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

Chapter 2:The Hotel General Manager

Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Responsibilities

G.M.s

G.M.s’ tasks

Investor relations Community relations

Brand affiliation management

Executive Committee development

Property management

The single most important human variable affecting a hotel’s short-term profitability

“Wear many hats” (perform multiple tasks)



G.M.s’ ability to effectively inform investors & owners about current performance & future needs of their hotel/s

Responsibilities: Investor Relations

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



Continually monitor operational standards set by the brand to ensure property performanceCommunicate effectively with franchise brand officials about marketing & sales programsImprove profitable operation of hotel by using activities & programs offered by the brand

Managing brand at the property level

Responsibilities: Brand Affiliation Management

To successfully manage owner / investor relations:

G.M.s’ talents

Well developed interpersonal skillsPersuasive abilityListening skillsEffective writing ability



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

Quality Inspection (or Assurance) scores

Responsibilities: Brand Affiliation Management (continued…)



Attract new businesses

Expand tourism opportunities

Provide input regarding local business community needs

Have charity events and fundraisers at the hotel

Opportunities to assist the local community

Responsibilities: Community Relations

To successfully perform community relations

G.M.s’ talents

Outgoing personality

Well-developed social skills

Effective public speaking & presentation skills



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



Responsibilities: Executive Committee Facilitation (continued…)

General Manager

Human Resource Manager

Security Director

ControllerFront Office

Manager

Executive Housekeeper

Food & Beverage Director

Sales & Marketing Director

Chief Engineer

Typical mid-sized, full-service hotel department organizational chart



That he/she works with EOC to improve skills & efficiencies of the departments these individuals manage

That he/she assists their professional development

That he/she must be an expert in specific day-to-day operations of each hotel’s department

Wrong expectations regarding the G.M.

Responsibilities: Executive Committee Facilitation(continued…)

Right expectations regarding the G.M.

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



Responsibilities: Property Management

To successfully handle property management:

G.M.s’ jobs

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.

Organizational & coaching skills

Analytical & financial analysis skills

Ability to anticipate guest needs

Competitive sprit & high attention to detail



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

Controlling & evaluating

Planning

Organizing

Staffing & Directing



Responsibilities: Property Management(continued…)

What is the goal of providing in-room, high-speed Internet access to guests?Planning

What needs to get done to keep staff “on task” with project completion timelines?

How will the hotel measure sales volume or reputation value gained versus cost of providing in-room Internet service?

Controlling / Evaluating

How will the hotel allocate necessary dollars to achieve this goal?

Organizing

Staffing / Directing



Hotel admin. / hotel & restaurant mgt. / hospitality admin. / restaurant, hotel, & institutional mgt. / food service mgt. / hospitality business / tourism admin. / culinary arts

Program titles

Skills Development: Formal Education

For whom

Designed for both traditional college students & non-traditional working studentsWish to terminate their formal education after several years of studyHave a B.A. degree in another subject & wish to gain knowledge of the hospitality industry

Two-year degree

Highly practical & currentPractical professional instructors who may be well connected in the community (assisting job placement)

Benefits



Checklists Admission requirements Program designs

Advanced degrees

Skills Development: Formal Education (continued…)

For whom

Four-year degree

Have diverse faculty & quality facilitiesOffer an excellent learning environment

Benefits

Wish to complete a B.A. degreeSeek to learn from a larger number of quality facultyWish a “more advanced” degree than two-year



Impact of advancing technology

Impact of a changing workforce

OJT trends / focuses for hotel G.M.s

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



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

Business associations

Skills Development: Professional Development



Current two major interests Technology applications / human resource management

Help staying updated on current info

Serve certification, educational, social and legislative needs of their membersHold monthly and annual gatheringsOffer educational seminars / workshopsHave 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 associations

Skills Development: Professional Development (continued…)

Trade publications

Documents

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