Advertisement
وقم بزيادة فرصتك للعمل سريعا

إبحث عن عمل


How to Mange an Hotel as an Expert... WITHOUT ANY EXPERIENCE?

استشاري وظيفة

Managing Hotel is affected by many aspects and challenges. Human resources skills are influenced by these challenges too. The changes present at the global market enforce a transform in organizational structure of any organization. This is altered by downsizing for being able and capable to face the blow up of future information. Leadership skills are a necessity for a manager in order to be an effective leader. Still, under these measures and values we can deduce that every leader could be a successful manager; but not every manager could be a leader.

A high turnover rate is one of the major challenges that faces Hotel and makes the manager profession a harder job. Small companies, medium scale companies, and large companies are all affected by employees' turnover according to the size of the turnover with respect to the Hotel's capacity. However, it is known that small companies are the most affected by employees' turnover; which makes owners and Hotel managers frustrated from the regular disturbance of their employees' turnover. It doesn't matter whether the turnover rate was high or low; it would certainly bring damage to the Hotel both ways. The damage and stress turnover convey causes higher effect on small companies than on bigger ones. Thus, there must be certain regulations, policies, standards, and measures in order to reduce the employee turnover in a certain Hotel.

For reducing the fraction of employees to be replaced by the total employees' number within a certain period of time, a series of steps should be followed in order for decreasing turnover to be successful. Every hired group of employees should be targeted according to the Hotel's profile. Employees should be selected according to the Hotel's structure and climate and not according to their excellence and experience. Unless the experience and excellence attained is for the sake of the mission and vision of the Hotel. This precedes to offering employees advancements in their career line. If the Hotel is unable to reserve career achievement for their employees and superiors then it won't be worth it to hire employees without previous experience and considered as of having a young career in their business field. This type of employees is often of young age; that are seeking achievements, advancements, promotions, and better positions. If the Hotel is unable to offer these then it would be more beneficial and for the sake of decreasing their turnover to hire older employees. Such employees are usually less concerned with achievements, advancements, promotions, and better positions.

Motivation is another factor that assists in reducing employees' turnover in Hotel. However, the problem here knows the methods to motivate the workforce of the Hotel. Management and owners should know the methods necessities that keep their employees. In addition to knowing these, they should be able to apply them before it would too late and turnover ruins the business. Recognition of a Hotel's employees' jobs and performance and rewarding them according to their achievements is considered as external motivators that should be taken into consideration. On the other hand, there should be a business mood that makes employees passionate and have a purpose that the Hotel draws according to its goals and objectives. These are considered as internal motivators that also should be remarked as significant.

Usually, developed countries could be illustrated as a sample and a sufficient example to illustrate some efficient procedures and plans to be followed. Taking the United States for example, shows that their economy's convergence from relying on manufacturing towards relying on services shows that the services sector is the business of high priorities these days. Services depend on relationships and their values.

There are many kinds of services and each has its own importance towards a better service business: interpersonal relationships, inter-department relationships, and inter-team relationships. Since, one of the most powerful and wealthy countries is moving towards services thus the whole world is forced to move towards it through globalization. When services are given that magnitude; this means that a lot of concern and attention would be given for enhancing the different type of relationship skills; within the Hotel and outside it.

Having a good asset in relationships this would fore-grant the effectiveness of a services Hotel. but this would be the responsibility of managers; where they should be good listener that are capable to cope and retrieve the same messages to the section where the messages should be send to. Usually, message should be send to the corresponding department and then to response accordingly.

There is more for managers to be responsible for; it is the ability to solve problems. Such a talent in solving problems that occurs between employees and superiors, which are considered as internal problems; or solving external problem as those that take place between employees and customers would be for the sake of the Hotel and would certainly be part of its profitability and having a better organizational climate.

This requires a leader with charisma that is able to influence other; otherwise he wouldn't be a good guide for employees and might not even be a guide from the first place. In addition, charismatic leaders are those that are able to initiate a change that is for the sake of the Hotel they work for or own; yet, intelligence and talent are not for initiating the change only but managing and controlling that change is the challenge.

Managers' goals should be moving in accordance to Hotel's goals. Making the best relationships and being as collaborative as they should in order to achieve these common goals and objectives. This is done in accordance to the team responsibility that the manager should take care of.

Therefore, emotional intelligence is a must for managers to have. They must be able to control their feelings and emotions within their work or in their normal life. These managers have the tendency to be better hired and in a quicker pattern than others. Also, training programs would prefer to teach such managers than others; this is for the sake of retaining them and to be as assets for the Hotel in the future. The Hotel's profitability would be drawn through their managers that are effective for the Hotel's whole process; this would prevent companies from having high error prone concerning decision making. 

Self-awareness is essential for leaders. This would show the emotional intelligence level they owe, and to what levels they could reach in controlling and managing their feelings and emotions that are responsible towards any action and decision making. Moreover, self-confidence should be much higher than that of his employees, otherwise there exist certain conditions and situations where his employees would be able to guide him and by that he wouldn't be a leader anymore and would affect his reputation and that of the Hotel he works for. It is a must for effective leaders to be of total control on their actions, no matter under what condition he was pressured by. This would make his decisions taken out from logic and reason rather than from emotions and feelings; and thus being more effectual. Integrity is not the only requirement a good and effective leader should owe; commitment is a must too for the job a leader is responsible for. This commitment is for the Hotel that he works for in order to be working having the same concerns and interests as that of the benefits of the Hotel and not of personal external benefits. Communication with employees, superiors, managers, and customers are a characteristic of an effective manager. This characteristic forces influence and being as a raw model that should always be followed since for the rightness guaranteed.

The more is the experience in the previously mentioned tasks and missions the more the leader is considered as effective for the Hotel. Failure is the result of not being in control of your actions and how to be more emotionally intelligent. This failure might yields a difficulty in communication, relationships, management, and control and would make a certain leader defective rather than effective; whether these failures are bounded within Hotel or considered as externally required tasks outside the Hotel with customers.

Managing organizations is affected by many aspects and challenges. Human resources skills are influenced by these challenges too. The changes present at the global market enforce a transform in organizational structure of any organization. This is altered by downsizing for being able and capable to face the blow up of future information. Leadership skills are a necessity for a manager in order to be an effective leader. Still, under these measures and values we can deduce that every leader could be a successful manager; but not every manager could be a leader.

There is no single “right” or “wrong” personality trait for being an effective manager; rather, effectiveness is determined by a complex interaction between characteristics of managers (including personality traits) and the nature of the job and organization. Furthermore, personality traits that contribute to the managerial effectiveness in one situation may actually hinder the effectiveness in another situation.

Personality traits are particular tendencies to feel, think, and act in certain ways. These individual traits are used to describe the general personality of an individual. It is important to understand a manager’s personality because it influences his or her behavior and approach to management.

The Big Five is a group of five general traits that contribute to the composition of an individual’s personality.  These five traits are extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience.  Each should be evaluated along a continuum.

  • Extraversion is the tendency to experience positive emotions and moods expressed by affectionate, outgoing, and friendly demeanor. Being high on this trait can be an asset for managers whose jobs entail an especially high level of social interaction. Those low on this factor can be highly effective if excessive social interaction is not required by their job.  
  • Negative Affectivity is the tendency to experience negative emotions and moods, feel distressed, and be critical of others. Managers high on this trait may often feel angry and dissatisfied and complain about their own and others’ lack of progress. Those who are low on negative affectivity do not tend to experience many negative emotions and are less pessimistic and critical of themselves and others.
  • Agreeableness is the tendency to get along well with others. Managers high on this continuum are likeable, tend to be affectionate, and care about other people. Those who are low may be somewhat distrustful of others, unsympathetic, uncooperative and even at times antagonistic.
  • Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are high on this factor are organized and self-disciplined, while those who are low may seem to lack self-direction and self-discipline.
  • Openness to experience is the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks. Those high on this trait like to take risks and sometimes choose to become an entrepreneur, while those low on this trait tend to be more conservative in their planning and decision making.

Various management styles can be employed dependent on the culture of the business, the nature of the task, the nature of the workforce and the personality and skills of the leaders.

So when it is proper to use an authoritarian form of management, and what is the best way to proceed? It is acceptable to use an authoritarian management style when the safety of your co-workers is at risk, and you must solicit action from them in a timely manner. In this case, you as a member of management are responsible for the safety and welfare of those around you. When these situations arise that you must take swift and decisive action, you must do it properly. 

There will be occasions where those around you may not recognize the need for your decisions, and you may not have time to discuss your decisions with them. You may raise your voice to be heard, but the tone and inflection of your voice must be without emotion. Remember, it is your responsibility to see that everyone is safe, and your actions must clearly demonstrate your calmness and concern for them

An autocratic management style feeds high staff turnover and low employee morale. Low morale, in turn, causes a decline in health service availability and in the quality of service.

It's often said business and ethics don't mix, but is this really an accurate assessment? Ethics and business work harmoniously together when conscientious effort is put into both corporate goals and ethical perspectives. Good ethics enhances a business, not harms it, and likewise, conducting good business helps foster a high level of ethics in an organization. The belief that ethics and business can't blend is a misconception.

Some ethical choices are easily defined as "black and white", and when organizations put together an ethics policy to be distributed to all employees, this increases the likelihood of ethical decisions being made. Leading by example is the best way to foster an ethical work environment.

However, morals are sometimes subjective and as a result, it's not uncommon for a "gray" area to exist in some decision making areas. When principles differ and perspectives of ethics clash it may cause tension in the office. How does a leader effectively deal with such differences in the workplace?

Team dynamics are often impacted significantly when differences emerge. It's likely when ethical standards are like-minded in a group setting, people will have a higher ability to work with one another with less conflict; consequently, when these clashes in values occur, this may bring on serious team issues. For instance, if members have a severe divergence in perspective, the team may not be as effective, and while sometimes there is no "wrong or right" answer, other times there is clearly a definitive line between what's right and wrong. If a group does not possess "like" values, if not handled proactively, it can significantly contribute to escalated problems. Ethics policies effectively resolve the clear "rights and wrongs", but what about the less defined fuzzy areas?

Ways to mediate to resolve ethical differences for the gray areas:

  • Understand sometimes there is no "wrong" or "right" way, be open to the viewpoints of others and work hard to find middle ground. For instance, today security vs. privacy is a hot topic and some feel security trumps privacy, but others hang tightly to their belief in a right to privacy. For instance, in an organization which uses technology to capture data on customers, this can cause conflict in many areas. Unfortunately there is not always a one fits all solution, but by widening the big picture and looking outside the box and exploring other viewpoints, all angles can be observed and analyzed.
  • Respect differences. Often there is not one correct answer or decision to be made. A variety of approaches may increase innovation and bring to light solutions which may not have been thought of had no differences existed.
  • Don't just hear what others are saying, truly listen. When teams or colleagues make a conscious effort to really listen to another's perspective, the diversity in opinions often adds value and optimal solutions can result which reflect the difference in views adding more value to the organization and brings more cohesiveness to the team.

How to resolve differences when clear violations of organizational ethics policy or standards are present:

  • Whistle blowing. Encourage staff to not be afraid to bring to light clear violations in ethical standards and set guidelines to protect employees who do come forward. Investigate any suspected behavior immediately. It's common for people to be hesitant to come forward because they are afraid of repercussions. Cultivate an environment of acceptance and protection to encourage people to come forward.
  • Mediation programs. Establish a mediation system to resolve conflicts and to monitor and ensure ethical standards are being adhered to.
  • Regularly renew ethics policy and redistribute as necessary. Offer ethics training to ensure everyone is on the right page and then give refreshers as industry and technology evolves.

Managers can effectively work to provide a strong and solid ethical platform for organizational success. Differences also can be resolved by management taking a proactive and involved stance and trickle these philosophies throughout the rest of the organization. The goal is to maintain a solidified code of ethics across the organization and when leaders take a clear stance in resolving differences; it provides a stronger environment collective and sound ethical decisions

Managers can enrich and enlarge subordinates’ jobs through controlling their emotional intelligence. A control of emotional intelligence and increasing its efficiency would give the opportunity for a manger to be a leader. Otherwise, in accordance with the management progression that is improving by time passage; the manager that lacks emotional intelligence and is unable to enhance this would be for sure nothing more than a manager in the future.

The difference between a manager and a leader is as follows: (not to forget that a manager could be an ineffective leader and leader could be an effective manager)

Effective Leader

Ineffective Leader

innovates how tasks should be done

administers tasks in the company

original                                       

a copy of a leader

develops the task management and creativity

maintaining tasks and problems

Concerned on people and their surrounding

Concerned in system structure

Inspires trust

Relies on control

Long term perspective

Short term perspective

Concerned about what is the problem and why it took place

Concerned about the how a problem happened and when

Fix problems

Can't fix most problems

Making right things

Doing things right

Managers and leaders are not of different positions, but their personality is different. And EI is the main thing that makes all of that distinguishing that was stated previously. The higher the emotional intelligence a manager has the high his probability to be a leader rather than a manger, and the higher the rate of the organization to be benefiting from that leader. 

This doesn't conclude that there is a certain position for an effective leader and another position called an ineffective leader. It is only the personality that distinguishes between the two. They could both be managers. What distinguishes them to high perspective is the rate of emotional intelligence they have. The more emotional intelligence attained the more effective a leader is; this would be as of high profitability for the company he works in.

The nature of corporate culture that exists in Ritz Carlton Hotel is going to decide the degree to which the desired results from the employees are obtained.  The common perceptions of the individual members about the organization  determines the types of the organizational culture, individuals with realm of universal truths and are broad enough to accommodate any variety of circumstance.

An organization culture consists of two primary components.

  • The primary value of the organization and
  • The existing management style and systems.

These two components significantly determine the degree to which the desired result from the employees is obtained.  The value system to which the employees support directly or indirectly or by their behavior indicates the direction in which organizations are likely to move in the future.  A strong culture is a powerful lover for guiding behavior.  It helps the employees to do their job better.

The essence of the organizational culture can be stated in its five characteristics namely.

  1. Individual autonomy
  2. Organizational Structure
  3. Reward organization
  4. Consideration and
  5. Conflict

Organizational culture is concerned with how employees perceive each of the five characteristics slated above whether it may be positive or negative.  An effective culture is a system of informal rules that spell out how employees are behaving most of the time.  It also enables people to feel better about what they do, so they are more likely to work harder.  It provides a sense of common direction and guidelines for day to day behaviors.

Culture helps Ritz Carlton Hotel to accomplish what it desires to achieve.  The corporate culture as a management program has great motivating impact to motivate employees to improve their own and organizational performance.

Hotel has three steps of services:

  • A warm and sincere greeting. Use the guest name, if and when possible.
  • Anticipation and compliance with guest needs.
  • Fond farewell. Give them a warm good-bye and use their names, if and when possible.

“We are not in the hotel business. The hotel business is about selling rooms, selling food, selling the bar. We do those things incidentally, but our business is service… Service is our profession.”, so Horst Schulze, founding president and COO of Hotel, about the exceptional customer service philosophy of the company.

The Hotel focuses on taking care of their customers and employees, which was the reason to create “The Gold Standards” of customer service. These standards include the Three Steps of Service, the Motto, the Employee Promise, the Credo and the Twenty Basics and each employee and manager, everybody, whom makes that company running, has to know them and adopt them.

By understanding the standards every employee should be able to deliver the highest level of service and with it satisfy the customer, because this is what the company sells – service, and “This business is created for one reason – to make money.”

The Credo of “The Gold Standards” says: “The Hotel experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.” This is the main belief of The Hotel Company. The customer’s satisfaction achieved by delivering the highest level of service. “No one in the world knows more about what our customers what than we do.” By the long time of Hotel experience they know the wishes of their customers and they make them happened in a way that they are satisfied. And the customer would come back to hotel soon and ask again for service.
Policies

Preamble

The Hotel Company, L.L.C. acknowledges and respects the principles contained in the Universal Declaration of Human Rights. The Hotel Human Rights Policy reflects the Company’s commitment to conduct its business in a manner consistent with these principles and to protect human rights within the company’s sphere of influence. The Hotel demonstrates global leadership in responsible workplace practices, and endeavors to conduct its business operations in a manner that is free from complicity in human rights abuses. The Company’s core values and culture embody a commitment to ethical business practices and good corporate citizenship.

Ethical Business Conduct

The Hotel policies require that its business be conducted with honesty and integrity, and in full compliance with all applicable laws. Company policies establish clear ethical standards and guidelines for how we do business and establish accountability. All company employees are required to obey the law and comply with specific standards relating to legal obligations, ethics, and business conduct. The Company has clear accountability mechanisms in place to monitor and report on compliance with these directives.

Protection of the Rights of Children

The Hotel condemns all forms of exploitation of children. The Company does not recruit child labor, and supports the elimination of exploitative child labor. The Hotel also supports laws duly enacted to prevent and punish the crime of sexual exploitation of children. The Hotel will work to raise awareness concerning such exploitation, and will cooperate with law enforcement authorities to address any such instances of exploitation of which the Company becomes aware. The Hotel has a long history of supporting programs and partnerships that help at-risk young people and their families prepare for and find meaningful employment. The Hotel will continue to focus on programs that help children break out of the cycle of poverty that makes them and their families vulnerable.

Protection of the Rights of Employees

The Hotel supports and upholds the elimination of discriminatory practices with respect to employment and occupation, and promotes and embraces diversity in all aspects of its business operations. The Hotel further supports the elimination of all forms of forced, bonded or compulsory labor and the freedom of association and the right to choose a collective bargaining representative, if desired. The Hotel also provides a safe and healthy working environment for all its employees.

Almost since its opening all their leaders have well sure that each new opening Hotel’s goods and services are the characteristics and the standards of the Ritz Carlton hotel at the opening day. Each year between 6 and 7 new Hotels open that belong to Ritz Carlton this means that their leaders are working 6 to 7 weeks with the employees that they consider as ladies and gentlemen serving ladies and gentlemen. Each hotel needs one week (7 days). They follow reinforcement strategies in addition to hands-on-behavior-modeling during this week. The leaders include the COO and the president of the Hotel that intervene personally in the process of explaining the guest/employee interaction including facilitating the vision statement. New employees must pass through a private meeting with the president and the leaders and group meeting with other employees; this really gives a good inspiration for every single employee that works at the hotel. 

Key product and service requirements of the travel consumer have been translated into the gold standards, which include a credo, motto, three steps of service, and 20 "Hotel basics." Each employee is expected to understand and adhere to these standards, which describe processes for solving problems guests may have as well as detailed grooming, housekeeping, and safety and efficiency standards. Company studies prove that this emphasis is on the mark, paying dividends to customers and, ultimately, to Hotel.

The corporate motto is "ladies and gentlemen serving ladies and gentlemen." To provide superior service, Hotel trains employees with a thorough orientation, followed by on-the-job training, then job certification. Hotel values are reinforced continuously by daily "line ups," frequent recognition for extraordinary achievement, and a performance appraisal based on expectations explained during the orientation, training, and certification processes.

To ensure problems are resolved quickly, workers are required to act at first notice regardless of the type of problem or customer complaint. All employees are empowered to do whatever it takes to provide "instant pacification." No matter what their normal duties are, other employees must help when asked by a fellow worker who is responding to a guest's complaint or wish.

Much of the responsibility for ensuring high-quality guest services and accommodations rests with employees. Surveyed annually to ascertain their levels of satisfaction and understanding of quality standards, workers are aware that excellence in guest services is a top hotel and personal priority. A full 96 percent of all employees surveyed in 1991 singled out this priority, even though the company had added 3,000 new employees in the preceding three years.

At each level of the company, teams are charged with setting objectives and devising action plans that are reviewed by the corporate steering committee. In addition, each hotel has a quality leader who serves as a resource and advocate as teams and workers develop and implement their quality plans. Teams and other mechanisms cultivate employee commitment. For example, each work area is covered by three teams responsible for setting quality-certification standards for each position, problem solving, and strategic planning.

The benefits of detailed planning and the hands-on involvement of executives are evident during the seven days leading up to the opening of a new hotel. Rather than opening it in phases (the industry practice), Hotel aims to have everything right when the door opens to the first customer. A seven-day countdown control plan synchronizes all steps leading to the opening. The company president and other senior leaders personally instruct new employees on the gold standards and quality management during a two-day orientation. A specially selected start-up team comprising staff from other hotels around the country ensures all work areas, processes, and equipment is ready.

Daily quality production reports, derived from data submitted from each of the 720 work areas in the hotel system, serve as an early warning for identifying problems that can impede progress toward meeting quality and customer-satisfaction goals. Coupled with quarterly summaries of guest and meeting planner reactions, the combined data are compared with predetermined customer expectations to improve services.

Among the data gathered and tracked overtime are guest room preventive maintenance cycles per year, percentage of check-ins with no queuing, time spent to achieve industry-best clean room appearance, and time to service an occupied guest room.

From automated building and safety systems to computerized resection systems, Hotel uses advanced technology to full advantage. For example, each employee is trained to note guest likes and dislikes. These data are entered in a computerized guest history profile that provides information on the preferences of 240,000 repeat HOTEL guests, resulting in more personalized service. The aim of these and other customer-focused measures is not simply to meet the expectations of guests but to provide them with a "memorable visit." According to surveys conducted for HOTEL by an independent research firm, 92 to 97 percent of the company's guests leave with that impression.