HR2015 – Work and Organisational Change.

Added on - 20 Sep 2019

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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 theEnglish Lake District with wonderful views of the surrounding fells, the perfectlocation for hiking, sailing and leisurely walking in the countryside. MichaelDavies owns the hotel, a local businessman who has managed theestablishment for the past five years. The key to the success of the businesshas been maintaining a high quality of service and hence guests come backtime and time again. People often stay at the hotel at least twice a year fortwo to three days at the time with weekends being the busiest period, evenduring the winter months. The establishment is extremely popular withfamilies, 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 onehundred staff is employed at the hotel.Two duty managers co-ordinate the day-to-day operational management ofthe hotel, one manager being responsible for personnel and front of houseactivities and the other manager co-ordinates the food and beverageoperation. 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 hasresponsibility for their department and to ensure that all staff are totallyfocused on customer service and indeed exceeding the expectations of theguests. Training is important at the hotel and all employees have theopportunity to study for NVQ qualifications in their particular area, this is co-ordinated by the local College. Management training has been ad-hoc and apotential area for improvement. All new staff attend ‘Welcome Host’ acustomer 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 theInvestors in People national quality standard, which places the training anddevelopment of people as being crucial for an organisation to achieve itsbusiness goals. After gaining accreditation for the standard over the pastthree years at a recent re-inspection the organisation failed two standards(performance measurement and continuous improvement) set by theassessors. Also a number of serious complaints have been drawn to theattention of the owner and he is now extremely concerned about the decline instandards. Complaints include: One irate lady guest complained (‘this hotel islike a brothel’) and indeed left the hotel after pornographic magazines werefound in the room, this has happened on four occasions over the past twelvemonths. It was also pointed out that the leisure club lacked the ambience of ahigh-class establishment with cleanliness problems and an un-imaginative setof activities classes. A recent complaint regarding food quality and restaurantservice standards has been another clear cause for concern.1
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