Guest Services Management I
Guest Services Management I HFT 3540
University of Central Florida
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W3 WWW V J a Guest Serv1cs1 4anagement HFT 3540 Mr Scott Smith Rosen School of Hospitality Management mam mfg crap Training For Service Lecture 8 Mr Scott Smith Rosen School of Hospitality Management Ext Ef e memo The Guest Can Help Salad Bars in Restaurants Coffee Makers in Hotel Rooms ATM s Pump Your Own Gas The Guest Can Help The organization must remain constantly aware that the server is the point of contact between the organization and the Guest fZL prf W W l J l F v W 1 J The Guest Can Help Think of the guest as a quasiemployee and manage them accordingly This means organizations should design the service product environment and delivery system to take advantage of the skills talents knowledge and abilities that these extra employees bring to the organization wwww Wk Three Step Strategyk Managing These QuasiEmployees Schneider and Bowen suggest 41 De ne the roles you want the guest to play 62 Make sure that guest know exactly what you expect them to do 93 Once task performance is underway evaluate the guest s ability and willingness to perform well W l JI r Three Step Strategy or Managing These QuasiEmployees WW I J 1 De ne the roles you want the guest to play Do a job analysis De ne the knowledge skills and abilities required to perform the jobs identi ed as desirable and appropriate for guest maize ea ma a W WW3 Three Step Strategyk Managing These QuasiEmployees 2 Make sure that guest know exactly what you expect them to do They should be physically able mentally prepared and suf ciently skilled to do those task Show guest that performing the task is to their bene t immo mtzm Wk Three Step StratM Managing These QuasiEmployees 3 Once task performance is underway evaluate the guest s ability and willingness to perform well Conduct a performance appraisal on the guest to ensure that the experience being co produced is meeting expectations w W W k VWI J Strategies For Involving The Guest Guest can be involved with a hospitality organization in several ways ozol Guest as unpaid consultants 92 Guest as part of each other s experiences 93 Guest as coproducers w W W k WWI J Strategies For Involving The Guest 1 Guest as unpaid consultants When the hospitality organization ask guests what they like or dislike about the guest experience they become consultants For example guest comment cards exit interviews focus groups W W W k le J Strategies For Involving The Guest 2 Guest as part of each other s experiences Guest are part of the servicescape Most people do not like to eat in a restaurant alone Some people like to people watch Coney Island example W 1 J k l 4 cvWW Strategies For Involving The Guest 3 Guest as coproducers Guest actually become part of the production and delivery service For example salad bars ight selfcheckin Sugar MillDe Leon Springs rm V Sugar MillDe Leon Springs 2 W W l k cv WI WW3 Advantages of Coproduction for the Organization Can reduce labor cost Can free up employees to do more elaborate task enriches employee jobs Reduces service failures NeW market niche W3 1 J W cgf Wm Advantages of Coproduction for the Guest Guest can produce What they want Typically selfservice reduces the time required to serve Reduces the risk of unpleasant surprises for guest Reduces service cost Increases interest guest can show off mars W n Disadvantages of Coproduction for the Organization Exposes the organization to additional legal risk Employees must be able communicate effectively and train guestadditional time and effort If the service delivery system is not user friendly it Will fail ZTQTJZ Disadvantages of Coproduction for the Guest May frustrate guest Guest may resent having to serve themselves May diminish service levelcleanliness 7 Key Factor To De rmine How Much Guest Should Be Involved TimeThink of ne dining versus quick serve buffet ControlThink of a rental car versus a commercial airliner W4 A Final Thought Table 82pg 241 T W Two A Question IS THE GUEST CUSTOMER ALWAYS RIGHT W3 V W M Firing The Guest All organizations know that the customer is not always right In cases where guest get drunk become verbally or physically abusive refuse to comply with reasonable organizational rules and policies or make outrageous demands we may need to fire the guest Freeze if 521 Abrupt Firings Should occur when customers threaten the wellbeing or safety of other customers employees or themselves If any customer threatens or endangers the physical and mental health of an employee that employee should be empowered to tell the offender to go elsewhere for service as this organization is unable to continue rendering 7 it 44y wwww Subtle Firings Think of signs No Shoes No Shirt No Service Think of PoliciesRental car companies may not rent to adults under 25 years old Think of advertisingBeer and cigarette companies advertising to adults and un advertising to minors rrr r j C V Efw fx 3 Rf muwvvv ef 4 Maintaining Guest Dignity I Give the guest the bene t of the doubt in most situations Firings should be accomplishes with minimal harm to the guest s physical or mental well being and dignity The organization must share some of the blame in most cases the guest had expectations whether reasonable or not and the organization failed to meet them www n Absolute Service Guarantees any nun39i rn 0 t l I n I n M t I It Our 110 Satisfaction Guarantee ensures your complete satisfaction at any of the over 145 Embassy Suites hotels We guarantee high quality accommodations friendly and ef cient service and clean comfortable surroundings If you re not completely satisfied we don t expect you to pay 3 Win ty w Absolute Service Guarantees n a BAYMOIEST W 110 110SATISFACWIDNGUARANTEE W Your Satisfaction is guaranteed not 100 but 110 Our entire staff is dedicated to exceeding your expectations Should you have a problem during your stay please tell us I We guarantee to correct the problem or your night39s stay is j free We value your business and want you to stay With us again Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management Meeting Guest Expectations Through Planning Lecture 2 Mr Scott Smith Rosen School of Hospitality Management g Three Generic Strategies Organizations usually employ one of three generic strategies to compete in the marketplace They are l A Lower Price 2 A Different Product 3 A Special Niche A Lower Price The Low Price Competitor tries to design and provide pretty much the same service that the competition sells but at lower prices Examples include WalMart Southwest Airlines Red Roof Inns and Motel 6 A Lower Price Disadvantgge The Low Price Competitor must recognize that if they reduce prices to customers by reducing their own costs the resulting deterioration in the guest experience may decrease the value of the experience to guest and drive them to competitors A Lower Price Disadvantgge Also somebody is eventually going to undercut your price McDonald s gt Checkers A Different Product Differentiating one s product in the marketplace results from creating in the customer s mind desirable differences either real or imagined between that product and others available at about the same price Examples include Disney Embassy Suites Ritz Carlton and Virgin Airlines A Different Product For Example A fastfood operator could offer a broader menu but higher prices than other fastfood restaurants to differentiate themselves from the competition A Different Product Who are we A Different Product The Best Way to Differentiate your product is by creating a strong Brand Name Think of Nike Shoes The Golden Arches Vera Wang A Different Product A strong Brand Name is important to an organization because 1 It provides a competitive advantage 2 It differentiates that organization from other organizations in a very clear way 3 It adds value to the guest experience A Different Product A strong Brand Name can also be a disadvantage Fear of hurting the brand image may unnecessarily inhibit a company 39om exploring new market opportunities or putting its name on a potential pro table product or service just because it may seem inconstant with the brand image A Different Product Disadvantage Somebody is eventually going to copy your differentiation feature Red Lobster gt Boston Lobster Feast Shells and Joe s Crab Shack A Special Niche An organization can nd and ll a particular market niche or gap It can focus on a speci c part of the total market by offering a special appeal like quality value location or exceptional service A Special Niche The organization that concentrates on lling niches is often a market innovator seeking to meet an unful lled customer need A Special Niche Examples include Big and Tall Men s stores Boston Market Chili s Take Out Regent Square Tavern in Pittsburgh Peapod Grocery Delivery A Special Niche Disadvantage If you nd a Niche and succeed an imitator eventually will join you in the niche and soon it will be just another market segment Hard Rock Cafe gt Planet Hollywood and Rain Forest Cafe Three Generic Strategies 1 A Lower Price McDonald s 2 A Different Product Red Lobster 3 A Special Niche Hard Rock Cafe Three Generic Strategies Can you combine the Strategies Yes A Lower PIiceMcDonald s also has a strong brand imagedifferentiation A Special Niche Hard Rock Cafe also has a strong brandimagedifferen a on Three Generic Strategies So if these Three Generic Strategies can all be copied and even surpassed How can an organization remain competitive BY PROVIDING EXCELLENT SERVICE AND VALUE 1 u The Excellent Service Strategy Tom Peters In Search of Excellence says You can knock off everything except awesome service The Excellent Service Strategy Find a way to give your guest what they want when they want it even if they don t know yet exactly what they want Think of Walt Disney and Disneyland You don t build it for yourself You know what people want and you build it for them Walt Disney How do we nd a way to give your guest what they want when they want it even if they don t know yet exactly what they want Through the Strategic Planning Process The Strategic Flaming Process has two steps 1 Assesment External and Internal 2 Action Objective of Strategic Management Control of the Alternative Choices that involve the Creation the Change or the Retention of a Business Strategy Strategic Management Assessment SWOT Analysis S Strengths WWeakness OOpportunities TThreats Strategic Management Assessment SWOT Analysis Strengths and Weakness are Internal Lookng inside the organization Self Analysis Performance past and proj ected Cost Structures Human Capital Core Competencies What Are We Good At What Business Are We In If We Were to Start Again Today Would We Be in the Same Markets Vision The Vision Statement describes what the organization should look like in the future and what signi cant contributions it expects to make UCF s Vision Statement As We move into the 2151 century our goals are to offer the best undergraduate education in the State of Florida achieve national and international prominence in key programs of gmduate study and research provide aninternational focus to our curricula and research programs grow more inclusive and diverse and become America39s leading partnershi university The mannerin Which We achieve these goals is important UCF has always placed an quotAccent on the Individualquot respecting the dignity and Worth of each person and an quotAccent on Excellencequot obtained within the context of a committed and caring community I A community of scholarship shared leadership action involvement concern Mission The organization s Mission Statement expresses the reason for which the organization was created and exists UCF s Mission Statement The University of Central Florida is a major metropolitan research university whose mission is to deliver a comprehensive program of teaching research and service It provides intellectual leadership through quality undergraduate and graduate programs It proudly identifies with its geographic region while striving for national and international excellence in selected programs of teaching and research It serves students who are diverse in age ethnic and racial intellectual and creative resource develops creative partnerships with public and private enterprise and participates fully in the economic development of Florida Our Vision Statement What should this organization look like What signi cant contributions will it ma e 11 Our Mission Statement Why are we here What makes this course different The Beginning 1 Building A Community of Learners 2 Seeking Critical Thinking 3 Exceeding Our Own Expectations Strategic Management Assessment SWOT Analysis Opportunities and Threats are External Looking outside the organization External Analysis Identi cation of Relevant Elements Customers Demand Factors Competitors Industry Analysis The Environment Customer Analy sis Segmentation Demographics Motivation Psychographics Changing Needs Demand Factors Income Price Elasticities Consumer Behaviors Population Growth Business Climate Seasonality Competitive Analysis Current amp Potential Competitors Competitive SWOT Analyses Performance Objectives Cultures Cost Structures Strategies Environmental Analysis Technology Government Economy Culture Demographics Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management Guest Services Management HFI39 3540 Scott Smith Rosen School of Hospitality Management quot1 Capacity amp Psychology 1 Keep the waiting as short as possible 2 Balance psychological needs and consumer expectations ab 3 Key Predictors 1 How Many People Will Arrive 2 At What Rate Will They Arrive 3 How Long Will They Stay Characteristics of Waiting Lines Arrival Patterns 0 People Arrive Randomly 0 People Arrive in Bulk 0 People Arrive in Partially Predictable Cycles Characteristics of Waiting Lines Queue Discipline 0 First Come First Served 0 Serve by Special Attributes 0 Guest Enforced Rules ab Characteristics of Waiting Lines Time of Service Predictable Cycles Time Boundaries Queue Types 0 Single Channel Single Phase 0 Single Channel MultiPhase 0 MultiChannel Single Phase 0 MultiChannel MultiPhase Single Channel Single Phase Service The Acuvity Outcome The The Queue Process Exam Ie The Hot Do Vendor Single Channel MultiPhase A Service Service mm quot mm The 1St Queue The 1 The 2 d Queue The 2 Process Process Exam Ie The DriveThmu h 17 L MultiChannel Single Phase The Outcome The Queue The Process MultiChannel Multiphase Process Process Exam Ie The Eme enc Room Perceptions of Waiting How People Feel about the wait is at least as important as how long the wait is 17 L Perceptions of Waiting 1 Occupied Time Feels Shorter Than Unoccupied Time Perceptions of Waiting 2 Time Spent Waiting to Begin the Service Experience Will Feel Longer Than Time Actually Spent in the Experience Itself ab Perceptions of Waiting 3 Anxious Waits Feel Longer Than More Relaxed Waits Perceptions of Waiting 4 Waits of Uncertain Length Feel Longer Than Certain Ones 3 Perceptions of Waiting 5 mm Waits Feel Longer Than Explained Waits lb Perceptions of Waiting 6 Unfair Waits Feel Longer Than Fair Ones Perceptions of Waiting 7 Solo Waits Feel Longer than Group Waits 33 Perceptions of Waiting 8 Uncomfortable Waits Feel Longer Than Comfortable Ones lb Perceptions of Waiting 9 Interesting Waits Are Shorter Than Uninteresting Ones Perceptions of Waiting 10 Happy Waits Are Shorter Than Sad Ones gs Capacity amp Psychology 1 Keep the waiting as short as possible 2 Balance psychological needs and consumer expectations lb Managing the Wait in Services Lecture Rosen School of Hospitality Management Womu m Guest Services Management HFT 3540 Scott Smith Rosen School of Hospitality Management Service Culture Lecture 4 Scott Smith Rosen School of Hospitality Management x V l V iimw wr im l Organizational Culture Wk W W J Culture De ned Culture is a way of behaving thinking and acting that is learned and shared by the organization s members W W l J m 1 J What Companies Have A Culture All Organizations have a Culture Whether or not anyone spends any time worrying about it shaping it or teaching it W W I W i k FK Ml 41 What Companies Have A Culture The stronger the cultural norm is and the more the members accept and believe in it the more likely it is that they Will try to do Whatever they can to create and sustain Service Excellence W k What Companies Have A Culture Sustained performance of quality service depends on organizational values that truly guide and inspire employees 80 How does an organization get such values mezzo mfg crap W k V W W How does an organization get such values From its Leaders Leaders de ne the culture teach it and sustain it Leaders are the most important in uence on any Organization s 39 Culture 8 W W 1 ii i i ijl m 1 riggiri iri ri l Leadership amp Culture Leaders lead by example They de ne the strength of an organization and set it s course by What they pay attention to measure and control How they react to critical incidents and organizational crises What criteria they use to reward employees ar y quotvQ 55 sq 9 a r23 V Leadership amp Culture Leaders Managers Bureaucrats mxn cwcm t Company Reputation A company s culture like a person s character drives its reputation Ford amp Heaton p 110 Win mm a Company Reputation Bahama Breeze amp Red Lobster Discovery Cove amp SeaWorld College of Business amp Rosen School of Hospitality Management V Wij The Importance of Culture Implementing Service Strategies is impossible with out a Supporting Culture No matter how brilliant and well thought out the strategy is it will fail if it doesn t t with the Organizations Culture The Importance of Culture Strategy and Employee Commitment Culture as a Competitive Advantage Management by Culture Culture as a Competency The Importance of Culture Strategy and Employee Commitment Hospitality organizations require an especially high level of commitment and understanding BECAUSE the guest experience is to somewhat intangible There are many moments of truth and each employee must have extensive knowledge of both the service itself and the guest they serve I V The Importance of Culture Strategy and Employee Commitment Employees must have a high level of motivation to deliver the hospitality experience consistently in the way it should be done Why Because the Organization s Managers cannot be everywhere at once to maintain quality control Organizational Culture The Importance of Culture Culture as a Competitive Advantage The Organization s Culture can be a signi cant competitive advantage if it has value to it s members is unique and cannot be copied by others Think SOUTHWEST AIRLINES WALT DISNEY WORLD W k l J The Importance of Culture Management by Culture The Stronger the Culture the less necessary it is to rely on the typical Bureaucratic Management Controls Policies Procedure and Management Directives found in traditional industrial organizations bi t 3 W W l Jlk FRVflel The Importance of Culture J Management by Culture Since de ning all possibilities is impossible the Hospitality Organization must rely on its Employees to understand What is expected of them through the transfer of Cultural Values and deliver it to the guest every time l 7 7777774 The Importance of Culture Management by Culture In other words A Strong Culture allows employees to respond better to the variability in guest s expectations Organizational Culture W W L Jlk F vWl The Importance of Culture J Culture as a Competency If an Organization s Culture is strong it becomes another Core Competency Think Chefs at Darden Restaurants 2 Al k l Ji Does an Organization s Culture Change YES Any Culture is Dynamic and Constantly Changing However Strong Cultural Values can I remain even if Speci c Applications of Values Change x V Wk W7quot his A Does an Organization s Culture Change A Culture In uences its Members and in turn is In uenced by its Members Organizations With Strong Cultures Will get rid of Employees Who do not t into that Culture V i The Importance of Culture Culture Driven Organizations Seek to de ne the Beliefs Values and Norms of the Organization through What they do and say and What they Reward rather than through Rules and Regulations W I My 777W W rgll Culture Fills the Gaps Shared Teachings Become Beliefs About How Things Should Be Values of What Has Worth and Norms of Members Behavior Beliefs Beliefs form the ideological core of the culture bi 3 Values Values are preferences for certain behaviors or certain outcomes over others xc Norms l 7 77777777777 i777 Norms are standards of behavior that de ne how people are expected to act While part of the organization lO W3 1 J 3 Types of Norms Norms in Advertising Norms of Appearance Folkways and Mores bi M I Norms in Advertising Many Hospitality Organizations use Advertising as a means to Sell Their Services Since Employees see the same Ads they also learn the Norms of Behavior that Guest Expect and this Advertising serves to train them just as it informs Prospective Guest zxcz l 7 W 777777 i777 Norms of Appearance Most Hospitality Organizations have Norms of Appearance or Standards of Personal Grooming Hospitality Organizations must carefully de ne and enforce its Norms of Appearance to ensure that Employees have the look the Guest expect ITS PART or THE SERVICECAPE z 7 ll W3 1 J Norms in Advertising Many Hospitality Organizations use Advertising as a means to Sell Their Services Since Employees see the same Ads they also learn the Norms of Behavior that Guest Expect and this Advertising serves to train them just as it informs Prospective Guest gt5 t I 1 u Folkways and More Folkways are the customary habitual ways in which organizational member act or think without re ecting upon them For Example Shaking hands versus Not Shaking Hands Using First Names versus Mrand Mrs Wearing a Tie versus Casual Dress mwzm t Folkways and Mores i An Organization s Mores are Folkways that go beyond being Polite These are Customary Behaviors that must be followed to preserve the Organization39s Ef cient Operation and Survival Mores require certain acts and forbid others By indicating what is right and wrong they form the basics of the Organization s Code of Ethics and 7 Accepted Behaviors 5 sq 9 a 12 xp d Wk Subcultures Cultures Often Split into SubCultures Think of your work PartTimers versus FullTimers Day Shift versus Night Shift Older Members versus Younger Members This can be Good or this can be Bad Ema mfg trth W k V W W Subcultures Formal Learning Public Face Informal Learning Private Reality W W W LA i i iwj n W1 Wm ii igl Culture As Moderation Culture helps an organization to relate to the outside world build ways for people within the organization to relate to each other l3 W3 Culture As Bridge An Organization s Culture May be Either Open or Closed to outside in uences W w W k W1 41 Culture As Memory Whether it s the Organization or the Employees Who Control the Teaching of Culture Values Norms and Beliefs Will be Shared Culture F1115 the Gaps Shared Teachings Become Beliefs About How Things Should Be Values of What Has Worth and Norms of Members Behavior l4 W3 1 J Communications Laws Language Stories Legends Heroes Symbols and Rituals bi t 3 Exaw n Wk Laws Rules Polieies Regulations Norms so important they need to written down xc Language 1 7 77777777777 i777 Each organization develops a language of its own Which is frequently incomprehensible to outsiders 15 Myths Stories Legends Heroes Symbols Physical objects or artifacts that have signi cance beyond their obvious meaning an Icon rms Effn memo Rituals Symbolic acts that people perform to gain and maintain membership or identity Within an organization 48 l6 W3 1 J Teaching Culture 1 What do the leaders pay attention to measure and control 2 How do the leaders react to critical incidents amp crises mam mfg onto Teaching Culture 3 Leaders as deliberate role models teachers and coaches 4 Balance of rewards and status 5 Stories of recruitment selection promotion and retirement and banishment rzmja v W k V W W Organizational Culture Culture Fills in The Organizational Gaps and Creates the Overall Quality of Work Life l7 a u j e Wk Service Culture Lecture 4 Scott Smith Rosen School of Hospitality Management Dates for Presentations Hearts 27 Mar 28th Hearts 8A Mar 30th Diamonds 27 Apr 4th Diamonds 8a Apr 6th Spades 27 Apr 11th Spades 8A Apr 13th Clubs 27 Apr 18th Clubs 8A Apr 20th 7 WWW W 1 if Jl t 1 W VW Wiriul Dates for Presentations Hearts 27 Mar 29th Hearts 8A Mar 31st Diamonds 27 Apr 5th Diamonds 8a Apr 7th Spades 27 Apr 12th Spades 8A Apr 14th Clubs 27 Apr 19th Clubs 8A Apr 21st 7 st 18 Zx W k V Guest SerViManagement HFT 3 540 Mr Scott Smith Rosen School of Hospitality Management quot39 I Ir t a i I L 3 39 1 Q W n Training For Service Lecture 6 Mr Scott Smith Rosen School of Hospitality Management 7 mwcm t Ford s Hospitality Principle 6 Train Your Employees Then Train Them Some More w W W k VWI J Training For Service The average company spends an amount equal to 15 of its payroll on training w W W k WWI J Hospitality versus Manufacturing Hospitality organizations face the special challenge of training not only the required job or task skills they must also teach the server how to interact positively with guest and how to solve inevitable problems creatively W W W k le J Hospitality versus Manufacturing A car going down the assembly line doesn t care if the auto worker has a bad attitude The customer facing the bartender at a private club the frontdesk agent at the Marriott or the ticket seller at a Broadway play certainly does xp j a Berry s Five Key Service Factors Reliability Responsiveness Assurance Empathy Tangibles bi r 3 Leonard Berry On Great Service A Framework for Action 1995 rzrcx v 533 Reliability The ability of the organization and its employees to deliver service consistently reliably and accurately 322 W Ema Responsiveness The Willingness of the organization s employees to provide prompt service and help customers 53 W W 1 J k N il J Assurance The employee s knowledge courtesy and ability to convey trust mma f vmy Empathy The employee s Willingness to provide caring and individualized attention to each customer memo info We Tangibles The outward physical or reactive components of the employee s appearance and behavior a u a Wk T glblCS 60 of Consumers say an appropriate uniform increases their con dence in an employee abilities to do a job 40 thought a uniform made employees appear more competent J DPower and Associates l l flaw Z Tangibles 1 r TOI39lEIT x V Tangibles h EMPLOYEES j a roam i W3 1 w Berry s Five Training Principles 1 Focus on critical skills and knowledge 2 Start strong and teach the big picture 3 Formalize learning as a process 4 Use variedmultiple learning approaches 5 Seek continuous improvement Leonard Berry On Great Service A Framework for Action 1995 www n Wk Berry s Five Training Principles 1 Focus on critical skills and knowledge Critical skills are those that service employees simply must have ie Front Desk Clerk utilizing the Computer for Checkin or a Fine Dining Waiter tossing salad table side Leonard Berry On Great Service A Framework for Action 1995 Berry s Five Training Principles mwnme 1 Focus on critical skills and knowledge A hospitality organization can identify critical skills through a systematic analysis of service delivery systems and staff and also by asking it s guest and employees Leonard Berry On Great Service A Framework for Action 1995 W3 Berry s Five Training Principles Teaching the Big Picture is teaching employees the organization s overall values purposes and culture and how What they do helps the organization succeed 2 Start strong and teach the big picture Leonard Berry On Great Service A Framework for Action 1995 441 Ernw n Berry s Five Training Principles 2 Start strong and teach the big picture When an employee is later confronted with a problem situation that doesn t exist in a handbook or a training manual the core values learned and accepted during training should lead that employee to do the right thing for the customer Leonard Berry On Great Service A Framework for Action 1995 J W W lA Jlr Berry s Five Training Principles W 3 F ormalize learning as a process Formalizing learning means to build learning into the job make learning mandatory for everyone and institutionalize that expectation Think of SAS and WalltoWall training I 43 I I Leonard Berry On Great Service A Framework for Action 1995 x V W V IW Berry s Five Training Principles 4 Use VariedMultiple learning approaches Not everyone learns the same way In additional to traditional methods Berry suggest that organizations sponsor book clubs and send employees out to observe exceptional organizations in the service industry to benchmark against the best gt t l l g i A 4 kf r fd Leonard Berry On Great Service A Framework for Action 1995 Expw n Wk Berry s Five Training Principles 5 Seek continuous improvement Good service organizations and good employees both want continuing employee improvement through on the job training and supervision special training sessions video demonstrations online courses and the full range of training methods available to modern organizations Leonard Berry On Great Service A Framework for Action 1995 mwzme Measuring Effectiveness Ask Them if They Got It Test to See if They Did Watch Them to See If They Use It Are We Better Now Than Before W k l J Measuring Effectiveness Participant Feedback Ask Them if They Got It The rst cheapest and most commonly used measure Participants ll out a questionnaire on some general evaluation criteria mwoxo Measuring Effectiveness Content Mastery Test to See if They Did This can be as simple as paper and pencil test or as elaborate as onthe job demonstrations Win gma Measuring Effectiveness Behavioral Change Watch Them to See If They Use It To be effective in any meaningful way training must be followed by real and lasting behavior changes When the employee returns to the job x V Wk l J Measuring Effectiveness Organizational Performance Are We Better Now Than Before The nal most sophisticated and best level of evaluating the effectiveness of training is to watch what happens to the measures of overall organizational 3 performance www n Organizational Commitment I do not think there is any minimum amount of time that should be spent on individual learning and skill development But it seems to me that allotting at least 5 percent of every employees time to training may be required to demonstrate an organizationwide commitment to training and development Edward E Lawler III From the Ground Up 1996 Win zm a Developing People The emerging economy is based on knowledge imagination curiosity and talent What if we could learn to tap the wonderful rich differences among people Wouldn t a corporation that could exploit the uniqueness of each of its 1000 employees or 10 or 10000 be phenomenally powerful Tom Peters 10 Wk 1 J Developing People Put negatively isn t a corporation that doesn t gure out how to use the special curiosities of its people headed for trouble bi M Tom Peters W W l J m 1 41 Typical Types of Training Classroom Training at Home OnetoOne Computer Based Training Video V wath T Typical Types of Training Classroom most common A knowledgeable expert talks to employees in the hope that they can learn necessary skills or knowledge in the available lecture time 5591 4 a ll Wk 1 J Typical Types of Training Training at HomeHome Study Trade Associations or Private Training Organizations produce materials that people can receive in their homes and study at their own learning pace The American Hotel and Motel Association uses homestudy material extensively t7uquot Typical Types of Training OneonOne Training A Trainer or Supervisor demonstrates observes corrects and reviews the employee performing the required task V wath T Typical Types of Training Training at the Computer Computers can be used for training either as a Stand Alone Machine or gupNetworked Computers via the Internet 12 W k w Training For Service Lecture 6 Mr Scott Smith Rosen School of Hospitality Management quot39 I Ir t a a I L 3 39 1 Q www e Morris s Four Universal Needs Uniqueness as individuals Union with something greater than the self Usefulness to others and Understanding about our lives and work Tom Morris If Aristotle Ran General Motors 1997 mfh mm Creating Learning Experiences Invite individuals from other parts of the company to come to staff meetings and explain what another department or business unit does Have peers train each other in their respective work activities 5 Edward E Lawler III From the Ground Up 1996 l4 Ermi o a Creating Learning Experiences Provide customer service experiences to employees who do not normally interact with customers Have an individual do the job of another employee who is away on vacation Edward E Lawler III From the Ground Up 1996 15 a a Guest serv sM gement HFT 3 540 Mr Scott Smith Rosen School of Hospitality Management 39 W39 Training For Service Lecture 8 Mr Scott Smith Rosen School of Hospitality Management memo 513 m W W l 7777777777 777777777 n V W 1 iiiiiiiiiiiiiiii ill The Guest Can Help Salad Bars in Restaurants Coffee Makers in Hotel Rooms ATM s Pump Your Own Gas W3 VWW The Guest Can Help The organization must remain constantly aware that the server is the point of contact between the organization and the Guest fZL prf W W l J l F v W 1 J The Guest Can Help Think of the guest as a quasiemployee and manage them accordingly This means organizations should design the service product environment and delivery system to take advantage of the skills talents knowledge and abilities that these extra employees bring to the organization wwww Wk Three Step Strategyk Managing These QuasiEmployees Schneider and Bowen suggest 41 De ne the roles you want the guest to play 62 Make sure that guest know exactly what you expect them to do 93 Once task performance is underway evaluate the guest s ability and willingness to perform well W l JI r Three Step Strategy or Managing These QuasiEmployees WW I J 1 De ne the roles you want the guest to play Do a job analysis De ne the knowledge skills and abilities required to perform the jobs identi ed as desirable and appropriate for guest maize ea ma a W WW3 Three Step Strategyk Managing These QuasiEmployees 2 Make sure that guest know exactly what you expect them to do They should be physically able mentally prepared and suf ciently skilled to do those task Show guest that performing the task is to their bene t immo mtzm Wk Three Step StratM Managing These QuasiEmployees 3 Once task performance is underway evaluate the guest s ability and willingness to perform well Conduct a performance appraisal on the guest to ensure that the experience being co produced is meeting expectations w W W k VWI J Strategies For Involving The Guest Guest can be involved with a hospitality organization in several ways ozol Guest as unpaid consultants 92 Guest as part of each other s experiences 93 Guest as coproducers w W W k WWI J Strategies For Involving The Guest 1 Guest as unpaid consultants When the hospitality organization ask guests what they like or dislike about the guest experience they become consultants For example guest comment cards exit interviews focus groups W W W k le J Strategies For Involving The Guest 2 Guest as part of each other s experiences Guest are part of the servicescape Most people do not like to eat in a restaurant alone Some people like to people watch Coney Island example W 1 J k l 4 cvWW Strategies For Involving The Guest 3 Guest as coproducers Guest actually become part of the production and delivery service For example salad bars ight selfcheckin Sugar MillDe Leon Springs W W 1 Jlk FRVflel Jl Sugar MillDe Leon Springs W W L k FvWl J Advantages of Coproduction for the Organization Can reduce labor cost Can free up employees to do more elaborate task enriches employee jobs Reduces service failures NeW market niche is 3 WW Advantages of Coproduction for the Guest Guest can produce What they want Typically selfservice reduces the time required to serve Reduces the risk of unpleasant surprises for guest Reduces service cost Increases interest guest can show off mars W n W k V W W Disadvantages of Coproduction for the Organization Exposes the organization to additional legal risk Employees must be able communicate effectively and train guestadditional time and effort If the service delivery system is not user friendly it Will fail ZTQTJZ Disadvantages of Coproduction for the Guest May frustrate guest Guest may resent having to serve themselves May diminish service levelcleanliness x a Wk Key Factor To Mmine How Much Guest Should Be Involved TimeThink of ne dining versus quick serve buffet ControlThink of a rental car versus a commercial airliner A Final Thought Table 82pg 241 W W W LA i i iwj n V W1 Wm ii igl A Question IS THE GUEST CUSTOMER ALWAYS RIGHT W3 V W M Firing The Guest All organizations know that the customer is not always right In cases where guest get drunk become verbally or physically abusive refuse to comply with reasonable organizational rules and policies or make outrageous demands we may need to fire the guest Freeze if 521 Abrupt Firings Should occur when customers threaten the wellbeing or safety of other customers employees or themselves If any customer threatens or endangers the physical and mental health of an employee that employee should be empowered to tell the offender to go elsewhere for service as this organization is unable to continue rendering 7 it 44y wwww Subtle Firings Think of signs No Shoes No Shirt No Service Think of PoliciesRental car companies may not rent to adults under 25 years old Think of advertisingBeer and cigarette companies advertising to adults and un advertising to minors r23 V Maintaining Guest Dignity I Give the guest the bene t of the doubt in most situations Firings should be accomplishes with minimal harm to the guest s physical or mental well being and dignity The organization must share some of the blame in most cases the guest had expectations whether reasonable or not and the organization failed to meet them n fo a Absolute Service Guarantees any nun39i rn 0 t l I n I n M t I It Our 110 Satisfaction Guarantee ensures your complete satisfaction at any of the over 145 Embassy Suites hotels We guarantee high quality accommodations friendly and ef cient service and clean comfortable surroundings If you re not completely satisfied we don t expect you to pay 3 mwym t Absolute Service Guarantees n a BAYMOIEST W 110 110SATISFACWIDNGUARANTEE W Your Satisfaction is guaranteed not 100 but 110 Our entire staff is dedicated to exceeding your expectations Should you have a problem during your stay please tell us I We guarantee to correct the problem or your night39s stay is j free We value your business and want you to stay With us again Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management The Syllabus Course Objective Methodology Workload Attendance Text amp Readings Semester Schedule Letters and Presentation The Syllabus Grading Notice Assignments Due Notice Test Disabilities Academic Dishonesty Professional Courtesy The Guest A person invited to Visit another s house or have a meal etc at his expense Concise Oxford Dictionary Why Study the Guest and what they want Because it all starts with the Guest Why Study the Guest and what they want Because the Guest defines the quality and value of a hospitality experience Guestology In the textbook Guestology is de ned as The art of treating customers like guest and managing the organization from the guest s point of view Hospitality Friendly and generous reception of guests or strangers or of new ideas Concise Oxford Dictionary The Challenge of Hospitality Ensuring that employees always offer the high level of service the guest wants and expects every time perfectly Expectations This Evening Intangibles How Many of You Had Your Expectations Met By A Radio DJ Your Cup of Coffee No Traf c Delays Finding a Place to Park This State of the Art Classroom The Instructor The Time to Leave This is When You Should Pack to Go Home Go Now Components of the Guest Experience The Service Product The Service Setting Environment The Service Delivery System Components of the Guest Experience The Service Product The Service Product is also called the ServicePacmge or Service Product Alix It is why the customer guest comes to the organization in the rst place ie hotel room Most service products have both tangible and intangible elements Components 01 the Guest Experience Service Setting Environment The Setting or Environment Servicescape The landscape within which service is experienced Also used to describe the Physical Aspects of the setting that contributes to the guest s overall physical Feel of the experience The servicescape is extremely important to the themed eatertainment restaurants like Hard Rock Cafe Planet Hollywood and the Rainforest Caf Components of the Guest Experience Service Deliverv Includes Human Component Physical Production Processes Organizational and Information Systems Componenfs Ol l6 Guesf Experience Service Delivery Human Component Human Component The Front Desk Clerk The Waiter The Housekeeper The Human Component is by far the most important component of Service Delivery and the most challenging to manage It is the staffs attitude friendliness genuine concern and the help llness that largely determines both the value and the quality of the experience for the guest Componenfs Ol ie Guesf Experience Service Delivery Physical Production Processes Physical Production Processes The Kitchen Facilities in a Restaurant The Laundry Facility in a Hotel The Cockpit in n Airliner Can be back of the house like the above examples Or in the front of the house like Bar or Dealers Table in a Casino Components of the Guest Experience Service Delivery Organizational and Information Systems Organizational and Information Systems include the Front Desk Computer System Point of Sale Restaurant Systems Telephones and Fax Machines Components of the Guest Experience Service Delivery Serving Internal Customers Smart hospitality organizations know employees deserve the same care and consideration that the organization encourages employees to eXtend to guest Employees that are served poor give poor service Service Quality Quality is the Difference Between What the Guest Expects and What They Actually Receive Moment of Truth I In Hospitality Management a Moment of Truth is one single moment during a variety of intemctions between the guest and the organization This moment can make or break the guests experience Examples CheckIn at the Front Desk First bite of an entree Special request from a guest The Nature of Services Partly or Wholly Intangible Consumed at the moment or during the period of production or delivery Usually require interaction between the Service Provider and the Customer Client or Guest The Nature of Services Partly 0r Wholly Intangible If the service rendered includes a tangible item ie Mickey Mouse plush a meal then the total guest experience is the sum of the service and product mix It is impossible to assess the product s quality or value without feedback from the customer The Nature of Services Partly 0r Wholly Intangible The 2nd characteristic of intangibility is that every guest experience is unique The less tangible the service provided the more likely each guest will de ne the experience differently Since every guest is unique every guest experience will be unique The Nature of Services Partlv or Whollv Tntan gihle Because services are intangible and therefore dif cult to comprehend fully before they are delivered organizations wanting guest to try their service must make the intangible tangible Organizations do this through Photographs in advertising Internet virtual tours Endorsements by famous people The Nature of Services Consumed at the moment or during the neriod of 39 39 or deliverv Even if the guest takes home the Mickey Mouse Plush or the full stomach from the meal the service as a whole and from the customer s perspective was consumed as delivered The customer can take home the plush toy meal but not the service The Nature of Services Usually requires interaction between the Service Provider and the Customer Client or Guest This interaction can be short ie fast food order or as a longterm relationship ie guest returning for their annual vacation at a timeshare These interactions can be faceto face over the phone or by mail email or fax Perception is Reality Experience Delivery Expectations QeZQedQee Value The Sum Measure of The Guest s Experience Divided by Ve Qe Ce their Total Cost for Having It V 1 Guest Experience a He Total Cost Costs Search Waiting Delivery Purchase Price Accessibility Embarrassment Opportunity Service Quality vs Service Value It s All in the Mind of the GuestUser The Fundamental Equation Service Product Service Environment Service Delivery Systems The Guest Experience Ford s Principles of Hospitality Management 1 Provide the service gualitv and m that guests expect 2 Focus strategy on the key drivers of guest satisfaction 3 Provide the service setting that guests expect 4 De ne and build a total service culture Ford s Principles of Hospitality Management 5 Find and hire people who love to serve 6 Train your employees then train them some more 7 Motivate and empower your employees 8 Empower guests to help e e 39 c create their own 11 e 9 Glue the guest experience elements I together with information Ford s Principles of Hospitality Management 10 Provide seamless service delivery 11 Manage the guest s Lait 12 Don t the guest twice 13 Pursue perfection relentlessly 14 Lead others to excel Your Semester Expectations Get A Great Grade Get A Great Job Interview Maybe Get A Great Job Start to Network Learn Something Useful Have Fun kg Semester Expectations Teach You Something Interesting Maybe Teach You Something Useful Get Great Teaching Evaluations Keep My Great Job Inspire You To Provide Great Service and do not accept anything less How Do We Align For Quality Maximization This Semester Experience Delivery Expectations Delivery System Course Materials Lectures Gm 39 Over Deliver Managing Expectations Information Sharing Service Culture Under Promise Our Beginning 1 Building A Community of Learners 2 Seeking Critical Thinking 3 Exceeding Our Own Expectations Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management Guest Services Management HFT 3540 1112011 Mr Scott Smith Rosen School of Hospitality Management Setting the Scene for the Guest Experience Lecture 3 Mr Scott Smith Rosen School of Hospitality Management g Service Setting The service setting is the environment where the guest experience is placed The Servicescape 1112011 The controlled environmental elements which comprise the guest s perceived service landscape The Show Disney Refers to everyone and everything that interfaces with the guest as The Show Walt Disney originated the idea that a guest eXperience can be uni ed and enhanced if it is based on a theme To Theme or Not to Theme Theming is a way to add value to the guest experience Think of the Disney Parks Rain Forest Cafe ls Theming an Environment Always Appropriate No Because theming places limits on what the organization can offer in terms of service setting and delivery systems 1112011 ls Theming an Environment Always Appropriate In other words your theme will limit your operation to a speci c target market and possible exclude portions of the larger market Think of Chuck E Cheese and Senior Citizens Hooters and The Lady s Garden Club Hard Rock Caf and Small Children ls Theming an Environment Always Appropriate No hospitality organization can be all things to all guest Why is the Environment Important In uences Expectations Sets the Guest Mood Creates Employee Satisfaction Why is the Environment Important 1 The environment in uences the guest s expectations even before the service is delivered Think of arriving at a restaurant and nding trash and cigarette butts 0n the grounds next to the front door Why is the Environment Important 2 The environment sets and maintains the mood after the guest begins the guest experience Think of the setting for a romantic dinner for two at a ne dining restaurant So Candlelight vs Disco Lights So Classical Music vs Kazoo Band KWaiter dressed in Tuxedo vs Clown Shoes and Hat 1112011 Why is the Environment Important 1112011 3 The environment in uences the attitudes and performance of the service staff and helps create employee satisfaction Nobody wants to work in a dangerous or dirty environment Five Components of the Service Environment Ambient Conditions Space Functional Congruence Signs and Symbols Other People Five Components of the Service Environment Ambient Conditions Atmospherics Color Sound Lighting Scent Five Components of the Service Environment Space Ergonomic Human Scale Accessible Orienting Secure Safe 1112011 Five Components of the Service Environment Functional Congruence Functional congruence refers to how well something ts into the environment The functioning of the equipment layout of the physical landscape and entire design of the service environment must be congruent with what the guest expects to nd in the environment Five Components of the Service Environment Signs and Symbols Signs communicate information to the guest in three ways 1 To name the business ie Red Lobster Hilton 2 To describe the product or service ie Restrooms Hot Dogs 3 To give directions ie Entrance Wrong Way 1112011 Visual Continuity Consistent Functional Easy to Understand Five Components of the Service Environment Other People Can Include Other Guest or Employees Think of a restaurant that is too crowded Now think of that same restaurant as empty Five Components of the Service Environment Other People Can Include Other Guest or Employees Employees are important to the Service Environment Thus we have Dress Codes and a Appearance Standards Emotional Responses 1112011 Customers will react Emotionally t0 the Servicescape Alumni at Homecoming Children at a Parade Veterans at Veterans Day Ceremonies lt Disney s American Adventure l yr 3 Perceptual Factors Pleasure Arousal Dominance From Albert Mehrabian amp James Russell M Agmoach to Environmental P cnologg 1974 Pleasure The measure of how much we like an environment Arousal 1112011 A measure of how an environment stimulates our perceptions 0r excites us typically in a highly complex setting Sensory Overload Stimuli Pleasure Acceptance quot71 2amp3 Arousal Emotional Responses Good Hospitality Managers Organizations will learn to use arousal cues effectively to enhance the Guest Experience Dominance 1112011 The degree of control and freedom to act that we perceive we have in a setting The Theme An organizing principle where the service is presented around a unifying storyline or idea The Theme Tell A Story Make It Memorable 1112011 Even in the simplest business storylines act to enhance the Guest Experience The Service Environment Lecture 3 Mr Scott Smith Rosen School of Hospitality Management 3 a a Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management W W L J k V W 1 J Staffing Service Organizations Lecture 5 Mr Scott Smith Rosen School of Hospitality Management 7 Mk Where How Do We Find The Right People For Our Hospitality Organization If the Employees make the difference in providing Outstanding Service to our Guest shouldn t we do everything that we can to find and hire the right people x V Wk l J Loving to Serve In his book Positively Outrageous Service Scott Gross estimates that people Who love to serve represents only one in ten of the available workforce Five percent want to be left alone bi l I 3 N chs W w I W i k W1 41 Hospitality Employees Are Different Hospitality Employees are different from Manufacturing Employees in addition to Task Skills they must have Interpersonal and Problem Solving Skills mwgm i Hospitality Employees Are Different Should you Hire People Who are Outstanding Technically but have no Guest Service Skills NO H Because Technical People are providing service to Internal Guest employees W3 44 Hiring Internal Candidates Most Hospitality Organizations Prefer to Recruit from Inside Most Hospitality Employees no matter what their education level start at the same i entrylevel point then try to prove their 5 Commitment to Service Excellence Hiring Internal Candidates Four Reasons to Hire from within the Organization The Known Quantity Internal Equity EXperience Knowing the Culture m V 1 WW le Hiring Internal Candidates The Known Quantity This person s performance has been available for observation and evaluation every day and the person s strengths and weaknesses are known W k l J Hiring Internal Candidates Internal Equity Internal Hiring leads to feelings of equity among present employees They helped the organization get to this point they should be allowed to share in the rewards rzrcx v rzrvj W A J k J Hiring Internal Candidates Knowing the Culture The Internal Candidate has already assimilated the Organizational Culture Much of the Training in the Organizational Culture has already been done W W l J k quot W l J Hiring Internal Candidates Experience Outsiders may lack the service related experience and understanding that entrylevel jobs in the hospitality industry demand a u j d Employee Recruitment Hiring External Candidates Not every job can be lled by an Internal Candidate mmn fc s Wk MWW Hiring External Candidates External Candidates are desirable When The particular ability ie Financeneeded in a particular job is unavailable among existing employees When an external viewpoint might help change a corporate culture that has become too inbred to consider new ideas mwvm t External Search Strategies Advertising Associations and Unions Colleges and Secondary Schools k kquotlt Employee Referral Programs Employment Agencies WalkIns Employment Events Job Fairs Career Fairs k kquotlt x V Wk l J Employee Selection Screening and Interviewing Applicants The Application Form The Interview The Background Check www e Wk Screening and Interviewing Applicants The Application Form Application Forms are the First Screen an Employer should use in deciding who to hire The Form should provide information on Past Employment History Education Level Possible Conviction Record www Wk Screening and Interviewing Applicants The Interview This Second Step is used to Determine if the information on the application checksout Determine if the applicant seems to t the organization Weed out applicants who really do not want this 3lx139nd of work 39v 33 35 1 a W3 Screening and Interviewing Applicants The Background Check If you have made the choice to hire an individual you should follow it up with a background check 1 J Background checks in Guest Service positions are critical because employees are dealing directly with the customer bi r I N Hiring the Best Of all the Personality Traits Conscientiousness is Considered the Best Predictor of Job Performance Conscientiousness is the degree to which someone is dependable organized conforms to the needs of the job and perseveres on a task W W i om Advantages of a Diversi ed Workforce A Diversified Workforce can Serve Diversified Customers Allows the Employer to tap into all available Segments of the Labor Pool Sensitize Managers to the needs of People from Different Backgrounds V Wk l J Perceptions ofPotential Hires High Stress Low Pay Limited Bene ts Low Social Status Long Hours Exew n Perceptions of Potential Hires Unpleasant Working Conditions Quality of Life Desire for a Family Physical Labor Limited Skills Limited Potential rzmja v Career Orientation of Foodservice Employees Careerist Undecided PassingThroughs Misplaced muslinan Careerists They enjoy the industry and plan to stick With it long term Fxn fncxzn Undecided They lack direction and avoid making occupational decisions often resulting in job hopping x V PassingThroughs They are working as a means to an end often an alternate career or future goal xw S Wn W k V Misplaced They are most pessimistic about life and work and express lenient attitudes toward personal integrity and workplace misconduct They are least inclined to change JObS W W T J R q W1 41 Respond to Individual Needs Cater to your careerists Trumpet opportunities in the ears of your undecided employees Further the goals of your passingthroughs Try to avoid the misplaced m V l J A lOStep Action Plan 1 Manage the different needs of your people 2 Engineer systems that promote employee satisfaction 3 Ensure morale starts at the top 10 x V Wk Whij A lOStep Action Plan if 4 Discuss career opportunities When you hire 5 Pay more to hire and keep quality employees 6 Create employee incentive programs A lOStep Action Plan 7 Develop better ways to schedule employees 8 Break down language barriers 9 Respond to the unmet needs of employees 10 Make ours the industry of choice 2 v 57452 Guest Services Management HFT 3540 Mr Scott Smith Rosen School of Hospitality Management 7 st ll W l 41 J 7777777 Guest Servimanagement HFT 3540 Scott Smith School of Hospitality Management quot39 I 1r L z 1 3 Exaw n Wk Motivation and Empowerment Lecture 7 Scott Smith School of Hospitality Management I r i l I l 392 13 73 2 Mt ta Motivation Motivation is my enthusiasm for a task Edward L Deci Why We Do What We Do 1995 I V Mr w w W t Frederick HerzbergMotivation Study Two Categories Satis ers Dissatis ers I W W 1 Satisfiers Emotional Motivating Factors Challenging Work AppreciationRecognition Opportunity for Growth Earned Chances for Promotion Interesting Tasks I 1 ml at 2 L TQ w Dissatisfiers EnvironmentalHygiene Factors Job Security Wages especially unequal ones Supervisory Behavior Policies amp Bene ts Physical Working Conditions An IngroupOutgroup Feeling V quotquotquot 1 What Do Employees Want For the most part employees of hospitality organizations look for three things in a job They want it to be Fun Fair Interesting i W1 1 What Do Employees Want Some people including the instructor have even gone so far as to suggest that unless service employees are happy in their jobs customer satisfaction will be dif cult to achieve I 1 ml at So Theoretically ahappy employee will stick with the company give better service to the customer and recommend company products to others I V Mr w w Wag 177 Sears Roebuck Study A study conducted by Sears Roebuck concluded that If employee attitude improved by 5 percent then customer satisfaction would improve by 13 percent and revenue would improve by 05 percent The Eager Factor Make the Job Fun Establish the Fairness of how the Rewards are Distributed Make the Job Interesting The Eager Factor I 1 ml at The Eager F actor A Manager who can satisfy these needs within the workplace will have highly motivated people who will be EAGER to work for that organization I V Mr w w W i Working As A Team People join groups to satisfy needs and the group can satisfy some of each other s needs without any organizational help Think of church group to satisfy religious needs or a social club to satisfy social needs I W W 1 The Benefits Of A Team Building strong work groups is worth the effort I 1 WWW T1 Z fx 22 The Benefits Of A Team 1 Teams Produce Good Ideas An organization gains access to the many good ideas that a team can generate by discussing and resolving problems affecting the teams and the organization Using team problemsolving processes provides a wealth of new ideas and frequently a better perspective than the manager alone might have V quotquotquot 1 t The Benefits Of A Team 2 Teams Monitor Member Behavior Teams can assist in the supervisory role of management by providing an ongoing monitoring of each team member s behavior and productivity The group and the group s approval will likely have a more important in uence on the individuals behavior than will a supervisor I W W 1 The Benefits Of A Team 3 On A Team Everybody Learns By involving teams in solving problems and making decisions the organization learns more about what it wants to do and how to do it and the individual learns more about the job I 1 ml at The Benefits Of A Team 4 Teams own their decisions By involving teams in solving problems and making decisions the team owns and UNDERSTANDS those decisions The team becomes responsible for making the decision work and monitoring the outcomes l i 1 r w The Possible Problems Of A Team 1 Teams take more time on making a decision Team or group decision making ALWAYS takes more time than an experienced manager would take to decide on how to solve a problem The Possible Problems Of A Team 2 Teams decision making can send mixed messages to managers The traditional role of the manager has been to make the decision Some managers become confused and frustrated when they are asked to help guide a team but not to make the decision The Possible Problems Of A Team 3 Teams decision making can incur higher expenses Taking people away from their j obs to make decisions has a cost associated with it V quotquotquot 1 Blanchard s Four Development Levels oz D1 7 Enthusiastic Beginner ozo D2 7 Disillusioned Learner ozo D3 7 Emerging Contributor ozo D4 7 Peak Performer I W W 1 Blanchard s Four Development Levels D3 Emerging D2Disillusioned Contributor Learner Moderate Competence Some Competence Variable Commitment Low Commitment D4Peak D 1Enthusiastic Performer Beginner 3 High Competence Low Competence High Commitment High Commitment 1 ml D1 D1 Enthusiastic Beginner Na39139ve Innocence Short Time Horizon High Creativity Seeking New Experiences The New Diet V quotquotquot 1 Blanchard s Four Development Levels D3Emerging D2Disillusioned Contributor Learner Some Competence Moderate Competence Low Commitment Variable Commitment D 1 Enthusiastic B eginner Low Competence High Commitment D4Peak Performer High Competence High Commitment D2 Disillusioned Learner Humbling Realization Frustration Energy Draining Discouraged Disappointment I Give Up I 1 ml at Blanchard s Four Development Levels D3Emerging D2Disillusioned Contributor Learner Some Competence Moderate Competence Low Commitment Variable Commitment DlEnthusiastic Beginner Low Competence High Commitment D4Peak Performer High Competence High Commitment l i r w D3 Emerging Contributor Capable But Cautious Good At The Job Bored With The Work Not Exercising Full Potential Okay but I m just not sure R l WE WWW Blanchard s Four Development Levels D3Emerging D2Disillusioned Contributor Learner Some Competence Moderate Competence Low Commitment Variable Commitment DlEnthusiastic D4Peak Performer Beginner 3 High Competence Low Competence High Commitment High Commitment D4 Peak Performer Autonomous SelfDirected Contagiome High Morale Competence amp SelfSatisfaction No problem we can handle that V quotquotquot 1 Blanchard s Four Development Levels D3Emerging D2Disillusioned Contributor Learner Moderate Competence Some Competence Variable Commitment Low Commitment D4Peak D 1 Enthusiastic Performer Beginner A High Competence Low Competence High Commitment High Commitment Empowerment Empowerment is the assignment of decisionmaking responsibilities to the individual I 1 ml at Job Content Vs Job Context An organization wanting to empower its employees must rst analyze its jobs All jobs have two dimensions V quotquotquot 1 Job Content Vs Job Context Job ContentRepresents the task and procedures necessary for doing that job Think of a busboy whose duties include setting tables clearing dirty dishes and general cleaning Job Content Vs Job Context Job ContextIs why an organization needs that j ob done how that job interacts with related jobs and how the job ts into the overall organizational mission The Big Picture Think of the same busboy whose job allows waiters to serve the guest in a clean and safe environment The guests enjoy the dining experience and pay money making the restaurant pro table Ford amp Fottler The Employee Empowerment Grid lmplementahun Fulluwrup Alternative Chums Alternative Evaluaan 8 U 9 o H Alternative Develupment Pmblem ldenu cau un Pm em Altemanve Alternative Alternative quot919 ldenn canun Develupmmt Evaluauun Chums mmta mn Fulch up JobContent Ford amp F ottler The Employee Empowerment Grid Highly Routinized Tasks Designed amp g Monitored by Others E 3 No Discretion o No Control Paintl Nu Distrenun Job Content Ford amp Fottler The Employee Empowerment Grid Tota Involvement in Decisions of Content g Knowledge Application 3 Mission amp Context 3 Defined by Job Content Ford amp Fottler The Employee Empowerment Grid Self Directed Work Teams fbmt C pamapamry Empuwerment 8 u 9 o H Shared Responsibilities Intellect11a1 Job Content Ford amp F ottler The Employee Empowerment Grid Tota Involvement in Decisions of Context Empoyee Ownership Models Job Context Cooperative Empowerment Job Content Ford amp Fottler The Employee Empowerment Grid Pom E 5215 ManagErnEnt Tota Decision Making Authority 2 o L 9 o H Equity Investment at the Unit Level Shared Power With Corporate HQ Job Content 1 ml at Edward Deci Why We Do What We Do Two Motivating Forces Extrinsic Motivation Vs Intrinsic Motivation V quotquotquot 1 Extrinsic Motivation Any Perceived Reward The Money To Avoid Pain To Keep Up The Goal Intrinsic Motivation the concept of intrinsic motivation which refers to the process of doing an activity for its own sake has to do with being wholly involved in the activity itself and not with reaching a goal lt Edward L Decl Wm We DOVhat We Do 1995 I 1 ml at Kenneth Kovach 1979 Top Three Motivators for Workers 1 Appreciation 2 Sympathetic help with personal problems 3 Feeling ofbeing in on things I V Mr w w W l Integration Authenticity necessitates behaving autonomously for it means being the author of one s actionsi acting in accord With one s true inner self R 39 EdwardL Decl WMWeDo Vxlhat We Do 1995 Autonomy When autonomous people are fully Willing to do What they are doing and they embrace the actiVity With a sense of interest and commitment Edward L Deci Whv We Do What We Do 1995 I 1 ml at 2 L TQ w Authenticity When their actions emanate from their true sense of self so they are being authentic Edward L Decl Wm We Do Vxlhat We Do 1995 Ken Blanchard People who feel good about themselves produce good results Vs People who produce good results feel good about themselves gt x l l g i v kf r fd r a wr a Self Study in Chapter 7 Rewarding A while hoping for B Positive Reinforcement Leadership Skills versus Administrative Skills Role Playing When to use Teams What is an SDWT V wath 3 l Motivation and Empowerment Lecture 7 Scott Smith Rosen School of Hospitality Management 7 st l7