1. Introduction to Hospitality Management
10 Managerial skills
1. Communicating
2. Decision making
3. Motivating
4. Eye for Detail
5. Follow-through
6. Delegating - send or authorize (someone) to do something as a representative.
7. Leading & Directing
8. Planning & Organizing
9. Staffing & Controlling
10. People Skills & Patience
Duties of a General Manager
– Orchestrates all =plan/coordinate the elements of a situation to produce a desired effect.
– Orchestrates the department managers to meet financial goals of the organisation
through its employees.
– Relates to staff, guests and owners
Duties of Operations Manager
– Reports to the General Manager
– Makes sure people, products and processes are in place
– Makes sure everything is well done
Front Office departments:
-Front office: Reception/Cashiering
Doorman/Porter
Switchboard (=answers phone calls) / Operator (=manages the business)
Concierge
Security
-Housekeeping: Bedrooms
Conference rooms
Public areas cleaning
Linen room
Laundry & Dry cleaning
Lost & Found
-Extra departments: Pool, Sauna, Massage, Golf course
F&B departments:
-F&B: Restaurants/Bars/Lounge
Kitchen
Rooms Service
Banqueting (=meeting rooms)
Conference and Events
Stewarding (=dishwasher)
Purchasing (=storekeeper)
Catering
,Business Development
-Sales
-Marketing
-Public Relations
-Reservations
-Revenue Management
Human Resources (HR)
-Training
-Recruitment
-Team development
Maintenance & Engineering
-Electrician
-Carpenter (=woodworker)
-Gardener
Accounting and Finance
-Accounts payable
-Accounts receivable
-Payroll
-Budgeting and Forecasting
Front of the House Back of the house
Guest contact Little/no guest contact
Housekeeping department Supporting departments
Restaurant Operational department
Front-Office department Accounting
Guest Cycle
Pre-Arrival - Reservations, Sales, Marketing
Arrival - Doorman, Porter, Front Desk, Concierge
Stay - Operator, Restaurant, Bar, Spa, Outdoor activities
Departure - Cashier, Sales, Marketing
(Im)material value
Behaviour - Service
Tangible - Intangible
Environment - Location
Time - Occasion
Quality Management
Focusses on error detection and improvement + Generally, product orientated
Total Quality Management
Prevent/solve guests’ problems to improve service to increase guest/employee satisfaction
Involving the entire organisation
Consistency is key of importance
, 2. Future
Why focus on the future?
– Big companies were replaced by modern solutions (TomTom, Nokia)
– The world is changing, companies need to keep up and develop
– Managers need to envision the future
– Look first from the outside and then inside the company
– Environmental scan
– Identify key drivers of change
– Develop future vision/strategies
– Contextual and transactional environments
– Scenario thinking: - Scenarios are detailed and plausible views of how the
environment of an organisation might develop in the future
- Stepwise method to develop more than one plausible future
world for a hospitality company.
- Build on PESTLE analysis
- Scenario development is an ‘outside-in approach’.
Make your hotel future proof
– Investigate and keeping up with trends
– Stay flexible
– Stay open-minded
– Note environmental changes
– Ask young people or young generations
– Compare hotels to others/competitors
– Dare to change
– Focus on guest expectations
PESTLE environment
‘Environment’ = global/industry/competitors
Macro Environment = PESTLE Environment
Political -Regulations -Infrastructure -Tax Policy -Services
Economic -Growth rate -Labour costs -Inflation -Business Cycle
Social/Cultural-Education -Cultural Norms -Income distribution -Demography
Technological -R&D efforts -Emerging tech -Communication -Tech Transfer
Legal -Court system -Low enforcement -Regional laws
Ecological/ -Climate change-Resource management -Energy availability-Workforce health
Environmental
10 Managerial skills
1. Communicating
2. Decision making
3. Motivating
4. Eye for Detail
5. Follow-through
6. Delegating - send or authorize (someone) to do something as a representative.
7. Leading & Directing
8. Planning & Organizing
9. Staffing & Controlling
10. People Skills & Patience
Duties of a General Manager
– Orchestrates all =plan/coordinate the elements of a situation to produce a desired effect.
– Orchestrates the department managers to meet financial goals of the organisation
through its employees.
– Relates to staff, guests and owners
Duties of Operations Manager
– Reports to the General Manager
– Makes sure people, products and processes are in place
– Makes sure everything is well done
Front Office departments:
-Front office: Reception/Cashiering
Doorman/Porter
Switchboard (=answers phone calls) / Operator (=manages the business)
Concierge
Security
-Housekeeping: Bedrooms
Conference rooms
Public areas cleaning
Linen room
Laundry & Dry cleaning
Lost & Found
-Extra departments: Pool, Sauna, Massage, Golf course
F&B departments:
-F&B: Restaurants/Bars/Lounge
Kitchen
Rooms Service
Banqueting (=meeting rooms)
Conference and Events
Stewarding (=dishwasher)
Purchasing (=storekeeper)
Catering
,Business Development
-Sales
-Marketing
-Public Relations
-Reservations
-Revenue Management
Human Resources (HR)
-Training
-Recruitment
-Team development
Maintenance & Engineering
-Electrician
-Carpenter (=woodworker)
-Gardener
Accounting and Finance
-Accounts payable
-Accounts receivable
-Payroll
-Budgeting and Forecasting
Front of the House Back of the house
Guest contact Little/no guest contact
Housekeeping department Supporting departments
Restaurant Operational department
Front-Office department Accounting
Guest Cycle
Pre-Arrival - Reservations, Sales, Marketing
Arrival - Doorman, Porter, Front Desk, Concierge
Stay - Operator, Restaurant, Bar, Spa, Outdoor activities
Departure - Cashier, Sales, Marketing
(Im)material value
Behaviour - Service
Tangible - Intangible
Environment - Location
Time - Occasion
Quality Management
Focusses on error detection and improvement + Generally, product orientated
Total Quality Management
Prevent/solve guests’ problems to improve service to increase guest/employee satisfaction
Involving the entire organisation
Consistency is key of importance
, 2. Future
Why focus on the future?
– Big companies were replaced by modern solutions (TomTom, Nokia)
– The world is changing, companies need to keep up and develop
– Managers need to envision the future
– Look first from the outside and then inside the company
– Environmental scan
– Identify key drivers of change
– Develop future vision/strategies
– Contextual and transactional environments
– Scenario thinking: - Scenarios are detailed and plausible views of how the
environment of an organisation might develop in the future
- Stepwise method to develop more than one plausible future
world for a hospitality company.
- Build on PESTLE analysis
- Scenario development is an ‘outside-in approach’.
Make your hotel future proof
– Investigate and keeping up with trends
– Stay flexible
– Stay open-minded
– Note environmental changes
– Ask young people or young generations
– Compare hotels to others/competitors
– Dare to change
– Focus on guest expectations
PESTLE environment
‘Environment’ = global/industry/competitors
Macro Environment = PESTLE Environment
Political -Regulations -Infrastructure -Tax Policy -Services
Economic -Growth rate -Labour costs -Inflation -Business Cycle
Social/Cultural-Education -Cultural Norms -Income distribution -Demography
Technological -R&D efforts -Emerging tech -Communication -Tech Transfer
Legal -Court system -Low enforcement -Regional laws
Ecological/ -Climate change-Resource management -Energy availability-Workforce health
Environmental
