Secretly rather than Publicly
Management Role in the Hospitality Sector
The Hospitality Industry is like a galaxy from far it’s beautiful, lavish and gives you a life you’ve always wished for but to make a single hospitable property there are hundreds of manpower is strongly needed, to meet the need and demand and also to administer satisfactory hospitality to all guests at all times, the managers must advance and execute a service management program which high spot a company focus on meeting customer’s need and grants a hotel to achieve its financial goals. This program must be ground on sound management principals and the hotel’s commitment to meeting those needs.
This may seem a peculiar place to start a discussion of delivering the hospitality. After all, the clerk, concierge, reservationist and bellhops the people who meet and greet guests and fulfil their needs, these employees do implement hospitality directly, but management must work behind the stage scenes to develop a plan that assures that the employee’s efforts are continuous and professional. For instance, management may decide to implement one or two specific immediate changes in training that guests needs have been overlooked.
Management may perceive that the negative impact of the rude, lazy or careless an employee has unnecessarily caused bad public relation. If an employee is not performing to management standards, the cumulative effects will be perceived negatively by guests. The negative impact will take a toll in the long run. Although over one or two directives may accurate an individual guests problem, that hotel may reap only short lives gains. A comprehensive program focused on meeting the needs of a hotel’s prime market- guests who continue to do business with the hotel- provide the foundation for long term successful delivery of hospitality, this is what will make a hotel profitable.
Management’s commitment to a service management program must be as fundamental to the organization as efficient market planning, cost – control programs, budgeting, and human resources management. In fact, service management is the most noticeable responsibility because it affects all the other objectives of the hotel.
Often the people in staff positions in hotels become so preoccupied with their day – to – day paper shuffling and deadlines that they neglect why they are in business. They may not certainly mean to forget, but it happens all too usually. Service management ensures that there is a commitment to a long-range purpose by appointing someone within the organization to be answerable for developing, organizing, and delivering it.
It is essential to note that the responsibility of remitting hospitality to the guest in each department is always a part of the job of each supervisor or shift leader, the person responsible for managing the efforts of a particular work shift. The organizational applications provided by the front office manager serve as the basis for a homogeneous plan for the hotel. The owner and general manager need to make a financial commitment to ensure the success of the program. An important element of the program is motivating employees to deliver hospitality on a continual basis through incentive programs.
The goal of any lodging business should be to extend the same degree of hospitality to a guest who arrives on a busy Monday morning and to a guest who visits on a slow Saturday night. Management’s ideological and financial commitment, along with the organizational purposes of the front office manager, will guarantee that both of these guests are treated equally.
Owner and Managers must allocate financial resources and establish pre-eminence for the operation of the successful service management program.