Managing Business Activities to achieve Results

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The Ritz-Carlton likes to engender relationships between staff and customers, and allows their staff enough space to enhance the customer experience. An example of this is when a chef at one of their resorts had his own mother fly in a special product for some guests that were staying at the hotel for an extended period.

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The process of formulating objectives requires that I first establish the objective outcome, to be followed by the construction of process objectives. Outcome objectives are statements made that identify expectations of the program, and process objectives clearly state how the service provision will achieved results. Alongside process objectives are specific activities that detail tasks for program implementation (Kettner, et. al, 2013).The five components of objectives are: time frame, identification of the target of the change, the results or outcomes to be achieved, the criteria by which the results will be documented, monitored, or measured, and notification of who is responsible for implementing and measuring the achievement of the objective (Kettner, et. al, 2013). Activities establish the implementation plan clearly, include deadlines, and delegate responsibility.

The Ritz-Carlton is in the business of service. As a Ritz-Carlton manager stated “It’s all about people. Nobody has an emotional experience with a thing. We are appealing to emotions.” The Ritz-Carlton has had a great deal of success in achieving this experience with one of the highest customer satisfaction rates in the industry, 92%. The Ritz-Carlton strategy employs a variety of techniques to achieve, maintain, and improve customer satisfaction on a daily basis. This begins with internal quality which leads to employee satisfaction and profitability is realized once customer loyalty is obtained. The foundation of The Ritz-Carlton success in world class service was largely attributed to attention to quality and employee relationships.

these goals. Productivity goals can also be set so that there are targets to reach for that

- was an easy step for Ritz-Carlton. Measurement was a difficult hurdle because the industry does not have service-quality benchmarks. Key product and service requirements of the travel consumer were translated

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To ensure that the performance of the Central Operational Management Team is efficient, effective and delivered within

Therefore, this business needs to improve their performance management activities because, in dealing with the consequences of resistance to change, the business lost its competitive advantage. There was high employee turnover in the production team, resulting in reduced time to train staff, so product measurements for the factory to manufacture goods often went out incorrect. This contributed to higher levels of stress for the workers, in turn creating more errors. There were delays in delivery, a reputation of bad workmanship was beginning to form and there were reduced margins from doing a job more than once. The issues felt in the production team were not only limited to that department, they affected the rest of the other departments. This also created hostility between older employees and the newer ones, because the older employees felt threaten by the newcomers as they were viewed as more willing to do as asked. The business could not survive this way and had to find ways of moving away from this battles of the wills for change.

Luxury, class, and style at its finest, the Ritz-Carlton Hotel company has remained to this day a well-known and spoken ambiance for those seeking a stay unlike any other. Behind all of that external awe is the working, ever-changing and progressive movement for being better than the rest. However, like any work in progress, there are bound to be problems that need solving in order to maintain that thriving entitlement. The Ritz-Carlton faced a couple of problems including its seven- day countdown training program and the change in its working processes.

When Cesar Ritz created his iconic London hotel he was triumphant in his aim to set new standards in quality among London’s luxury hotels. The guest rooms remain among the most impressive in the city, designed in the lavish Louis XVI

The case below is based on a real life organisation, but details have been changed for assessment purposes and do not reflect the current management practices. Students are however encouraged to search the internet for cross references in answering this assignment.

The organization has explicitly kept this advantageous environment over other organizations by improving its service capacity. Additionally, the organization ensures that it stays ahead of its rivals by engaging in research and development that focuses on luxury products and markets analysis. The Ritz-Carlton hotel uses data from its research to predict the future of the industry; therefore able to dictate what and how the market will trend in the foreseeable future. Another factor that keeps the organization’s advantage over its rivals is that while rivals tend to become a hotel brand in the industry, Ritz-Carlton has rather position itself to be a leader and lifestyle brand that constantly develop new properties and ensure that customers live the culture of the hotel. The final factor that has kept the advantage of the organization intact is the culture of trust that exists between the management and employees. The leadership of the hotel lives and communicates the organization’s value to its employees who in turn satisfy customers in a way that they often anticipate a return visit. These are some of the reasons that the Ritz-Carlton hotel continued advantageous environment over its rivals has persisted in the hotel and resort industry (Reiss,

The evaluation of the role that the five OM performance objectives( cost; dependability; flexibility; quality and speed) plays in monitoring and controlling of the business so as to remain competitive in the market.