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Lodging and Operations Exam 1 > Module 2 > Flashcards

Module 2 Flashcards

The hotel general manager and leader

1
Q

What are the many hats that a hotel GM wears?

A

– Investor Relations
– Executive Committee Facilitation
– Property Management
– Standards Modeling
– Brand Affiliation Management
– Community Relations

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1
Q

What are the roles of the hotel general manager

A

– The leader of the hotel
– The individual responsible for final decision-making
regarding property-specific operating policies and
procedures.
– GMs wear many hats

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2
Q

What are some roles of the GM in investor relations?

A
  • GMs’ must have the ability to communicate to
    investors and owners about current performance
    and future needs of their hotel(s)
  • To manage owner/investor relations successfully
    – Financial analysis ability
    – Proficiency in written communication
    – Effective public speaking/presentation skills
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3
Q

What is an executive operating committee?

A

– Members of the hotel’s management team (generally
department heads) responsible for departmental
leadership and overall property administration

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4
Q

List a hotel’s management team members as well as the key areas of responsibility

A
  • Assistant GM: roles as assigned by the GM
  • Controller: accounting for hotel assets and liabilities
  • Human resources manager: hotel staffing needs
  • Director of Sales and marketing (DOSM): revenue production and hotel promotions
  • Front Office Manager (FOM): guest services and sales
  • Revenue manager (RM): rooms pricing and rooms inventory allotment
  • Executive housekeeper: property cleanliness
  • Chief engineer: upkeep of the hotel’s physical facility
  • Food and Beverage director: food and beverage production and service
  • director of security: guest, employee, and property safety and security
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5
Q

define management

A

the process of planning, organizing, staffing, directing, controlling, and evaluating human, financial, and physical resources for the purpose of achieving organizational goals

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6
Q

To manage EOC facilitation successfully, GMs
must exhibit:

A

– Good listening skills
– An ability to evaluate and implement managerial
training and development programs
– Assistance in professional improvement and growth of
the EOC team

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7
Q

Define planning

A

To establish goals and objectives
-The process of creating goals and objectives and then
designing action plans, strategies, and tactics to
achieve those goals and objectives.

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8
Q

Define organizing

A

To maximize the deployment of resources
- Arranging and deploying resources in a manner that
most efficiently helps achieve an organization’s goals.

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9
Q

Define staffing/directing

A

To provide leadership
- This concept relates to the GM’s recruiting,
motivational, and leadership characteristics

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10
Q

define controlling/evaluating

A

To measure and evaluate results
- This concept relates to measuring and assessing
results.

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11
Q

What is the formula for Average Daily Rate (ADR)

A

total rooms revenue/total number of rooms sold

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12
Q

What is the formula for Revenue per Available Room (RevPAR)?

A

total rooms revenue/total number of rooms available for sale

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13
Q

What are some of the GMs talents?

A

– Organizational and coaching skills
– Analytical and financial analysis skills
– Ability to anticipate guest needs
– Competitive spirit and high attention to detail
– Well-developed interpersonal skills
– Persuasive ability
– Listening skills
– Effective writing ability

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14
Q

what are some behaviors a hotel manager should have

A

– High personal standards of ethical behavior
– Even temperament
– Real commitment to guest service

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15
Q

What is a QA (quality assurance/quality inspection score)

A

– The result of annual inspections conducted by a
franchise company to ensure brand-standards are met.

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16
Q

what are some examples of program titles for a GM in lodging?

A

– Hotel Administration
– Hospitality Business
– Hotel and Restaurant Management
– Hospitality Administration
– Restaurant, Hotel, and Institutional Management
– Hospitality Management
– Tourism Administration
– Culinary Arts

17
Q

two year degree

A

– For Whom
 For both traditional college students and nontraditional working
students
 Wish to terminate their formal education after several years of
study
 Have a BA, or BS, degree in another subject and wish to gain
knowledge of the hospitality industry
– Benefits
 Highly practical and current
 Practicing professional instructors who may be well-connected
in the community (assisting job placement)

18
Q

Four-Year Degree

A

For Whom
– Wish to complete a more advanced study
– Seek to learn from a larger number of quality faculty
– Wish for a “more advanced” degree than two-year

Benefits
– Have diverse faculty and quality facilities
– Offer an excellent learning environment

19
Q

Advanced Degrees

A

– Requirements include:
 Undergraduate degree
 Excellent grades
– Required mastery of subject matter
– The ability to communicate effectively

20
Q

OJT

A

– Learning activities designed to enhance skills of current
employees
– Offered by management to improve guest service and
employee performance
– Generally no charge to employee for training

OJT trends/focuses for hotel GMs
– Impact of advancing technology
– Impact of a changing workforce

21
Q

Business Associations

A

Membership benefits/activities
- Business/skills enhancement programs
- Networking opportunities
- Timely publications and seminars
- Providing low- or no-cost training
- Lobbying for business interests and facilitating public-private
employment initiatives
- Updating recent business thoughts and methods

22
Q

Trade Associations

A

– Serve certification, educational, social, and legislative
needs of their members
– Hold monthly and annual gatherings
– Offer educational seminars/workshops
– Hold trade shows (view new product and service
offerings)
– Trade Publications
– Focuses on industry-related news, trends, and
practices
– Help readers stay updated on current information

23
Q

Investor Relations

A

– Submit P&L variance reports in a timely manner.
– Generate maximum financial and operational
performance within the framework of the
corporation’s guidelines, specific direction, established
policies, and procedures.
– Emphasis on managing the property per the
instructions of ownership

24
Q

Executive Committee Facilitation

A

– Hire, train, counsel, and motivate management team
members.
– Develop and nurture a team of management and line
staff members that are directed toward the
achievement of the hotel’s goals and priorities.
– Emphasis on EOC team development.

25
Q

Property Management

A

– Ensure effective guest and property safety and security
programs are in place and are documented.
– Lead the revenue effort of the entire property with an
emphasis on increasing market share and optimizing
revenues.
– Manage quality sales and service efforts designed to
optimize revenue.

26
Q

Standards Modeling

A

– Must be neat and courteous with a pleasing
personality.
– Maintain and support the organization’s professional
image and high ethics.
– Maintain high levels of personal and professional
standards.

27
Q

Brand Affiliation Management

A

– Inspect rooms according to franchise brand quality
standards for cleanliness and proper preventive
maintenance.
– General Manager for two or more years at a like-sized
and like-branded property.
– Operate in a manner consistent with franchise brand
standards.

28
Q

Community Relations

A

– Maintain an active and visible position in the local
community and industry.
– Represent the hotel in the local and professional
communities.
– Represent the property to external communities.

29
Q

What are steps in the onboarding process?

A
  • Recruitment
  • Selection
  • Orientation
  • Introduction
30
Q

Practices to help during the recruitment process

A
  • be truthful
  • pay attention to the applicant
  • make introductions if applicable
  • lay the groundwork
  • calling and welcoming the new employee
  • ensure you have all the paperwork, tools, etc.
    – Answering all questions and concerns
    – Scheduling regular conversations to clarify
    expectations, provide feedback, and establish and
    evaluate goals
    – Discussing opportunities for the employee to learn new
    knowledge and skills after becoming successful in their
    current position
31
Q

What are the 5 basic leadership tactics?

A
  1. decision making
  2. delegation
  3. communication
  4. motivation
  5. discipline
32
Q

define programmed and non-programmed decisions

A
  • programmed: routine or repetitive decisions made after considering policies, procedures, and rules
  • non-programmed: decisions that occur infrequently and require creativity
33
Q

Examples of off-boarding

A

– Exit interviews
– Finalizing paperwork
– Returning hotel property
– Ensuring proper benefits are explained

34
Q

Factors Affecting Decisions

A

– Who is the correct person to make the decision?
– How will a decision about a specific issue bring the
hotel closer to attaining its objectives and goals?
– How will the decision affect guests?
– Is there only one acceptable alternative?
– Should the decision be based upon objective facts and
analysis alone, or alternatively, can some subjective
(“common sense”) issues be addressed?
– How much time and effort can be spent on the
decision?
– How does my experience help with decision-making?
– Must the decision please everyone?
– What, if any, are the ethical aspects related to the
decision being made?

35
Q

what are some advantages to team-based decision making

A

– Considering broad range of information
– Generating more creative alternatives
– Whole team aware of issues and problems
– Higher morale
– Easier implementation

36
Q

what are some disadvantages to team-based decision making?

A

– Possible conflicts
– May be forced to “take sides” if alternative opinions are
expressed
– Domination by staff members with strongest
personalities
– Time-consuming
– Not applicable when fast decisions necessary

37
Q

what are the steps in effective delegation?

A
  • There must be an organizational climate in which
    delegation can occur.
  • Specific duties and responsibilities are assigned to
    an employee.
  • Sufficient authority is granted so the employee
    can carry out the assignment.
  • The supervisor and employee agree on specific
    results that are expected.
  • The delegated responsibility is communicated to
    others to minimize confusion about “who does
    what.”
  • The manager establishes a feedback system to
    measure progress as the assignment is
    completed.
38
Q

How do GMs benefit from delegation?

A
  • allows them to do most important tasks first
  • it can train employees so they can grow in their jobs
  • it allows more work to be accomplished
  • it improves control
39
Q

what are the steps in progressive discipline?

A
  • Step 1: Oral warning (no entry in employee’s
    record).
  • Step 2: Oral warning (with entry in employee’s
    record).
  • Step 3: Written reprimand (often from a manager
    at an organizational level above that of the
    employee’s immediate supervisor).
  • Step 4: Suspension for a specified number of
    days.
  • Step 5: Discharge from the organization.
40
Q

To be a good team leader, a hotel manager must:

A

– Maintain high standards and expectations.
– Support individual team members and maintain
relationships of trust and respect.
– Practice participative management and solicit input
from team members as goals and objectives are
established and as plans to achieve them are
implemented.
– Demonstrate that their own personal goals should not
be placed before the team’s goals.
– Share credit for the successes that the team achieves.

Lodging and Operations Exam 1 (3 decks)

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