Staff Members And Middle Managers example essay topic

Roccoco Hotel, NYC Roccoco hotel is currently facing a crisis situation, it needs drastic management improvement. Since required changes seem to be tremendous, the change process must be implemented through an environmental reflexion. What can we say about this hotel and the context? What the matter is The hotel Roccoco is a former Rest well Inn, which aimed for customers who wanted mid-price rooms. It has evolved during the five previous years into a "quaint boutique hotel" thanks to the Roccoco group that purchased it. The boutique orientation has brought customers looking for a quiet and convenient place to stay, composed for seventy percent of businessmen and women and thirty percent of leisure guests.

Many of these customers are between 45 and 65 years old, that fact has been reported as a key factor concerning guest loyalty. About 40% of guests are international travellers, of whom 80% come from Asia, thanks to the hotel's luxury reputation. A quick calculation states that 32% of customers come from Asia. Strengths of the hotel Roccoco hotel proposes a comfortable and luxurious atmosphere for reasonable price. Food and beverage management is in complete adequacy with the whole atmosphere: prestigious. The hotel basis was to propose a personalized service that does not exist at most competitors'.

Reported problems They are numerous - Bad quality of service level provided the hotel is now on luxury segment - Heavy quality management procedures and policies resulting in a lack of staff members' reactivity - Human resource management issues Those lead to a low customer satisfaction level, consequence of a poor guest experience. Potential problems More than only (!) above-mentioned problems are some ones that could appear very soon: - Increasing staff member turn-over if nothing is made to loosen procedures weighing on their work - Very bad mouth-to-ear image told by dissatisfied customers, impossible to control Ways to solve problems There may be many ways to improve quality of service level (the keystone). Concerning the quality of service, it is important to act very soon, because each unsatisfied customer is not a good ambassador for the Roccoco hotel abroad or outside New York City. Quality of hosting services Customer satisfaction polls indicate that staff's attention to detail, attitude, delays and an evident lack of customization dissatisfy clientele. Starting now, results within the next few months - Attention to detail, attitude clearly come from a tremendous lack of staff training. It is very important to perform an ongoing training during the next few months, no matter how many time spent in training could be devoted to working in the hotel.

What I propose is a clever use of occupancy dropping period (the weekends) to propose training periods instead of trying to attract new customers, plus an on-the-job training during the worked weekdays. The top managers, coaching remaining middle-managers and staff-members (new members as well as long employed members), will have to take part to those weekends training periods. Starting now, ongoing - Delays may come from a perfectible work organization: What might have to be done there is a monthly meeting aiming to review work organization, processes and policies. Staff members and middle-managers should have to provide light methodology improvement each day, formally or not, according to the improvement made. Another cause of delays could be the quality management system, we will see this later. Stating within 6 next months - Personalization of service: Setting up a customer-oriented database should be considered.

The pre-existing guest survey is a good start; alas it has been stopped too soon. Another questionnaire is not inevitably the logical continuation of this personalization process: data gathered from encounters with customers should be stored in an internal database, allowing staff to answer personally to guests calls for examples, according to their preferences. Usefulness of quality management system In its current state, the quality management system is useless and prevents staff members from working correctly. The quality management manual size makes it a total waste of time: 500 pages seems VERY boring to me. Top management and the quality manager have to meet absolutely during the next months to reduce it to less than 140 pages (a laboratory quality management manual is generally 160-200 pages long and laboratories are extremely high standardized "firms"). There would be great benefits to work jointly with middle-managers and staff members to reduce heaviness of policies, because they are the ones who work with these.

The tacks to be followed are: - idea boxes, allowing everyone to express about the quality management system - quarterly meetings with middle-managers gathering employees' complaints - designing a quality committee that will have to reduce intermediaries between customers' will and staff members responsibilities: o Giving responsibilities concerning charging issues, drinks served to make the customers wait would be a great idea. Controlling the money involved could be simple. I propose that each customer that has to wait more than 10 minute to get something done when in the lobby area deserves a drink (tracks of drinks offered have to be kept), nevertheless, rewards will be granted to the lobby teams that give the least drinks to customers. Human resources management Enhancing employees' motivation and hiring new middle-managers: two required facts to improve quality of service. The most serious problem is about middle-management. I think this problem could be easily solved during the next two years without hiring much new middle-manager, resulting in cost savings concerning employment procedures.

Improving staff members involvement could be highly facilitated by promoting those of demonstrate the most leading and managing skills to middle-manager positions. That would be a great luck if most of the senior employees would have the competencies required to be promoted, that would prevent dissatisfaction harming the hotel of non promoted "old faithful" employees, but there will not be any promotion due only to seniority. There will not be a lack of non-managing employees, since with 250 employees there will be enough staff members. Developing Asian clientele efforts: We have seen that 32% of the overall customers come from Asia. Hiring new Japanese and Chinese speaking lobby hosts / hostesses would be a good idea.

But that is not so urgent. What would be more important and urgent is launching an advertising campaign jointly with airline companies (ads in flies from Japanese cities (Tokyo, Fukuoka, Kyoto, Nagoya and I tami), Chinese (Beijing, Shanghai, Hong Kong, Nanjing, Taipei) airports to JFK and Newark airports) but also with similar class-hotels in these cities (reciprocally Roccoco Hotel would advertise for partner foreign hotels in New York). Conclusion Although all these propositions are made in a starting crisis situation, there is not yet a real need for a deep change process, just for vigorous improvements and reasonable acts. But if these actions are not performed, the Roccoco hotel will have to deal, soon, with a "tremendous overwhelming management process" instead of "change management process", because this hotel won't be profitable enough to cope with costs and competitors.