The Ritz-Carlton Millenia Singapore Hotel

The Mission Statement

The Ritz-Carlton Millenia Singapore Hotel’s mission is to ‘provide genuine care and exceptional products and services resulting in profit leadership’. According to this mission statement, the hotel provides comfort to the guest with the finest services and facilities as well as refined ambience in effort of becoming profit leadership. The proposed mission statement is ‘to delight our guests every time by developing and engaging experiences directly from our heart’. According to Martín-Ruiz, Barroso-Castro & Rosa-Díaz (2011), delivering quality value and experiences to customers has become the main objectives in the hospitality industry. Thus, the proposed mission statement is designed considering that there is a need for alignment of customer perspectives and management in optimizing customer value as provided and experienced by hotel guests.

Specific Tasks to Accomplish the Mission of the Hotel

There are several specific tasks that need to be carried out to achieve the mission of the hotel. These tasks include training and development, quality over quantity and performance appraisal.

Quality over Quantity

Most significantly, perceived service quality is an essential element of value and a basis for competitive and differentiation for building service value (Phiri & Mcwabe, 2013). In addition, service quality is key determinant of behavioural intentions of the customers. Thus, in order to achieve mission, the hotel is supposed to concentrate on the quality of services and products rather than quantity (Manjunatha & Shivalingaiah, 2004). The hotel of this standard is expected by the customers to provide quality services and products that match the worth of their money. As far as its food and beverages are concerned, the hotel will establish a quality control unit to ensure that the products offered to the customers are of high quality. Additionally, the catering department, which is headed by catering manager, will ensure that customers are provided with quality services and products that conformto the required standards.

Training and Development

The hotel will hire professionals and competent employees with background in education and experience in hospitality industry. Thus, all employees are supposed to be trained before they are taken to the real work environment. For this purpose, the hotel will have a training and development unit that will be responsible for training employees. Training and development process is spearheaded by a human resource manager. The employees to be hired are be expected to complete their training and obtain annual training certification for their respective position. During their training, employees are supposed to master the three steps of service developed by the hotel. The first step involves sincere and warm greeting and use the guest name where possible. The second step involves expectation and complying with guest needs. The third step requires employees to food farewell to visitors, warm good-bye using their names where possible. The employees that are expected to master these steps include those working as receptionists and waiters and waitress (Aguinis & Kraiger 2009).

Performance Appraisal

Performance appraisal is a process of evaluating and recording the performance of staff with the aim of making judgements and decisions (Aggarwal & Thakur, 2013). The supervisors are expected to monitor the performance of each employee in the hotel and provide feedback to the general manager. General Manager set up the target to be met by employees. In appraising the performance, the General Manager will compare the actual performance with standards. The General Manager is appraised by the CEO who is answerable to the board of directors. Thus, the performance appraisal will assist the hotel to accomplish its mission because of several reasons. Most notably, it clarifies hotel goals and defines responsibilities and job functions. In addition, performance appraisal increases staff self-esteem and motivation to effectively perform their jobs (Obisi, 2011). Also, performance appraisal helps managers to gain insight concerning staff and supervisors.

Organization Chart

The Board of directors is in charge of all business decisions affecting the hotel and all stakeholders. The hotel general manager reports to CEO. The hotel general manager is in charge of all operations and departments in Ritz-Carlton Millenia Singapore Hotel. All heads of departments reports to the general manager. The head of human resource department is in charge of recruiting, selecting, hiring, training and development, and compensation of all employees working the hotel. All supervisors of restaurant, bars and banqueting report to the head of food and beverage department. The head of engineering department is involved in repair and maintenance of hotel equipment and facilities, electricity faults, information and database systems, and other general tasks related to engineering. The head of rooms department is in charge of all tasks related to booking and reservation of guest rooms as well as reception services. Lastly, the head of finance department performs all task concerning financial accounting and reporting and data for management decision.

Managing Multiple Locations

In managing multiple locations, it is important to adopt new technology. With introduction of internet, there are several collaborative tools that can be adopted to cut down business travel expenses (Accenture, 2012). It is also significant to concentrate on communication to collaborate with offices, clients and co-workers in different locations. Adapting to various cultures is one of keys to management of multiple locations. The two cities may have different cultures and people. Thus, cultural understanding will enable multiple business locations to coordinate in achievement of a common goal. Furthermore, a regional manager will be appointed to coordinate the two cities.

Up-to-Date Organization Chart

Rationale for developing the new organization chart:

Since the business has expanded into five locations and in two cities, it is imperative to establish a position for regional manager who be responsible for coordinating the businesses the two cities. Thus, the new organization chart will includes a position of regional manager maintain communication of all business units in one city with the other regional manager in the second city; thus, assist  in attaining the corporate goals. The cordination activities will include  comeing up with the employee’s training kits that are pertinent to the cultures of a given city that the hotel will be ventured. Without regional manager, the businesses in the two cities would not succeed because the CEO of each business would have a difficult in attempt to coordinate with other CEOs of other businesses.

References

Accenture. (2012). One Business Is Not Enough: Why Companies Are Forced to Expand from Their Core Businesses. Retrieved from http://www.accenture.com/Microsites/asia-go-global/Documents/pdfs/page-2/Accenture-Operating-Multiple-Businesses-Tap-Global-Growth.pdf, on 27^th May 2015.

Aggarwal, A. & Thakur, G. S. M. (2013). Techniques of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology (IJEAT), ISSN: 2249 – 8958, Volume-2, Issue-3, February 2013-617

Aguinis, H. &Kraiger, K. (2009).  Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Retrieved from http://www.owlnet.rice.edu/~ajv2/courses/12a_psyc630001/Aguinis%20%26%20Kraiger%20%282009%29%20ARP.pdf, on 27^th May 2015.

Manjunatha, K. &Shivalingaiah, D. (2004). Customer’s perception of service quality in libraries. Annals of Library and Information Studies 51,4; 2004; 145-151. Retrieved from http://nopr.niscair.res.in/bitstream/123456789/7510/1/ALIS%2051%284%29%20145-151.pdf, on 27^th May 2015.

Martín-Ruiz, D., Barroso-Castro, C. & Rosa-Díaz, I .(2011). Creating customer value through service experiences: an empirical study in the hotel industry. Tourism and Hospitality Management, Vol. 18, No. 1, pp. 37-53, 2012.

Obisi, C.. (2011). Employee performance appraisal and its implication for individual and organizational growth. Australian Journal of Business and Management Research Vol.1 No.9 [92-97] | December-2011-92. Retrieved from http://www.ajbmr.com/articlepdf/AJBMR_16_10i1n9a10.pdf, on 27^th May 2015.

Phiri, M. A. &Mcwabe, T. (2013). Customers’ expectations and perceptions of service quality: the case of pick and pay supermarket stores in pietermaritzburg area, South Africa. International Journal of Research In Social Sciences. Retrieved from http://ijsk.org/uploads/3/1/1/7/3117743/11_management.pdf, on 27^th May 2015.