Control functions
Management is seen as a process, a series of continuous interrelated management functions. Each managerial function is also a process, since it also consists of a series of interrelated actions. The process of managing a hotel complex is the sum total of all functions.
The process of managing a hotel complex has four interrelated functions: planning, organization, motivation and control.
Planning
Planning is the main function of managing the hotel complex, it is an activity for the formation of means of influence that ensure the achievement of the set goals. Planning is applied to important decisions that determine the further development of the hotel complex.
The essence of planning is manifested in the specification of the development goals of the entire hotel complex and each of its divisions separately for a specified period: the definition of economic tasks, the means to achieve them, the timing and sequence of implementation, the identification of material, labor and financial resources to solve the tasks.
Planning makes it possible to take into account in advance the internal and external factors providing favorable conditions for the normal functioning and development of the hotel complex.
The field of activity called management can be divided into separate functions, which are concentrated in three main groups:
General management(establishment regulatory requirements and management policies, innovation policies, planning, organization of work, motivation, coordination, control, responsibility);
Management of the structure of the enterprise (its creation, subject of activity, legal forms, relations with other enterprises, territorial issues, organization, reconstruction, liquidation);
Specific areas of management (production, marketing, personnel, finance, fixed assets).
Thus, the management function is an activity based on the division and cooperation of management and is characterized by a certain homogeneity, complexity and stability of the impact on the object by the subject of management.
Hotel planning includes the following:
Development of a strategy consistent with marketing strategies and market analysis tourism market;
Determination of economic factors affecting the efficiency and completeness of the implementation of hotel management;
Drafting budget plan and formation of pricing policy;
Long-term and short-term planning of the activities of the structural divisions of the hotel;
Assessment of risks associated with the hotel business;
Planning the loading of the room stock, seats at catering establishments, animation and health-improving centers and vehicles.
Organization
This is the second function of management, aimed at streamlining the activities of the manager and performers. If the planning function answers the questions of what to include in the plan, what to do, what to foresee, etc., then the organization function raises the questions of who and how will organize the implementation of the plan. Thus, the implementation of this function is associated with a clear implementation of activities by both the manager himself and his subordinates. To do this, in accordance with the main areas of activity, a functional organizational structure is formed in the hotel, which includes the following:
Organization of hotel personnel management;
Provision of information, material, financial and time resources;
Organization of the functioning of engineering and technical communications;
Staffing, training and development of personnel;
Providing informational, economic, aesthetic, domestic and psychological comfort.
Recruitment
The management function, aimed at solving the most important tasks of the personnel direction, includes the selection and recruitment of employees of the most qualified and meeting the requirements of the hotel industry standards. The peculiarity of this function in the management of the hotel is that the management and maintenance personnel work in the "man - man" system.
Motivation
Motivation is understood as the process of stimulating employees to activities aimed at achieving the individual and general goals of the enterprise. To deliberately influence people, methods of coercion and encouragement are used (the policy of carrots and sticks). However, economic and administrative methods do not always work effectively. Management theorists are developing new ways of motivation to work, based on psychological motives.
Methods of motivation are perceived different people differently. Some prefer moral, others - material incentives. The main ways of motivating labor are combined into five relatively independent areas:
1) material incentives;
2) quality improvement work force;
3) improvement of labor organization;
4) involvement of personnel in the management process;
5) non-monetary incentives.
Coordination and regulation
With the help of this function, tasks related to the division of labor in the management apparatus are solved. hotel business. The purpose of coordination and regulation is to establish interaction in the work of all departments, managers and specialists, as well as to eliminate interference and deviations from the specified mode of operation.
In hotels, sometimes unexpectedly there is a need to concentrate material, labor and financial resources in critical areas. In this regard, there are deviations from the originally specified conditions. For example, deviations can be caused by interruptions in supply, violations of personnel labor discipline, lack of financial resources, temporary resources, electricity, etc. Violations of coordination lead to the fact that managers do not know about each other's work and act separately.
Coordination in the hotel should be carried out with the help of meetings, contacts of duty service managers during shift changes or during personal communication of managers related to the coordination of work plans and making adjustments to them, as well as when coordination of work between performers is necessary.
Control
Control is a management function by which the hotel enterprise ensures the achievement of its goals. Control is understood not as the manager's desire to convict someone of wrong actions, deeds or mistakes, but as a timely preventive detection of possible deviations. The American researcher R. Waterman called control the art of management. Let's name the objects of control inside the hotel:
Evaluation of the achieved results of industrial activity;
Personnel evaluation and system of its encouragement and informing;
Compliance with service technology standards, personnel appearance and behavior standards;
Engineering systems and equipment (gas, water, electricity).
This management function refers to the extent to which planned goals are actually achieved. Evaluation also means revision, if necessary, of modifications to the goals, services of the hotel, both informational and production.
Motivation function
The main functions of motivation are:
Motivation to action
Control and maintenance of behavior.
Motivation to action. Motives - this is what makes a person act or is an incentive to act. In this sense, a person who actively acts to achieve a certain goal that will allow him to satisfy some need will be considered as motivated, and passive, indifferent or inactive - as unmotivated or having low motivation.
Direction of activity. People are constantly making decisions about how they will achieve their goals. For example, a hungry person may choose between having lunch at home, at work, or eating outside. A person experiencing a feeling of loneliness may choose between different friends or different companies. An employee seeking to make a favorable impression on his supervisor may also choose to different variants: to work especially diligently on an important task, to render some kind of service to the leader or to flatter him. All these actions have something in common - they are some choices that direct a person's efforts to achieve a specific goal that allows them to satisfy a corresponding need.
Control and maintenance of behavior aimed at achieving the goal is expressed in a certain persistence in achieving this goal. Motivation makes a person biased, interested. So a person whose behavior is determined by monetary motivation, striving to earn money, in different situations and under different circumstances will act in accordance with this dominant. He will consider the tasks assigned to him or the opportunities that open up mainly from the point of view of the possibility of making money.
High returns from employees are possible only if they are interested in the final result and have a positive attitude towards the work performed. This is possible only when the process of work and its final results allow a person to satisfy the most important of his needs. That is, when he has a high level of labor motivation. Leader who wants to influence labor motivation subordinates, in this work it is necessary to take five steps in order to achieve the desired result:
Step 1. Assessment of the needs of employees, which determine their work behavior, attitude to work and to work tasks.
Step 2. Determination of those factors that affect the labor motivation of employees, determining their attitude to work, the degree of interest in the final results and their willingness to work with full dedication.
Step 3. Development of such measures of influence, building such a motivating working environment that promotes a high interest in the final results, a positive attitude towards the work performed and the organization. Step 4. Impact on work motivation, taking into account individual characteristics worker.
Step 5. Evaluation of the effectiveness of the selected interventions and their adjustment, if necessary.
18. Hotel planning forms
According to the timing, the following types of planning are distinguished: long-term, current and operational-production.
Forward planning is based on forecasting, otherwise it is called strategic planning. With its help, the prospective need for new types of products, the commodity and marketing strategy of the enterprise for various sales markets, etc. are predicted. Long-term planning is traditionally divided into long-term (10-15 years) and medium-term (5 years), or five-year planning.
The long-term plan, for 10-15 years, has a problem-target character. It formulates the economic strategy of the enterprise for a long period, taking into account the expansion of the boundaries of existing sales markets and the development of new ones. The number of indicators in the plan is limited. The goals and objectives of the long-term plan are specified in the medium-term (five-year) plan. The objects of medium-term planning are the organizational structure, production capacities, capital investments, needs for financial means, research and development, market share, etc.
Currently, the deadlines for the implementation (development) of plans are not binding and a number of enterprises are developing long-term plans for a period of 5 years, medium-term plans for 2-3 years.
Current (annual) planning is developed in the context of a five-year plan and refines its indicators. The structure and indicators of annual planning vary depending on the object and are divided into factory, shop, brigade.
Operational production planning refines the tasks of the current annual plan for shorter periods of time (month, decade, shift, hour) and for individual production units: shop-site-team-workplace. Such a plan serves as a means of ensuring the rhythmic output of products and the uniform operation of the enterprise and brings the planned target to the direct executors - the workers. Operational production planning is divided into intershop, intrashop and dispatching. The final stage of the factory operational and production planning is shift-daily planning.
In general, long-term, current and operational production planning are interconnected and form a single system.
Introduction
Features of managing a hotel enterprise
Hospitality
Automated hotel management system
Cooperation with management company
Hotel Management Agreement
Introduction
The hospitality industry is a type of business that consists of services that are based on the principles of hospitality, characterized by friendliness towards guests.
The hospitality business is one of the fastest growing emerging industries, which accounts for about 6% of the world gross national product and about 5% of all tax revenues, stimulating, in addition, the development of other areas: construction, trade, Agriculture, production of consumer goods, etc.
An important place in the industry is occupied by the hotel business, the wide and diverse nature of which also includes elements of related sectors of the industry, such as food, leisure and entertainment, etc. Accordingly, the hotel business demonstrates a wider and more diverse organizational structure than other sectors of the industry.
On the present stage The hospitality industry is developing at a rapid pace, trying to meet the ever-increasing needs of the population and, of course, make a profit. To this end, new services are being created at the enterprises of the hotel industry and old services are being improved. Improvements also require management methods: it is important to be able to correctly and competently combine them with each other in order to achieve the optimal result.
The hospitality industry has General characteristics that define the nature of the hospitality industry. And it, in turn, forms the organizational structure of the enterprise, determines the management policy.
At the present stage, the hotel industry as a branch of the economy is developing quite rapidly, and the hotel business as a whole increases the GDP of any country. Therefore, this business is profitable if it is properly managed and you know such an industry as tourism management.
All this makes the topic of hotel management extremely relevant and creates prerequisites for studying existing management methods and possible proposals for new ways to combine them.
Target term paper: to study what methods are currently used in the management of enterprises in the field of hotel business and explore how best to combine these methods to achieve a good result for both the entrepreneur and the service consumer.
The subject of the research is the managerial side in the hotel business, namely the methods of managing a hotel enterprise.
Features of managing a hotel enterprise
The hotel business belongs to the service sector. By its nature, management in the service sector is heterogeneous: it acts as a unity of interrelated and interdependent functions, individual and collective labor, relations of various forms of ownership, etc. But under all conditions, it is the most important link implementation of the socio-economic tasks of the state in the service sector.
Management functions are specific types of purposeful activities focused on achieving the desired results.
The management functions reveal the essence and nature management activities in the service sector, the place of management in the system of their production and circulation is displayed.
The criterion for improving the management of the hotel industry is the level of satisfaction of the diverse needs of people in the services they need. The most effective activity consistent with this criterion is achieved when the features of management in this area are taken into account.
Management of all areas economic activity must necessarily be carried out through a reasonable combination of centralization with decentralization.
In the hospitality industry, unlike many other areas human activity the functions of creating and selling services are closely intertwined, merging into a single production process. Compared to, for example, industrial enterprises, in the service sector, as a rule, there are no external intermediaries for the sale of its goods. Services are delivered to consumers primarily on an individual basis.
The process associated with services in the hotel industry that have a real form can be divided into two interdependent parts: the organization of human service and the organization of the material production of services.
Since the service sector is designed to serve a specific person with his individual needs, the initial and indispensable condition for material production is direct contact with the customer. In this regard, there is a need to study the demand for services, their advertising, collecting orders, taking into account the wishes of the customer. It is also necessary to coordinate with him the terms of their execution, forms of service. At the same time, it is important to create maximum conveniences, comfortable conditions, proper ethics and culture, and take into account many other aspects of organizing customer service.
The success of managing a hotel business depends on many factors related to the psychology of customers, the natural and climatic conditions of the region, the standard of living of people, national characteristics and traditions of the population, changes in the structure of needs, the network of service enterprises, and transport communications. Service is the most visible side of the activity of the service sector, which is often used to judge the state of the service in general.
Improving the management of service processes, which manifests itself primarily in identifying people's requests, rational organization of the flow of orders, in the development of progressive forms of service provision, and training of service organizers, is one of the most urgent tasks.
The ultimate goal of managing a hotel enterprise is to increase the total result of the activities of workers in the contact zone and production in the form of a service provided that meets the needs of the customer. The quality of management in the hotel business largely depends on the effectiveness of the interaction between the processes of the actual service and the material production of services, which ensure the smooth functioning of the entire system as a whole.
Thus, the hotel business has the following features:
· A large number of enterprises of various sizes and types are scattered throughout the country and the world;
· Many enterprises work around the clock and all days of the week;
· Prices are fixed and high, supply is also fixed, but there are seasonal fluctuations depending on unpredictable demand;
· This is an industry and production and service;
· There are different clients with different needs and expectations;
· The service is directed directly to the client, and the product offered has a tangible and intangible nature;
· Many operations are combined, most of them are performed simultaneously;
· A high level of coordination is required and often within a very short timeframe;
· Managers are required to have a high level of professionalism and skill, especially in matters of management;
In addition to highly skilled labor, there is also a lot of unskilled labor;
· Most of the jobs are low-paid;
Staff are often forced to work after hours;
· The share of youth, female and half-hour work is great;
· Many workers from other countries;
· High turnover within the industry (between industries) and out of it.
All this should be known and taken into account by an experienced manager.
The nature of the public service process predetermines special methods and organizational structures service sector management.
Hospitality
The hospitality industry is one of the dynamically developing areas of the service sector. The hotel business is multifaceted, and managing it is a complex and time-consuming task that requires new management technologies. Management of any business today is impossible without the active use of information technologies due to the rapid penetration into all spheres of society of personal computers and the Internet.
The hotel business has not remained aloof from these trends. The computerization of the hotel business today includes three stages.
1. Automation of business processes inside the hotel.
About 70% of Western and 30% of Russian hotels use various automated control systems (ACS) to manage internal business processes. The ACS is based on an information system - a combination of a database and a set of software and hardware tools for processing information stored in this database.
Information about the work of the hotel is accumulated and stored (in a database) on one of the powerful computers called the server. Client-server building technology information systems provides access to the database from any workplace in accordance with access rights.
Server without data and related local network workplaces of divisions, with installed on them software, form the hotel's internal Internet system.
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 was a historical evolution of the word. If at the beginning of the 20th century, when the term only came into use, and scientific management was taking its first steps, the concept of “management” meant a set of processes of scientific management of production and production personnel, was limited to the economic sphere of activity, then at present management is an art and the science of management in general, it has both a scientific and an applied, practical side. We found that the frequent use of the term "management" in the meaning of "management" is wrong, because. both concepts are in generic relations with each other.
Introduction
The hotel is the main enterprise of the hospitality industry, which receives and serves visitors; collective accommodation facility, consisting of a certain number of rooms, having a single management, providing a set of services and grouped into classes and categories in accordance with the services provided and room equipment. 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 practitioners), and the introduction of modern management methods began only in the middle of the 20th century. It used to be believed that hospitality management is so specific that management theory is not applicable to hotels. .
1. Introduction 3 2. The essence of management in the hotel complex………………….…..4 3. Theoretical basis functions of management in the field of hospitality………………………………………………………………..5 4. Practical bases of management functions in the field of hospitality…………………………… ……………………………………11 5. Conclusion………………………………………………………………..18 6. List of references… …….............................................nineteen
Bibliography
1. Aleksandrov G.I. Management in the service sector// VNIINTPI: express-inform. - 2015. - No. 3, P. 145-168 2. Bogolyubov V.S. Financial management in tourism and hotel industry / V.S. Bogolyubov. - M.: "Delo", 2014. - 253 p. 3. Brymer K. Fundamentals of management of enterprises and organizations in the hospitality industry// Alma mater: Vestnik vysshei shkoly. - 2013. - No. 6. - P. 40-47 4. Eliseeva T.I. Organization and manager of the hotel industry / T.I. Eliseev. - M.: "Economics", 2016. - 235p. 5. Ismaev D.K. Marketing and quality management of hotel services / D.K. Ismaev. - St. Petersburg: "Peter", 2017. - 26 p. 6. Karanevsky P.I. Educational and methodological manual on the discipline "History of entrepreneurship in the tourism and hospitality industry" / P.I. Karanevsky. - M.: (b.i.), 2015. - 17s. 7. Management: Textbook / ed. Prof. IN AND. Queen. - M.: "Economist", 2016. - 432 p. 8. Pankova L.V. Features of strategic planning at the enterprise of the hotel industry / L.V. Pankov. - St. Petersburg: "Peter", 2016.- 222p. 9. Papiryan G.A. Management in the hospitality industry / G.A. Papirian. - M.: "Economics", 2017. - 253 p. 10. Porshnev A.G. Management: theory and practice in Russia / A.G. Porshnev. - M.: "Economist", 2016. - 364 p. 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. - St. Petersburg: "Piter", 2016. - 400 p.
An excerpt from 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 practitioners), and the introduction of modern management methods began only in middle of the XX century. It used to be believed that hospitality management is so specific that management theory is not applicable to hotels. The goal of hotel management is to find ways to improve the efficiency and quality of hotel life in today's market conditions through professional management. The tasks of professional management are as follows: 1. it is necessary to clearly know the main functions and connecting processes of managing a hotel enterprise; 2. be able to make the most of the available information in the process of making managerial decisions; 3. own methods of modeling and optimization of management decisions; 4. identify and analyze the risk factors associated with the development and adoption of management decisions in the process of managing a hotel enterprise; 5. accept effective solutions in conflict situations; 6. manage recruitment for hospitality enterprises based on modern methods of personnel selection and evaluation; 7. develop and implement management decisions based on modern psychological approaches. 2.Theoretical foundations of management functions in the hospitality industry Management is a professional management of an enterprise in the conditions of market relations in any field 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 businesses and entrepreneurs serving tourists. Management functions are a specific type of management activity, which is carried out by special methods and methods, it is also the appropriate organization of work and control of activities.
Introduction…………………………………………………………………………… 3
………………………………………………………………………… 4
…………………………………………………………………………. 13
Chapter II: Personnel management in the field of hospitality as the basis for the effective operation of an 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, the problem of improving the management of the company's personnel plays a special role. 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, to increase the level of his qualifications, competence, responsibility, and initiative.
For all organizations - large and small, commercial and non-commercial, industrial and service industries, people management is essential. Without people, there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, human resource management is one of the critical aspects theory and practice of management.
The object of the study is the staff of the organization in the hotel.
Subject of study - personnel management, methods and functions of management by human resourses.
The purpose of the study is to consider the features of personnel management in the hospitality industry.
Research objectives:
1. Consider management schools.
2. Expand the concepts and stages of personnel management.
3. Highlight the features of the personnel policy in the hotel.
4. Highlight the requirements for a hotel manager.
5. Analyze the functions of the HR manager
Methods used in the study:
1. Literature analysis.
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 government. Before Taylor, productivity was driven by the “carrot” principle—how much you do, you get. but this approach By the end of the 19th - beginning of the 20th century, it had exhausted itself.
With the development of industry, management could not be based on such a primitive basis. Taylor came up with the idea of organizing labor, which "involves 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 capture the production process as a whole, especially since this is an ever-changing action. Thus, at the beginning of the century, the role of the manager in deciding what to do, how to do it, to what extent, grew immeasurably and the regulation of the work of the performer 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 power for a long time.
Typical for the classical school is the example of research by Frank and Lillian Gilbert, who, with the help of special watches - microchronometers and a movie camera, identified and described 17 basic elementary hand movements, subsequently recommending them for the rational organization of labor.
Weber believed that a functioning organization can be "decomposed" into its component parts and "normalized" the work of each of them. Such a division of labor specializes the staff and accordingly builds the organization on a linear basis (that is, everyone is responsible for their actions only to the superior). In addition, Weber proposed and substantiated other thoughts on building a bureaucratic system. In particular, he believed that it was 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."
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 not a trace left of the former power of the British fleet, 33,000 civil servants barely manage the fleet, which is practically non-existent.
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 eminent French engineer Henri Fayol, who developed the theory at a higher level of management.
In General and Industrial Administration, Fayol outlined the scope of 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 affecting either materials or mechanisms).
The main function of management, its most important part, Fayol believed administration.
He created an "administrative science", which was based on 14 provisions-principles:
1. Division of labor.
2. Authority and responsibility. Where authority is given, there responsibility arises.
3. Discipline.
4. Unity of command. An employee should receive an order from only one immediate superior.
5. Unity of directions.
6. Subordination of personal interests to the general.
7. Remuneration of personnel.
8. Centralization.
9. A scalar chain is a series of people in leadership positions, from the person in the highest position to the lowest level manager. It is a mistake both to refuse and to support this hierarchy, which is detrimental to business interests.
10. Order. A place for everything and everything in its place.
11. Justice.
12. Stability of the workplace for staff.
13. Initiative.
14. Corporate spirit.
The 14-provision system is not only flexible, but allows for the possibility of introducing new provisions. So in modern literature, management functions most often include planning, organization, leadership, accounting, control and analysis. The approach to understanding this or that function changed, however, in general, their composition, determined by the representatives of the classical school, remained almost unchanged.
The classical school, having passed certain stages of development, having perfectly studied the technical side production process has largely exhausted its potential.
A “behavioral school” began to form, which studied human behavior in the 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 level of illumination in the workplace and noted a significant increase in productivity. Then, for scientific purposes, the experimenter reduced the level of illumination, but the productivity increased again. After numerous experiments, it was concluded that labor productivity is growing not because of 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 financial 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 mainly 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 have studied human behavior not specifically in the production environment, but in general in various life situations: Carnegie, Mackenzie, Small, Robert, Tilliman. This direction in the development of the science of man probably has many unanswered questions. For example, psychology has not studied the loneliness of a person at all, and yet 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, the fact that management practitioners have a colossal information base makes it possible to use the acquired knowledge with a certain return.
The first major achievement of the behavioral school was the proof of the fact that not only material factors, but also psychological and partly social ones, influence the productivity of the performer.
In this regard, an 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 in other sections. Moreover, no material incentives could improve the situation. As a result of special studies, Mayo came to the conclusion that the reasons for this situation were the organization of labor, which excludes the possibility of communication, and the prestige of the profession. However, as soon as two ten-minute rest breaks were introduced, the situation immediately changed: the turnover of the workforce dropped sharply, and output increased.
Even before E. Mayo received practical results, they were theoretically anticipated by Mary Follet. The range of issues that she considered included such categories as “power” and “authority”, their differentiation and informal perception, responsibility and delegation of responsibility, participation of workers in management, which was fundamentally new for the West. M Follet considered the problem of conflicts, classifying them into dominance, compromise, integration, with the development of appropriate recommendations.
All these questions had elements of scientific novelty or were raised for the first time. These and some other thoughts were the subject of studies by E. Mayo in Hawthorne.
The conclusions of the Hawthorne studies boiled down for the most part to three postulates:
1. man is a "social animal";
2. rigid hierarchy of subordination, formalization of organizational processes are incompatible with human nature;
3. The solution of a person's 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 relations has replaced the classical school.
Modern management theories.
Douglas McGregor analyzed the performer's activities in the workplace and found that the manager can control the following parameters that determine the performer's actions:
1. Tasks that the subordinate receives;
2. The quality of the task;
3. Time of receipt of the task;
4. Estimated time to complete the task;
5. Funds available to complete the assignment;
6. The team (environment) in which the subordinate works;
7. Instructions received by a subordinate;
8. Persuasion of the subordinate in the feasibility of the task;
9. Persuading the subordinate to be rewarded for successful work;
10. The amount of remuneration for the work done;
11. The level of involvement of the subordinate in the circle of problems related to work.
Based on these factors, McGregor formulated two different approaches to management, which he called Theory X and Theory Y.
Theory X and Theory Y on human behavior can be represented as follows:
Theory "X"
1. A 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 make him work to achieve the goals of the organization.
3. The average person prefers to be led, he prefers to avoid responsibility, he has little ambition, he needs security.
Theory "U"
1. Work is as natural to a person as play.
2. External control is not the only means of combining efforts to achieve the goals of the organization. Man can exercise self-government and self-control by serving the ends to which he is committed; commitment is formed as a result of rewards associated with the achievement of goals.
3. The average person seeks responsibility, his desire to avoid responsibility is usually the result of past disappointment and is caused by bad 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 the disappointment of a person and turns into an enemy of the organization
This division is purely theoretical and in practice there is a combination of different management styles. This phenomenon is called a combination of leadership styles.
In their 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 a system open type.
"Business isolated from outside world, is supplanted by business, which is hit by a rapidly emerging, constantly changing set of external forces.
Against this background, William Ouchi offered his understanding of the issue under consideration, which was called the theory "Z" and the theory "A", which was largely facilitated by differences in management, respectively, in Japanese and American economies.
Human resource management models.
| hike | Japanese organizations |
|
Human | Small investment in education. Training in specific skills. Formalized assessment. | Large investment in education. General training informal assessment. |
Labor | In the first place are external factors. Short term hire. Specialized promotion ladder. | First, there are internal factors. Long term hire. Non-specialized promotion ladder. |
Devotion organizations | Direct employment contracts. external incentives. Individual work assignments | implied contracts. internal incentives. Group orientation at work. |
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 theories "Y" and "Z", in any case, the leading companies in developed countries not only use the recommendations of these theories, but also actively develop them.
The use of scientific works in the management organization will enable enterprises in any field to reach a new level, which will allow them 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 that an organization has; people with a complex set 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 of the organization and specialists of departments, including the development of the concept and strategy of personnel policy, principles and methods of personnel management of the organization. It consists in the formation of a personnel management system; planning of personnel work, development of an operational plan for work with personnel; personnel marketing; determining the human resources potential and the needs of the organization in personnel.
Responsibility for the overall management of human resources in large organizations is usually assigned to professionally trained managers. In order for such professionals to actively contribute to the goals of the organization, they need not only knowledge and competence in their particular field, but also awareness of the needs of lower-level managers. At the same time, if lower-level managers do not understand the specifics of human resource management, its mechanism, opportunities 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 steps:
1. Resource planning: developing a plan to meet future human resource needs.
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 reserve created during the recruitment.
4. Definition wages and Benefits: Designing a salary and benefits structure to attract, hire 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 them and what kind of work in it receives a well-deserved assessment.
6. Training: Designing programs to teach the job skills required to do the job effectively.
7. Evaluation labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.
8. Promotion, demotion, transfer, dismissal: development of methods for moving employees to positions with greater or lesser responsibility, developing them professional experience by transferring 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 abilities and improving the efficiency of the work of managerial personnel.
Let us now consider these stages in more detail.
Manpower planning
In setting its organization's objectives, management must also determine the resources needed to achieve them. The need for money, equipment and materials is quite obvious. Few leaders miss these moments when planning. The need for people also seems quite obvious. Unfortunately, human resources planning is often not done well or is not given the attention it deserves.
Human resource planning is essentially the application of planning procedures for staffing and staffing. The planning process includes three steps:
1. Assessment of available resources.
2. Assessment of future needs.
3. Development of a program to meet future needs.
The recruitment consists in creating the necessary reserve 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, industrial, technical, administrative. The amount of recruitment work required is largely determined by the difference between the available labor force and the future need for it. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment, expansion of the scope of the organization. Recruitment is usually led from external and internal sources.
External recruitment tools include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and management firms, sending contracted people to special courses at colleges. Some organizations invite local population apply to the Human Resources Department for possible future vacancies.
Most organizations prefer to recruit primarily within their organization. Promoting your employees is cheaper. In addition, it increases their interest, improves morale and strengthens the attachment of employees to the firm. According to the theory of expectations in relation to motivation, it can be assumed that if employees believe that their career growth depends on the degree of work efficiency, then they will be interested in more productive work. A possible disadvantage of approaching the problem solely through internal reserves is that new people with fresh views do not come into the organization, which can lead to stagnation.
A popular method of recruiting through internal reserves is to send out information about an opening vacancy with an invitation to qualified employees. Some organizations have a practice of notifying all their employees of any open position, which gives them the opportunity to apply before applications from outsiders are considered. An excellent method is also to ask your employees to recommend their friends or acquaintances for work.
During the selection phase of planning management, management selects the most suitable candidates from the pool created during recruitment. In most cases, the person who is best qualified to do the actual work in the position should be selected, not the candidate who appears to be the most suitable for promotion. An objective decision on the choice, depending on the circumstances, may be based on the education of the candidate, the level of his professional skills, previous work experience, personal qualities. If the position belongs to the category where technical knowledge is the determining factor (for example, scientist), then the most important, apparently, will be education and previous scientific activity. For leadership positions, especially at a higher level, the skills of establishing interregional relations, as well as the compatibility of the candidate with superiors and with his subordinates, are of primary importance. Effective selection of personnel is one of the forms of preliminary quality control of human resources.
The three most widely used methods for collecting information required for making a selection decision are tests, interviews, and evaluation centres.
The type and amount of rewards offered by an organization are important in assessing the quality of working life. Various studies show that rewards influence people's decisions about joining, absenteeism, how much they should produce, when and whether to leave the organization at all. With good work, which gives a sense of satisfaction, the number of absenteeism tends to decrease. When the work is unpleasant, the number of absenteeism increases significantly.
The term “salary” refers to the monetary remuneration paid by an organization to an employee for work performed. An organization cannot recruit and retain a workforce unless it pays competitive rates and has a pay scale that encourages people to work in a given location.
The development of the salary structure is the responsibility of HR departments or labor resources. The structure of wages in an organization is determined by analyzing the survey of wage levels, labor market conditions, and the productivity and profitability of the organization. Developing an executive compensation structure is more complex, as it often includes benefits, profit-sharing schemes and stocks in addition to the salary itself.
In addition to wages, the organization provides its employees with various additional benefits. Of course, benefits such as paid vacations, paid sick days, health and life insurance, and pension provision, are an integral part of any permanent work. Other types of benefits include enterprise-sponsored canteens and cafeterias, loans at a reduced interest rate for the education of employees' children, child care facilities, physical fitness programs, and others.
The first step to making the work of an employee as productive as possible is professional orientation 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 an individual.
In many foreign textbooks on management, “social adaptation” is defined “as the process of learning 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 divisions.”
Organizations use a variety of means, both formal and informal, to introduce the individual into their society. Formally, at the time of hiring, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in special work skills and an interview on what is considered 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 for promotion and reward growth, what level of performance 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 organization's official goals and attitudes.
Organizations have a constant need to ensure high productivity of employees. Many organizations also care about general quality labor resources. One way to achieve this goal is to recruit and select the most qualified and capable new workers. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them reach their full potential within the organization.
Training is the training of workers in skills to increase their productivity. The ultimate goal of training is to provide 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 joins an organization. Second, when an employee is assigned to new position or when he is instructed new job. Thirdly, when the audit establishes that a person lacks certain skills to effectively perform his job.
Teaching is a large, specialized area. Specific teaching methods are numerous and need to be adapted to the requirements of the profession and organization. Some basic requirements for effective training programs are as follows:
1. Learning needs motivation. People need to understand the goals of the program, how training will increase their productivity and thus their own job satisfaction.
2. Leadership must create a climate conducive to learning. This includes encouragement of students, their active participation in the learning process, support from teachers, willingness to answer questions.
3. If the skills acquired through training are complex, then the learning process should be broken down into successive stages. The participant of the program should be able to practice the skills acquired at each stage of training, and only then move on.
4. Students need to feel feedback in relation to the learning outcomes, it is necessary to ensure a positive consolidation of the material covered.
The next step after the employee has adapted to the team and received necessary training for the effective performance of his work, will determine the degree of efficiency of his work. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. Performance appraisal requires managers to collect information about how effectively each employee performs 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 evaluation allows management to identify the most outstanding employees and really raise the level of their achievements, transferring them to more attractive positions.
Basically, performance appraisal serves three purposes: administrative, informational, and motivational.
Administrative functions: promotion, demotion, transfer, termination employment contract.
Information Functions: Performance evaluation is also needed to inform people about their relative performance. With the full formulation of this matter, the worker will know 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: Evaluation of the results of labor activity is an important means of motivating people's behavior. By identifying strong employees, management can appropriately reward them with gratitude, a paycheck, or a promotion.
Training comes down to developing the skills and abilities that employees need to effectively perform their jobs. official duties or production jobs in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership training, like training 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, the management must determine 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 conducted to ensure 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 satisfy higher-level needs: professional growth, success, testing your strength.
Management training can be conducted through lectures, small group discussions, case studies, literature readings, business games and role training. Variants of these methods are courses and seminars organized annually on management problems. Another widely used method is job rotation. By moving a line manager from department to department for periods ranging from three months to one year, the organization exposes the new leader to many aspects of the job. As a result, the manager learns the various problems of various departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work in higher positions. but are especially useful for managers of the lower levels of the management hierarchy.
In the development of management training programs in the early 70s, many companies and consulting firms developed career management programs, i.e. promotion. Career management programs help organizations to use the abilities of their employees to the fullest, and give employees the opportunity to use their abilities to the fullest.
One of the latest important developments in the field of human resource management in an enterprise is related to the creation of programs and methods for improving the quality of working life.
A high quality of working life should be characterized by:
1. Work should be interesting.
2. Workers should receive fair remuneration and recognition of their work.
3. The working environment should be clean, low noise and good lighting.
4. Management oversight should be kept to a minimum, but carried out whenever needed.
5. Workers should be involved in decisions that affect them and their work.
6. The guarantee of work and the development of friendly relations with colleagues should be provided.
7. The means of household and medical care must be provided.
The two most widely used methods of labor reorganization are the expansion of the scope of work and the enrichment of its content.
The volume 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. A typical example would be working on an assembly line. The scope of work is called wide if a person performs many different operations and rarely repeats them.
Job content is the relative degree of influence a worker can have on the job itself and the work environment. This includes factors such as autonomy in planning and performing work, determining the rhythm of work and participation in decision-making. Work can be reorganized by changing its scope or content. Strengthening the work refers to the improvement of the organization by increasing its volume. Enriching its content involves changes by increasing the content.
Improving the organization and working conditions involves increasing internal job satisfaction by expanding the range of tasks to be solved, providing greater independence, a stronger reaction to the results of work, or creating conditions for the employee to test his strength. The reorganization of working conditions leads to success, but it is suitable only for certain people and in certain conditions. It is especially difficult to implement it in conditions of rigid technology. A reorganization may fail if management does not first determine whether the organization's employees feel positively about it.
Chapter II: Personnel management in the field of hospitality as the basis for the effective operation of an 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 receive, serve rest and catering to customers.
According to the World Tourism Organization, a hotel is collective funds accommodation 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, staff search and hiring, development and provision of staff, management of them - from registration to work until the end of the relationship arising from the employment contract. The Human Resources Department assists the executives of the hotel enterprise in solving these problems.
The personnel service is a functional support unit of hotels, since its employees are indirectly involved in the creation of a hotel service. As a rule, employees of the personnel department act as expert advisers to line managers in dealing with hiring and dismissal issues, appointment to a new position, referral for vocational training, salary increases, etc.
As the centralized management system weakens, fundamentally new tasks related to personnel management appear. Solving these problems requires completely different skills and abilities. Therefore, it appeared new profession"personnel manager", that is, the manager of personnel. Human resources managers are an independent group of professional managers, the main objective which - increasing the production, creative output and activity of the staff, the development and implementation of a program for the development of hotel personnel.
The main tasks of the personnel services are:
· Formation of personnel of the organization (planning, recruitment and hiring, release, analysis of turnover, etc.);
· Personnel development (professional orientation and retraining, attestation and evaluation, organization of career advancement);
· Improving the organization of labor and its stimulation.
Manager requirements.
The assessment of the manager's personality from a universal standpoint 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 should not take care of his own profit (as some modern publications recommend), but of how to help the client of the hotel, how to serve him culturally, since the hotel makes money on this. Thus, the starting point in considering the requirements for a hotel manager is an understanding of what exactly brings profit to the hotel.
The manager carries out managerial activities and solves managerial tasks. Being 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 employees subordinate to the manager are ready to actively cooperate with him. If so, it will greatly increase team cohesion.
Not all managers play the same role in the hotel, which is primarily related to the level of management, their tasks and functions.
Of all the variety of roles played by hotel business managers, it is necessary to single out the main ones - those that do not depend on the type of hotels and the differences in the guests they serve. These main roles include:
1. Preparation, adoption and implementation of management decisions. This is the main function of a manager. Being endowed with a special right to make managerial decisions, the manager at that time also bears responsibility for their consequences.
2. Informational role. In order to take effective managerial 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." From how complete information the manager has, how much he can clearly and clearly communicate necessary information to the performers, the result of his work largely depends.
3. Work as a leader, forming relationships inside and outside the organization, motivating members of the workforce to achieve the goals of the organization.
Effective leadership involves the ability to share your vision of problems with others, motivate them to achieve their goals, that is, manage with people, and not manage people.
Because both people and situations are constantly changing, a manager must be flexible enough to adapt to the ongoing change. Understanding the situation and knowing how to manage human resources are critical components effective leadership. All this indicates that managerial work is one of those types of human activity that require specific personal qualities that make a particular person professionally suitable for management activities.
Modern theory and practice of management in the hotel industry make the following requirements for the manager:
1. Professional competence - based on knowledge and abilities. What is required of the employees, the manager must also be able to do. This means he should be an example at work.
2. Social competence - implies knowledge in the field of managerial 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 manager's conceptual competence implies a developed sense of significance, the ability to analyze, take into account trends and patterns.
The principle of the manager's work should be compliance with the norms business ethics, which includes the following rules:
Profit maximization should not be achieved at the expense of destruction environment;
· In competition, only permitted methods should be used, that is, the rules of the market game should be observed;
· The distribution of benefits must be fair;
・should be shown personal example compliance ethical standards at work and at home.
Skillfully using information, time and people, the manager provides 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. economic function is that the collective carries out joint labor activity, as a result of which material or spiritual values are created. The social function consists in meeting the social needs of the members of the labor collective - the opportunity 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 protection, etc. ).
The formation of a team is a complex process: the core 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 managerial activity depends on the degree of such maturity.
In its formation and development, the labor 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 leader to look at people and try to identify the most influential and authoritative employees in order to attract them to their side and place them correctly in their jobs. At this stage, the leader acts as an "external force" in relation to the team. Most demands come from and through him.
At the second stage, microgroups are formed (informal relations are created). 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 perform their duties without administrative pressure. Characteristic given period- achieving a harmonious combination of group and personal interests.
Team development is a continuous 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 that meets the needs of quality and quantity.
Personnel planning includes the following steps:
1. discovery of the need for personnel;
2. search for personnel;
3. planning for the use of personnel;
4. personnel development planning;
5. personnel release planning.
Personnel planning cannot take place in isolation, but should be guided by the needs of the hotel company in general and special departments in particular. When calculating the need for hotel staff, the following are taken into account:
existing booking (week, month, year);
average length of stay
share of short-term booking (in %);
· definition of a tendency in loading (comparison with the previous year);
· the situation with servicing 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 personnel departments and managers of the relevant hotel services. To obtain the expected results in the hotel personnel planning process, you need to know:
the number of occupied rooms;
Average length of stay for guests
Occupation of rooms in excess of available places;
hotel standards (for example, how long does it take a maid to clean a room);
actual performance.
After the planning process, when the number of required people for vacant positions has been calculated, the main job manager - recruitment. The essence of this function is to attract suitable qualified employees, taking into account the requirements for the candidate.
When recruiting, we use foreign market– search for employees from outside; and internal - attracting their employees, transfer to a higher position.
Sources of information in selection include job application, photo, biography, personal profile, matriculation, employment history, recommendations, conversation with applicants, trial work, honey. examination, psychological tests and graphological conclusion. Significance right decision recruitment problems associated with high cost workforce, therefore, first of all, it is necessary to determine whether this person is needed by the company.
To effectively search for a candidate for a position, a list of requirements is compiled. For example, the requirements for an employee of the reception and settlement service consist of the following criteria:
· Training or practical education. School or high school completed higher education(hotel industry) or secondary education (school of hotel management);
· Age. Average 20 years;
· Experience professional work. Work in the reception and calculation service of a similar hotel, preferably at least 2 years of experience in luxury hotels;
· Capabilities. Required knowledge of at least 2 foreign languages(English basic), non-conflict character, ability to make a good impression;
· Appearance. Neat, not defiant 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 compliance of the business and personal qualities of the individual with the requirements of the position
Personnel assessment methods can be divided into three groups:
1. prognostic methods - analysis of personal data, written and oral characteristics, opinions of the manager and colleagues, psychological tests;
2. practical methods- checking the suitability of the employee to perform official duties based on it practical work(technique of trial movements);
3. simulation methods - the formulation of a specific problem that needs to be solved.
As a result, an expert assessment of the properties and business qualities person, on the basis of which a decision is made on hiring or refusing the services of this applicant.
Currently, great attention is paid to the human factor in enterprises. Abraham Maslow, a representative of the behavioral school of management, identified five basic levels of individual needs: physiological, the need for security, respect and recognition, love and self-realization. Each manager should take this into account, since another of his functions is the development and provision of personnel.
The main task of developing and providing staff is to adapt the employee to the hotel industry, to achieve advanced training.
Personnel are provided through additional financial and social assistance (housing, work clothes, food, company transport, etc.).
Personnel development involves training and career planning (training courses, seminars, etc.).
Currently, the use of human resource management is gaining more and more momentum. The human factor has a huge impact on the efficiency of the enterprise, competitiveness, product promotion and sales. Organizations should take into account all aspects that affect the work of people (i.e. the 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 a wide variety of 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 services, the higher the image of the hotel, the more attractive it is for customers and, which is no less important today, the more successful the material prosperity of the hotel.
The staff is a "small world" within a "big universe" that needs to be managed wisely in order to thrive.
Hotel services have specific characteristics: intangibility and inseparability of consumption from production.
Hospitality professionals often say: hospitality is the art of small things. The work of each employee in a hotel, restaurant, travel company is equally important. Depending on how well the head waiter will meet the guest, the waiter will serve, the cook will prepare the dishes, on how well the dishwasher will wash the dishes, the cleaner will prepare the restaurant hall for service, and the linen worker table linen depends on the quality of a single service - the provision of food. In a multifunctional hotel, there are dozens of such services, and the guest is their sole consumer, while each guest is an individual. For an administrator, waiter, head waiter, concierge, doorman, a tourist who has arrived at the hotel in the evening may be the hundredth per shift, but for a guest it is the first administrator, the first waiter, etc.
The staff of the enterprise working in the field of tourism has no chance of correcting the marriage and, as a result (given fierce competition in the tourism 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. Studies show that negative information spreads much faster than positive information.
After analyzing all of the above, we can conclude that personnel management is one of the essential functions manager, for the successful operation of the hotel, you need to follow not only economic, political laws, but also social ones.
Bibliography.
1. Hotel economy. Textbook / Ed. Prof., d.e.s. 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. Brimer R.A. Fundamentals of management in the hospitality industry / Per. from English. – M.: Aspect Press, 2003.
4. Papiryan G.A. Management in the hospitality industry (hotels and restaurants). M.: OAO NPO Publishing house Economics, 2002.
5. A.A. Zubkov S.I. Chibisov Directory of a hotel worker - Moscow " graduate School» 2000
6. Management of hotel and restaurant services - Moscow 2002, Russian international academy tourism.
7. B.L. Solovyov L.A. Tolstova Hospitality Management - Moscow 2003, Russian International Academy of Tourism.
8. Yaskina E.D. Fundamentals of tourism activities - Moscow "Sport" 2000, Russian International Academy of Tourism.
9. Hospitality and tourism: Textbook for universities / Per. from English. Ed. Nozdrevoy R.B ... M .: UNITI, 1998.
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"Peculiarities of management in the hotel industry".
According to Webster's explanatory dictionary, "the hospitality industry is a business area consisting of those types of services that are based on the principles of hospitality characterized by generosity and friendliness towards guests." Therefore, the hospitality industry can be considered as a variety of forms of business specializing in the market of services related to the reception and maintenance of guests.
There are four main management functions in the hospitality industry.
Planning function.
The management system of tourism should be based on a strategic (future-projected) vision and foresight. Based on the vision (a kind of "drawings" that show us in the future), which is the leading idea of management, the policy of the travel company is 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. All policy provisions travel company presented as a tourist image.
· Participation in the development of set goals for the development of tourism in the region.
· Current analysis of the competitiveness of the site.
· Development of a strategy for the competitiveness of the region, its special position.
Under activity planning tourist enterprise is understood as a systematic, information-processed process of qualitative, quantitative and temporal determination of future goals, means and methods for the formation and management of enterprise development in the process of planning decision-making 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 task of planning 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 essentially similar to strategic planning. Ideas born from strategic planning. The third level is operational planning - performance standards, description of work. This is such 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 the organization of management ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of any tourist enterprise (organization). It is aimed at streamlining the activities of the manager and performers.
From an economic point of view organizational activity 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. Using the example of tour operators, one can imagine the organizational function of tourism management. So tour operators solve production, trade, information problems. For each of them, the manager distributes duties and establishes responsibility, that is, we are talking about establishing permanent and temporary relationships between all departments of the company, a certain order and conditions for its functioning. It is the process of bringing together people and means to achieve the company's goals.
The organization as a function of management creates a working structure, the main component of which is people. The organization process structures and forms units based on the size of the enterprise, its goals. Technology and personnel are 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 manage no more than ten subordinates, while managers lower level management can control a much larger number of employees. In this regard, two important factors, which determine the norms of manageability (the number of employees that one manager can effectively manage) - time and frequency, that is, how much time a 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, the 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 managerial 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 the process by 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: the motivation (motives) for travel and the motivation labor relations.
Travel motives – purpose of travel, reasons, travel information. For example: a traveling group has only one main purpose of visiting and may also have their own travel motives. In this regard, it is important for management to get an answer to the question of how the reasons (motives) for travel can be systematized.
Travel motivation can be:
1. Physical motivation - rest for the body, sports treatment.
2. Psychological motivation - rest for the mind, new experiences.
3. Interpersonal motives - new acquaintances, society, social contacts.
4. Cultural motivation - acquaintance with foreign countries, art, sports.
5. Motivation of prestige - personal entertainment, recognition in society.
Motivation of labor relations is a set of incentives that encourage staff to actively work, that is, after organizational measures the manager must ensure the successful completion of the work.
· Stimulation (material and moral).
· Proper stimulation (internal motivation to work).
The main thing here is the 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 daily with how to motivate the activities of the staff, that is, how to direct their energy to perform certain work.
