Supervision in the hospitality industry by john walker and jack miller

Chapter 1. Management is the process of using available resources to attain organizational goals. 2. The seven basic categories of resources are people, money, time, work procedures and methods, energy, materials, and equipment and tools.
3. The basic types of demands that confront supervisors are from government agencies, higher management levels, guests, union representatives, employees, characteristics of the organization (e.g. corporate culture and informal work groups), and other departments (e.g. human resources, purchasing, and other departments).
4. The four management levels in a hospitality property are supervisors, managers, middle-level management, and top-level management.
5. Some of Henri Fayol’s basic management principles are concept of authority, organizational hierarchy, discipline, unity of command, common good, compensation, centralization, division of labor, matching, and team spirit.
6. The common planning activities are strategic planning and operational planning activities.
7. Some basic principles that are applicable to the management functions of organizing, coordinating, staffing, directing, controlling, and evaluating are delegation, authority, and responsibility.
8. The three basic skills that supervisors must possess are technical skills, human relations skills, and conceptual skills.
9. Supervisors often fail because they cannot manage and relate to their employees. When supervisors do not get along with their employees, some of the possible results are low productivity, low morale, and high employee turnover.
10. The responsibilities of supervisors to their bosses are doing their assigned tasks , helping their bosses and organizations fulfill objectives by meeting deadlines, performance standards, and other expectations, operating within budget limitations, following company policies, maintaining records, being respectful of their bosses, and writing reports in a timely manner. The responsibilities of supervisors to their employees are recognizing employees as individuals with different needs, backgrounds, and interests, treating employees with dignity and respect, providing a safe working environment, representing employees sufficiently to higher managers, disciplining staff members fairly and positively, being consistent and fair in all decisions affecting their employees, and providing opportunities for career development. The responsibilities of supervisors to their guests are fulfilling their hotel needs to the best possible quality levels possible. The responsibilities of supervisors to other professionals are assisting them by coaching or mentoring them, becoming involved in professional associations and continuing education activities, and positively representing their professions by becoming active in community groups involving local schools, service/volunteer work, and other organizations. The responsibilities of supervisors to themselves are doing their job well to feel good and to be promoted, having a clear career plan with short- and long-range goals, and working with their bosses to develop strategies that can reach these career goals.
11. Some keys to supervisory success are being focused on the core duties and responsibilities of a supervisor (e.g. understanding the role of the supervisor, providing leadership, managing change, following disciplining procedures, and having skills in staffing and scheduling) and building successful traits (e.g. being a good communicator, good motivator, and able to withstand pressures, and having a good self image and positive personality). They know how to transform a group of people into a highly-performing team. Successful supervisors always improve themselves using career goals and action plans too.