Chapter 2 The Hotel General Manager Hotel Operations

Chapter 2: The Hotel General Manager Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities Investor relations Community relations G. M. s’ tasks Property management Brand affiliation management Executive Committee development G. M. s The single most important human variable affecting a hotel’s short-term profitability “Wear many hats” (perform multiple tasks) Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Investor Relations G. M. s’ ability to effectively inform investors & owners about current performance & future needs of their hotel/s Property’s long-term success To successfully manage owner / investor relations: G. M. s’ talents Financial analysis ability Proficiency in written communication Effective public speaking / presentation skills Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Brand Affiliation Management Managing brand at the property level Continually monitor operational standards set by the brand to ensure property performance Communicate effectively with franchise brand officials about marketing & sales programs Improve profitable operation of hotel by using activities & programs offered by the brand To successfully manage owner / investor relations: G. M. s’ talents Well developed interpersonal skills Persuasive ability Listening skills Effective writing ability Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Brand Affiliation Management (continued…) Quality Inspection (or Assurance) scores Result of annual (or more frequent) inspections by franchise company Used as measure of effectiveness of G. M. , of hotel’s management team, and of owner’s financial commitment to the property. Ensuring franchiser-mandated standards are met by franchisee Becoming an important example of how the G. M. interacts with franchisers and/or management companies Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Community Relations Opportunities to assist the local community Attract new businesses Expand tourism opportunities Provide input regarding local business community needs Have charity events and fundraisers at the hotel To successfully perform community relations G. M. s’ talents Outgoing personality Well-developed social skills Effective public speaking & presentation skills Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Executive Committee Facilitation Functional area Responsible for Human Resource Manager Hotel staffing needs Controller Accounting for hotel assets and liabilities Front Office Manager Guest services and sales Executive Housekeeper Property cleanliness Food & Beverage Director Food & beverage production & service Security Director Guest, employee & property safety/security Sales & Marketing Director Revenue production & promotions Chief Engineer Upkeep of hotel’s physical facility Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Executive Committee Facilitation (continued…) General Manager Human Resource Manager Controller Security Director Front Office Manager Sales & Marketing Director Executive Housekeeper Food & Beverage Director Chief Engineer Typical mid-sized, full-service hotel department organizational chart Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Executive Committee Facilitation (continued…) Wrong expectations regarding the G. M. That he/she must be an expert in specific day-to-day operations of each hotel’s department Right expectations regarding the G. M. That he/she works with EOC to improve skills & efficiencies of the departments these individuals manage That he/she assists their professional development To successfully manage the EOC facilitation G. M. s’ talents Good listening skills Ability to evaluate / implement managerial training & development program Assisting in professional improvement & growth of EOC team Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Property Management G. M. should be able to direct overall property management. Process of planning, organizing, staffing, directing, controlling and evaluating human, financial and physical resources, to achieve organizational goals. To successfully handle property management: G. M. s’ jobs Organizational & coaching skills Analytical & financial analysis skills Ability to anticipate guest needs Competitive sprit & high attention to detail Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Property Management (continued…) Functional area Purpose Planning To establish goals and objectives Organizing To maximize deployment of resources Staffing / directing To provide leadership Controlling / evaluating To measure and evaluate results Management process Planning Controlling & evaluating Organizing Staffing & Directing Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Responsibilities: Property Management (continued…) Planning What is the goal of providing in-room, high-speed Internet access to guests? Organizing How will the hotel allocate necessary dollars to achieve this goal? Staffing / Directing What needs to get done to keep staff “on task” with project completion timelines? Controlling / Evaluating Hotel Operations Management, 1/e Hayes/Ninemeier How will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service? © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Skills Development: Formal Education Program titles Hotel admin. / hotel & restaurant mgt. / hospitality admin. / restaurant, hotel, & institutional mgt. / food service mgt. / hospitality business / tourism admin. / culinary arts Two-year degree For whom Designed for both traditional college students & non-traditional working students Wish to terminate their formal education after several years of study Have a B. A. degree in another subject & wish to gain knowledge of the hospitality industry Benefits Highly practical & current Practical professional instructors who may be well connected in the community (assisting job placement) Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Skills Development: Formal Education (continued…) Four-year degree For whom Benefits Wish to complete a B. A. degree Seek to learn from a larger number of quality faculty Wish a “more advanced” degree than two-year Have diverse faculty & quality facilities Offer an excellent learning environment Advanced degrees Checklists Admission requirements Program designs Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Skills Development: On-the-Job Training OJT Learning activities designed to enhance skills of current employees Offered by management with intent to improve guest service & employee performance Generally no charge to employee for training OJT trends / focuses for hotel G. M. s Impact of advancing technology Impact of a changing workforce Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Skills Development: Professional Development Business associations Membership benefits / activities of local business associations (e. g. , local Chambers of Commerce) Business / skills enhancement programs Networking opportunities Timely publications & seminars including local economic data & best management practices In some cases, providing low- or no-cost training for entry-level workers Lobbying for business interests & facilitating public-private employment initiatives Updating on recent business thoughts & methods Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458

Skills Development: Professional Development (continued…) Trade associations Serve certification, educational, social and legislative needs of their members Hold monthly and annual gatherings Offer educational seminars / workshops Have Trade Shows Efficient way to see new products & service offerings of a large number of vendors in a short time Example of the hotel industry Educational Institute of the American Hotel & Lodging Association Trade publications Current two major interests Technology applications / human resource management Help staying updated on current info Hotel Operations Management, 1/e Hayes/Ninemeier © 2004 Pearson Education Pearson Prentice Hall Upper Saddle River, NJ 07458