Organization and Management Methods for Key Hotel Business Activities

**III. Organization and Management Methods for Key Hotel Business Activities**

Key hotel business activities refer to those business operations that are relatively independent and phased, with clear content and objectives, high guest consumption needs and service quality requirements, and have a thematic business nature.

Examples include large and medium-sized market promotion activities, large and medium-sized public relations promotion activities, reception and banquet activities for important VIPs, competitions for the best service in the store, various member club activities and important meetings, reception activities for luxury teams, etc.

The key to organizing and managing important hotel business activities lies in doing a good job in the following aspects:

(I) Clarify the work content and objectives of important business activities

There are two main reasons for the formation of significant business operations in hotels: First, significant business operations proposed or organized by senior and middle-level managers based on market development, market competition, and internal management needs. These activities primarily involve large and medium-sized market promotions, product sales, and quality service competitions. Second, significant business operations derived from reception duties such as important VIP guests, large and medium-sized conferences, and luxury group tours. These activities mainly involve the formulation and implementation of reception plans.

Regardless of the type, to effectively organize important hotel business activities, it is essential to understand their content and objectives, including the nature of the activity, its name, content, target guests, and quality requirements.

(ii) Drafting work plans or activity schemes for important business activities

Important hotel business operations must be carried out in a planned, purposeful, and organized manner. Therefore, formulating work plans or activity schemes for important business operations is a prerequisite and important condition for the effective organization and management of such business activities.

The content of its work plan or activity program should generally include: First, the name, content, and time of the business activity. For example, a hotel's quality service competition could be named "100 Days of Caring Service" or "60 Days of Quality Standards Competition," and a food exhibition could be named "German Countryside Food Festival" or "Japanese Seafood Food Week," etc. Second, the nature and purpose of the business activity. The nature can be a market promotion activity, a public relations activity, a large-scale reception activity, a quality competition activity, etc. The purpose should vary depending on the content of each business activity. Third, the stages of the business activity, which should generally include a preparation stage, a business development or reception service stage, and a summary and improvement stage. Fourth, the profit forecast of the business activity. Except for large and medium-sized reception service activities, plans or programs for business operations with a business nature, such as market promotions, food festivals, and food weeks, should all have input and output forecasts made in advance to ensure that the business operations can increase economic income and improve economic efficiency.

(III) Leadership approval and effective organization of important business activities

All plans or programs for important hotel business activities must be approved by the general manager or the manager in charge. In particular, large-scale business activities that are operational in nature and involve certain risks should be carried out with the support and assistance of leadership.

The organization of key hotel business activities focuses on three key aspects: First, based on the business activity plan and scheme, effectively allocate and organize human resources, such as assigning tasks, clarifying responsibilities, implementing required targets, granting authority, and proposing assessment methods or activity acceptance standards. Second, organize material resources. Based on the business activity plan and actual needs, ensure the supply of materials, food ingredients, energy consumption, etc., to guarantee guest consumption needs and the smooth operation of key business activities. Third, during the organization of business activities, ensure service personnel provide high-quality service to meet guest needs and improve service quality.

(iv) Supervise and inspect, and summarize and improve key business activities.

During the organization of important business activities of the hotel, leaders at all levels, including senior and middle-level managers, should go deep into the actual situation, do a good job in supervising and inspecting business operations, listen to reports in a timely manner, grasp the status, progress and existing problems of the activities, and propose improvement measures in a timely manner to ensure the smooth and successful implementation of each important business operation.

For all important business operations that involve a certain degree of risk, after each completion, hotel leaders should organize relevant departments and personnel to carefully summarize the experience. This will provide a reference for the development and organization of similar business operations in the future, thereby continuously improving the business management level of the hotel and its departments.

**[Business Command of the Hotel Management]{.underline}**

**I.** The Concept and Purpose of Hotel Operations Command

Operational command refers to the management work carried out by senior and middle-level managers of a hotel, using their organizational power and authority to issue instructions, orders, and requirements for various business operations of the hotel and its departments. It complements the operational organization of hotel management.

Hotel senior and middle-level managers are at the center of the company's operational command; all hotel business activities are carried out under their direction. Therefore, command is a crucial means for the smooth completion of hotel business operations and planned tasks.

The purposes of hotel management operations are diverse, but mainly include the following:

(i) Ensure the implementation of the hotel's operating policies and strategies.

Modern hotel operations are conducted under the guidance of business strategies, policies, and tactics. Therefore, hotel managers must, in accordance with the needs of business activities, issue timely instructions and orders to relevant departments and personnel to implement leadership intentions, ensuring that the hotel's business policies and tactics are carried out effectively and that business activities proceed in the right direction.

(ii) Ensure the smooth completion of the hotel's budget targets and planned tasks.

Hotel operations revolve around the completion of planned targets and tasks. Therefore, hotel managers must use their command functions appropriately, issuing instructions and orders to department managers based on the completion status, progress, and existing problems of various planned targets during operations, in order to control the conduct of business activities and ensure the smooth completion of the hotel's and each department's planned tasks and targets.

(III) Ensuring the uniformity and standardization of employees' will and behavior in business activities.

Command is based on the principle of subordinates obeying superiors. Modern hotel operations are a complex system engineering project, involving a wide range of aspects. It requires unified will, unified goals, and unified action. Only through command can hotel managers transform the unified will and operational goals of leadership decisions into a unified consciousness, aspirations, and unified actions among all departments and employees, thus effectively organizing business operations. Therefore, organizational command is a crucial function for ensuring the unified and standardized will and behavior of hotel employees, effectively organizing business operations, and guaranteeing their smooth implementation.

(iv) Improving business management by boosting employee motivation and morale.

Hotel management's operational directives typically involve issuing instructions and assigning tasks based on the needs of business operations. In these situations, senior and middle-level managers often clearly outline the goals, tasks, deadlines, performance evaluation criteria, and reward/penalty measures to be achieved, taking into account the specific circumstances of the business activities. This demonstrates the superiors' trust in their subordinates, and the way the leaders direct their work and their communication style can also motivate and inspire employees, enabling them to effectively organize business operations and provide high-quality customer service.