The Two Sides of the Conflict of Hotel Economy and Economy in the North and Its Coping Strategies Ye Hong Zhejiang Vocational College of Economics and Trade, Hangzhou, Zhejiang 310007, China Abstract 1 has long been long. Hotel managers believe that conflicts in hotels are a bad phenomenon. Have a negative influence. Should be avoided. But there is a lack of understanding of the constructive nature of hotel conflicts. The author believes that the conflict in the hotel has two sides. Hotel managers should learn how to stimulate the constructive conflict of the hotel while mastering the skills of solving destructive conflicts, in order to innovate hotel management and service. Then, are conflicts all destructive? Things always have two sides. According to our observations and investigations, conflicts are not only destructive, but also constructive in hotel management. When conflicts are more constructive than destructive. When it comes to the realization of the hotel's business objectives, we call it constructive conflicts; these conflicts have a positive impact on the hotel. For example, conflicts can reflect the shortcomings and drawbacks of the hotel's current organizational system, and help managers recognize the views of both sides. The most important work plan is found in the debate; constructive conflict promotes reasonable competition and stimulates creativity, which is conducive to solving long-standing unsolved questions. Such conflicts are beneficial to the realization of hotel management. The source of the hotel conflict occurred when the conflict was issued. The hotel management is now Zhuguang, the real reason, can be the right medicine; generally speaking, the conflicts of hotel staff mainly come from internal factors and external factors; internal factors have 1. employee personality. Since each employee has his own needs, hobbies, emotional behaviors, etc., when these personality differences are not well coordinated, there will be conflicts. Such as in the hotel, malicious attacks and slander, the use of hostile and sharp language, etc., easily lead to conflicts between employees. 2. Employees' perception of the conflict of interests and values. Because employees' understanding, experience and understanding are different, they will have different perceptions of their colleagues; the differences in employees' values ​​and interests will lead to conflicts; for example, hotel employees believe that they should be selfless and necessary. It is okay to sacrifice personal interests, and some employees think that they should pay according to their rewards. This creates a conflict. 3. Role conflicts. The role of the hotel is different because each has its own specific responsibilities and tasks, resulting in different needs and interests, thus creating conflicts. 4 chasing rights. The struggle for rights is an important cause of conflicts between hotel employees; for example, in order to obtain a certain right, they will not hesitate to attack each other and lift themselves, leading to infighting. External factors include 1. Changes in the organizational structure of the hotel. When the hotel was streamlined and merged, the original balance was broken and the new balance was not formed. At this time, conflicts are easy to occur. 2. Information communication is blocked. Due to the different channels of information obtained by different departments of the hotel, and the lack of effective communication between each other, misunderstandings and suspicions often arise. 3. Unfair distribution. Unreasonable distribution leads to employee psychological 1 production and does not produce a sense of balance, which is easy to cause unclear between work, so that employees and employees are pushing each other or vying to intervene, leading to mutual accusation and conflict. 5. Communication differences. Due to the misunderstanding of language difficulties between the two sides, especially in the Sino-foreign joint venture hotel communication, there will be more conflicts, because the language is different and it is more likely to generate semantic questions. The conflict between the hotel staff may be caused by employees' internal and external factors such as the structure of the northern economic and trade organization of the tourism economy. Like the conflicts between the corpses, the bambooists can not avoid the suppression, but the countermeasures against the conflict in the hotel against the hotel. The coping strategy of the hotel's destructive conflicts First, hotel managers should strictly guard against the service process and limit it to elimination. Its destructive surface. The key is to make the factory sprinkle, and the standard workers know that they are partners with common goals, and the employees can only work together. Inch energy tree, the brand. Second, hotel managers can adopt a win-win strategy. This is because under the cooperative relationship, the employees have different opinions on the salary distribution of the hotel, but the members are aware of the overall situation. They are mutually understanding and cooperation to find a situation where everyone wins. Finally, the hotel manager can use the appropriate empathy manager to give respect to the understanding and care of both employees, and to consider the question for the 174 1 . An effective strategy to stimulate the hotel's constructive conflicts, using the hotel's mysterious guests, to brag about the hotel's management and service work. Experts in the 1st industry can be hired to conduct various departments of the hotel, find the shortcomings and sing the opposites, and hand over the defects to the general manager in the form of reports. The general manager of the general manager will analyze the singularity. Implement item by item. The hotel should affirm the legal status of moderate conflicts and encourage them. Cooperative and welcoming hotel organizations are indifferent and slow to change innovations such as innovation. This is incompatible with the ever-changing of Chinese and foreign hotels in the 21st century. Hotel managers should encourage confrontation and punish those who avoid conflicts; reward the challenge of the hotel's current service spirit. Use the adjustment of the hotel's organizational structure to trigger the right amount of conflict. It can increase or decrease the internal department of the hotel, increase the dependence between various departments, change the distribution of the old power of these departments through change, and stimulate creativity and improve performance. Use the informal gully to inspire the hotel staff 1 to verify the service and bury the decision, the hotel manager can pass the correctness of the private. Entering outsiders through personnel changes in the hotel. Create constructive conflicts. For those employees who have fixed + changed for a long time. The hotel department lacking vitality and vitality should make appropriate adjustments in the composition of the hotel or through the introduction, and join employees with heterogeneous characteristics such as the background of knowledge age, so that they can meet each other in exchanges and cuts. New sparks of thought, creating new service ideas, in summary, strengthen the study of the two sides of hotel conflicts and explore how to resolve conflicts. In the effective fight against disruptive conflicts, hotel managers should accept constructive conflicts that appropriately motivate employees, so that the hotel's service work can be continuously innovated, employees can work together, and ten can win the guests' true satisfaction. Fayin improves the hotel's business performance. 1 References Wang Mingsheng, Zhu Binhaotai. Conflict management. Beijing. Kyushu Publishing House, 2001. Li Rui's thinking about the quality management of service processes. Tourism Journal, 2001. Fan Chunlin, Yuan Xin. Corporate employee psychology and behavior management touched Beijing Economic Management Press, 1999. Liao Minghua. Take your own path to explore and develop the management model of Guangzhou Garden Hotel. Beijing. China Tourism Press, 2001. Ye Hong. Overcome pressure. Give full play to the effectiveness of hotel human resources 1. Chinese and foreign hotels, 2002, 10. Responsible editor, forest Antique Floor Mirror,Cheap Full Length Mirror,Large Standing Mirror,Free Standing Full Length Mirror Hongsing Glass Hardware Porduct Co Ltd , https://www.hongsingglass.com