Hospitality
Organization
Management
(INTERVIEW FOR THE MANAGER)
SUBMITTED TO:
Prof. Arnel D. Gianan
SUBMITTED BY:
Mary Ann Acerado
BSHM-3
MR. DOIGENES VILLAR VILLA
ANGELINA HOTEL
General Manager
Hotel
ASSESSMENT of MANAGERIAL AFFECTIVENESS:
Study the set-up of a particular hotel, resort, food outlet or food chain. Based
on the company’s structure, find out the particular position responsible for
each of the given KRA. Is it the manager or department head, the Personnel
or HRD Manager, line supervisor or section head or any other official?
Make an assessment of a manager’s performance using the above KRA’s
and standards as a basis for assessment. You can directly interview the
concerned officer and/or get information from his superior and
subordonate.
If you happen to be the manager or supervisor of a hotel, food outlet, do the
following:
(a.) Identify in the above-mentioned KRA’S and indicators those that apply
to you based on your job description.
(b.) Make a personal assessment of your administrative efficiency and
productivity using the applicable standards.
Prepare an assessment report.
Based on your findings, identify the training needs of the manager you
evaluated.
If you are the manager or supervisor evaluating yourself , make a detailed
line-up of training that you feel you need to undertake to become more
effective.
• SET UP OF A PARTICULAR HOTEL:
The guest is at the heart of my concern and we should consider him or her
as a guest in our own home. A group of individuals whose sincerity, knowledge,
way of receiving, skill in surprising and in amazing, ability to listen to the guest,
are all assets and personal touches that will help our guests feel reassured, and
mark our difference with the competition.
PARTICULAR POSITION RESPONSILE FOR EACH OF THE GIVEN
KRA(Key Result Areas):
Job description:
Specifies job requirements and acts as a screening tool. Therefore, manpower
requirement and planning is dependent on job descriptions. Information about
duties, responsibilities, Key Result Areas (KRA’s), qualifications and
compensation information are detailed as part of job description.
• MANAGER or DEPT. HEAD, line SUPERVISOR or
SECTION HEAD or any other official:
It is difficult to imagine circumstances that pose a greater challenges for HR
management. Large mergers also involves overlapping companies (HP &
Compaq), seeking economies of scale thru combined efforts.
Even, sometimes complexity of the situation may slow down the entire
process. In the meantime, employees are left wondering what, if any, role they will
play in the “new organizations.” Employees may face these potential changes.
Loss of job, pay, benefits
Job changes, including new roles and assignments
Transfer to a new geographic location
Changes in compensation and benefits
Staff changes, including new bosses, colleagues, and subordinates.
Changes in corporate culture, loss of identify.
• MANAGER’S PERFORMANCE USING THE ABOVE KRA’s and
STANDARD as a BASIS for assessment. DIRECTLY INTERVIEW THE
CONCERNED OFFICER and/or GET INFORMATION FROM HIS
SUPERIOR and SUBORDONATE .
Duties:
Clearly outlining the duties is crucial for a good job description. Duties need to be
specific to both short-term issues and long-term challenges of the position. Short-
term priority issues need to be addressed during the first few days. Long-term
challenges relate to where the hiring manager wants to be in months down the
road.
Qualifications:
Qualifications are the principal screening elements. These fall into two areas –
must haves and nice to haves. Must haves are absolute requirements and without
them the person is screened out. Nice to haves are like the icing on the cake.
Compensation information:
Generally, this area is skipped in job descriptions. When stated, however, will
attract a wider range of qualified individuals. The most important thing is, for the
right person, compensation can always be adjusted, titles changed and duties
expanded.
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
• IF YOU A MANAGER or SUPERVISOR OF A HOTEL FF:
a.) The above-mentioned KRA’S and indicators those that apply to you
based on your job description.
A tough situation for sure. It helps if you can modify what is expected out of an
employee to include working well within the team structure. This way the
employee is clearly not "meeting expectations" and underperforming when they are
not a team player. This also sets an example that good enough isn’t good enough if
you can’t work together with co-workers.
He know this does not help you in this current situation however. One word of
caution, which I am sure you have considered, be careful how you deal with a
problem employee. Your team is watching and judging you on how you treat them.
If they feel that you are making reasons to remove this person they will became
afraid, and will support this person no matter how bad they are because they will
think that the next time it could be them. They will say "yes he is a jerk, but he is
our jerk". People judge us on how we act in bad times even more than how we act
in good times
b.) Make a personal assessment of your administrative efficiency and
productivity using the applicable standards.
If you have excellent interpersonal and influencing skills, the inborn desire to
make things happen, and never-give-up persistence,
Qualifications:
1.Excellent interpersonal skills with a high customer service orientation.
2.High follow through drive and high self-motivation with an ability to handle
work pressure and to meet tight deadlines.
3.Presentable.
4.Excellent computer skills.
5.Excellent command of written & spoken English
• ASSESSMENT REPORT:
As owners face mounting financial challenges in the months ahead, we
anticipate that more and more distressed hospitality properties will be changing
hands. There is a prevalent need for lenders, attorneys, receivers, and brokers to
understand not only the economic and income producing characteristics of these
properties, but the physical characteristics of the hospitality asset as well. The
focus of this article is on a tool used to accomplish this need. Through the
execution of a property condition assessment, a stakeholder in a property can
position themselves to make better informed decisions regarding the stabilization
and disposition of a hotel.
• THE TRAINING NEEDS OF THE MANAGER YOU EVALUATED.
Evaluating your employees is an important and vital activity to your company’s
effectiveness and efficiency. Not only does it give you, the owner or manager, a
better idea of how well your employees are performing, but it also gives you the
justifications needed to terminate an employee, impose disciplinary measures, to
give an employee a raise, or to give an employee a promotion. In order to gain the
most benefit from an evaluation several steps need to be taken to ensure that the
right people examine the right issues, and in the right manner.
• MANAGER or SUPERVISOR EVALUATING YOURSELF, MAKE A
DETAILED LINE-UP OF TRAINING THAT YOU FEEL YOU NEED
TO UNDERTAKE TO ECOME MORE EFFECTIVE.
As part of your organization's performance evaluation process, you may have an
opportunity to provide feedback to your manager via a self evaluation. How you
approach this opportunity is an indication of your level of commitment and
engagement on the job.
Here are a few tips for making the most of this
opportunity:
· Take the self evaluation opportunity seriously and contribute as much
specific and detailed information about your performance as possible. Include
examples of your work and reminders of projects you have completed throughout
the rating period.
· Be honest in your evaluation about your performance. Note the highlights
and the lowlights of the previous rating period. If you are honest with yourself,
your supervisor will be more likely to look for ways to help you improve.
· Keep your own performance file or a “me” file. Record examples of tough
projects you’ve completed and goals you’ve achieved. Use this information to
prepare your input for your supervisor.
· Offer ideas for professional development goals you would like to pursue in
the coming year.
