MANAGING PRODUCTIVITY THROUGH PEOPLE
Leadership styles of managers at different levels in two separate departments in the hotel
Tango Hotel Taipei is managed at different levels to ensure that there is effective management across all the responsible departments to provide the customers with the best experiences at the hotel. The leaders at different levels employ different kinds of leadership styles to ensure the customers are not disappointed through the provision of the best corporate climate (Mind Tools 2016). The managers understand that the process of management is not an unstructured exercise basing on their different intuitions. The managers have undertaken specific leadership styles to ensure they increase the overall profitability of the hotel. These have enabled them to have a significant influence on the employees geared towards the achievement of their stated objectives. To ensure they positively influence the employees, the leaders have adopted several leadership styles that affect their success within the hotel.
Leadership styles Employed in the hotel depend on the levels of the managers at separate departments within the hotel. At the sales and production department, the leader employed the democratic type of leadership in which the leader has built up a consensus through allowing effective participation of all the staff members. The leader allows active participating of the employees in the decision-making process (Clark, 2015). The main aim of this type of leadership style is to ensure the team members and the staff, in general, participates in the decision-making process, planning and setting the objectives of the department. The observable outcome for this type of leadership style is that there is a clear drawing of the staff’s knowledge and skills as it has created a team that is committed to meeting their set objectives. The leader has tapped the collective wisdom of the staff members making visible the collective results of better performance in the hotel.
Within the same department, the other manager has employed the style of coaching the employees to ensure there development for the future development of the hotel. At this level, the manager shows the employees how to improve their performance and what is expected of them in positively developing the hotel. The style aims at helping the hotel employees connect their respective goals and objectives to those of the hotel. The leader is aimed at showing the employees the power of innovation as well as developing their individual professional development. The most observable outcomes for these type of leadership style is visible on the already built lasting personal strengths of the employees as it is seen in their performance. All the employees are successful both at the personal level and at the working level with very minimal cases of defiance, unwillingness to change, and the lack of proficiency at the management level.
At the human resource department, the top level leader has employed the authoritative style of leadership. The leader has the need to mobilize the people towards a common goal while staying focused on the end goals of the hotel. The leader has set high standards in the recruitment process of the employees and obsessive about doing things faster, better and requires all the people to work harder to ensure better performance. The main aim of this type of leadership style is to ensure the best recruitment of staff members through exposing them to the substantial pressure that will enable them to work best under any conditions within the hotel. The observable outcome of this type of leadership is that the new members of staff can work under any pressure effectively to produce the desired results. The leader has overall control over the employees and monitors their activities minimizing irregularities and ensuring they are recruited, trained and allowed to work in alignment with the company’s objectives. The control function of the leadership has clearly been achieved through this style of leadership (Mind Tools, 2016).
Within the human resource department, there is an affiliate leader who uses the style of affiliation to create an emotional bond between the members working under him. The leader considers and acknowledges the fact that the people come first and there ideas are of great importance to the organization. The main aim of this leadership style is to ensure the employees are working at their best during the times of stress. The styles also enable the employees to heal from any emotional trauma that is caused during their work. The observable outcome for this type of leadership is that there is an interactive association between the leaders, team members and all the staff members. The staff has trust for each other and works together in harmony. The social and emotional distance between the leaders and their subordinates is less because of the decreased social status and power inherent in their respective positions (Johnson, 2016).
Comparison of the induction and the socialization process of new employees in the hotel (including self) for two separate departments
The induction and socialization process within Tango Hotel Taipei have been effectively designed to welcoming new employees and giving them the basic information about the operation of the hotel. The induction process assists the newly recruited employees settle down as quickly as possible and to familiarize us with the hotel environment with ease. On the other hand, the hotel uses the socialization process to enable the newly recruited employees to acquire knowledge, social skills, language and the value they require to conform to the norms of the hotel and the various roles that are required for our integration into the hotel community (Chand, 2015).
The induction process exposed us to a program of training that was delivered as a way to help us incorporate well within the hotel, both as a productive part of the institution as well as socially among the other members of the staff. The induction process consisted of three notable processes. There was the general orientation by the staff, which gave the new recruits general information about the hotel, its history, and operations. Personally, the activity helped me in building some pride and interest towards the hotel. Within this department, the new employees were shown around the department, and each of us introduced to our workstations. The location of the different facilities and equipment that were required for use in the hotel were shown, these included both the hotels specific customs as well as the practices (Sothea, 2013).
In contrast, the socialization process within the department ensured that we both acquire the attitudes, knowledge and behaviors that are required for successful participation in the hotel’s activity. The socialization process in the hotel is an ongoing process that lasts for over two years. The process is used to represent a sense-making procedure that helps the newly hired employees adapt, form a wide range of working relationship and find the relevant place within the hotel. The socialization process included three main phases as well. The new recruits were exposed to participatory socialization (Clark, 2015). This involved interacting with the various representatives of the hotel, which included the recruiters and the managers. As a new hire, I was able to develop different expectations about the hotel. The second step involves the encountering of the job itself. The new recruits start learning about the job and receive constant training from the other members of the staff. Within the hotel, the managers often use their influence to help new employees understand their various roles, duties, and responsibilities. The leaders stressed the importance of experience through calling upon the newcomers to cultivate a high quality working relationship. As time went by, I started feeling comfortable with the demands of the work and the different social responsibilities required to creating a conducive work environment. I am interested in the company’s evaluation process to assess my performance altogether with learning about the career opportunities within the hotel (Mind Tools, 2016).
The main similarity I was able to point out in the induction and socialization process was the execution process. The success of the training program for the newcomers as well as the management’s major concerns involved the execution of both the induction and the socialization process. There was a visible delay in both the induction and the socialization process, and I was able to figure out that the main reason for the delay in the processes could be a financial constraint (Sothea, 2013). The management reveled that the hotel finds it costly to arrange both the socialization and induction programs for every new entrant into the hotel. Both the induction and socialization process allow the entrants adjust to the working environment, and they are both legal procedures that are required to be carried out. Both of the processes take place within the same duration of time and ensure the new employees are satisfied with the working environment.
Basing on my individual findings of Tango Hotel Taipei I can make recommendations to the effect that the induction and socialization process programs are essential for the hotel success. For that reason, the hotel needs to deliver the programs timely trough analyzing the various effects that delays cause on the new employees in the non-financial terms. The hotel can be able to grow and effectively address the needs of the clientele when the new employees have the capabilities are continuously acquired retained and often sharpened in comprehensive secondary training programs. It should be made clear that the socialization and inducting processes are not only the responsibility of the training development division but also the general responsibility of all the subordinates and the managers to ensure the new employees are at the same level. There is a need for the hotel management to devise ways of securing financial resources to ensure effective commitment of executing the two processes by allocating sufficient budgets.
Customer Relationship Management
The CRM Objectives of Tango Hotel Taipei
The Tango Hotel Taipei holds Customer Relationship Management with high value in ensuring they provide their customers with the best experience while at the hotel. The main objective of the hotel is to use technology to collect, sort and integrate the consumers’ data. The use of the technology is geared towards improving the Hotel’s information system, strategy, and technology which is overly focused on providing the best customer experience (Ehrens, 2014). The other CMR objectives of the hotel include understanding the diverse needs of the clients, maintaining a long-term relationship with them and being able to pursue a strategy of the best relationship in marketing. The hotel uses emerging technologies which allow the hotel to provide an effective and fast customer service through the development of a close relationship with the customers. The other objective of the hotel is to use the customers’ database system in maintaining the customers, knowing their varied diet needs, retaining them and growing their relationship with the customers. There is an existing integrated business model employed by the Hotel that ties together technology, the information system and the overall business processes along the entire value chain of the hotel for the overall success of CMR (Salesforce, 2016).
For example, the internet has drastically changed Tango hotel’s distribution especially in the way in which the hotel connects to the customers. The hotel has set aside employees who are charged with the responsibility of attracting and ultimately converting customers online. With the new technology into implementation, it has made it easy for the customers to access any type of information they are willing to access about the hotel. They are able to make reservations for the rooms, meals and travels at the comfort of their homes (Taylor, 2014 ). The capability has been developed through applications within mobile devises to do online shopping in the hotel through the use of the search engine. Generally the hotel and tourism sector has for a long time remained at the forefront in electronic business transactions. These transactions originate from different technological tools as well as devices that are currently in the possession of the hotel’s clientele. Tango Hotel has also offered its customers with the possibility of booking their required rooms and meals online. The system offers the customers with a twenty-four hour service to the multiple intermediaries who include the direct consumers, agencies and other types of business. This has been done through a multiple channel platform including the web, the call center and mobile applications in many different languages (Salesforce, 2016) .
In order to secure a win-win situation for both the hotel and the customers, the management has successfully established a Customer Relationship Management workforce that employs corporate strategy because of the fundamental approaches of doing business. The objective of the hotel revolves around focusing more on the customers’ needs through running all the aspects of hotel operations to satisfy the consumers and addressing their requirements for the different types of products and services together with the provision of the best quality and responsive customer care services.
Basing on the objectives of the hotel, a mutually beneficial relationship with the customers is based on the mutual respect of the hotel employees which is aimed at establishing the win-win situation for both the hotel and the consumers. The hotel has successfully looked at the customers as equals and the long-term partners. They both share their economic and emotional success with the clients. The win-win situation arises when the trained hotel managers create enthusiasm, and the customers are equally satisfied. The company has relied on word of mouth recommendations from both, new, regular, irregular and loyal customers to build on their objectives in ensuring the clients are satisfied.
For instance, despite the fact that CMR brings in lasting benefits to most organizations, The Tango Hotel Taipei gains more profit from implementing it better than the other competing hotels. The hotel has been able to generate a lot of information about the customers and the general operations of the hotel. Also, as a service organization, the hotel’s intrinsic characteristic of the production process and the consumption of the products being made at the hotel are quite inseparable elements used in building the existing relationship with the customers. The hotel receives a lot of data about the customers, and it transforms this data into useful knowledge about the hotel itself (Ehrens, 2014).
In developing the CMR objectives, the hotel considered the fact that the industry is highly competitive, and there is a need to be the best in the business environment. Therefore, it is of vital importance for the hotel management to encourage behavioral patterns which are often continuous re-purchases and to ensure there is maximum retention of the customers. This can be achieved through implementing CMR, which is resulting in establishing the best and fruitful relationship between the hotel and the customers (Ehrens, 2014).
The Concept of Utilizing a Loyalty Program
Aside from Tango Hotel Taipei, most of the competing hotels are using loyalty programs more often. These hotels have a full understanding of the significance of retaining the existing customers and choosing to complete a system directed specifically towards building consumer loyalty. While the concept of utilizing a loyalty program may differ, the premise will often remain the same. The hotel uses the loyalty program as a marketing system that rewards the consumers for their loyalty which increases the consumers urge to remain loyal to the hotel. The hotel offers different loyalty programs that include store credit cards, prizes among other benefits that would entice the overall loyalty of the customers (Olenski, 2014).
The hotel has well-crafted the marketing efforts together with creating a loyalty program that requires resources which have currently been allocated towards developing the best loyalty programs. The hotel uses a loyalty program that works the same as the one used in the airline industry. The guests accumulate free awards as they visit the hotel often. The hotel typically offers the guests value added benefits which include free room upgrades, free spa treatments, guaranteed room availability early check-in and late check-out opportunities. As the customer of the Tango Hotel is earning more points on their loyalty program, they can redeem these points for a more high-value reward. The customers with the small and medium sized budgets have the ability to spend from the hotel’s loyalty program for them to get the best services with limited resources. To make the best out of the loyalty program, the hotel has ensured they give attractive rewards to all the guests equally and not just for the guests with the bigger wallets (Olenski, 2014).
Benefits of Utilizing a Loyalty Program
Each type of loyalty program can yield different results. As the main marketer, the hotel ensures it never overlooks the fact that loyalty programs are beneficial to both the consumers and the hotel. The benefits of the hotel have been proved to boost the overall growth. The business has been using loyalty programs as their traditional model of ensuring the expansion of the hotel. The management has allocated most of its energies towards growing the hotel more, and it saw that customer loyalty is the easiest road towards ensuring there is substantial growth (CRMTrends, 2016).
The loyalty program also serves a dual function of incentivizing the new clients which enable them to stick around after making purchases of the goods and services. To ensure that the loyal clients also feel safe in the hands of the hotel’s management and are valued, giving them the options of the loyalty programs draws them near to the business and they will try their best to ensure they both grow together. Such build the reputation of the hotel, and the customers will not only be interested in staying within the loyalty program but also invite their friends over to try out the existing customer experience they have witnessed. The more the customers are feeling appreciated, the more they tend to support the business and expand it. Such in turn will be carried in a word of mouth in a recurring and cyclical nature which continues to achieve growth for the business by increasing the sales.
In the case of the customers, they receive the loyalty programs because of their ability to improve their relationship with the business. That makes them be the direct beneficiates of the loyalty programs with the expansion of the hotel. They have the ability to get more that they expect from the program and make more purchases that usual. The loyalty programs have positive effects on the goods and services being offered to Tango Hotel Taipei customers. The more the products being sold the best the loyalty programs will get and the more the customers will be able to get from the loyalty programs. As the hotel is selling the services and its products to the consumers, the benefits are attached solely to the consumers who continually are aimed at being pleased. Depending on the tactics being used, the rewards are effectively applied to the purchases being made online. This has provided the customers with the chance to get a broader array of reward systems they can use even at their homes. The customers enjoy a lifetime benefit of the reward system since once the hotel has implemented the award loyalty system. The program is self-sustaining and does not expire. The customers will be able to enjoy the rewards for a long time.
Loyalty programs are very important factor in the determination whether or not hotel guests decide to book a stay in. The desirability of a hotel’s loyalty program greatly influences guest when they are booking a hotel. Tango Hotel should continue continually to innovate different types of loyalty rewards system and inform the customers accordingly about them. The hotel management should find out what the guests want from their experience at the hotel. Such involves contacting the guests weeks before and even after their booking to get the different expectations from the clients (CRMTrends, 2016). The hotel should also be able to set up systems to deliver the loyalty programs the customers want. Such can be done through an effective survey of the hotel environment, stakeholders and the customers. The management should also be able to calculate the loyalty score.
THE CHANGING ECONOMIC ENVIRONMENT
Market Structure Characteristic
The characteristic of the market structure denotes the nature and the degree of the present competition in the marketing of goods and services. The market structure is determined by the nature of the competition which is prevailing in a given market. In a competitive marketing environment, the imperfectly competitive structure is similar to the realistic marketing conditions where there are some monopolists, oligopolists, and monopolistic competitions who dominate the market conditions. The different characteristics of the market structure will largely include the size distribution of the different firms, the entry conditions on the market and the extent of differentiation that is witnessed within the market structure (Boyes, 2013).
This is one of the characteristics of an imperfect competition where the producers sell their products and services differentiated from each other such includes branding and the quality of the products. The products are not the perfect substitutes, and the firm producing the products takes consideration of the prices being charged by the rivals and ignores the overall impact of its prices. In monopolistic competition, the industry is characterized by the number of firms offering same products. The barriers to entry into such a business and the exit in the industry are significantly low. The decisions being taken by one firm within the industry do not affect the decisions of the competitions (Smriti, 2015).
A monopoly is a market structure characterized by only one seller of the product and service. That means it is the only business within the industry. The entry into this kind of business is highly restricted due to high cost alongside other impediments. The entry is largely affected by the economic, political and social factors. The profits are often at their maximal, and the prices are solely determined by the business itself. Other sellers are not able to enter the market because the government in most cases wants to control the industry. A good example of such a business includes the supply and production of electricity. Only one entity often has all the rights to the available natural resources (Smriti, 2015).
Oligopoly is characterized by few industries which make up a given industry. The groups of firms often have the control of the prices and the entry level is limited due to high barriers to entry. The products being produced by the oligopolistic companies are identical in most cases. In an oligopoly, the industry is also dominated by a smaller number of large firms which are relatively big as compared to the overall size of the market. These characteristics have given each of the firms a substantial market control. It can also be considered that a particular industry having many different firms is considered oligopolistic if the top five companies produce almost half of the total industrial output (Smriti, 2015).
Market structure for Tango Hotel Taipei
Tango Hotel Taipei fits the monopolistic competition market structure. This is because the competing hotels are selling products and services that are quite differentiated and they are not a perfect substitute of the competitor. The hotel makes its independent decision on the price and the output. This is based on the type of product and services they are offering. The consumers have a significant role to play in making the hotels decisions on the direction on which they would like the company to take.
The concept of Elasticity of Demand
The elasticity of demand also called the price elasticity of demand defines the measures of how a responsive demand changes with the cages in prices. In a more precise way, it is the percentage of the changes in quality which is required about a percentage change in the price of the commodity or service. The demand for products and services within a hotel can be classified as either being perfectly elastic, inelastic, unitary elastic and perfectly inelastic basing on the elasticity of the demand for the products and services.
When the prices of a given product or service fall, the quantity of the product being demanded will rise together with the price and the quantity being demanded will fall. This is the general law of demand. The demand law indicates that only the direction of change in the quality being demanded is in the response to the changes in the prices. Such does not state the direction in which the change in the quality of the product and services is taking (tutor2u, 2015).
The concept of elasticity of demand is quite vital to thethe economic theory and for the formulation of suitable economic policies within the hotel industry. The demand for the products and services is determined by the price, the income of the people around the business, the prices of the other related products and services among other factors. The quality of the product and service being a demand, on the other hand, will change the size of any of the stated determinants of the product and services being demanded.
The concept of elasticity of product and services being demanded, therefore, will be referred to as the degree of the responsiveness of the qualities of goods and services being demanded to the changes in the price, income and the prices of other related products and services (Economics Online Ltd, 2016).
Weekly demand for trade within Tango Hotel Taipei
From this perspective, the weekly demand of trade within the hotel was found on all the price charts provided by the management. These were provided on every timeframe for any stated instrument of the demand. All the levels, however, were equally created all through the week. The weekly demand for trade first is identified on the supply and demand weekly chart being created at the hotel notice boards. The management waits for any big move on the daily chart which is away from the weekly supply and demand levels. With a drop, down in the lower time frames can be found within the daily supply and demand levels and the price alteration caused by the different moves. The management then waits for any visible retraces and then enters using a smaller time frame for the setting of the prices. This is not a trading plan for the overall hotel but only shows the weekly demand of trade for the hotel. Much high time frames are the main trading levels and carry a lot more weight as opposed to the smaller weekly time frames. Most of the trading decisions are solely based on the weekly demand of the trade.
Impacts on the Pricing Structure
Within the room departments of the hotel, the pricing structure depends on upon room availability and the consumer demand which affects the pricing structure. At times when the season is busy with most customers, the prices of other related commodities will be increased creating a demand for the services. The hotel will them increase the prices of the goods and services being offered to level the demand of the product and services being offered. On the flip side, however, during the off season when the demand is low, the hotel drops the prices for the rooms and offer special deals and packages (Griffin, 2016).
It is essential for the hotel to ensure they adjust their prices basing on the economic needs. The hotel must be able to react to the changes in the economy to avoid possible dissolution of business due to the decreasing sales and profits. It is important for the hotel to strongly consider the market structures through the implementation of the modern theories by looking at the various behaviours, conducts of the hotel workforce and their performance. It is also important for the hotel to take special consideration of the consumers’ needs and the relation of prices on the market to give the consumers the best experiences at the hotel.
MANAGING FOOD AND BEVERAGE OPERATIONS
Identification and Evaluation of the Latest Trends in Food and Beverage
According to Food Industry Asia, (2016), the key trends in the food and beverage section of Tango Hotel Taipei along with their specific impacts on consumer choices and spending are a special consideration to the business. In food and beverage, health options are vital, and food safety has been given priority over any other product and service. The use of organic foods has been shown to slow the growth patterns along with the high quality premium products. The hotel industry identifies health as a critical trend in the current climate. The majority of the consumers are acting holistically in their quest to ensure there is wellness. The majority of the hotel clients are health conscious making them be more self-responsible in taking the different foods and beverages. The consumers are also responding significantly to allergies and any forms of food and beverage intolerance making them opt for products that are minimally processed and ultimately rejecting the food products that contain potentially harmful ingredients. The Global Food Forums (2016) found out that, consumers are dieting in the different meals, and the overall eating habits have increasingly changed through restrictions, avoidance, and the ultimate moderation. According to Her Majesty the Queen in Right of Canada, (2011), other consumers try to lose weight making them more interested in a given set of foods and beverages. It can also be identified that consumers are opting for lighter meals with most of them moderating their alcohol consumption behaviors. The idea of positive nutrition is fully embraced through the diversity of the kinds of foods and beverages available (Pose-Juan, E, Tania, F & Simal-Gándara, 2016).
The hotel has embraced most of these trends in their marketing and communication strategies to ensure the customers get a favorable attitude towards an increased consumption of fresh beverages and foods. The hotel has ensured that at least every day, every customer visiting the hotel consumes healthy foods. It came to the realization that traditional meals are changing, and the majority of the consumers are interested in taking away snacks. The culture of snaking has rapidly developed over the years making the hotel focus more on giving the customers a healthy snack.
The origin and integrity of the foods and beverages being produced by the hotel have been the rising trend in the hotel industry. The hotel has employed celebrity chefs and chef branding which are used in food endorsements.
The hotel has also implemented the trends in dining through offering options to dining out by family members. The consumers look for special offers and the infirmity of eating out have been on the increase. The hotel has made dining out to be a special kind of occasion and has set various themes that can be chosen by the clientele. The value for the consumer’s money is a very vital attribute that goes with the provision of the best foods and beverages for the best possible price. The hotel has totally changed the current face of eating out making the customers visit the hotel often and at regular intervals (The Hartman Group, 2016).
The customs of different customers from different backgrounds has been heavily considered by the Tango Hotel Taipei. Different consumers have different customs from there countries. The hotel has been innovative with the rising trends to ensure they provide the customers with the best of the best products from their respective cultural and ethical backgrounds. The hotel provides menus that cover a broad range of ethnic assortment and diversity in both foods and beverages.
There is a growing trend of the customers wanting to replicate the hotel’s foods at their home. These have seen the hotel brand their dishes as take out and have also offered the consumers with other options that will enable them to enjoy the foods from the hotel at the comfort of their homes (The Hartman Group, 2016).
Effective Employee Retention Strategies
a) Executive Chef
In hiring an executive chef, the hotel aims at hiring the best while forgetting the rest. This begins at the job interview process. The strategies being employed at this stage determines the kind of executive chef to be selected. Making the first good impression for the employee is vital towards getting the right executive chef. To employ and retain the executive chef, the hotel has also developed the strategy of balancing productivity and giving the employee the metrics they require to work effectively.
b) Kitchen Steward
To ensure there are better employment and retention of the kitchen steward, it is important to ensure they have a deep desire to feel that they are succeeding and that the talents they have together with their capabilities are used to make a difference in the kitchen. The kitchen steward has to be effectively motivated to ensure the job they are doing is appreciated. Appreciating the work being done is one of the strategies that will drive the stewards to feel a sense of belonging to the Tango Hotel Taipei and work to ensure the accomplishments of the hotel goals.
c) Restaurant waiting staff
The hotel management cannot expect the restaurant waiting for staff to work like robots. To ensure they are operating effectively most of the time at their most efficient levels, the management can employ strategies that will keep them from harboring ill against the hotel. This can be done through training them to harbor a healthy work-life balance. maintaining track of the number of hours they are working to ensure they are not straining on duty is an important strategy to ensuring the waiting staff functions well and maintains a good relationship with the clients.
d) Functional waiting, staff
The functional waiting staff has the duty to ensure they take the correct orders from the customers, serve them and prepare their tables. They have the responsibility of ensuring the clients are feeling safe and well attended. It is vital to ensure the best have been employed and functional staff members who possess the skills required. Retention of the functional waiting staff is vital because most of the clients build close relationships with the waiting staff through their day to day interactions.
The management should help the waiting staff to grow through providing them with opportunities that will ensure they do not go out searching for greener pastures. Creating of training centers is an important strategy to ensure the employees get a chance to improve their education and job groups within the hotel.
Employee retention is one of the most considered strategies on the hotel’s radar. Creating an efficient and functional employee retention strategy has gone far away towards helping the hotel to meet its objects. Such has been done to ensure the hotel cultivates a positive workplace through developing and engaging a novel hire orientation program for the following employees. Tango Hotel Taipei should take the professional expectations they require from the staff and clearly share them with all the members of the staff. These expectations understood by the workforce through explaining the value and the rationale to all the staff members.
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