The tasks of planning, organizing, directing, and controlling the activities of an organization are referred to as the four major function of management. These four hotel management functions can be briefly described as follows:
- Planning: The process of setting a hotels goals and objectives and developing the most appropriate strategies to achieve them.
- Organizing: Devising a structure that assigns specific tasks to individuals within the hotel, provides for coordination of activities between different groups, and sees to the hiring and training of staff to carry out the assigned tasks.
- Directing: The process of leadership that motivates a hotel staff to perform the tasks necessary to achieve the hotels goals and objectives.
- Controlling: The process of monitoring, evaluating, and providing corrective actions to the activities of the hotel in order to ensure that its overallgoals and objectives are met.
Two additional functions of hotel management are as follows:
- Works study: The scientific study of human work in all contexts with the aim of making optimum use of present resources namely workers, machinery and materials.
- Decision-making: The process of identifying a problem, breaking it into manageable sections, evaluating available alternatives, collection of data and analyzing results to make a choice on the basis of possible outcomes and finally implementing the decision.
Executives must manage the human, financial, and physical resources of a hotel. Thus, hotel management is concerned with activities that relate to employees (human resources), money (financial resources) and facilities (physical resources). Planning, organizing, directing, and controlling the activities of a hotel are accomplished with and through people. This statement may express the obvious, but it reinforces the importance of people in hotel management. This is reflected in the popular shorthand definitions of management as the act of gettingthings done through others.
Hotel management is a goal driven activity. The activities of hotel executives and all the employees of a hotel need to be directed toward goal accomplishments. How well a hotel is managedis determined by its ability to accomplish its goals.
Two final points need to be madeconcerning the definition of hotel management. The first deals with the interrelationship between planning, organizing, directing, and controlling functions of hotel management. Most management textbooks present these four functions as if they are performed independently of each other. In practice, there is a high degree of interrelationship between the four, as hotel executives continually make decisions and address functional problems while attempting to meet the hotels goals. The second point is that hotels exist within and environment that affects many aspects of hotel management. The hotel environment includes external factors and internal factors that must be taken into account when managing a hotel. An example of an important external factor is the amount of competition in the hotel industry while an internal factor is the intangible nature of many of the services a hotel provides to its guests.
Management is an ongoing, interrelated process that can be depicted by two-headed arrows connecting the major management functions of planning, organizing, directing, and controlling. That hotel management is a goal-directed activity also can be depicted by the two-headed arrows connecting a hotels goals directly to the four management functions within the management process. Finally the entire hotel management process takes place within a larger environmental framework. Various environmental factors, which can be depicted as heavy arrows, impinge on the management process and influence how hotels should be managed.
The Pace and Scope
Hotels are open every hour of the day, each day of the year, a total of 8,760 hours per year. Few businesses approach this level of intensity. Hotels also experience greatswings in their level of activity, with occupancy varying greatly between weekdays, weekends andbetween peak and slow seasons. Management must take this into account in its marketing and staffing strategies. Hotels are also quite diverse in the scope of their activities, some providing every possible personal service, including medical assistance to guests. Because they provide a wide variety of services, hotels must continually be concerned about gettinga greatnumber of little things right. This requires constant vigilance and attention to detail.
Many of the problems that occur in hotels must be solved quickly or not at all. "The essential to budget travel is to prepare in front. When it comes to family trips, globetrotting, well-deserved holidays and/or going to see new places we have never been before, the reality of cost and budgeting is often in the back of our mind. Considering and expending our travel budget carefully is a priority for most families. Curbing spending and expenses, while still enjoying your vacation to its fullest, is the key to certain accomplishment and fiscal liability. Your pocketbook and family will thank you! The reasoning behind economizing money while vacationing is simple: Even if your personal funds is highly tight, you can still take a break and enjoy life! Simply put, life is just too short to never step out of the door or departing the homestead! Also thinking about that while traveling, whether on a resources or not, even the smallest of things can all add op to a huge vacation or travel costs!..". A delayed banquet or the lack of hot water in guest rooms are problems that require immediate resolution. In addition, there is a degree of unpredictability concerning many hotel problems. There is often little pattern, for example, when guests get sick or cancel reservations. Therefore, hotels must be able to respond quickly to unanticipated problems.
The Competitive Environment
Because there are few effective barriers to new competing hotels entering the market, the hotel business has long been characterized as extremely competitive. Some hotels may for a while enjoy a near monopoly position, but it is more typical to find intense competition in most hotel markets. There isoften considerable similarity between the physical features of competing hotels so that few can claim a competitive advantage based on distinctive facilities. It is also difficult today to long maintain a competitive advantage because of a uniquely desirable location.
Hotels sell a perishable product: guest rooms. They cannot store unsold rooms one day when demand is low and sell them the next when demand exceeds the hotels fixed supply of rooms. Faced with a fixed supply and variable demand for rooms, hotels must be very good at both forecasting demand and directing guests away from peak periods when occupancy is 100% and into slow periods when rooms are available.
Because hotels are complex and diverse organizations, their controls must accordingly be complex and diverse. Outstanding hotels do not rely on one form of control. Rather, management devises a complex, interlocking series of three control strategies to ensure that the varied activities of the hotel take place in a manner that leads to accomplishing its goals and objectives.
References
Scribd. (2009). Hotel Management Operations. Retrieved from
http://www.scribd.com/doc/20901360/Hotel-Management-and-Operation
Dent, E. B. (1997). Researching Leadership from a Systems Perspective. George Washington
University. Retrieved from http://www.uncp.edu/home/dente/tman633/colombia.htm
Ferguson, A. G. (2003). Developing Leadership &Gaining Experience. LISjobs.com. Retrieved from
http://www.lisjobs.com/career_trends/?p=241
The Free Library. (1999). Warren Bennus: Leadership Guru. Retrieved from
http://www.thefreelibrary.com/Warren+Bennis:+leadership+guru.-a099932515
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