Introduction to HTMP Program 2 酒店...

George Ubbelohde

目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Empowerment






We have discussed the leadership and management in the previous sections of this chapter.
我们在本章前几节讨论了领导和管理。
Both concepts include the word power or authority. Power is the ability to influence others’ behavior.
这两个概念都包括权力或权威。权力是影响他人行为的能力。
Managers have the power to establish policies, or the power of making decisions. However the levels of power will vary according the company structure and the position.
管理者有制定政策或作出决定的权力。然而，不同层次的权力将根据公司的结构和地位而有所不同。

The 2 company structure models  2种公司结构模式：

  • A Centralized Organization is an organization in which most decision-making authority is at top management levels.
    集权化组织是指大多数决策权属于最高管理层的组织。

    An advantage to this approach is; there are clear processes in place and a disadvantage may be long time in making decisions

    这种方法的优点是有明确的流程，缺点可能是决策的时间较长。

  • A Decentralized Organization is an organization where decision-making authority is distributed to the lower levels.
    权力下放式组织    是将决策权分发给下级的组织。

    An advantage to this approach is; that changes can be made quickly in response to business conditions and an disadvantage can be too many people making decisions that can contradict each other.

    这种方法的优点是可以根据业务条件快速做出改变，而不利因素可能是太多的人可能会做出相互矛盾的决定。


The degree of this decision-making is determined in where these decisions are made, such as at the corporate headquarters or on property level.
决定的程度取决于这些决定是什么，如在公司总部或物业层面。
Each approach to power structure will largely depend on the nature of the decision to be made and the type of organization involved.
权力结构的每种做法在很大程度上取决于决策的性质和所涉组织的类型。
Creating a new brand can be considered a strategic decision and can depend upon the final decision of the top management, while changing service procedures for more efficiency at the unit level can be decided by the unit manager.
创建新品牌可以当作是一个战略决策，可以取决于最高管理层的最终决定，同时为在单位层面提高效率而改变服务程序可以由单位经理决定。

In order for decentralization to work, there has to be a high level of empowerment in an organization.
为了使权力下放工作，组织中必须有高水平的赋权。
Empowerment is the practice of enhancing guest service and increasing profits by passing decision-making responsibility, authority and accountability to every level within the organization.
赋权是通过将决策职责、权力和责任转移到组织内的每一个层面来加强客户服务和增加利润的做法。
This approach enables managers, supervisors and employees to do their jobs more effectively.
这种方法使管理人员、主管和员工能够更有效地完成工作。
When employees are empowered, decision making, trouble shooting and problem solving can happen much more quickly.
员工获得授权后，可以更快地决策、排除故障和解决问题。

In order to implement empowerment top level managers must influence others to accept new responsibilities that accompany increases in power.
为了实施授权，高层管理人员必须使他人接受伴随权力而增加的新责任。
Linking everyone with a shared vision helps them understand how their work contributes to the overall success of the company.
将每个人与共同的愿景联系起来，让他们知道他们的工作如何有助于整个公司的成功。

However empowerment comes with a great deal of responsibility and managers must set limits and boundaries so that employees know what they are and are not able to do.
然而，赋权带来了很大的责任，管理者必须设定限制和界限，以便员工知道他们是什么以及不能做什么。
The “Yes I can” service concept practiced within the Radisson Blu Hotels worldwide is a result of a practice of empowerment in each property.
在世界范围内，雷迪森布鲁酒店“是的，我可以”的服务概念是每个物业授权做法的结果。

We will discuss the value of diversity in the next section.
下一节将讨论多样性的价值。