Managing Quality in Hospitality, Tourism and Events

This presentation discusses the concept of quality management in the hospitality, tourism, and events industry. It explores the reasons for poor quality and provides recommendations for West Ham United Football Club. The presentation also introduces the PDCA cycle as a tool for improving performance.

Managing Quality in
Hospitality, Tourism a
nd Events

Table of content
 Introduction
 Identification and description of the concept of quality
management
 Reasons for poor quality
 Recommendation to West Ham United Football Club
 Conclusion
 References

Introduction of West Ham
• West Ham United Football Club is Currently located in Stratford, East London,
England.
• The club was founded in year 1895 by Arnold Hills and Dave Taylor.
• In the year 2000 was established as a Premier League and it was relegated in the
year 2003. In 2005 it returned to the premier league led by Alan Pardew
• Ever since amidst a lot of positives and negatives the club moved to the 57000
seater Olympic Stadium of London for a lease of 99 years
• The club was among the eight highly performing teams in revenue terms in the 20
team comprising premier league. (Deloitte Money League, 2017)

Meaning of Quality
• Crosby(1989) argues that goodness is un measurable, the quality described as
conformance to requirements is measurable
•Quality has been defined as excellence (Tuchman,1980),value (Feigenbaum,1951),
conformance to specifications (Shewhart, 1931; Levitt, 1972), conformance to
requirments (Crosby , 1979), fitness for use (Juran, 1974; 1988), product desirable
attributes (Leffler, 1982), loss avoidance (Taguchi, 1987) and meeting customer
expectation (Ryall and Kruithof, 2001; ISO 900, 2005) (see Appendix 1).
•Quality is a situation when a set of inherent characteristics consistently fulfil the
continuously changing requirements of organization’s customers and other stakeholders

Evolution of quality
Evolution of quality can be described with the help of different
stages all of them are as follows:
Inspection
Quality control
Quality assurance
Total quality management
(DTI, 2005)

Role of Quality gurus in the evolution
of quality
(DTI, 2005)

Concept of quality management
It can be defined as the process of overseeing all
the operational and executional activities that re
performed by an organisation in order to fulfil
demands and requirements of its customers.
Currently it has become more difficult to manage a
football club because all of them are converting in
to companies nowadays and growing as well
(Alvarez, Yuksel and Go 2016).

•This presentation is mainly based on West Ham United Football
Club which was founded in year 1895 and incorporated as a
company in year 1900.
•It has decided to move towards Olympic Stadium as it was facing
ups and downs in its home town.
This decision was taken to accomplish the goal of financial
advantage but it haven't resulted as as it was planned (Lu and
Stepchenkova, 2015).

Reasons for poor quality
•West Ham United Football Club was moved to London Olympic
Stadium for financial advantage but it doesn't work for it the way it
was planned.
•It has not translated its success on the field. The club had poor
season after leaving the home ground. There are various reasons
for poor quality performance of West Ham ( Camillo, 2015).

Sudden field change
• The club was moved from its home ground to London
Olympic stadium.
• The club members were not able to adjust themselves
according to the ground. It has affected their performance at
the stadium.
It is not possible for the players to change their behaviour or set
them self frequently for a new place where they have to play in
future. (Du Plessis, Saayman and Van Der Merwe, 2015)

Solution
•This problem can be resolved by taking strict action against the
wrong decision that are taken previously and resulted negatively
for the organisation.
Management should address the problem and communicate to the
fans in terms of how they are going to address the problem
concerning the stadium (Peng, J., Zhao, X. and Mattila, A.S.,
2015).

Disconnection between board and
fan base
As the club shifted to the London Olympic Stadium then the fans
felt that they have been sold a lie and all of this affected their
connection between the board and fan base.
When number of fans of West Ham United Football Club started
to decline then it has reduced the motivation level of the players
and their performance went down (Jeon, M. M., Kang, M. M. and
Desmarais, E., 2016)

•As there are no supporters remaining for the team then moral of
all the members get reduced and they were not able to perform
effectively.
•All the fans became frustrated, angry and disappointed from the
performance of club and no one left in the stadium to cheer.
The teams were not getting support of public which affected their
work quality and poor performance (Sharpley and Stone, 2014)

Solution
•This problem can be resolved by enhancing performance in the
ground. For this purpose PDCA cycle can be used by the
organisation.
•Disconnect between the fans and management should be
addressed by prioritizing the problems
Management needs to make sure that the motivation needs to be a
regular routine (Buning and Gibson, 2016)

Poor decision making abilities
• The decision making ability of the top authority of West Ham
United Football club was not good and all the board members
failed to accomplish the goal which was set by them.
• Moving decisions was taken to get financial advantage but it
haven't worked out as they way it was planned.
The formed judgement was not right for club and it is the main
cause of poor performance of club. (Gursoy and Sandstrom, 2016)

Solution
•This problem can be resolved by analysing that the decision that
are taken previously are good for the organisation or not. If these
are not good then the top authority can make changes and put more
efforts to take right decision for the organisation.

Recommendation to West Ham United
There are various reasons of poor performance of the club and for
the managers it is very important to find the best and appropriate
ways to enhance the work quality of club. It has been
recommended to the organisation to implement PDCA cycle so
that the performance of it can be intensified (Woo, E., Uysal, M.
and Sirgy, M. J., 2018)

PDCA Cycle
Plan: In this step first of all the problem is required to
be analysed and assessed. Secondly appropriate
strategy is formulated to resolve it. It can help to
find out the problem of poor performance by
figuring out its cause.
Do: The managers may test the potential solution of
the problem in this step and then possible results of
implementing it can be assessed.
(Zhong, L., Wu, B. and Morrison, A. M., 2015)

Check: In this step results of the solutions are studied and their
effectiveness to deal with the issue is also analysed.
Act: If results of solution are appropriate and impressive then at
last the managers of West Ham can implement it in order to
resolve the issue of poor performance of club.
( Van der Wagen, L. and Goonetilleke, A., 2015)

Conclusion
From this presentation it has been concluded that for all the organisations
it is very important to maintain the quality of operations so that profits
can be maximised. If performance of a company is weak then total
quality management approaches such as PDCA can be implemented.
This technique may guide to find problems and their solutions. If
proposed solutions are appropriate then it can be implemented by
business entities to enhance performance and maintain its attributes.

References
Evans, N., 2015. Strategic management for tourism, hospitality and events. Routledge.
Kayat, K. and Abdul Hai, M., 2014. Perceived service quality and tourists' cognitive image of a
destination. Anatolia. 25(1). pp.1-12.
Ryall, J. and Kruithof, J. 2001. The Quality Systems Handbook. Australia: Consensus Books
Feigenbaum, A. V. 1951. Quality control: Principles, practice, and administration. New York:
McGraw Hill. Shewhart, W. A.1931.Economic Control of Quality of Manufactured Product. New
York :Van Nostrond Leffler, K. B. 1982. Ambiguous Changes in Product Quality. The American
Economic

Continued...
Alvarez, M. D., Yuksel, A. and Go, F. eds., 2016. Heritage tourism destinations: preservation,
communication and development. CABI.
Lu, W. and Stepchenkova, S., 2015. User-generated content as a research mode in tourism and
hospitality applications: Topics, methods, and software. Journal of Hospitality Marketing &
Management. 24(2). pp.119-154.
Camillo, A. A. ed., 2015. Handbook of research on global hospitality and tourism management. IGI
Global.
Peng, J., Zhao, X. and Mattila, A. S., 2015. Improving service management in budget hotels.
International journal of hospitality management. 49. pp.139-148.
Jeon, M. M., Kang, M. M. and Desmarais, E., 2016. Residents’ perceived quality of life in a cultural-
heritage tourism destination. Applied Research in Quality of life. 11(1). pp.105-123.
Sharpley, R. and Stone, P. eds., 2014. Contemporary tourist experience: Concepts and consequences.
Routledge.

Continued...
Du Plessis, E., Saayman, M. and Van Der Merwe, A., 2015. What makes South African tourism competitive?.
Buning, R. J. and Gibson, H. J., 2016. The role of travel conditions in cycling tourism: Implications for
destination and event management. Journal of Sport & Tourism. 20(3-4). pp.175-193.
Gursoy, D. and Sandstrom, J. K., 2016. An updated ranking of hospitality and tourism journals. Journal of
Hospitality & Tourism Research. 40(1). pp.3-18.
Woo, E., Uysal, M. and Sirgy, M. J., 2018. Tourism impact and stakeholders’ quality of life. Journal of
Hospitality & Tourism Research. 42(2). pp.260-286.
Zhong, L., Wu, B. and Morrison, A. M., 2015. Research on China's tourism: A 35‐year review and authorship
analysis. International Journal of Tourism Research. 17(1). pp.25-34.
Van der Wagen, L. and Goonetilleke, A., 2015. Hospitality management, strategy and operations. Pearson
Higher Education AU.

Thank You