Page 169 - DMGT308_CUSTOMER_RELATIONSHIP_MANAGEMENT

Customer Relationship Management

Notes 2:45 Checks with the plant engineer on progress of plumbing repair for the eighteenth
floor.
3:00 Greets the second-shift desk clerks and relays any operational information on
reservations, room assignments, room inventory, and the like.
3:15 Assists the front desk clerks in checking in a tour group.
4:00 Interviews two people for front desk clerk positions.

4:45 Assists the front desk clerks in checking in guests.
5:15 Reviews trade journal article on empowerment of employees.
5:45 Telephones the night auditor and communicates current information pertinent to
tonight’s audit.
6:00 p.m. Checks with the director of security for information concerning security coverage for
the art exhibit in the ballroom.

6:30 Completes work order request forms for preventive maintenance on the front office
posting machine.
6:45 Prepares “things to do” schedule for tomorrow.

This job analysis reveals that the front office manager has a busy schedule involving hands-on
participation with the front office staff and communication with the various department heads
in the lodging establishment. The front office manager must be able to project incomes and
related expenses, to interview, and to interact with potential business clients.
Based on this job analysis, a job description for a front office manager would be easily prepared.
The job description is an effective management tool because it details the basic tasks and
responsibilities required of the front office manager. These guidelines allow the individual to
apply management principles in the development of an effective front office department. They
also challenge the person in the job to use prior experience and theoretical knowledge to
accomplish the tasks at hand.

The Art of Supervising

The art of supervising employees encompasses volumes of text and years of experiences.
Management experts have analyzed some of the complexities of supervising employees. This
unit covers a few concepts that will assist you in developing your own supervisory style.
The first step in developing a supervisory style is to examine a manager’s position in the scheme
of the management team. As the front office manager, you are assigned certain responsibilities
along with certain authorities. These are areas for participation, growth, and limitation on the
management team. Although this is a simplified overview of the management team, it does
help to clarify managerial practice. At this time, a manager should review personal career goals
with this organization. The ports of entry to the position of general manager will help an
aspiring general manager clarify goals. This information will help you to understand which of
the various areas of the hotel will provide good exposure and experience. Once you have
clarified your arena of participation and plan for growth, you can decide how best to lead a team
to financial success and personal growth.
The first concept a new supervisor (whether 20 or 60 years of age) should address is employee
motivation. What helps each employee perform at his or her best? The emphasis is on each
employee; different incentives motivate different people. The better shift scheduling that
motivates the second-shift desk clerk may have no effect on the part-time night auditor who is
a moonlighter, a person who has a full-time job at another organization and a part-time job at a

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