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Housed in the short-term demands includes: the day to day running of the hotel, customer relations, regulating operational costs and capitalising on returns. The long-term goals however, are more of a wholesome approach on the running of the entity and may include: monitoring and dissemination of information regarding the entity and resource allocation for hotel projects.
For hotel managers to fulfil their long term goals, they have to abide by an intermediate path that entails the recruitment, training and development of a subordinate staff. They are also tasked with the duty of outlining the operational procedures that the hotel staff must abide by. These obligations go as far as the internal running of the hotel is concerned. The external factors however, cannot be ignored for they play a crucial part in shaping the business prospects of the hotel. Changes in the external environment are at times unpredictable and require a proactive mind to effectively counter them. The hotel personnel must also be able to have creative and critical minds to enable them to tackle any unprecedented events. The structural organization of the entity therefore comes into view. A structure that is flexible to deal with external commitments for the sake of the smooth running of the entity is necessitated. Putting in place such a system is tasked to the General Manager. Evidently, all these operations require a constant and effective interaction system between the manager and their subordinates. Effective communication is therefore a factor that is crucial to the success of a hotel operation.
When a manager recruits and trains personnel, he/she makes use of the human resource segment of the company. The human resource department is a division of the hotel that handles matters affecting the welfare of the staff. By using the human resource programs and goals, the manager is able to advance the long-term goals.
This role involves
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