Operations Management in Hotels
SERVICE OPERATIONS MANAGEMENT IN HOTELS-AN APPROACH TOWARDS
QUALITY AND COMPETITIVENESS
Introduction
There is a growing body of literature that examines the impact that operations management has on the expectations and perceptions of customers as preliminary stages for creating customer loyalty (Armstrong et al, 1997, Johnston, 1999, Becker and Murrmann, 1999, Brady et al, 2001, Hope and Potter, 2006, and Hill, 2005). Therefore, the main purpose of this research project is to introduce the concept of operations management in the service sector, discuss the meaning and driving forces of competitiveness in this sector, and report the findings of the operations management practices of ROTANA hotel situated in Al Ain , UAE.
The project will be organized in a way that enables us to answer the following questions:
1. How can operations management be represented as a system?
2. What functional roles does operations management play in an organization and in particular on the service sector?
3. What are some major historical events that influenced the development of operations management in the service sector?
4. What are some trends and issues in the business environment that currently influence operations management?
Operations Management and Its Functional Roles
Operations management can be defined as a type of system or as a function. Operations management as a system System can be depicted as shown in Figure 1. Inputs, such as material, machines, labor, management, and capital, are transformed into outputs, like products, goods, and services. Requirements and feedback from customers are used to adjust factors in the transformation process, which may also alter the inputs. [pic]
Fig. 1. Overview of the operation management process
Transformation processes can include manufacturing and service activities. In fact, most organizations do include both. If organizations are ranked on a continuum with pure services on one end and pure goods on the other
QUALITY AND COMPETITIVENESS
Introduction
There is a growing body of literature that examines the impact that operations management has on the expectations and perceptions of customers as preliminary stages for creating customer loyalty (Armstrong et al, 1997, Johnston, 1999, Becker and Murrmann, 1999, Brady et al, 2001, Hope and Potter, 2006, and Hill, 2005). Therefore, the main purpose of this research project is to introduce the concept of operations management in the service sector, discuss the meaning and driving forces of competitiveness in this sector, and report the findings of the operations management practices of ROTANA hotel situated in Al Ain , UAE.
The project will be organized in a way that enables us to answer the following questions:
1. How can operations management be represented as a system?
2. What functional roles does operations management play in an organization and in particular on the service sector?
3. What are some major historical events that influenced the development of operations management in the service sector?
4. What are some trends and issues in the business environment that currently influence operations management?
Operations Management and Its Functional Roles
Operations management can be defined as a type of system or as a function. Operations management as a system System can be depicted as shown in Figure 1. Inputs, such as material, machines, labor, management, and capital, are transformed into outputs, like products, goods, and services. Requirements and feedback from customers are used to adjust factors in the transformation process, which may also alter the inputs. [pic]
Fig. 1. Overview of the operation management process
Transformation processes can include manufacturing and service activities. In fact, most organizations do include both. If organizations are ranked on a continuum with pure services on one end and pure goods on the other
References: - Hill, T. (2005): Operations Management. Second edition, Palgrave Macmillan. - Armstrong, R.W., Mok, C., Go, F.M. and Chan, A. (1997): “The importance of cross-cultural expectations in the measurement of service quality perceptions in the hotel industry”, International Journal of Hospitality Management, Vol.16, No.2, pp.181-190. - Johnston, R. (1999): Service operations management: return to roots. International Journal of operations and production management. Vol. 19, No. 2, pp. 104-124. - Becker, C. and Murrmann, S.K. (1999) “The effect of cultural orientation on the service timing preferences of customers in casual dining operations: an exploratory study”, International Journal of Hospitality Management, Vol.18, pp. 59-65. - Brady, M.K., Robertson, C.J. and Cronin, J.J. (2001):“Managing behavioural intentions in direct cultural environments. An investigation of service quality, service value and satisfaction for American and Ecuadorian fast-food customers”, Journal of International Management, Vol.7, pp.129-149. - Hope, C. A. and Mühlemann, A. P. (2001) “The impact of culture on best practice production/operations management”, International Journal of Management Reviews,Vol.3, No.3, pp.199-218.