What is the right form of organization for a Hotel?
rispsota The universal does not exist because it depends on the size of the policies adopted and managerial COMPETENCE.
SME hotels are usually organized with the simple form especially those with family or with few employees. In this case the employer is in direct with his staff and other external stakeholders: it is the center of gravity of the entire organization. The fact that the employer and its employees responsible for dealing with different content attvità does not mean that the definition of labor is rigid. Indeed, it is normal that you know you "go a bit 'of everything," according to the needs of the quotas. Until the entrepreneur will be able to coordinate all activities of any tetativo "formalize" the roles would be an unnecessary complicating: if the size is reduced and the activities are simple , the organizational system can work without the need for introduce rules and procedures.
But the activities are really simple? Let us look better system for hotels in a simple way includes a restaurant, a spa, conference facilities e. .. rooms.
All these activities are considered the real micro enterprises, and today more than ever management with specific characteristics. The hotel is in fact a small holding consists of several specialist firms in a given un'accentramento service staff functions to management level. The simple form can evolve in a hierarchical-functional environment where you develop the vertical dimension, we introduce one or more levels of hierarchy between the top and strategic and operational core, delegating to them in an articulate and spread the function of direction and coordination of operational activities.
Considering that these micro enterprises are often "managed" by waiters, chefs, beauticians, receptionist, we can understand the management problems arising from them. It is said that a great chef or a great waitresses are also excellent restaurants, a receptionist is an excellent hotel and a beauty that makes a great entrepreneur.
skills in marketing, accounting, financial and relational, we can not expect from those with purely technical and operational roles. So all this falls on the entrepreneur / manager, who until two decades ago could combine all these skills in a brilliant way with the simple experience of the area of \u200b\u200borigin. in the twenty-first century no longer works like this: the marketing of food is not the same hotel marketing, management division is not like the Room of the Wellness Center.
many directors RevPASH talking about, RevPAR, ROE, ROI, BEP are panicking and do not know what to say? Usually some attack me as soon as they realize that I could expose their incompetence. Once I get angry, but now a laugh with so much pity for those who have to employ them and for those persons (who does like to be led by incompetent?).
how to fix this by adjusting the organizational form?
could hire managers can oversee individual departments: Revenue Manager, F & B Manager, Spa Director. etc. ... with a substantial increase of the efficiency of management control, but also a substantial increase in cost ...
Relying on an outside consultant. (But you are able to assess the ability effetive or you're selling a lot of smoke?)
Hire a competent manager in all aspects [the number is in my profile :-)] to deal with a lot of patience for the training of managers function.
Spending lots of money and time in their training.
should try to evolve towards a multi-divisional form of organization, but this is a topic with so many complex variables that would require a treaty really very large especially in the hotel industry. for those wanted to explore the theme or have advice online can contact me via email .
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