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Inhalt

Generic Introduction        2

Question I        2

Management of Process:        2

Management of People:        3

Management of Resources:        4

Management of Information:        5

References Question I        6

Question II        8

Problem-Solving-Process        8

Application of the Problem-Solving Process        8

Motivation:        9

Behavior Modification:        10

Training:        10

Communication:        11

Change Theory        11

Generic Conclusion        13

References Question II        13

Generic Introduction

Question I

Every supervisor has to factor in four dimensions of management in every situation: the management of process, of resources, of people and of information. The dimensions are not separate, but often build on one another and shade into each other. Only if the combination of all dimensions is given, the management-process can be effective and the result can be as requested (Miller, Walker, 2014). In the given scenario, a department’s supervisor needs to consider the following:

Management of Process:

The management of processes is necessary to guarantee a smoothly running department. Processes need to be analysed, organised and optimised to secure effectiveness.

There are numerous factor, which make the management of processes complex. Most processes in hospitality industry do not concentrate on only one factor, but combine various factors such as staff and resources (serving a dinner in a restaurant). Also, processes are most likely not linear but are interacting with each other. In the hotel’s restaurants for example, waiter work in different shifts. There can be seen an interaction and dependence between the waiter within a shift and between the different shifts. Furthermore the waiter interact with and their work is depending on the personnel of the kitchen and of the cleaning.

Another reason for the complex character of processes in the hospitality industry is the underlying character of service, which leads to uncertainty and unpredictability within the management of processes: service is intangible, it is not storable and it integrates external factors (the customer) (Matys, 2011).

As the hotel needs additional staff while the tournament, important processes are the manpower requirement planning, personnel recruiting and personnel development to secure that staff with necessary knowledge is able to reach the given service standards. The scheduling is highly important to allow processes to interact with each other and to secure that the right amount of resources and staff is given at any time.

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