Leadership Competencies: Hospitality And Tourism Essay

Question:

Discuss about the Leadership Competencies : Hospitality and Tourism.

Answer:

Introduction

Hospitality management is considered to be the overall study of managing restaurants, hotels and other similar organizations in the hospitality sector. Crown Perth Hotel is considered to be a flourishing business in Burswood, Western Australia that has more than two million customers countrywide who are loyal to the company products and services. It is vital to review the advancement of Crown Perth Hotel whose main business zone is Western Australia, particularly in a situation of a quickly changing framework like companies merging and starting other branches in the globe (Aragon Martin, & Torre, 2015). For one to conduct research to the firm to expand demands, then the firm must deem accessing its effectiveness in present growth direction and that of the future.

They have to carry out a market analysis, situate themselves, and realize how aggressive they are in the market both internationally and locally. Because of this aspect, the firm administration should set its new objectives as it develops and set new operation and strategic aim so as to maintain itself in the most vibrant situation. The firm has distinctive services and products in Western Australia but will face rivalry in the overseas market because other diverse firms are providing the similar goods (Boella, & Goss, 2013). Based on this, the business has to construct a detailed market analysis so as to meet the preference and demands of clients in the targeted market and also to race with other rivals at international aspect. This particular report will entail Crown Perth Hotel as the hospitality facility and critically analyzing its systems, subsystem, a process of key subsystems, business blueprints, and management of quality productions using present-day business data.

Crown Perth Hotel is a casino and a resort that is located in Burswood, Western Australia. Crown Perth Hotel has won diverse tourism and travel awards that include the Best Hotel for Business Travel and Australasia Leading Casino Resort awards (Buhalis, & Crotts, 2013). The hospitality facility has diverse hotels that range from simple hotels to big hotels in the city of Perth and other towns in the Western Australia. Crown Perth Hotel has been producing high-quality services and products that attract more customers in the world. In has increased its hospitality operations because of the low cost of food and other services that are basically affordable to each person. The firm also has clean rooms for accommodations that have enabled the company to continue in its overall production over the long period of time.

From the hospitality facility’s lowly start-up, the company is now concentrating on the aspect of separating in the Hotel business with a mark of quality and excellence. It has been a successful hospitality facility, and it is currently one of the largest Hotel businesses in Perth and Western Australia. With premium restaurants that deliver world class dining experience and casual eateries providing a more relaxed vibe, Crown Perth Hospitality Facility is considered to be home to some of the best restaurant in Perth and Western Australia. It anticipates being the biggest groups of hotels in the world over the coming years (Chang, Gong, & Shum, 2011). The firm is also anticipating to start other hospitality facilities in Asia and European nations over the next few years. In addition, the hospitality facility is also on the verge of initiating additional of its hospitality operations in Africa and the USA.

The process of the key subsystems in Crown Perth Hotel

In Crown Perth Hotel, its systems consist of inputs, transformation, and the outputs. Systems also encompass diverse people, processes rules and other components that basically creates a hierarchy for communications and structure. The products, services and bottom line outcomes that were generated within the company form a clear reflection of the operational setup of the firm organization system. Crown Perth Hotel purchases its inputs from the farmers and other industries that provide fresh raw materials (Davidson, McPhail, & Barry, 2011). Raw materials such as food will be procured from the farmers then transported to the hotel so as to transform them into finished products and services for the customers.

The firm ensures that the produced products or services are of high quality so as to enhance the overall company growth and maintain its entire customers because basically, better food often attracts both new and existing customers. Diverse raw materials will be taken to the company for transformation into finished goods so as to ensure that there are enough ready products for the customers (Harrington, & Ottenbacher, 2011). The products and services are aimed at marketing and enhancing the products and services into the market because of its distinctiveness that makes it set to face diverse competitors. Initiating a new service or product encompasses coming together and creating visibility and makes people talked about it worldwide.

The transformation process also assists in creating a momentum for completing and marketing the products and services because the entire process often takes a massive volume of process to get into the market. The inputs have to be taken to the industry as they will be transformed into outputs which are a huge momentum that boosts the business. In the industry, the end products from the process of transformation will be sold to the customers as food and other products needed by the clients (Line, & Runyan, 2012). This aspect forms a great significance to the company because they often procure raw materials direct from the farmers and other industries at slightly lower prices and transform them into finished goods that will be sold to the customers as output thus making profits and enhances its continuous existence in the entire business operations.

Blueprinting is considered to be a technique that is often utilized for services innovations. Service blueprints are pictures or maps that precisely show how a service process is built up. Physical evidence is all the activities that are carried out by units or individuals in the company who do not necessarily contact workers (Mok, Sparks, & Kadampully, 2013). In Crown Perth Hotel the hospitality facility provides several services so as to pamper guests during their stays such as self-service laundry rooms, an express bar where diverse guests and visitors can enjoy the beverages such as cocktails, light meals, and beers. There is also Great rooms where the guests can enjoy the free Express start breakfast with grab and go option if they are in a hurry, vending machines if the visitors or guests wants to purchase some soft drinks, snacks or tickets for themselves.

Diverse guests arrive at the Crown Perth Hotel then grab self-service trolley from the lobby and then perform the check in process immediately after they checked in (Pizam, 2012). They go to their respective rooms and have slept with the company high-quality beddings after they freshen up their selves with a great power shower that are fixed inside the bathroom.

Onstage or face to face interactions between the employees and the customers

From the employee action side, before the guests arrive they have to provide and ensure that the scent of hotel and rooms, music, and self-service trolley have been set up as the brand standard. When the guests are checking in, the front desk staff should assure that they greet the visitors with friendly and good manner.

Flowcharting is a method for presenting the sequence and nature of the diverse steps included in distributing diverse services to the clients, provide an effective way to comprehend the totality of the client’s service understanding.

From the above flowchart, the customers follow the directions to the restaurant as detailed on the hospitality facility website or as was mentioned in the confirmation letter (Tsang, & Hsu, 2012). On arrival, the customers will be able to see the contemporary signage of the hotel, lobby with a modern open plan that often found when an individual go Crown Perth Hotel because everything has been set up as a brand standard.

The customers will check in or enter the reception unit with their baggage for checking in. Clients are met and cordially received by the front area team as this aspect is another key point for communication. In Crown Perth Hotel, the company offers fast, friendly and efficient services.

After checking in, the clients will have a great night sleep to their high-quality beddings to unpack and freshen up with three function message shower head (Testa, & Sipe, 2012). The clients may stay connected with their families and friends with complimentary in room networks.

In Crown Perth Hotel, departure is the final critical point of contact for the clients will approach the front office desk and requests to be checked out. If everything is in order, the guest will conclude the payment either by cash or credit card. When the payment process is complete, Crown Perth Hotel bid farewell to the visitor.


Crown Perth Hotel has been tirelessly working on quality production because most of the customers often require quality goods and services. The company often ensures that it employ qualified personnel who will utilize their skills and knowledge and assist in the production of quality and delicious meals (Crick, & Spencer, 2011). The business is enjoying other diverse privileges in the sector of tourism. With a good trading atmosphere as illustrated in the environmental and situational analysis, the firm is willing to increase its business to abroad to other states in Europe and Asia in the next five years. Consequently, the firm has to rely on best promotion strategies so as to enter the new marketplace and ensure that the production of high-quality goods and services are sustained.

Basing on this particular analysis, I recommend that the company increase their services productions and manage its quality because most of the customers all over the world require better food and services. The company staff should also ensure that the visitors are warmly welcomed so as to continue visiting the hospitality facility.

Bibliography

Aragon-Correa, J. A., Martin-Tapia, I., & de la Torre-Ruiz, J. 2015. Sustainability issues and hospitality and tourism firms’ strategies: Analytical review and future directions. International Journal of Contemporary Hospitality Management, 27(3), 498-522.

Boella, M., & Goss-Turner, S. 2013. Human resource management in the hospitality industry: A guide to best practice. Routledge.

Buhalis, D., & Crotts, J. 2013. Global alliances in tourism and hospitality management.

Chang, S., Gong, Y., & Shum, C. 2011. Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management, 30(4), 812-818.

CG Davidson, M., McPhail, R., & Barry, S. 2011. Hospitality HRM: past, present and the future. International Journal of Contemporary Hospitality Management, 23(4), 498-516.

Harrington, R., & C. Ottenbacher, M. 2011. Strategic management: An analysis of its representation and focus in recent hospitality research.International Journal of Contemporary Hospitality Management,23(4), 439-462.

Line, N. D., & Runyan, R. C. 2012. Hospitality marketing research: Recent trends and future directions. International Journal of Hospitality Management, 31(2), 477-488.

Mok, C., Sparks, B., & Kadampully, J. 2013. Service quality management in hospitality, tourism, and leisure. Routledge.

Pizam, A. (Ed.). 2012. International Encyclopedia of Hospitality Management 2nd Edition.

Crick, A., & Spencer, A. 2011. Hospitality quality: new directions and new challenges.International Journal of Contemporary Hospitality Management,23(4), 463-478.

Testa, M. R., & Sipe, L. 2012. Service-leadership competencies for hospitality and tourism management. International journal of hospitality management, 31(3), 648-658.

Tsang, N. K., & Hsu, C. H. 2011. Thirty years of research on tourism and hospitality management in China: A review and analysis of journal publications. International Journal of Hospitality Management, 30(4), 886-896.

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