questions…

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