With the acceleration of globalization and the rapid development of information technology, especially since China joined the WTO, China's tourism industry is facing an earth-shaking pattern fission. As the core link of tourism, hotels will compete in the new stage, which has become the knowledge of the whole industry. How to cooperate and compete with colleagues from different cultural backgrounds in the new market environment will become the first priority for managers. The characteristics of the industry are changing; The market environment is changing; The rules of the game are changing; The people who play games are changing, and the props for playing games (hardware facilities, communication means, management tools, etc. ) is also changing. Change has become an eternal theme. As the top decision-maker, what can you do to continue to lead and manage, and at the same time inevitably adapt to this change? There is a saying in Sun Tzu's Art of War: "Only by knowing the skills of nine changes can we rule the soldiers and employ people." In fact, employing people is leadership, and managing soldiers is management. It can be seen that in the pluralistic wave of change, the first thing is understanding and change. The core idea of Sun Tzu's art of war is "know yourself and know yourself". As a leader or manager, you should not only know how the surrounding environment changes, but also know the changes of people around you. This is "knowing yourself". On the other hand, managers should clearly understand their own situation, advantages and disadvantages, and treat their own leadership and management characteristics fairly. This is the so-called "confidant". Modern hotel management is far from the traditional old management, especially in some emerging cities and economically developed areas in China, which have basically kept pace with and even advanced in the world frontier market. The new generation of leadership ideas and management methods have challenged the traditional ideas and gradually formed a climate.

Reviewing the development of hotel industry in China, taking Zhongshan as an example: 1. Hotels and guest houses in the planned economy era. From the founding of the People's Republic of China to the early days of reform and opening up, when the hotel industry just started, most of Zhongshan's tourism was basically a guest house and belonged to the state. In these guest houses, the roles of top leaders and top leaders generally overlap, and they are generally leaders of party organizations. The manager is the leader of this enterprise, which embodies the leadership style and emphasizes the artistic and political atmosphere of leadership. Management behavior fully serves the ideological and political needs of the superstructure. Consumer groups are mostly mandatory and official arrangements, and most hotel guests are received in the form of "being arranged, appointed and acting according to the rules", with few independent choices and requirements. The manager himself is also a member of the assigned role, and the management activities are also carried out according to the instructions. A large number of demobilized soldiers were placed in hotels. Of course, all the management methods he did were to carry out the plan and ask his subordinates to obey, obey and obey again. Hardware equipment is nothing, and the necessary technical knowledge of management does not need to be too high. Based on the above reasons, the characteristics of leadership and management are obviously arbitrary, giving orders and bureaucracy. They pay attention to level and political quality, but they don't have excessive requirements for cultural quality. The functions of management are as follows: control and leadership are the main ideas; Control and command are the main behaviors; In the work, planning and resolute implementation are the main tasks.

Second, with the deepening of reform and opening up, hotels have undergone great changes year by year. After the 1980s, with the wave of all-round opening, tourism first stood at the forefront of reform. Reform means the transformation of system and role; Opening up has brought all kinds of guests, representing the differences of customer consumption groups and the diversification of consumption patterns. The original hotels are far from meeting the market demand, and a number of collectively funded hotels have emerged, which are inextricably linked with state-owned enterprises, such as Fuzhou Hotel (Samsung) or Hua Fu Hotel (four-star) and international hotels (four-star). A few Hong Kong-funded or foreign-funded enterprises are tentatively cooperating to operate hotels, such as the famous hot spring hotel, which is at the forefront of the country. With the rapid development of economy, business activities are more frequent and extensive, and business guests have higher and higher requirements for services and products provided by hotels. On the other hand, Zhongshan's tourism industry centered on Sun Yat-sen's former residence is also developing rapidly. The reception of domestic and foreign tour groups continues to promote the sustainable development and upgrading of the hotel industry, and the vigorous development of the catering industry and entertainment industry has brought opportunities and motivation for the diversified operation of the hotel. Driven by the double growth of consumer groups and investment capital entering the market, the upgrading of hotel industry poses challenges and requirements to its managers from different angles. Especially after the National Tourism Administration introduced the star system management, the standardization of Zhongshan tourism is gradually improving.

In such an environment, many hotels and guesthouses have gradually separated from the managers as leaders, and there has been a division of roles. There are chairman and general manager respectively; There is an agreement between the owner and the management to share benefits and risks; Of course, there are also some state-owned hotels that retain the role of party organizations in management. In the rapid transformation of roles, the leading role has turned to ideological leadership and monitoring, which is only nominal management. For example, some hotel party branch secretaries have become the second-in-command vice presidents of hotels, and the functions of actual managers have also become professional while division of labor, and the concept of hotel professional managers has also begun to appear. Obviously, the management characteristic of this period is to emphasize service consciousness and quality level, and the managers themselves should have professional skills in the industry, know modern hotel management knowledge and have the concept of market competition. The role of managers has gradually changed from interpersonal relationship or organizational relationship to information collection and analysis as well as the final business decision-maker, and their functions have shifted to meeting the needs of consumer groups, providing more convenient, faster and more comfortable services and facilities as their core competitiveness, and opening up commercial markets as their business objectives. "Marketization, diversification, humanization and modernization of hardware and technology" became the main theme of management in this period.

Third, from China's accession to the WTO to the new era of 2 1 century. At the turn of the century, the legendary "wolf" finally came. With abundant capital, modern management technology, advanced and powerful reservation system and global marketing network, foreign-funded enterprises represented by Shangri-La, Zhongshan, made their debut in a higher posture and quickly seized the high-end tourism market. On the other hand, after long-term capital accumulation, private enterprises, especially a group of real estate predators such as Agile Group, have also turned their attention to the hotel industry with broad prospects in the process of their own industrial development and capital operation. There are also some township or collective enterprises, such as Changzhou Industrial Group, which, after successful tourism in the last stage, further expanded the industrial chain and invested heavily in high-end routes to improve the industrial structure while dancing with wolves. However, the old hotels are facing increasingly fierce and cruel competition. Some of them quit the stage or accept the fate of being acquired, while others are struggling, helpless in the face of the loss of elite employees and gold customers, and struggling to survive with low-cost management. A few hotels, such as international hotels and Fuzhou hotels, responded to the challenges in time. After dominating for more than ten years, facing the impact of Shangri-La, the international hotel resolutely invested more money in renovation and boldly introduced the advanced model of management company for internal promotion, and finally was successfully rated as the first five-star hotel in Zhongshan. Fuzhou Hotel (Samsung), after five years of recovery and 13 years of successful opening, has also invested heavily in hardware renovation and renovation to improve service quality. Managers in this period have basically become professional. With the influx of foreign business guests, foreign professional managers began to appear. Mastering one or two foreign languages and working experience abroad has become an access card for some senior managers. The upgrading of hardware equipment and environmental protection policies also put forward more professional requirements for managers. With the change of business environment and the nature of enterprises, the role of leaders has basically changed into the leader of strategic management, enterprise development direction and long-term planning, paying attention to the changes of national and local policies, the adjustment of industrial structure, project selection and the transformation of basic functions. Managers' focus has become to analyze customers' consumption psychology and provide subtle one-stop service, market share, design of management system and operation process, control of costs and results, analysis of operating conditions and financial statements, changes in industry rules and employee needs, etc. Gradually, customer orientation, ensuring the normal operation of enterprises, customer relationship management, employee satisfaction and performance improvement have become the core of managers' daily work. The function of managers is basically based on positions, with management objectives as the direction and balancing the interests of all parties as the means. Management is characterized by continuous improvement in competition and creation of opportunities in adversity. The key point is to raise people-oriented to a historical height, including customer satisfaction, employee satisfaction and supplier satisfaction. Establishing an excellent corporate culture that reflects corporate values is a major task for managers. The flattening of management power, the democratization of business decision-making, the enlightenment of communication mechanism and spiritual encouragement, and the active planning of employees' careers provide employees with a caring living environment with a service attitude.