Limited by the differences in industry characteristics, working environment and employment conditions, the management of employees in catering hotels is quite different from that in general enterprises. These managed objects have their own advantages: young, energetic and receptive, but at the same time they also have their own shortcomings: generally low academic qualifications, lack of self-management, and easy to "follow the crowd". In addition, their quality is uneven, and the form and degree of accepting "management" are different, which brings great difficulties to management. So, how to manage the employees in these restaurants? Institutionalized management. The management and institutionalization of restaurant staff are still indispensable. China has a saying since ancient times that "there is no Fiona Fang without rules". Generally speaking, management must be based on these "rules". The cultural quality of restaurant employees is often not high, and a systematic and advanced management system may not play a great role for them. Therefore, restaurants should follow the following points when using the working hours of the system administrator: 1, and the system should not be too cumbersome. If there are too many regulations, it is often difficult for restaurant managers to implement them. If it is not effectively implemented and discounted, many systems will become a mere formality, and finally the seriousness of the whole system will be greatly reduced. Therefore, in order to avoid this situation, we should simplify the system and implement the "slimming" plan. We should constantly instill daily management (such as attendance, dress, etc.) into them. ), standard speech, business etiquette, health system, service standards, etc. These are often used at ordinary times, so that you can get familiar with them and realize them easily. 2. System management should be rigid. The key to management lies in assessment, and the key to assessment lies in implementation. Therefore, in the implementation of institutionalized management, we must treat the system equally, and we must not favor one over the other. Only when "everyone is equal before the system", the restaurant service staff or middle-level managers can truly convince the seriousness of the "law" and let everyone abide by the law calmly, and the system can exert its power and make everyone dare not "cross the line". Institutionalized management is the foundation and guarantee of hotel personnel management. A restaurant without discipline is bound to be full of loopholes in management, and it is difficult to become stronger and bigger. Because of all the competitive factors, the human factor is the first. As a "selling point" based on service level, catering hotel staff can truly reflect the benefits of management only by holding high the banner of system management. "Independent" management. Restaurant staff, whether lobby manager, front office manager, front desk waiter or backstage operator, are all from similar backgrounds or the same group? 0? 1- migrant workers. Therefore, in the management of catering hotel staff, if we can take the "autonomous" way to carry out self-management, it can often play a better role in promoting. The specific operation method is 1. From them, people with management ability are selected, and through training or one-on-one assistance, organizational management ability can be rapidly improved, and management responsibilities such as foreman, lobby manager or front office manager can be appointed. 2. Turn the system of catering hotels into a form that they can understand and implement, and implement it by example through the elected "autonomous person in charge", thus driving the implementation of the entire catering hotel staff. The advantage of this is: 1, managers come from it, and it is easier to gain their trust. This is much better than hiring a manager and "imposing" management with rules that hotel employees can't understand, so it is easier for them to recognize and finally implement. 2. "Autonomy" enables them to see their career prospects better. Because the "leaders" of autonomy come from their side, they have more sense of identity and more professional "temptation", because if they obey the rules and do well, they may be the next managers. The power of example is infinite. Through "autonomous" management, as a restaurant hotel, it can achieve the effect of low-cost management, and the cost is very small, but it is easy to let the system land, which can be described as killing two birds with one stone. Replace "management" with teaching. As restaurant staff, they are too eager for "high pressure" management, which is limited by their experience and psychological endurance. They often find it hard to accept and even refuse to implement it with "soft boycott". Therefore, it is a more effective way to brainwash them in the form of teaching instead of "management" and let them accept the management concepts and methods of the hotel. The specific implementation methods of replacing "management" with teaching are: 1, management in teaching. As a restaurant, whether it is the lobby manager of grass-roots managers, or the front office manager, ordinary waiters, or even chefs, they need to constantly learn and improve. Some hotels even set aside a certain time every week to organize employees to study. In fact, this is a good time to instill hotel management concepts and actions. By repeatedly emphasizing the content and tools of management in the process of training or on-site guidance, it plays the role of coach. For example, on-site simulation exercises how to greet customers. , so that they can master the skills of receiving customers, and at the same time add specific requirements, which plays the role of "silence is better than sound". 2. Teaching in the subway. In the management of hotel staff, don't forget to teach them how to do it, so that hotel staff can understand that hotel management is to help them improve and serve them, thus eliminating their vigilance against managers and better understanding the significance of hotel management. For example, the lobby manager of a hotel found that the hostess's standing posture was not standard, and immediately corrected it on the spot, and pointed out that as a greeter, her standing posture standard was correct.