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Effective ways to promote modern management science in China hotel industry

The overall management level of China's hotel industry is relatively backward, and the allocation of production, operation and management elements is very unreasonable and inefficient, which leads to low hotel management efficiency and affects sustainable development. However, nowadays, the competition between hotels is the competition of comprehensive strength, and management is the key. Western management methods occupy a dominant position in modern management practice because of their high maturity, perfection and advanced. If China hotel industry can't introduce and absorb international advanced management technology and improve its management level, it will be difficult to participate in international competition. However, when introducing international advanced management methods, due to various objective reasons, especially the influence of the long-standing traditional culture that permeated China hotel industry, the implementation of modern management science in China hotel industry was invalid or failed.

First, the misunderstanding of modern management science in China hotel industry and its reasons.

1, there is deviation in the understanding and application of management methods.

When introducing foreign advanced management methods, some hotels ignore the connotation and extension of the management method itself, make subjective assumptions and expand infinitely, and include many irrelevant hotel activities, which not only affects the implementation of this management method, but also affects the realization of other management functions.

Taking "hotel culture construction" as an example, when this management method was introduced to China from the west, a "hotel culture upsurge" was formed in China. No matter whether some specific contents in management are related to hotel culture or not, hotels rely on hotel culture. It is a blind expansion to understand hotel culture as all the management concepts, processes and behaviors of the hotel [1].

Since the concept of "green marketing" was put forward internationally in 1990s, China has also responded positively. However, behind the appearance of "green wave", there is a deviation in understanding the overall concept and utilitarianism in action, such as one-sided understanding of "green hotel" as saving electricity and water and reducing disposable goods in operation; Take ISO 14000 or other standards as a temporary "document movement" and set up a commando team to handle the corresponding inspection work in exchange for "certificate" and "signature" as a tool for external publicity. These can only lead to this brand-new business philosophy becoming a short-term behavior of "collective consciousness", becoming a mere formality or passing clouds [2].

In the upsurge of CI strategy, many hotels believe that as long as CI is introduced, miracles can be created. This misunderstanding makes most hotels spend a lot of manpower and material resources to package hotels, ignoring the core of CI-the gestation of hotel culture, which leads to the disconnection between hotel reality and hotel image. And some hotels simply equate CI with visual design; Taking CI as a one-time investment, I think that it can be done once and for all as long as CI is introduced, but I don't know the strategic and long-term nature of CI. However, due to the lack of sufficient in-depth understanding of CI, the effect of these hotels after implementing CI strategy is not so obvious, and even some hotels have experienced negative profit growth [3].

Just like countless previous management ideas-management by objectives, interpersonal training, standardization of behavior patterns, employee participation in management law, productivity, quality revolution and service revolution, customer-centered was once the goal pursued by many hotels, but this craze eventually cooled down with the passage of time. Several other revolutions, such as total quality management, enterprise reengineering and ISO9000, also suffered a similar fate. The hotel tries to mechanically apply TQM or ISO9000 based on numbers to the service industry, which is not only a huge misunderstanding of the service industry, but also means that even the most obvious reasons in terms of customers, service personnel and work culture are not understood. More seriously, it also represents abandoning culture and leadership orientation, pursuing the best service, and settling for second best. It is true that some hotel leaders have succeeded by skillfully and efficiently using these two strategies. However, competitive ideas such as TQM and ISO9000 actually divert people's attention and make people ignore the real opportunities provided by the concept of strategic customer focus. Although e-commerce is regarded as a revolution in the revolution, it can't escape the repetition of fate. Only 10- 15% hotels can fully grasp the essence of "customer-centered" and its strategic measures, and can invest appropriate energy and resources to turn "customer-centered" into a constant management form. Most other hotels will misunderstand "customer-centered" as a reason for employee incentive plan, advertising plan or updating hotel specifications. The second main reason for the decline of the service management movement, that is, the "cool reality", finally made the hotel lose all its money on the "customer service" program. Hotels began to quit fanaticism one after another, and improved their service management scheme by encouraging seminars, task groups, slogans, notes and prizes, but it could not stop its gradual demise. The employee's resistance is particularly serious in large organizations, which has become an important factor leading to the failure of these plans [4].

Gini Rovenski, the director of strategic alliance at Rutgers University, found that only 25% of the company alliances were successful after 10 years of research, and 50% of them failed to achieve the expected goals. For another 25% companies, alliances are the beginning of disaster. The main reason for the failure is the imbalance between technical level and commercial ability. In addition, the cultural collision between different enterprises is also one of the main reasons for the failure. After studying the companies from 1950 to 1985, Mackins found that 53% of them quit the alliance because they were unprofitable.

Many M&A failures are attributed to the egotism of executives and the non-return of shareholders. The evidence is that marriages between hotels rarely succeed. Usually, these mergers and acquisitions always lack excellent strategic theory, and always have unrealistic illusions about "the synergy advantage after hotel mergers and acquisitions" and the extra salary adjustment after mergers and acquisitions.

The misunderstandings in these aspects are rooted in the "big and comprehensive" thinking in our traditional management thought, which is blindly accommodating and indiscriminate, lacking in scientificity and rigor, making some management methods vague and unable to achieve the due management effect.

2. The purpose of implementing modern management science is not clear.

When introducing modern management science, some managers in our country did not regard it as a part of the hotel development strategy, and there was a serious short-term behavior tendency in the implementation, paying more attention to short-term benefits without long-term planning and follow-up behavior.

For example, in the construction of hotel culture, some managers don't regard hotel culture as a long-term strategy that can promote hotels, but as a long-term investment of intangible assets. They just follow the fashion for a while and don't stick to it for a long time, so the implementation of management methods can't be systematic and in-depth.

Some domestic hotels participated in ISO9000 international quality certification, but failed to fully understand the connotation of TQM as a management method. They often take the third-party certification as their ultimate goal, and regard the certification process as a form, thinking that obtaining certification can be done once and for all, instead of taking total quality management as a long-term basic work.

In the process of implementing knowledge management, some hotels mistakenly believe that knowledge management itself is the purpose of management. Many hotels implement knowledge sharing programs because they think there will be gains in the near future, or they think that effective institutions will be able to share knowledge across departments, which is a blind spot. The purpose of promoting knowledge management is not to promote knowledge management, but to deal with the most urgent problems of hotels.

These phenomena reflect that managers in China pay more attention to the process and ignore the consequences, authority and superficial form and ignore the actual effect.

3. Lack of originality in the application of management methods.

In the process of applying modern management science with different cultural backgrounds introduced from the west, some hotels have the phenomenon of copying mechanically, simplifying and duplicating. I remember the president of a famous hotel once said: "The successful experience of a big hotel is often the key factor for the failure of a small hotel".

Some hotels have similar CI strategies, so it is difficult to achieve the purpose of hotel identification. They all use some generalized ideas and slogans, such as "quality first" and "customer is God", which can't reflect the hotel's personality. When they use modern management science, they fail to analyze the specific characteristics of hotels in detail, lack innovation, and are prone to the phenomenon of sameness and lack of individuality.

Some hotels spend a lot of money every year to adopt total quality management and hotel reengineering strategies, transplant or build quality management models and organizational processes, but they have not established such mechanisms as expected, and even destroyed the original mechanisms of hotels, because the situation of each hotel is different [5].

When hotels adopt JIT, unless they re-understand the cost, price and profit rules, waste and added value, personal efficiency and team efficiency, simple improvement (superficial benefit) and process improvement (practical benefit) according to the characteristics of hotels, and accurately understand the true connotation of JIT in hotels, hotels will stay at the original level and will not achieve any results [

The herd mentality in China's traditional culture leads some hotel managers in China to yearn for new management methods. In the application process, seeking common ground while reserving differences and imitating each other often leads to the lack of individuality in the management mode, and it is impossible to manage hotels of different scales and strengths on the basis of giving full play to the creativity of employees. At the same time, China people's adherence to the golden mean and conservative attitude of "easy-going" and "adapting to change" also makes many hotels stick to the rules, fear competition, do not think about change, and lack innovative systems, proactive future orientation and distinctive personality.

4. Simplified and one-sided management methods in implementation.

While expanding their understanding of modern management science, some managers have many one-sided and simplistic phenomena in their implementation, resulting in "knowing what it is, not knowing why", sticking to the model and not thinking comprehensively and objectively.

Some hotels can't make spiritual culture, material culture and institutional culture organically unified when implementing hotel culture strategy; Many domestic CIS planning organizations simply regard CIS as the logo of hotels, paying attention to visual characteristics but ignoring behavioral characteristics, ignoring the internal operation mechanism of hotels, such as the coordination of management methods, new product development, technological innovation and development strategy, and ignoring the process operation of CI [6].

In total quality management, some hotels regard ISO9000 as the highest standard of quality management. ISO9000 is actually a set of management standards suitable for most industries, so the standards suitable for this situation are relative and dynamic, and cannot be regarded as the highest standard of quality management.

Some hotels talk about "modern management" and adopt "knowledge management" mode, and knowledge management takes knowledge economy as its external condition. Only when the form of "knowledge economy" develops to a certain extent can we promote the transformation of hotel management form, that is, knowledge management appears. However, China is far from the knowledge economy, so it is difficult to carry out knowledge management. On the other hand, the foundation of knowledge management is the improvement of people's quality. Man is the carrier of knowledge, and the information processed by man's thinking can be called knowledge; Many hotels in China, especially state-owned hotels, not only lack real managers, but also lack technical personnel to adapt to market competition. Knowledge management needs technology-intensive management, while China still focuses on labor-intensive and capital-intensive production. In this case, blind knowledge management will only lead to the failure of hotels [7].

China Hotel pays attention to spiritual culture and ignores material culture and institutional culture, which is related to the cultural tendency of attaching importance to righteousness and neglecting emotion in oriental culture. However, western culture attaches importance to profit and law, and its original intention of hotel culture includes material culture and institutional culture to a great extent. It can be seen that the one-sidedness of some management methods in the implementation process stems from the bias and deficiency of our traditional management thought in some aspects. Once a hotel hired several senior managers from Shangri-La with high salaries, hoping that they could use Shangri-La's experience to improve the management and service level of the hotel. But after several years, the operation of the hotel has not improved much. The reason is that the management of Shangri-La has become a unified whole after long-term tempering. No one can take away this time-tested culture. People who leave Shangri-La can take away the things of system and method, but they can never take away the culture and spirit of Shangri-La.

5. Management methods in the promotion process.

Some hotels have not established corresponding operating institutions and corresponding systems according to the needs of popularizing modern management science, which makes the operation of modern management science lack of organizational and institutional guarantee.

The promotion of management methods such as CIS and total quality management requires the establishment of specialized responsible institutions. However, many hotels in China are often managed by some other functional departments, which is not professional and formal enough.

CS strategy emphasizes that only by satisfying your customers to the greatest extent can hotels increase their vitality in the fierce market competition, enter the realm of "unity of justice and benefit" and achieve sustainable development. This puts high demands on hotel culture and staff quality. However, at present, most hotels in China cannot meet this requirement due to objective factors, and there is also a lack of mature market economy and mature consumer psychology in China to promote the emergence of CS [3].

Some hotels did not set up a special person in charge when promoting knowledge management, which eventually led to "more thunder and less rain." According to practical experience, in addition to information technology talents, hotels need four full-time staff to promote knowledge management, otherwise this management method is empty.

Chinese management thought takes a fancy to informal organization and informal goal, but pays insufficient attention to formal organization and formal goal; China people pay attention to interpersonal relationships and emphasize that "people are more important than things", which leads to the fact that most organizations are set up for people rather than things; It advocates the spirit of "moving with emotion, understanding with reason, and using law as the last means of management". China's management thought of valuing people over law is not binding, which makes many hotels in China implement modern management science in name only.