Customer Service in Travel and Tourism, D1
P & O Processes Records Kept, Receipts, Booking Systems, databases, accident books Records kept, Receipts, databases P & O keep a database of the customers who have used the service each individual booking would have a record number; this is then used if they need to track a booking. The records are also paper based, when you make the booking a customer gets a copy of their reference number along with their tickets, sent to them in the post. The Strengths of this are the customers can be organised by surname and then if they wish to join the club, the staff can check the files for surnames and then see if the customer had been on more than five trips. The weaknesses, of this are Database's can be lost if the file is not either password protected or backed up. The paper based files may be lost if there was a fire. Booking Systems, P & O, have an online booking system where you will have to follow 5 steps;1, outward journey,2 return journey,3 options and upgrades,4 passenger info,5 payment. A paper based booking system is also kept, this includes the same information but instead kept directly with P & O, it is kept by the booking agent. The Strengths of this are the booking is made quickly and easily, the customer also knows all data is inputted by themselves. The weaknesses of this are a customer may not fully understand and therefore book the wrong time or
"Although all managers have to provide leadership, not all leaders provide management"
"Although all managers have to provide leadership, not all leaders provide management" In order to create a solid argument we must first define both management and leadership. Management can be explained as being tasks, a discipline and also people.1 Managers are also those that manage change and actually make things happen. Whereas leadership is influencing (or motivating) individuals or groups in order to carry out a certain task.2 If an individual can influence others it does not always mean that they can also plan, organise and control.3 It was also said "Management is doing things right; leadership is doing the right thing".4 In the early 19th century, the need for management was not too strong because organisations functioned in a simpler way. The span of control in the 1800's was much narrower than it is now. There has been roughly a 640% increase in the ratio of managers to subordinates. 5 This explains why there was a sudden surge in leadership and managerial theories cropping up in the 19th century. All managers must provide leadership in order to have a focus in the organisation. If there is no leadership, business would be very slow paced - because everything would be done 'by the book'. They must inspire, lead, set goals and achieve them with the aid of their subordinates. Leaders are those individuals that have arisen from a group of individuals because they
"Explain how contemporary changes in the technological, economic and socio-cultural environment of management are affecting the conduct of management"
"Explain how contemporary changes in the technological, economic and socio-cultural environment of management are affecting the conduct of management" The affects of contemporary changes in the technological, economic and the socio-cultural environment has been very vast and has greatly restructured the managerial process of planning, organizing, leading and control. By simply having a look around us and evaluating the twenty first century to the past decade, we can truly notice the substantial changes in technologic, economic and the socio-cultural environment of management. These changes have beyond doubt affected the ways in which managers of the twenty first century could and would plan, organise, lead and control to the managers of the past decade. There are always two sides to a coin; likewise there are several advantages and disadvantages of these contemporary changes to management. The major technological advancement evident has been immense usage of Information Technology in organisations. The innovation of the Internet and the World Wide Web has been the one of the key driving force to several major changes to the conduct of management. Economical changes in the past decade have been significantly substantial. With many organisations going global, managers need to gain global knowledge and experience in accordance with the countries in which the organisation decides
People and Organisations
People and Organisations What are some of the effect of stress for both individual concern and for organisations that individual is a part of? To what extend should manager feel responsible for trying to help reduce this stress? Throughout centuries work stress have continued to rise dramatically in organisations. Researches show that employees stress by their own job insecurities in the face of massive downsizing and restructuring of organisations in order to be competitive on the global stage. Most research studies indicate a high correlation between stress and illness for individual in organisations. According to authorities in the Great Britain, as much as 70% of patients that are treated by general practitioners are suffering from symptoms originating from stress. Everyone experiences stress, however, each person responds to stress very differently. Their respond is dependent on how each person react to stress emotionally, mentally, and physically. There are, however, common effects of stress from most people on the physical and mental body. Guyton (1987)1 argues that "The Menchanison by which mental events can effect the body's capacity to marshal on immune response, mental state play a crucial point is that stress itself has not been show to be detrimental" 1. His argument suggests that a crucial point is that stress itself has not been shown to be detrimental.
Performance efficiency must be monitored constantly, and should be done via work studies. How can we best evaluate this activity in a most objective way?
Question 1) Performance efficiency must be monitored constantly, and should be done via work studies. How can we best evaluate this activity in a most objective way? Why it is so important to monitor constantly the performance efficiency? Because this efficiency can reduce costs, can increase the productivity in a hotel, can also satisfy more guests needs. That is why we have to monitor this efficiency and we have to try to increase it. But how can we actually do this? There are a lot of ways by which we can evaluate the performance efficiency - through work studies, through guests satisfaction, through our own perception through statistical analyses (percentage of labor/revenue). To evaluate the performance efficiency through guests satisfaction is may one of the best way! Why? Because guests have the inside look for the things that happen in the hotel. They will say if they like the performance in the hotel or not. They can say if the rooms are cleaned well or the chambermaids just pass through the rooms rushing for the next room! Or they can say if the service in the hotel restaurant is not too slow. The managers of the hotel can monitor the efficiency and by their own perceptions. It is not a very good way to measure the efficiency, because every manager has its own perceptions. But in some cases the managerial perceptions can be of much importance for the hotel's
Managing People and Organisations
325-101 Managing People and Organisations Assignment 1 Case Study: Fresh Produce Company Ltd. Content of Report: - Analysis - Solution - Plan of Action Due: 6th April, 2005 Travis Perdevski 104241 Peter Lau 108854 Mae Lehui Huang 241693 Janine Qi Jin 210864 Derek Cheong Hoi Mun 166670 Analysis Whilst Fresh Produce Company Ltd. has been enjoying relative success in the past, symptoms of reduced sales, reduced productivity, supplier complaints and increased costs suggest that the performance of Fresh Produce Company Ltd has declined over recent months. The decline in performance coincides with the appointment of Kevin as a team leader of the produce-shelving team six months ago. It appears the team morale has decreased significantly resulting in a decreased level of performance and even in loss of staff. This is vital as the "relationship between employee's personal satisfaction and the cost of doing business cannot be ignored (Robbins, Donna pg 17. 1993). The circumstances leading up to the current state of affairs indicate that there has been a total breakdown of team effectiveness. Team Building Theory proposes that effectiveness of work teams may increased by improving interpersonal processes, goal clarification and role clarification. (Johns G., Saks A., 2005, pg 257) The team effectiveness of
Discussion in terms of Fayol's Managerial Functions
Discussion in terms of Fayol's Managerial Functions Henri Fayol proposed that all managers perform five management functions. - Planning, 2- Organizing, 3- Commanding, 4- Coordinating, 5- Controlling. Most management books still continue to be organized around the management functions, Although they have been condensed down to basic and very important functions. - Planning The planning functions involves the process of defining goals, establishing strategies for achieving these goals, and developing plans to integrate and coordinate activities. Our instructor also defines or goals which is standard education and successfulness in the exams, according to this concern he establish the ways and strategies that how can we perform well in our exams. 2- Organizing Managers are also responsible for arranging work to accomplish the organization's goals. This function is called Organizing. It involves the process of determining what tasks are to be done, who is to do, how the tasks are to be grouped, who reports to whome, and where decisions are to be made. 3- Leading When managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, the are leading.. Our instructor leading us by motivating through his moral support, he use best channels to teach us, he polish
Organisation and management
OE203 (Organisation and management) coursework Case study (semester 1) "Critically analyse the main issues in the case study using relevant theories related to Organisation and management". DEADLINE: Friday 21st January 2005 This case study deals with the Oticon's organizational change, a Danish firm specialised in hearing aids. Due to an instable environment, the firm has transformed the organisation of the structure in order to be competitive in an international market and consequently it has changed the work, the hierarchy, the organisational culture and patterns. The case study shows us with the real example of Oticon how that change can affect the organisational behaviour of the employees and how Lars Kolind manage them in order to stimulate their motivation and increase the productivity. According to the results of the turnover and market shares, that change is a success but it also has some limits which may affect the activity of Oticon. Indeed, the organization has completely changed in term of work because "everyone started in a different workplace" and Oticon has adopted a structure in which the employees are present and involve in the important decisions. This new structure based on "project-organisation" is called "spaghetti-organisation. We can recognize some aspects and characteristics of an organic structure with "the lack of a line of command". Oticon has
Leisure Administration and Development
Leisure Administration and Development The Management of Leisure and Tourism Services List of contents Page No . Introduction 3 Main findings 2. Marketing Mix 4 3. Recruitment 5 3.1 Staff Shortages 6 3.2 Recruitment Costs 7 3.3 Recruitment Laws 7 3.4 Training and Development 8 3.5 Grievance and Discipline 10 3.6 Manpower Planning 11 4. Leisure Programming 12 4.1 Methods of Programming 13 4.2 Common Mistakes 14 5. Managing Money 16 5.1 Capital Expenditure 17 5.2 Revenue Expenditure 17 5.3 Control of Income 18 5.4 Budgeting 18 5.5 Cash Flow 19 6. Conclusion 20 7. References 22 . INTRODUCTION People management, financial management, and the programming of facilities are all vital elements in the management of Leisure and Tourism so it follows that the best way to manage leisure and /or tourism facilities is via a method which links these three aspects. Whatever approach is adopted, it needs to be flexible and adaptable in an ever-increasingly dynamic marketplace. An inflexible organisation or company will stagnate and eventually fail, either as an organisation, or its customers, or both. This report will look at these three aspects of leisure/tourism management and how to effectively link the three areas through a common
Moving towards a modern HR department.
Moving towards a modern HR department * Promoting the company culture * Marketing the company as an employer * Organisation structure * Developing staff management * People data * Communication systems * Reward systems Defining and promoting company culture Marketing the company as an employer HR people should have a very keen understanding of three areas: . What is the purpose of the organisation they work for ? What is the culture that enables that purpose to be maintained ? 2. What is the work that people are employed to do in the organisation ? 3. As an employer, what positively distinguishes my organisation from others in the market-place ? Unfortunately, a lot of people in support roles do not appreciate that whatever their company makes or sells, the main purpose of a private sector organisation is make a healthy and reliable profit. To this end, the company culture is critical. HR people can make a contribution by their keen understanding of the culture that defines the whole or part of the company they work for, and reinforce the positive elements of that in all work they do. Mainly through recruitment and job evaluation, HR people learn about the work that people in other jobs than their own do. This is critical. HR people who do not know what employees are doing will not be influential with management or much value in the hiring process. Recruitment
