The paper 'Organisational Audit and Recommendations for Hotel Altamont Sydney" is a good example of a management case study. Hotel Altamont Sydney is a boutique hotel situated in Darlinghurst, Sydney. It is strategically situated, as it is accessible to the beaches, Sydney Harbour, Oxford Street, and Kings Cross. By description, it is a stylish boutique hotel with an outstanding sense of heritage. While it does not have its own restaurant, it offers continental style dishes in its cafe. It also has a full bar service. It has relatively basic deluxe and standard rooms, as well as refurbished and well-equipped bathrooms (Chipperfield 2014).
Due to the stiff competition in the hotel sector, Hotel Altamont decided to reinvent itself to offer the particular needs of its customers. As a boutique hotel, it offers a unique experience to its customer-based compared to the traditional hotel services. Still, while it appears to have greater potential, several factors have affected the whole operation of the tourism and hospitality industry. This assessment seeks to analyze the operational challenges within the context of Hotel Altamont before offering strategic recommendations. Analysis of Hotel Altamont After the Hotel Altamont, it identified the changing faces of luxury travellers.
It targets male and female travellers between the ages of 25 and 45 years. It largely appeals to the customers who like trendy restaurants, and creative individuals. Hotel Altamont is frequented by musicians, art lovers, middle-aged couples, as well as customers who look to stay at the hub of Sydney’ s café community. The guests may stay in the hotel for work or purposes of leisure since the hotel also provides conference facilities and long-stay rates. Traditionally, the luxury hotel patrons have largely been males aged averagely 49 years who have an annual income that exceeds AU$200,000.
They mostly frequent luxury hotels in search of indulgence, entertainment, and excitement. Instead of concentrating on complimentary amenities to attract customers during low seasons, the hotel centres on strengthening its positioning as a boutique hotel by providing guests with unparalleled cultural experience not found in its competitors. Labour and skills shortage The labour and skills shortage implies the paucity of workers to address the needs of a growing market. Following the steady growth of the hotel sector, Hotel Altamont’ s management expects to provide quality services and to benefit from higher productivity in order to meet the diverse needs of customers.
Several factors in the industry have made Hotel Altamont be vulnerable to the imminent crisis such as high turnover rates in the industry, and inflexible working hours. To prevail over the looming crisis, Hotel Altamont has concentrated on hiring the right skilled labour force through aggressive recruitment programs where the candidates are taken through retraining programs. Hotel Altamont initiated diversity management to appreciate the existing differences in its diverse workforce employees.
On an area of diversity management, it has excelled include hiring immigrants and seasonal labour force from various multiethnic backgrounds. Currently, it has an innovative HR programme focused on retaining its diverse seasonal labour force consisting of 25 employees from more than 10 ethnic groups in and outside Australia. Currently, there is a large inflow of immigrants into Australia, which Hotel Altamont targets. It also appreciates that a large fraction of the Sydney population consists of immigrants. Still, its frontline employees are mostly English-speaking rather than multilingual personnel
ABS 2010, The global financial crisis and its impact on Australia. Australian Bureau of Statistics, viewed 5 Feb 2015,
Bethapudi, A 2013, "The Role of ICT in Tourism Industry," Journal of Applied Economics and Business vol 1 iss 4, pp.67-79
Buultjens, J & Cairncross, G 2009, “The Australian hospitality industry's response to formalised enterprise and individual bargaining prior to the Rudd government," Journal of Hospitality and Tourism Management vol 16,
Chipperfield, M 2014, “Hotel Altamont, Sydney, Australia: review," The Telegraph Travel, viewed 5 Feb 2015,
Cullen, S, Seddon, P, and Willcocks, L 2005, “Managing outsourcing: the lifecycle imperative,” MIS Quarterly Executive, vol 4 no 1, pp.229–246
Economy Watch 2010, Australia Economy. Economy Watch, viewed 5 Feb 2015,
IBIS World 2014, Tourism in Australia: Market Research Report. IBIS World. Work Permit, (2012). Australia experiencing shortage of hospitality and tourism workers – Apply now!, viewed 5 Feb 2015,
Knani, M 2014, "Ethics in the Hospitality Industry: Review and Research Agenda," International Journal of Business and Management vol. 9 no. 3, pp. 1-8
Lamminmaki, D 2010, “An examination of factors motivating hotel outsourcing," Griffith Business School Discussopm Papers Accounting no. 2010-01
Mensah, I 2007, "Environmental management and sustainable tourism development: The case of hotels in Greater Accra Region (GAR) of Ghana," Journal of Retail and Leisure Property vol. 6, pp.15–22
Service Skills Australia 2013, Tourism, Travel and Hospitality, viewed 15 Jan 2014,