At part 1 of this article, we talked about the 3 qualifications as follows:
In this 2nd.part of the article, I will address the remaining 4 qualifications and skills that I personally believe are the important aspects for an effective good manager based on my experiences.
Part 1 of 2:
Most people who have been promoted to a manager position, surely must have to posses certain knowledge and skill in their field, plus a certain extent of the experience. However, apart from the technical expertise in his or her job, including the mentioned-above experience, there are still many elements needed to fulfill a manager job.
If we look into the complaints of employees who wish to resign or feel very unhappy with the work, many of those complaints are about many factors that do not directly point out the manager’s knowledge or expertise. In this article, I have summarized many of the complaints I received as a former HR director and even presently from many employees of many organizations while serving as a consultant or trainer throughout Thailand. I wish to propose 7 qualifications for a good qualified manager ESPECIALLY for all service related industries.
Medico Tourism Magazine did publish “I work like a Buffalo” article written by honorary advisory to Mai-BS (Thailand) Company Limited.
The article is a good read for managers and supervisors as the content is based on the actual feedback given by employees during audits and surveys.
Besides her honorary position with the leading hotel consultation company in Thailand, Nate-tra Dhevabanchachai is also the General Manager for Salaya Pavilion Hotel and Training Center, a lecturer at Mahidol University International College and reputed Trainer for leading companies and institutions such s Ministry of Tourism and Sports, K-Bank, Siriraj Hospital and more.
Please see the Mai-BS (Thailand) About us section for more information on her projects.
Klaus R. Rauter
Managing Director
Service mind, Behavior and how to be Excellent.
I have been conducting service training courses throughout Thailand in hotels, hospitals, education institutions and retail businesses for many years. Often, I have received questions from management and owners of how to make employees have more service mind, how to make staff have better behavior in servicing guests or how to make people be able to deliver excellent service.
Several hotel management companies have approached Mai-BS (Thailand) to look out for potential hotel and resort properties in Laos, Myanmar, and Cambodia who are in need for professional management.
As a strategic partner for several Thailand based, but also international hotel management companies, we can see clearly that there is high interest in quality hotel properties in the above mentioned counties.
For more information, please feel free to contact us.
Klaus R. Rauter
Managing Director
http://mai-bs.com http://propertiesyouneed.com http://tourismdirectoryasia.com
Our previous articles did focus on hotel owners and investor’s shortcomings, their habits and mistakes.
This article I like to focus on the shortcomings of some general managers. A general manager is a leading position that can lead to either failure or success.
The below are some of the comments we get from hotel owners and investors when they are talking to us about their hotel manager or general manager here in Thailand.
We trust that you see our articles as a benefit for hoteliers, owners and investors at all times. However, knowing the industry well, I foresee that this article might well trigger lots of comments.
First of all, I like to say HR skills are very much needed in all managers, simply because one of several main responsibilities of any manager is “people management”. As a former director of human resources and a current human resource lecturer & trainer, I theorize some human resource functions that need both “Science” and “Art” practices to share here in Mai-BS’s blog.
With “Science”, I mean the “system” of HR implementation and with “Art” I mean the “style” of the HR manager. To be called a 5-star company, system and style cannot be separated from each function of human resource practices. Thus, I would like to share the following “system” for HR implementation and “style” of HR manager.
Many organizations that I work for in the past, or even the ones at present, either in a role of consultant, trainer or employee, every corner of the company often fills with employee’s complaints.
For example heavy work load, favoritism, nepotism, managers’ bad behavior, un-knowledgeable manager, shortage of man power, or other various general management problem. From much conversation I have with people, it is found that most employees in most organizations expect the HR manager or HR department to solve the above mentioned problem. Sometimes, it is sad and almost unfair, that the HR manager is expected to do it all alone.
As a hotel consultant based here in Thailand, I frequently observe hotel and resort owners and senior managers informing employees that it is the owners or managements wish that everyone should work as a big family! Even every new employee is informed that this is the owners wish and concept!
Many books and researches talk about differences between “manager” and “leader” and there are much discussion on its understanding towards the two. I like to emphasize here that how deep people try to differentiate the manger and the leader; I do strongly believe that “to be an effective manager, you have to be a good leader as well!
As global warming has been an issue worldwide, many green projects are coming up like mushrooms; no matter if they are real true green projects. For years, I have been observing the work of many organizations, particularly in Thailand, and I am concerned about the “being green” concept that’s why I like to share a few issues here in this blog.
I believe that many hotels and organizations try their best to reduce as much as possible waste and some hotels even try to be 100% carbon-free. All are good and respectable, yet, as the world has NOT been totally green before! So, to be “green”, we need to consider some of the impacts we create as well to ensure sustainability.
ความทุกข์ของคนทำงาน นำมาซึ่งความสำเร็จขององค์กร
(หรือไม่)
หลายคนอาจมองว่า ความสำเร็จ คือ ตึกรามที่สวยงามขององค์กร
สิ่งอำนวยความสะดวกที่ทันสมัย ผลกำไรมากมายจากธุรกิจ
ผลงานยิ่งใหญ่ที่ต้องใส่ในเอกสารเพื่อตีแผ่ รางวัลต่าง ๆ ที่ได้มามากมายระดับชาติ
และนานาชาติ เป็นต้น ซึ่งไม่ได้ผิดเลย
อย่างไรก็ดี จากประสบการณ์ไม่ว่าจะของตนเองหรือการพูดคุยกับคนทำงานเป็นพัน
ๆ ชีวิต สิ่งที่หลาย ๆ องค์กรไม่ได้เน้นอย่างจริงจริง อย่างมีประสิทธิภาพ คือ ความสำเร็จ
ที่รวมด้วย ความสุข ความสามัคคี ความเข้าใจ
ในการทำงานของคนในองค์กร ทุกคนคงไม่ปฏิเสธว่า “งาน” คือส่วนใหญ่ ๆ ของชีวิต หากทำงานแล้วทุกข์
หลายอย่างในชีวิตจะกระทบกระเทือนอย่างแน่นอน
หากผู้ที่ดูแลองค์กรคิดได้ก็จะรู้ว่า หากเราบริหารองค์กรให้เกิด ความสุข ความสามัคคี
รวมถึงความเข้าใจในงานและองค์กรได้นั้น จะเป็น “บุญกุศล” เหลือหลายที่มากกว่าการสร้างโบสถ์สร้างวัด เพราะเราทำให้คน ๆ หนึ่งสามารถต่อยอดความสุขของเขาไปยังอีกหลาย
ๆ ชีวิตได้
