Who is the older manager or administrator. Social theory and personnel policy

Administrator and beauty salon manager - two different specialties... But often the same person performs their duties.

Administrator - the one who meets customers at the reception, records by phone, and makes payments with visitors. The manager is a broader concept. This position is occupied by a person who is entrusted by the owner of the establishment to conduct important matters. What does the manager do? In fact, he is a director, and in parallel he performs a number of other duties. For example, he recruits employees to the salon, charges wages, buys inventory, solves everyday tasks.

The manager should also be a psychologist in part, because on duty he has to communicate with the employees of the beauty salon, and if any controversial issues arise, he has to solve them. This person should be able to maintain neutrality, not accepting a draw from the disputing parties, offering his solution. In this case, the employees' confidence in him increases.

Is it possible to start running a beauty salon without having the relevant experience? Can! And in order to have at least some idea of the beauty industry, it is enough to undergo training in specialized courses. Today training of beauty salon managers various professional academies are involved. In just a few weeks (or months - depending on the course you choose), you are a trained professional who can run a beauty salon.

During the courses, everyone can learn the secrets of successful organization management, which will significantly improve the level of customer service. The manager will be able to choose from the applicants those candidates who are ready to work and earn, and not "sit out their pants" who listen to the opinion of the management and respect it. A qualified manager will not allow withdrawal of clients, he will create all the necessary conditions so that the client base not only does not decrease, but grows.

New professions that have appeared on the labor market relatively recently have become part of our business use. But to this day it is easy to confuse them with each other, since the names do not reveal the essence of the phenomena. How, for example, is the difference between a manager and an administrator? So now they can call a seller, a consultant, and even a small boss. Several important criteria will make it possible to separate these concepts.

Who are the administrator and manager

Administrator Is a person who performs administrative functions in the organization, or is responsible for the correct work information bases and systems. The specialist belongs to the category of administrative and management personnel, which automatically assumes high degree responsibility, and in certain cases - the presence of subordinate employees.
Manager- This is a manager of various levels, organizing work in a specific field of activity. Subordinate employees are always subordinate to whom he can give instructions within the limits of his competence. The highest level of management is top management, represented by the heads of enterprises, organizations, and administrative-territorial units.

Difference between admin and manager

Thus, it makes sense to compare only managers and those administrators who are involved in managing people and performing administrative functions. At first glance, it seems that there is not much difference between them. But upon closer examination, it becomes clear that the manager needs higher education, while the administrator is average or vocational enough.
As a rule, the manager is allowed more than the administrator. He can make decisions at his own peril and risk, if it does not contradict the interests of the company. Administrator's functions are applied: work organization, control over employees, communication with clients. This does not require special ingenuity: it is enough to accurately do what the authorities order. Much has been said about the fact that the main function of management is to motivate people, to reveal their inner potential.

the site determined that the difference between an administrator and a manager is as follows:

Education. Administrators need secondary or vocational education, manager - necessarily higher.
Powers. The administrator works within the framework of his instructions, the range of rights and responsibilities of the manager is much wider.
Personal qualities. To become a manager requires determination, initiative and creativity. The administrator must be executive, disciplined, attentive.

Manager roles: Specialist or Administrator?

The specialist knows WHAT to do and he really likes to do it.
The administrator knows HOW to manage specialists. And he likes to control them

It seems that there are many general managers and they are easy to select and change, but specialists are irreplaceable. But in reality, smart Administrators are not so common. Moreover, in the hall of fame of world business there are perhaps more great Administrators than great specialists. The typical figure of the successful businessman Is a Specialist who has become a great Administrator over the years. I changed my key role, I managed to transform myself in this way.
Why for successful business Does the administrator have to get the better of the Special?
Because in the long run, managerial functions are much more important than special ones. In the long term, the system, the order, the procedures take precedence over the talents, insights, ideas.
Sometimes this victory occurs at the level of a change of leaders, and sometimes - perhaps more dramatically - within the Specialist Director, who is gradually becoming an Administrator. And such an internal transformation is taking place at this moment with hundreds of directors, showing their maturity and willingness to develop their company further.

Specialist
The Specialist Director has made a career that is typical for many. He was a good specialist, he was made head of the profile department, and later was promoted to the leadership. Or maybe everything was not so - he got tired of working "for an uncle" and he created his own company and became a Specialist Director right from the start. The second option is more common today - the Specialist does not like to be subordinate to the "inhibiting" managers and he opens his own company only for the sake of this - not to waste time on fools.
The specialist really likes what the company does, he himself is happy to carry out the most important orders. It can be seen that this is his joy. On payday days, he pretends to be surprised: "What, they also pay money for all this pleasure?"
He really doesn't care that much about money. No, it's good, of course, that they get paid regularly. But they don't go to work for that! He tastefully quotes from an old book by Lee Yakkoki: “If I loved money, I would be in real estate. But I love cars! "
He has high authority in the office, and not because he is a director. After all, he is the best here, it's obvious! Everyone understands that much in the company rests precisely on the fact that “our director is a Specialist with a capital letter”, “we still have to look for such people”.
He does not collect meetings. What for? He grasps everything in the first minute and acts faster than a written order will be drawn up and it will be sent to the offices. And his approach gives flexibility, the company quickly adjusts to the situation, customers are happy that their requirements have been taken into account and there is no formalism.
The specialist is sure that this is the secret of correct leadership. Throw away the formalities and boring procedures! Discuss issues on the run, in the hallway, and with those who understand! Pick up interesting ideas and implement immediately! Is it best solutions are born in meetings?
It provides employees with the opportunity to organize their own work. He seems to say - Well, you are smart, I trust you, go for it! And people, indeed, self-organize. Well, if something goes wrong, then he easily descends from the position of a leader to the position of an authoritative specialist and does, helps others do. And gradually a picture of his role develops in his head - he must inspire and help, he will complete and hold on to what people themselves could not cope with. And it often works, the company continues to grow, gain customers and reputation in the market.
But the larger and more successful the company becomes, the more the Specialist is required to play completely different roles and actions. At some point, the director sees that for adequate leadership of his already big company he must devote a significant part of his time to administration and management. And to reduce as much as possible the activities of his favorite thing, for the sake of which, he actually went to work.
He tries to devote more time to administrative matters, giving up his professional ambitions. But how can a wonderful Specialist become an ordinary manager? Maybe it's better to continue to be a Specialist who, at the same time, will also solve general management issues? Previous experience pushes him to do just that - to continue to be a good specialist. Indeed, until now, he has achieved success precisely because of this.
And in the office, problems grow and people do not behave the way he expects.
The specialist is dramatically experiencing the entry of the organization into a period when his knowledge is no longer so important, but clarity, order, exactingness and monotony are needed. Monotony that drives him crazy. The director, who is accustomed to being in the role of a Specialist, suddenly discovers that now the company does not really need his unique knowledge - there is someone in the organization to be specialists. The team expects the rules of the game from him. A fair system of motivation, an understandable planning system, a tough control system - he is expected to organize the work of a large group of people - and in this he is not an expert. He knows how to manage technical or chemical systems, but you need to manage people.
Here he is forced to give the first roles to those who like to do just this, putting things in order and control, and it turns out that he is no longer in charge of his organization, but these people, who seemed to him not harmful, of course, but not very distant either.
He begins to remember the past and regret the time when he was so in demand, and everything was clear to him. The specialist does not realize that his situation is typical and many famous directors have gone through it. For example, what Bill Gates says about this in a recent interview: “Sometimes I envy those who program. After I stopped writing programs for Microsoft, I often half-jokingly said at meetings: Maybe I'll stop by the office this weekend and write this program myself. Now I don’t say that, but I constantly think about it ”.
Gradually, the Director comes to terms with the fact that now he has a different role, not as a specialist, but as a head of general issues... He collaborates more actively with skilled administrators and appears less and less in specialized divisions of the firm.
Is he getting as much pleasure as he was at the beginning of his directorial career? Ask him.

Administrator

The receptionist does not design houses, or sell clothes, or grill steaks, or repair cars. He doesn't know how to do any of this! But under his leadership, people do it well. The competence of the Administrator is an organizational mechanism - and he copes with this matter better than others in the office.
As a child, he did not dream of becoming an Administrator, hardly anyone in childhood even dreamed of becoming an Administrator. Unless his mother was the Administrator at the cinema, and he liked to go to cartoons without tickets. But after that, you know how it happens - you organized well the renovation of the classroom at the school, and took over the coordination of the course trips for picnics at the institute - and everything worked out, and they listen to you. And they made him a foreman in the army. That is, it turned out that you are good at connecting other people in coordinated working groups! And, what is important, it does not require any tension from you, it happens naturally.
A director who is ready for the role of an Administrator understands that as the organization grows, confusion will increase within, and the demand for coordination of the efforts of all specialists grows. Just a short agreement is no longer enough - I will do so, and you do so. Too many people and contracting parties, too many subdivisions.
Of course, he does not succeed so immediately in ordering chaos. But gradually, in the actions of employees, repetitive actions and processes stand out. This means that they can be described and standardized, which means they can be freed from direct control. He dreams of a system that works without his intervention.
The Director-Administrator organizes the description of the processes, agrees on the methods of measuring the results. He organizes the mailing and explanation of the described procedures. He knows the procedures will save this organization. There are no exact data, but with a high probability it can be argued that the system ISO standards came up with the Administrators - it makes their work very easy.
He has a quote from one of the greats in his office: "You don't have to love the rules, it is enough to follow them and it will work!" He loves to point at her during meetings. Meeting is generally key tool Administrator and here he allows himself to unfold. Preliminary materials that are sent to the meeting participants a day earlier, a clear discussion procedure, minutes decisions taken- this is becoming the norm in the company.
The administrator demonstrates the habits of a bureaucrat. Sometimes they tell him this with condemnation, but he understands that bureaucracy is right, it works. And he doesn't expect everyone in the office to love him. You don't need to love me, he says, but you need to follow the instructions, and I will encourage you for that.
The Administrator faces difficulties when communicating with talented extraordinary employees who want to work "above" the rules. What to do with talents, geniuses who don't like to obey and standardize their workflow?
An intelligent Administrator will not "cut everyone with one comb." He builds two approaches to employees - general (to all) and separate (to talents). Maybe talent will be allowed to break some rules, maybe they will be exempted from some kind of reporting, maybe they will have easier access to the manual to discuss important ideas directly, etc.
If an organization successfully passes the stage of standardization and everything is already operating as in a well-oiled machine, then again the demand for non-standard solutions, unexpected actions, that is, for Specialists who can break the system, do it differently, show flexibility, grows. The administrator may start to resist this. After all, he had just set everything up and now, please, there were already those who wanted to destroy everything and return the company to chaos again!
But it would be correct not to fight, but to clearly highlight the area where experiments and changes take place. Then the Administrator collaborates with innovators and helps them write new approaches into common system, organizes the introduction of a new process into what is already debugged. A smart Administrator understands that procedures should not become an end in itself. In a good bureaucracy, people know exactly who makes the decisions, what are the rights and obligations of the participants in the process. This is a contract, a "social contract", which is adopted in the interests of the organization as a whole.

For most large and serious companies, the introduction of the office manager position has long been a necessary measure for successful functioning. Moreover, the majority of firms belonging to the category of medium and small businesses today increasingly began to introduce this structural unit into their staff. Respectively job description office manager, fully revealing the functionality this employee, becomes in Lately more and more urgent.

What is the functionality of an office manager?

The vacancy of a management office in any company often implies the performance of many different functions. Therefore, as a complement to labor contract quite often it is required to draw up such a document as the job description of an office manager, where all the duties of such an employee are clearly spelled out. First of all, you need to understand that the main requirements for such an employee are the management and control of the administrative division of the company. Thus, the "office" does not mean a specific room, but a department of the enterprise, whose specialists are engaged in the implementation of administrative and managerial functions. The job description of an office manager should cover the full range of control responsibilities assigned to the relevant specialist. In particular, they may include the following functionality:

planning the activities of employees of the administrative unit;
compilation and implementation corporate culture and ethics of communication with the company's counterparties among the company's specialists;
organization and control over the functioning of the office work system formed between the divisions of the company;
constant control over the availability of materials necessary for the full functioning of the office;
preparation of reports for the management according to the previously established forms.

Difference between office manager and administrator

The job description of an office manager can be expanded at the discretion of the company's management and supplemented by all necessary responsibilities, which are prescribed to be performed by the specialist holding the relevant position for the normal functioning of the existing administrative unit. Such a document is formed somewhat better than the job description of an office administrator. In the latter case, as a rule, the specialist should be entrusted with the economic functions related to the organization of the work of the unit. It must be remembered that the manager performs primarily duties related to the management of employees' activities.

The administrator is responsible for organizing conditions that allow all specialists to fully implement the functionality assigned to them.

Responsibilities of a HR specialist

In addition, there is also such a document as the job description of the personnel department. The responsibilities prescribed in this paper are also related to the organization of the work of personnel. The difference lies in the fact that an employee of the personnel department is primarily responsible for hiring employees, controls the movement of specialists within the company. Organization of work in the field of employees is not included in his duties.

So, you know why you need a restaurant - this is discussed in the previous article. The goal is to create a successful profitable business, giving a stable income and the cost of which is increasing. How can this be achieved?

Let's try to figure out what a typical restaurant management scheme looks like:

The production manager or chef draws up the menu.
The accountant requires you to enter the calculation cards, which is what the boss does.
The chef orders products, and the supplier, as best he can, buys them.
Waiters take orders from guests and pass them on to the kitchen.
The cook demands products from the warehouse, the storekeeper tries to write them off on time.
The cashier calculates customers.
The accountant is trying to put together receipts and receipts for goods.
At the end of the month, at the request of the owner (investor), reports are made.

These reports go to the owner and he painfully tries to figure them out in order to answer the main question: does the restaurant make money or is it eating it up? Not satisfied with the results, he tries to tighten control over staff, suspecting them of embezzlement and unfair treatment. The accountant demands to increase the number of internal documents, promising accurate reports and compliance with the balance of reality. Cooks, bartenders and storekeepers, for obvious reasons, resist this.

At the same time, the menu reflects the desire and qualifications of the chef, but has nothing to do with either the concept of the establishment or the planned revenue. The calculation cards are made formally and are not followed, so the same dish looks different every day and tastes different. The order of products is carried out spontaneously according to the principle “what is not in the refrigerator?”, And the supplier does not know what is really necessary and what is desirable. The delivery price, to put it mildly, is not optimal, the question of the “price / quality” ratio is not worth it. Waiters sell what happens, not what is needed (more profitable for a restaurant). And this has nothing to do with their income. Nobody knows how much food is going to waste or tries to control it. Financial statements reflects anything but the real state of affairs. Warehouse accounting reflects the state of the last week and changes all the time at the request of the accountant. And no one is in charge of the entire business. This is chaos, not control.

How to fix this state of affairs?
You shouldn't buy video cameras and install them everywhere - you still won't be able to view all the recordings in real time.
Better to ask yourself the question: who exactly will run the business? Either you yourself, or a hired manager, but under your constant control.

Now you can set goals, formulate tasks and, most importantly, define job duties manager. But first, two more questions must be answered.

How does a manager differ from an administrator?
That he manages, and the administrator makes sure that everything is "good." More accurately: the manager makes a decision, and the administrator can control the process of its execution.
The decision can be right or wrong, but at the time of the decision it is not known. Therefore, management is a feedback mechanism: after a certain time, we can check the correctness of the decision, and depending on this, cancel it, make a new decision that corrects the previous one, or keep it in force.
If you analyze the duties of an administrator (there are many of them on the Internet), then it is easy to notice that the administrator is not responsible for the financial results, just like the chef or accountant.
Therefore, it is the manager who is responsible for the results of the restaurant's work.

“According to Next Top research, average age managers of Moscow restaurants - 34 years, 11 of which they worked in restaurant business... 40% of managers started their careers as waiters. 70% of respondents plan to open their own restaurant.
The most common reason for a change of place of business among managers is direct interference from the side of the owners in the operation of the restaurant.... 42% of respondents said that they are ready to change jobs due to the fact that restaurateurs often suppress their new offers, or set unreasonably high financial plans, or impose their own opinion in the management process. Among those managers who rated their working conditions as unsatisfactory, 61% were unhappy with the owners' intrusive involvement in the day-to-day running of the restaurant. ”

Like this! Therefore, the tasks must be precise, understandable, and it is necessary to have clear criteria for their implementation.

Why can't an accountant run a restaurant?
Because an accountant is a person who looks to the past. And to manage, we need to know the present and look to the future. The main “customer” of the accountant is external organizations - the tax office, the bank - and not the business participants. These results in the form of reports appear with a long time lag and cannot be used as “ feedback”For management, because they do not reflect the current reality.
The management balance sheet differs from the accounting one, therefore it is kept separately. The main documents in it are also the consolidated balance sheet and the income statement, but the form and numbers in them can differ significantly.

So, the answer is received: the restaurant is run by the manager. Directly in accordance with the title of his position, the manager MANAGES: goods, money, personnel and customers. These four resources completely exhaust the range of his responsibilities.

Management is a craft, not an art. This is not dancing with a tambourine, but a clear sequence of operations performed every day, every week, every month, every year.
What are these operations? What should you pay attention to? How to allocate your time and energy? We will look for answers to these questions in the following articles.

Each enterprise of any level must have a management unit that coordinates the activities of the entire enterprise as a whole. Without such specialists, the proper functioning of any more or less large organization is impossible.

What is administration

Administration is the control of the activities of the enterprise, its individual divisions and personnel units. This process is carried out by managers, specialists, executives of the management apparatus, usually members of the organization at the top level.

Administration is a process as a unit of enterprise personnel, that is, it is not considered as a person. The subject controls the administration object for the proper execution of the rules prescribed internal regulations organizations.

Administration tasks

Administration is aimed at providing the administrator and his assistants with a set of certain norms for the actions of the enterprise personnel, such as:

provisions establishing workers' rights;
restrictions in their activities;
staff responsibilities;
procedures performed by them and in relation to them.

The main tasks of administration are elements of a complex system for organizing personnel activities.

The subject of administration performs the following tasks:

management of the organization as a whole;
regulation of the rights and powers of ordinary personnel and management personnel;
control over the execution of all tasks assigned to personnel;
management of resources, both human and financial;
regulation of the work of specialists;
organization of office work and workflow;
management processes.

Administration resources

Administration is a set of sequential actions that the administrator carries out using certain resources:

rules for the formation of subjects and objects of management as separate elements of a single organizational system;
construction orders in the form of cycles and sequences;
regulations of functions assigned to a certain position;
forms of relationships within the structure of the organization;
procedures for the implementation of management, its construction, justification and development.

Administration functions

The administrator has the following functions:

to ensure stability and certainty in the functioning, content, composition and structure of all divisions of the organization;
create and promote a rigorous, purposeful organization;
to provide a universal approach to administration and existence in real market conditions;
unify the forms of interaction with external business partners;
provide the necessary changes within the organization.

Administration in the process of enterprise management is most often manifested by the following procedures:

development of a model of interaction between departments;
identifying the goals of the organization and ensuring their implementation;
distribution of functions between employees;
planning the management process, as well as its phased implementation.

What is the difference between an administrator and a manager

Concepts such as management and administration are very close to each other, and very often incompetent people confuse one with the other. But this is fundamentally wrong, although they both imply the implementation of management of an enterprise, department, state.

Administration is the actions of the relevant employee aimed at monitoring the detailed execution of tasks, orders, deliveries, schedules, plans, criteria, that is, taking into account every little thing that ensures the success of the enterprise.

Management is, first of all, motivation to ensure the best result of its functioning.

The manager has much more rights, in contrast to the administrator, his responsibility is higher, and, therefore, the range of responsibilities is much broader. His powers include making decisions that can affect the reputation and state of the company.

The administrator performs mostly applied functions: controls the execution of tasks by employees, organizes labor activity, communicates with clients. In general, it complies with the orders of the management in relation to subordinate employees.

To make it very clear, it is worth identifying the main features manager and administrator:

Education. A manager must have a university degree, and an administrator must have a secondary or vocational education.
Powers. The administrator is limited by clear instructions and regulations, and the manager is given a wider range of both responsibilities and rights.
Personal qualities. The administrator is required to be attentive, diligent and disciplined, and the manager must be decisive, creative and proactive.

Thus, we can conclude that administration is the implementation of clear instructions from the management to control the actions of ordinary personnel and individual departments.

Who are the administrator and manager

Administrator Is a person who performs administrative functions in an organization, or is responsible for the correct operation of information bases and systems. The specialist belongs to the category of administrative and managerial personnel, which automatically implies a high degree of responsibility, and in certain cases - the presence of subordinate employees.
Manager- This is a manager of various levels, organizing work in a specific field of activity. Subordinate employees are always subordinate to whom he can give instructions within the limits of his competence. The highest level of management is top management, represented by the heads of enterprises, organizations, and administrative-territorial units.

Difference between admin and manager

Thus, it makes sense to compare only managers and those administrators who are involved in managing people and performing administrative functions. At first glance, it seems that there is not much difference between them. But upon closer examination, it becomes clear that a manager needs a higher education, while an administrator needs a secondary or vocational education.
As a rule, the manager is allowed more than the administrator. He can make decisions at his own peril and risk, if it does not contradict the interests of the company. Administrator's functions are applied: work organization, control over employees, communication with clients. This does not require special ingenuity: it is enough to accurately do what the authorities order. Much has been said about the fact that the main function of management is to motivate people, to reveal their inner potential.

TheDifference.ru determined that the difference between an administrator and a manager is as follows:

BEAUTY SALON MANAGER

The beauty salon manager belongs to the category of senior management personnel. It is to him that the founder (owner) entrusts the management of his company (beauty salon).

Characteristics of the profession

The profession of a manager (leader, director) belongs to the type "Person - Person", as it is associated with communication and interaction with people.

By its nature, the profession of a manager is a profession of the leading class, as it is associated with planning and organization, management and coordination of activities, control and management decisions.

Description of the profession

What skills should your beauty salon manager have?

The beauty salon manager works in the best interests of the salon owner and ensures that he makes a profit.

A beauty salon manager must be a versatile person, well-versed in many areas of knowledge: management, marketing, finance and accounting, personnel management, psychology, ethics and aesthetics, etc.

A beauty salon manager must be able to navigate the trends and prospects of the beauty industry, know the leading brands in the industry, as well as fashion trends of each season. He must have an idea of the peculiarities of financial and economic activities, the specifics of the internal structure of the activities of such an organization as a beauty salon.

The beauty salon manager is in charge of the general management of the salon. The peculiarity of the work of a beauty salon manager is that in a small business, the main areas of work are the same as in a large one, only there is no staff to perform these duties.

In the activities of the manager of a beauty salon, five main areas can be distinguished: management of production and economic activities, finance and accounting, management of personnel, provision of a high level of service and interaction with external counterparties, regulatory and inspection organizations, and authorities.

He is solely responsible for efficient use and the safety of the salon property, maintenance of premises and property in good condition in accordance with the rules and regulations of operation, sanitary and hygienic and fire safety requirements, thereby ensuring favorable and comfortable working conditions for the salon personnel, in accordance with the norms and rules of labor protection.

Managing financial and economic activities, the manager is responsible for the results of these activities and the achievement of planned financial indicators, the growth in the volume of services provided by the client and the increase in profit and competitiveness of the enterprise.

The manager of the beauty salon maintains the entire document flow: issues orders for organizing activities and personnel issues, prepares and signs all financial and personnel documentation, submits reports on financial activities salon to the owner of the company.

The manager must be able to distribute and delegate the authority for the operational management of the salon to the administrators in order to free up time for solving other, first of all, strategic tasks.

Unlike an administrator, a manager must be able to present a beauty salon not only to visitors, but also to potential and / or existing partners, be able to competently and correctly detach from competitors, interact with promotion and advertising specialists, and participate in the development of business development strategy issues.

The manager of a beauty salon should not work with clients of the salon, replacing the administrator, but he must spend a lot of time in the hall: meet clients, ask their opinion about the salon, meet new clients, and warmly welcome regular customers.

A good beauty salon manager greets clients like a hospitable owner of a house greets guests. He strives to ensure that all guests have good mood, they were cozy and comfortable.

The manager must provide a high level of customer-oriented service in the salon. Create and organize an event various programs and promotions aimed at increasing customer loyalty, taking care of expanding customer base and an increase in the number of regular visitors to the salon.

The manager pays special attention to the permission conflict situations with clients. If a client makes complaints about the quality of service or the quality of the procedures performed, the manager must do everything possible to resolve this problem so that the reputation of the salon does not suffer, and the client has a favorable impression of the company.

Most of the time, the manager of the beauty salon devotes to working with the staff of the salon. The manager of the beauty salon is directly involved in the selection, testing, advanced training, certification of employees, analyzes their activities in terms of qualitative and quantitative indicators.

Most of the employees are of "creative" nature, therefore, very often demonstrating high quality of work, some employees have problems with compliance labor discipline... Sometimes the masters, striving for greater independence, simply “take clients away from the salon”. Maintaining a high level of staff loyalty to the company is one of the most important tasks of a beauty salon manager. This is facilitated both by various corporate events and by a well-structured personnel motivation system aimed at increasing efficiency and building a system of internal interaction between employees.

Thus, a good beauty salon manager must be both a strategist and a tactician at the same time. Since, on the one hand, he, together with the owner, develops a business development strategy, and on the other hand, he must be able to perform tactical tasks and solve current problems.

What Your Beauty Salon Manager Should Know?

A beauty salon manager should know:

Rules of consumer services for the population of the Russian Federation
Labor Code of the Russian Federation
Law on Consumer Protection
development trends of the beauty industry market, current directions of its development;
basics of management
fundamentals of economics, labor organization and management;
rules for accounting for inventory and financial reporting;
fundamentals of marketing and advertising organization;
fundamentals of ethics and aesthetics;
rules of business etiquette;
foundations of psychology;
rules for working with a PC (MS Office: Word, Excel, 1C 8salon, etc.).

What should your beauty salon manager be able to do?

Based on his knowledge, the manager of the beauty salon manages the work of the beauty salon.

Main activities:

Supervises the production and economic activities of the beauty salon;
Supervises the financial and economic activities of the beauty salon;
Provides a level of customer service corresponding to the class of a beauty salon, organizes a set of measures to continuously improve the quality of customer service;
Ensures compliance with technical and sanitary-hygienic standards, fire safety;
Considers claims related to unsatisfactory customer service, takes measures to prevent, prevent and arise conflicts related to customer service;
Ensures that the beauty salon fulfills all obligations to suppliers, customers, creditors, etc., including bank institutions, as well as the implementation of business and labor contracts;
Takes measures to provide the beauty salon with qualified personnel, ensures rational and efficient use labor resources, provides them with safe and favorable working conditions, contributes to their self-development and improvement of their qualifications;
Based on the rules, standards and regulations for the work of the employees of the beauty salon approved by the head of the organization (owner of the salon), it manages personnel, organizes and monitors the performance of their work, and ensures, if necessary, their effective interaction;
Monitors the observance of labor and production discipline by employees of the beauty salon, fire safety rules, labor protection standards, safety measures and sanitary and hygienic rules;
Provides timely maintenance and reporting to the head of the organization (owner of the salon) on the financial and economic activities of the beauty salon;
Interacts with inspection organizations, represents the interests of the salon in government agencies, bodies state power and management, in court, arbitration, etc.

Working conditions

The manager of a beauty salon is independent in his activities and bears full responsibility for his decisions. Making decisions in accordance with the situation, the priority for the manager is the interests of the owner of the beauty salon.

Despite the presence of a work schedule (usually 5/2), the manager's working day is often not standardized.

The manager carries out his activities in the premises behind the workplace, he is mobile. In the salon, the manager most often has his own office, but he spends a certain amount of time every day in the hall or in the guest area of the salon. Professional communication is carried out directly or with the help of technical means communication.

Medical restrictions:

Diseases of the musculoskeletal system
Diseases of the nervous system
Diseases of the cardiovascular system
Diseases of the organs of hearing, speech and vision
Mental disorders
Various forms of allergies (especially to cosmetics)

Individual characteristics of a specialist

Qualities for successful execution professional activity beauty salon manager:

Capabilities

Good organizational skills (will, dedication, determination, perseverance, creativity, etc.)
Ability to lead
Ability to show leadership qualities in communication with subordinates
Communication capabilities (the ability to get in touch, build relationships, the development of verbal and non-verbal communication, professional competence, etc.)
The ability to manage oneself (the ability to self-regulate in the process of self-management and reflection)
Ability to show business qualities entrepreneur: set promising goals, use favorable opportunities, respond flexibly to changes in the surrounding world, etc.
Well-developed analytical skills (the ability to receive and process necessary information, evaluate, compare, analyze it)
Abstraction ability
High level of conceptual thinking.

Personal qualities, interests and inclinations

Erudition
Energy
External attractiveness (neatness, elegance, good manners, good manners, clear, clear and lively speech)
Confidence in yourself, in the decisions you make
Purposefulness (priority of the motives of organizational activity)
Tactfulness (the ability to show a sense of proportion and find the best form of relationship)
Efficiency (the ability to captivate people, intensify their activities, find the best means of emotional and volitional influences and choose the right moment for their application)
Exactingness
Criticality (the ability to detect and express deviations from established norms that are significant for the activity)
Flexibility (the ability to respond flexibly to different changes in management situations)
Creativity (the ability to be creative in solving managerial problems, a tendency to improvise)
Developed intuition
Striving for continuous personal growth
Having a sense of humor (having a positive effect on the psychological climate in the team)

Qualities that hinder the effectiveness of professional activity:

Low level of intellectual development
Lack of organizational and communication skills
Self-doubt
Indecision
Disorganization
Indiscipline
Lack of initiative
Lack of principle, lack of a sense of duty
Imbalance
Tactlessness
Rigidity (inability, unwillingness to change, change behavior under the influence of the environment)
The tendency to shift responsibility to others.

So, you know why you need a restaurant - this is discussed in the previous article. The goal is to create a successful profitable business that generates stable income and the value of which increases. How can this be achieved?

Let's try to figure out what a typical restaurant management scheme looks like:

The production manager or chef draws up the menu.
The accountant requires you to enter the calculation cards, which is what the boss does.
The chef orders products, and the supplier, as best he can, buys them.
Waiters take orders from guests and pass them on to the kitchen.
The cook demands products from the warehouse, the storekeeper tries to write them off on time.
The cashier calculates customers.
The accountant is trying to put together receipts and receipts for goods.
At the end of the month, at the request of the owner (investor), reports are made.

At the same time, the menu reflects the desire and qualifications of the chef, but has nothing to do with either the concept of the establishment or the planned revenue. The calculation cards are made formally and are not followed, so the same dish looks different every day and tastes different. The order of products is carried out spontaneously according to the principle “what is not in the refrigerator?”, And the supplier does not know what is really necessary and what is desirable. The delivery price, to put it mildly, is not optimal, the question of the “price / quality” ratio is not worth it. Waiters sell what happens, not what is needed (more profitable for a restaurant). And this has nothing to do with their income. Nobody knows how much food is going to waste or tries to control it. Financial statements reflect anything but the real state of affairs. Warehouse accounting reflects the state of the last week and changes all the time at the request of the accountant. And no one is in charge of the entire business. This is chaos, not control.

Now you can set goals, formulate tasks and, most importantly, define the manager's job responsibilities. But first, two more questions must be answered.

“According to the Next Top study, the average age of Moscow restaurant managers is 34 years, 11 of which they worked in the restaurant business. 40% of managers started their careers as waiters. 70% of respondents plan to open their own restaurant.
The most common reason for a change of place of business among managers is direct interference from the side of the owners in the operation of the restaurant.... 42% of respondents said that they are ready to change jobs due to the fact that restaurateurs often suppress their new offers, or set unreasonably high financial plans, or impose their own opinions in the management process. Among those managers who rated their working conditions as unsatisfactory, 61% were unhappy with the owners' intrusive involvement in the day-to-day running of the restaurant. ”

Like this! Therefore, the tasks must be precise, understandable, and it is necessary to have clear criteria for their implementation.

Why can't an accountant run a restaurant?
Because an accountant is a person who looks to the past. And to manage, we need to know the present and look to the future. The main “customer” of the accountant is external organizations - the tax office, the bank - and not the business participants. These results in the form of reports appear with a long time lag and cannot be used as “feedback” for management, because they do not reflect the current real state of affairs.
The management balance sheet differs from the accounting one, therefore it is kept separately. The main documents in it are also the consolidated balance sheet and the income statement, but the form and numbers in them can differ significantly.