OVERVIEW
Executive Housekeeper and Scientific Management
HOSPITALITY AND
HOUSEKEEPING
CREATING PROPER ATTITUDES
HOUSEKEEPING REQUIRES A STAFF WITH A
SENSE OF PRIDE
YOU ARE THE EXECUTIVE HOUSEKEEPER
 A new hotel is opening and you must interview and
hire the housekeeping staff
 What qualities are you looking for in the staff?
ORIGINS OF MANAGEMENT
 Schools of Management Theory
 Managerial Temperament
 Satisfiers and Dissatisfiers
 Participative Management
 The Managerial Grid
 Situational Leadership
 So What Do Managers DO?
Schools of Management Theory
 Classical School: encompasses administrative theory
and scientific management
 Assignment #1: Compare and contrast the
Administrative Management Theory (Henry Fayol)
with the Scientific Management Theory (Frederick
Taylor)
MANAGERIAL TEMPERAMENT
 Assignment #2: Compare and contrast Theory X and
Theory Y management (Douglas McGregor)
 Another leading theorist: Frederick Herzberg
attended to the issues of employee motivation
 Satisfiers and Dissatisfiers
 Participative Management
Managerial Grid
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The impoverished style (1,1)
In this style, managers have low concern for both people and production. Managers use this style to avoid
getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which
results in less innovative decisions.
Features 1. Does only enough to preserve job and job seniority. 2. Gives little and enjoys little. 3. Protects
himself by not being noticed by others.
Implications 1. Tries to stay in the same post for a long time.
The country club style (1,9)
This style has a high concern for people and a low concern for production. Managers using this style pay
much attention to the security and comfort of the employees, in hopes that this would increase performance.
The resulting atmosphere is usually friendly, but not necessarily that productive.
The produce or perish style (9,1)
With a high concern for production, and a low concern for people, managers using this style find employee
needs unimportant; they provide their employees with money and expect performance back. Managers using
this style also pressure their employees through rules and punishments to achieve the company goals. This
dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the
edge of real or perceived failure. This is used in case of crisis management.
The middle-of-the-road style (5,5)
Managers using this style try to balance between company goals and workers' needs. By giving some concern
to both people and production, managers who use this style hope to achieve situable performance.
The team style (9,9)
In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y,
managers choosing to use this style encourage teamwork and commitment among employees. This method
relies heavily on making employees feel as a constructive part of the company.
A mini-republic or modern village
 Some philosophers see the business enterprise as a means of
transmitting social justice, as a kind of mini-republic. This is
especially true of contract and stakeholder theorists. Those who
view a business as being primarily someone's property reject this
view. While they might believe that the net effect of people
disposing and exchanging their property freely will benefit society
as a whole, they would argue, even if this were not the case, if there
were no utilitarian advantage, one ought not to limit another's
freedom, that is, unless it is harmful to others.
 Regardless of how one thinks about these matters, it is undeniable
that a business enterprise represents an increasingly important part
of people's lives, especially the employees working there, for, in
many ways, the business constitutes a person's principal social
group, and it amounts to a replacement for the village or tribe that
was the central social setting for our ancestors. In many ways, one's
affiliation with a business is the most important social institution
most of us have outside of the family.
SITUATIONAL LEADERSHIP
 As a leadership model, the best known example was
developed by Paul Hersey, a professor who wrote a well
known book "Situational Leader" and Ken Blanchard, the
management guru who later became famous for his "One
Minute Manager" series. They created a model of
situational leadership in the late 1960s in their work
Management of Organizational Behavior (now in its 9th
edition) that allows one to analyze the needs of the
situation, then adopt the most appropriate leadership
style. It has been proven popular with managers over the
years because it is simple to understand, and it works in
most environments for most people.
 The model rests on two fundamental concepts;
leadership style, and development level.
Leadership styles
 Blanchard and Hersey characterized leadership style in terms of the amount of
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direction and support that the leader provides to their followers. They categorized
all leadership styles into four behavior types, which they named S1 to S4:
S1: Directing/Telling Leaders define the roles and tasks of the 'follower', and
supervise them closely. Decisions are made by the leader and announced, so
communication is largely one-way.
S2: Coaching/Selling Leaders still define roles and tasks, but seek ideas and
suggestions from the follower. Decisions remain the leader's prerogative, but
communication is much more two-way.
S3: Supporting/Participating Leaders pass day-to-day decisions, such as task
allocation and processes, to the follower. The leader facilitates and takes part in
decisions, but control is with the follower.
S4: Delegating Leaders are still involved in decisions and problem-solving, but
control is with the follower. The follower decides when and how the leader will be
involved.
Of these, no one style is considered optimal or desired for all leaders to possess.
Effective leaders need to be flexible, and must adapt themselves according to the
situation. However, each leader tends to have a natural style, and in applying
Situational Leadership he must know his intrinsic style.
Development levels
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The right leadership style will depend on the person being led - the follower. Blanchard and
Hersey extended their model to include the Development Level of the follower. They stated that
the leader's chosen style should be based on the competence and commitment of her followers.
They categorized the possible development of followers into four levels, which they named D1 to
D4:
D1: Low Competence, High Commitment - They generally lack the specific skills required
for the job in hand. However, they are eager to learn and willing to take direction.
D2: Some Competence, Low Commitment - They may have some relevant skills, but
won't be able to do the job without help. The task or the situation may be new to them.
D3: High Competence, Variable Commitment - They are experienced and capable, but
may lack the confidence to go it alone, or the motivation to do it well or quickly.
D4: High Competence, High Commitment - They are experienced at the job, and
comfortable with their own ability to do it well. They may even be more skilled than the leader.
Development Levels are also situational. I might be generally skilled, confident and motivated
in my job, but would still drop into Level D1 when faced, say, with a task requiring skills I don't
possess. For example, many managers are D4 when dealing with the day-to-day running of
their department, but move to D1 or D2 when dealing with a sensitive employee "issue"
PRINCIPLES OF MANAGEMENT
 Elements Defined
 Functions Defined
ACTIVITIES OF SEQUENTIAL FUNCTIONS
Planning
Organizing
Staffing
Directing
Controlling
MANAGEMENT THEORY
AND THE EXECUTIVE HOUSEKEEPER
NORMATIVE CHARACTERSITICS
HOUSEKEEPING EMPLOYEES
Cultural diversity
Varieties of languages
Lack of formal education
Possibly but NOT necessarily lower socio economic
backgrounds
MOTIVATION AND PRODUCTIVITY
 Researching the Motives
 Selection
 Training
 Delegation
 Tangibles versus Intangibles
 Rewards and Motivations
Assignment # 3
 Develop a motivational incentive for the
housekeeping staff which will ensure a higher
standard in room cleaning . Prepare to present in the
workshop.
NEW HORIZONS IN MANAGEMENT
 Employees Renamed and Empowered
 Many hotel companies refer to their employees as
associates. WHY?
 Empowerment: A form of delegation
 Allows the person closest to the problem to do what
is necessary to correct it.
 Total Quality Management
 Total Quality Management (TQM) is a
management strategy aimed at embedding
awareness of quality in all organizational processes
TQM is composed of three paradigms:
 Total: Involving the entire organization, supply
chain, and/or product life cycle
 Quality: With its usual Definitions, with all its
complexities
 Management: The system of managing with steps
like Plan, Organize, Control, Lead, Staff,
provisioning and the likes
Ritz Carlton Case Study
 Quality management begins with president and chief
operating officer Schulze and the other 13 senior
executives who make up the corporate steering
committee and the senior quality-management team.
They meet weekly to review product- and servicequality measures, guest satisfaction, market growth
and development, organizational indicators, profits,
and competitive status. Approximately one-fourth of
each executive's time is devoted to quality-related
matters.
 Gold standards. Key product and service
requirements of the travel consumer have been
translated into Ritz-Carlton Gold Standards, which
include a credo, motto, three steps of service, and 20
"Ritz-Carlton Basics". Each employee is expected to
understand and adhere to these standards, which
describe processes for solving problems guests may
have as well as detailed grooming, housekeeping,
and safety and efficiency standards.
 To provide superior service, Ritz-Carlton created its
targeted selection process to ensure a successful
match of potential employees to employment. Upon
being selected, new employees are versed on the
corporate culture through a two-day orientation,
followed by extensive on-the-job training, then job
certification. Ritz-Carlton values are reinforced
continuously by daily "line ups," frequent
recognition for extraordinary achievement, and a
performance appraisal based on expectations
explained during the orientation, training, and
certification processes.
 To ensure guests' problems are resolved quickly,
workers are required to act at first notice--regardless
of the type of problem or customer complaint. All
employees are empowered to do whatever it takes to
provide "instant pacification." No matter what their
normal duties are, other employees must assist if aid
is requested by a fellow worker who is responding to
a guest's complaint or wish.
 To cultivate employee commitment further, each
work area is covered by three teams responsible for
problem solving, strategic planning, and setting
quality-certification standards for each position.
 Rather than opening a hotel in phases, as is the
practice in the industry. Ritz-Carlton aims to have
everything right when the door opens to the first
customer. A "seven-day-countdown control plan"
synchronizes all steps leading to the opening.
 The company president and other senior leaders
personally instruct new employees on the gold
standards and quality management during a two-day
orientation, and a specially selected start-up team
composed of staff from the company's other hotels
ensures that all work areas, processes, and
equipment are ready.
QUALITY DATA
 Daily quality production reports, derived from data
submitted from each of the 720 work areas in the
hotel, serve as an early warning system for
identifying problems that can impede progress
toward meeting quality and customer-satisfaction
goals.
 Coupled with quarterly summaries of guest and
meeting-planner reactions, the combined data are
compared with predetermined customer
expectations to improve services.
Housekeeping?
 Among the data gathered and tracked over time are
annual guest-room preventive-maintenance cycles,
percentage of check-ins with no queuing, time spent
to achieve industry-best clean-room appearance, and
time to service an occupied guest room.
QUALITY RESULTS
 According to surveys conducted for Ritz-Carlton by an independent
research firm, 92 to 97 percent of the company's guests leave with that
impression.
 As a result of its quality program, Ritz-Carlton received 121 quality
awards from the travel industry in 2007 alone, including: "Best Hotel
Chain in the United States," by Zagat Travel Survey; "Index Award of
Excellence," by Hotel and Travel Index; "Alred Award" for Best Hotel
Chain, by Corporate Travel; and "Top Hotel Chain in Ability to Service
Meetings," by Successful Meetings.
 The aim of these and other customer-focused
measures is not simply to meet the expectations of
guests but to provide them with a memorable visit.