Managing Quality Service In Hospitality How Organizations Achieve Excellence In The Guest Experience 1st Edition Ford, Robert C., Sturman, Michael C., Heaton, Cherrill P. - Solutions

Discover the ultimate resource for mastering "Managing Quality Service in Hospitality" by Ford, Sturman, and Heaton with our comprehensive solutions. Access online answers and an answer key for every chapter, complete with a detailed solution manual available in PDF format. Explore solved problems and questions with step-by-step answers to enhance your understanding. Benefit from a full test bank and instructor manual tailored for this textbook, ensuring you're well-prepared for any challenge. Download chapter solutions for free and elevate your learning experience with our top-notch educational support.

What should be done now?
To what extent, if any, has Crine brought on her own difficulties? Or do you view her purely as the victim in the situation?
How could the organization have avoided this problem?
Do you think Tom and Laura, who are intelligent, well meaning, experienced, and highly motivated but somewhat old fashioned, are sufficiently adaptable to fit in with the “new breed” of employees? Can these old dogs learn new tricks? Or in all probability does the future of hotel leadership lie
What leadership skills must Tom and Laura Lunsford either have or acquire to continue managing this hotel successfully under the changed social, cultural, and economic conditions of the times?
What are the basic leadership issues in this case?
Interview four different employees in four different jobs. How do they feel about the jobs they do? What do their leaders do to make them feel either happy or otherwise in their work?
Divide into groups. Describe bosses or leaders that group members have had who made you feel good about your job or activity. What did the boss or leader do to make you feel that way? Have a similar discussion about bosses or leaders who had an opposite effect on you.
Be on the lookout for service failures. Try to locate the origins of the failures within Figure 14-1.
Consider the probable growth and improvements in communications technology that will occur in the future. How will these changes affect several different types of hospitality organizations, including hotels, restaurants, and theme parks? How might a typical hotel and restaurant make use of the
Why is empowering the front line so important for hospitality organizations?A. Why is a strong organizational culture necessary for successful empowerment?B. Why is a strong organizational system necessary for successful empowerment?
The book suggests that one key way to differentiate the guest experience and give it some wow is to personalize it, rather than simply “doing it by the numbers.” Think about different hospitality organizations that you have patronized.A. Which aspects of service were “done by the
Think back on hospitality organizations that you like and to which you feel loyal.What is it that they do to make you want to return and buy their services again and again? Is it that they provide the basic drivers of your satisfaction so well? Or is it that they provide some wow drivers in
This book suggests that all people seek to be part of organizations or situations that give them a sense of being involved in and contributing to something greater than themselves.Reflect on organizations you have enjoyed being a part of or for which you have worked hard to help them succeed.A. Why
Assume that your hospitality instructor says, “Bringing together all the principles of REVIEW QUESTIONS strategy, staffing, and systems is the job of the hospitality leader.”A. What leader or leaders do you think the instructor is talking about?B. Who has greater responsibility for “bringing
It all ends with the guest!
Lead by actions and words that consistently reinforce the service mission.
Remember that the only thing that is constant is change. Lead innovation.
Never stop teaching; inspire everyone to keep learning.
Exceeding guest expectations today may not even meet them tomorrow.
Prevent every service failure you can, find every failure you cannot prevent, and fix every failure you find—every time and, if possible, on the spot.
Create jobs that are fun, fair, interesting, and important.
Whatever is critical to organizational success should be measured and managed carefully.
Organize, staff, train, and reward around the guest’s needs.
Articulate a vision, transcending any single job, that gives all employees a sense of value and worth in what they do.
Manage all three parts of the guest experience.
Build a strong culture and sustain it with stories, rewards, and actions.
Guestologists start with the guests, both external and internal.
Train employees to think of the people they come in contact with as their guests.
How can organizations encourage their employees to take ownership of service failures and try to fix them on the spot, without “giving away the store”?
What do you think would have been an appropriate adjustment for this service failure? Or should a fish camp employee even be concerned about a spa service failure?
What should Bob Callahan do now?
If so, what recovery options would you have considered?
Was service recovery called for in this situation?
Have a classroom discussion on the topic “Who is more responsible for most service errors: servers or managers?” (Remember that managers plan and implement delivery systems.) Go out to some local restaurants or other hospitality organizations and ask some servers and some managers this
Divide into groups. For those who have been employees, describe service failures in which you have been involved. Have you been trained in how to recover from these failures?What recovery steps did you take? Pick the best service recovery and compare with the best of other groups. What lessons can
Be on the lookout for a service failure that others are experiencing. Observe and report how the organization recovers from the failure. Evaluate the recovery strategy based on the material presented in the chapter.
Write a letter to a local hospitality manager complimenting a service experience you have had recently. Send a copy to the company president. Report back on the results.It is okay to mention names in this letter.
Have you experienced a recent service failure? If so, write a letter to the establish- ACTIVITIES ment’s manager complaining about the dissatisfying or failed service experience you have had. (Do not make up a false complaint!!! ) Describe how the organization responds to your complaint. How does
According to this chapter, some experts suggest that apologizing for failures of which the guest may not even be aware might be a good idea. Do you agree?
Do you believe that a complaint is “a gift” from the complaining customer to the organization?If you have complained to organizations, has the reaction suggested that they believe you are presenting them with a gift?
A guest in your organization starts an argument with another guest who has tried to cut into a waiting line.A. Is this a service failure? If so, who or what failed? What should you as a manager do?B. If, rather than starting an argument, the first guest punches the second guest, what should you as
Many service failures occurring during guest experiences at a hotel or at a restaurant can be predicted and fixed. Name two problems that a hotel and a restaurant probably cannot fix. What should the managers do if those failures occur?
If you ran a hospitality organization, how would you plan to recover from failure?A. Would you give employees a list of common failures and their corresponding acceptable recovery strategies, or would you empower employees to use whatever recovery strategies they saw fit? Or both?B. Would you try
Recall a service failure during a guest experience of your own.A. Describe the failure and your reaction to it.B. Describe the organization’s response to the failure. Did your reaction to the failure seem to affect the organizational response?C. As a result of what happened, how do you feel about
When you work to solve the service failure, also work to improve the service delivery system.
Service-failure recovery works only if the system works; even an empowered employee can’t recover from service failure without support from the system.
Find out and share with employees how much a dissatisfied guest costs; that will show your staff the importance of recovering from service failure.
Even the best organizations fail a guest occasionally. Be prepared for failure; have a recovery strategy in place.
Unhappy guests will tell twice as many people about bad experiences as happy guests will tell about good experiences.
Find ways to help guests fix problems they caused.
Find a fair solution, and know how guests determine what is fair.
Don’t cause a service-failure problem and then fail to fix it. Don’t fail the guest twice.
Train your employees to listen with empathy.
Train and empower your employees to find and fix failures.
Encourage guests to tell you about problems and failures; a complaint is a gift.
Fix their problems and most guests will come back; fix their problems on the spot and they will almost certainly come back.
If the guest thinks you failed, you failed.
Either in groups or individually, use Hart’s criteria for a good service guarantee as presented in this chapter and create a guarantee for a real or imaginary hospitality organization.
Or do a quick evaluation or service audit using “the three Ts”—Task, Treatment, Tangibles. Write up a brief description of what you found and observed on your shopping trip and send it to the manager of the service location.
Go mystery shopping. If appropriate, use some of the activities from your hotel evaluation list created for question
Imagine that you are a mystery shopper for a hotel. Write up a list of the activities in which you would engage, starting with deciding how long you will stay to do a thorough evaluation (twenty-four hours? forty-eight hours?). Develop service standards, such as for calling in to make a
Collect guest comment cards or examine Web-based surveys from several hospitality organizations and compare the factors about which organizations solicit comments.What conclusions can you draw? If possible, interview the managers whose organizations make the cards or Web-surveys available to guests
To what extent should managers use a cost/benefit analysis when trying to determine which techniques to use to measure the guest’s perception of the guest experience’s quality and value?
What are the advantages and disadvantages to hospitality organizations of mystery shoppers? In which types of hospitality organizations do you think mystery shoppers would be most and least effective?
What provisions would you expect to find in a typical service guarantee for a restaurant?A. What are the advantages and disadvantages to restaurants of offering such a guarantee?B. How might the service guarantees of a quick-serve restaurant and a fine-dining restaurant differ?C. Why would a hotel
Regarding the strengths and weaknesses of different methods for measuring service quality:A. What are the strengths and weaknesses of managerial observation?B. What are the strengths and weaknesses of guest comment cards?C. Why is the comment card technique used so frequently in spite of its
Is it critically important for hospitality organizations to measure how satisfied guests REVIEW QUESTIONS are with service quality and value? Or is it sometimes sufficient for organizations simply to offer the best service they can and hope for the best?
Study the waiting-line situations (movies, athletic events, fast-food outlets, etc.) in which you find yourself over a period of time. Evaluate how well the lines are being managed. Which line-management strategies described in this chapter might have been used to improve these situations?
Find a situation in which a hospitality organization has found a way to control or shift ACTIVITIES guest demand. Why does the organization employ this strategy? How effective is the strategy? What incentives are offered to guests to encourage them to seek the hospitality service at one time rather
You may have heard someone say, or may have said yourself, “Whichever line I am in, the others always move faster.” Can this be true?
Although some academic people make a life’s work out of queuing theory, many readers enjoy reading about the “psychological” methods for managing the wait more than they do studying “theory.” Which is more important to manage the guest experience in hospitality organizations: the hard
Some organizations, restaurants in particular, seem to take more interest in managing the wait in positive ways than others. How does an organization decide how much time and effort to place into managing the initial wait for service?
You are the front desk manager of a popular hotel, and you are frustrated by the number of guests you see waiting impatiently in line to check in and check out. Compare the advantages and disadvantages (and the costs and benefits, if you can) of relieving this situation by considering the following
Give some examples from your own experience of the different queue types shown in Figure 11-1. Did the queue type used seem to fit the situation? Was it readily apparent why the organization chose it? If you have to wait, which line type do you prefer and why?
This chapter explained how a theme park might use the design-day concept.A. How might the concept be used by a hotel, a restaurant, and an airline?B. Is the concept as applicable to those other organizations as to a theme park?C. If so, what are the common elements that facilitate applicability? If
What strategies are available to match the capacity of a hospitality organization with the demand for its services? Which strategies work best and under what circumstances?
Think of a pleasant or an enjoyable wait you have experienced within a hospitality setting.Think of an unpleasant or annoying wait.A. What strategies described in this chapter did the organization’s managers use or fail to use that caused your wait to be one kind or the other?B. Did the managers
“Just about every full-fledged guest experience has at least one wait somewhere within it.” True or false?A. If false, name some guest experiences that do not involve a wait.B. Indicate some common front-of-the-house waits (as opposed to out-of-sight waits such as queued-up food orders) during
Find out how much a dissatisfied guest costs you; that will motivate you to manage the wait for your guests more carefully.
Use virtual waits whenever possible.
Try to minimize the negative effects of the wait before, during, and after the guest experience.
Use waiting-line models to understand how your queues work.
Know the psychology of managing waiting lines.
Design queues to best meet guest expectations.
Make design-day decisions that best balance the costs of providing capacity with the costs of guest dissatisfaction from waits.
Know the arrival rates, queue discipline, and service rates for each wait and use the knowledge to calculate the length of each.
Know how long or whether your guests are willing to wait.
Plan for and manage the guest waits across their entire experience; don’t just let them LESSONS LEARNED happen.
Using some hypothetical but realistic numbers, how much do you think it might end up costing Hospitality Inns if manager Roberta Morales is unable to recover from this failure and ends up losing the patronage of not only Monique Kazer but her entire firm?
What steps would you take with regard to Hyun Cho and the failure at the front desk?
In a later chapter, you will be reading about some techniques for handling service failures. For now, what steps might you take to retain the patronage of Monique Kazer (and her entire organization)?
What devices described in the chapter might system planners have used to prevent this service failure, and how might they have used them?
How would you have handled this situation if you were Hyun Cho?
How would you have handled this situation if you were Monique Kazer?
Find a potential problem area in that blueprint and draw a simple fishbone diagram that you might use to prevent or resolve the problem.
Blueprint the service experience provided by a hospitality organization with which you are familiar, with emphasis on the delivery system.
Apply a PERT/CPM chart to a guest service situation in a hospitality organization ACTIVITIES with which you are familiar.
Providing a wow service and preventing service problems are two sides of the same coin. Discuss.
Describe several situations in which hospitality managers could use cross-functional project and matrix teams to improve the quality and/or value of the guest experience.

Showing 1 - 100 of 1102

Managing Quality Service In Hospitality How Organizations Achieve Excellence In The Guest Experience 1st Edition Ford, Robert C., Sturman, Michael C., Heaton, Cherrill P. - Solutions

Step by Step Answers