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

You have been asked to manage a local music festival.A. How would a PERT/CPM chart help you do this?B. What would its essential elements, the individual circles in the chart, be?C. What would your PERT/CPM chart look like? Sketch it out, indicating the critical path.
If you opened a new restaurant, would you bother to blueprint your service delivery system? Why or why not?A. If you did a blueprint, would you show it to your employees and discuss it with them, which would take time and cost money, or simply teach them their jobs on a need-to-know basis? Or would
Recall two types of hospitality organizations with which you are familiar.A. What people and nonpeople parts of each organization’s service delivery system can you see? Not see?B. What steps does each organization take to ensure that you cannot see certain parts of the delivery system, and why
Why is it important to check the delivery system first before checking to see whether employees are to blame for service failures?
There are many planning tools to help deliver excellent guest experiences. Use them as much as possible.
Everyone is responsible for monitoring and maintaining the quality of the service delivery system; everyone is responsible for avoiding service failures.
Identifying problems is more than just fixing a single guest experience. It is an opportunity to improve the service delivery system.
Problems will recur if you can’t or don’t find out what caused them.
The goal: Fail no guest; delight every guest.
A bad system can defeat a good employee.
Design the organization to ensure service excellence.
Plan for guest failures and how to recover from them (more on this idea in Chapter 13).
Detailed planning can avoid most service failures.
Check for system failure (e.g., not enough elevators; too many monorail trains) before blaming people.
How might Fine Family Motels use the World Wide Web to improve its occupancy rates?
What structural changes might they make necessary?
What technological changes would benefit Fine Family Motels?
How can she gain the advantages of high tech without losing the high touch she believes is a differentiating hallmark of her restaurants? Or is this a trade-off situation in which you can’t do both?
Will Sarah Dinsmore be able to function effectively for very long with this attitude, or will she eventually have to learn how to use the data that the POS units make available?
What if you simply disagree with the posting? Would you delete it? Would you respond?
What if you think, but don’t know for sure, that the post is possibly fictitious?
What if the post uses profanity?
What if the post complains about a specific server and gives the name?
What if the post is anonymous versus signed?
Interview service employees at four levels within an organization. Ask them how they learn what’s going on in the organization. What communication devices, channels, and sources do they use or have access to? Then compare the differences between information sources of the different levels. If any
Interview a local hospitality manager. Find out what information technologies at that ACTIVITIES hospitality location are the most advanced and most basic. Does the manager want any technology that is not available? Find out which technology the manager thinks the organization could least afford to
Some think of organizations as big information systems. According to that idea, the only function and responsibility of a hospitality organization is getting the right information to the right person at the right time so people can make the right decisions that will enable the providing of
Think of several different hospitality organizations with which you are familiar.A. What are some significant decisions that those organizations must make?B. Which of those decisions should perhaps be made by computer systems and which by a well-informed manager?C. What differences do you note
Think about a restaurant you go to frequently. The server probably listened to you place your order and then wrote the information down on a pad or entered it into a POS terminal. What decisions and activities might this order then trigger or affect throughout the entire restaurant organization?
How is this chapter on communications related to meeting or exceeding the expectations of guests? Is an effective organizational information system important for providing quality to guests, providing value, or both equally, and why?
What is the difference between providing a guest with information and actually communicating with that guest? Give an example of each. How can hospitality organizations know if information has been communicated effectively to both guests and employees?
Make it easy to get feedback from customer-contact employees to management.
Make information flow in as many directions as possible.
Make organizational information available on-line, but make sure it is secure.
Ensure access to information to all in the organization who need it, and exclude access to those who do not.
Make information available in a format that each customer expects, can use, and will use.
Know the cost of providing that information.
Know the value of information to each customer, internal and external.
Know the unique informational needs of each internal and external customer, and satisfy them.
Interview a teacher who seems to believe in classroom “co-production,” even if not under that term, and find out why the teacher does so and how the teacher got that way.Bring back your findings for discussion in groups. Discuss the extent to which you are required or invited to co-produce your
Interview a manager or supervisor within a hospitality organization to find out what the organization will and will not let guests do regarding co-producing the guest experience.Try to get some examples of guests co-producing excessively—trying to do more for themselves than the organization
Find a hospitality situation in which the guest is required to co-produce the service experience.Try to find something more challenging than a salad bar or receptacle labeled“Trash.” Describe and evaluate how the organization prepares its employees and its guests for successful guest
Some hospitality authors suggest that guests should be managed as if they were quasiemployees.A. Who do you suppose these authors think should do this managing?B. Whoever these managers are, should they be selected differently for their jobs because of the type of “management responsibilities”
Under what circumstances do you think the organization is justified in firing a guest?Think of a hospitality situation in which you would almost but not quite fire a guest.See whether your classmates agree with you or whether they would fire the guest.
Suggest some ways in which a restaurant, a hotel, a theme park, a tour bus, and a travel agent might achieve a higher level of guest co-production that would benefit both the organization and the guest. Was it more difficult to apply the co-production idea to some of those hospitality or
Name some ways or situations in which guest involvement in the co-production of a restaurant experience would not be useful or might be harmful to the organization.A. When might co-production in a restaurant not be useful to guests? When might it be harmful?B. What can the organization do to
Name some ways or situations in which guest involvement in the co-production of a REVIEW QUESTIONS restaurant experience can be useful to the organization.A. Name some ways in which it can be useful to the restaurant guest.B. What KSAs should restaurant guests have to be successful co-producers?C.
Could those inconsistencies have been resolved?How?
What inconsistencies, if any, do you see between the goals of the three new employees and Mr. Hartsell’s goals?
Were Mr. Hartsell’s expectations for his new employees unrealistic? If so, why?
What, if anything, was wrong with Mr. Hartsell’s approach?Why did the new employees leave, and what might have motivated them to stay?
Interview three line employees from two hospitality organizations and find out what motivates them to perform well.
Find an organization that seems to try to make its hospitality jobs fun and interesting.What do they do, and how well does it work? If you or your friends have jobs that do not provide fun and are not interesting, why is that so? Does the organization seem to care whether you are interested and
Find a hospitality organization that seems to have succeeded in motivating its front- ACTIVITIES line employees to give outstanding service. How do they do it? If you work for an organization that does not sufficiently motivate you, what is the organization doing or not doing that causes you to be
The authority-acceptance theory suggests that people must accept authority or it does not really exist. Do you agree or disagree?A. Give examples of situations you have been in where people did not follow direct orders. Did they refuse because the conditions for authority acceptance detailed in the
Consider a restaurant meal in which much of the service is provided one on one, server to guest. How important is teamwork to the success of this guest experience?
What does it mean to be empowered? Give some situations in which you were empowered.A. How did you handle empowerment? How did you feel?B. Compare those situations to a few in which you were not empowered. How did you handle the latter, and how did you feel?C. If you were a hotel or restaurant
If you have been employed, can you recall times when you were upset due to the boss ignoring your good work because the boss was giving complete attention to another employee who was complaining or doing a bad job? If so, what managerial lesson did this teach you? How would you use that lesson to
If you have ever been employed, what if anything did you want from your job other than a paycheck?A. If you are employed now, have your job expectations changed from those of the past?B. What are your job expectations from the position you hope to hold in ten years?
Your frontline employees are heroes; make their jobs fair, fun, interesting, and important.
Give people a chance to grow and get better, and then reward them for it.
Don’t just support your frontline employees; trust them as well.
People give you the right to direct them. Know how to earn that right.
Show employees the relationships between their personal goals, group goals, and organizational goals. Find win-win-wins.
Praise, praise, praise. Look for reasons to reinforce people doing the right things.Privately re-educate and coach those doing the wrong things.
Reward behaviors you want, and don’t reward behaviors you don’t want.
Be fair, ethical, and equitable. People need to feel they are being treated equitably. If you don’t show people why reward differentials are made between employees, they will assume the worst.
Pay attention to communication; people can’t do what they don’t know about or don’t understand.
Make all tasks and goals measurable; people like to know how well they’re doing.
Walk the talk; set the example. Employees respond more to what you do than to what you say.
Set clear, measurable standards that define expectations for job performance. Constantly reinforce these standards by setting examples; let employees know that the standards are important; reward employees when they meet these standards.
What do you think will happen to the hotel once it fully returns to a “traditional” management system?
What does the Jubilee Hotels experience tell you about applying work team, enrichment, and incentives principles in real life?
Do you agree with the professor’s assessment of what went wrong?
If you think Mary Lou should meet the same work requirements that are imposed on the other guides, how would you motivate her to do so?
Mary Lou Day is Sally Blade’s best fishing guide. Is Mary Lou justified in asking that Sally “cut her some slack”? Should Sally comply?
Could those inconsistencies have been resolved?How?
What inconsistencies, if any, do you see between the goals of the three new employees and Mr. Hartsell’s goals?
Were Mr. Hartsell’s expectations for his new employees unrealistic? If so, why?
What, if anything, was wrong with Mr. Hartsell’s approach?Why did the new employees leave, and what might have motivated them to stay?
Interview three line employees from two hospitality organizations and find out what motivates them to perform well.
Find an organization that seems to try to make its hospitality jobs fun and interesting.What do they do, and how well does it work? If you or your friends have jobs that do not provide fun and are not interesting, why is that so? Does the organization seem to care whether you are interested and
Find a hospitality organization that seems to have succeeded in motivating its front- ACTIVITIES line employees to give outstanding service. How do they do it? If you work for an organization that does not sufficiently motivate you, what is the organization doing or not doing that causes you to be
The authority-acceptance theory suggests that people must accept authority or it does not really exist. Do you agree or disagree?A. Give examples of situations you have been in where people did not follow direct orders. Did they refuse because the conditions for authority acceptance detailed in the
Consider a restaurant meal in which much of the service is provided one on one, server to guest. How important is teamwork to the success of this guest experience?
What does it mean to be empowered? Give some situations in which you were empowered.A. How did you handle empowerment? How did you feel?B. Compare those situations to a few in which you were not empowered. How did you handle the latter, and how did you feel?C. If you were a hotel or restaurant
If you have been employed, can you recall times when you were upset due to the boss ignoring your good work because the boss was giving complete attention to another employee who was complaining or doing a bad job? If so, what managerial lesson did this teach you? How would you use that lesson to
If you have ever been employed, what if anything did you want from your job other than a paycheck?A. If you are employed now, have your job expectations changed from those of the past?B. What are your job expectations from the position you hope to hold in ten years?
Your frontline employees are heroes; make their jobs fair, fun, interesting, and important.
Give people a chance to grow and get better, and then reward them for it.
Don’t just support your frontline employees; trust them as well.
People give you the right to direct them. Know how to earn that right.
Show employees the relationships between their personal goals, group goals, and organizational goals. Find win-win-wins.
Praise, praise, praise. Look for reasons to reinforce people doing the right things.Privately re-educate and coach those doing the wrong things.
Reward behaviors you want, and don’t reward behaviors you don’t want.
Be fair, ethical, and equitable. People need to feel they are being treated equitably. If you don’t show people why reward differentials are made between employees, they will assume the worst.
Pay attention to communication; people can’t do what they don’t know about or don’t understand.
Make all tasks and goals measurable; people like to know how well they’re doing.
Walk the talk; set the example. Employees respond more to what you do than to what you say.
Set clear, measurable standards that define expectations for job performance. Constantly reinforce these standards by setting examples; let employees know that the standards are important; reward employees when they meet these standards.

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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

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