{"product_id":"managing-hotels-effectively-lessons-from-outstanding-general-managers-hardback-9780471289098","title":"Managing Hotels Effectively; Lessons from Outstanding General Managers (Hardback) 9780471289098","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eManaging Hotels Effectively\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eLessons from Outstanding General Managers\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eEddystone C. Nebel (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780471289098, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 1 August 1991\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e464 pages\u003cbr\u003e23.9 x 19.8 x 3.6 cm, 1.114 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003eA must-read for aspiring hospitality industry leaders\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eManaging Hotels Effectively: Lessons from Outstanding General Managers\u003c\/i\u003e is the essential text for anyone working in or aspiring to the hospitality industry. Expert discussion from industry leaders drives home the importance of service, strategic planning, and effective leadership while giving readers a glimpse into the complex mechanics of running a successful hotel. From organizational structure and staffing to communications, revenues, and day-to-day activities, this book provides an informative look into the myriad duties of the general manager.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eAcknowledgements xxi\u003c\/p\u003e \u003cp\u003eIntroduction xxiii\u003c\/p\u003e \u003cp\u003eThe Gm Research xxiii\u003c\/p\u003e \u003cp\u003eHE Gms xxiv\u003c\/p\u003e \u003cp\u003eUnifying Theme xxvii\u003c\/p\u003e \u003cp\u003eReferences xxviii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Environment of The Hotel Business 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE GLAMOUR OF IT ALL 2\u003c\/p\u003e \u003cp\u003eThe Hotel as History 3\u003c\/p\u003e \u003cp\u003eThe Hotel as Excitement 4\u003c\/p\u003e \u003cp\u003eThe Hotel as Theater 7\u003c\/p\u003e \u003cp\u003eA City Within a City 8\u003c\/p\u003e \u003cp\u003eA Vocation 8\u003c\/p\u003e \u003cp\u003eTHE PACE OF A HOTEL 9\u003c\/p\u003e \u003cp\u003eHotel Cycles 10\u003c\/p\u003e \u003cp\u003eOpen for Business 8,760 Hours per Year 10\u003c\/p\u003e \u003cp\u003eScope of Operations 12\u003c\/p\u003e \u003cp\u003eThe Unpredictability of Problems 14\u003c\/p\u003e \u003cp\u003eThe Immediacy of Problems 16\u003c\/p\u003e \u003cp\u003eThe Need for Dedication 18\u003c\/p\u003e \u003cp\u003eTHE COMPETITIVE ENVIRONMENT 18\u003c\/p\u003e \u003cp\u003eHotels Are Commodities 19\u003c\/p\u003e \u003cp\u003ePermanent Overbuilding 20\u003c\/p\u003e \u003cp\u003eRooms Are Perishable Products 21\u003c\/p\u003e \u003cp\u003eForecasting Demand 22\u003c\/p\u003e \u003cp\u003eCONCLUSION 24\u003c\/p\u003e \u003cp\u003eREFERENCES 26\u003c\/p\u003e \u003cp\u003eQUESTIONS 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Service, People, and Profits in the Hotel Business 28\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSERVICE COUNTS 28\u003c\/p\u003e \u003cp\u003eService Is tangible 31\u003c\/p\u003e \u003cp\u003eSetting Service Standards 32\u003c\/p\u003e \u003cp\u003eService Consistency 35\u003c\/p\u003e \u003cp\u003eAtitudes Toward Service 36\u003c\/p\u003e \u003cp\u003ePEOPLE SERVING PEOPLE 36\u003c\/p\u003e \u003cp\u003eGuests 37\u003c\/p\u003e \u003cp\u003eEmployees 39\u003c\/p\u003e \u003cp\u003eManagers 46\u003c\/p\u003e \u003cp\u003eOWNERS, PROFITS, AND MANAGERS 48\u003c\/p\u003e \u003cp\u003eAbsentee Owners 48\u003c\/p\u003e \u003cp\u003eCorporate Input 50\u003c\/p\u003e \u003cp\u003eProfits Versus Service 50\u003c\/p\u003e \u003cp\u003eProfits During Good Times and Bad 52\u003c\/p\u003e \u003cp\u003eCONCLUSION 53\u003c\/p\u003e \u003cp\u003eREFERENCES 55\u003c\/p\u003e \u003cp\u003eFURTHER READING 55\u003c\/p\u003e \u003cp\u003eQUESTIONS 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 An Overview of Strategic Planning 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE NATURE OF STRATEGIC PLANNING 57\u003c\/p\u003e \u003cp\u003eStrategic Planning Defined 57\u003c\/p\u003e \u003cp\u003eDistinguishing Characteristics of Strategic Planning 58\u003c\/p\u003e \u003cp\u003eTHE STRATEGIC PLANNING HIERARCHY 59\u003c\/p\u003e \u003cp\u003eStrategic Planning and the Corporate Organization 60\u003c\/p\u003e \u003cp\u003eCorporate-Level Strategic Planning 61\u003c\/p\u003e \u003cp\u003eBusiness-Level Strategic Planning 61\u003c\/p\u003e \u003cp\u003eFunctional Level Strategic Planning 62\u003c\/p\u003e \u003cp\u003eStrategic Planning and the Individual Hotel 62\u003c\/p\u003e \u003cp\u003eTHE STRATEGIC PLANNING PROCESS 63\u003c\/p\u003e \u003cp\u003eOverview of the Strategi Planning Process 64\u003c\/p\u003e \u003cp\u003eSetting Organizational Goals 66\u003c\/p\u003e \u003cp\u003eFormulating a Strategic Plan 70\u003c\/p\u003e \u003cp\u003eStrategy Implementation 76\u003c\/p\u003e \u003cp\u003eEvaluating Strategic Plan 78\u003c\/p\u003e \u003cp\u003eThe Tine Horizon of Strategic Planning 79\u003c\/p\u003e \u003cp\u003eCONCLUSION 80\u003c\/p\u003e \u003cp\u003eREFERENCES 82\u003c\/p\u003e \u003cp\u003eQUESTIONS 82\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Planning in Hotels 84\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE HOTEL PLANNING CONTEXT 84\u003c\/p\u003e \u003cp\u003eThe Hotel Planning Time Horizon 86\u003c\/p\u003e \u003cp\u003eThe GM's Role in Strategic Planning 87\u003c\/p\u003e \u003cp\u003eSETTING HOTEL GOALS AND OBJECTIVES 89\u003c\/p\u003e \u003cp\u003eDetermining Markets to Serve 90\u003c\/p\u003e \u003cp\u003eSetting Service and Quality Standards 91\u003c\/p\u003e \u003cp\u003eOther Goals and Objectives 93\u003c\/p\u003e \u003cp\u003eProductivity Goals 93\u003c\/p\u003e \u003cp\u003eHuman Resource Goals 95\u003c\/p\u003e \u003cp\u003eProfitability Goals 95\u003c\/p\u003e \u003cp\u003eDeveloping a Hotel's Culture 97\u003c\/p\u003e \u003cp\u003eFORMULATING A STRATEGIC PLAN 98\u003c\/p\u003e \u003cp\u003eAn Aggressive Strategic Plan 100\u003c\/p\u003e \u003cp\u003eA Time for Retrenchment and Turnaround 105\u003c\/p\u003e \u003cp\u003eCONCLUSION 109\u003c\/p\u003e \u003cp\u003eREFERENCES 109\u003c\/p\u003e \u003cp\u003eQUESTIONS 110\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Hotel Organization 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAN OVERVIEW OF ORGANIZATIONAL DESIGN 111\u003c\/p\u003e \u003cp\u003eThe Elements Of Organizational Structure 112\u003c\/p\u003e \u003cp\u003eSpecialization 112\u003c\/p\u003e \u003cp\u003eDepartmentalization 115\u003c\/p\u003e \u003cp\u003eAuthority 118\u003c\/p\u003e \u003cp\u003eLine Versus Staff Authority 118\u003c\/p\u003e \u003cp\u003eSpan of control 119\u003c\/p\u003e \u003cp\u003eCoordination of Activities 122\u003c\/p\u003e \u003cp\u003eStatic Principles of Organizational Design 125\u003c\/p\u003e \u003cp\u003eChain of Command 125\u003c\/p\u003e \u003cp\u003eUnity of Command 127\u003c\/p\u003e \u003cp\u003eDelegation 128\u003c\/p\u003e \u003cp\u003eTHE HOTEL FUNCTIONAL ORGANIZATIONAL DESIGN 130\u003c\/p\u003e \u003cp\u003eA Mid-Sized Hotel's Organizational Design 130\u003c\/p\u003e \u003cp\u003eThe Rooms Department 130\u003c\/p\u003e \u003cp\u003eThe Food and Beverage Department 133\u003c\/p\u003e \u003cp\u003eSales and Marketing 134\u003c\/p\u003e \u003cp\u003ePersonnel 135\u003c\/p\u003e \u003cp\u003eAccounting 135\u003c\/p\u003e \u003cp\u003eA Large Hotel's Organizational Design 137\u003c\/p\u003e \u003cp\u003eStrengths of the Functional Organization 139\u003c\/p\u003e \u003cp\u003eWeaknesses of the Functional Organization 139\u003c\/p\u003e \u003cp\u003eCONCLUSION 141\u003c\/p\u003e \u003cp\u003eREFERENCES 142\u003c\/p\u003e \u003cp\u003eQUESTIONS 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Coordinating the Activities of a Hotel 144\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE NEED FOR INTERDEPARTMENTAL COORDINATION 144\u003c\/p\u003e \u003cp\u003eTHE EXECUTIVE OPERATING COMMITTEE 146\u003c\/p\u003e \u003cp\u003eOTHER HOTEL COMMITTEES AND MEETINGS 150\u003c\/p\u003e \u003cp\u003eThe Variety of Hotel Committees and Meetings 151\u003c\/p\u003e \u003cp\u003eMeetings and Communications 151\u003c\/p\u003e \u003cp\u003eCONCLUSION 156\u003c\/p\u003e \u003cp\u003eREFERENCES 156\u003c\/p\u003e \u003cp\u003eQUESTIONS 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Hotel Staffing 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE HOTEL STAFFING SYSTEM 159\u003c\/p\u003e \u003cp\u003eJob Design 159\u003c\/p\u003e \u003cp\u003eEmployee Selection 160\u003c\/p\u003e \u003cp\u003eTraining and Development 165\u003c\/p\u003e \u003cp\u003ePerformance Appraisal 168\u003c\/p\u003e \u003cp\u003eEmployee Compensation 170\u003c\/p\u003e \u003cp\u003eCONCLUSION 170\u003c\/p\u003e \u003cp\u003eREFERENCES 171\u003c\/p\u003e \u003cp\u003eQUESTIONS 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Motivation 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUNDERSTANDING PEOPLE 173\u003c\/p\u003e \u003cp\u003eMOTIVATION AND WORK 175\u003c\/p\u003e \u003cp\u003eAssumptions About People 176\u003c\/p\u003e \u003cp\u003eA Changing View of Workers 177\u003c\/p\u003e \u003cp\u003eThe Motivational Process 179\u003c\/p\u003e \u003cp\u003eINDIVIDUAL NEEDS 180\u003c\/p\u003e \u003cp\u003eTheory X and Theory Y 180\u003c\/p\u003e \u003cp\u003eA Needs Hierarchy 182\u003c\/p\u003e \u003cp\u003eThe Need for Achievement 185\u003c\/p\u003e \u003cp\u003eWorker Satisfaction and Dissatisfaction 187\u003c\/p\u003e \u003cp\u003eMOTIVATIONAL PROCESS 189\u003c\/p\u003e \u003cp\u003eAn Expectancy Theory of Motivation 190\u003c\/p\u003e \u003cp\u003eGoal Setting and Management by Objectives 195\u003c\/p\u003e \u003cp\u003eEquity as Part of the Motivational Process 198\u003c\/p\u003e \u003cp\u003eBehavior Modification 200\u003c\/p\u003e \u003cp\u003eJOB SATISFACTION AND JOB PERFORMANCE 201\u003c\/p\u003e \u003cp\u003eDoes Satisfaction Lead to Performance? 202\u003c\/p\u003e \u003cp\u003eDoes Performance Lead to Satisfaction? 202\u003c\/p\u003e \u003cp\u003eSome Practical Considerations 203\u003c\/p\u003e \u003cp\u003eViews of Hotel GMs 205\u003c\/p\u003e \u003cp\u003eCONCLUSION 205\u003c\/p\u003e \u003cp\u003eREFERENCES 207\u003c\/p\u003e \u003cp\u003eQUESTIONS 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Communication IN HOTELS 210\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE INTENSITY OF COMMUNICATIONS IN HOTELS 210\u003c\/p\u003e \u003cp\u003eTHE KEY ROLE PLAYED BY COMMUNICATIONS 213\u003c\/p\u003e \u003cp\u003eTIPS FOR BETTER COMMUNICATION 216\u003c\/p\u003e \u003cp\u003eIt's Easy to Get into Trouble 217\u003c\/p\u003e \u003cp\u003eMisunderstanding Slow Service 219\u003c\/p\u003e \u003cp\u003eMs CAUGHT IN THE ACT OF COMMUNICATING 220\u003c\/p\u003e \u003cp\u003ePutting Yourself in the Other Person's Shoes 221\u003c\/p\u003e \u003cp\u003eRushing to Judgment 221\u003c\/p\u003e \u003cp\u003eNo Such Thing as an Interruption 221\u003c\/p\u003e \u003cp\u003eYou Can Learn Only When Someone Else Is Talking 224\u003c\/p\u003e \u003cp\u003eIf You Do All the Talking You'll Also Have to Do All the Thinking 226\u003c\/p\u003e \u003cp\u003eCONCLUSION 226\u003c\/p\u003e \u003cp\u003eREFERENCES 227\u003c\/p\u003e \u003cp\u003eQUESTIONS 228\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Leading People 229\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE IMPORTANCE OF LEADERSHIP 229\u003c\/p\u003e \u003cp\u003eLeadership in Hotels 230\u003c\/p\u003e \u003cp\u003eWhat Is Leadership? 232\u003c\/p\u003e \u003cp\u003eLEADERSHIP TRAITS AND SOURCES OF POWER 233\u003c\/p\u003e \u003cp\u003eLeadership Traits 233\u003c\/p\u003e \u003cp\u003eSources of Leader Power 234\u003c\/p\u003e \u003cp\u003eLEADER BEHAVIOR 236\u003c\/p\u003e \u003cp\u003eAuthoritarian Versus Participative Leadership 237\u003c\/p\u003e \u003cp\u003ePros and Cons of Authoritarian and Participative Leadership 238\u003c\/p\u003e \u003cp\u003eFactors Affecting Leadership Style 239\u003c\/p\u003e \u003cp\u003eGM Leadership Behavior: Authoritarian Versus Participative 240\u003c\/p\u003e \u003cp\u003eConsideration and Initiating Structure 243\u003c\/p\u003e \u003cp\u003eThe Management Grig 243\u003c\/p\u003e \u003cp\u003eFactors Affecting Leadership Style 244\u003c\/p\u003e \u003cp\u003eGM Leadership Behavior: Task Versus People 245\u003c\/p\u003e \u003cp\u003eGMs Attention to Detail and Follow-up as a Leadership Trait 248\u003c\/p\u003e \u003cp\u003eCHOOSING A LEADERSHIP STYLE 248\u003c\/p\u003e \u003cp\u003eflower Maturity Affects Initiating Structure and Consideration 249\u003c\/p\u003e \u003cp\u003eChoosing a Leadership Style 249\u003c\/p\u003e \u003cp\u003eHow GMs Act 250\u003c\/p\u003e \u003cp\u003eHow to Choose Between an Authoritarian and a Participative Leadership Style 251\u003c\/p\u003e \u003cp\u003eChoosing a Decision-Making Leadership Style 251\u003c\/p\u003e \u003cp\u003eGMs and Decision Making 254\u003c\/p\u003e \u003cp\u003eCONCLUSION 256\u003c\/p\u003e \u003cp\u003eREFERENCES 258\u003c\/p\u003e \u003cp\u003eFURTHER READING 259\u003c\/p\u003e \u003cp\u003eQUESTIONS 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Leading Organizations 261\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAMERICAN DOMINANCE CHALLENGED 261\u003c\/p\u003e \u003cp\u003eCHARACTERISTICS OF A JAPANESE BUSINESS 263\u003c\/p\u003e \u003cp\u003eTheory Z 265\u003c\/p\u003e \u003cp\u003eTYPE Z ORGANIZATIONS 265\u003c\/p\u003e \u003cp\u003eWhy Type Z Firms Are Top Performers 267\u003c\/p\u003e \u003cp\u003eTHE ART OF JAPANESE MANAGEMENT 268\u003c\/p\u003e \u003cp\u003eInterdependence and Junior-Senior Relationships 268\u003c\/p\u003e \u003cp\u003eAn American Example of Japanese Management 268\u003c\/p\u003e \u003cp\u003eSuperordinate Goals 269\u003c\/p\u003e \u003cp\u003eJAPANESE MANAGEMENT IN THE HOTEL BUSINESS 271\u003c\/p\u003e \u003cp\u003eTurnover and Its Consequences 271\u003c\/p\u003e \u003cp\u003eSpecialized Career Paths 272\u003c\/p\u003e \u003cp\u003eHolistic Relations and Trust 273\u003c\/p\u003e \u003cp\u003eCollective Decision Making and Collective Responsibility 273\u003c\/p\u003e \u003cp\u003eIN SEARCH OF (AMERICAN) EXCELLENCE 276\u003c\/p\u003e \u003cp\u003eAttitudes Toward People 277\u003c\/p\u003e \u003cp\u003eValues and Meaning 278\u003c\/p\u003e \u003cp\u003eManagement by Wandering Around 281\u003c\/p\u003e \u003cp\u003eHotel GMs Searching for Managerial Excellence 282\u003c\/p\u003e \u003cp\u003eSOME THOUGHTS ABOUT AMERICAN LEADERS 285\u003c\/p\u003e \u003cp\u003eStrategy 1: Attention Through Vision 286\u003c\/p\u003e \u003cp\u003eStrategy 2: Meaning Through Communication 286\u003c\/p\u003e \u003cp\u003eStrategy 3: Trust Through Positioning 287\u003c\/p\u003e \u003cp\u003eStrategy 4: Self-development 286\u003c\/p\u003e \u003cp\u003eCONCLUSION 291\u003c\/p\u003e \u003cp\u003eREFERENCES 292\u003c\/p\u003e \u003cp\u003eFURTHER READINGS 292\u003c\/p\u003e \u003cp\u003eQUESTIONS 293\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 An Overview of Controlling Hotel Operations 294\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFEEDBACK CONTROL 295\u003c\/p\u003e \u003cp\u003eSimple Feedback-Control Process 295\u003c\/p\u003e \u003cp\u003eWhere Feedback Control Cannot Be Used 296\u003c\/p\u003e \u003cp\u003eFeedback Control in Hotels 296\u003c\/p\u003e \u003cp\u003eCONTROL TACTICS 298\u003c\/p\u003e \u003cp\u003eResults Accountability Controls 298\u003c\/p\u003e \u003cp\u003eSpecific-Action Controls 299\u003c\/p\u003e \u003cp\u003ePersonnel Control 300\u003c\/p\u003e \u003cp\u003eCHOOSING THE RIGHT CONTROL STRATEGY 301\u003c\/p\u003e \u003cp\u003eSpecific-Action Controls 301\u003c\/p\u003e \u003cp\u003eResults Control 304\u003c\/p\u003e \u003cp\u003ePersonnel Control 305\u003c\/p\u003e \u003cp\u003eCONCLUSION 307\u003c\/p\u003e \u003cp\u003eREFERENCES 307\u003c\/p\u003e \u003cp\u003eQUESTIONS 308\u003c\/p\u003e \u003cp\u003eRevenues\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Controlling Results: Hotel Revenues and Costs 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE BEGINNING FORECAST 311\u003c\/p\u003e \u003cp\u003eOccupancy Forecast 311\u003c\/p\u003e \u003cp\u003eDepartment Forecasts 314\u003c\/p\u003e \u003cp\u003eFORGING THE ANNUAL BUSINESS PLAN 317\u003c\/p\u003e \u003cp\u003eGroup Consensus at The Regal Hotel 317\u003c\/p\u003e \u003cp\u003eMaking Difficult Choices at The St. Charles Hotel 322\u003c\/p\u003e \u003cp\u003eThe Final Business Plan 323\u003c\/p\u003e \u003cp\u003eMONTHLY CONTROL CYCLE 323\u003c\/p\u003e \u003cp\u003eThe Thirty- To Ninety-Day Forecast 323\u003c\/p\u003e \u003cp\u003eThe Monthly Forecast 324\u003c\/p\u003e \u003cp\u003eThe Profit and Loss Forecast 329\u003c\/p\u003e \u003cp\u003eThe Ten-Day Planning and Control Cycle 331\u003c\/p\u003e \u003cp\u003eCONCLUSION 336\u003c\/p\u003e \u003cp\u003eREFERENCES 337\u003c\/p\u003e \u003cp\u003eQUESTIONS 337\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Control: Getting Employees To Do Things Right and To Do the Right Things 338\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSPECIFIC-ACTION CONTROLS: GETTING EMPLOYEES TO DO THINGS RIGHT 338\u003c\/p\u003e \u003cp\u003eIntroductory Training: The \"Dos\" and \"Don'ts\" of Working for a Living 339\u003c\/p\u003e \u003cp\u003eDoing Things Right on the Job: Housekeeping Room Attendants 341\u003c\/p\u003e \u003cp\u003eSpecific-Action Controls for Managers 343\u003c\/p\u003e \u003cp\u003eSystems of Specific-Action Controls 346\u003c\/p\u003e \u003cp\u003eDirect Supervision as a Form of Specific-Action Controls 348\u003c\/p\u003e \u003cp\u003ePERSONNEL CONTROL: GETTING PEOPLE TO DO THE RIGHT THINGS 349\u003c\/p\u003e \u003cp\u003eTelephone Training: Simple Training for a Critical Skill 349\u003c\/p\u003e \u003cp\u003eGuest-Relations Training 350\u003c\/p\u003e \u003cp\u003eTotal Employee Training 354\u003c\/p\u003e \u003cp\u003eEmployee Relations Programs 356\u003c\/p\u003e \u003cp\u003eEmployee Programs 356\u003c\/p\u003e \u003cp\u003eEmployee Surveys 359\u003c\/p\u003e \u003cp\u003eEmployee Turnover 360\u003c\/p\u003e \u003cp\u003eCONCLUSION 361\u003c\/p\u003e \u003cp\u003eREFERENCES 364\u003c\/p\u003e \u003cp\u003eQUESTIONS 364\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 The Ms' Background an Personal Characteristics 336\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe GMs' Backgrounds 367\u003c\/p\u003e \u003cp\u003eFormal Education 367\u003c\/p\u003e \u003cp\u003eStrengths and Weaknesses of the GMs' Formal Education 370\u003c\/p\u003e \u003cp\u003eChoice of a Hotel Career 371\u003c\/p\u003e \u003cp\u003eTypes of Experience and Career Progression 372\u003c\/p\u003e \u003cp\u003eMajor Career-Decision Points 375\u003c\/p\u003e \u003cp\u003eFuture Ambitions 378\u003c\/p\u003e \u003cp\u003ePERSONAL CHARACTERISTICS OF THE GM 378\u003c\/p\u003e \u003cp\u003eGMs' Outlook About Their Jobs 379\u003c\/p\u003e \u003cp\u003eTough Job Decisions 379\u003c\/p\u003e \u003cp\u003eRecent High and Low Points in the GMs' Lives 381\u003c\/p\u003e \u003cp\u003eLikes and Dislikes of Being a GM 382\u003c\/p\u003e \u003cp\u003eViews About Family 383\u003c\/p\u003e \u003cp\u003eSelf-evaluation 383\u003c\/p\u003e \u003cp\u003eOthers' Evaluation's 384\u003c\/p\u003e \u003cp\u003ePERSONAL CHARACTERISTICS OF THE IDEAL GM 385\u003c\/p\u003e \u003cp\u003eNeeds and Drives 386\u003c\/p\u003e \u003cp\u003eAttitudes and Values 387\u003c\/p\u003e \u003cp\u003eInterpersonal Orientation 388\u003c\/p\u003e \u003cp\u003eTemperament 389\u003c\/p\u003e \u003cp\u003eCognitive Orientation 390\u003c\/p\u003e \u003cp\u003eCONCLUSION 392\u003c\/p\u003e \u003cp\u003eREFERENCES 395\u003c\/p\u003e \u003cp\u003eFURTHER READINGS 395\u003c\/p\u003e \u003cp\u003eQUESTIONS 396\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 The Day-to-Day Activities of Outstanding Hotel Managers 397\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTHE CHAME LENGES LENGES OF THE GM'S JOB 398\u003c\/p\u003e \u003cp\u003eJob Demands and Relationship Demands 398\u003c\/p\u003e \u003cp\u003eShort Run Demands 398\u003c\/p\u003e \u003cp\u003eIntermediate-Run Demands 399\u003c\/p\u003e \u003cp\u003eLong-Run Demands 400\u003c\/p\u003e \u003cp\u003eThe Roles a GM Must Play 401\u003c\/p\u003e \u003cp\u003eManagerial Roles as Operational Controller 402\u003c\/p\u003e \u003cp\u003eManagerial Roles as Organizational Developer 404\u003c\/p\u003e \u003cp\u003eManagerial Roles as Business Maintainer 405\u003c\/p\u003e \u003cp\u003eThe GM as Information Focal Point 405\u003c\/p\u003e \u003cp\u003eWATCHING A HOTEL GM MANAGE 406\u003c\/p\u003e \u003cp\u003eA Typical Day 407\u003c\/p\u003e \u003cp\u003eCharacteristics of Managerial Work 412\u003c\/p\u003e \u003cp\u003eHotel GMs Perform a Great Amount of Work (Mintzberg's number 1\/Kotter's number 1) 413\u003c\/p\u003e \u003cp\u003eHotel GMs Perform a Wide Variety of Activities (Mintzberg's number 2\/Kotter's number 2, 3, 4) 413\u003c\/p\u003e \u003cp\u003eHotel GMs Make Many Small Decisions on Current Issues (Mintzberg's number 3\/Kotter's number 5) 415\u003c\/p\u003e \u003cp\u003eHotel GMs Have Extensive Dealings With the Outside World (Mintzberg's number 4\/Kotter's number 6 and 7) 416\u003c\/p\u003e \u003cp\u003eHotel GMs Spend Their Work Days in Intensive Verbal Communication (Mintzberg's number 5 \/ Kotter's number 8) 417\u003c\/p\u003e \u003cp\u003eHotel GMs Allocate Their Time by Reacting to the Events That Take Place Around Them (Mintzberg's number 6\/Kotter's number 9) 418\u003c\/p\u003e \u003cp\u003eAdditional Aspects of Managerial Work 423\u003c\/p\u003e \u003cp\u003eConclusion 425\u003c\/p\u003e \u003cp\u003eReferences 427\u003c\/p\u003e \u003cp\u003eFurther Readings 427\u003c\/p\u003e \u003cp\u003eQuestions 428\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix 429\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Manager Questions 429\u003c\/p\u003e \u003cp\u003eDivisional Head Questions 430\u003c\/p\u003e \u003cp\u003eIndex 433\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Travel \u0026amp; holiday [\u003ca title=\"See our other books on Travel \u0026amp; holiday\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Travel%20\u0026amp;%20holiday%20%5BWT%5D%22\"\u003eWT\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52286427922712,"sku":"9780471289098","price":79.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780471289098.jpg?v=1781551579","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/managing-hotels-effectively-lessons-from-outstanding-general-managers-hardback-9780471289098","provider":"Freshly Printed Books","version":"1.0","type":"link"}