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9780471289098

Managing Hotels Effectively Lessons from Outstanding General Managers

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  • ISBN13:

    9780471289098

  • ISBN10:

    0471289094

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 1991-09-03
  • Publisher: Wiley
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Summary

A must-read for aspiring hospitality industry leaders

Managing Hotels Effectively: Lessons from Outstanding General Managers is the essential text for anyone working in or aspiring to the hospitality industry. Expert discussion from industry leaders drives home the importance of service, strategic planning, and effective leadership while giving readers a glimpse into the complex mechanics of running a successful hotel. From organizational structure and staffing to communications, revenues, and day-to-day activities, this book provides an informative look into the myriad duties of the general manager.

Author Biography

Eddystone C. Nebel is the author of Managing Hotels Effectively: Lessons from Outstanding General Managers, published by Wiley.

Table of Contents

Preface xvii
Acknowledgments xxi
Introduction xxiii
The GM Research xxiii
The GMs xxiv
Unifying Theme xxvii
References xxviii
The Environment of The Hotel Business
1(27)
The Glamour of it All
2(7)
The Hotel as History
3(1)
The Hotel as Excitement
4(3)
The Hotel as Theater
7(1)
A City Within a City
8(1)
A Vocation
8(1)
The Pace of a Hotel
9(9)
Hotel Cycles
10(1)
Open for Business 8,760 Hours per Year
10(2)
Scope of Operations
12(2)
The Unpredictability of Problems
14(2)
The Immediacy of Problems
16(2)
The Need for Dedication
18(1)
The Competitive Environment
18(6)
Hotels Are Commodities
19(1)
Permanent Overbuilding
20(1)
Rooms Are Perishable Products
21(1)
Forecasting Demand
22(2)
Conclusion
24(2)
References
26(1)
Questions
26(2)
Service, People, and Profits in the Hotel Business
28(29)
Service Counts
28(8)
Service Is Intangible
31(1)
Setting Service Standards
32(3)
Service Consistency
35(1)
Attitudes Toward Service
36(1)
People Serving People
36(12)
Guests
37(2)
Employees
39(7)
Managers
46(2)
Owners, Profits, and Managers
48(5)
Absentee Owners
48(2)
Corporate Input
50(1)
Profits Versus Service
50(2)
Profits During Good Times and Bad
52(1)
Conclusion
53(2)
References
55(1)
Further Reading
55(1)
Questions
55(2)
An Overview of Strategic Planning
57(27)
The Nature of Strategic Planning
57(2)
Strategic Planning Defined
57(1)
Distinguishing Characteristics of Strategic Planning
58(1)
The Strategic Planning Hierarchy
59(4)
Strategic Planning and the Corporate Organization
60(1)
Corporate-Level Strategic Planning
61(1)
Business-Level Strategic Planning
61(1)
Functional Level Strategic Planning
62(1)
Strategic Planning and the Individual Hotel
62(1)
The Strategic Planning Process
63(17)
Overview of the Strategic Planning Process
64(2)
Setting Organizational Goals
66(4)
Formulating a Strategic Plan
70(6)
Strategy Implementation
76(2)
Evaluating the Strategic Plan
78(1)
The Time Horizon of Strategic Planning
79(1)
Conclusion
80(2)
References
82(1)
Questions
82(2)
Planning in Hotels
84(27)
The Hotel Planning Context
84(5)
The Hotel Planning Time Horizon
86(1)
The GM's Role in Strategic Planning
87(2)
Setting Hotel Goals and Objectives
89(9)
Determining Markets to Serve
90(1)
Setting Service and Quality Standards
91(2)
Other Goals and Objectives
93(1)
Productivity Goals
93(2)
Human Resource Goals
95(1)
Profitability Goals
95(2)
Developing a Hotel's Culture
97(1)
Formulating a Strategic Plan
98(11)
An Aggressive Strategic Plan
100(5)
A Time for Retrenchment and Turnaround
105(4)
Conclusion
109(1)
References
109(1)
Questions
110(1)
Hotel Organization
111(33)
An Overview of Organizational Design
111(19)
The Elements Of Organizational Structure
112(1)
Specialization
112(3)
Departmentalization
115(3)
Authority
118(1)
Line Versus Staff Authority
118(1)
Span of Control
119(3)
Coordination of Activities
122(3)
Static Principles of Organizational Design
125(1)
Chain of Command
125(2)
Unity of Command
127(1)
Delegation
128(2)
The Hotel Functional Organizational Design
130(11)
A Mid-Sized Hotel's Organizational Design
130(1)
The Rooms Department
130(3)
The Food and Beverage Department
133(1)
Sales and Marketing
134(1)
Personnel
135(1)
Accounting
135(2)
A Large Hotel's Organizational Design
137(2)
Strengths of the Functional Organization
139(1)
Weaknesses of the Functional Organization
139(2)
Conclusion
141(1)
References
142(1)
Questions
142(2)
Coordinating the Activities of a Hotel
144(13)
The Need for Interdepartmental Coordination
144(2)
The Executive Operating Committee
146(4)
Other Hotel Committees and Meetings
150(6)
The Variety of Hotel Committees and Meetings
151(1)
Meetings and Communications
151(5)
Conclusion
156(1)
References
156(1)
Questions
157(1)
Hotel Staffing
157(16)
The Hotel Staffing System
159(11)
Job Design
159(1)
Employee Selection
160(5)
Training and Development
165(3)
Performance Appraisal
168(2)
Employee Compensation
170(1)
Conclusion
170(1)
References
171(1)
Questions
171(2)
Motivation
173(37)
Understanding People
173(2)
Motivation and Work
175(5)
Assumptions About People
176(1)
A Changing View of Workers
177(2)
The Motivational Process
179(1)
Individual Needs
180(9)
Theory X and Theory Y
180(2)
A Needs Hierarchy
182(3)
The Need for Achievement
185(2)
Worker Satisfaction and Dissatisfaction
187(2)
Motivational Process
189(12)
An Expectancy Theory of Motivation
190(5)
Goal Setting and Management by Objectives
195(3)
Equity as Part of the Motivational Process
198(2)
Behavior Modification
200(1)
Job Satisfaction and Job Performance
201(4)
Does Satisfaction Lead to performance?
202(1)
Does Performance Lead to Satisfaction?
202(1)
Some Practical Considerations
203(2)
Views of Hotel GMs
205(1)
Conclusion
205(2)
References
207(1)
Questions
208(2)
Communication in Hotels
210(19)
The Intensity of Communications in Hotels
210(3)
The Key Role Played by Communications
213(3)
Tips for Better Communication
216(4)
It's Easy to get into Trouble
217(2)
Misunderstanding Slow Service
219(1)
GMs Caught in the Act of Communicating
220(6)
Putting Yourself in the Other Person's Shoes
221(1)
Rushing to Judgment
221(1)
No Such Thing as an Interruption
221(3)
You Can Learn Only When Someone Else Is Talking
224(2)
If You Do All the Talking You'll Also Have to Do All the Thinking
226(1)
Conclusion
226(1)
References
227(1)
Questions
228(1)
Leading People
229(32)
The Importance of Leadership
229(4)
Leadership in Hotels
230(2)
What Is Leadership?
232(1)
Leadership Traits and Sources of Power
233(3)
Leadership Traits
233(1)
Sources of Leader Power
234(2)
Leader Behavior
236(12)
Authoritarian Versus Participative Leadership
237(1)
Pros and Cons of Authoritarian and Participative Leadership
238(1)
Factors Affecting Leadership Style
239(1)
GM Leadership Behavior: Authoritarian Versus Participative
240(3)
Consideration and Initiating Structure
243(1)
The Management Grid
243(1)
Factors Affecting Leadership Style
244(1)
GM Leadership Behavior: Task Versus People
245(3)
GMs Attention to Detail and Follow-up as a Leadership Trait
248(1)
Choosing a Leadership Style
248(8)
How Follower Maturity Affects Initiating Structure and Consideration
249(1)
Choosing a Leadership Style
249(1)
How GMs Act
250(1)
How to Choose Between an Authoritarian and a Participative Leadership Style
251(1)
Choosing a Decision-Making Leadership Style
251(3)
GMs and Decision Making
254(2)
Conclusion
256(2)
References
258(1)
Further Reading
259(1)
Questions
259(2)
Leading Organizations
261(33)
American Dominance Challenged
261(2)
Characteristics of a Japanese Business
263(2)
Theory Z
265(1)
Type Z Organizations
265(3)
Why Type Z Firms Are Top Performers
267(1)
The Art of Japanese Management
268(3)
Interdependence and Junior-Senior Relationships
268(1)
An American Example of Japanese Management
268(1)
Superordinate Goals
269(2)
Japanese Management in the Hotel Business
271(5)
Turnover and Its Consequences
271(1)
Specialized Career Paths
272(1)
Holistic Relations and Trust
273(1)
Collective Decision Making and Collective Responsibility
273(3)
In Search of (American) Excellence
276(9)
Attitudes Toward People
277(1)
Values and Meaning
278(3)
Management by Wandering Around
281(1)
Hotel GMs Searching for Managerial Excellence
282(3)
Some Thoughts About American Leaders
285(6)
Attention Through Vision
286(1)
Meaning Through Communication
286(1)
Trust Through Positioning
287(2)
Self-development
289(2)
Conclusion
291(1)
References
292(1)
Further Readings
292(1)
Questions
293(1)
An Overview of Controlling Hotel Operations
294(15)
Feedback Control
295(3)
Simple Feedback-Control Process
295(1)
Where Feedback Control Cannot Be Used
296(1)
Feedback Control in Hotels
296(2)
Control Tractics
298(3)
Results Accountability Controls
298(1)
Specific-Action Controls
299(1)
Personnel Control
300(1)
Choosing the Right Control Strategy
301(6)
Specific-Action Controls
301(3)
Results Control
304(1)
Personnel Control
305(2)
Conclusion
307(1)
References
307(1)
Questions
308(1)
Controlling Results: Hotel Revenues and Costs
309(29)
The Beginning Forecast
311(6)
Occupancy Forecast
311(3)
Departmental Forecasts
314(3)
Forging the Annual Business Plan
317(6)
Group Consensus at The Regal Hotel
317(5)
Making Difficult Choices at The St. Charles Hotel
322(1)
The Final Business Plan
323(1)
The Monthly Control Cycle
323(13)
The Thirty- To Ninety-Day Forecast
323(1)
The Monthly Forecast
324(5)
The Profit and Loss Forecast
329(2)
The Ten-Day Planning and Control Cycle
331(5)
Conclusion
336(1)
References
337(1)
Questions
337(1)
Control: Getting Employees To Do Things Right and To Do the Right Things
338(28)
Specific-Action Controls: Getting Employees to do Things Right
338(11)
Introductory Training: The ``Dos'' and ``Don'ts'' of Working for a Living
339(2)
Doing Things Right on the Job: Housekeeping Room Attendants
341(2)
Specific-Action Controls for Managers
343(3)
Systems of Specific-Action Controls
346(2)
Direct Supervision as a Form of Specific-Action Controls
348(1)
Personnel Control: Getting People to do the Right Things
349(12)
Telephone Training: Simple Training for a Critical Skill
349(1)
Guest-Relations Training
350(4)
Total Employee Training
354(2)
Employee Relations Programs
356(1)
Employee Programs
356(3)
Employee Surveys
359(1)
Employee Turnover
360(1)
Conclusion
361(3)
References
364(1)
Questions
364(2)
The GMs' Background and Personal Characteristics
366(31)
The GMs' Backgrounds
367(1)
Formal Education
367(3)
Strengths and Weaknesses of the GMs' Formal Education
370(1)
Choice of a Hotel Career
371(1)
Types of Experience and Career Progression
372(3)
Major Career-Decision Points
375(3)
Future Ambitions
378(1)
Personal Characteristics of the GM
378(7)
GMs' Outlook About Their Jobs
379(1)
Tough Job Decisions
379(2)
Recent High and Low Points in the GMs' Lives
381(1)
Likes and Dislikes of Being a GM
382(1)
Views About Family
383(1)
Self-Evaluation
383(1)
Others' Evaluation's
384(1)
Personal Characteristics of the Ideal GM
385(7)
Needs and Drives
386(1)
Attitudes and Values
387(1)
Interpersonal Orientation
388(1)
Temperament
389(1)
Cognitive Orientation
390(2)
Conclusion
392(3)
References
395(1)
Further Readings
395(1)
Questions
396(1)
The Day-to-Day Activities of Outstanding Hotel Managers
397(32)
The Challenges of the GM's Job
398(8)
Job Demands and Relationship Demands
398(1)
Short Run Demands
398(1)
Intermediate-Run Demands
399(1)
Long-Run Demands
400(1)
The Roles a GM Must Play
401(1)
Managerial Roles as Operational Controller
402(2)
Managerial Roles as Organizational Developer
404(1)
Managerial Roles as Business Maintainer
405(1)
The GM as Information Focal Point
405(1)
Watching a Hotel GM Manage
406(19)
A Typical Day
407(5)
Characteristics of Managerial Work
412(1)
Hotel GMs Perform a Great Amount of Work (Mintzberg's number 1/Kotter's number 1)
413(1)
Hotel GMs Perform a Wide Variety of Activities (Mintzberg's number 2/Kotter's number 2, 3, 4)
413(2)
Hotel GMs Make Many Small Decisions on Current Issues (Mintzberg's number 3/Kotter's number 5)
415(1)
Hotel GMs Have Extensive Dealings With the Outside World (Mintzberg's number 4/Kotter's number 6 and 7)
416(1)
Hotel GMs Spend Their Work Days in Intensive Verbal Communication (Mintzberg's number 5/Kotter's number 8)
417(1)
Hotel GMs Allocate Their Time by Reacting to the Events That Take Place Around Them (Mintzberg's number 6/Kotter's number 9)
418(5)
Additional Aspects of Managerial Work
423(2)
Conclusion
425(2)
References
427(1)
Further Readings
427(1)
Questions
428(1)
APPENDIX 429(4)
General Manager Questions
429(1)
Divisional Head Questions
430(3)
Index 433

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