Some of the problems plaguing the Portman Hotel in its inception include a lack of harmony among the workers, a lack of effort by some of the personal valets, and a lack of discipline on the part of management. The following case study uses various theories to explain these issues.
The harmony problem involving the "floating" personal valets can be explained using the Fundamental Attribution Error Theory. This is when the behavior of an individual or a group is attributed too much to an internal factor, when in fact; an external factor is at play (Class Lecture, 9/21). It is where the actions of a person or a group are associated with the "kind" of person he or they may be, rather than associating the actions to an outside source (Fundamental Attribution Error). For instance, the floaters were looked upon as disloyal and careless. They were accused of wasting time and stealing tips. They were viewed as outsiders rather than members of the same group. However, in reality, they were just victims of their position. They weren't afforded the luxury of building strong relationships and familiarities with their coworkers nor the guests. The fact that their job required them to move around caused them to be seen as unstable. Besides, the floaters were an adaptation implemented by management. It wasn't their fault that the hotel capacity wasn't full enough to allow the 5-Star plan to work properly.
One way to determine if the situation is the source of the behavior instead of the personality of the individual is to observe how all the individuals behave in the same situation (Fundamental Attribution Error). If all of the floaters behave the same way, then perhaps the situation in which they are placed is to blame. Had the other personal valets and the supervisors looked at the floaters as someone sent to help rather than to carry the entire load, they might have been more appreciative of all the things the floaters actually did. They might have been more willing to part with some of the tips. After all, despite being termed a floater, they were still personal valets.
The next problem facing the hotel was the "shirking" behavior attributed to some of the personal valets. It can be explained using the Expectancy Theory.
Prior to Fuller’s transfer, management at the Carson’s location was poorly run using the classical approach. While this approach can be successful, management has to find a good middle ground between caring for the company and caring about their employees. A traditional classical approach recognizes that there are five important factors to running a successful business (Miller, 19). According to text, these factors are planning, organizing, command, coordination and control (Miller, 19-20). These factors can be seen when you look at Third Bank as a whole. In the study, the CEO saw the issues in his company and put a plan together to improve. He had meetings with management, like fuller, to organize a solution. He then commanded all locations
Set in the turmoil of WW2, Hotel on the Corner of Bitter and Sweet is a love of bitterness and sweetness book involving a Japanese girl, Keiko, and a Chinese boy, Henry. They strives to keep their relationship and deal with the consequences inflicted upon them by their parents and the war. As the story rolls along, many thoughts occurred that Henry and Keiko would be able to marry, but a twist happens, which results in their separation; unquestionably, Henry and Keiko moves on to have their own family.Therefore, does Henry gives up on Keiko too easily? Yes, Henry give up on Keiko too easily. Henry has his chance of going back to Keiko, but he let it slips by. He tries to forget about Keiko and moves on with his life. Henry thought that his decision is what seems right and the best thing to do. Although many readers may think that Henry does not give up on Keiko too easily as they got reunited at the end, but there were more than just the reuniting. This would eventually prove that Henry give up on Keiko too easily.
It is not surprising for an author’s background and surroundings to profoundly affect his writing. Having come from a Methodist lineage and living at a time when the church was still an influential facet in people’s daily lives, Stephen Crane was deeply instilled with religious dogmas. However, fear of retribution soon turned to cynicism and criticism of his idealistic parents’ God, "the wrathful Jehovah of the Old Testament" (Stallman 16), as he was confronted with the harsh realities of war as a journalistic correspondent. Making extensive use of religious metaphors and allusions in The Blue Hotel (1898), Crane thus explores the interlaced themes of the sin and virtue.
People are consumed with their own reality that they didn’t even acknowledge me sitting at a table watching them. Each person seemed to have their own stories different from everyone else’s. For the most part, the employees seemed to have similar interests in wanted to produce the best customer service. The customers had the same goal of wanting to try a new popular restaurant they might have been unfamiliar with. Overall, the general consensus was that a majority of people wanted to get on with their day with as little human interaction as
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
The story of “The Best Exotic Marigold Hotel” (Hoffman, 2012) focuses on a group of British retirees who decide to travel for their retirement to less costly and exotic Indian retirement community/ hotel. The group is lured by promotions for the recently reconstructed Marigold Hotel and are surprised when they arrive to find the hotel in disarray. Though the new surroundings is less luxurious than they had imagined, they are changed by their experiences.
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
He tries to reconcile his statement when he discusses similar occasions from the past and says, “But our friends never laughed: ‘These people have to live off their tips, don’t they?’ a good friend said once during a meal at a comparable restaurant” (284), but maintains his scorn for the bourgeoisie. Paul 's thoughts on the wealthy and successful serve to further a rift between the wealthy and the Initially, Serge secures the reservation to the restaurant where the dinner takes place. After Serge was late to the reservation, Paul says, “driving would be a waste of time for someone of Serge’s status. He had a chauffeur to do that for him, so he could spend his precious time judiciously, reading important documents” (20).
In spite of having numerous structures in place to ensure a luxurious guest experience, the Oberoi Vanayvilas (OV) failed to provide a quality service to its hotel guest. To recover from this service failure, we recommend OV to sincerely apologize and ‘offer refund for the third night and a credit for the two nights for a future stay with additional hotel perks tobe used at OV within a year’ to the impacted guest. Main drivers for our recommendation are to convey a message that Oberoi sincerely cares about the customer inconvenience and wants its guest to revisit the hotel to win over the customer by its exemplary quality service.
Not everyone is the same, especially when it comes to expectations. Depending on a person's ethnic background, the necessities are different. It's the same type of idea for different cultures; Chinese, French, American etcetera all have different mindsets when it comes to what they want to see in a hotel during their stay.
The economic theory of supply and demand dictates that an excess of supply (hotels) to demand (customers) leads to a lower price consumers are willing to pay. This creates inelasticity within hotel pricing and places substantial pressure on management to meet the pricing needs of customers while providing an attractive and unique service. Hotel services are also intangible in nature, placing increased burden on hotel owners to utilise all available rooms through discounts and deals.
When entering the hotel, the decor has a very Napoleonic feel, with neutral colors such as light beige, off whites, cream colors and hints of gold lining in frames of the paintings. The lobby is decorated with sculptures of Earl's and lady's of the Elgin family. To match the decor, the furniture is post Napoleonic (Mid 19th century) with wooden tables, individual chairs and a cozy fireplace. The lightening is quite dim, to match the whole atmosphere of the hotel, there are marble floorings leading up to the front desk. The front desk is a wooden desk that has 2 front desk agents working to check in guests.
What aspects of restaurant work are especially challenging to wait staff, and how does Barcelona’s approach to management help employees overcome the downsides of the job? The aspects of restaurant work that is especially challenging to wait staff would be poor management and customer satisfaction. In this profession of being a wait staff in many instances it is very difficult to please everyone one that you serve. The approach that Barcelona’s management took in helping their employees overcome the downsides of their job they gave them the green light in allowing them to do what was right in making the customers experience a happy one. In giving them this freedom, it made the wait staff feel like they were a part of the organization when it came to decision
It is very clear that the problems experienced in the companies are not lone standing but in most of the cases they are dependent on each other and there are strong bonds or relationships with regards to the cause and effects between them. It is therefore important to form or establish a strong cause and affect between them.
History of Hilton hotel has been very interesting as it started as Mobley Hotel in year 1919 a small building. Because, when the company started it had no plans or ideas of expanding, the sole purpose was to serve as a place for the travelers to stay where they can comfortably enjoy a night or few and carry on towards their journey. After twenty-seven years of business and hard work, this small hotel went nationally in eleven states within United States, known as Hilton. Currently they have four thousand worldwide properties, either directly owned or franchised (including third party), in seventy-eight countries. Hilton even though allows franchises but there policies remain the same and direct Hilton officials do all the upper level management. The company name Hilton understands for Hosp...