Tips For Introduction to Management

  The present report has demonstrated about a key assessment carried out to analyse the managerial problems prevailing in a hospitality based organisation named The Imperial Hotel in London, UK. It is further managed by a 4 star graded chain of hotel called Star Hotels which is an international brand operating 25 more such hotels in UK. However, The Imperial Hotel is situation at the centre of London's West End (Albert and Beatty, 2014). This in turn attracts enormous tourists by mainly representing a large number of international business clients who have high expectation from their proposed services and work standards. Whereas, the elected company is recently suffering from some leading managerial issues that are in turn hampering their work prospects to a great extent. One such issue discoursed in this report is regarding their poor guest satisfaction that has been further evaluated in the below sections to find out liable solutions for it. 

ANALYSIS OF THE INDIVIDUAL PROBLEM

Summarising and interpreting the current administrative issue in The Imperial Hotel London

 The Imperial Hotel was graded at the lowest position among all other hotels operated by the chain of Star Hotels in terms of customers satisfaction. Wherein, this rate was enumerated to be at 65% as per the criteria of grading system in the cited firm (Ross, 2016). It is on comparing to their average consideration that is required to be at least at 74% where this has been factually analyzed on the basis of a Guest Satisfaction Survey (GSS). This is usually being conducted by the administrative bodies of the quoted entity on almost every month. This involves a summarised feedback of the guests to entail their actual experience acquired during their stay. This approach was more formally conducted with some of the major business clients of the undertaken hotel over here where they hereby used to ask their clients and users to rate the amenities provisioned by the hotel.

This has further enlightened some leading issues in the form of complaints by the customers filling the feedback forms. In context to which, there existed some major problems in the undertaken process of check ins and cheek outs by the hotel. It was along with some other leading issues regarding the room and service quality of Imperial Hotel with a poor quality of the workforce. However, the guests have often complained about the same to the appointed staff in the reception area with no prompt respond from them (Griffin, 2013). Beside this, the reception staff have also treated the guests in a terrible manner with an ill-mannered response. There together existed few more complaints regarding the same where most of the consumers were also required to wait for a longer time period at both the time of check in and check out in long queues. Along with which, there existed yet another set of users who have complained for being continually charged in an inaccurate manner and on the basis of a deceitful final bill. Herein, all these issues have reflected a major consideration of not getting timely respond from the staff members on their complaints.

 Apart from this, their undertaken measures of accommodation is together referred to suffer from a growing number of complains by the guests who are constantly criticizing the atrocious quality of their rooms (Ghiani, Laporte and Musmanno, 2013). It is however with a major concern about maintaining a cleaned bathroom along that has together resulted in numerous requests for changing the room due to a damaged shower and buzzing sound of air conditioners and other technical issues.

On further analyzing the associated problems of The Imperial Hotel in London, it has been assessed that they are lacking in an active provisioning of services to their users due to improper managerial tactics with low control on the staff members. There together exists deficit management of services designed for the users with low operational skills in the providers (Combe, 2014). It  hereby reflects a prime requisition of incorporating with such impelling work strategies that clearly acknowledges their workforce to make a proper provisioning of services to the users. It is however referred to be a prime consideration of the HR bodies in The Imperial Hotel to conduct some likely developmental sessions to train their workers about the same.                  

Describing and presenting results for effective management of the problem

 In this present world, the management of the business organization aim to achieve the customer satisfaction. It is the symbol of ultimate success of an organization. The more customers  are satisfied, the more company is moving forward in the direction of profits and wealth maximisation (Goetsch and Davis, 2014). In this present case scenario, customers are not satisfied with the services of The Imperial Hotel. It is considered as the lowest graded hotel. The newly appointed manager  has taken responsibilities to overcome the issues that resulted in customer satisfaction. The customers are facing the issues in relation to :

• Check-in and out of the hotel.
• Quality of staff an their behaviour is not appropriate to guests.
• Issues regarding their bills.
• Non compliance to their complaints.
• Issue of cleanliness of bathrooms.
• Noisy air conditioning.
• According to the manager of the cited Hotel, these problems can only be met out with the proper training and coordination of staff and employees of hotel. Proper training should be provided to them in order to achieve the customer satisfaction (N. Torres and Kline, 2013). In addition to this, the management  of the company should look forward to increase and enhance customer satisfaction. Moreover, the manager is of opinion that the in order to improve their management system two theories can be adopted in respect of meeting out the expectations,

            These two theories are described as under:

• The Two factor Theory and Customer service theory: This theory demonstrates that there are two scales that measures customer satisfaction. This contains motivators and hygiene factors. There are many factors that are included by “Motivators” which are recognition and skill development of employees which can satisfy its customers (Oliver, 2014). On the other hand, “Hygiene factors”  include working conditions of employees which make them capable enough to foster their performance to satisfy customers. According to this theory, it has been evaluated that employees or workers of The Imperial hotel should be motivated by the help of hygiene factors that will rise in the customer satisfaction.

The Kano Analysis : According to this Theory, it has been evaluated that  customer satisfaction is directly relative to the extent to which services are fully functional. In accordance to this theory , customers needs change. It represents various situations like when customer is highly satisfied in respect of services (Salehzadeh, Shahin, Kazemi and Shaemi Barzoki, 2015). This theory depicts that guests or customers want changes  in respect of behaviour of employees, resolving of technological issues etc. Also, the customers should be excited and delighted by the usage of Kano Model. This theory illustrates that the services and products of a organization should be rendered in such a way that they attract and retain customers in their firm. In the context of The Imperial Hotel, the manager should aim to provide the services like proper management of check in and check out formalities, resolving the billing problems and ensure cleanliness. Further more, proper training should be conducted for employees.

Summary and justification of key proposals for the resolution of the problem in the organisation

It is with a fundamental consent of justifying the above proposed measures in order to resolve the existing issue of poor customer satisfaction in The Imperial Hotel. It is where a prompt application of Kano Model along with the two factor theory of customer satisfaction will greatly contribute in resolving the prevalent issue of the elected organisation (Armstrong and Taylor, 2014). It is with a foremost consideration of applying the Kano model with its five leading constituents to measure the satisfaction level of the customers approaching in the hotel. These five components are evident to refer to the factual requirements of the clients and users visiting the hotel with a clear identification of there performance requirements, basic requirements, excitement requirements, indifferent requirements and reverse requirements.

It is with a foremost context of ascertaining the performance requirements where the customers freely talks about it and the staff members of The Imperial Hotel can usually analyse it via conducting surveys, etc. Another factor called the basic requirements defines the elementary needs of the customers that are must for the consumers to acquire and is presently lacking in the context of The Imperial Hotel. It is thus important the hotel authorities to specially consider this requirement by analysing it through industry standards and customer complaints, etc. The subsequent requirement namely excitement is referred to be yet another attractive force to delight the customers in a creative way (Anheier and Krlev, 2015). It is where The Imperial Hotel can hereby opt for a Unique Selling Proposition (USP) to do the same. Indifferent requirements means to provide any additive and unexpected service to the users like a welcome drink while checking in to the rooms, etc. Lastly, the final element of reverse requirements are in turn evident to reflect those practices that are needed to be excluded and are dissatisfying the users to a greater extent. Herein, The Imperial Hotel should thus refer to eliminate their poor servicing measures that are negatively impacting upon their undertaken tactics of serving the clients.

 Besides this, there existed yet another proposed method to alleviate the satisfaction level of the customers by applying the two factor theory introduced by Herzberg as a way of identifying those two leading elements that mostly affect the fulfilment level of the users to a greater extent (Modell, 2014). These are motivators and hygiene factors where motivators involve those tactics that grows the satisfaction level of the consumers by offering free products to them and convenient support channels, etc., that together enhances the brand loyalty of the venture. However, another dimension of this theory called hygienic factor is in turn evident to reduce the sense of dissatisfaction in employees. It is therefore on relating to the given case script of The Imperial Hotel, it is referred to be the most beneficial tact for them to apply where they are dealing with a high level of customer dissatisfaction due to their poor servicing measures.  

CONCLUSION

The above report have summarised a prevalent issue of The Imperial Hotel where they are dealing with a high level of distress due to poor customer satisfaction. A regular survey conducted by the hotel authorities by taking feedback from their users after filling provided forms have enlightened a fact of their poor servicing measures. As a result to which, they have hereby acquired a dissatisfied sense with many complaints that are also not getting proper response from the staff members. This report has thus referred to suggest some effective ways to reinforce the satisfaction level of their customers by suggesting two abstractive tools called Kano model and two factor theory to be applied in their undertaken procedures of work.

In context to which, they are firstly required to refer to the element of basic requirements from Kano model by together referring to the hygiene constituent of two factor model. By which, they are hereby required to accommodate their users to stay within a hygienic surround with all requisite amenities in a clean and working state. Although, there general manager have also recommended some suggestive methods as a way of resolving this issue in four liable steps. This is to primarily analyse the factual problem arising over there from consumer's point of view by precisely acknowledging the staff members about the realistic anticipations of the users. Lastly, they are together required to train their staff members about responding to the complaints of their consumers on timely basis and taking feedbacks from them to seriously consider their bestowed remarks.          

 REFERENCES

Books and Journals

Albert, M. and Beatty, B.J., 2014. Flipping the classroom applications to curriculum redesign for an introduction to management course: Impact on grades. Journal of Education for Business. 89(8). pp.419-424.

Anderson, D.R. And et. al., 2015. An introduction to management science: quantitative approaches to decision making. Cengage learning.

Anheier, H.K. and Krlev, G., 2015. Guest Editors’ Introduction: Governance and Management of Hybrid Organizations. International Studies of Management & Organization. 45(3). pp.193-206.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Combe, C., 2014. Introduction to management. Oxford University Press.

Ghiani, G., Laporte, G. and Musmanno, R., 2013. Introduction to logistics systems management. John Wiley & Sons.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Griffin, R.W., 2013. Fundamentals of management. Cengage Learning.

Modell, S., 2014. The societal relevance of management accounting: An introduction to the special issue. Accounting and Business Research. 44(2). pp.83-103.

N. Torres, E. and Kline, S., 2013. From customer satisfaction to customer delight: Creating a new standard of service for the hotel industry. International Journal of Contemporary Hospitality Management. 25(5). pp.642-659.

Oliver, R.L., 2014. Satisfaction: A behavioral perspective on the consumer. Routledge.

Ross, D.F., 2016. Introduction to supply chain management technologies. CRC Press.

Salehzadeh, R., Shahin, A., Kazemi, A. and Shaemi Barzoki, A., 2015. Is organizational citizenship behavior an attractive behavior for managers? A Kano model approach. Journal of Management Development. 34(5). pp.601-620.

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