Fredrick Taylor’s principle is applied to the allocation of tasks within the organisation, decision making and setting the responsibilities and authority of the leaders and subordinates. The Taylor principle advocates for proper allocation of tasks among the employees and managers. Therefore, the principle assists the supervisors to allocate duties to workers depending on the qualifications. For example, the waiter serves food and drinks to the customers, the chefs do the cooking while the cleaners ensure that the restaurant is tidy. Additionally, the management can come up with the best methods to accomplish tasks and the necessary job schedules.
The establishment happens when the manager checks the shortest time for each activity. Additionally, the management also uses scientific methods to allocate tasks to the various employees. For example, the persons who cook properly are allocated food duties. The Taylor’s principle also applies to the restaurant when recruiting and training the right expertise for performing tasks. The principle helps management come up with the best job description, which is used to attract employees with the right set of skills for the task. Therefore, the restaurant chooses the best employees through interviews. The training also happens to instil the workers with the necessary skills. Additionally, the principles also help in controlling the workers by creating the necessary span of control.
The span of control helps to allocate the necessary number of employees to a manager, which allows easy control and the employees understand the manager to respond. The disadvantage of Taylor’s theory is the reduction of employee creativity and ability. The disadvantage arises from the fact that the theory dictates fixed methods of performing tasks, which the employees cannot go against. Thus, reducing creativity and decision making in the operations (Nigel Slack, 2013). Additional disadvantages include the high capital required to establish the system. The Taylor’s theory requires the training of the employees, developing work designs, standardisation of work and a planning department. The requirements dig deep into the funds of the restaurant, which reduces the profit margins. Moreover, the system reduces the employee motivation due to the reduction of freedom and pride in the job.
The employees lack freedom and pride since the accomplishment of tasks follows strictly set standards, which the employees must follow. Therefore, the employees lack the opportunity for creativity and decision-making. Application of the theory at the restaurant could also lead to stress among the management and employees. The management is stressed due to the need to control everything in the workplace to ensure that work is done according to the set standards. Likewise, the employees also feel stressed due to the need to accomplish tasks according to strictly set guidelines (Giovani J.C, 2010).
Trade-offs refer to the enhancement of a performance objective by trading-off developments in some objectives for a decrease in the performance of other objectives. The face-offs exist due to resource constraints. The trade-offs relate to the performance objectives of operations, which include the speed of product development and introduction to the market before competitors. The other objective is flexibility, which refers to the ability to change product specifications according to the changes in the market. Additionally, the cost is another objective, which refers to the value of the products in the market and finally the quality of a product refers to the product meeting consumer expectations. A high street fashion store faces product face-offs of price, quality and amount of inventory held.
The face-offs are influenced by the market and consumer behaviour, which leads to the choice of various face-offs to attract customers and reduce the costs of operations. For example, the store faces the decision of increasing the sale volumes by reducing the prices of the products to attract the customers. Therefore, the store attracts most customers who buy more units, which increases the sales volumes and profits for the store. However, the store faces the issue of increased inventory costs due to the increased clothes inventory to satisfy the added demand.
Therefore, the store is faced by the choice of increasing the prices to reduce the unit sales volumes held as inventory. Moreover, the store has the face-off of quality and price of the products sold to customers. The store could reduce the quality of products and sell at low prices to the customers. However, the store could increase the quality of products and sell at very high prices to the customers (Nigel Slack, 2013).
Polar diagram for the high-end store
The high-end store could reduce the quality of the products by mass production and reducing customisation, which in turn reduces the cost of the products. The mass production reduces the store’s flexibility since the company does not produce products according to the specifications of a customer. Therefore, the company reduces the dependability of the products by the customers. However, the reduction in customisation and quality increases the speed at which the clothes reach the market (Gjoko Stamenkov, 2015).
The manufacturing company should increase the speed of production and introduction of bikes to the market. Increased speed of production will ensure that the company satisfies the demand for bikes faster than the competing firms. The high speed of satisfying demand increases the customers for the products and builds loyalty among the customers. The company should adopt strategies such as simultaneous engineering, which allows the company to manufacture the various bike parts at the same time. The manufacturing of parts at the same time reduces the time taken for production since the parts do not require separate manufacturing, which consumes more manufacturing time. Simultaneous engineering utilises integrated design teams, which consist of persons from various departments who assist in developing the various parts at the same time.
The manufacturing should also use a modularised approach, which calls for the separate development of parts for use in different sections of the bikes. For example, the company could manufacture the various gear, brake levers independently, and then later integrate the levers to the final product. Moreover, the company should consider variability in the production of bikes to ensure the satisfaction of different customer needs. The variability allows the company to produce customised bicycles that suit the unique needs of the market, which results in an increased market share by creating new markets and cultivating strong customer loyalty.
The bicycle company should focus on the quality performance objective to ensure that the products meet the customer expectation. The meeting of customer expectations results in satisfaction among customers, therefore, winning a larger market share compared to the competitors. Additionally, the bike company should come up with a price that is affordable to all the customers to avoid losing customers who fear high costs. The costs should suit all the customers in the market to ensure a large market share. (Nigel Slack, 2013).
A service blueprint refers to the operation plan, which guides the manner of service provision at an organisation or a company (Terje Slatten, 2009). The blueprint gives physical proof of staff activities, support systems and the resources needed to provide the services. All organisations have a blueprint that guides the various personnel on the standards to follow when providing services. The management and employees should ensure strict adherence to the standards to allow customer satisfaction. The organisations should develop a service provision blueprint to ensure that the service provision standards portray the organisation culture and objectives. Additionally, the blueprint states the methods of evaluating whether the service provision is in accordance with the set goals.
The evaluation methods indicate whether the service provision follows the set guidelines and gives remedies to use when the organisation does not adhere to the set standards. For example, the service blueprint of a hospital front office operation includes the exchange with patients seeking medical assistance at the medical centre. The medical centre equips the front office with receptionists who take customer requests and give appointments to the specific doctors who deal with the problem faced by the patients. The front office acts as the point of contact with the customers and calls for the high appeal to the customer. For example, creating an attractive appearance and maintaining a proper ambience for the customers to ensure that the customers feel comfortable before receiving the necessary services.
The hospital could create (Nigel Slack, 2013) Moreover, the back office of the medical centre involves the doctors and nurses who deal with the specific illnesses suffered by the patients. The back office also has equipment such as beds, medicines and machines to detect the diseases such the X-ray machines and the MRI scanners. Other support activities include the cleaning of the in-patients and the hospital floors and clothing (Nigel Slack, 2013). The back-office provides services that ensure the success of the organisation by bringing together the inputs for service provision. For example, the procurement team connects with suppliers to ensure that the right materials are available to fulfil the patient demands.
The make to order approach refers to a production system where products are developed according to the tastes and preferences of the customers. The customers specify the exact needs of the product and the manufacturer has to adhere to the instructions. For example, the Hong Kong customers visit the tailor shops and specify the type of suit needed. The tailor takes the customer measurement, material requirements and the needed time for delivery. Therefore, the tailor does not make suits in masses and put up for sale to customers. The tailor only makes suits that align with the specific customer conditions. The make to order approach is applicable to manufacturers dealing with low production, which allows more room for product customisation.
The make to order has various advantages, which include the provision of customer choice since. The customer choice is brought about by the ability to customise the products. Therefore, the customers have the ability to dictate how the product should be made to suit the customer necessities. Additionally, the make to order allows flexibility in operations by allowing the manufacturer to tailor products according to the needs of the customers. The other advantage includes lower costs of holding stock by the manufacturer since the make to order approach allows holding lesser inventory since the manufacturer cannot produce in large masses (Nigel Slack, 2013).
Additionally, the make to order allows specialisation at work, which means that each employee works on a certain unit to perfection. Specialisation gives the employees additional pride on the work due to the feeling of participation towards the final output.moreover, the make to order approach allows the firm to make inventory orders efficiently since less material is required to satisfy customer orders (Kettner, 2013).
The disadvantages suffered by the approach include slow speed of production due to the focus and concentration on the customer details on the products, which calls for changes and adjustments in production thus taking much time in production. The slow production results in customers not relying on the promised lead times since the products take longer to produce than anticipated. The production proves inefficient due to the constant changes in the system, which renders the fixed production system useless due to the failure to produce the customised goods without alteration (Nigel Slack, 2013). Additional, shortcomings include the low supply of inventory, which leads to losses.
The tailors lose sale opportunities to customers who prefer visiting the shop and buy a suit immediately without placing orders. Additionally, the long lead times for the suit mending discourages customers with short deadlines to wear the suits. Moreover, the lead times slows the cash flows since the customers pay for the suits after collecting the completed suit. The shop runs without the customer’s money leading to a low cash flow at the shop. Additionally, the customer could opt not to pick the order, which leads to the shop selling the product at low prices to mitigate loss (Giovani J.C, 2010).
The economic order quantity of the games produced by Toyz-R-Uz retail stores is 500 units. The EOQ system of inventory management is not appropriate due to the uncertainties in the demand for the video games. The approach assumes a fixed amount of annual demand for the games, which is 10400 units. However, the retail store cannot certainly set a fixed number due to the changes in demand for the games during the year. Most of the demand occurs during festive seasons, which results in higher demand than the anticipated.
However, the demand could also reduce during a year, which makes the EOQ approach inappropriate. A more necessary approach could be the cyclical review system, which aligns with the changes in the demand for the products. The re-order systems or the cyclical system calls for the ordering of products at fixed regular intervals, which happen after inspection of the inventory to identify the shortages and amounts to order. The re-order system establishes the best times to order products and considers the lead-times for the products (Nigel Slack, 2013).
The Goldratt’s theory of constraints views the system as being prevented from achieving more of the set goals by a number of constraints. The systems contain at least one constraint, which hinders the achievement of total success by a process. Therefore, the outpatient centre should focus on eliminating the failure by using the Goldratt’s five-step approach. The approach first requires that the clinic identify the bottlenecks causing long wait times. The bottlenecks could result from poor and slow service equipment, less experienced employees who serve the customers slowly and a policy that requires long procedures before acquiring the necessary services. After identifying the bottlenecks, the clinic should come up with methods of reducing the bottlenecks such as bringing experienced staff who serve the customers in lesser time and better equipment that enhance the speed of services.
The clinic could lack adequate medical staff with the necessary experience to diagnose the illnesses in short times to reduce time spent in the laboratories and in doctor rooms. Additionally, the equipment such as x-ray machines could produce results slowly, which translates to the patients waiting in long queues for the results (Nigel Slack, 2013). The clinic should then review the system to identify whether all activities address the constraint. The focus should be towards ensuring that all activities at the clinic result in quick customer services.
The other step includes elevating the constraint that is in the event of the continuous existence of the constraint, further actions should be taken to remove the constraint. The clinic should focus on the stage until all constraints are eliminated. For example, the clinic could buy extra equipment to relive the workload on the existing or employ more persons to reduce pressure on the available employees. The final step is repeating the procedures of continuous improvement to ensure that the system has no problems and that all constraints are totally eradicated (Sieh Lee Mei Ling, 2015).
The statistical process uses the statistical standards and procedures to monitor and control processes. The method ensures the smooth operation of a system and conformance to the set standards with less waste as intended. The process is applied where the output can easily be measured. The bank could apply the SPC to improve the quality of the online and banking services by measuring factors such as the availability of services, customer use and the number of errors. The statistical control procedures ensure that the online system functions as intended by detecting and reducing the errors within the services. For example, the system could use the cause and effect diagram to identify the various problems facing the system and the resulting deficiencies on the system.
Additionally, the control-charts also help to reduce errors by showing the upper and lower levels that the system should operate. The statistical process control identifies and eliminates the problems within a system and assists the system to rectify problems internally to avoid defects. Moreover, the bank could move to the six-sigma approach, which advocates for the total elimination of system problems to eliminate defects in the final output (Nigel Slack, 2013). The bank could also apply the PDCA cycle, which refers to the plan, do, check and act cycle.
The bank could start by planning the changes to implement to the mobile and online banking system such as reducing errors of conveying customer orders. The plan could involve developing a system that detects and corrects errors internally. The next step is the do where the bank implements the system to the operations. After implementation, the bank should check the system to identify whether the operations run as intended. Finally, the bank should act on the system by correcting errors that hinder the full operation of the system (Plan-Do-Check-Act (PDCA) Cycle, 2018).
The local dental practice can improve performance using the balanced scorecard, which focusses on four perspectives of an organisation. The financial perspective refers to the incomes generated and costs incurred from the operations. The dental centre could check the profits earned from the patients visiting the hospital. The centre should ensure the collection of more income from the activities by reducing the costs incurred. The financial perspective also includes the costs incurred from the daily operations of the centre. The centre should improve the quality of the services to ensure that more customers visit the centre, which translates to more income (Giovani J.C, 2010).
Moreover, the clinic should introduce a lean production system to reduce waste, which translates to added profits. The customer perspective includes factors such as the quality of the dental services received at the centre. For example, high-quality dental filling materials with no side effects. The customer perspective also includes the interpersonal relations with the dental centre personnel. Additionally, another KPI includes the internal business perspective such as the clinic utilisation rate, which is the rate at which the customers use the dental clinic services within a given period. The clinic should offer high-quality services to patients to meet the expectations and satisfy the customers. The satisfied customers refer other persons to visit the clinic thus increasing the clients.
Additionally, the availability of customer support system could improve the performance of the clinic. The innovation and learning perspective includes factors such as technology, training of employees and recruiting highly qualified staff. The employees should have a system that allows continuous learning and utilisation of new technology to improve the services. The clinic should ensure that employees attend seminars and workshops that offer training on better dental care. (Nigel Slack, 2013).
Various differences exist between manufacturing and service operations due to the nature of the activities and results from each of the activities. Manufacturing and service operation outputs differ in that one cannot store the services but the manufactured goods are easily stored for future use. Additionally, services are intangible, while manufactured goods are tangible. However, the major difference between manufacturing and service operations is the level of customer involvement in each activity.
The manufacturing companies have lesser workers compared to service companies due to the ability to introduce technology in manufacturing industries. The technology reduces the amount of labour required. The service sector still requires the human labour to provide the service, which leads to more employees in the sector (Kettner, 2013). Moreover, service companies employ more employees due to the need to put up many service points to serve customers. The service companies open up many service centres to reach a wide market and beat the competition by having the services near the customers.
Therefore, the many service points require employees to offer services to the customers. The other reason why services require more employees than manufacturing is the reliance of service provision on human labour. Most services are held by a human in the form of skills that machinery cannot offer. Therefore, more human labour is involved in service provision than in manufacturing.
Modularisation approach can improve the product design of office furniture by allowing flexibility. Flexibility ensures that the furniture is built according to the customer requirements and with the ability to change according to the necessary requirements in the market. The approach allows the product to stand alone as distinct and improvements were done to each as required. Therefore, the ability to see products as distinct allows the manufacturer to identify areas of improvement on the design of the product by making the model simple to understand and reducing.
complexities that increase the costs of materials. Additionally, modularisation allows the tailoring of products to meet the needs of various markets without affecting other products. For example, a seat could be customised to fit a certain market that is very different from the market that another seat will be made to fit. The system allows independence in the development of products (Nigel Slack, 2013).
Support activities
The customers arrive at the bar and are welcomed by attendants who show the customers where to seat. The customers’ seat at the bar lounge and make orders of meals available in the menu. The front office includes of persons such as the waiters who guide the customers at the entrance and taking the order to the kitchen for preparation. After the meal is prepared, the waiter brings the food to the customers.
The back office also plays a role in generating the welcome messages at the entrance and positioning to guide the customers. Additionally, the back office staff prepares the meals such as burgers and chips for the customers. Finally, the support staff recruit the necessary staff to welcome and guide the customers at the bar. Additionally, the support staff orders the necessary ingredients to make the chips and burger such as oil, wheat flour and potatoes.
Assemble to order requires that the customers define the expectations and qualities needed from the product for the company to start manufacturing. The product follows the specific requirements laid down by the customers. The dell company tries to exploit the advantages of make to stock and make to order approaches by ensuring that products reach the market faster while allowing customisation to customer specifications. The approach is made successful through the introduction of technology and advanced inventory management systems that result in cheaper shipping of customised laptops and computers.
The advantages enjoyed by dell company for implementing the assemble to order approach include the ability to customise goods. The customisation leads to better customer satisfaction since the products are made according to the needs and expectations of the customers. Therefore, dell has more satisfied customers as the products meet the specific needs. Additionally, the assemble to order approach allows Dell computer to deliver products to the market at a faster rate since a few products are made at a time and delivered to the customer once complete. However, the assemble to order has some disadvantages like the lack of ready inventory to sell to customers who intend to buy products quickly and go without waiting for order completion.
Therefore, the company loses the income from the sales to customers with very short deadlines to use the products. Another disadvantage is that customers have to wait before getting the products since the company has to fulfil demand in order of priority. Therefore, customers who arrive late to make orders are made to wait for some period, which increases the product lead time. (Terje Slatten, 2009).
Services such as education and healthcare pose a challenge when measuring quality than when measuring the quality of a manufactured product such as motorcar due to various factors such as the involvement of the customer. During service operations, the customer is present, which poses a challenge when measuring the quality of services since the same service has different impacts on various individuals. For example, two customers getting a haircut from the same barber could have different assessments of the quality of the services.
One customer could term the haircut as of high-quality since the barber did the required style and made the customer happy during the period with good stories. However, the other customer could assess the haircut as of low-quality since the client found the barber as too talkative even if the hairstyle was as required. The quality of phones and motor cars is easy to measure using the set standards for measurement, which define a high-quality car or phone in the market (Giovani J.C, 2010).
Jim could utilise the customer perspective approach when coming up with the strategy. The customer perspective refers to tailoring operations in a manner that results in products that satisfy the customer demands. The customer perspective shapes the market and castle windows should adapt to the requirements. For example, Jim should ensure that the operations are improved to make customer orders quickly to avoid delay since the customers require short lead times. Jim should negotiate with the marketing department to take fewer orders that the company can satisfy without stretching the resources.
Additionally, castle could buy more resources such as machinery and inventory to produce more furniture and satisfy demand. Moreover, Jim could utilise the bottom down strategy formulation method, which refers to the employees coming up with the requirements for change as opposed to the senior management giving the orders for a change. The strategy allows the employees to participate in the decisions and work towards the achievement of goals. Jim could talk to the employees on how to relieve the pressure in operations and how to satisfy orders within a short time.
Jim should recommend the modularisation approach in the production of furniture at castle so that the company can produce goods at high speed, and at low costs with high product flexibility. Modularisation will allow the castle to satisfy the customer orders within a short period and reduce wastages through lean productions that avoid wastage. The flexibility comes in handy due to the various items of furniture made at the shop and the different customer orders placed.
The introduction of modularisation will lead to advantages such as low cost of production by having products with standard interfaces that can combine in different ways to form various types of furniture. Additionally, the various interfaces that can be combined in different ways allow the furniture shop to satisfy customer orders, which allows quick delivery and low-cost production since the shop does not have to order new materials for making the furniture.
Jim should introduce the process layout design in the furniture production to allow flexibility and the ability to produce different products at the shop. Process layout allows production of goods with high flexibility, which is preferable at castle shop since the customers place different types of orders of furniture. The process layout allows the rearrangement of machinery in a way to accommodate the different furniture items being produced. Therefore, Jim could set the machinery according to the requirements of the customer.
The process design allows flexibility which is necessary for meeting customer demands quickly thus allowing the shop to avoid failure to meet customer demands. The shop has a problem of having high demand than the operations can satisfy and the process design will help to solve the problem by allowing quick production without wasting time on re-arranging the equipment.
Jim could introduce the just in time system of production, which aims at meeting demand in a short time without wastage. The system is cost effective and delivers the necessary amount of parts at the right time, quantity and cost while using the least amount of raw materials. Therefore, castle furniture will enjoy the benefit of meeting customer demands in a short time and with the most efficient use of materials without waste.
Additionally, Jim could suggest continuous improvement at the shop to increase performance through small and more steps of improvement. For example, Jim could simplify the method used by the sales and marketing department to collect orders from customers and introduce a system that picks orders that the operations can satisfy. Therefore, castle will have orders that are easily satisfiable.
Top chef faces various challenges, which hinder smooth operations at the restaurant. Topgun faces the problem of delays in delivering meals to the customers, which causes customer complaints. Additionally, the hotel has lost both experienced drivers and chefs, which results in production bottlenecks since the operations lack the proper expertise to run the activities smoothly. Moreover, the decisions made by Olivia are causing discomfort among the employees.
The chefs feel that the decision to allow customers to collect the food at the restaurant reduces the production time leading to pressure. The IT system also fails to convey the data effectively since errors occur at certain times, which causes mixing up and confusing of customer orders. The mix up results in customers receiving the wrong orders. The major problem to solve is that of replacing the departing employees and identifying the reason for departure to prevent more employees from leaving (Nigel Slack, 2013).
The SWOT analysis assists in identifying the main challenges faced by the management. The approach of analysis first identifies the strengths of the restaurant, which is the ability to provide different types of foods. The restaurant allows customers to get delivery of different types of meals by placing one phone call and the delivery happens within the shortest time possible (Gjoko Stamenkov, 2015).
The weaknesses include the loss of an experienced chef and driver. The loss of the driver has only left one experienced driver, which has resulted in delayed deliveries to the customers. Additionally, the chef who left has created a heavy workload on the remaining chef, which has raised the problem of slow customer services. Moreover, the IT system poses challenges in the transfer of information in the hotel, resulting in errors in customer orders.
The opportunities present to the restaurant is the ability to become the leading food delivery in Manchester, England. The reason for the opportunity is that no other restaurant has exploited the idea of delivering different customer orders within a short time (Nigel Slack, 2013).
The threats available to the company is the possibility of the departing employees starting a competing restaurant. The employees could pose a serious threat to Oliver’s restaurant. Additionally, the company faces competition from the existing companies who could also provide the same services to the customers (Kettner, 2013).
The restaurant’s value proposition is the speed of delivery of the meals and processing of orders to customers who visit the place. The hotel intends to eliminate all kinds of delays during the delivery of the meals to clients. Additionally, the hotel is dependable to the customers by providing the variety of meals at all times when required. The other value proposition is flexibility to ensure that the hotel is able to provide to the emerging and changing needs of the customers (Nigel Slack, 2013).
The product-process matrix at the restaurant follows the low volume and high variety nature. The restaurant produces different varieties of meals for the customers at low volumes since the customers do not order the same meals consistently. The customers place the orders and determine the meals being prepared at the hotel. The production faces the challenge of meeting short deadlines set by the customers (Nigel Slack, 2013).
The restaurant requires trained chefs to prepare meals in the kitchen, experienced call centre persons to run the call centre and experienced drivers to deliver orders. The restaurant could acquire the employees through recruitment drives where the best persons are picked. Moreover, the development could take place through the training of the employees (Nigel Slack, 2013).
Recruitment of more employees to run the restaurant requires more chefs, drivers and call centre personnel to meet the increased customer demand. The more employees will relieve the pressure from the employees already at the organisation leading to satisfied customers. Moreover, the employees will increase the speed of operations at the restaurant due to fewer tasks performed by each person. Therefore, the hotel should ensure the employment of an optimum number of employees to ensure that the activities are fulfilled in time and with the required expertise. The optimum number of employees ensures that all the employees have duties to perform without feeling overloaded with work.
Additionally, the optimum number of employees ensure that the hotel does not have increased salary expenses than necessary, which allows reduction of costs and increase in the revenues earned by the hotel. (Nigel Slack, 2013).
Improving the IT infrastructure, which has led to a confusion of orders and errors. The repair should focus on improving the speed of data transmission from customers to the hotel to avoid delays. Additionally, the system should give correct information and avoid errors on customer orders. Olivia should focus on bringing new computers that transmit the right information and correct errors made during the entry of orders.
Additionally, the information system should have an internal network that is able to transmit messages to the required parts of the organisation without failure. The system should focus on eliminating errors since failure to transmit the right order information results in a delivery that the customers did not request. The confusion in orders results in customer frustration and losses since the customers do not pay for the delivery of wrong meals. Therefore, Olivia should have an information system expert to correct the system immediately when errors occur and perform repairs in the event of failure. (Sieh Lee Mei Ling, 2015).
Give more incentives to the employees such as lucrative salaries and other allowances to reduce employee turnover. The workers require better pay to avoid other restaurants from poaching the employees. The better pay will ensure that employees do not leave the restaurant at huge rate thus reducing the pressure on the employees. Olivia should understand that satisfied employees are motivated to work hard and be creative in the workplace, which results in better products at the hotel. Additionally, the salaries should be competitive according to the rates offered at the market since failure to match the market rates will result in the employees leaving to seek jobs in other restaurants. (Nigel Slack, 2013).
? Allowing synergy when making decisions at the restaurant to ensure that the employees are satisfied. For example, Olivia made the decision of allowing customers to pick food at the restaurant, which caused discomfort among the staff. Olivia could solve the problem by allowing the employees to have a say in the order picking procedure. The permission to participate in decision-making will help in coming up with a proper system for collecting orders that do not strain the employees. Olivia should hold meetings with the employees and have a discussion forum on the best ways to serve the customers.
The employees feel appreciated during the meetings and have the morale to continue working hard due to the ability to influence decisions at the hotel. The discussions create a sense of belonging among the employees, which translates to the provision of better services, the introduction of new ideas and avoiding laxity at the place of work. However, Olivia should maintain discipline at the hotel to avoid too much freedom, which is not healthy for the hotel (Nigel Slack, 2013).
? Allowing self-service at the restaurant where the customers come and find buffets with wide varieties of meals to choose from. The buffets allow flexibility since the hotel could easily add meals to the selection. Additionally, the buffets relieve the pressure caused by the customers who visit the hotel and make orders. The buffets give customers a wide variety of meals to and new meals to sample at the restaurant. The new meals and recipes keep the customers excited, which increases the customer loyalty and affection for the restaurant. (Sieh Lee Mei Ling, 2015).
References
Giovani J.C, R. S. (2010). International Journal of Operations. Operations and Production Management.
Gjoko Stamenkov, Z. D. (2015). A Sustainable E-Service Quality Model. Journal of Service Theory and Practice, 25(4),
Kettner, P. M. (2013). Excellence in Human Service Organization Management. Pearson.
Nigel Slack, A. B.-J. (2013). Operations Management (7 ed.). Madrid, Spain: Pearson.
Sieh Lee Mei Ling, T. S. (2015). The Sixth Gap of Service Quality: Evidence from Malaysia's Finance Companies. Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 185-189.
Terje Slatten, M. M. (2009). Managing Service Quality. Emerald Insight, 17(5), 493.
