Case study on a hotel

Case Study Analysis 2012| 2216HSL Rooms Division Management| | HUNSD1202 Samuel William Hunter| Due Date: week 9| Tutor Name :Lesley Thomson| Contents Introduction2 Identification of key Problems and Issues2 Literature Review4 Transcript Analysis7 Recommendations8 Conclusion10 Reference list11 Introduction This report is an overview of QIBT hotel and its numerous issues and problems that have occurred recently in the front office department.

QIBT is a 5 star hotel with 560 rooms and is the first luxury hotel built in Tel Aviv, with this type of status and due to it “causing quite a stir in the local accommodation and catering scene” it should have a high level of both intangible and tangible services, however this is not the cause in the front office department, with complaints occurring from customers, a high turnover, employees and customers arguing and looking unhappy, this report analyses these problems as well as lists numerous recommendations that can e used to improve this department and help this Hotel have Total Quality Management. Identification of key problems and issues Below are the problems that must be address in the front of office department , the underlining problems are the major issuing that are of main concern that need to be addressed immediately. Simon Problems: Simon only has experience from Hotels with only 80 or fewer rooms * Simon is not use to the different cultures and personalities and therefore does not know how to handle/sell and teach he’s employees how to engage these cultures * Simon is too naive and ignorant as he does not believe in any way that the problems could be due to he’s management * Simon runs a bureaucratic management system and is too power stricken which may be the wrong style for the QIBTs front of house. Simon does not have employers respect for example Simon only does easy jobs which results in he’s employs’ thinking less of him as he never does the hard work. * Simon does not trust he’s employees and he gives them no responsibilities * Simon is creating a domino effect as he is making the assistant manager Michelle angry which results in her then taking it out on other staff and customers

* Simon judges Bruno as he has no management credentials this makes Bruno feel disrespected and untrusted * Simon does not understand working with younger employees. Simon is making job too serious * Simon now has a reputation for reprimanding and humiliating this will result in newcomers not wanting to work for him and employees not listening to him * Simon uses he’s cell phone however others are not allowed too, if he wants he’s employees to follow the rules he must follow the rules Employment problems The Employee training program has been seen to make new comers feel like naughty children with too many dos/don’ts * Trainers are put on days when it is really busy and as a result newcomers are not getting proper training * Trainees are never informed in advance by management which does not give person anytime to prepare or be aware that they will have a trainer today * New comers are greeted with a sigh( will give newcomer less confidence and make them not want to work at QIBT hotel) * Current employees do not engage in customers or be friendly which results in newcomers adopting the same principles Hotel Problems Conflicts are being seen by customers * Customers are being treated poorly on numerous occasions * High turnover in the front office as half of the staff that were on board at opening have already left and been replaced * Ronny(night audit manager) receivers emails instead of Simon seeing him in person * Night audit staff sees Ronny has unapproachable and Simon as intimidating this result in high turnover, Simon also does not acknowledge this department enough. Cross Cultural and inter-generation misunderstands between front desk staff are not uncommon resulting in staff feeling offended and upset * A few of the staff do not understand each other and work badly together Samantha Problems * Samantha lacks the 5 star flair and attitude as she has only worked in backpackers resorts * Samantha is stubborn and thinks she knows how to run the department. * Samantha thinks she should be promoted therefore is not happy in the job she is in Literature review

One of the major problem identified is Simons management style, Simons management style is seen as bureaucratic which is defined by Davidson, Simon, Woods and Griffith (2009, p. 789) as “A universal model of organisational design based on legitimate and formal systems of authority “this style of management is a hierarchy of authority in which the lower offices are under the command of higher offices with no say and people interact on a formal, none personal level.

According to Turner and Keegan, 1999 cited from Jamali, Khoury and Sahyoun (2006, p 337-352) the classical bureaucratic system was a successful management technique when markets, customer’s satisfaction, technologies and competition were slow to change, however this is no longer the case in this modern era. Drucker 1999 cited from Jamali et all. (2006, p 337-352) also states that due to “Increasing lifestyle and expectations, as well as the growth of knowledgeable workers” has seen new management systems come into place that involves teamwork,, ommunication, trust, and allow employees to speak their minds, voice their opinions and give out there ideas (Jamali et all. 2006, p. 337-352. ) Lauge and Wangel (2007, p 21) also add that responsibility and decision making are being distributed to employees especially in major hotels as it is impossible for a manger to do everything within the organisation on their own.

Simon believes that these updated management techniques are not important and Simon has trouble understanding that these new traits are now needed in management, with he’s stubborn and native attitude he thinks that how he was taught is the right way and that he’s employees should just “shut up and do what they are told. ” Simons management style is causing a “snow ball” effect on the department which is making he’s employees unhappy and resulting in how he’s employees are working.

Simons employees think of him “as a snob, imitating, disrespectful, reprimanding and humiliating” This is making he’s employees not want to work for him, listen, respect and trust him. According to a study 39. 9 per cent of 2004-2006 managers rated “Relationships” as one of five important skill teams must have (Gentry, Harris, Baker, & Jean, 2008, p. 67-181) However in the front of office management Simon does not have relationships with any of he’s employees which results in no communication. Young, M. , & Post, J. E. (1993, p31) state that regular communication from employees to managers is needed in the workforce as it helps the organization achieve its goals as the employees are the ones who are out on the ground and are able to see the problems that the company goes through.

The lack of communication Simon has with he’s employees is effecting the business as regular communication gives the company competitive advantage and results in the work place running efficiently (Holton, 2001) as cited by from Jamali, Khoury & Sahyoun (2006, p 337-352) Simons management style again results in problems when during staff meeting he is the only one talking and yelling, he’s management style does not allow him to take in criticism or allow any of the assistant mangers/employees to voice their opinion .

Managers can increase employee loyalty by allowing them to make their own decisions (especially those that affect them directly), as well as demonstrating respect for their opinions. (Buckley, Beu, Novicevic, & Sigerstad, 2001 p. 81-85) This no talking back to him is resulting in employees not wanting to work as Simon is making the place to serious which results in the employees not having fun around Simon and the only day they enjoy is Saturday as that is the only day Simon is not working, managers should somehow attempt to develop fun in the workplace as it makes employees want to work. Buckley, et al, 2001 p. 81-85) As a result of Simon not allowing any of he’s employees to have a say it therefore leads to Simon not trusting he’s employees and he’s employee’s not trusting or caring about Simon. Trust is however “a fundamental lubricant of healthy team dynamics” Erden et al. , 2003 cited from (Jamali et all, 2006, p 337-352). Dirks and Ferrin, 2001, cited from (Yunus and Anuar, 2012 p650-663) found that trust can be an important factor of productivity in individuals, groups, and the business.

Simon however does not trust he’s employees this is seen when Michelle tries to voice her opinion to Simon and tell her issues however instead Simon doesn’t listen and does not trust her judgment or believe that what she has to say will be of any use to the business, Trust between employees and managers will influence leadership effectiveness (Mayor & Salovey, 1997 cited from (Yunus and Anuar, 2012 p. 650-663) Simon however can change and improve his leadership, relationship and communication management skills around if he becomes aware that he is the main problem.

He must be aware that Employee involvement is a key emphasis to modern day management (Carr, 1992, p. 18). This has led to the conclusion that he must turn to Transformational leadership which is defined by Davidson, Simon, Woods, Griffith (2009, p. 803) as the “enhancement of motivation, morale, and performance of its followers” as, Dvir, Eden, Avolio, and Shamir (2002) cited from Hargis,Watt,& Piotrowski, (2011, p. 1-66) found evidence suggesting that transformational leadership resulted in a team working better together over all and transformational leadership can improve employees’ sense of belongings and fulfil employees’ needs and finally increase the amount of work employees are capable of doing. Koh et al. (1995) cited from Islam & Muhammad (2011, p. 15) Transcript analysis In today’s business era, every hotel highlights the importance of securing loyal guests by delighting them (Goswami & Sarma 2011 p 64-68). , this however was not Samantha attitude.

Samantha from the start was unprofessional beginning with making a false assumption that just because a person of the Indian race was rude last week that means that every Indian is rude, every customer should be treated equally as one person does not define how a race acts. Samantha clearly makes the customer aware of this with poor body language by sighing in front of the customer, she also doesn’t look up at Mr. Branson when speaking too him, as “proper dialogue is important and so is a genuine simile” (Woods ,Ninemeier, Hayes, Austin p. 15) Woods et all (p. 415) also makes it aware that most hotels expect their employees to do that little bit extra for their customer however Samantha did not do this as she believes she is always right, however the customer is also right as they are the ones paying for the service, Samantha again did not go to the effort of rechecking the name and she did not think of possible situations such seeing if it was in a different name, spelt wrong or if it was in the assistant name. Mr.

Branson is a business man and therefore should be treated as a valuable customer as he may stay frequently defending on how he is treated. Samantha may have also just booked the room at $275 as it was late at night and the room may have not sold anyway so she would have been making $275 for the hotel, Mr. Branson was also attending the conference and if he tells others of the troubles he had at the hotel it may lose more customers Recommendations Below is listed several recommendations that may help improve the Front of houses current situation.

These recommendations include: Recommendations for Simon * Talk to and research how to relate to customers that are from different cultures and different personalities * Simon needs to try new management techniques such as being more of a transformation leader * Make relationships with the staff this could be done by sending out month emails making sure everyone is happy with their job and if they have any problems * Become more involved in night audit section Listen to Michelle the assistant Manager as she is the person who the other employees complain too * Give rewards if they upsell such as the highest seller over a month gets a free ipad * During staff meetings allow staff to voice their opinions * Simon should make sure that he’s employees see him do some of the work no one wants to do, this will gain the employees respect an example would be too when busy help out at the front desk or when a newcomer comes in help them get settled in * Simon should no longer use he’s cell phone or should not be so strict when others use theirs * Simon “should design reward and recognition systems” (Milne, 2007, p. 28-38). * Giving employees feedback on what they have done right, Just simple by saying ‘thank-you (Milne, P, 2007, p28-38). * Go to lunch or get to know the assistant mangers/ employees better * Simon should put together a no name survey of what the other employees thinks are the issues * Make environment more relaxed as long as work is getting done * Introduce once a month staff parties * Simon needs to trust he’s staff more by allowing them to handle situations on their own Simon needs to stop judging people on their academy skills and realise that if they are good at their job then it doesn’t matter if they went to university or not * Simon needs to make sure he’s instructors are clearly understood and that he doesn’t have to yell at he’s employees to get results, a polite tone will get the message through * If problems continue upper management may have to fire Simon Employment problem * Make orientation program longer * Put new comers on quiet days * Make front of office aware of what days the newcomers are coming on * Put more people on the rosters on the days that newcomers are coming to allow the front of office to be able to teach the person , Front of office Recommendations * Put people together who work well together Make a cultural course to allow different cultures to understand different cultures * Night audit jobs pay may need to be increased as it has a high turnover. Conclusion To conclude this report it is obvious that there are some serious issues on hand, however QIBT is a new hotel with a large number of employees with different cultures and therefore problems like this will arise, however the hotel will continue to have these problems without effect communication and teamwork, this again will be a problem until the manger Simon addresses he’s management style and begins to trust and treat he’s employees like equals. Reference list Buckley, M. R. Beu, D. S. , Novicevic, M. M. , & Sigerstad, T. D. (2001). Managing generation NeXt: Individual and organizational perspectives. Review of Business, 22(1), 81-85 Carr, W. C. (1992). A new paradigm for management. Survey of Business, 28(1), 18-18. Gentry, W. A. , Harris, L. S. , Baker, B. A. , & Jean, B. L. (2008). Managerial skills: What has changed since the late 1980s. Leadership & Organization Development Journal, 29(2), 167-181. Goswami, S. , & Sarma, M. K. (2011). Guest delight: Its significance in the hotel industry. IUP Journal of Marketing Management, 10(2), 64-84 Hargis, M. B. , Watt, J. D. , & Piotrowski, C. (2011).

Developing leaders: Examining the role of transactional and transformational leadership across business contexts. Organization Development Journal, 29(3), 51-66 Islam, Z. U. , & Muhammad, I. A. (2011). Leadership and hrm: Evaluating new leadership styles for effective human resource management. International Journal of Business and Social Science, 2(15 Jamali, D. , Khoury, G. , & Sahyoun, H. (2006). From bureaucratic organizations to learning organizations. The Learning Organization, 13(4), 337-352 Lauge, B. R. , & Wangel, A. (2007). Work in the virtual enterprise–creating identities, building trust, and sharing knowledge. AI & Society, 21(1-2) Milne, P. (2007). Motivation, incentives and organisational culture.

Journal of Knowledge Management, 11(6), 28-38 Davidson, P. , Simon,A. ,Woods,P. , Griffith,W,R.. (2009) Management 4th Australasian edition. 789-804 Woods, H. R. ,Ninemeir, D. J. ,Hays,K. D. , Austin,A. M Professional Front Of Office Management p415 Young, M. , & Post, J. E. (1993). Managing to communicate, communicating to manage: How leading companies communicate with employees. Organizational Dynamics, 22(1), 31-31 Yunus, N. H. , PhD. , & Anuar, S. R. (2012). Trust as moderating effect between emotional intelligence and transformational leadership styles. Interdisciplinary Journal of Contemporary Research in Business, 3(10), 650-663

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