Hotel management functions. The main functions of management in the hotel industry: theory and practice. use of fax, copier, computer

According to explanatory dictionary Webster, the hospitality industry is an entrepreneurial field of service that is based on hospitality principles characterized by generosity and friendliness towards guests. Consequently, the hospitality industry can be viewed as a variety of forms of entrepreneurship specializing in the market of services related to the reception and service of guests.

There are four main functions of management in the hospitality industry.

Scheduling function.

The tourism management system should be based on a strategic (projected in the future) vision and foresight. Based on the vision (a kind of "pictures" that show us in the future), is the leading idea of ​​management, the Company's policy is being developed, which represents the general goals and norms of relations that ensure the viability and development of this structure.

The formation of enterprise policy is carried out most often at the highest level of management.

• · Participation in the development of established goals for the development of business in the region.
• · Ongoing analysis of the competitiveness of the site.
• · Development of a strategy for the competitiveness of the region, its special position.

Planning the activities of an enterprise is understood as a systematic, information-processed process of qualitative, quantitative and temporary determination of future goals, means and methods of forming and managing the development of an enterprise in the planning process of making decisions about what the goals of the organization should be and what its members should do to achieve these goals.

The planning process is carried out according to the levels of the organization.

Strategic planning (highest level). The main planning task at this level is to determine how the organization will behave in its market niche.

At the middle level of management - they are engaged in tactical planning, determine intermediate goals on the way to achieving strategic goals and objectives.

Tactical planning is inherently similar to strategic planning. Ideas born from strategic planning.

The third level is operational planning - performance standards, job descriptions. This is a system in which everyone directs their efforts to achieve the general and main goals of the organization.

With the help of the planning function, to a certain extent, the problem of uncertainty in the organization is solved. Planning helps managers better deal with this problem and respond more effectively to it.

Organizational function.

The function of organizing management ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of any tourist enterprise (organization). It aims to streamline the activities of the manager and performers.

From an economic point of view organizational activities leads to high efficiency of the enterprise.

From the point of view of personnel management, it conveys the meaning of the work and distributes it among the performers.

The manager assigns responsibilities and sets responsibilities. That is, we are talking about the establishment of permanent and temporary relationships between all divisions of the Company, a certain order and conditions of its functioning. It is the process of bringing people and means together to achieve the goals set by the Company.

Organization as a management function creates a work structure, the main component of which is people. The organizational process structures and shapes divisions based on the size of the enterprise and its goals. Technology and personnel, a significant number of elements that need to be structured in order for an organization to fulfill its plans and thereby achieve its goals.

Top managers control no more than ten subordinates, while lower-level managers can control many more employees. In this regard, two important factor that determine the norms of manageability (the number of employees that can be effectively managed by one manager) - the time and frequency, that is, how much time the manager needs to spend with each employee and how often to do it.

This criterion largely depends on the manager's ability to communicate with subordinates, the complexity of the tasks to be solved, interest and involvement in the labor process.

Thus, the organization of the process is the second function of management. Of the entire set of meanings of the term "organization" in the sense of a management function, two definitions are most often used:

• 1. Organization - the structure of the system in the form of relationships, rights, goals, roles, activities and other factors that take place when people are united by joint work.
• 2. Organization is a process through which the structure of an enterprise is created and maintained.

Motivation as a function of management.

When considering this issue, management focuses on two aspects of this problem: motivation (motives) of travel and motivation. labor relations.

Motivation of labor relations is a set of incentives that induce personnel to actively work, that is, after carrying out organizational measures, the manager must ensure the successful completion of work.

Stimulation (material and moral).

Actually stimulation (internal motivation to work).

The main thing here is interest in work. The traditional approach to motivation is based on the belief that employees are resources, assets that must work effectively. As a result, the manager is faced every day with how to motivate the activities of the staff, that is, how to direct their energy to perform a certain job.

There are also modern theories of motivation, which can be divided into two groups:

• 1. Substantial theories of motivations are based on the identification of the internal motivations of the personality (needs) that make people act this way and not otherwise (the theory of A. Maslow, F. Herzberg, etc.).
• 2. Procedural theories of motivation - based on how people behave, taking into account upbringing and cognition (the theory of expectation, the theory of justice and the Porter-Lozler model of motivation).

Management practice confirms that high performance is the cause of complete satisfaction, and not a consequence of it. Due to the fact that there are different ways of motivation, the manager must:

• 1. Establish a set of criteria that most strongly influence employee behavior.
• 2. Create an environment conducive to motivating workers.
• 3. Communicate actively with your employees, as feedback provides a solid foundation for motivation.

Control function.

Control is the process of comparing (comparing) the actually achieved results with the planned ones. In the process of control, the manager does not so much give orders to employees as assesses the success of the organization's plans and meeting the needs of the internal and external environment.

The control function in classical management is a type of management activity, thanks to which an organization can be kept on the right (right) path by comparing its performance indicators with established standards.

The control function is not the end point of the entire management process.

High-level managers spend most of their time on planning and control functions. Managers of a lower level (line managers) are more busy recruiting personnel and organizing labor. Managers of any level are assessed according to two main performance criteria: the ability to achieve the desired result and efficiency, the ability to achieve this result at the lowest cost.

There is no ideal and uniform management model, but all decisions due to the need to meet customer needs are based on a strictly fixed management hierarchy. For each commercial enterprise, the management is unique. There are only general patterns and features that are used, as a rule, by everyone. In modern conditions, the management system must be simple and flexible in order to be competitive. It must have such characteristics as.

• · A small number of management levels.
• · A small unit staffed with qualified specialists.
• · Service production and customer-oriented work organization.

All hotels have a clear management hierarchy, within which all its members occupy a certain place in accordance with their status.

In the lower part of the hierarchy are people who are directly involved in work, these include the production staff of the hotel, the so-called individual participants. Above it rises a multi-layered pyramid of managers, in which three levels are distinguished:

• 1. Managers who manage the activities of only individual employees, they do not control the activities of managers.
• 2 Managers who direct the work of other managers who find methods to solve the most important problems.
• 3. Top managers responsible for setting global goals, shaping the development strategy and internal values ​​of the hotel company. They are responsible to the management of the hotel. There are five basic operations in the work of managers, no matter what activity in the hospitality industry they are engaged in:
• 1. The manager sets the goal, certain specific tasks in each group of goals, makes them effective through their messages to other employees of the enterprise (hotel, restaurant, travel agency), whose work is necessary to achieve these goals.
• 2. The manager performs an organizational function, analyzing activities and making decisions necessary to achieve goals. He groups into an organizational structure and selects personnel to carry them out.
• 3. The manager performs the function of analyzing the assessment and interpretation of the results of the work of each employee of the enterprise.
• 4. The manager maintains constant communication in the team, forgetting about the techniques of motivation.
• 5. The manager promotes the growth of people, including himself.

The responsibility for making general management decisions rests with the top management level. Departments are functional units, each of which uses its own specific technology, but together, they have one common goal -

customer satisfaction.

Subdivisions can be oriented:

• · For the manufacture of products (laundry or kitchen).
• · For the provision of services (maid or restaurant service).
• · For information service (reservation service, porter service).

How larger enterprise, the more it has a ramified management structure, since there are intermediate links, the main function of which is control.

General decisions of a strategic nature are made by the owners of the company or the CEO. The CEO acts as an intermediary between the owners of the business and the management personnel on the one hand and the hotel business on the other. This function can be characterized as a function of translating general tasks into specific management decisions. In addition, the General Director is responsible for solving problems related to the general areas of the enterprise, including financial policy... Senior management makes decisions about which customer settlement system to use in the enterprise. But some of these issues can be transferred to the expansion of lower-level management, if general director entrusted with too many powers and responsibilities.

Also in large hotel enterprises, in addition to senior management, they use such an organizational form as an executive committee, which consists of the heads of the main functional divisions (services) of the hotel. It includes heads of areas such as accommodation, catering, marketing (commercial service), administrative and business work. Each of the leaders for these areas is responsible for solving the tasks facing him.

Middle managers (managers structural units), have the authority to make operational decisions within their divisions.

Management in any organization (enterprise) performs four main functions - planning, organization, motivation, control - without which the organization's management will not be carried out at the proper level. In addition to the main functions, management has a main task that ensures profitability, and therefore the effectiveness of the work of all divisions. World-class hotels and hotels have their own specific management structure, which is carried out with the help of specific services. Each service has a manager, deputy manager, supervisor and hostess - this is the middle management level of the hotel and hotel. But fateful decisions for an organization are made only by the top management in the management hierarchy. For local management to be more effective, it is necessary to have a small number of management levels and the division (service) should be minimal.

Introduction ………………………………………………………………………… 3

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Chapter II: Personnel management in the hospitality sector as the basis for the efficient operation of the enterprise. ………………………………………… 24

2.1 Personnel policy and basic requirements for a manager in a hotel enterprise …………………………………………………………………………………………………………………………………… 24

…………………………………………………………………………… 28

Conclusion ……………………………………………………………………… 33

References …………………………………………………………… 35

Introduction.

Among the complex of management problems, a special role is played by the problem of improving the management of the company's personnel. The task of this area of ​​management is to increase the efficiency of production through the comprehensive development and reasonable use of the creative forces of a person, increasing the level of his qualifications, competence, responsibility, initiative.

For all organizations - large and small, commercial and non-profit, industrial and service industries, people management is essential. There is no organization without people. Without the right people, no organization can achieve its goals and survive. There is no doubt that human resource management is one of the critical aspects theory and practice of management.

The object of research is the personnel of the organization in the hotel.

The subject of the research is personnel management, methods and functions of human resource management.

The purpose of the study is to consider the features of personnel management in the hospitality sector.

Research objectives:

1. Consider management schools.

2. Expand the concepts and stages of personnel management.

3. Highlight the features of personnel policy in the hotel.

4. Highlight the requirements for the hotel manager.

5. Analyze the functions of the HR manager

Research methods:

1. Analysis of the literature.

2. Comparative and descriptive methods.

Chapter I: Personnel management: development of thought and basic concepts.

1.1 The history of the development of scientific views on personnel management.

Classical School of Management.

Frederick Taylor is considered the founder of the classical school of management. Before Taylor, the engine of productivity growth was the "carrot" principle - as much as you do, you get as much. However, this approach exhausted itself by the end of the 19th and the beginning of the 20th century.

With the development of industry, management could not be based on such a primitive basis. Taylor came to the idea of ​​organizing labor, which "presupposes the development of numerous rules, laws and formulas that will replace the personal judgments of the individual worker and which can be usefully applied only after statistical accounting, measurement, and so on, their actions" ... According to Taylor, the performer was not able to cover the production process as a whole, especially since this is a constantly changing action. Thus, at the beginning of the century, the role of the manager in deciding what to do to the performer, how to do it, to what extent, grew immeasurably and the regulation of the performer's work took extreme forms.

Taylor in practice, in a number of cases, found that amount of work, performing which the worker can most rationally give his labor for a long time.

Typical for the classical school is the example of research by Frank and Lillian Gilbert, who, using special clocks - microchronometers and a movie camera, identified and described 17 basic elementary movements of the hand, recommending them later for rational organization labor.

Weber believed that a functioning organization could be "decomposed" into its component parts and "normalized" the work of each of them. Such a division of labor specializes personnel and accordingly builds an organization along a linear basis (that is, everyone is responsible for their actions only to a superior boss). In addition, Weber proposed and substantiated other ideas for building a bureaucratic system. In particular, he believed that it is possible to regulate both the functions and the number of managers.

The bureaucratic system, as it turned out, has a remarkable feature - "the number of employees and the amount of work are completely unrelated to each other."

The work carried out to verify this conclusion fully confirmed this brilliant postulate, named after the author's Parkinson's law.

After analyzing the relationship between the number of employees and the volume of work of the British Admiralty, Parkinson came to the conclusion that “in 1967, when there was no trace of the former power of the British fleet, 33,000 civil servants barely manage a fleet that is practically nonexistent.

The rapid development of industry predetermined the further evolution of the scientific views of the classical school. The development of Taylor's ideas was continued by the outstanding French engineer Henri Fayol, who developed the theory at a higher level of management.

In his work "General and Industrial Management" Fayol outlined the scope of the administration, which can be represented in the form of six areas:

1. technical (technological) activity;

2. commercial activity(purchase, sale, exchange);

3. financial activities(search for capital and its effective use);

4. protective activity (protection of property and personality);

5. accounting activities (inventory, balance sheets, costs, statistics);

6. administration (affects only personnel, without directly influencing either materials or mechanisms).

The main function of management, Fayol considered administration to be its most important part.

He created "administrative science", which was based on 14 provisions-principles:

1. Division of labor.

2. Authority and responsibility. Where authority is given, responsibility arises.

3. Discipline.

4. One-man management. An employee should receive an order from only one immediate supervisor.

5. Unity of directions.

6. Subordination of personal interests to general interests.

7. Remuneration of personnel.

8. Centralization.

9. A scalar chain is a range of individuals in leadership positions, ranging from the highest-ranking person to the lowest-level executive. It is a mistake both to refuse and to support this hierarchy, which is detrimental to the interests of the business.

10. Order. A place for everything and everything in its place.

11. Fairness.

12. Stability of the workplace for staff.

13. Initiative.

14. Corporate spirit.

The 14-position system is not only flexible, but allows for the possibility of introducing new regulations. So in modern literature, planning, organization, management, accounting, control and analysis are most often referred to as management functions. The approach to understanding a particular function was changing, however, in general, their composition, determined by the representatives of the classical school, remained almost unchanged.

The classical school, having gone through certain stages of development, having perfectly studied the technical side of the production process, has largely exhausted its capabilities.

A "behavioral school" began to form, which studied human behavior in a production environment and the dependence of labor productivity on the moral and psychological state of the performer.

It is believed that the beginning of this direction was laid by Elton Mayo, who came to a sensational discovery at that time, investigating the dependence of labor productivity on the level of illumination of the workplace.

Mayo increased the illumination of the workplace and noted a significant increase in productivity. Then, for scientific purposes, the experimenter reduced the lighting level, but the productivity increased again. After numerous experiments, it was concluded that labor productivity is growing not due to the level of illumination, but due to the fact that attention was simply shown to the performers. In the course of further experiments, it was concluded that workers prefer normal human relations to high wages (Taylor did not go beyond the operations of material incentives). More recent research by Abraham Maslow and other psychologists has helped to understand the causes of this phenomenon. The motives of people's actions, Maslow suggests, are, in the main, not economic forces, as the representatives and supporters of the school of scientific management believed, but various needs that can only be partially or indirectly satisfied with the help of money.

Many scientists were involved in human behavior not specifically in the production environment, but in general in various life situations: Carnegie, Mackenzie, Small, Robert, Thilliman. This direction in the development of human science probably has many unexplored questions. For example, the psychology of human loneliness has not been studied at all, but managers have to deal with thousands of individuals.

A person is more difficult to study than a machine, and therefore there are so many blank spots in this direction. The behavioral school is more empirical than theoretical. However, management practitioners have a colossal information base makes it possible to use the knowledge gained with a certain return.

The first major achievement of the behavioral school was proof of the fact that the performer's labor productivity is influenced not only by material factors, but also by psychological and partly social ones.

In this respect, the experiment conducted by E. Mayo in 1923-1924 is indicative. at a textile factory in Philadelphia. The mill's spinning section had an annual turnover rate of 250% and productivity was significantly lower than other sections. Moreover, no material incentives could correct the situation. As a result of special research, Mayo came to the conclusion that the reasons for this situation were the organization of work, which excludes the possibility of communication, and the lack of prestige of the profession. However, as soon as two ten-minute rest breaks were introduced, the situation changed immediately: the turnover of the labor force dropped sharply, and the output increased.

Even before E. Mayo received practical results, they were theoretically anticipated by Mary Follett. The range of issues she considered included such categories as "power" and "authority", their delimitation and informal perception, responsibility and delegation of responsibility, participation of workers in management, which was fundamentally new for the West. M. Follett considered the problem of conflicts, classifying them into domination, compromise, integration, with the development of appropriate recommendations.

All these questions had elements of scientific novelty or were raised for the first time in general. These and some other thoughts were the subject of research by E. Mayo in Hawthorne.

The conclusions of the Hawthorne studies boiled down mostly to three postulates:

1. man is a "social animal";

2. a rigid hierarchy of subordination, formalization of organizational processes are incompatible with human nature;

3. Solving a human problem is the business of businessmen.

E. Mayo believed that conflicts between a person and an organization, and in a more general case with society as a whole, can be removed by satisfying the needs of the performer, from which both employees and employers benefited. Consequently, the doctrine of human relationships has replaced the classical school.

Modern control theories.

Douglas McGregor analyzed the activities of the performer in the workplace and found that the manager can control the following parameters that determine the actions of the performer:

1. Tasks that the subordinate receives;

2. The quality of the assignment;

3. Time of receipt of the task;

4. Estimated time of the task completion;

5. Funds available to complete the assignment;

6. The team (environment) in which the subordinate works;

7. Instructions received by subordinates;

8. Convincing the subordinate in the feasibility of the task;

9. Convincing a subordinate to be rewarded for successful work;

10. Amount of remuneration for the work performed;

11. The level of involvement of the subordinate in the range of work-related problems.

Based on these factors, McGregor formulated two different approaches to management, which he called the "X" theory and the "Y" theory.

Theory "X" and theory "Y" on the issue of human behavior can be presented as follows:

Theory "X"

1. The person initially does not like to work and will avoid work.

2. Since a person does not like to work, he should be forced, controlled, threatened with punishment in order to force him to work to achieve the goals of the organization.

3. The average person prefers to be guided, he prefers to avoid responsibility, he has little ambition, he needs security.

Theory "Y"

1. Work for a person is as natural as play.

2. External control is not the only means of joining forces to achieve the goals of the organization. A person can exercise self-government and self-control by serving the goals to which he is committed; commitment is formed as a result of awards related to the achievement of goals.

3. The average person strives for responsibility, his desire to avoid responsibility, as a rule, is the result of past disappointment and is caused by poor leadership from above. The average person is endowed with a high level of imagination and ingenuity that is rarely used in modern life, which leads to frustration and turns into an enemy of the organization

This division is purely theoretical and in practice there is a combination different styles management. This phenomenon is called a combination of leadership styles.

V pure form theories "X" and "Y" are mutually exclusive and diametrically opposed.

Further improvement of approaches to management was associated with the development of the organization as an open system.

"A business isolated from the outside world is being supplanted by a business being hit by a rapidly emerging, ever-changing multitude of external forces."

Against this background, Ulyam Ouchi offered his understanding of the issue under consideration, which was called theory "Z" and theory "A", which was largely facilitated by differences in management, respectively, in the Japanese and American economies.

Human resource management models.

At a higher level of development, type "A" and type "Z", as well as the theory "X" and "Y" repeat the theory of "carrot and stick".

In modern practice, preference is given to the theories "Y" and "Z", in any case, advanced companies developed countries not only use the recommendations of these particular theories, but also actively develop them.

The use of scientific works in the organization of management will provide an opportunity for enterprises of any sphere to reach a new level, which will allow it to exist on the market for many years.

1.2 Basic concepts and stages of human resource management.

Personnel - the totality of all human resources possessed by the organization; people with a complex complex of individual qualities - social, psychological, professional, motivational, etc .; employees of the organization, as well as partners in the implementation of some projects, experts involved in research, strategy development, implementation of specific activities, etc.

Personnel management of an organization is a purposeful activity of the management staff of an organization and specialists of departments, including the development of a concept and strategy for personnel policy, principles and methods of personnel management in an organization. It consists in the formation of a personnel management system; planning of personnel work, development of an operational plan for work with personnel; marketing personnel; determination of human resources and the needs of the organization in personnel.

Responsibility for the overall management of the workforce in large organizations usually rests with professionally trained managers. In order for such professionals to actively contribute to the realization of the goals of the organization, they need not only knowledge and competence in their specific area, but also awareness of the needs of lower-level managers. At the same time, if the lower-level managers do not understand the specifics of human resources management, its mechanism, capabilities and shortcomings, then they cannot fully use the services of HR specialists. Therefore, it is important that all leaders know and understand the ways and methods of managing people.

Human resource management includes the following stages:

1. Resource planning: developing a plan to meet future human resource requirements.

2. Recruitment: creating a pool of potential candidates for all positions.

3. Selection: evaluation of candidates for jobs and selection of the best from the pool created during the recruitment.

4. Definition wages and benefits: Develop a pay structure and benefits to attract, recruit and retain employees.

5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from it and what kind of work in it gets a well-deserved assessment.

6. Training: Developing programs to teach the job skills required to get the job done effectively.

7. Assessment of labor activity: development of methods for assessing labor activity and bringing it to the employee.

8. Promotion, demotion, transfer, dismissal: development of methods for moving workers to positions with more or less responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Leadership training, promotion management: development of programs aimed at developing the capabilities and increasing the efficiency of the work of management personnel.

Let us now consider these stages in more detail.

Workforce planning

In defining the objectives of their organization, management must also determine the resources needed to achieve them. The need for money, equipment and materials is obvious. Few executives miss these points when planning. The need for people also seems quite obvious. Unfortunately, human resources planning is often inadequate or not receiving the attention it deserves.

Human resource planning is essentially the application of planning procedures for staffing and staffing. The planning process includes three stages:

1. Assessment of available resources.

2. Assessment of future needs.

3. Development of a program to meet future needs.

Recruitment consists in creating the necessary pool of candidates for all positions and specialties, from which the organization selects the most suitable employees for it. This work should be carried out literally in all specialties - clerical, production, technical, and administrative. The amount of recruiting work required is largely determined by the difference between the available labor force and the future need for it. At the same time, factors such as retirement, turnover, dismissals due to the expiration of the employment contract, and the expansion of the scope of the organization are taken into account. The recruitment is usually carried out from external and internal sources.

Outside recruitment tools include publishing advertisements in newspapers and trade magazines, reaching out to employment agencies and management firms, and sending contractors to college courses. Some organizations invite local people to apply to the HR department for possible future vacancies.

Most organizations prefer to recruit primarily within their own organization. It is cheaper to promote your employees. It also increases morale, morale, and employee loyalty to the firm. According to the theory of expectations regarding motivation, it can be assumed that if employees believe in the existence of a dependence of their career growth on the degree of work efficiency, then they will be interested in more productive work. A possible disadvantage of an approach to solving the problem solely at the expense of internal reserves is that new people with fresh views do not come to the organization, which can lead to stagnation.

A popular recruitment method using internal reserves is to send information about the opening vacancy with the invitation of qualified workers. Some organizations have the practice of notifying all their employees of any vacancy that opens up, which gives them the opportunity to apply before outsiders are considered. An excellent method is also asking your employees to recommend their friends or acquaintances for work.

During the recruitment phase of planning management, management selects the most suitable candidates from the pool created during recruitment. In most cases, the selection should be made of the person with the best qualifications for the actual job in the position, rather than the candidate who appears to be the most suitable for promotion. An objective decision on the choice, depending on the circumstances, can be based on the candidate's education, the level of his professional skills, previous work experience, personal qualities. If the position is in the category where technical knowledge is the determining factor (for example, a scientist), then education and previous scientific activity will probably be most important. For leadership positions, especially at a higher level, the skills of establishing interregional relations, as well as the candidate's compatibility with higher-ranking officials and with his subordinates, are of prime importance. Effective selection of personnel is a form of preliminary quality control of human resources.

The three most widely used methods of gathering information required for selection decisions are trials, interviews, and assessment centers.

The type and number of awards offered by an organization are important for assessing quality. working life... Various studies show that rewards influence people's decisions to go to work, absenteeism, decisions about how much they should produce, when and whether or not they should leave the organization altogether. With a good job that gives a sense of satisfaction, absenteeism tends to decrease. When work is unpleasant, absenteeism increases significantly.

The term “salary” refers to the monetary compensation paid by an entity to an employee for work performed. An organization cannot recruit and retain a workforce if it does not pay competitive remuneration and has a pay scale that encourages people to work in this place.

The development of the pay structure is the responsibility of the human resources or human resources departments. The wage structure of an organization is determined by analyzing a survey of wage levels, labor market conditions, and the organization's productivity and profitability. The design of a remuneration structure for administrative and management personnel is more difficult, since, in addition to the salary itself, it often includes various benefits, profit-sharing schemes and payment in shares.

In addition to wages, the organization provides its employees with various additional benefits. Of course, benefits such as paid vacations, sick leave, health and life insurance, and retirement benefits are part of any full-time job. Other types of benefits include business-subsidized canteens and cafeterias, reduced interest loans to educate employees' children, child care facilities, health programs, and more.

The first step towards making the employee's work as productive as possible is vocational guidance and social adaptation in the team. If management is interested in the success of an employee in a new place, it must always remember that an organization is a social system, and each employee is a person.

In many foreign textbooks on management, “social adaptation” is defined “as the process of cognizing the threads of power, the process of comprehending the doctrines adopted in the organization, the process of learning, realizing what is important in this organization or its subdivisions”.

Organizations use a variety of ways, both formal and informal, to bring individuals into their communities. Formally, during hiring, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in specific work skills and an interview on what counts as effective work.

In the course of informal communication, new employees learn the unwritten rules of the organization, who has real power, what are the real chances of promotion and increase in remuneration, what level of productivity is considered sufficient by colleagues at work. The norms, attitudes and values ​​adopted in informal groups can work either in support of or against the formal goals and objectives of the organization.

Organizations have a constant need to ensure high productivity of workers. At the same time, many organizations also care about the overall quality of the workforce. One way to achieve this goal is to recruit and select the most qualified and capable new employees. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them achieve their full potential in the organization.

Training is teaching employees the skills to improve their productivity. Final goal Learning is about providing your organization with a sufficient number of people with the skills and abilities necessary to achieve the goals of the organization.

Training is useful and required in three main cases. First, when a person enters the organization. Second, when an employee is appointed to a new position or when he is assigned new job... Thirdly, when the audit determines that the person lacks certain skills to effectively carry out their work.

Education is a large, specialized area. Specific teaching methods are numerous and need to be tailored to the requirements of the profession and organization. Some basic requirements for the effectiveness of training programs are as follows:

1. You need motivation to learn. People need to understand the goals of the program, how the training will increase their productivity and thus their own satisfaction with their jobs.

2. Leadership must create a climate conducive to learning. This implies encouraging students, their active participation in the learning process, support from teachers, a desire to answer questions.

3. If the skills acquired through training are complex, then the learning process should be broken down into successive stages. The program participant should have the opportunity to practice the skills acquired at each stage of training, and only then move on.

4. Students should feel the feedback in relation to the learning outcomes, it is necessary to ensure a positive reinforcement of the material covered.

The next step after the employee has adapted in the team and received the necessary training for the effective performance of his work, will be to determine the degree of his work efficiency. This is the purpose of performance measurement, which can be thought of as an extension of the monitoring function. Performance appraisal requires managers to gather information on how effectively each employee is performing delegated responsibilities. By communicating this information to his subordinates, the manager informs them about how well they are doing their job and gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance assessment allows management to identify the most outstanding employees and actually raise the level of their achievements, transferring them to more attractive positions.

Basically, performance assessment serves three purposes: administrative, informational and motivational.

Administrative functions: promotion, demotion, transfer, termination of an employment contract.

Information functions: Evaluation of performance is also needed in order to inform people about the relative level of their work. With the full setting of this case, the employee learns not only whether he or she works well enough, but also what exactly is his strength or weakness and in what direction he can improve.

Motivational functions: Assessment of work performance is an important means of motivating people's behavior. By identifying strong workers, management can properly reward them with gratitude, salary, or promotion.

Preparation boils down to developing the skills and abilities that employees need to effectively carry out their job duties or production targets in the future. In practice, systematic training programs are most often used to prepare executives for promotion. Successful management training, as well as education in general, requires careful analysis and planning.

Through performance appraisal, an organization must first determine the capabilities of its managers. Then, based on the analysis of the content of the work, management should establish what abilities and skills are required to perform duties in all line and staff positions in the organization. This allows the organization to find out which of the leaders has the most appropriate qualifications for certain positions, and who needs training and retraining.

Leadership training is mainly aimed at ensuring that managers acquire the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to meet the needs of a higher level: professional growth, success, testing one's strength.

Management training can be carried out by organizing lectures, discussions in small groups, analyzing specific business situations, reading literature, business games and role-based training. Variants of these methods are courses and seminars organized annually on management problems. Rotation through the service is another widely used method. By moving a grassroots leader from department to department for a period ranging from three months to one year, the organization acquaints the new leader with many aspects of the activity. As a result, the manager understands the diverse problems of different departments, understands the need for coordination, informal organization and the relationship between the goals of different departments. Such knowledge is also vital for successful work in higher positions. but are especially useful for leaders at the lower levels of the management hierarchy.

In furtherance of leadership training programs in the early 1970s, many companies and consulting firms developed career management programs. promotion. Career management programs help organizations make the most of their employees' abilities and empower employees themselves to make the most of their abilities.

One of the latest important developments in the field of human resource management at the enterprise is associated with the creation of programs and methods to improve the quality of working life.

High quality working life should be characterized by the following:

1. The work must be interesting.

2. Workers should receive fair remuneration and recognition for their work.

3. The working environment should be clean, with low noise and good illumination.

4. Management oversight should be minimal, but carried out whenever needed.

5. Workers should be involved in decisions that affect them and their work.

6. Guarantee of work and development of friendly relations with colleagues should be provided.

7. Household and medical facilities must be provided.

The two most widely used methods of reorganizing work are expanding the scope of work and enriching its content.

The amount of work is the number of different operations performed by the worker and the frequency of their repetition. The volume is called narrow if the worker performs only a few operations and repeats them often. Working on an assembly line is a typical example. The volume of work is called broad if a person performs many different operations and rarely repeats them.

The meaningfulness of work is the relative degree of influence that a worker can have on the work itself and the work environment. This includes factors such as independence in planning and performing work, determining the rhythm of work, and participating in decision-making. The work can be reorganized by changing its volume or content. Strengthening work refers to improving an organization by increasing its size. The enrichment of its content provides for changes by increasing the content.

Improving the organization and working conditions provides for an increase in internal satisfaction with work by expanding the range of tasks to be solved, providing more independence, a stronger reaction to the results of work, or creating conditions for an employee to test his strength. Reorganization of working conditions is successful, but it is only suitable for certain people and in certain conditions. It is especially difficult to implement it in conditions of tough technology. A reorganization can be unsuccessful if management does not first determine whether the organization has a positive view of it.

Chapter II: Personnel management in the hospitality sector as the basis for the efficient operation of the enterprise.

2.1 Personnel policy and basic requirements for a manager in a hotel company.

The hotel is the main enterprise of the hospitality industry, the purpose of which is to welcome, provide recreation and catering to customers.

According to the definition of the World Tourism Organization, a hotel is a collective accommodation facility consisting of a certain number of rooms, having a single management and providing certain services, grouped into certain classes and categories in accordance with the types of services provided, with the available equipment.

Personnel management in hotel enterprises includes planning, personnel search and recruitment, development and provision of personnel, management of them - from registration to work until the end of relations arising from an employment contract. The personnel department assists the executives of the hotel enterprise in solving these problems.

The HR department is a functional auxiliary unit of hotels, since its employees are indirectly involved in the creation of hotel services. As a rule, employees of the HR department act as expert advisers to line managers when deciding questions about hiring and firing, appointing to a new position, sending them to vocational training, raising wages, etc.

With the weakening of the centralized management system, fundamentally new tasks related to personnel management appear. Solving these problems requires completely different skills and abilities. Therefore, a new profession “personnel-manager” appeared, that is, personnel manager. Personnel managers are an independent group of professional managers whose main goal is to increase the production, creative efficiency and activity of personnel, develop and implement a hotel personnel development program.

The main tasks personnel services are:

· Formation of the organization's personnel (planning, recruiting and recruiting, releasing, analysis of turnover, etc.);

· Personnel development (professional orientation and retraining, certification and assessment, organization of career advancement);

· Improvement of the organization of labor and its stimulation.

Requirements for the manager.

Assessment of the personality of a manager from a universal human point of view is based on the fact that he must be a very smart and highly cultured person, a professional in his field, etc. First of all, he must take care not of his own profit (as some modern publications recommend), but of how to help the client of the hotel, how to serve him culturally, as the hotel makes money on this. Thus, the starting point in considering the requirements for a hotel manager is that he understands what exactly is profitable for the hotel.

The manager carries out management activities and solves management problems. As a member of the labor collective, he achieves the results of labor by influencing other members of the collective (performers). The effectiveness of the manager's work depends largely on whether the employees subordinate to the manager are ready to actively cooperate with him. If so, it will significantly increase team cohesion.

Not all managers play the same role in a hotel, which is primarily related to the level of management, their tasks and functions.

Of the variety of roles played by hotel managers, it is necessary to single out the main ones - those that do not depend on the type of hotel and the differences in the guests they serve. These primary roles are:

1. Preparation, adoption and implementation of management decisions. This is the main function of the manager. Being endowed with a special right to make managerial decisions, the manager at that time is also responsible for their consequences.

2. Informational role. In order to make an effective management decision, it is necessary to obtain and process trusted information about the development of the hotel complex management system. No wonder they say: "Who owns the information, he owns the world." The result of his work largely depends on how complete the information the manager has, how he can clearly and clearly convey the necessary information to the performers.

3. Working as a leader, forming relationships inside and outside the organization, motivating members of the workforce to achieve the goals of the organization.

Effective leadership implies the ability to share your vision of problems with others, to motivate them to achieve their goals, that is, to manage together with people, and not to manage people.

Since both people and situations are constantly changing, the manager must be flexible enough to accommodate the ongoing change. Understanding the situation and knowing how to manage human resources are essential components of effective leadership. All this indicates that management work is one of these types human activity that require specific personality traits making a specific person professionally fit for management activities.

Modern theory and practice of management in the hotel industry impose the following requirements on the manager:

1. Professional competence - based on knowledge and abilities. What is required of the employees, the manager must be able to do. This means he should be an example at work.

2. Social competence - implies knowledge in the field management psychology(knowledge of people) The ability to motivate employees is a prerequisite for productive collaboration.

3. Conceptual competence - means the ability of a manager to recognize problems and solve them. Thus, the conceptual competence of a manager presupposes a developed sense of what is significant, the ability to analyze, take into account trends and patterns.

The principle of the manager's work should be compliance with the rules of business ethics, including the following rules:

· Profit maximization should not be achieved at the expense of environmental destruction;

· In the competitive struggle, only permissible methods should be used, that is, observe the rules of the market game;

· The distribution of benefits must be fair;

Set a personal example of compliance ethical standards at work and at home.

Skillful use of information, time and people, the manager ensures the results that increase the competitiveness of the hotel.

2.2 The main functions of personnel management in the hotel.

The manager should keep in mind that the labor collective, as the primary unit of society, performs two interrelated functions: economic and social. The economic function is that the collective carries out joint labor activities, as a result of which material or spiritual values ​​are created. The social function is to meet the social needs of the members of the work collective - the ability to work, receive remuneration for work, communicate, receive recognition, participate in management, use their rights in accordance with the law (the right to work, rest, health care, etc.) ).

Forming a team is a complex process: the fundamental interests and goals of its members have differences and contradictions (often personal goals and interests conflict with the goals of the organization). Depending on the degree of unity of individual goals and group attitudes, one can speak of the degree of collectivity or the degree of social maturity of the work collective. The nature and content of the manager's management activity depends on the degree of such maturity.

In its formation and development, the work collective goes through three main stages.

At the first stage, when the team has just been created, its members get to know each other. It is important for a manager to look closely at people and try to identify the most influential and authoritative employees in order to win them over to his side and place them in the right place in the workplace. At this stage, the leader acts as an "external force" in relation to the team. Most of the demands come from him and through him.

At the second stage, microgroups are formed (informal relationships are created). Salient feature this stage consists in the fact that the leader can manage the team and make demands on it not only personally, but also through informal leaders.

At the third stage, the consciousness and activity of employees reach a high level: subordinates understand their leader well and fulfill their duties without administrative pressure. Characteristic this period - the achievement of a harmonious combination of group and personal interests.

Team development is a constant process and does not end with the third stage. This process continues and is expressed in the development of the creative forces of the team, self-government, strengthening the socio-psychological climate and strengthening the social sphere.

Personnel planning is one of the tasks of personnel management. The essence of planning is that the hotel company at the right time has at its disposal the necessary workforce corresponding to the needs of quality and quantity.

Personnel planning includes the following steps:

1.revealing the need for personnel;

2. search for personnel;

3. planning the use of personnel;

4. planning of personnel development;

5. planning the release of personnel.

Personnel planning cannot be done in isolation, but must focus on the needs of the hotel business in general and special departments in particular. When calculating the need for hotel personnel, take into account:

· Available booking (week, month, year);

· Average length of stay;

· Share of short-term booking (in%);

· Determination of the trend in loading (comparison with the previous year);

· The situation with the service of banquets and meetings;

· Special events (within the enterprise, city, region);

· The possible impact of sales promotion activities.

Ideally, planning takes place in cooperation with the human resources departments and the managers of the respective hotel services. To obtain the expected results in the planning process of hotel personnel, you need to know:

· The number of occupied rooms;

· The average length of stay of guests;

· Occupation of rooms in excess of available places;

· Hotel standards (for example, how long it takes for a maid to clean a room);

· Actual performance.

After the planning process, when the number of required people for vacant positions is calculated, the main work of the manager begins - recruiting. The essence of this function is to attract suitable qualified workers, taking into account the requirements for the candidate.

When recruiting personnel, the external market is used - the search for employees from outside; and internal - attracting its employees, transferring to a higher position.

Sources of information in the selection include a job application, photograph, biography, personal questionnaire, matriculation certificate, work book, recommendations, conversation with the applicant, trial work, honey. examination, psychological tests and graphological conclusion. The importance of the correct solution to the problem of personnel selection is associated with the high cost of labor, therefore, first of all, it is necessary to determine whether this person is needed by the company.

To effectively search for a candidate for the position, a list of requirements is drawn up. For example, the requirements for an employee of the reception and settlement service consists of following criteria:

· Educational or practical education. College or high school, completed higher education (hotel industry) or secondary education (hotel industry school);

· Age. Average 20 years;

· Professional work experience. Work in the reception and calculation service of a similar hotel, preferably at least 2 years of experience in luxury hotels;

· Capabilities. Mandatory knowledge of at least 2 foreign languages(basic English), non-conflicting nature, ability to make a good impression;

· Appearance... Neat, casual and attractive.

Based on the applications received, it is necessary to determine which candidate is best suited for this position.

Personnel assessment is a purposeful process of establishing the correspondence of the business and personal qualities of an individual to the requirements of the position.

Personnel assessment methods can be divided into three groups:

1. predictive methods - analysis of personal data, written and oral characteristics, opinions of the manager and colleagues, psychological tests;

2. practical methods - checking the suitability of an employee to perform official duties on the basis of his practical work (technique of test movements);

3. simulation methods - setting a specific problem that needs to be solved.

As a result, expert review properties and business qualities of a person, on the basis of which a decision is made to hire or refuse the services of this applicant.

At the present time, great attention is paid to the human factor in enterprises. Abraham Maslow, a representative of the behavioral school of management, identified five main levels of an individual's needs: physiological, the need for safety, respect and recognition, love and self-realization. Each manager must take this into account, since another of his functions is the development and provision of personnel.

the main task development and provision of personnel - to adapt the employee to the hotel industry, to achieve advanced training.

The provision of personnel is carried out through additional monetary and social assistance (provision of housing, work clothes, the possibility of food, service transport, etc.).

Personnel development involves training and career planning (refresher courses, seminars, etc.).

Currently, the use of human resource management is gaining momentum. The human factor has a huge impact on the efficiency of an enterprise, competitiveness, product promotion and sales. Organizations should consider all aspects that affect the performance of people (i.e. human factor), as a result of which the employee does not want to lose this job, and, therefore, will perform his duties in accordance with the requirements.

Conclusion

Enterprises are created, and after a while some of them cannot withstand competition and go out of business. In the hotel industry, the word "service" means a system of measures that provide a high level of comfort, satisfying the most diverse household, economic and cultural needs of guests. And every year these requests and requirements for services are increasing. And the higher the culture and quality of guest service, the higher the hotel's image, the more attractive it is for customers and, which is no less important today, the more successful the hotel's material prosperity.

The staff is a "small world" within a "vast universe" that needs to be managed wisely in order for it to flourish.

Hotel services have specific characteristics: non-tangibility and inseparability of consumption from production.

Hospitality professionals often say hospitality is the art of little things. The work of each employee in a hotel, restaurant, travel agency is equally important. The quality of a single service - provision of food - depends on how well the head waiter will meet the guest, the waiter will serve, the chef will prepare the dishes; There are dozens of such services in a multifunctional hotel, and the guest is their sole consumer, while each guest is an individual. For the administrator, waiter, head waiter, concierge, doorman, a tourist who arrives at the hotel in the evening may be one hundredth per shift, but for a guest it is the first administrator, the first waiter, etc.

The personnel of the enterprise working in the field of tourism have no chance of correcting the marriage and, as a result (given the fierce competition in the travel services market), there is no chance of returning the guest. At the same time, the guest, choosing another place of rest, advises the rest to do the same. Research shows that negative information spreads much faster than positive information.

After analyzing all of the above, we can conclude: personnel management is one of the most important functions of a manager, for the successful operation of a hotel, you need to follow not only economic, political laws, but also social ones.

Bibliography.

1. Hotel industry. Textbook / Ed. Prof., Doctor of Economics Chudnovsky A.D. - M .: Association of Authors and Publishers "TANDEM". EKMOS Publishing House, 2000.

2. Walker J.R. Introduction to hospitality: Textbook / Per. from English - M .: UNITI, 1999.

3. Braymer R.A. Management Basics in the Hospitality Industry / Per. from English - M .: Aspect Press, 2003.

4. Papiryan G.A. Management in the hospitality industry (hotels and restaurants). M .: JSC NPO Publishing House Economics, 2002.

5. A.A. Zubkov S.I. Chibisov Handbook of an employee of the hotel industry - Moscow "Higher school" 2000

6. Management of hotel and restaurant services - Moscow 2002, Russian International Academy of Tourism.

7. B.L. L.A. Soloviev Tolstova Hospitality Management - Moscow 2003, Russian International Academy of Tourism.

8. Yaskina E. D. The basics tourist activities- Moscow "Sport" 2000, Russian International Academy of Tourism.

9. Hospitality and tourism: Textbook for universities / Per. from English Ed. Nozdrevoy RB ... M .: UNITI, 1998.

Considering the concept of "management", we encountered unexpected difficulties. Due to the foreign origin of the word, its meaning in Russian varies too widely to be completely true. In addition, there has been a historical evolution of the word. If at the beginning of the 20th century, when the term had just come into use, and scientific management was making its first steps, the concept of "management" meant the totality of the processes of scientific management of production and production personnel, was limited to the economic sphere of activity, now management is an art and management science in general, it has both a scientific and an applied, practical side. We found out that the frequent use of the term “management” in the sense of “management” is incorrect, because both concepts are in generic relations with each other.

Introduction

The hotel is the main enterprise of the hospitality industry, providing reception and service to visitors; collective accommodation facility, consisting of a certain number of rooms with a single management, providing a set of services and grouped into classes and categories in accordance with the provided services and room equipment. Hotel management as a separate discipline began to develop relatively recently: the first managers with specialized education appeared only in the 1920s (before that, all hotel managers were pure practitioners), and the introduction of modern management methods began only in the middle of the 20th century. It used to be that hospitality management was so specific that management theory was not applicable to hotels. ...

1. Introduction 3 2. The essence of management in the hotel complex ………………….… ..4 3. Theoretical foundations of management functions in the field of hospitality ………………………………………………… …………… ..5 4. Practical foundations of management functions in the field of hospitality ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… than or than or than from a standpoint …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… only ………………………………………………… ..18 6. List of used literature ……… ..................... ........................nineteen

Bibliography

1. Alexandrov G.I. Management in the service sector // VNIINTPI: express-inform. - 2015. - No. 3, pp. 145-168 2. Bogolyubov V.S. Financial management in tourism and hotel industry / V.S. Bogolyubov. - M .: "Delo", 2014. - 253p. 3. Brimer K. Fundamentals of management of enterprises and organizations in the hospitality industry // Alma mater: Bulletin of the higher school. - 2013. - No. 6. - S. 40-47 4. Eliseeva T.I. Organization and manager of the hotel industry / T.I. Eliseeva. - M .: "Economics", 2016. - 235p. 5. Ismaev D.K. Marketing and quality management of hotel services / D.K. Ismaev. - SPb .: "Peter", 2017. - 26p. 6. Karanevsky P.I. Study guide on the discipline "History of entrepreneurship in the tourism and hospitality industry" / P.I. Karanevsky. - M .: (b.i.), 2015 .-- 17p. 7. Management: Textbook / ed. Prof. IN AND. Queen. - M .: "Economist", 2016. - 432p. 8. Pankova L.V. Features of strategic planning at a hotel business / L.V. Pankov. - SPb .: "Peter", 2016.- 222s. 9. Papiryan G.A. Management in the hospitality industry / G.A. Papiryan. - M .: "Economics", 2017. - 253p. 10. Porshnev A.G. Management: theory and practice in Russia / A.G. Pisthnev. - M .: "Economist", 2016. - 364s. 11. Walker D.R. Introduction to hospitality / D.R. Walker. - M .: "Finance and Statistics", 2015. - 37p. 12. Fatkhutdinov R.A. Innovation Management: Textbook, 4th ed. - SPb .: "Peter", 2016. - 400s.

An excerpt from the work

1. The essence of management in the hotel complex Hotel management as a separate discipline began to develop relatively recently: the first managers with special education appeared only in the 20s of the last century (before that all hotel managers were pure practices), and the introduction of modern management methods began only in the middle of the XX century. It used to be that hospitality management was so specific that management theory was not applicable to hotels. The purpose of hotel management is to find ways to improve the efficiency and quality of hotel life in modern market conditions through professional management. The tasks of professional management are as follows: 1. It is necessary to clearly know the basic functions and connecting processes of management of a hotel company; 2. be able to make the most of the available information in the process of making managerial decisions; 3. to master the methods of modeling and optimization of management decisions; 4. identify and analyze the risk factors accompanying the development and adoption of management decisions in the process of managing a hotel company; 5. make effective decisions in conflict situations; 6. manage the recruitment of personnel for hospitality enterprises based on modern methods of personnel selection and assessment; 7. develop and implement management decisions based on modern psychological approaches. 2. Theoretical foundations of management functions in the field of hospitality Management is a professionally carried out enterprise management in market conditions in any area of ​​economic activity, aimed at making a profit through the rational use of resources. The hospitality industry can be thought of as a planned system of enterprises and entrepreneurs serving tourists. Management functions are a specific type of management activity, which is carried out by special techniques and methods, it is also the appropriate organization of work and control of activities.

2.2. Management functions

Management is viewed as a process, a series of continuous interconnected management functions. Each management function is also a process, as it consists of a series of interrelated activities. The small hotel management process is the sum of all functions.

The small hotel management process includes four interrelated functions: planning, organizing, motivating and controlling.

Planning

Planning is the main function of the management of small hotels; it is a type of activity for the formation of means of influence that ensure the achievement of the set goals. Planning deals with important decisions that determine further development small hotels.

The essence of planning is manifested in the concretization of the development goals of all small hotels and each of its divisions separately.

for a set period: determination of economic tasks, means of their solution, timing and sequence of implementation, identification of material, labor and financial resources for solving the tasks. Planning makes it possible to take into account in advance the internal and external factors that provide favorable conditions for the normal functioning and development of small hotels.

When planning, many problems are solved, the main reasons for which are:

Baseline features (planning problems are poorly structured and difficult to define and measure)

Features of the final state (the nature of the impact on goals and resources during planning is not defined, but will only appear in the future, the presence of many goals);

Problems of alternatives (there is uncertainty about the available alternatives, finding others takes time and money);

Instrumentation problems (selection of the optimal one)

Accountability (decision-makers take responsibility, but others make the plan)

Control problem (during compilation, implementation and correction).

v The current pace of change and knowledge expansion is so high that strategic planning is the only way to formally anticipate future challenges and opportunities. Strategic planning provides the basis for decision-making, helps reduce risk in decision-making, and also contributes to the creation of a common goal within the hotel itself.

Planning can be classified according to several criteria:

By degree of coverage (general and partial)

prerequisites for existing opportunities and directions, operational - the implementation of specific opportunities)

For the subject (object) of planning (target, funds, potential, equipment, materials, finance, information, actions);

By areas of operation (provision of services, production, marketing, research, finance);

By terms (short-term, medium-term, long-term)

For flexibility (rigid and flexible).

The planning principles are:

Completeness (all needs to be considered)

Detailing (its depth is determined by the purpose of planning)

Accuracy;

Simplicity and clarity;

Continuity;

Elasticity and flexibility (use of planned reserves, consideration of many possible alternatives, postponement of planning details until the circumstances are clarified, many partnerships)

Alignment when planning (taking into account bottlenecks)

Profitability.

When assessing the cost-effectiveness of planning, one should consider its usefulness (which is usually quite difficult) and the cost of its implementation.

The management approach to planning can be carried out by setting criteria and planning tasks, determining planning tools, methods of coordinating plans, directions and planning methods.

It should be clearly defined:

Planning object (what is planned)

Planning subject (who plans)

Planning period (horizon) (for how long)

Planning tools (e.g. computer software)

Planning methodology (how to plan)

Coordination of plans (which, with whom and on what conditions).

Technique and types of planning

Experts distinguish between:

Sequential planning (a new plan is drawn up after the expiration of the previous one);

Rolling planning (after the expiration of a part of the validity period of the previous plan, it is revised for the remaining period, and a new one is drawn up for the period after the expiration of the entire validity period of the previous one, etc.);

Rigorous planning (all goals and activities are specified)

Flexible planning (taking into account the possibility of ambiguous conditions and revision of the plan taking into account them).

The main features of strategic planning are:

The purpose of planning is to ensure the long-term existence and fulfillment of the hotel's mission;

V - the carrier of the planning idea - top management;

Planning problems - lack of reliability and structuring;

Planning horizon - length of time;

Coverage - global, wide range of alternatives.

Of course, important planning issues are

promotion and sales markets.

Strategic planning includes:

Strategy development;

Strategic planning of the production program;

- ^ Planning capacity development.

Tactical planning (horizon 1 - 5 years) is carried out on the basis of strategic and is the core of the implementation of strategic plans. It concerns, first of all, financing, investments, promotion and sales systems, material and technical supply, personnel.

Distinctive features of operational planning are:

The carriers of planning ideas are the middle and lower levels of management;

The planning task is to ensure reliability and relative structuring;

Horizon - short to medium planning time;

Depth - details of plans;

Range - a limited range of alternatives;

Created potential is the basis.

Operational planning covers the individual functional parts of the hotel.

Small hotel goals

The main general purpose of small hotels' activities - a clearly expressed reason for their existence - is designated as the mission of hotels. Objectives are defined to accomplish this mission. The mission details the status of the hotel and provides direction and guidance for setting goals and strategies at various levels of hotel management. In order to select the appropriate mission, the hotel management must study its customers and which of their needs it can meet.

General small hotel goals are formulated and defined based on a shared mission and defined values ​​and goals for senior management. These goals should:

1) be specific and measurable;

2) have a specific forecasting horizon: long-term (about 5 years), medium-term (from 1 to 5 years), short-term (up to 1 year);

3) be achievable;

4) be effective (there should be a synergistic effect, i.e. multiple goals of small hotels should be interdependent and interrelated).

It should also be noted that goals will be the defining part of the process. strategic management hotels only if top management formulates them correctly, then effectively institutionalizes, communicates and ensures that they are implemented.

Organization of activities

Organization is the process of creating a structure for small hotels that allows employees to work effectively to achieve a specific goal.

Organization as a process is a function of coordinating many tasks. There are two main aspects organizational process: dividing the organization into divisions according to goals, strategies and delegation of authority.

Delegation of powers involves the transfer of tasks and powers to a person, assumes responsibility for their implementation. Delegation is implemented only in the case of acceptance of authority, and the actual responsibility cannot be delegated. The manager cannot dilute responsibility by transferring it to a subordinate. Although the person entrusted with the task of performing a task is not obligated to carry out it personally, he remains responsible for the proper completion of the work. If a person is expected to take responsibility for the proper completion of an assignment, the hotel management must provide him with the necessary resources. Management accomplishes this by delegating authority along with tasks.

The authority is a limited right to use the resources of small hotels and direct the efforts of some of its employees to perform certain tasks.

They are limited by plans, procedures, rules and verbal orders of superiors, as well as environmental factors (for example, laws) and cultural values. In some cases, the limits of authority change their nature in such a way that it is necessary to consider the relationship between levels of authority, which manifests itself in the form of two general types.

The number of personnel who report directly to the manager constitutes his controllability rate. Failure to adequately restrict controllability will create confusion and overwhelm the manager. The potential for confusion over authority can be reduced by using the principle of one-man management - an employee should receive direct instructions from only one boss and answer only to him.

Delegation is rarely effective if management does not adhere to the principle of conformity, according to which the scope of authority should correspond to the delegated responsibility.

An organizational structure should be chosen that meets strategic plans and ensured effective interaction with the environment, as well as contributed to the achievement of the set goal. The structure of an organization cannot remain unchanged for a long time, because both its external and internal environment changes. Most small hotels today use a linear, bureaucratic management structure. The traditional bureaucratic structure is a functional organization, when the entire structure is divided into divisions, have specialized functions.

Since purely functional structures are not very efficient, some hotel complexes have switched to divisional structures. The divisional structures of small hotels are focused on different types of services or different groups of consumers. The choice in favor of a particular structure of small hotels is determined by the importance of this element in its strategic plans.

The advantages of linear management structures consist in a clear division of labor, hierarchical subordination of employees and governing bodies of a small hotel. In professional growth based on competence, as well as in an ordered system of rules and standards that govern the functioning of the hotel. The disadvantages of these structures are rigid preset behavior, difficulties in communication within the organization. These problems are growing rapidly as the environment changes rapidly. Some problems can be solved by introducing organic or adaptive structures. The main types of adaptive structures are project organization, matrix organization and conglomerates.

In the design and matrix organization, specially created temporary target structures are superimposed on the permanent structure of the organization. The overlap of authority that does this sometimes leads to power struggles, conformity in group decision making, and excessive spending.

Motivation

When planning and organizing work, the hotel manager determines what exactly, when and how each person or department should perform. If the choice of these decisions is made effectively, the manager gets the opportunity to implement his decisions, applying in practice the basic principles of motivation, that is, encouraging himself and others to work to achieve personal goals or the goals of the organization. Stimulation is a function associated with the process of activating the activities of people and work collectives, aimed at increasing the efficiency of the results of the work of the service personnel; it is a system of measures used to morally and materially reward the service personnel, depending on the quality and amount of labor expended.

Control

Control is the process that ensures the achievement of the objectives of the organization. It is essential for detecting and resolving problems that arise before they become too serious, and can also be used to stimulate successful performance.

The control process consists of setting standards, changing the actual results achieved and making adjustments in the event that the results achieved differ significantly from the established standards.

Supervision is a critical and complex management function in small hotels. One of the most important features of control, which should be considered in the first place, is that control must be comprehensive. Every leader, regardless of his rank, must exercise control as an integral part of his job responsibilities, even if no one specifically instructed him to do so.

Control is a fundamental element of the management of a small hotel. Neither planning, nor the creation of organizational structures, nor motivation can be considered completely in isolation from control. In fact, they are all integral parts common system control in a given organization. There are three main types of control: preliminary, current and final. In terms of the form of implementation, all these types of control are similar, since they have the same goal: to help ensure that the actual results obtained are as close as possible to the planned ones. They differ only in the time of implementation.

Preliminary controls are usually implemented in the form of specific policies, procedures and rules. First of all, it is applied in relation to labor, material and financial resources. Current control is carried out when the work is already underway and is usually carried out in the form of control over the work of a subordinate by his immediate supervisor. The final control is carried out after the work is completed or the time allotted for it has expired.

Current and final control is based on feedback. Control systems in organizations have an open feedback loop, since the head, which is an external element in relation to the system, can interfere in its work, changing the goals of the system and the nature of its work.

The mentioned functions of small hotel management - planning, organization, motivation and control - have two general characteristics: all of them require decision-making and communication is necessary for all, an exchange of information is established to make the right decision and understanding by all employees. Therefore, and also due to the fact that these two characteristics unite all four management functions, ensuring their interdependence, communication and decision-making are often called connecting processes.

A basic requirement for making an effective objective decision, or even for understanding the true scale of the problem, is the availability of adequate accurate information. The only way to obtain such information is through communication, i.e. the process of exchange of information, its semantic meaning between two or more people.