Junction Hotel has recently suffered a fall in customer demand due to the current economic recession; with a new owner and uncertain hierarchical roles within the hotel, their revenue is decreasing rapidly. Through the use of rationalisation, the hotel overall may become more efficient and reduce costs. However, this strategy may have a negative effect on the staff, causing some staff members to become demotivated and inefficient. After various ownership changes the hotel is now owned by second chance consortium, run by business entrepreneur Simon Chance. The entrepreneur has analysed the current hotels condition, including all staff members and has highlighted the high amount of stress levels and confusion in management within departments. This creates a negative effect as staff members take situations into their own control. Further evaluating Junction Hotels poor hierarchy structure has caused unnecessary amounts of pressure around the organisation and confusion within the staff as to who their boss actually is. The implications of an unorganised structure of the Junction Hotel have occurred overtime allowing Simon Chance to come to a conclusion that a new change and strategy needs to be applied; thus throughout the essay the strategy of rationalisation will be analysed in…
Winterbourne View was a private independently run hospital by Castlebeck Care (Teesdale) Ltd. Opening in December 2006 the hospital was a 24 bed unit providing treatment, care and support for adults with autism, learning disabilities and challenging behaviour. The hospital had 2 floors each with 12 beds, the ground floor contained the offices, kitchen, laundry and meetings rooms. The second floor was a 12 bed unit providing support to rehabilitate service users towards independent living. The third floor again was a 12 bed unit providing more intensive treatment for service users with more complex needs.…
"But Kemmons Wilson, now a distinguished combat pilot, did return home in 1945 and he and Dorothy began raising their family. Their five children would soon be the inspiration that changed the hospitality world as everyone knew it" (Kemmons Wilson, a Business Legend, 2004). Kemmons Wilson didn 't just recognize opportunity when he saw it, he seized it! While on vacation in 1952, Wilson channeled his disgust towards lodging prices and poor conditions into what has catapulted him to the top of the hospitality industry. His vision? Not just one hotel, but 400 hotels. Spread out across the country, all within one day 's drive of the next. Each would have larger and well-maintained accommodations that were unheard of in those days. If it was up to Kemmons Wilson, no longer would you have to drive your family from a hotel to a restaurant because his hotel would come equipped with one. It would also have a pool for the kids, who, by the way, would stay for free. As his ideas drafted to paper, an old Bing Crosby movie gave his up and coming hotel chain it 's name, "Holiday Inn." Kemmons Wilson 's intuition into what comforted others, proved to be second to none. "Just ten years later, his 400th hotel went up and he was averaging two new hotels a week" (Kemmons Wilson, a Business Legend, 2004). Kemmons Wilson, still seeing room for improvement, "was the first to introduce computerized reservation systems, having IBM create his Holidex, enabling reservations made, for any one of his hotels, with just one phone call"(Kemmons Wilson, a Business Legend, 2004). Holliday Inn set the new standard in hotel hospitality. By the time "Kemmons Wilson retired in 1979, there were over 1500 Holiday Inns in over 50 countries, bringing in annual revenues of over 1 billion in dollars" (Kemmons Wilson, a Business Legend, 2004).…
operations; a historical view of the development of the hotel industry; and understanding of the…
The vision/mission behind the Good Hotel concept is to maintain its identity as a “hotel with a conscience” – encompassing a positive attitude, environmental sensitive, and philanthropy. The intent of the vision is to inspire the “good in us all”. (Pearce, 2012, p. 10-1, 10-2)…
The Hotel Monaco organizational structure is different than most. They operate in more of a Post-Modern style of leadership. They allow their properties to tailor their services to accommodate the staff and the environment in which they operate. Likewise, they value the input that their staff provides, for they are the ones that have direct contact with the clientele and have the better understanding of their needs and wants.…
The seven four seasons “service culture standards” rules make the guest always feel welcome in the hotel and make them always want to come back and tell people how well of a stay they had. The last and I think the most important reason why the four season have been successful for the past four years is…
With the economy being in a double dip recession (and it the deepest and longest recession for generations) there is a major lack of demand for goods and services in the economy. Vice Chancellor, George Osbourne delivered the Autumn Statement 2012 yesterday (Wednesday the 5th December) and stated to expect slower growth [1]. Taking these factors into account, the future for Junction Hotel isn’t looking bright. Junction Hotel’s current economic situation has unsettled Chance. He feels that Meg Mortimer’s (General Manager) social approach to managing needs to be addressed as it’s inefficient and unorganized. An alternative type of management could be ‘Rational Organisation’. Rational Organisation would be ideal for the hotel because it would change and improve the areas of the hotel where it’s underperforming. Rational Organisation recognises that the largest cost to a business is Labour e.g. wages. Therefore it emphasises on Cutting Costs. Rational Organisation does this by fragmentation of production. It also focuses on increasing control, efficiency and has a very formal style. Bureaucracy also plays a large role in this type of organisation [2]. These collectively would improve the efficiency within Junction Hotel’s management as there is a recognizable level of hierarchy and accountability. Rational Organisation was used by many organisations in the 1900’s. The most documented people for using these types of methods would be Taylor, Ford, Webber and Fayol. This type of organisation has also been known as ‘Taylorism’ or ‘Fordism’. Fordism is the name given to Henri Ford’s principles of production. It concentrates effort towards seeking higher levels of output through using conveyor assembly lines and making that the work is broken down into smaller and less complex tasks [3]. In summary Fordism was all about efficiency and focusing on…
Challenge: To preserve the soul of the legendary Geroge V Hotel while rebuilding it for contemporary travelers. Also, to enter the French market but keep the Four Seasons reputation.…
David Bart, General Manager of the Plaza Inn, received a letter from the hotel association of which the Plaza Inn was a member. The letter stated that the hotel’s service levels did not measure up and that the front desk and reservations, two critical departments, received the worst ratings among all of the association’s properties. Unless the management of the Plaza Inn could submit a plan for guest service improvement and pass the next inspection scheduled in six months, its membership would be rescinded. In fact, at the Plaza Inn, the inability to efficiently expedite phone calls and respond to guest needs was troubling to Bart, not only from a guest service perspective, but also from the standpoint of lost revenue.…
Faculty, Staff and Students of the University of North Texas’ Department of Hospitality and Tourism Management had high expectations when they gathered at the Gateway on October 17th. Mr. Albert Chew, Chief Operating Officer for Freeman Company’s expo division, and the Department’s 37th Executive In Residence was not about to let us down. His presentation, “Good Choices: Three Keys to Success or Failure,” was to offer his perspective. I noticed that he offered neither his definition of success nor a ‘how to’ set of instructions. Both of these “omissions” made his presentation-and his presence-more meaningful to me-he gave us something to think about. In a job market that demands critical thinkers, this can set someone apart. He didn’t talk at us or tell us what we must do to be like him. In this, Mr. Chew conveyed a subtle, yet powerful, message of respect for his audience. What follows is my own perspective of his Three Keys, Choices and Consequences; Perspective, Perception and Communication; and Challenge. I will tie these Keys to what I found interesting and how they relate to my role as a future leader in the hospitality industry.…
References: 25hours Hotels | Unternehmen | philosophie . 2012. 25hours Hotels | Unternehmen | philosophie . [ONLINE] Available at: http://www.25hours-hotels.com/unternehmen/philosophie.php. [Accessed 02 December 2012].…
Sitting in the fashionable Cafe Lupe, an upscale restaurant owned by the company Peter Green worked for, were the company's owners, investors, and top corporate personnel. Hiller Hotels, a wholly owned subsidiary of the parent Hiller Enterprises, was headquartered in Phoenix,Arizona, with a portfolio of more than a dozen midscale and upscale hotels and three trendy, upscale restaurants. The hotel group was gathered for one of its irregular, informal celebrations of success. As Green, the executive vice president of operations, raised his glass to join in the merriment, he wondered whether his facial expression gave away the feelings he was suppressing. Green was torn-earlier in the day this same group discussed the possibility that the Westward Hilton and Towers, the only property in the Hiller portfolio he had personally ever run as a general manager, might be sold. An inquiry from a REIT (real estate investment trust) as to the property's availability had prompted the discussion. The Hiller Hotels subsidiary owned and managed all of its hotels, branding them with a variety of different mid priced and upper-priced hotel franchisers. The portfolio had grown over a 12-year period to around a dozen properties at any given time. The number wasn't stable because the corporate strategy was to take advantage of opportunities to buy undervalued, underperforming properties and turn them around. Each hotel was operated as a fully self-sufficient operation. When the opportunity to sell a property at a healthy…
In 1999, she moved to Aghadoe Heights, where she oversaw the refurbishment of the hotel alongside Peter Johnston and Anne O’Reilly. Marie pays great attention to details and takes a keen interest in making sure that guests really enjoy the ‘Aghadoe Experience’. All around the premises you can spot Marie’s personal touch, manifested by stylish elegance and sophistication, the features which can be easily recognized within herself alone. Refined through long practice and naturally classy is her appearance and combine that with mesmerizing smile, there is a recipe for a perfect, professional manager. To reassure the success there is Pat to assist his wife in day-to-day operations.…
The Ritz-Carlton Hotel Company has achieved so much fame in their marketplace that they have attained what is referred to as "The Ritz Mystique." Among the grand hotels of the world, The Ritz-Carlton hotels and resorts are famous for luxury, spectacular surroundings and legendary service. They have gained this title with dedication and award-winning hotels that reflect the 100 years of tradition that stand behind them. Discovering the fascinating history of Ritz-Carlton hotels, illustrates their commitment on relentless training to improve their quality in service and their strategy. Ritz-Carlton has achieved a Gold Standard of value and philosophy by which they operate.…