Hotel management is one of the top ten hot industries in the world, and senior hotel management talents are always in short supply worldwide. In recent years, in the international talent market, hotel management talents have been in short supply. With the successful hosting of the 2008 Beijing Olympic Games, the 20 10 Shanghai World Expo and more and more international large-scale events held in China, there is an increasing demand for professionals in tourism and hotel management in China. With the sustained recovery and rapid development of the global economy, the development speed and employment rate of hotel industry in the world and China will far exceed that of traditional industries. Many famous universities in the world have set up hotel management majors. The courses of tourism and hotel management in these famous universities provide paid internships for half a year to one year and activities that combine theoretical courses with practical operations. The employment rate of graduates is much higher than that of students of other majors. 3. The salary and social welfare income of the hotel industry are much higher than those of other traditional industries, and its working status will rise steadily with the increase of working experience. 20 10 Shanghai World Expo will vigorously promote the vigorous development of China's hotel industry. All large, medium and small cities in China regard tourism as the source of economic growth, and government and social investment will continue to increase, making it the most dynamic industry in China. The management level of a hotel is generally in the form of a pyramid, from the bottom to the top of the tower, from wide to narrow. The higher the management scope, the more difficult it is, and the lower the management scope, the smaller the management scope. The common hotel management in China is linear functional management. In this management system, leaders, managers and waiters at any level should be clear about their business scope, job responsibilities, job skills and knowledge. Hotels are generally divided into four levels: (1) waiter operation level. In order to provide high-quality service to guests, hotels must be reflected by the service of waiters. Therefore, the waiter's quality, personal image, etiquette, courtesy, language communication ability, adaptability, service skills and service skills are important conditions for the hotel to improve service quality. In short, service personnel should be clear about their responsibilities, service procedures, service quality standards, service skills and theoretical knowledge in accordance with the post responsibility system, and be responsible to the supervisor (foreman). ⑵ The supervisor (foreman) is mainly responsible for arranging the daily work, supervising the service of the team waiters and checking whether their services meet the service quality standards of the hotel at any time. As a supervisor (foreman), you should also assist the waiters in this class to work or provide services at any time. Especially in the peak service period, or in the case of insufficient service personnel, the foreman must personally participate in the service work, so the foreman must have high service skills and service skills, be an example for the waiters in his class, and be the organizer and commander of the service site. Otherwise, he has no right to lead the waiters in this class. The supervisor is responsible to the department manager and the foreman is responsible to the supervisor. (3) The department manager is mainly responsible for the division of labor, leadership, command and supervision of the personnel in this department. At the same time, it is also responsible for formulating the work plan of the department, reporting the work of the department to the next higher level, and determining the business policy and service standard of the department in order to obtain the greatest economic benefits. As a department manager, you should not only have the ability to organize and manage training, but also be familiar with the service standards and processes of the department, as well as have practical work experience and certain service skills. The department manager is responsible to the general manager. (4) General Manager's decision-making level The general manager of the hotel is mainly responsible for formulating the business policy of the enterprise, determining and looking for the tourist market and development goals of the hotel. Hotel management principles: the hotel is a service industry facing the society and needs the close cooperation of all departments to complete customer service, which is completed by all positions. This requires unified management principles to maintain the operation of the hotel. (1) The principle of being responsible for the direct supervisor. Every employee has only one supervisor and is only responsible for his direct supervisor. Direct supervisors guide, arrange, inspect and supervise the work of subordinates, forming a vertical leadership model of first-level management. Each employee only accepts the instructions of one boss, and the subordinates do not overstep their authority, and the superiors do their duty. (2) The principle that the second line serves the first-line departments. Front-line departments are at the forefront of customers. They regard the customer's demand as their responsibility, and the customer's demand is the order. In order to ensure the smooth customer service mechanism, the second-line departments should establish the overall situation awareness and service awareness to ensure the smooth work of the first-line departments. (3) Authorization Principle In order to improve management efficiency and arouse the enthusiasm of subordinates, bosses should learn to authorize, instead of taking all major and minor matters into their own hands. Empower those subordinates who have a sense of responsibility and strong working ability, and believe in their ability. ④ The principle of time management The working characteristics of the hotel determine that any service activities have time requirements. First, there are time standards for customer service, and second, there must be time regulations for the internal operation of the hotel. This requires managers to firmly establish the concept that time is money. ⑤ Communication and Coordination Principle Communication and coordination in hotels are very important, emphasizing the need to strengthen effective and active communication between superiors and subordinates, between departments and within departments to ensure smooth communication. ⑥ Goal principle Goal is the requirement that every manager abides by, and every manager should conscientiously complete the set goals. Goal is a pursuit, but also a pressure factor, a purpose: customers are God. Two attitudes: heart and smile. Clean: clean tooling, clean individuals and clean environment. Four diligence: eye diligence, mouth diligence, foot diligence and hand diligence. Five to five: the guests arrived, smiling, enthusiastic, respectful and serving; Foreign guests are the same as domestic guests, strangers are the same as regular customers, checking is the same as not checking, leaders are present or not, guests have different attitudes and services are the same. Specification: service, appearance, language, guidance, hospitality and skills should be standardized. Emotional management 1. The main characteristics of hotel products and emotional management 1 First, hotel services include human emotional factors. Because many of the hotel's services are directly facing the guests, the hotel requires employees to always keep a smiling, warm and polite attitude when serving the guests, which requires hotel employees, especially grassroots employees who have extensive contact with customers, to pay emotional labor in addition to labor and knowledge, so that customers can truly feel at home. Second, the production and consumption of hotel service products are carried out simultaneously. Waiters produce service products and customers consume them. Employees' emotional performance has an important influence on customers' perception and satisfaction, and employees should show positive emotions at work. The characteristics and emotional management of hotel grass-roots employees are the first, and the complexity is not high. Most of the work of the hotel's grass-roots staff is simple manual labor, but in the off-season of hotel operation, some departments of the hotel, such as housekeeping department, generally arrange employees to do repetitive and monotonous work such as sanitation in the plan. Second, the work of hotel grass-roots employees requires patience. For example, catering services will inevitably meet very picky customers. When picky customers are dissatisfied with the dishes provided again and again and criticize the waiter, the waiter must also maintain a gentle and polite attitude. This requires employees to have a strong ability to suppress emotions. Third, the labor intensity is high. For example, catering department, housekeeping department and other departments, the work intensity of waiters is relatively large. General hotels require room attendants to clean 14 rooms a day, especially in the peak season of high hotel occupancy rate and busy business. At this point, domestic workers are in an overloaded state. In addition to the labor-intensive task of cleaning rooms, room attendants must also provide other services for customers. In the peak season of hotel operation, the hotel may require employees to cancel their vacation and work overtime, and may not take a holiday for more than ten days in a row. Excessive overtime is something that employees are very shy and disgusted with. However, many hotels have an unwritten rule that employees who work less than two hours do not calculate overtime pay, which is very unfair to employees. This will easily lead to psychological imbalance of employees. Fourth, coordination. Hotel employees need good communication and cooperation within and between departments when providing services to guests. If the customer who needs to eat in the room asks the room attendant to contact the food and beverage department to deliver the meal, the room attendant needs to communicate with the staff of the food and beverage department, and * * * will complete this demand task of the guest. To provide fast and high-quality service, hotel employees must cooperate with each other in their work, which requires a good working atmosphere and harmonious interpersonal relationship within the hotel. Research shows that positive emotions can easily make individuals establish positive interpersonal relationships with others. ⒈3 characteristics and emotional management of hotel grass-roots employees First of all, hotel grass-roots employees generally show the present situation and trend of youthfulness. Due to the development of teenagers' self-awareness and self-esteem, some people tend to hide their inner feelings. If the hotel ignores their emotional state, it is easy to cause emotional harm to employees. Second, hotel employees at the grass-roots level are generally still in the early stage of their career development. The psychological needs of employees' self-realization require better career development. Third, employees' job maturity and psychological maturity are different. This leads to different psychological needs of employees with different job maturity and psychological maturity, and different requirements for leadership style. Fourth, the majority of employees in grass-roots hotels are women. The social roles played by female employees at the grass-roots level in hotels sometimes lead them to encounter conflicts in their work and family life. Hotels should pay more attention to the work and life of female employees and create a safe and good working environment. The characteristics of hotel system management and emotional management are first, hierarchical and first-level management, and management and reporting cannot be carried out beyond the hierarchy. Employees are prone to alienation and employment, which in turn leads to strong psychological depression and neglect the hotel's business development. Second, the hotel system management lacks emotional color. Hotel system management generally publicizes hotel management system through employee handbook. When you open the employee handbook, most of the clauses in it are about the code of conduct for employees. If you violate the regulations, you will be punished accordingly. However, the reward and incentive clauses for employees are very rare and have no emotional color, which makes employees feel a sense of urgency and control psychology. Third, issue a ticket to punish grassroots employees. In hotel system management, tickets are often used to punish employees' faults and control costs, which makes employees bear great pressure and their psychological safety can not be effectively guaranteed. The wages of front-line employees are already low, and this system management method of issuing tickets undoubtedly makes employees feel unbalanced. 2 Basic Approaches to Emotional Management of Hotel Grassroots Employees 6.5438+0 Emotional Management of Hotel Grassroots Employees in Recruitment and Training (1) Recruiting employees who are easy to do emotional labor: Hotel service products require emotional labor of grassroots employees and excellent employees to provide quality services. Hotels should recruit employees according to the characteristics of grass-roots posts and the requirements of each post on the quality and personality of employees. ⑵ Training the emotional labor of hotel grass-roots staff: The successful emotional labor of hotel grass-roots staff needs some training, especially the deep expression of this form of emotional labor. 2. Emotional management of hotel employees at the grass-roots level (1) Respect and affirm hotel employees at the grass-roots level: According to Maslow's hierarchy of needs theory, everyone needs to be respected and affirmed, and respecting and trusting employees is the basis of emotional management. Respect and affirmation for employees are not only reflected in respect for employees and respect for their personality, but also in affirmation of their work and respect for their opinions. ⑵ Strengthen emotional communication with employees: In the emotional management of hotels, managers should be enthusiastic about subordinates, communicate with employees with affection, and communicate with affection. When communicating, we should pay attention to the characteristics of young employees' strong self-esteem and impulsiveness, and pay attention to the difficulties of grassroots female employees in their work and life.

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