Hospitality Management

Resources Are in Limited Supply

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.1
 Types of Goals That Managers
Wish to Attain

• Organizational goals related to long-

term viability (survival)
• Human resources goals
• Societal goals

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.2
 Basics of the Decision-Making
(Problem-Solving) Process

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.3
 Basic Management Activities

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.4
The Manager’s Work Is Complicated

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.5
 Basic Planning Principles
• Goals and objectives must be defined; work
should focus on them.
• A formal planning process is needed.
• Information needed for planning must be
available.
• Those affected by plans should provide input
to them.
• Adequate resources must be committed to
planning.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.6
 Basic Planning Tools

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.7
 Basic Organizing Principles
• Authority and communication must flow through the
organization.
• Relationships between different organizational levels
must be specified.
• The “Unity of Command” principle must be utilized.
• Similar activities should be grouped within a
department.
• Similar tasks should be grouped within a position.
• Line and staff positions must be considered.
• Over time, the organization’s structure will change.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.8
 Organization Chart for a
Restaurant

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.9
 Basic Coordinating Principles
• Each employee should have specific work
objectives.
• There is a span of control that suggests the
number of employees that can be supervised
by one person.
• Authority should be delegated as far down
the organization as possible.
• Both formal and informal employee groups
must be considered.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.10
 Basic Staffing Principles
• Job descriptions and job specifications
should be developed for each position.
• Job applicants should be sought from all
practical sources of potential employees.
• Properly designed and legal job application
forms should be used.
• Effective orientation, induction, training, and
professional development programs should
be in place.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.11
Job Description for a Front-Desk Agent

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.12
 Managers Practice Effective
Principles of Directing When They:
• Develop/implement effective training programs.
• Effectively delegate work assignments.
• Motivate employees to attain organizational goals.
• Provide positive and negative discipline.
• Effectively facilitate the work of employee teams.
• Utilize an appropriate leadership style and vary the
style based on the employees being supervised.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.13
 Alternative Leadership Styles

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.14
Discovering Hospitality and Tourism, 2nd Ed.
Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.15
 Steps in the Control Process

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.16
 Basic Principles of Evaluation
• Evaluation must be given a priority.
• Evaluation must assess the extent to which goals in
basic planning documents are attained.
• Employees must be evaluated.
• Evaluation must be timely and objective.

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.17
 Modern Managers Differ from
Traditional Managers

Discovering Hospitality and Tourism, 2nd Ed.

Ninemeier and Perdue
© 2008 Pearson Education, Inc.
Upper Saddle River, NJ 07458
O.H. 3.18