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GENERAL MANAGER

GENERAL MANAGER. THE GENERAL MANAGER. The general manager (GM) is the person ultimately responsible for everything that goes on in the hotel

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GENERAL MANAGER

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  1. GENERAL MANAGER

  2. THE GENERAL MANAGER • The general manager (GM) is the person ultimately responsible for everything that goes on in the hotel • Successful general managers have a strong desire for independent action, a basic sense of fairness and honesty, empathy for people, good memory, good concentration skills, the ability to analyze their own managerial styles, and the flexibility to make

  3. 4 FUNCTION OF MANAGER • planning • organizing • Leading • controlling

  4. Operational Control, Organizational Development, and Business Maintenance • A better way to classify the activities of a general manager’s day is by whether the demands on his or her time have short-term, intermediate-term, or long-term results • The short-term demands revolve around the day-to-day operational issues of quality service and control of costs and revenues, therefore the GM is like an operational controller • To avoid merely being reactive to daily operating concerns, a general manager must be able to adapt and fine-tune the hotel’s service strategies to meet the changing conditions of the marketplace. Taking care of these intermediate-term demands makes the GM an organizational developer

  5. There are also long-term demand such as major capital expenditure decisions or the development of a certain degree of organizational stability consistent with the hotel’s strategy. In discharging long-term responsibilities, the GM is now a business maintainer • An important leadership quality is the recognition that the choice of operational issues on which to focus affects the attitudes of subordinates toward those issues

  6. In the role of organization developer, the GM steps out of the hotel into the surrounding community or up the corporate ladder • In seeing capital, the GM’s role as liaison to corporate executives and owners is critical, as is the allocation of financial resources

  7. In the role of organization developer, the GM steps out of the hotel into the surrounding community or up the corporate ladder • In seeing capital, the GM’s role as liaison to corporate executives and owners is critical, as is the allocation of financial resources

  8. Total Quality Management • By its very nature, closed supervision is negative. The pressure exerted on the employee by the corporate trend toward downsizing and rightsizing can lead employees to tell supervisors what they think they want to hear, even if it leads to bending the truth • Such pitfalls can be avoided by successful implementation of all or portions of total quality management (TQM), which is based on giving the employee personal control over the quality of his or her job performance

  9. In the TQM approach, the hierarchy of control of work processes is as follows: the work force, automation, managers, and upper management. Thus a quality-based approach locates control at the lowest levels of a hotel—the employees who provide the services • To further employee self-management, general managers must develop policies and programs for worker participation

  10. The GM must ensure that workers are armed with the knowledge, tools, and power to prevent problems from arising, and to deal effectively with those that do occur • Managers must also encourage employee input and cost consciousness by recognizing and implementing worker quality improvement suggestions • Workers should be given the first opportunity to solve any problems that might arise

  11. The Importance of Communication • Only through successful interpersonal communication can anything be accomplished. The GM must understand that leadership is based on the ability to influence others, and that communication plays a big role

  12. COMMUNICATION • VERBAL • NON VERBAL-intentional or unintentional messages that are neither written nor spoken. This include vocal cues, body movements, facial expressions, personal appearance, and distance or space

  13. GMs must improve their ability to understand their associates, employees, and guests, and to be understood by them as well

  14. COMMUNICATION AUDIT • (1) outlining communication policies; • (2) identifying the communication objectives and media; • (3) evaluation of the overall quality of the communication system by comparing communication objectives to actual performance

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