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HR2015 – Work and Organisational ChangeAssignment 1: Case Study – The Lakeside Hall HotelThe 4 Star Lakeside Hall Hotel is situated on the shores of Windermere in the English Lake District with wonderful views of the surrounding fells, the perfect location for hiking, sailing and leisurely walking in the countryside. Michael Davies owns the hotel, a local businessman who has managed the establishment for the past five years. The key to the success of the business has been maintaining a high quality of service and hence guests come back time and time again. People often stay at the hotel at least twice a year for two to three days at the time with weekends being the busiest period, even during the winter months. The establishment is extremely popular with families, couples requiring a relaxing break and the over 55’s. A two night staystarts from £190.00 per person for dinner, bed and breakfast. Around one hundred staff is employed at the hotel.Two duty managers co-ordinate the day-to-day operational management of the hotel, one manager being responsible for personnel and front of house activities and the other manager co-ordinates the food and beverage operation. Both managers have responsibility for six department heads (Reception Manager, Head Chef, Leisure Club Manager, Head Housekeeper, Restaurant Manager and Bars Manager). Each department head has responsibility for their department and to ensure that all staff are totally focused on customer service and indeed exceeding the expectations of the guests. Training is important at the hotel and all employees have the opportunity to study for NVQ qualifications in their particular area, this is co-ordinated by the local College. Management training has been ad-hoc and a potential area for improvement. All new staff attend ‘Welcome Host’ a customer service course that is delivered by Cumbria tourism.On the whole it was felt that the hotel operated extremely smoothly. However, recently a number of problems have been highlighted. The hotel had the Investors in People national quality standard, which places the training and development of people as being crucial for an organisation to achieve its business goals. After gaining accreditation for the standard over the past three years at a recent re-inspection the organisation failed two standards (performance measurement and continuous improvement) set by the assessors. Also a number of serious complaints have been drawn to the attention of the owner and he is now extremely concerned about the decline instandards. Complaints include: One irate lady guest complained (‘this hotel is like a brothel’) and indeed left the hotel after pornographic magazines were found in the room, this has happened on four occasions over the past twelve months. It was also pointed out that the leisure club lacked the ambience of a high-class establishment with cleanliness problems and an un-imaginative setof activities classes. A recent complaint regarding food quality and restaurant service standards has been another clear cause for concern. 1
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