Chapter 1 The Supervisor and the Management Process

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Chapter 1The Supervisor and the Management
Process
Supervision in the Hospitality Industry Third
Edition (250T or 250)
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Competencies for The Supervisor and the
Management Process

• Define management and describe different
  management levels.
• 2. Identify basic management principles.
• 3. Explain the management functions of authority,
  responsibility, and accountability.

(continued)
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Competencies for The Supervisor and the
Management Process
(continued)
  4. Describe the traditional components of
management (planning, organizing, coordinating,
staffing, directing, controlling, and
evaluating). 5. Distinguish strategic planning
from operational planning activities. 6.
Identify fundamental supervisory
responsibilities.
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Introduction
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Definition of Management

• ????????????????????
• Management is the process of using what you have
  to do what you want to do.
• What you have are resources(??)
• What you want to do is meet organizational
  goals(????)

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• Resources are the assets of lodging and food
  service operations.
• There are seven basic resource categories

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Management Resources

•  
• People(??)
• Money (??)
• Time(??)
• Work procedures and methods
• (???????)

•  
• Energy(??)
• Materials (food and beverage products, room
  linens, etc.)(??)
• Equipment(??)

All resources are in limited supply. Therefore,
supervisor becomes one of determining the best
way to use your limited resources(????) to reach
organizational goals(??????)
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Organizational goals

• ????,?????
• Increasing profits (for commercial operations)
  and lowering costs (for institutional operations)
• ???????????????
• Defining and attaining quality and quantity
  standards for products and services
• ?????????????
• Maintaining or creating a good public image

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?????????????????
??? ?? ??? ??? ???
???? Increasing Profits . .
???? Lowering Costs ??????????? . .
????????? quality and quantity standards ????? ?????????? .. ..
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????Management Levels
  ????Top ManagementGeneral Manager and Vice
Presidents ????Middle ManagementDepartment
Heads ????Supervisory ManagementDepartment
and Area Supervisors
???????????,?????????????
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??????? Basic Management Principles(1/2)

• ????? Concept of authority??????????
• ???? Organizational Hierarchy?????????????????
• ?? Discipline??????????
• ????? Unity of Command??????????
• ???? Common good???????????????
• ?? Compensation????????????

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Basic Management Principles(2/2)

• ???? Centralization??????????
• ?????? Division of Labor ???????
• ???? Matching ?????????????
• ?????? Staff stability ?????????????
• ??????? Employee Initiative ???????????????
• ???? Team Spirit??????????????????????

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Authority, Delegation, and Responsibility

• ?? (Authority)????????????????????
• ?? (Delegation)????????????
• ?? (Responsibility)????????????????????

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Components of Management

• ?? Directing
• ?? Controlling
• ?? Evaluating 

• ?? Planning
• ?? Organizing
• ?? Coordinating
• ?? Staffing

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Strategic Planning
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Strategic Planning(1/6)????Values Statement

• ???????,????????,????????????
• A values statement identifies the core values
  that should shape the culture of the organization
  and guide the behavior of individuals.
• For example
• Guest satisfaction
• Employee satisfaction
• Ethical business practices
• ..

Core Values
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Strategic Planning(2/6)????Mission Statement

• ??????????
• A mission statement is a broad description of an
  organizations reason to exist.
• For Example
• The mission of the Downtowner Hotel is to be the
  convention hotel of choice for meeting planners
  and business travelers by meeting all their
  away-from-home needs for lodging, food service,
  and conference facilities.

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Strategic Planning(3/6)????Vision Statement

• ??????????
• The vision statement projects the organizations
  future.
• For Example
• Our vision of the Downtowner Hotel is to be the
  premier convention hotel in the upper Midwest
  within 5 years.

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Strategic Planning(4/6)????long-range plan

• ????35???????????????????????????
• A time period of three to five years, outlines
  how the organization intends to close the gap
  between where it is today and where it wants to
  be in the future.

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Planning

• ????A business plan bridge strategic and
  operational planning activities by specifying how
  the organization will move forward in the
  upcoming years toward attaining long-range goals.
• ????A marketing plan indicates how the goals set
  by the business plan will be achieved in the
  upcoming year.
• For example, the marketing plan of the Downtowner
  Hotel would present a calendar of promotional and
  sales activities designed to attract business
  travelers and reach meeting planners that would
  affect business in the upcoming year.
• ????Supporting the goals set in the business
  plan and in the marketing plan, the operations
  budget details managements plan for generating
  revenues and incurring expenses for each
  department within the organization.

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??Organizing

• ?????????????????????????
• Organizing involves establishing the flow of
  authority and communication between people and
  organizational levels.

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Organizing
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??Coordinating

• ??????????????????
• The management skill of coordinating involves
  the ability to efficiently use resources to
  attain the organizations objectives.
• Assignments
• Commands
• Decisions

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??Staffing

• ??????????????
• Staffing involves recruiting applicants and
  hiring those best qualified.

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??Directing

• ?????????????????????????
• Directing includes all the activities necessary
  to oversee, motivate, train, evaluate, and
  discipline employees.

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??Controlling

• ??????????
• Controlling helps to ensure that you are
  attaining your objectives.
• ??????????????????????,??????????????????????????
• The control process begins with establishing
  performance standards, continues with assessing
  actual performance, and then involves making a
  comparison between performance standards and
  actual performance to determine whether-and to
  what extent-corrective action is necessary.

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??Evaluating

• ??????????????Evaluating means looking at how
  well you and your employees achieved your
  objectives.

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Skills for Effective Supervision
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Why Supervisors Fail

• ???????????????????
• Inability to effectively manage and relate to
  their employees
• Supervisors cant get along with their employees,
  low productivity, low morale, and high employee
  turnover
• ????????????
• Character and personality shortcoming
• ????????????
• Inability to perform the basic management tasks-
  planning, organizing, coordinating, staffing,
  directing, controlling, and evaluating

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Supervisory Responsibilities
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Key to Supervisory Success

• Fundamental Supervisory Responsibilities 
• Recruiting and selection procedures
• Managing productivity and controlling labor costs
• Evaluating and coaching employees
• Disciplining procedures
• Managing change

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Fundamental Supervisory Responsibilities 
Understanding the role of the supervisor
Providing leadership Improving
communications Conducting orientation and
training Handling problems and conflict
(continued)
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Fundamental Supervisory Responsibilities 
(continued)
Motivation and team building Staffing and
scheduling Improving employee performance
Managing time