Standards Procedures Objectives Strategies Policies Objectives and Strategies Figure 12.1

Objective #1:Increase revenues by 10% over last year’s total to be achieved by December 30, Strategy #1:Increase advertising and promotion budget by 5% over 2003 allocation to become effective January 2, Strategy #2:Add one new sales representative to cover missing territory by January 15, Strategy #3:Develop salesperson incentive program for rollout by January 30, Table 12.1

Guest Service Empowerment Policy It is the objective of the Hotel California to provide excellent guest services as established in out Guest Service Index (GSI) rating system. One strategy to facilitate this goal is for all front line service personnel to be empowered to handle service recovery exceptions at the moment of occurrence. The following policy is applicable to front desk agents who have successfully completed the Guest Services Training Program (GSTP). Empowerment Policy for Front Desk Agents Qualified front desk agents are empowered to provide service recovery to guests of the resort by authorizing complimentary allowances in an amount not to exceed $250 per occurrence. Each complimentary allowance requires an entry into the guest services database to justify the exception. The appointed manager reviews all allowances within 24 hours of the occurrence of authorization. The reviewing manager shall respond to the authorizing front desk agent within the 24-hour timeframe to provide constructive feedback on the action taken. Table 12.2

Standard: The standard for handling guest complaints at the Hotel California is to follow the procedure for complaint resolution and service recovery listed below: Procedure: 1.Listen carefully to what the guest is articulating in the complaint. Make sincere eye contact and acknowledge/paraphrase what is being said. 2.If the guest is in an emotional state, diffuse the emotion by continuing to listen empathetically until the emotion is drained and the guest returns to a normal rate of speech. 3.Paraphrase your understanding of the nature of the complaint and ask the guest for permission to give you a chance to resolve the issue. 4.Use your knowledge of the operation to solve the guest’s dilemma. 5.If the resolution involves financial remedies, refer to the standards and procedures for guest service empowerment. 6.Confirm the resolution with the guest and document the situation in the incident database. Table 12.3

Standards Procedures Objectives Strategies Policies Job Design Drivers Figure 12.2 Job Specification Job Description Performance Management

Position: Executive Administrative Assistant Reports to: General Manager Department: Administrative and General Subordinates: None Basic Function: Provides administrative support to the General Manager by coordinating calendars, handling correspondence, receiving visitors, screening telephone calls and general filing and administrative area maintenance. Essential Duties: 1.Arrive at the work area at the scheduled time and prepare the executive offices for business within 30 minutes of arrival. 2.Handle all incoming phone calls using the standards and procedures for telephone etiquette. 3.Collect and distribute incoming mail items, place-outgoing items in the mailroom. 4.Complete correspondence, filing, and other administrative tasks within prioritized timelines. 5.Prepare the office for closure at the end of the business day. Additional Duties (as assigned): 1.Accompany the General Manager to specified meetings and client functions. 2.Make administrative decisions for the administrative staff in the absence of the executives. Qualifications: 1.Ability to process communications and computations at a level equivalent to the standards for a high school graduate. 2.Typing speed of at least 70 wpm. 3.Ability to solve administrative problems and prioritize tasks. 4.Diplomacy skills consistent with those required of an executive level manager. Working Conditions: 1.Works in an ergonomically designed environment percent of working time requires sitting in an upright position percent of working time requires mobility to various areas within the organization. Measures of Effectiveness: 1.Measured to the standards articulated in the Standard Operating Procedures Manual for Executive Administrative Assistants. 2.Demonstrated willingness to make sound administrative decisions and show flexibility in work routine. 3.Demonstrated efficiency and effectiveness in the prioritization and completion of administrative tasks in a timely manner.

Weeks S1 S2 S3 S4 Turnaround Intervention CPM Figure 12.3

Customers:  Slow distribution of service  Long lines  Lost items  Returned items  Overbooking  Inattentive service  Negative service attitudes  Billing disputes  Sub-par quality of products  Running out of products Service Enterprise:  Insufficient staff levels  Slow transaction processing  Inaccurate transaction processing  Lack of inventory management  Lack of service delivery  Negative staff behaviors  Inferior production  Inaccurate preparation Table 12.5

Distribution Maintenance Repairs Financial Resources Human Resources Material Resources Profits Figure12.4

Functional Inputs, Systems and Outputs Figure 12.5 Materials Procurement Technology Finance Human Resources Operations Marketing Service Transaction Distribution Products RepairsMaintenance