In this assessment there will be given a business management case study through which all the tame-based approach is being undertaken and all the problem, solving issues are being identified with the effective challenges in the aces. Their will; be required to take all the research analysis and also the summary in relation to jokey justification with the resolution for the case. This will be covered in 2000 words and all the six specific problems will be identified like human resource, ethical and all the performance and productivity.
Case Study- The Imperial Hotel, London
The Imperial Hotel London cover all the 500-bedroom hotel and that is being owned and also managed through all the international branded chain and hotels like of 4-star market. Their will be operated 25 hotels in UK. That are being located in the Herat of London West End which will comply all the international business for the tourist and the guest.
Some of the main facilities which are being included in the hotels are like:
- 500 bedrooms, end-suite facilities
- Conference gore 1000 people
- Leisure centre covering swimming pool
- 3 bars and along with it 4 restaurants
- 12 conference rooms
There is appointed a general manager, Peter Farnsworth, which is recently been taken over about all the management for the whole hotel. There is been seen that they experience a; the star city centre outside London. All the previous General manager has seen so many issues and problems that created the major issues which are like the high turnover Which created the poor staff morale for about 80%. them allows affected the hotel image as the rating of the hnptel is been gone downwards aimed all the overall guest satisfaction that will rate for about 65% in the effective benchmarking grading system. There is refurbishment of the hotel in the last 8 years ago and through it there is required to have all the restoration and the renovation so as to manage it in appropriate manner. This also created the budgetary pressure on the company and also lead to manage the downfall of the hotel. It pertains all the overall profitability which is been affected through all the local competition and alps by general actions that are being managed through the building work. Some of the main issues which are being taken are as follows:
Problem1: Poor satisfaction of guests
Problem 2: The staff turnover as by leaving the staff within the year for about 80%
Problem 3: Their an analysed the negative working culture by seeing the poor attendance and the sick leave.
Problem 4: All the ineffective leadership and management skill and all the supervisory in the staff which involves the poor controlling and monitoring.
Problem 5: Poor and inefficient team, working with the use of IT system that involves property management and reservation.
Problem 6: All the backhouse staff in which the poor operations and the controlling procedures that are3 regularly operated with high cost.
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The hotel managed to have the lowest in the support chain and all the satisfaction running rate for about 65% with the benchmarking grading. There is been seen that all the regular complaints like in the check-in and the check outs ab dither then that all the indifferent areas are being observed where the guests are rude and the critical issues for the long ques is being noticed.
Problem 2: High staff turnover with 80% of the staff leaving within the year
Staff turnover is generally high in hotel sector because of temporary nature of employment. For instance: students, colleagues and foreign nationals from the European Union wanting to work for short periods in London; and generally low pay (on average just at the living wage rate). The staff turnover is high in the imperial hotel for front line staff.
The number of issues is identified which includes poor perception of the work culture within the hotel and sometimes aggressive behaviour of the management, lack of proper training etc. A number of young and talent staff have also left the hotel to work at competitor’s hotel companies who offers them better pay scale and working conditions
The high level of staff turnover stressed out the staffing budget and staff costs at around 35% of sale for the hotel which is high for this type of hotel company. There appears to be cycle emerging which may be linked to the high level of stiff turnover which subsequently affecting the hole working condition of an organisation. Due to increased pressure over colleagues, leads to poor promotable staff and managers. The result of this for the hotel is there are managerial succession problem.
Initial suggestion by Petr Farnsworth to manage the problem:
- Attract and retain staff to supervisory position
- offer different packages and bonuses facilities.
- Attractive incentives and other assistance to the employees.
Problem 3: A negative work culture amongst the staff with high levels of sick leave and poor attendance
The organisational environment of working within Star Hotels is performance driven. The heads of Department and General Manager making continues efforts to enhance sales on monthly basis. The reputed values of Star Hotels are about excellence in customer service and performance is also associated with the Guest Satisfaction Surveys(GSS). The London hotels consistently performing worse than other hotels in the Star Group.
The working culture in hotel under the previous management staff was quite toxic. They were busy constantly for 24 hours and 365 days in operation of a business. The hotel policies and strategies are enough to encourage the employees at workplace and reduction in their employment turnover. In recent years, the style of management could be described as authoritarian and dictatorial with very little consultation with low level of staff members.
Initial suggestion made by the Peter Farnsworth to manage the problem:
- enhance the standards and level of supervision within all departments
- Improve a culture of collaboration and respect amongst colleagues.
- Reward good customer services and attendance
- Training and skill development programme.
Problem 4: In effective leadership and management with all the Head of departments regarding supervisory and monitoring
There is been seen that the staff is highly disappointed with the turnover and the staff has left over the years where they use to be purely task oriented and all the control in the procedures with the standard of work. Peter Farnsworth implement all the gap management and all the attracted talented people should be hired. There is needed to have the strong leadership on which all the supportive management should be drawn.
Problem 5: Issues in front office and IT system
All the reception areas are required to be managed according to the effective management. All the department should have all the updated information and the managing receptions teams are not available. There are numerous complaints which are drawn and that depicts the out of date data in dealing all the basic request. There were so many conflict issues and the changed dynamics that make all the effective problems.
Problem 6: Back of House in Housekeeping, Kitchen and maintenance
There is been ran all the issues in which the staff is engaged ion the overall poor performance and all the effective problems which considerably make the work and the analysis to be validated and outsources. The attendants are rude and there are no services available in the hotel which implies that the tourist is facing major difficulty in all such. There is subsequently all the plugged-in facility and other serviced room which are needed to be managed. The standard in all the in-house facility is been dropping and the guests are not happy in any of the areas as there is no cleanliness and the unhygienic activities are being taken.
As been the independent consultant, you are Peter Farnsworth who is analysing all the problems and also giving appropriate suggestions in the joint areas and set of resolutions. Determine the improvement strategies and also the ways through which it can be resolved. The work count will be 2000 that will be made on addressing all the issues and problems.