...Explain how the Ritz Carlton's management objectives and goals allow the hotel properties to achieve superior service regardless of the workforce or culture of a country in which it operates its hotels. New! Drag and drop to rearrange your apps. Sign in to try it. Goals and objects are the building blocks to measure an organization’s success or failure. Goals express what an organization would like to achieve. For example, a company’s goal could be to process employee travel vouchers in a timely fashion. Objectives specifically demonstrate how the company will meet their goals. So, the objective for the company desiring to process travel vouchers in a timely fashion, the objective could be to process 80% of the travel vouchers within 5 days of receipt. Without detailed objectives, the overall goals could not be achieved. When travelers think of excellence and quality service in the hotel industry, Ritz-Carlton is one name that constantly stands out. The 2010 Most Engaged Customer’s study conducted by PeopleMetrics, found that 79% of Ritz-Carlton customers are loyal and are likely to continue using the Ritz-Carlton for their lodging needs. The Ritz- Carlton is at the top of their industry because of their customer service and excellence focused goals and objectives which are the epitome of the company’s credo (mission statement). Additionally, their mission statement is not just on paper but is being practiced daily. Their credo is “The Ritz-Carlton is a place where...
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...Exercise Assignment Ritz-Carlton’s “Gold Standards” include The Credo, Motto, Three Steps of Service, and Service Values: I Am Proud to Be Ritz-Carlton, the 6th Diamond, and The Employee Promise. Those “Gold Standards” mean to build a great relationship between customers and employees. It is very important for a hotel to improve its service quality. At first, the credo of Ritz-Carlton is to make the hotel a warm and comfortable place for costumers so they would feel like staying at home. Ritz-Carlton’s target is proving a great environment with completed facilities and fine services to make consumers satisfied. Secondly, their Motto is making sure all employees have good and elegant working attitudes and build a friendly connection with costumers. Thirdly, three Steps of Service refers to warm greeting, fine services base on consumers’ willing and warm good-bye to consumers. Next, service values contain several principles, but the main purpose of those is making employees proud of being a part of Ritz-Carlton Company. After reading all 12 values at Ritz-Carlton’s website, I think those values are involved in three main areas including improving employees’ quality, improving the working environment and paying attention to build better employee-consumer relationship. The 6th Diamond is another standard and it refers to “Mystique, Emotional Engagement and Functional” according to the website. Finally, the employee promise focus on helping every single employee to achieve the working...
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...“Quality at the Ritz-Carlton Hotel Company” Case Summary [pic] Ritz-Carlton Hotels, California, USA Short Description of The Case Company History Ritz Carlton merupakan merek sebuah hotel mewah yang saat ini mempunyai 71 properti di kota-kota besar di 23 negara. Ritz Carlton juga mempunyai lembaga pelatihan dan pusat kepemimpinan yang dibuat oleh pimpinan Ritz Carlton, Leonardo Inghilleri. Lembaga ini telah melatih sedikitnya 50 ribu perusahaan di seluruh dunia. Sejarahnya, nama Ritz Carlton merupakan gabungan dari dua nama hotel yang berbeda. Yaitu, hotel Ritz di Paris yang berdiri pada tahun 1898 dan Hotel Carlton di London. Dua hotel ini dikelola oleh seorang legendaris pengusaha hotel, Cesar Ritz. Kemudian nama Ritz Carlton menjadi acuan beberapa hotel lain yang kian bermunculan. Antara lain, Ritz Carlton Montreal yang berdiri pada tahun 1912 dan Ritz Carlton Boston pada tahun 1927. RC Boston ini kemudian berkembang sebagai komunitas kelas tinggi. Pada tahun 1983, hotel ini memulai jaringan hotel dunia yang dipimpin oleh pengelola hotel bernama Horst Schulze dan William B Johnson. Beberapa hotel Ritz Carlton dibangun di Amerika pada dekade kedua dan ketiga abad 20, termasuk salah satunya di New York pada tahun 1917 dan Boston pada tahun 1927. Perusahaan Ritz Carlton saat ini seluruh sahamnya dimiliki Marriott Internasional. Perusahaan hotel Ritz Carlton saat ini kurang lebih mempunyai 38 ribu pegawai. Pusat pengelolaan Ritz Carlton berada di Chevy Chase...
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...French Accent - How to Turn Customer Satisfaction into Profits and Growth by Vincent Grimaldi de Puget January 13, 2003 There are reasons to believe that the cause of the backlash against capitalism-as-we-know-it is deeper than the robber baron scandals that have occupied the front pages in recent months. There is growing evidence that we are witnessing a shift away from blind consumerism, and marketers can do something to smooth the transition. The bottom-line pressure of always delivering more earnings – more than the previous quarter and year – can lead to misallocation of resources in the long term. Seeking to grow is fundamentally a good objective if the underlying economics can support it -- meaning productivity improvements and technological breakthroughs -- and if the expectations of customers, as human beings, keep being satisfied. Unfortunately, it is not always the case. In some markets, such as the US and the UK, the pharmacy, restaurant, and video store businesses, for instance, have largely consolidated from mom-and-pop shops to large standardized chains. Economically, consolidation seems to make sense since it initially brought customers a broader choice at lower prices thanks to economies of scale; and sometimes a predictably good customer experience, e.g., McDonald's and Burger King, Barnes & Noble and Borders, and Starbucks. Too often, however, consolidation meant that unmotivated, low-wage workers replaced devoted shop-owners; ignorance replaced knowledge...
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...CHAPTER 1: COST MANAGEMENT AND STRATEGY EXERCISES 1-24 Strategy; Real Estate Services (15 min) This exercise can be used to provide a good perspective for the students to see the role of cost management in solving business issues, and in placing the management accountant in more of a leadership role in the firm. It also provides an early motivation for the cost behavior issues to be discussed later in chapter 3 and chapter 8. The management accountant has a hunch that the company is about to take on a potentially damaging strategic initiative. This is a great opportunity to begin to play more of a strategic role in the company. The first step should be to obtain the relevant information about projected revenues and costs and do a careful analysis of the likely profitability of developing the new, smaller customers. Here’s how the case might be used in a class discussion. First, ask the class to identify the types of costs likely to be incurred by this company in providing its service. The answers are likely to include labor costs and materials for cleaning and maintenance, in addition to costs for maintaining the firm’s office. As these examples are given, put them on the chalkboard and collect 6 or 8 of them. Then, ask how each of these costs might differ between large and small customers. For example, the cost of cleaning labor and materials will likely be somewhat proportional to the square feet of space each customer occupies, so that cost projections...
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...ecognition Programs [pic] Nothing could be truer than J. Willard Marriott's adage, "If you take care of your associates, they will take care of the customer, and the customer will keep coming back..." This is one of Marriott International's most important and enduring principles. The company's Awards of Excellence program is one of the ways Marriott celebrates its associates and how the company especially honors those associates and business units that exemplify this legendary spirit to serve the customer, the community and coworkers. In 2011, we celebrate the 25th anniversary of this prestigious recognition program. [pic] |[pic] | |J. Willard Marriott Award of Excellence | | | |[pic] | | | |[pic] | | ...
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...2013 AnnuAl RepoRt Find Your WorldSM ONLINE. TOuR OuR INTERACTIvE ANNuAL REpORT AT MARRIOTT.COM/INvESTOR. MARRIOTT INTERNATIONAL , INC. A MESSAGE FROM OuR EXECuTIvE CHAIRMAN J.W. Marriott, Jr. Executive Chairman and Chairman of the Board There are so many ways to Find Your World at Marriott International. Our more than 3,900 hotels in more than 70 countries provide the stage for you to close that important business deal, take your loved ones on a beach vacation, or explore new destinations on a journey of personal discovery. For our guests and approximately 325,000 associates at headquarters and our managed and franchised hotels, we are working hard to help you meet your goals, whether it’s creating lasting memories or building on life’s successes. I am so proud of our company. Something I’ve noticed even more in my role as Executive Chairman is that Marriott’s history and culture are the foundation for our future. Our stakeholders recognize this, too. I am confident we’ll continue our success and come even closer to realizing our vision of being the best lodging company in the world. In 2013, our strategy delivered great results. We grew our portfolio, and had more hotels in the pipeline than any time in Marriott’s history. Our leadership teams created new opportunities for growth across the globe, from opening one of every five new rooms in the u.S. and setting us up for growth in Africa, to accelerating our growth in Asia and creating and launching...
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...Iowa State University Digital Repository @ Iowa State University Graduate Theses and Dissertations Graduate College 2014 A review of studies on luxury hotels over the past two decades Yin Chu Iowa State University Follow this and additional works at: http://lib.dr.iastate.edu/etd Part of the Advertising and Promotion Management Commons, Business Administration, Management, and Operations Commons, Home Economics Commons, Management Sciences and Quantitative Methods Commons, and the Marketing Commons Recommended Citation Chu, Yin, "A review of studies on luxury hotels over the past two decades" (2014). Graduate Theses and Dissertations. Paper 13913. This Thesis is brought to you for free and open access by the Graduate College at Digital Repository @ Iowa State University. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Digital Repository @ Iowa State University. For more information, please contact hinefuku@iastate.edu. A review of studies on luxury hotels over the past two decades by Yin Chu A thesis submitted to the graduate faculty in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Major: Hospitality Management Program of Study Committee: Liang (Rebecca) Tang, Major Professor Tianshu Zheng Fatma Baytar Iowa State University Ames, Iowa 2014 Copyright © Yin Chu, 2014. All rights reserved. ii TABLE OF CONTENTS Page LIST OF TABLES ....
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...| 2014 | | | [A service analysis of Southwest Airlines] | This document analyses the different aspects of service delivery by Southwest Airlines | Contents Introduction 3 Company culture 4 Competitor Analysis 4 Primary Adjunct Services 5 Secondary Adjunct Services 6 Customer Retention 6 Employee focus 7 Customer focus 8 Service model 9 Southwest Airlines Marketing Campaigns 10 Southwest Airlines Customers’ Stories 11 The Future 11 Introduction Southwest Airlines is America's largest low-fare carrier, serving more customers domestically than any other airline with a unique combination of low fares with no annoying fees, friendly Customer Service delivered by outstanding People, safe and reliable operations, and an extraordinary corporate Culture. They are headquartered in Dallas, Texas. The airline was established in 1967 and adopted its current name in 1971. The airline has 44,831 employees as of December 2013 and operates more than 3,400 flights per day. As of November 2014, Southwest Airlines has scheduled service to 93 destinations in 41 states, Puerto Rico and abroad. As of August 2012 Southwest is the largest operator of the 737 worldwide with over 550 in service, each averaging six flights per day. The reason for Southwest Airline's success is due to their low-cost model. The Southwest Airlines consists solely of Boeing 737s and offers only coach seats (there is no business or first class). Southwest Airlines also do...
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...they are very commonly used to provide a synthesized picture of an organisation’s culture. Eventually, this serves as a basis for the feeling of the shared understanding that members have about the organisation at hand, the way in which the members are expected to behave and the way in which things are done (Lok & Crawford, 1999). Commonwealth Bank has a good employee friendly organisation culture and is more or less a blend of the seven characteristics of organisation cultures. However, it is always better to avoid the flaws in each type of culture and adapt to only the meritorious attributes of these cultures. For this purpose, it is significant to analyse one’s own corporate environment and then figure out which blend of cultures suits best to the organisation as whole. The Bank focuses greatly on the incentivising the performance of the employees, in making the organisation more people oriented, getting a perfect mix of both innovative and stable organisation, in improving the collaboration and coordination amongst employees, in getting good quality results and outcomes for their customers to ensure better engagement with customers and ensuring optimum utilisation of all their resources or factors for the smooth functioning of the organisation. The Bank has already been working towards making the employees more and more acquainted with the culture of the company to...
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...www.hbr.org How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli, Harbir Singh, Jitendra V. Singh, and Michael Useem Included with this full-text Harvard Business Review article: 1 Article Summary Idea in Brief—the core idea 2 Leadership Lessons from India Reprint R1003G Leadership Lessons from India Idea in Brief The leaders of India’s biggest and fastestgrowing companies take an internally focused, long-term view and put motivating and developing employees higher on the priority list than short-term shareholder interests. To engage employees, these leaders create a sense of social mission that is central to company culture, encourage openness by developing and personally modeling systems that provide transparency, empower employees by enabling communication and pushing decision making down through the ranks, and invest heavily in training. These individual practices aren’t new, but Indian leaders combine them in a coherent package and give them consistent emphasis. The authors advise that Western leaders adapt this managerial approach to their own circumstances, pursuing in particular two readily achievable goals: investing in training, and strengthening social mission. COPYRIGHT © 2010 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. page 1 How the best Indian companies drive performance by investing in people. Leadership Lessons from India by Peter Cappelli...
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...Copyright Notice Staff and students of University of the West of England are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA licence which allows only students registered for the named module to: View and download a copy; Print out a copy. Please note all other staff and students are only entitled to browse the material and should not download and/or print out a copy This Digital Copy and any digital or printed copy supplied to or made by you under the terms of this Licence are for use in connection with this Course of Study. You may retain such copies after the end of the course, but strictly for your own personal use. All copies (including electronic copies) shall include this Copyright Notice and shall be destroyed and/or deleted if and when required by the University of the West of England. Except as provided by copyright law, no further copying, storage or distribution (including by e-mail) is permitted without the consent of the copyright holder. The author (which term includes artists and other visual creators) has moral rights in the work and neither staff nor students may cause, or permit, the distortion, mutilation or other modification of the work, or any other derogatory treatment of it, which would be prejudicial to the honour or reputation of the author. Designated person authorising scanning: Anne Petrie Module: Managing Human Resources Module no: UMPCYC-15-M ISBN/ISSN:...
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...current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm ER 29,6 Talent management strategy of employee engagement in Indian ITES employees: key to retention Jyotsna Bhatnagar Human Resource Management Area, Management Development Institute, Sukhrali, Gurgaon, India Abstract Purpose – With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design. Design/methodology/approach – The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings – The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated...
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...Fast food restaurant manager: Job description A fast food restaurant manager is essentially a commercial business manager, with ultimate responsibility for safeguarding the financial success of a specific outlet and maintaining the reputation of the company. The role has a strong hospitality element, ensuring that the restaurant delivers high-quality food and drink and good customer service. However, it also includes activities common to business managers within any sector, including overseeing marketing, sales, operations, finance and human resources. In some organisations, management is on a relatively large scale, as some restaurants have a turnover of more than £1million and more than 50 staff. Typical work activities The concept of fast food no longer conjures up images of burgers and pizza. Coffee houses, sandwich shops and even sushi bars are now considered to be fast food outlets. The managers of all these establishments, regardless of their end product, face similar responsibilities, including: * operational management: organising stock and equipment, ordering supplies and overseeing building maintenance, cleanliness and security; * financial management: planning and working to budgets, maximising profits and achieving sales targets set by head office, controlling takings in the restaurant, administering payrolls, etc; * people management: recruiting new staff, training and developing existing staff, motivating and encouraging staff to achieve targets...
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...Crafting a Compelling Employee Value Preposition for Tata Motors This case has been prepared by Tata Motors Corporate HR for TML Case study competition- ‘Mind Rover’. This case study is recommended for being used for the ‘Mind Rover’ case study competition only and does not illustrate either correct or incorrect handling of an administrative situation. No part of this case can be used, reproduced or distributed in any manner without the approval of Tata Motors. Crafting a Compelling Employee Value Preposition for Tata Motors 2 As a part of his induction Prabir had visited Tata Motors’ manufacturing & assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune. He met employees at not just these manufacturing units but also the sales and marketing offices across the country and the R&D centres. “I think we are doing just the right things that any company should. However, I find one best practice in one location is very different from how it is practiced in another location. As someone who is still new to the culture, I am still to discover ‘One Tata Motors’ way of doing things when it comes to employee initiatives”. He had commented. Having said that, the average attrition rate of 9%, was way below the industry average of 13.3%. There were employees who had been in the system for 24 to even 35 years and they carried a lot of tacit knowledge. This needed to be transferred and documented for the next gen. What bothered Prabir was there were still some quarters...
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