Task of Management

Nama:Sandy
NIM:2011145002
Jurusan: Hotel Management

Answer No.1:

                The conclusion of the reading is meant as a leader hvasi weshould all be able to govern, lead, motivate all employees so thatall the objectives of a company / organization can be achieved. In addition A leader must also be able to provide a good exemplarof its employees to be applicable to all these good qualities at work everyday.

Answer No.2:

            This definition of leadership, I think, captures the leadership essentials of inspiration and preparation. Effective leadership is based upon ideas, but won't happen unless those ideas can be communicated to others in a way that engages them.

Put even more simply, the leader is the inspiration and director of the action. He is the person in the group that possesses the combination of personality and leadership skills that makes others want to follow his direction.

In business, leadership is welded to performance. Those who are viewed as effective leaders are those who increase their company's bottom lines.

To further confuse the definition of leadership, we tend to use the terms "leadership" and "management" interchangeably, referring to a company's management structure as its leadership, or to individuals who are actually managers as the "leaders" of various management teams.

I am not saying that this is a bad thing, just pointing out that leadership involves more. To be effective, a leader certainly has to manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising - just to name three more of the primary leadership skills a leader has to have to be successful.

Is a leader born or made? While there are people who seem to be naturally endowed with more leadership abilities than others, I believe that people can learn to become leaders by improving particular leadership skills.

Answer No.3:

                Duty seems old-fashioned these days. You hear few people talk about it, but it is vital to leadership from within. Duty is a concept that says people have an obligation to behave in particular ways and undertake tasks because of an allegiance to something greater. One might feel a duty to family or friends, to an entity, or to an idea. The exact nature of an obligation isn't as important in this case as the necessity of fulfilling it.

                You can't lead from inside an organization if all that motivates you is your own self-interest. You can't dismiss self-interest, but, really, there are better and more efficient ways of serving it. And you can't lead inside an organization if you feel no bond to it and its mission. If you do have the connection, then you are acting from duty, which is something you can practice in many ways under different circumstances.

It's necessary to remember why you do something if you are actually to accomplish it. You can easily lose your way, winding up doing something completely different that doesn't really achieve what you wanted in the first place. Act from duty, though, and you keep the fundamental principle before you.

                Be Committed

Acting from duty also isn't enough without commitment. It is one of the most common human traits to begin something and then, for whatever reason, to give up — usually while telling yourself that it's either not your fault or fooling yourself into thinking you accomplished what you wanted to. Listen to others and to yourself and hear the excuses. Don't beat yourself (or others) over this because it is part of human nature. To lead, however, you need to get beyond the willingness to give up. You must insist on doing what you have said you will do. Duty may support the end, but commitment is about the means and the process — the journey. You can't lead if you don't want to go where you must or if you aren't willing to keep putting one foot in front of the other. This is why duty and commitment are crucial.

Don't Wait for Others

People often abdicate their own responsibility and look to those in power instead. They assume the person in charge will take care of all the problems. But a funny thing happens. When you wait for the powers that be to ride in like the cavalry, they never show up. Ironically, that's largely because those authorities can't make things better. At best, they can rally others and help channel their help into useful action.

As you can see, the powers that be are actually highly dependent on all the other people in the organization. You wait for them, but in reality, they wait for you. It's a circle that can keep you chasing your own tail for years. The only way out is to become a leader by doing. When you stop waiting for others, they may find that you're the one they've been waiting for, giving you more freedom than you might think.

Must Do

It seems clear that if you're going to become a leader from within an organization, you need to take action. It's not enough to want to take action. You have to know that you need to take action.

People don't act without reason. What compels them may be selfish or selfless. They may work from intellectual curiosity or emotional fervor. Their motives might be well thought out or they might come on utter impulse. The one constant is that there is something they want. If they wanted nothing from the situation, they would do nothing.

You need a must, an imperative that comes from your belief in the goals or principles or even possibilities of the organization. It's good if you have personal reasons as well, but only if they augment the desire to help the group in its endeavors. If you act solely from your own desires, then you won't be leading. You'll be running a con job to get what you want — and people will know it.

When you act from something higher, however, you offer inspiration and vision because you are connecting action with principle, and that is motivation. You're offering an opportunity to experience something that is rare in the world. That's a big reason why people respond. They want a taste of that in their lives.

Answer No.4:

                The three major styles of leadership are:

• Authoritarian or autocratic
• Participative or democratic
• Delegative or Free Reign

Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.

If i am a leadership i will use


PARTICIPATIVE
Because,
This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.
This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employknowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions.


DELEGATIVE
In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.
This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!


NOTE: This is also known as laissez faire (or lais·ser faire), which is the noninterference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do

"JOB DESC FRONT OFFICE, HOUSEKEEPING, F&B, HRD, ACCOUNTING"

 Nama: Sandy
NIM: 2011145002
Jurusan: Hotel management
 

FRONT OFFICE

Front Office is the mirror of quality hotels for the first time
for guests upon entering a hotel, for the readiness, alertness,
accuracy and the ability of all employees in the front office
in carrying out the functions of duties and responsibilities is
decisive in giving the impression good or less good or
poorly on the guests the hotel before the guests get
service and the experience of others when they come to
whether or not to stay at a hotel. Remember there is a boost of motivation
a slogan for the front office staff as follows: "WE DO
NOT HAVE A SECOND CHANCE TO GIVE TO GOOD IMPRESSION
OUR GUESTS "(We never get a second chance
to give a good impression to our guests).
Hotel front office (front office) is operationally related
with guests and work area not far from the lobby, the areas most
bustling to and fro his guest, and therefore this section referred to as
the front office. Hotel front office is one part of
The most important hotel in terms of realizing the objectives to be
achieved by the hotel. The purpose of the hotel's front office is as
the following:

a. Increasing the occupancy rate of hotel rooms as well as revenue
year to year
b. Increase the number of guests subscriptions
c. Meet the needs and satisfaction of guests in good, proper and
quickly to the guest
d. Forming a positive image of the hotel

Hotel front office has a function in realizing the goal of
hotel, the function is performed by officers of the front office daily,
As for these functions are:

a. Selling rooms, activities undertaken include: receiving
room reservations, guest registration, room block
b. Provides information on all products, facilities, services
and activities at the hotel and outside the hotel
c. Coordinate to other relevant sections in order
meet the wishes of guests and providing services
maximum
d. Report the current status of rooms
e. Notes, check payments and handle guest accounts
guest
f. Creating a report by the hotel dibutuhan
g. Provide telecommunications services to guests
h. Providing services of luggage room
i. Resolving guest complaints

Besides having an important function, the front office also plays an important role
in terms of hotel service and achievement of objectives of providing
service expected by guests, forming the image of the hotel and
the maximum revenue. Role, among others:
a. Giving information
Front office clerk is expected to provide information
clear, correct and fast about the products, facilities, activities,
service at the hotel or outside the hotel, the information
given not only limited to guests but the information
needed by colleagues / other colleagues.
b. The seller (sales person)
Front office clerk required to have soul to sell, in addition to
because the primary function of selling hotel products, this section is
part that is often associated directly with the hotel guests.
c. management representative
Front office clerk in certain circumstances may play a role
as a representative of management to address / solve the problem
arising out of hours management
d. data storage
The source data comes from many hotel activities report made
by front office personnel and data storage are also in
the front office, therefore the data created and stored
must always be current, so that management can make decisions
and appropriate policies for the future
e. diplomatically
Front office clerk in certain circumstances be expected
able to act diplomatically so that it can
maintaining good relationships with guests and other parties.
f. problem solver
Front office clerk is expected to solve problems
experienced by the guests, not least the problems stemming from the
other.
g. PR
Officials in both the front office role, active in
associated with the guests and the surrounding community in order to place
harmonious relationship and impact on image formation
A good hotel

Here is Front Office Organization chart:

 

HOUSEKEEPING

Housekeeping departments (housekeeping) consists of sections.
In each section the duty and function of each.
In performing its duties, the section that there should be intertwined
good cooperation. With the coordination and cooperation
A healthy then it will be able to create a dynamic working atmosphere
and conducive.
In general, the Department of Housekeeping (housekeeping) have
function to maintain the cleanliness, neatness and completeness kamarkamar
guests, restaurants, bars and public places in hotels
including places for the employees except the kitchen (kitchen).
Departments (Housekeeping) in addition to housekeeping functions
above also has a function to keep the age of equipment and supplies
owned by the hotel to the fullest.
Housekeeping departments (housekeeping) consists of sections.
In each section the duty and function of each.
In performing its duties, the section that there should be intertwined
good cooperation. With the coordination and cooperation
A healthy then it will be able to create a dynamic working atmosphere
and conducive.
In general, the Department of Housekeeping (housekeeping) have
function to maintain the cleanliness, neatness and completeness kamarkamar
guests, restaurants, bars and public places in hotels
including places for the employees except the kitchen (kitchen).
Departments (Housekeeping) in addition to housekeeping functions
above also has a function to keep the age of equipment and supplies
owned by the hotel to the fullest.

Here is Housekeeping Organization chart:

 FOOD AND BEVERAGES

The biggest income from the management of a hotel is
sales rooms, and the second largest revenue is the sale
food and beverages, whether sold in a restaurant outlets
owned by the hotel and food and beverage sales
through room service (room service) implementation of the provision and
processing, presentation and sale of food and beverages are in
under the responsibility of the Division of Food and Beverage / Food and
Beverage Division. If we needed any sort of hotel guests
in addition to stay and rest by providing rooms
comfortable and clean with a quick and precise service, the provision
food and beverage service at the hotel is a must
so that guests can stay comfortable and enjoyable at the hotel
them. In star hotels we encountered some very general
restaurant and bar that opened for the benefit of hotel guests, but
today many hotel restaurants in the hotel visit
also by customers who aim only to enjoy food
sold in the hotel restaurant for example, lunch time,
dinner and for other purposes related to the service
food and beverages. In addition to increasing hotel revenue
provision of food and beverages can also improve the image of the hotel
those in the community.

 Here is F&B organization chart:

HUMAN RESOURCES

The main functions of the Human Resources Department
is to provide employees who are competent and
professionally oriented to customer satisfaction

  Main tasks of the Human Resources Department are:
a. perform the process of hiring
b. conduct employee training
c. creating a quality assurance system
d. system creates a mutation, promotion and demotion
e. fostering administrative staffing
f. foster payroll systems, incentives and fringe benefits

 Here is human Resources Department Organazation Chart:

ACCOUNTING

The main function of accounting is to record, store
the entire hotel and financial transaction data processing of transaction data
finance to produce financial information. in accounting
financial information is better known as the report
finance. Data is a collection of facts that do not have meaning
while information is data that has been processed so that it can
information especially useful for users to perform functions
planning, control and business decision-making.

Accounting also has authority over the hotel cash, salaries of employees, and shall provide financial reports every month and every year.All revenue from the Front Office, Housekeeping, F & B, Store Room, Sales & Marketting all deposited to the administration to be managed again as income the hotel.

 

Here is Accounting Department organization chart:

"STRATEGIC PLANNING AND OPERATIONAL PLANNING"

Nama: Sandy
Jurusan: Hotel Management
NIM: 2011145002

What is a Strategic Plan?

Entrepreneurs and business managers are often so preoccupied with immediate issues that they lose sight of their ultimate objectives. That's why a business review or preparation of a strategic plan is a virtual necessity. This may not be a recipe for success, but without it a business is much more likely to fail. A sound plan should:

• Serve as a framework for decisions or for securing support/approval.
• Provide a basis for more detailed planning.
• Explain the business to others in order to inform, motivate & involve.
• Assist benchmarking & performance monitoring.
• Stimulate change and become building block for next plan.

For inspiration (and a few smiles), have a look at some of the quotations and examples of bad advice included in other pages!

A strategic plan should not be confused with a business plan. The former is likely to be a (very) short document whereas a business plan is usually a much more substantial and detailed document. A strategic plan can provide the foundation and frame work for a business plan. For more information about business plans, refer to How to Write a Business Plan, Insights into Business Planning and Free-Plan: Business Plan Guide & Template.

A strategic plan is not the same thing as an operational plan. The former should be visionary, conceptual and directional in contrast to an operational plan which is likely to be shorter term, tactical, focused, implementable and measurable. As an example, compare the process of planning a vacation (where, when, duration, budget, who goes, how travel are all strategic issues) with the final preparations (tasks, deadlines, funding, weather, packing, transport and so on are all operational matters).

Basic Approach to Strategic Planning

A critical review of past performance by the owners and management of a business and the preparation of a plan beyond normal budgetary horizons require a certain attitude of mind and predisposition. Some essential points which should to be observed during the review and planning process include the following:

§  Relate to the medium term i.e. 2/4 years

§  Be undertaken by owners/directors

§  Focus on matters of strategic importance

§  Be separated from day-to-day work

§  Be realistic, detached and critical

§  Distinguish between cause and effect

§  Be reviewed periodically

§  Be written down.

• As the precursor to developing a strategic plan, it is desirable to clearly identify the current status, objectives and strategies of an existing business or the latest thinking in respect of a new venture. Correctly defined, these can be used as the basis for a critical examination to probe existing or perceived Strengths, Weaknesses, Threats and Opportunities. This then leads to strategy development covering the following issues discussed in more detail below:

·         Vision
·         Mission
·         Values
·         Objectives
·         Strategies
·         Goals
·         Programs 

What is operational planning?

Well-implemented strategic planning provides the vision, direction and goals for the organization, but operational planning translates that strategy into the everyday execution tactics of the business that will ultimately produce the outcomes defined by the strategy. Simply stated, operational planning is the conversion of strategic goals into managed execution.

The critical role operational planning plays in strategy execution

Corporate strategy can be thought of as a message packet that must be passed through the organization, understood by all and acted upon in orchestration.  If the message is garbled, ambiguous or not communicated well, the intent will be lost in translation and operational execution will become misaligned with the corporate strategic goals.
Superior operational planning requires proactive and innovative thinking to enact strategy within the operational layer of the business.  Operational planning must produce the plan outcomes while managing constraints on time, money and resources.

We make strategies deliver on their promises.  Method Frameworks offers our clients an approach to operational planning that breaks down strategic goals into well-estimated, fully planned and realistically resourced programs, initiatives and projects that can be tracked across all P&L structures and at all levels of the organization.  In short, our operational plans yield detailed execution tactics for strategy implementation, complete with clear-cut clear accountability - planned for execution down to the the task level and including time lines and tools for measuring performance on all strategic objectives - any time.

How we approach operational planning

Working side-by-side with our clients, we bring action and accountability into planning. 

• Our proprietary Plan4^SM process looks at the organization's ecosystem as a whole, understanding and accounting for the interdependency existing between the many initiatives in play supporting the enterprise strategic plan. 
• Our operational plans convert the enterprise strategy into major program groupings that support execution of strategic goals. 
• These programs are further planned at the initiative level across the business, resulting in detailed execution road maps that are well-aligned with the corporate strategy and produce the desired plan outcomes through engineered accountability, measurability and governance. 
• Our approach identifies and plans for potential roadblocks that might otherwise impede operational execution. 

The Method Frameworks operational planning approach plans across and down through all layers of the organization, "fitting" the strategic goals and priorities into well-defined operational initiatives that can be managed, measured and delivered within the business segments. That includes understanding that different sub-cultures exist across the organization and can impact the effectiveness of communication and coordination among divisions and departments. 

Our Plan process accounts for those distinctions during planning, bringing all facets of the organization's hierarchy into consideration. Since execution is a day-to-day battle, our Plan4 process effectively allows organizations to meet new challenges and take advantage of opportunities through our adaptable and responsive approach.

Plan4: A planning process that builds sustainable advantages

Plan4 is a business strategic planning and execution governance process that involves an integrated set of actions designed to help companies gain sustainable advantage. Our competitive analysis leverages industry information on the top 10,000 industries, covering more than 95% of the $57 trillion global economy.  Plan4 is comprehensive, adaptable and effective in guiding organizations through strategy formulation, defining strategic goals in support of strategy (key outcomes) and in linking strategy to operational execution across and throughout the enterprise. 
 

What Method Frameworks and Plan4 can do for your organization

Method Frameworks, using our Plan4 process, lead our clients through an effective and sensible approach to strategic planning that is centered around creating customer value-driven outcomes.  Our process maps out and leverages your business ecosystem as a framework to allow for visualization and understanding of the entire enterprise.  This unique approach leads to well defined strategy, strategic goals that support all aspects of the strategy and well-planned operational tactics along with plan governance to make sure we deliver plan goal results together.
Plan4 was developed through years of leveraging the most effective approaches in strategic planning industry best practices.  Our innovations in developing Plan4 have led to a truly unique and powerful process to get organizations the planning results they have strived to achieve for years on their own.  Our consulting approach with Plan4 can be introduced in whole or in parts and still dramatically improve strategic outcomes.

 

Most planning efforts fail to deliver the intended results

• The Harvard Business Review estimates the ROI from traditional planning approaches to be 34% or less.  
• The Economist Intelligence Unit estimates that organizations realize just 60% of the potential value of their strategies.  
• Even more startling are statistics from analysts like Kaplan and Norton that suggested that 90% of organizations fail to successfully implement their strategies.

Why does this happen? The reasons vary, but the most common are:

• Poor prioritization
• Lack of detail planning to support plan goal achievement
• Poor communication and coordination
• Strategy and culture misalignment
• Accountability missing from plan goals
• Poor planning governance
• Ill-defined strategic goals
• More art than science in the planning approach
• Failure to define the "real" outcomes in a concise set of statements
• Variability in the plan caused by language
• Failure to define and execute initiatives successfully based on the plan

Don’t become a statistic in the wrong category

We are proud of the results we have accomplished for our clients and will not let them fail to successfully implement their strategies.  Our results are outstanding because we have a culture that is passionate about serving our clients by putting their needs ahead of our own.  Our engagement model provides repeatability and predictability in achieving successful outcomes.  Likewise, our Plan4 strategic planning process is second to none. 

"HOW TO CARE THE EPLOYEES"

Nama: Sandy
Jurusan: Hotel Management
NIM:2011145002


When you think about it, the success of any facet of your business can almost always be traced back to motivated employees. From productivity and profitability to recruiting and retention, hardworking and happy employees lead to triumph.
Unfortunately, motivating people is far from an exact science. There's no secret formula, no set calculation, no work sheet to fill out. In fact, motivation can be as individual as the employees who work for you. One employee may be motivated only by money. Another may appreciate personal recognition for a job well done. Still another may work harder if she has equity in the business.
But you can boil down employee motivation to one basic ideal: finding out what your employees want and finding a way to give it to them or to enable them to earn it. Here we've gathered some of the best and most interesting motivational techniques used by successful entrepreneurs. We hope they'll motivate you, too.

Corporate Culture

Managing One-to-One

Operating under the premise that no two workers are alike, companies that are practicing one-to-one management are figuring out what makes each of their employees tick.

In A Former Life: S. Kenneth Kannappan

CEO S. Kenneth Kannappan discusses how he discovered the key to motivating employees while working at his first job.

It's All in the Details

How do you build morale and a sense of corporate responsibility? In surprisingly small ways.

Hands On: All Together Now

Sure, new ideas are important, but how do you get employees to set aside time to brainstorm?

The Coolest Small Company in America

Why are high-powered M.B.A.'s getting off the fast track to work for a $13-million food company in Ann Arbor?

A Fun Read

Zingerman's entertaining employee manual is proof positive of its deep belief in people and its fascination with management.

How To Uncover Employee Potential

How can you unearth and nurture your employees' strengths? Here are a few tips to help you achieve that goal.

Six Coaching Strategies You Can Apply in the Workplace

Here are six key tools you can use to teach and motivate employees.

Morale Boosters

Measuring Morale

There's only one way to know how good morale really is in your company: ask the people who work there.

Street Smarts: The Tournament

Morale took a real beating this fall. But there's nothing that lifts the spirits like some friendly competition.

Revving Up the "P" Word (Productivity)

Though productivity is often defined in numbers, it relies very heavily upon people and their attitudes.

Leading in Hard Times

CEOs offer 10 tips for leading your company through bleak times.

Non-Cash Incentives

Low-Cost Ways to Build Employee Commitment

Consider the power of the five I's.

It Takes More Than Pay to Keep Good Workers

Companies are finding a number of ways to expand responsiveness and flexibility beyond traditional compensation programs to retain top employees.

Incentives for All Generations

The one-size-fits-all approach no longer suits today's multigenerational workplaces. Check this list of desired perks for mature workers, baby boomers, Gen Xers, and more.

Winter Holiday Rewards

The hectic holiday season is the time to show off a well-thought-out reward strategy that helps yourworkforce stay motivated and focused.

Perks You Can Afford

In this classic Inc. article, take a look at some unique employee benefits that can help you create an environment your workers won't want to leave.

Motivation by Compensation

Trust but Verify

In addition to providing valuable information on the company's 20 restaurants, the Noodles & Co. secret shopper program is used as a motivational tool.

The Store that Stark Built

Not only does every employee at Debra's Natural Gourmet have a management role, in a move unheard of in retail, profits are shared amongst the team.

In a Former Life: Alan Schultz

This CEO learned a valuable lesson during his past life as a steelworker: A company should compensate its sales force based on fair and reachable short-term goals.

Hands On: Showing Up

Are your workers not in the habit of showing up everyday? Try instituting a bonus system to encourage perfect attendance.

Turn Motivation Inside Out

Inside sales teams often go unrecognized and unrewarded. To motivate them and build a winning sales team all around, reward sales support staffers with commissions, too.

Goals, Roles, Pay, and Performance

If you've promised goal-based compensation, you need to clearly communicate roles, goals, and paths; otherwise, you may end up with disgruntled employees.

Turbocharge Your Bonus Plan

Take a regular bonus plan and add a kicker—an increase in the payout if certain targets are met.

Creating a Fun Workplace

The Right Staff

The CEO of Inc. 500 company Lander International has fostered a happy, effective workforce by encouraging employees to integrate work with their outside interests and hobbies.

Have Fun, Make Money

Herb Kelleher, cofounder of Southwest Airlines, explains how company parties help produce better customer service and happier employees.

Fun at Work: Enliven Your Culture

Motivation expert Bob Nelson says that entertained employees are motivated and productive employees. Here are five quick-and-dirty tips for livening up your business.

Hook, Line, and Sinker

Disciples of Fish are bringing the happiness revolution to corporate Indonesia.