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manager appointments; and legal, economic, and political risks.
Owners relinquished day-to-day operations of the hotel to the
general manager and other members of the hotel’s executive
committee.
While the general manager was principally responsible for
hotel management, the general manager relied upon the hotel
executive committee for operational and strategic support. The
executive committee typically consisted of five to eight people:
Including the key department heads in the hotel, including the
resident manager; directors of rooms, food and beverage, human
resources, engineering, and sales/marketing; the executive chef;
and the financial controller.
The general manager was responsible for recruiting
personnel, setting pay rates, labor union negotiations, and
conducting the initial training. The general manager was
assisted in these matters by the Hyatt International group
management subsidiaries. The hotel’s director of human resources
was responsible for the actual hiring of the operational
personnel and had to be aware of and sensitive to local working
conditions, labor laws, religious and cultural mores, which
differ from hotel to hotel. The director of human resource
positions were filled through the coordinated efforts of the
general manager and the divisional director of human resources.
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