The Lakeside Hall Hotel - Improving the Hotels Approach to Management - Case Study Example

the lackeside hall hotel Student’s name Code & Course Professor’s name University City Date Abstract The Lakeside Hall Hotel, over the years, has exercised the provision of quality services. Supported by a dedicated staff, it has gained customer preference along with its myriad leisure utilities. However, after a recent re-assessment it was determined that the hotel failed in a number of proficient management approach. The services provided has shown significant deterioration in quality performance. A series of complaints have been highlighted, pertaining the overall quality provision at the hotel. Throughout its market operation, it was determined that the hotel uses obsolete approach to marketing. This is typified by the field marketers who are constantly involved with marketing the hotel, through an outdated approach. This has been facilitated by the inadequate knowledge by the manager on present technological advancement that could ultimately increase its competitive approach to marketing. In this regard, this retrospect paper seeks to present possible recommendations with an aim of improving the hotel’s approach to management. Various attributes that pertains to the change process have been indiscriminately highlighted. Through a Force Field and SWOT analysis Lewis approach to change has been effectively incorporated in providing a holistic analysis. Contents 1.0 Introduction 4 2.0 Force Field Analysis 5 2.1 Defining the Problem 5 2.1.1Continuous Improvement 5 2.1.2 Performance Measurements 6 2.2 Defining the Change Objectives 7 2.2.1 Generating “buy in” and support the staff 7 2.2.2 Creating synergy between management and staff 7 2.2.3 Provide Factual and objectives basis for the decision-making 8 2.2.4 Reinforce the LakeSide’s image as a hotel driven by performance 8 2.2.5 Increase Effectiveness within the LakeSide’s functions 8 2.2.6 Creating a proffered Evaluation Approach 8 2.3 Driving Forces 8 2.3.1 Available Resources 8 2.3.2 Organizational Structure 9 2.4 Restraining Forces 9 2.4.1 Employee Attitudes 9 2.5 Change Strategy 10 2.6 Type of Change: Lewin’s Change Management Model (Unfreeze-change-refreeze) 11 3.0 Diagnosis 11 3.1 SWOT Analysis 11 4.0 Recommendations 14 5.0 Reference List 16 1.0 Introduction In order to maintain customer preference, particularly in the service industry, it is imperative that an organization presents quality services. The hotel industry suggests the dispensation of quality services given the dynamism in customer’s preference. Since the dispensation of service in the hotel industry involves people, focuses on the management of the employees presents a multidisciplinary approach. In the eyes of the guest, the service business will succeed or fail with respect to the cumulative impacts of the service realization. It is imperative that an organization maintains checks and balances on this service encounter since they dictate the quality of service in the establishment. In the service industry, the employee’s behaviour and role, take on a greater significance as opposed to other industries (Yukl, 2010). At the center of the service industry, is the difficulty in ensuring the consistency of quality (Richards, 2008). Kamdampully, (1997) proposes that the direction of the variance and the center stage played by the employees in provisioning quality service is important since: i. The quality of service is dissimilar from one service to the other. ii. Performance quality is dissimilar from one event to another. iii. The quality of service performance is dissimilar fro service to another. A key issue in the service industry sector rests in determining the balance between offering employees with responsibility to dispense quality service and maintaining a managerial position. It is evident that the centrality of the employees in provisioning service quality is potentially increased given the intensification of the customer perception and expansions. Lewis (2000, p.28) affirms that as the 21st century unfolds it is obvious that the service plays an indispensable role in the economy. Therefore, in order to maintain a competitive spirit, it is imperative that hotel providers should meet, if not exceed consumer expectation in multifaceted paradigms. The troubled LakeSide Hall Hotel necessitates for an in-depth analysis affecting the functioning of the business. A Force Field Analysis is suited for effectively analysing the problem case at the hotel (Barclay, 2009). 2.0 Force Field Analysis This is a general analysis tool that is essential for the systematic analysis of factors that pertains to a complex problem. Essentially, it frames problems with respect to the pressures or factors that support the restraining forces and the pressures that the support change against proffered objectives (driving force).These factors can be multifaceted through people, needs values, and desires to others. As an important tool for managing change, this approach helps in the identification of the factors that needs to be addressed. 2.1 Defining the Problem A recent re-inspection noted that the hotel failed at two functions; performance measurement and continuous improvement. 2.1.1Continuous Improvement It is evident that the organization lacks a continuous improvement process. Continuous improvement is an important organizational aspect that tends to address the quality of service dispensed to the customers (Fineman, 2010). Simply put, continuous improvement is focused towards setting clear goals and having strategies that measure the progress towards the organization’s goals. The hotel lacks a continuous improvement approach, given the dynamics involved in goal setting in the service industry. Since the organization lacks continuous improvement it, is bound to experience a number of problems relating to the workforce and the overall management of the hotel. Provided that continuous improvement lacks in the organization, the employees, and the management are not significantly involved in the organization’s process. Involvement of relevant parties, particularly the employees, is indispensable since it creates a sense ownership and contribution to the hotel’s larger mission. If such initiates are not included in the organization management, the employees will eventually feel left out and less significant to the organization (Thompson, 2009). Such attributes have been witnessed in other emerging issues where rooms are left unattended. For instance, one customer is seen agitated by the abandoned pornographic magazines in one of the hotel rooms. 2.1.2 Performance Measurements The hotel lacks strategic performance measurements approach. It is vital to evaluate the organization’s performance against the set objectives (Lebans, 2006). Lacking such an approach implies that the establishment is not closely linked or directed towards the attainment of the hotel’s objectives. Performance measures act as a guide to the realization of the organization’s goal (Lebans, 2006). As part of the entire management strategy, the managers at LakeSide Hotel lack the tool that enhances evaluation, control, motivation, risk improvement and learning within the organization. Lacking at least a tentative approach and theory regarding the use of performance, the managers will be incapable of deciding what needs to be measured. For instance, it is uncertain that the ‘remote’ employees need to be more performance oriented with realistic goals opportunities. Manager’s incompetence The sales manager lacks appropriate skills that are essential for consolidating technological innovation to the overall marketing approach. Technology is significantly important in improving the overall processes within any organization. Give his age; it is likely that the manager has not grasped the modern day technological advancement. This hampers effectiveness within the sales and marketing department. 2.2 Defining the Change Objectives 2.2.1 Generating “buy in” and support the staff By involving all the staff within the hotel – from the CEO to the staff – all employees are accustomed to a sense of ownership and significantly contribute to the larger organization’s mission. 2.2.2 Creating synergy between management and staff Employees are dependent on communication, synergy, mutual trust and the comprehension of delivering the most impressive performances of an organization. The federation needs to maintain a synergy between the executive management, staff and department managers in portraying a positive image to the customers. By incorporating all level of the organization together in creating improved strategies, each staff member will have a clear insight into why certain changes are made and how the changes are good for business. 2.2.3 Provide Factual and objectives basis for the decision-making Through the creation of a measurable and quantifiable strategy, the hotel can explain how and why they are doing specific things based on the objectives criteria. This elevates a level of understanding and transparency in making the customers, and staff feel appreciated. 2.2.4 Reinforce the LakeSide’s image as a hotel driven by performance By creating continuous improvement strategies, the staff are shown that the customers and the competitors are driven by the same things the employees are. 2.2.5 Increase Effectiveness within the LakeSide’s functions Effectiveness is a multidisciplinary paradigm that refers to a holistic approach to change management. Evidently, the hotel should attain effectiveness through the incorporation of technological advancement in its sales and marketing. This will not only increase the hotel’s brand image, but also increase the number of customers within the establishment. 2.2.6 Creating a proffered Evaluation Approach Evaluation of LakeSide’s performance is imperative. Contrariwise, it will highlight major problems associated with the organization and will significantly assist in the development of a rational approach towards the issue. 2.3 Driving Forces 2.3.1 Available Resources The LakeSide Hall Hotel has a lot of human and physical resources at their disposal. A staff of 100 people is efficient in ensuring that all tasks are handled proficiently. As such, dispensation of various tasks is met speedily that ultimately enhance productivity. Human resources play a significant role in customer satisfaction since they are involved with the direct contact with the customers. The physical resources available at the hotel include 60 En-suite bedrooms, lake view restaurants, conference suite, leisure club, tennis court among others. The availability of a training course, through Cumbria Tourism, is indispensable in training the employees, specifically in the potential areas of improvement within the industry. 2.3.2 Organizational Structure The hotel’s management enjoys an effective organizational structure, where each department has outlined its functions across different areas. The hotel comprises of two duty managers who coordinate the hotel’s operational functions. One manager is tasked with the responsibility for personnel, as well as, front house activities, whereas the other manager deals with the coordination of food and beverage operations. These managers efficiently dispense function in all the departments. Initiating change in an effective organizational structure is comparatively easy. Evidently, the intended change approach is easily communicated to all parties within the hotel. Additionally, functioning within groups is efficient since communication can be easily discussed throughout the management levels (Richards, 2008). 2.4 Restraining Forces 2.4.1 Employee Attitudes It is anticipated that employee attitude towards the change will have a profound effect on the change process. Since most employees are not inclined to performance measure, they might develop a negative attitude towards the change. The negative attitude may not support the change initiatives. Dissatisfaction elevated the propensity that the employee will negatively adjust to the quality and quantity of their input (Ichioowski, 1986). More often than not, negative attitude results in a decreased attitude towards the development and attainment of the set objectives. Eventually, it will result to decreased productivity and satisfaction. 2.5 Change Strategy In order to achieve equilibrium, it is imperative that the employees maintain or develop a sense of positive attitude towards change process (Burnes, 2009). This can be achieved by preparing the organization to accept that the organizational change is necessary (Cameron, 2012). This approach will involve the breakdown of the present status quo before the employees can implement the new approach. In order to realize this, a compelling message will be developed showcasing that the present approach to the hotel’s management is inefficient. This can be done by pointing on the declined customer numbers within the hotel. Further, the complaints can be highlighted as a means of showcasing the problems. The beliefs and attitudes of the employees will be challenged effectively, by compelling the employees to the re-examine the fundamental principle of the hotel’s quality approach. As such, it will create a crisis that develops a strong a motivation to search for the new equilibrium. Additionally, rigorous training will be used in creating awareness within the employees and the overall hotel’s management. The training will stress on dispensing with quality services, particularly showcasing the importance of measuring performance. In developing teamwork, retreats and sports will be initiated out of the hotel environment. These events will strengthen the employee’s relationship that will enhance workplace relationship and improve a proffered organizational structure. Employees will be able to outline their problems and issues throughout their tenure at the hotel. 2.6 Type of Change: Lewin’s Change Management Model (Unfreeze-change-refreeze) Lewins articulates that in order to ensure an effective change process it is important that the managers identify the options for moving to the desired state (Luneneburg, 2010). The possibilities are then evaluated, and the best option is decided. As such, the managers will outline all possibilities that will enhance the change process, where a proffered approach will be chosen. The managers will address the issues outlined, which will offer an accurate state of the organization. It is important that the upper management – consisting of the CEO – should offer a strong support for the change. Nevertheless, effective communication is imperative in the planning and implementation of any organizational changes. Through the refreeze stage, the changes will be anchored in the cultural practices of the organization. Thereafter, ways of sustaining the change will be implemented in the broader organizational perspective. Contrariwise, support and training will enhance the employee engagement. 3.0 Diagnosis 3.1 SWOT Analysis The SWOT analysis is important since it offers and an in-depth analysis of the internal and external factors affecting the hotel. It provides helpful information that matches the hotel’s resources and capabilities in the competitive environment. A SWOT analysis is, therefore, instrumental in the strategic planning process. Strength LakeSide Hotel has numerous utilities that customers can significantly enjoy. An increased number of facilities suggests that most customers are inclined to seek their services. It has a variety of leisure activities that can be enjoyed by the customers. Evidently, it has a competitive advantage against competing hotel chains. The customers experience an array of refined, upscale amenities. Different packages attract specific customer groups such as families, couples and individual customers. The hotel’s strategic location offers an array of activities for the customers which includes hiking and sailing among others. Its strategic location close to the lake offers a gratifying ambiance and view that has attracted numerous customers dwelling in cities that lack such amenities. Such factors have considerably attracted a lot of customers. The hotel’s management enjoys a proffered working environment within the establishment. This not only promotes interpersonal relationships but also improves the staff relationship. A highly motivated workforce has enabled it to maintain customers, even in times when the hotel’s quality is depreciating. Lacks of conflict within the organization suggest that the employees share a good working relationship. Weaknesses The lack of performance measurements in its management systems is a major setback; contributing to the reduced quality provision in the hotel. From the re-assessment, it was evident that the employees lacked motivation and drive in realizing the organizational goals for the hotel. Lacking motivation has seen the employees neglect some of the job function in the hotel such as clearing room ones a customer checks out. Additionally, the lack of an effective performance measurement does not offer the hotel’s management its capability to measure its alignment effectively towards achieving its objectives. LakeSide Hall Hotel lacks an effective continues improvement approach. This is damaging since the hotel’s management cannot evaluate its quality of services. Measuring quality of service is important, since the hotel can improve on poorly performed aspects. Some customers have cited that the food quality has been considerably low. Therefore, the provisioning of quality service is wanting, and it is highly likely that performance measurement should be put in place effectively to evaluate the quality of the services offered at the establishment. An ineffective marketing strategy has not fully exploited the potential of the markets. The use of ‘remote’ sales person has garnered a lot of customers; however this approach is ineffective considering the advancement in technological knowledge. The hotel’s sales and marketing department lacks adept knowledge of incorporating technological models that could effectively improve its approach to marketing and sales of the hotel. This is propelled by the manager’s inadequate knowledge of the power of the internet and affiliated approaches. Opportunities The dynamics of customer preference is continually changing. It is vital that the hotel keeps up with the changing customer dynamics. LakeSide Hall hotel hosts a number of leisure utilities that has seen an increased number of customers in the establishment. However, the hotel has not fully exploited the potential of the market. It should increase the number of leisure utilities within the establishment. Increasing the utilities will attract more customers and increase leisure opportunities for the employees to enjoy. Although the hotel includes training sessions for its employees and managers, it should improve the session to rigorous training. The training session should consolidate rigorous benchmarking initiatives with superior hotels. This will impart a broad understanding of dispensing knowledge within the employees on the preferred approach to quality management. Managers should attend workshops that train them in specific, management skills which can potentially improve their approach to quality management. Such workshops will increase their competence that is channelled to the employees. Threat Given the dispensation of low-quality services, competing hotels within the region may attract their clients. Customers are quality seekers by nature; hence they are inclined to services that offer superior quality services. Reduced preference to the hotel would result in reduced revenue and an eventual loss of customers. 4.0 Recommendations It is advised that the hotel incorporates performance measurements strategies. Prior to the consolidation of the performance measurement, the management should ensure that its goals are measurable in all dimensions. Well-defined goals must be specific and clearly stated where all the employees clearly articulate the objectives. Through a clear articulation of the goals, the employees can easily discern what is expected of them. Hence, the employees can function in ways that are directed towards the attainment of the hotel’s objectives. In doing so, the model can substantially help in measuring the performance of the individual across multi-dimensional constructs. In this respect, a Balanced Scorecard approach should be incorporated into the organization. Norton and Robert developed this measure that gives the manager a fast and comprehensive view of the organizational performance with regard to both the results and processes measures (Kaplan, 2009). The balanced scorecard approach necessitates the collection of pertinent information across different operation levels. These includes; customer perspective innovation and learning, financial and internal business perspectives. A balanced approach to employee performance is certainly an effective way of the gaining a complete perspective of an employee’s performance (Perk, 2008). This approach will align the employee’s performance plans against the hotel’s objectives (Pinar, 2008). Secondly, it is recommended that the hotel incorporates a proffered continuous improvement system. Given the nature of the business, a six sigma approach, can be incorporated into a continuous improvement system. This is essentially a continuous and closed looped process which will be derived from the hotel’s revised objectives that showcase important performance measurements. The approach follows a MAIC discipline that outlines key aspects of the model. Simply put, the MIAC discipline measures the present gap between the processes capability against the hotel’s goals, analyses the potential causes of any defects, improve the hotel’s capability through eliminating defects and the control. In the event, that underperforming employees are identified, top management should consider a coaching as a way of improving and understanding the problem. Since coaching focusing on the employee’s potential for maximizing the performance, a non-directive approach shall be used. 5.0 Reference List Barclay, A., 2009. Employee change agents: the foundation for effective organisational Change. International business research, 2 (1), 3-7. Burnes, B., 2009. Managing Change. Harlow: Financial Times/Prentice Hall. Cameron, E., and Green, M., 2012. Making Sense of Change Management. 3rd Edition. UK: Kogan Page Fineman, S., Gabriel, Y., & Sims, D., 2010. Organizing & Organizations. 4th ed. London: Sage Kandampully, J., 1997. Quality service in tourism. In M. Foley, J. Lennon, and G. Maxwell, Ed. 1997. Tourism and Leisure Management: Issues in Strategy and Culture. London: Cassell. Kaplan, R., 2009. Conceptual Foundations of the Balanced Scorecard. Working Paper Harvard Business School. Lunenburg, F., 2010. Forces for and Resistance to Organizational Change. National forum of Educational Administration and Supervision Journal. 27 (4). Lewis, J., 2000. Are you being served? Personnel Today, pp. 28-9. Lebans, M., Euske, K., 2006. A conceptual and operational delineation of performance. Business Performance Measurement, Cambridge University Press. Peck, E., and Dickinson, H., 2008. Managing and Leading in Inter-agency setting. Bristol, The policy press. Pinar, M., Girard, T., 2008. Investigating the impact of organizational excellence and Leadership on business performance: An exploratory study of Turkish firms. The SAM Advanced Management Journal, 73 (1), pp. 29-45 Richards, K., Jones, E., 2008. Customer relationship management: Finding value drivers. International Marketing Management, 37: 126. Thompson, P., & McHugh, D., 2009. Work Organizations – A Critical Approach. 4th ed Basingstoke: Palgrave Macmillan. Yukl, G., 2010. Leadership in Organizations. 7th Edition. Harlow: Pearson Education. Read More