Tourism And Hospitality Services Management: Case Study On A Sunny Resort

Introduction

After reading and analyzing the key point, concept, comparing and doing a literature review. I have received some of the issues faced by the resort on the service perspective. The sunny resort has faced an issue on leadership, service culture, service failure, and empowerment. The issue has arisen due to a lack of leadership skills by the operator tom and Laura Lunsford. Laura and tom are failing to generate and create the best customer value over the time which can take the business to the auction. I am going to explain the issues and solution together on this situation as follows:

1) The overarching goal for everyone in hospitality leadership is meeting and exceeding the needs of guests. Whether your current business focus is front-end management, human resources, or food and beverage service, certain best practices are effective in all types of hospitality leadership.

Innovative Leadership: tom and Laura Lansford should be like Innovative leaders who are always learning. By being willing to share the leadership spotlight, which will increase the chances of finding great ideas. Work on leadership, time management, and people skills constantly and push to grow and expand possibilities that tom and Laura have. Let’s take a deeper look at what leadership means within the industry. Willingness to Adapt Creativity and innovation are important leadership traits in the hospitality industry. Great leaders regard everyone with respect. In the competitive environment of the hospitality industry, business needs the advantage to stand out and attract more customers. Developing leadership skills takes time and practice, but if tom and laura are willing to be flexible, build a great team, and look for ways to innovate they’ll start to see improvements and guests will notice as well. Business leaders emphasize the value of exceptional customer service in achieving guest satisfaction, repeat business, and excellent word-of-mouth advertising through social media and review sites like TripAdvisor. Employees like to be challenged and want to feel like they are a vital part of the team. Some managers persist in micro-managing team members, but leaders know how to get out of the way and let people do their job. Hospitality is mostly about face-to-face interaction, but leaders take action in any way possible. This approach benefits customers, of course, but it also leads to happier and more fulfilled employees. To be successful in building and overseeing a team, a leader must understand the big picture. The good leaders should be a focus on service profit chain which means that good service into profitable. Tom and Laura only achieve this if they increased focus on empowering their employees. The operator can accomplish by connecting a front liner worker with effective leadership through collaboration. The key point leadership should focus on having good customer feedback, having good employee feedback, having a good process of input to get output and take action.

2) a. tom and Laura should follow some key aspects to address service failure in a sunny resort. The leadership quality of managers: Managers should be able to apply their leadership skills in motivating, supervising, and correcting the operations and actions in the organization to ensure higher customer satisfaction and minimum service failure. The major reasons for service failures include the strategy of the management, leadership quality of managers, and instincts of employees. The behaviour of leadership and management towards employees is often incongruent with the customer service initiative. Sometimes customer service fails because of doing something, at other times because of not doing anything. Service failure can range from bad quality to rude behaviour to late delivery. Also, provide them with full information regarding the cause of the service failure. Everyone faces service failure now and then. Not every service failure can lead to greater service recovery. Service failure is a very common scenario, but recovering from such failures is one of the most challenging tasks that management faces. And that’s what customers do when their service failure is not handled properly. Service failure is the opposite of customer satisfaction. Typically, when a service failure occurs, a customer will expect to be compensated for the inconvenience in the form of any combination of refunds, credits, discounts, or apologies. But service failure and service recovery help to develop a better customer relationship and increase customer loyalty as they feel they are being heard. A service failure, simply defined, is service performance that fails to meet a customer’s expectations. Management should be able to plan and strategize company policies and operations so that every aspect of the business is well-organized to reduce the chances of service failure. Service failure refers to not being able to perform the service that a company has promised, and service recovery refers to compensating and recovering the damage that has been done.

2b) the crucial role of leadership Many CEOs have risen to the top as experts in their industries, not as experts in building a service culture. New team members feel welcome and inspired to contribute to your service culture. A service culture also creates a better place to work. The power of senior leadership to set the vision, reward success, remove roadblocks and role model and correct behaviour cannot be delegated to others. In many organisations, customer surveys to measure ‘satisfaction’ have become entrenched and self-sustaining, generating mountains of data without a corresponding volume of valuable actions. Service role modelling Engaging service vision (Widely embraced and believed, an engaging service vision energises everyone in the organization). Building a superior service culture does not need to cost more money. A strong service culture leads to sustained improvements to customer experience, and sustainable competitive advantage for the sunny resort. A strong service culture tends to reduce costs as internal service improves. Building an uplifting service culture requires everyone to take responsibility, understand, and play their roles with clarity and vigour – from the top-down, and the bottom up! To successfully – and sustainably – differentiate based on service, improving customer experience must be the responsibility of an entire organization, not only a customer service department. Service education, not training Many organisations spend heavily on customer service training, then wonder why no substantial improvements are made or why enthusiasm stalls shortly after training. Focusing on service means an organisation can create more unique experiences that customer’s value. Toma and Laura as a manager and frontline staff consistently provide superior service to customers and each other. This leads to opportunities for higher margins and helps create relationships with customers that last longer — and become more profitable over time.

3a) in some extent I agree with Granada as the younger folk learn quickly but in an overall result can be different .all the generation of people have different and ability and different thinking so as you know that documents sat on the manager’s desk in a pile until she had time to review them. The empowered organization operates in a team-based structure in which each development team has the authority and autonomy to determine the features and capabilities of their product. The operator can do this in conjunction with the overall technology leadership and with serious input from the marketing team. Empowered employees, who are operating within an organization’s strategic framework that includes mission and goals, increase the productivity and effectiveness of the workplace. They required their staff members to obtain a manager’s signature on every document related to hiring a new employee. The work organization has the responsibility to remove barriers that limit the ability of staff to act in empowered ways. The time problem was brought to the manager’s attention and the fact that their action impeded empowered behaviour. The best success will result from empowered employees taking action—not waiting for permission. Empowerment is the process of enabling or authorizing an individual to think, behave, and take action, and control work and decision-making about their job in autonomous, independent, self-directed ways. Empowerment Examples Empowerment in the workspace can take many forms as can be seen in the following examples. The manager fostered empowerment by telling employees they no longer needed his signature unless the hire involved extraordinary circumstances or an executive position. People think that someone, usually the manager, has to bestow empowerment on the people who report to them. Think of empowerment, instead, as the process of an individual enabling himself to take action and control work and decision making in autonomous ways employers and employees both have unrealistic perceptions about what empowerment is and how it’s supposed to work in real-time. Releasing Control of the manager in the Human Resources department added weeks to the process of hiring new employees.

3b) Employee empowerment is one of the most important concepts in total quality management. How Does Empowering Employees Lead To Quality? While the actual practice of employee empowerment varies across organizations, empowerment is based on the concept of job enlargement and job enrichment. Management must recognize the potential of employees to identify and to derive corrective actions to quality problems. Many companies have ventured into a participation-style of management by involving employees in problem-solving and decision-making processes. Without quality, an organization can survive but it can’t/won’t reach its optimal earning potential. Quality can be defined as meeting or exceeding customer expectations which is one of the key dimensions of customer value. These suggestions could relate to improvements in the job, the product, the work atmosphere, or the company as a whole. Good consistent quality can give the sunny resort a competitive advantage and will lead to lower costs and higher profits. The basic philosophy of total quality management is to involve every employee in the organization along with its suppliers and distributors to improve quality and thus enhance customer satisfaction. Quality is important because it measures the viability of the organization. It enables them to make their own decisions when it comes to their job without having to get permission from upper-level management. Quality is an important factor for organizations because it means management is better able to compete on both price and quality, yielding better customer value. Also very important is that by empowering your employees you are giving management more time to spend engaged in visioning, nurturing, broad-based thinking, and focusing on quality. An organization that has poor quality will find its reputation quickly deteriorating and it is very difficult to regain integrity once it has been destroyed.

Conclusion

The sunny resort needs to learn that empowering employees to improve their performance requires a fundamental shift in the entire organizational culture – a much bigger job than it was initially perceived to be. Empowerment makes employees feel better about their jobs and themselves. Findings suggest that self-management, work environment, and leadership are reliable predictors of employee empowerment in the hotel sector.