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Nguyễn Gia Hào

Academic year: 2023

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This section of the book is based on what we learned about education and personal development at Cornell's School of Hospitality Administration, which worked to create successful careers in the hospitality industry. In the sidebars that accompany this chapter, I've shared quotes from people at all levels and in various segments of the hospitality and service industry. John Sharpe, President and CEO, Four Seasons, addresses the 2002 School of Hotel Administration graduates.

Even grocery stores are trying to develop a service orientation similar to that of the hospitality industry.5. Fortunately, the structure of the hospitality industry offers many opportunities to gain experience at various levels and aspects of the industry. In the United States, for example, more than 70 percent of the 50,000 larger hotel properties are members of chains.

W. (Bill) Marriott, Cornell Icon of Industry

You've probably heard of the term "service within." I suggest that service begins within with effective listening.4 You can only get ahead if you can make a difference, and one of the simplest ways to have a powerful positive influence on you. While you can't skip any of the stops, you may find that you reach some much faster than others. Besides the content of the message, you will find that the biggest challenge is understanding the person speaking.

Instead of being judgmental, you want a person who is descriptive about the situation to help you understand how you can respond effectively.

Figure 4.3  The Listening Fast Track
Figure 4.3 The Listening Fast Track

Understand Yourself

With this skill you are able to constructively manage disagreements and influence others. You may benefit from a brief period of introspection spent asking yourself how you rate these dimensions. Because of the high degree of interpersonal interaction with both employees and guests in the hospitality industry, EQ is particularly important for hospitality managers.

An extensive body of research has shown that executives with higher levels of EQ receive more favorable performance reviews and that their organizations achieve greater financial success. He was hired for his leadership skills and the following quote reflects his leadership style: “I learned to work hard, treat everyone well and listen,” he says. Peter Drucker, a well-known management expert, suggests that it is crucial to understand your strengths and weaknesses, how you interact with others, and what your values ​​are.4 In this context, you need to think about what is really important to you.

It is important to understand your preferred leadership style because it is a starting point for how you prefer to lead. The key to leadership is determining when one style will be effective and when it is time to switch to another. If you are first aware of your behavioral preferences, then you can work on adapting your style to the situation.

Interestingly, research has shown that coaching is the least used leadership style, but it can be one of the most beneficial to an organization's long-term success. Being aware and knowing how you influence others is the first step to becoming a successful leader.

Understand Your Organization

In 2009, Sysco was rated number one by Fortune's "World's Most Admired Companies" in the Wholesale Food and Grocery Division. The educational process is informed by our research and supported with classroom technology, and industry responses also influence curriculum content. This benefits the hospitality industry and fulfills our mission, which is driving alignment designed to 'Prepare Leaders for the Hospitality Industry'. That means we want to attract a student with a certain profile, provide the education that contains the right content at a level of sufficient rigor, and place graduates in management positions that use their intellect and education.

Darden Restaurants provides an excellent example of a company where senior leadership understands the organization and its operations. Managers, however, understand their organizations as composed of a series of interdependent processes, and they manage the "white space" on the organizational chart that exists between functional areas. Leadership is all around you if you pay attention, and informal leaders can be a tremendous asset if their goals are aligned with those of the organization.

From this analysis we can conclude that Bill is influential in the informal organization. However, Don is so far removed from the action that he probably doesn't have a good understanding of what goes on in the organization. That situation can be difficult if he occupies a prominent position in the formal hierarchy.

This is a typical example of how your organization goes far beyond what is shown on the organization chart. Again, the clearer your understanding of the interdependencies and informal relationships that exist, the more effective you can be.

Establish Objectives

The sum of these spheres of influence is designing the organization and work processes to align with the overall organizational goals, along with performance management systems designed to reinforce the vision. People need to know what they are doing, why they are doing it, and how it fits into the big picture. If you extend this principle to the hospitality industry, your employees should have (and should be able to provide) a rational explanation for why they do what they do.

Much of the work in the house involves direct interaction with the client or guest, and I think we can agree that the goals and outcomes in this area are fairly obvious. The purpose of back-of-the-house activities may not always be so clear, as some input-output relationships are either not recognized or not acknowledged. The answer is usually either "I was told to do it this way" or "this is how we've always done it". As a manager, you need to counter this type of impression so that all employees understand how their job contributes to the overall guest experience or who their internal customer is.

Not only do you need to explain why the work is important, but you need to make sure employees understand that they are valued for doing it. It is therefore important that you let people know how their efforts relate to the achievement of the organization's overall goals. I also don't need to mention that this has been a successful approach, but I will point out that Marriott has well over 3,000 hotels worldwide with over $12 billion in revenue.

A Leader in the Hospitality Industry 75 featured superior design, top quality amenities and above all a deep commitment to service. You don't need to write a book to state your organization's goal, but you do need to be able to state it clearly and make sure that everyone in the organization also has the same goals.

Acknowledge Good

The same applies to poor performance, even if the choices there are conditional punishment or omission of punishment. There is no money involved in these answers; it is simply a matter of responding appropriately to the performance of subordinates. In the popular series of books based on the One Minute Manager, Kenneth Blanchard encourages you to actively look for opportunities to recognize good performance.10 Similarly, my own research examining reinforcement behavior found that what people want is recognition of good performance.

In the previous five years, he had doubled the number of restaurants and tripled the company's revenue. Managers of both high-performing and underperforming restaurants used conditional punishment about equally—an unpleasant but necessary management tool. But we found a real difference in the reinforcement activities of the managers in the two types of restaurants.

Managers of higher-performing restaurants used more contingent rewards, and less use of reward omissions, than managers in lower-performing restaurants. All affective responses including satisfaction and commitment were higher in high performing stores. Because of the rigorous study design, we feel confident that only managers' reinforcing behaviors had a substantial impact on store performance.

Restaurant managers in our study who used both contingent reward and contingent punishment were rated more positively by both the regional manager and their own subordinates. This study demonstrates why managers need to pay attention and respond to subordinates' performance to send the message that they value their employees' efforts and want to help them improve.

Be Flexible and Willing to Adapt

Depending on the purpose of the research, you can ask your questions in different ways. There are some early indications of the use of such technologies in a limited way (for example, the launch of a prototype W Hotel in the virtual reality world SecondLife.Com). Here's another example of the kind of analysis you can perform once you have the DCA information.

Traditional Peruvian dishes are served in the restaurant, set against a beautiful backdrop of the rushing Vilcanota River. The guests are already part of the characters in the storyline even before they start the actual ride, and the queue becomes part of the attraction. If you are a member of one of these organizations, you know the power of culture well.

Harness the power of your culture 113 Beliefs Beliefs form the ideological core of the culture. The winners eat dinner on the stage of the Grand Ole Opry and get $1,500 to give to the charity of their choice. Second, you can look for inexpensive ways to collect data as a byproduct of existing operations.

Adding the three and four party probabilities gives 41 percent for the 4-heads. So do you have any idea how to edit the “back of the envelope”–. Then there is the question of whether you should contract with outside vendors to supply some of the capacity needed during the peak season.

The second part of the model shows the two parts of the process when a failure occurs. As with a GSS program, you must have clear objectives and be able to identify key elements of the service process that you want evaluated. You must also be consistent and timely with the results of the evaluations, process improvements and results.

Figure 8.1 Sources of Pleasure
Figure 8.1 Sources of Pleasure

Hình ảnh

Figure 4.3  The Listening Fast Track
Table 6.1 shows leaders as being in an era of relationship building. Even if  this is just another phase that we’re passing through, the fact is that as a leader  today, you need to develop relationships, defi ned as an emotional or other  connection with y
Figure 8.1 Sources of Pleasure
Table 10.1 Historical Party-Size  Information for Dinner on Fridays
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