Ba28 - Chapter 2 PDF

Chapter II : OVERVIEW OF MANAGEMENT AND SUPERVISION BA 28 – ORGANIZATIONS MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY Sheila B. Baquiran Associate Professor I [email protected] Thi s Photo by Unknown Author i s l icensed under CC...

Chapter II : OVERVIEW OF MANAGEMENT AND SUPERVISION BA 28 – ORGANIZATIONS MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY Sheila B. Baquiran Associate Professor I [email protected] Thi s Photo by Unknown Author i s l icensed under CC BY-SA  Objective At the end of the unit, the student can explain the fundamental management and supervision concepts, principles, theories in tourism and hospitality operations focusing on materials management and human resource management. “Expected results are not achieved because material and human resources are not sufficient or are not properly or reasonably utilized to generate expected results”. MISMANAGED “Being in command of a unit or a department, he/she is responsible for results”. COMMAND RESPONSIBILITY “Internal and external factors have a bearing on the success of organizations, the fact remains that most undesirable consequences in the operations are attributed to..” MANAGERIAL INEFFICIENCY A better understanding of management problems requires a good knowledge of management concepts and functions - is simply defined as the art of getting things done through people making effective use of material and other given resources. Manager – distributes these tasks to his staff making sure that they do their job in accordance with established policies, standards and procedures Employee – directly assigned to perform routine tasks  MANAGEMENT & SUPERVISION Differs basically on the scope of decision- making. MANAGERS – has the power to make major decisions i.e. establishing goals and targets, budgets, policies, strategies etc. SUPERVISORS – tasked or overseeing the delivery of services so that policies, standards & procedures designed by top management are consistently implemented.  PARTICIPATIVE MANAGEMENT “All management functions including planning and decision-making are shared with supervisors” MANAGERS – have several units operating under it, they have wider span of control SUPERVISOR – have smaller unit, under a particular department and reports directly to a department head The main support given by Top Management is the provision of material and human resources needed to generate expected results AREAS OF RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT– covers management strategies designed to ensure that people in the organization are able to perform at maximum efficiency and productivity MATERIALS MANAGEMENT – is concerned with management efforts to ensure that material resources like machines, equipments, etc are used sparingly, safely and within the limits of the budget. WHAT MAKES AN EFFECTIVE MANAGER? Technical expertise on Hotel and Restaurant Operations Human Relations Skills Planning and Organizing Skills Leadership and Monitoring Skills Controlling Skills Training Skills PERSONAL QUALITIES OF AN EFFECTIVE MANAGER Self-confidence and Determination Has a sense of purpose and direction Has foresight and is prepared for contingencies High level of sensitivity High level of tolerance Team spirit Pro-active and objective Morally upright, unquestionable integrity THE MANAGER’S SPAN OF CONTROL - Refers to the scope of responsibilities and decision-making of the Manager. Delegate a wide range of responsibilities = overloaded = inefficiency Factors to consider in assigning a Manager’s / Supervisor’s span of control: 1. Geographical dispersion of the employees concerned 2. Time available for supervision 3. Whether jobs are familiar or related 4. Degree of proficiency and maturity of the persons supervised  ELEMENTS OF A MANAGER’S JOB The Manager’s and Supervisor’s Job covers 2 major areas illustrated below: ADMINISTRATIVE TECHNICAL Planning, decision-making Those directly related to operations like: Preparing/presenting reports Preventive maintenance Design systems, policies Taking a direct hand in operations, service, production Directing, leading, coordinating the work Attending to customers, to deliveries and operational concerns Regulating, controlling the flow of work Assisting in recruitment staff training  PHASES OF MANAGEMENT 1. Manager plans / sets directions (Sets goals & strategies; designs products & services) 6. Controls (The flow of work, ensures compliance Records variances; gives feedback) 2. Organizes the Work (Defines & distributes the tasks; designs systems & procedures; delineates lines of authority) 5. Monitors Performance 3. Orients / Trains Staff (Checks results vs. standards) (How to do the work; relays info about the co. policies, products & standards) 4. Leads, Directs & Coordinates (All Activities to conform to plans & procedures; builds employee morale)  BASIC FUNCTIONS OF A MANAGER IN THE INDUSTRY PLANNING ORGANIZING LEADING/MONITORING CONTROLLING BUILDING CUSTOMER GOODWILL Goals/Objectives/ Determines critical Ensures availability of Establishes house rules Attends to customer Target setting tasks/division of labor supplies & performance needs, requests & standards complaints Forecasting Defines/delegates staff Checks performance Makes staff accountable Solicit comments duties & responsibilities standards for infractions Establishes budget Delineates lines of Makes follow-up Gives feedback on Establishes rapport with authority employee performance guests Assesses Defines SOPs Conducts regular Evaluates performance Anticipates guest needs performance meetings Determines action Prepares staff schedule & Disseminates info Distributes rewards Enforces corrective plans side duties actions against customer dissatisfaction Determines Delegates special Coaches/trains staff Establishes control Documents guest contingency plans assignment policies and procedures comments & feedback in all areas of operation Undertakes remedial Boosts employee morale Controls use of material actions resources  PLANNING NNING Goals/Objectives Target setting / Forecasting Establishes budget Assesses Performance Determines action plans Determines contingency plans Undertakes remedial actions  ORGANIZING ORGANIZING Determines critical tasks/division of labor Defines/delegates staff duties & responsibilities Delineates lines of authority Defines SOPs Prepares staff schedule & side duties Delegates special assignment  LEADING / MONITORING Ensures availability of supplies Checks performance standards Makes follow-up Conducts regular meetings Disseminates info Coaches/trains staff Boosts employee morale  CONTROLLING CONTROLLING Establishes house rules & performance standards Makes staff accountable for infractions Gives feedback on employee performance Evaluates performance Distributes rewards Establishes control policies and procedures in all areas of operation Controls use of material resources  BUILDING CUSTOMER GOODWILL BUILDING CUSTOMER GOODWILL Attends to customer needs, requests & complaints Solicit comments Establishes rapport with guests Anticipates guest needs Enforces corrective actions against customer dissatisfaction Documents guest comments & feedback