Order from us for quality, customized work in due time of your choice.
Introduction
The COVID-19 pandemic has had adverse effects on businesses. These effects were much heavier on industries such as the hotel and tourism industry which depend on face-to-face contact or social activities. As the management trainee for Triple X Hotel in London, I have noticed that our hotel, like most hospitality organizations, has been severely affected by COVID-19 for the past two years. This was an additional blow to the hotel after Britains withdrawal from European Union (Brexit), which also had dire consequences for the industry. As the pandemic decreased, the hotel started to experience some increase in room bookings. However, there are still a few difficulties and problems that impact how the hotel operates. One of the primary issues is a staffing scarcity brought on by the rise of the new Omicron variety, which has pushed many of its employees to sequester themselves. Therefore, this report will discuss the various management functions that can be applied in the hotel, analyze the problem presented above, use relevant theories to develop strategic change, and outline a few sustainable strategies the hotel industry employs to acquire a competitive edge.
Management Function
The hotel sector is a very detailed and complex one, and running a successful firm depends on competent management. Hotel management requires leadership skills, communication dexterity, and an aptitude for statistics and new trends. In addition, managers must be agile, resilient, and quick-witted. Therefore, several management functions may be used in the hospitality sector to make sure the hotel operates smoothly and effectively. Some of the management functions in a hotel that will be discussed in this section include planning, organizing, staffing, leading, and managing.
Planning
Planning is a critical management function that plays a significant role in the success of the hotel industry. The first aspect of planning in hotel management involves crisis and resilience administration. The hotel industry is volatile and full of unpredictable incidences such as economic, social, and political instabilities, natural calamities, and pandemics (Giousmpasoglou, Marinakou, and Zopiatis, 2021). These incidents affect the core elements of the industry, such as safety, security, and free movement. Therefore, the hotel management must plan effectively to ensure the survival of the firm when a disaster strikes. The second scope of planning involves setting goals and objectives for the hotel. The management is tasked with conducting a SWOT analysis to identify the firms strengths, weaknesses, opportunities, and threats (Benzaghta et al., 2021). The analysis is essential for identifying potential risks to the business and planning strategies to overcome them.
In addition, SWOT analysis will assist the management in setting specific, measurable, achievable, relevant, and time-bound (SMART) goals and objectives. These goals and objectives provide direction for the hotels planning process. The other aspect of planning in hotel management involves developing an action plan. The management team creates strategies and action techniques to accomplish the established goals and objectives. Lastly, planning involves developing a monitoring and assessment plan to help the management keep tabs on the hotels progress toward its goals and objectives. This procedure consists in measuring performance, identifying problem areas, and creating the necessary mitigation strategy.
Organizing
The management function of organizing entails creating an organizational structure and assigning human resources to guarantee the achievement of goals. Organizational structure is the foundation for coordinating the effort. The management team must allocate the necessary resources, including staff, equipment, and supplies, to implement the strategies and action plans (Kabeyi, 2019). These are very important in ensuring customer satisfaction and the smooth running of the business affairs. For example, a hotel may set up its front desk employees to ensure quick check-in and check-out times for visitors. In addition, organizing tasks include designing job descriptions, creating hierarchies, and distributing power to various departments and staff members. For instance, a hotel may set up its housekeeping division to guarantee the effective cleaning of guest rooms. Furthermore, the management team may design cleaning protocols, assign jobs to housekeeping employees, and allocate resources such as cleaning materials and equipment to ensure that guest rooms are cleaned to a high quality.
Directing
Directing entails inspiring, guiding, and overseeing staff to meet hotel goals. The management team of the hotel must make sure that staff members are inspired to offer great client service. Effective directing involves proper communication with employees to make sure they are aware of the organizations expectations and goals (Prasad, 2020). According to Prasad (2020), directing also calls for encouraging staff members to put up their best efforts to accomplish the firms objectives and inspire them to work toward a common vision. For instance, the hotel may provide rewards like bonuses or recognition programs to motivate personnel to go above and beyond for guests. The manager must also establish the tone for the workplace by setting an example. Furthermore, delegating responsibilities is a crucial component of management as it enables workers to utilize their abilities and expertise to the maximum. A manager must make sure that tasks are given following each employees skills and competencies and offer the assistance and resources required for effective completion.
Staffing
Staffing is a crucial management function that involves hiring, training, and developing employees to meet the hotels aims and goals. The hotels staffing plan ensures the appropriate people are in the right places at the right times to accomplish its goals. The staffing process demands the management team to determine the necessary employment duties and responsibilities, create job descriptions and create recruitment methods to draw in qualified people (Prasad, 2020). After selecting the best candidates, the management team must offer training and development opportunities to make sure they can carry out their jobs well. The other important component of effective staffing involves creating a pleasant workplace that encourages employee happiness and retention. For example, the hotel management may conduct employee appreciation programs, create equitable wage and benefits packages, and offer opportunities. The programs will enable the leadership to have better control of the companys operations since most of the workers will be fully engaged in the enterprise. When staff members feel part of the organization, it becomes easier for the manager to execute necessary changes without resistance.
Problems Analysis
The COVID-19 pandemic has severely impacted the hotel sector, and the rise in the new Omicron variety has made things worse. One of the most prominent issues hotels in London are dealing with result of the epidemic and post-Brexit shortage of staff members. The shortage of staff members may negatively affect the hotels operations and service delivery and consequently lower customer satisfaction and revenue. This section will analyze the problem of staff shortage in the hotel using management theories and concepts. In addition, it will recommend creative solutions to the identified problem using relevant ideas and literature.
Contingency Theory
Contingency theory is the first theory that may be used to analyze the current situation. The theory states that management techniques should be modified to match particular circumstances because there is no one optimum approach to managing an organization (McAdam, Miller and McSorley, 2019). The hotel management must modify its staffing strategy to address the labor shortfall in this situation. This might entail hiring temporary workers, retraining current employees to fill several responsibilities, and putting in place flexible work schedules.
Human Resource Management Theory
Human resource management (HRM) is another critical theory that can apply to the analysis of this problem. HRM involves the management of the staff of an organization to accomplish its goals and objectives (Pham et al., 2020). In this situation, the hotel management must ensure that the appropriate individuals are in the appropriate positions to satisfy customer demands and advance hotel objectives. This may entail implementing recruitment and retention plans, offering chances for training and development, and fostering a healthy work environment.
Theory X and Theory Y
These are two opposing management theories proposed by Douglas McGregor. The theories describe various attitudes that managers may have toward their staff and how these attitudes may affect how teams are managed. According to Theory X, employees need to be disciplined and motivated through rewards and punishments since they are fundamentally lazy (Touma, 2021). This management approach is frequently characterized by stringent policies and procedures, thorough monitoring, and an emphasis on performance-based discipline. In contrast, Theory Y makes the premise that workers are innately responsible and self-driven and that if given a chance, they will take ownership of their job (Touma, 2021). The defining characteristics of this management approach include delegation of duties and responsibilities, employee empowerment, and an emphasis on appreciative feedback and appreciation.
The issue of personnel scarcity brought by the Omicron Variant, in this case, might have been fueled by the application of Theory X. The implementation of this theory includes stringently enforcing policies and guidelines to guarantee that employees adhere to the needs for self-isolation and do not transmit the virus (Touma, 2021). This might have involved employing sanctions for non-compliance, such as withholding salary or terminating employment. This strategy needs to address the underlying problems of worker scarcity and recruiting; hence it may contribute to the deepening of the crisis. On the other hand, the application of Theory Y might help solve the problem in this situation. Application of this theory would include giving workers more authority, duties, and responsibilities (Touma, 2021). This can entail giving staff employees a voice in hiring and training decisions and giving them chances to take on new duties and learn new skills. Employees may be more driven to perform well and stick with the company if they are given a sense of ownership over their work and are involved in decision-making.
Creative Solutions to the Problem Identified
The first creative solution the hotel management should consider is developing standardized procedures and training programs to improve the efficiency and effectiveness of the work processes. This aspect can be done after analyzing the needs of the hotels staff members, including a review of current job descriptions and work processes. The analysis should also examine the skill sets and employee availability already in place and the recruiting and selection process to find development opportunities (Dimitrios et al., 2020). The procedures and training programs should also involve the use of performance measures to gauge the efficiency of the work processes, creating clear work instructions and standard operating systems, and using job rotation to cross-train employees. This solution stems from Scientific Management Theory which suggests that to improve the efficiency and productivity of work processes, scientific methods should be applied to analyze and optimize them. This facet ensures standardization of the workplace rules and provides work motivation to the employees in addition to job security.
The second solution the management should consider to address the staff shortage is considering alternative staffing solutions. It may involve recruiting temporary staff or outsourcing certain functions (Dimitrios et al., 2020). Alternative staffing can help fill the gap in personnel requirements while the company attempts to find and train new employees. Furthermore, the hotel management can also consider recruiting staff from other industries which have been affected by the variant, such as the airline or tourism industry. This solution is supported by the contingency theory, which suggests that a company may employ several management techniques to achieve its objectives and goals (Pham et al., 2020). Therefore, the hotel should be flexible enough and employ alternative staffing solutions to address the problem. The last creative solution that the management should consider is offering incentives and rewards for workers who are willing to work extra hours or take on additional responsibilities. This aspect could improve staff morale and motivation while providing a temporary solution to the staffing shortage.
Strategic Change
A strategic business change is a substantial shift in the organizations strategy for accomplishing its goals and objectives. This change may involve a shift in the companys target market, goods, services, organizational structure, operations, purpose, vision, and values. In general, some of the things that can inspire strategic adjustments may include external variables like market circumstances, competition, technical advancements, or legal requirements or internal factors like a shift in leadership, corporate culture, or financial performance. Strategic change implementation may be a challenging process that needs careful preparation, open communication, and support from key organizational stakeholders. Employees, clients, and other stakeholders may be significantly impacted, as well as considerable time, resources, and financial commitments. To solve the problem of shortage of staff members and other negative effects of the omicron variant on the hotel, the hotel needs to develop a strategic change. Some relevant tools and theories that can be applied include;
Technology Implementation
One way to solve the workforce shortage is the implementation of technology in some of the hotels operational departments. For instance, the use of automated cleaning tools or digital check-ins might decrease the need for additional workers while improving productivity (Soares, Mendes-Filho, and Gretzel, 2021). The technology adoption theory, which emphasizes the significance of using new technologies to increase productivity and competitiveness, is in line with this.
Training and Development
The hotel can invest in training and development programs for the current employees to enhance their abilities to handle the available tasks. This can entail offering to cross-train staff members in other departments or supplementary instruction in subjects like housekeeping or customer service (Dimitrios et al., 2020). Furthermore, it can help upskill existing staff, attract and retain new employees and promote adaptability. By investing in training and development, hotels can improve their efficiency and competitiveness and ultimately increase their room booking in the current market situation. This aligns with the human resource development theory, which emphasizes the value of funding staff development to enhance corporate performance.
Outsourcing
The hotel can opt to hire outside contractors to handle some of the activities or departments to fill the workforce gap. This aspect can involve contracting with specialist businesses to provide housekeeping or culinary services (Dimitrios et al., 2020). By providing temporary staffing, specialized services, cost savings, and flexibility, outsourcing can help hotels to maintain their service levels and ensure a positive guest experience. It is consistent with the resource-based perspective theory, which emphasizes the use of outside resources to gain a competitive advantage. By continually investing in and developing these resources, the organization can position itself for long-term success in a dynamic and competitive marketplace.
Flexible Working Arrangements
The other possibility might be implementing flexible work schedules for employees, such as part-time or remote work possibilities. It has the possibility of increasing the number of possible hires and lowering the turnover rates (Liu-Lastres, Wen, and Huang, 2023). Flexible working arrangements have the advantage of boosting employee morale, saving labor expenses, and providing employers access to a larger pool of potential employees. To make sure that remote work is practical, hotels must make the required investments in technology and resources as well as develop clear policies and standards. Flexible working arrangements are consistent with the contingency theory, highlighting the value of tailoring management approaches to unique situations and business requirements. Overall, by implementing these solutions, the hotel can develop a strategic change to address the staffing shortage caused by the Omicron variant and Brexit. It is essential to consider the specific needs and circumstances of the organization when choosing a solution and to continuously monitor and adapt the strategy as necessary.
Sustainable Practices in the Hospitality Businesses
Sustainability has several advantages to the environment and society and shapes operations in many industries. However, besides its environmental benefits, the importance of sustainability has grown in the hotel sector since it may give companies a competitive edge. Businesses in the hotel industry may boost their reputation, cut expenses, boost productivity, and draw in customers that care about the environment by implementing sustainable practices (Jones and Comfort, 2020). This section will describe some sustainable business techniques employed by the hospitality industry to acquire a competitive edge in the market and offer suggestions on ways to boost hotel reservations in light of the present state of the industry.
The first sustainable practice in the hotel business is energy efficiency. Hotels may minimize their energy use, lessen their carbon footprint, and save money on electricity costs by utilizing energy-efficient lighting, appliances, and HVAC systems (Njoroge, Anderson, and Mbura, 2019). This strategy can improve a hotels reputation as an eco-friendly company and also lowers expenses. The second sustainable strategy that provides hospitality companies with a competitive edge is waste minimization (Jones and Comfort, 2020). Hotels have drastically decreased their waste and helped create a more sustainable environment by establishing a thorough waste management program such as recycling, composting, and donating leftover food to charity. Sustainable strategies have lessened the environmental effects of hotels and improved their social responsibility and reputations.
The third sustainable strategy employed by the players in the hospitality industry is sustainable food and beverage practices. Hotels are drawing customers that care about the environment and enhancing their reputation by using organic and locally sourced goods, cutting down on food waste, and providing plant-based menu alternatives (Njoroge, Anderson and Mbura, 2019). For instance, some hotels have launched programs that offer meetings and gatherings with nutritious, environmentally friendly, and locally produced food alternatives. This ecologically friendly approach draws customers who care about the environment and strengthens the hotels standing as firms that value social responsibility. Lastly, hospitality businesses have leveraged digital technologies to improve their sustainability and gain a competitive advantage in the market. For instance, several hotels employ smart building technology to track and manage their energy, water, and waste management usage (Njoroge, Anderson and Mbura, 2019). They also employ online booking systems to cut down on paper waste and expedite their booking procedures. Moreover, hotels communicate with environmentally concerned customers and promote their sustainability programs through social media and other digital platforms.
Given the state of the market, the hotel can employ several tactics to boost its room bookings and reservations. Firstly, the hotel can provide flexible cancellation policies and reduced rates to entice hesitant customers. This tactic can assist hotels in boosting occupancy rates, generating income, and enhancing their standing as customer-focused companies. Secondly, the hotel may use digital marketing platforms to promote its sustainable activities and target particular client demographics. For instance, the hotel may highlight its sustainability initiatives on social media sites like Instagram, Facebook, and Twitter to attract eco-aware customers and raise brand recognition. Lastly, the hotel can collaborate with other local businesses to create sustainable tourism packages and experiences that highlight the natural and cultural attractions of the destination. This strategy can help the firm to differentiate itself from its competitors, attract eco-tourists, and enhance its reputation as a socially responsible business.
Conclusion
In general, this report has described various management functions that can be applied by hotel management. Some of the functions identified include staffing, planning, directing, and organizing. Management functions are crucial in the hotel industry as they help ensure effective management of resources, staff motivation, guest satisfaction, adaptability to change, and, ultimately, the hotels success. The report also conducted a problem analysis of the existing employee shortage in the hotel using management theories such as contingency, Human Resource Management theories, and theories X and Y. The creative solutions identified in the report to solve the problem included the creation of standard procedures and training programs and considering alternative staff solutions. These solutions will help improve the efficiency and effectiveness of the work processes and fill the personnel gap requirement as the company organizes recruiting other staff.
Furthermore, the report suggested strategic changes that the hotel can adopt, including technology implementation, flexible working arrangements, outsourcing, and training its existing staff. Implementing these solutions will help the hotel to develop a strategic change to address the staffing shortage. Lastly, the report outlined sustainable practices in the hospitality industry and how the hotel business can increase bookings and reservations. These tactics will provide the company the ability to stand out from its rivals, draw eco-tourists, and improve its standing as a socially conscious company.
Reference List
Benzaghta, M.A. et al. (2021) SWOT analysis applications: An integrative literature review, Journal of Global Business Insights, 6(1), pp.55-73. Web.
Dimitrios, B. et al. (2020) Strategic management in the hotel industry: Proposed strategic practices to recover from COVID-19 global crisis, Academic Journal of Interdisciplinary Studies, 9(6), pp.130-130. Web.
Giousmpasoglou, C., Marinakou, E. and Zopiatis, A. (2021) Hospitality managers in turbulent times: the COVID-19 crisis, International Journal of Contemporary Hospitality Management, 33(4), pp.1297-1318. Web.
Jones, P. and Comfort, D. (2020) The COVID-19 crisis and sustainability in the hospitality industry, International Journal of Contemporary Hospitality Management, 32(10), pp.3037-3050. Web.
Kabeyi, M. (2019) Organizational strategic planning, implementation and evaluation with analysis of challenges and benefits. International Journal of Applied Research and Studies, 5(6), pp.27-32. Web.
Liu-Lastres, B., Wen, H. and Huang, W.J. (2023) A reflection on the great resignation in the hospitality and tourism industry, International Journal of Contemporary Hospitality Management, 35(1), pp.235-249. Web.
McAdam, R., Miller, K. and McSorley, C. (2019) Towards a contingency theory perspective of quality management in enabling strategic alignment, International Journal of Production Economics, 207, pp.195-209. Web.
Njoroge, M., Anderson, W. and Mbura, O. (2019) Innovation strategy and economic sustainability in the hospitality industry, The Bottom Line. Web.
Pham, N.T. et al. (2020) The role of green human resource management in driving hotels environmental performance: Interaction and mediation analysis, International Journal of Hospitality Management, 88, p.102392. Web.
Prasad, L.M. (2020) Principles and practice of management. Sultan Chand & Sons.
Soares, A.L.V., Mendes-Filho, L. and Gretzel, U. (2021) Technology adoption in hotels: applying institutional theory to tourism, Tourism Review, 76(3), pp.669-680. Web.
Touma, J. (2021) Theories X and Y in combination for effective change during economic crisis, Journal of Human Resource and Sustainability Studies, 9(01), p.20. Web.
Order from us for quality, customized work in due time of your choice.