BASIC FUNCTION OF MANAGER IN HOTEL AND RESTAURANT INDUSTRY

1. PLANNING

Formulating Departments goals, targets and objectives Forecasting revenue, volume of production, covers and profit Establishing operations budget (i.e. supplies, staffing, etc. ) Assessing performance against targets and standards: analyzing variances Determining plans of action and strategies to realize objectives Determining contingent action for anticipate problems and concerns

2. ORGANIZING THE WORK

Determining critical tasks and establishing a

division of labor Defining and delegating staff duties and responsibilities Delineating lines of authority, communication, coordination, boundaries Defining performance standards and establishing standard operating procedures Preparing staff schedule and side duties Delegating special assignments

3. LEADING AND DIRECTING

Checking and ensuring the availability of pre-opening requirements

i. e., par stock, manpower, equipment, etc. Checking and performance against set standards, calling staffs attention regarding refractions. Giving orders and instructions, making follow up Conducting regular meetings to discuss/resolve operational problems Disseminating to the staff all needed information like out of stock items , new products, monthly promotions, etc. Coaching, guiding and training the staff Boosting employees morale and motivation, enhancing teamwork Conducting daily briefing and staff inspection. Checking guests satisfaction- soliciting feedback, attending to the customer needs, request and complaints.

4. CONTROLLING
A. Control over staff performance by:

Establishing and enforcing house rules and performance standards Regular monitoring of staff performance and documentary

infractions Making staff accountable for infractions and discrepancies, enforcing appropriate disciplinary action. Giving feedback on the progress of employees performance Evaluating performance and conducting appraisal interview Distributing rewards and incentives based on the merit based on the merits and performance.

B. Control over Material Resources

Establishing control policies and procedures in all areas of operation

including the issuance and use of supplies/equipment Ensuring proper storeroom management with a property custodian to monitor the issuance and surrender of borrowed or used items. Monitoring losses and breakages through periodic inventory Monitoring consumption of supplies against budget. Taking corrective action against excessive or unbudgeted consumption Training staff on the rules of equipment handling and maintenance Implementing a preventive maintenance program Taking disciplinary action against careless and abusive use of supplies and equipment

5. CUSTOMER SERVICE FUNCTIONS

Attending to guests needs, request and complaints Checking guests satisfaction, making follow up,

soliciting comments Establishing rapport with guest- initiating, maintaining contacts, and healthy interaction Anticipating guests needs, taking contingent action to avoid complaints. Taking corrective action against customer complaints and other areas of customer dissatisfaction Documenting guests comments and feedback and disseminating them to concerned employees and departments

RESPONSIBILITIES OF MANAGER AND SUPERVISOR

The manager and the supervisor are both
responsible for both consequences. While they have the authority and prerogative to make decisions within their span of control, they will be answerable and accountable for results not only to top management who pays for their services but also to the employees who report to them and the customers (internal and external) whom they serve. Their responsibilities include, but not limited to the following:

A. TO THE COMPANY- TOP MANAGEMENT

1. 2. 3. Meeting sales/production targets Disassembling company policies and standards to the staff Bringing management concern to employees and ensuring their cooperation Safeguarding company properties (materials and equipment) from damages and losses. Safeguarding the company image Maximizing profit through effective control systems Ensuring compliance to company policies, standards and procedures Making an account of their units performance through reports

4.
5. 6. 7. 8.

B. TO THE STAFF-SUBORDINATES
1. Protecting employees against abuses and violation of human rights. 2. Providing for safe working conditions to ensure employees safety 3. Creating opportunities for the professional advancement of staff 4. Maintaining staff discipline 5. Building employees morale 6. Intervening for the welfare of employees 7. Providing moral support needed 8. Building the goodwill and respect of employees

C. TO THE CUSTOMERS
1. Ensuring the delivery of quality products and services 2. Ensuring prompt and timely delivery of service 3. Attending to customer complaints to the satisfaction of 4. 5. 6. 7.
8.
customers Checking and maintaining customer satisfaction Responding to customers needs and requests Safeguarding customers safety Keeping customers informed of company policies, new products, etc. Maintaining customers goodwill

WHAT MAKES AN EFFECTIVE MANAGER? REQUIRED COMPETENCIES

1. Technical expertise on hotel and restaurant operations Knowledge of standards in hotel food service operations Mastery of skills in executing operational procedures according to standards Knowledge of market trends, latest technology in hospitality operations

2. Human Relation Skills

Ability to maintain the goodwill of
customers, superior, staff, co-employees Ability to cope with difficult people, difficult customers and work situations

3. Planning and Organizing Skills

Ability to make sales forecast and budget Skills in conducting internal and external

analysis, in analyzing problems and identifying remedies Skills in strategic planning Skills in organizing the work making effective use of organizing tools Ability to design work systems that are conductive to efficient operations

4. Leadership and Monitoring Skills

Ability to lead and influence people, to win their cooperation Ability to motivate staff and deal with morale problems Ability to monitor staff performance, to identify and correct

deviations Mastery of the use of situational leadership Ability to handle meetings effectively, settle internal conflicts and differences Skills in delegating Skills in oral and written communications Skills in documenting observations and making reports Ability to coordinate with other units and departments

5. Controlling Skills
Skills in conducting corrective interviews Skills in conducting performance appraisal and appraisal

interview Skills on materials management Skills in performance management-ability to identify, diagnose and deal with infractions Skills ion conducting sales and variance analysis Making inventories and preparing inventory report Preparing budget and monitoring consumption against the budget

6. Training Skills
Ability to identify training needs of staff
and to conduct skills in training Ability to instruct and transfer technology

PERSONAL QUALITIES OF EFFECTIVE MANAGER

1.Self Confidence and determination Exudes with poise and assertiveness Decisive and determined to get what he wants 2. Has a sense of purpose and direction A man with a vision and ambition Operates with realistic goals and aspirations Knows what he has to do to realize his vision 3. Has foresight and prepared for contingencies

Can anticipate potential problems and threats Always ready for contingent action Always look ahead and beyond Keeps up with the times, does not lag behind

4. High level of sensitivity Sensitive to the feelings of others, respects others self esteem Always maintain tact and diplomacy in his language Responsive to the needs of the company and staff, customers as well 5. High level of tolerance Accepts limitations of others, as well as differences in opinion Sober, as well balanced temperament; exhibits patience and understanding 6. Team Spirit Has the capacity to trust in the others Willing to accept, acknowledge and respect differences in ideas Willing to lend support and cooperation, setting aside personal differences Always maintain a win-win relationship 7. Pro active and objective Does not act by impulse, always moved by right principles and values Objective, does not rely on hearsays, never vindictive Takes responsibility for results, does not buck-pass 8. Morally Upright, unquestionable integrity A model in terms of self discipline, practices what he teach Good moral values, high value for cost, quality dignity of labor

THE MANAGERS SPAN OF CONTROL

Span of control refer to scope of responsibilities and decision making of the manager. Many establishments who wish to save on labor cost make a mistake of delegating a wide range of responsibilities covering different or sometimes unrelated tasks to the manager, making him overloaded. Should this happen, it will be difficult, if not possible for him to effectively direct and monitor operations with this area. The factors to consider in assigning a managers ro supervisors span of control are.

Geographical dispersion of the employees concerned (One can supervise more people if they are confined in one area.) Time available for supervision-When there are other tasks to attend to, less time can be devoted to supervision, so the span of control should be reduced. Whether jobs are familiar related Supervising different units doing unrelated task is a complex task and is not advisable, unless one is left with no choice due to lack of manpower or budget Degree of proficiency and maturity of the persons being supervised-Proficient and responsible employees require less demand for supervision. It will be less difficult to supervise more units or persons should be this case.

ELEMENTS OF MANAGERS JOB

The managers supervisors job covers 2 major areas as illustrated below:

TECHNICAL Those directly related to operations Preventive maintenance Taking a direct hand in operations, service, production Attending to customers, Administrative To deliveries & Planning, decision making Preparing/presenting reports Operational concerns Designing systems, policies Directing, leading, coordinating the work Regulating, controlling the flow of work Regulating, controlling the flow of work Assisting in recruitment, staff training