CHAPTER
Overview of the management and supervision
MANAGEMENT
Whenever something goes wrong with a company or
business, the common remark is that it is m i s m a n a g e d .
Being mismanaged implies that expected results are not
achieved because material and human resources are not
sufficient or are not properly or reasonably utilized to
generate expected results. And when this happens, the one in
command- the manager or the supervisor is always made
answerable.
KRA-KEY RESULT AREAS
MISMANAGED
Much has been said about the “command responsibility”
of the manager. This means that being in command of a unit
or a department; he/she is responsible for results
COMMAND
RESPONSIBILITY
A better understanding of management problems
requires a good knowledge of management concepts
and functions. Management is simply defined as the art
of getting things done through people, making effective
use of material and other given resources. The big
difference between an employee and a manager is that
the employee is directly assigned to perform routine
tasks like housekeeping or food service while the
manager or supervisor distributes these tasks to his
staff and his responsibility is to see to it that the
employees assigned to do the work do their job in
accordance with established policies, standards and
procedures.
Given this nature of management, an effective manager can
be described as:
When everything goes well in a work unit and the expected results
like revenue, profit, customer satisfaction, etc. are achieved, it
could be said that the manager or the supervisor has done a good
managing job. If consequences do not conform to what is
expected, it is assumed that there is a managerial deficiency. And
this can be traced to failures in performing basic management
functions like planning, organizing, directing, leading and
controlling the flow of operations in line with corporate policies.
Perhaps the deficiency would be lack of direction, these can
result to poor work performance of the staff.
The difference between management and supervision lies
basically on the scope of decision- making. Managers are
usually given the power to make the major decisions like
establishing goals or targets, budget, policies, strategies.
Supervisors on the other hand, are tasked with the
responsibility of overseeing and directing the delivery of
services so that the policies, standards and procedures
designed by top management are consistently implemented.
TWO AREAS OF RESOURCE MANAGEMENT
1. Human Resource Management- covers management strategies
designed to ensure that people in the organization are able to perform
at maximum efficiency and productivity.
This area of discipline is the focus of programs like Performance
Management, Training, Labor Relations and Leadership Enhancement
2. Materials Management- is concerned with management efforts to
ensure that material resources like machines, equipment, supplies,
utilities and money are used sparingly, safely and within the limits of
the budget.
These concerns are usually addressed in management programs like
Cost Control, Warehouse Management, Financial Management and
other related programs
There are managers who excel ins some aspects of materials
management like Cost Control and Finance but seem to fail when it
comes to managing people, one can also find some leaders who are
good in handling people but are faced with high costs of operations
and substantial losses of stocks.
VARIOUS PHASES OF MANAGEMENT
MANAGER PLANS SETS DIRECTION
Set goals and strategies; Designs products/ services.
ORGANIZES THE WORK
Defines and distributes the tasks; designs systems and
procedures; delineates lines of authority
ORIENTS/ TRAINS HIS STAFF
on how to do the work; relays information about
company policies, products, standards, etc.
LEADS, DIRECTS AND COORDINATES
all activities to conform to plans and procedures; builds
employee morale
MONITORS PERFORMANCE
check results vs. standards and targets; records variances;
gives feedback;
CONTROLS
The flow of work, ensures compliance; takes action
against infractions and variances
BASIC FUNCTIONS OF A
MANAGER IN A HOTEL AND
RESTAURANT INDUSTRY
PLANNING & PROBLEM SOLVING
• Formulates department goals, targets and objectives
Forecasts revenue, volume of production, covers and profit
Establishes operations budget(i.e supplies, staffing , etc)
Assesses performance against targets and standards, analyzes variances
Determines plans of actions and strategies to realize objectives
Determines contingent actions for anticipated problems and concerns
Identifies and analyzes and performances problems; Undertakes remedial action .
ORGANIZING
Determines critical tasks and establishes division of labor
Defines and delegates staff duties and responsibilities
Delineates lines of authority, communication, coordination boundaries
Defines performance standards and establishes standard operating procedures
Prepares staff schedule and side duties
Delegates special assignments
LEADING AND
MONITORING
• Checks and ensures the availability of pre- operating requirements I.e., par stock,
manpower, equipment, etc.
Checks performance against set standards, call staff’s attention regarding
infractions
Gives orders and instructions; makes follow- up
Conducts regular meetings to discuss/ resolve operational problems
Disseminates to the staff all needed information like out of stock items, new
products, monthly promotions, etc.
Coaches, guides and trains the staff
Boosts employees’ morale; motivates and enhances teamwork
Conducts daily briefing and staff inspection
Monitors guest’s satisfaction- solicits feedback, attends to customer
CONTROLLING
Control of Staff Performance
4.1 Establishes and enforces house rules and performance standards
4.2 Regularly monitors staff performance and document infractions
4.3 Makes staff accountable for infractions and discrepancies; enforces
appropriate disciplinary action
4.4 Gives feedback on the progress of employee’s performance
4.5 Evaluates performance and conducts appraisal interview
4.6 Distributes rewards and incentives based on the merits of
performance
B. Control of Material Resources
4.6 Establishes control policies and procedures in all areas of
operation including the issuance and use of supplies/ equipment
4.7 Ensures proper storeroom management with a property custodian
to monitor the issuance and return of borrowed or used items
4.8 Monitors losses and breakages through periodic inventory
4.9 Monitors consumption of supplies against budget
4.10 Enforces corrective action against excessive or unbudgeted
consumption
4.11 Trains staff on the rules of equipment handling and maintenance
4.12 Implements a preventive maintenance program
4.13 Enforces disciplinary action against careless and abusive use of
supplies and equipment
BUILDING CUSTOMER GOODWILL
Attends to customer needs, requests and complaints
Monitors guests’ satisfaction; makes follow- up, and solicits
comments
Establishes rapport with guests- initiates and maintains contact and
healthy interaction
Anticipates guests’ needs; undertakes contingent action to avoid
complaints
Enforces corrective action against customer complaints and other
areas of customer dissatisfaction
Documents guests’ comments and feedback and disseminates them
to staff concerned
