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Process Changes in Hotel OperationsIntroductionThis paper will describe one of a number of successful changes to the processes of operating a hotel. Every business will experience change, whether intentionally in order to improve its profits, products, or performance, or unintentionally through outside circumstances such as economic conditions or government regulations that affect the business. Just as there are many different causes for change, there are many different forms change can take. Changes can be made in the way a business is organised, in the people who make up the organisation, or in the way the organisation does business.

In this paper, an important change that affected several different processes and departments within a hotel are discussed. In order to effectively describe this change, a description of the organisation and functions of the hotel will be given first, along with the reasons for the proposed change to the operations, and the objectives that change were intended to achieve. The process by which the change was implemented and managed will be described in detail, along with the positive and negative affects it had on different parts of the hotel’s organisation.

In conclusion, the results of the change will be assessed, with emphasis on areas where the change process might have been improved. The Chang Cheng Hotel The subject of this study is the Chang Cheng Hotel in Yongzhou, Hunan, China, where I was an Assistant Manager at the time the change was made to our operations. In this position I was responsible for supervising the staff and making decisions according to our hotel’s policy during the times that the General Manager, who was my immediate superior, was not available.

This role allowed me to experience the change process in great detail, but also required me to accept a large part of the responsibility for making the process successful. The staff of the Chang Cheng Hotel was organised into five departments, each with its own manager who reported to the General Manager: Guest Services: This included the Front Desk staff, the Concierge, the Bell-Men and Valets, and two ladies who were responsible for reservations and room bookings. Food & Beverage: This department had two parts, the Restaurant staff and the Meetings & Banquet staff.

The Meetings & Banquet staff also worked in close co-operation with the Guest Services department in the scheduling of the various business and social gatherings hosted in our hotel. Housekeeping: This department included the maids responsible for keeping the rooms and common areas of the hotel clean, and the staff of the laundry. Maintenance: This four-man department was responsible for repairs and maintenance of the building and facilities, as well as other duties such as maintaining the outside grounds. Administration: This was the office staff that handled such tasks as billing and accounting, payroll, and personnel management.

The Chang Cheng Hotel has long been a successful and popular hotel, but the economic good fortune and increase in international business and tourist visitors to our city had encouraged the building of new hotels. Facing new competition, the owners of the Chang Cheng Hotel directed that strong measures be taken to improve our services to meet international standards and attract more guests, but at the same time they wished to increase the hotel’s profitability. We could certainly attract more visitors, but if our costs remained the same or increased because of the added business, then we would not be able to meet the second part of the owners’ order.

Therefore, our real challenge was to find ways to reduce our costs and make our operations more efficient.

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