首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 perman
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 perman
admin
2011-01-02
51
问题
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney’s southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country’s high labour-cost structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.
The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many cases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.
The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.
A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.
Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fall in.
The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality.
The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement. Reducing the number of incomplete reservations greatly improved guest perceptions of service.
In addition, a program modelled on an earlier project called "Take Charge" was implemented. Essentially, Take Charge provides an effective feedback loop from both customers and employees. Customer comments, hot positive and negative, are recorded by staff. These are collated regularly to identify opportunities for improvement. Just as importantly, employees are requested to note down their own suggestion for improvement. (AHI has set an expectation that employees will submit at least three suggestions for every one they receive from a customer.) Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation, if suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations.
Although quantitative evidence of AHI’s initiatives at SAH are limited at present, anecdotal evidence clearly suggests that these practices are working. Indeed AHI is progressively rolling out these initiatives in other hotels in Australia, whilst numerous overseas visitors have come to see how the program works.
The SAH’s approach to organisational structure required changing practices in ______.
选项
A、industrial relations
B、firing staff
C、hiring staff
D、marketing
答案
C
解析
该题问:SAH在组织结构上的方法是要求在哪方面的改变?A项意为“公司的关系”;B项意为“解雇职员”C项意为“雇用职员”;D项意为“销售部门”。在本文的第三段中可以找到线索:The hotel also recognized that it would need a different approach to selecting employees who would fit in with its new policies.因此可知C项为正确选项。
转载请注明原文地址:https://kaotiyun.com/show/cGeO777K
0
专业英语八级
相关试题推荐
A、Hehasbrokentheworldmilerecordinrunning.B、HeisanAustralian.C、HeisthecoachofPercyCerutty.D、Heisleanandto
A、theUSOpenB、theAustralianOpenC、theFrenchOpenD、theHongkongChampionshipCA美国网球公开赛;B澳大利亚网球公开赛;C法国网球公开赛;D香港网球锦标赛。
WithinAustralia,AustralianHotelsInc.(AHI)operatesninehotelsandemploysover2,000permanentfull-timestaff,300perman
WithinAustralia,AustralianHotelsInc.(AHI)operatesninehotelsandemploysover2,000permanentfull-timestaff,300perman
AustralianTherearetwocommonsetimagesoftheAustralianmale:a)the【1】______andNeanderthalmale--greatforabi
AustralianTherearetwocommonsetimagesoftheAustralianmale:a)the【1】______andNeanderthalmale--greatforabi
AustralianTherearetwocommonsetimagesoftheAustralianmale:a)the【1】______andNeanderthalmale--greatforabi
随机试题
根据优势种的定义,热带稀树草原中的大树为优势种。
Whatwedon’tknowaboutkidsandtelevisioncouldfillaweeklongminiseries.Givenworriesabouteverythingfromchildhoodobe
某产妇足月顺产后6天,阴道内少量血液流出,无腹痛,无发热,宫底位于脐耻之间,无压痛,处理是
女,28岁。妊娠2个月,到某大学附属医院妇产科接受人工流产手术,接诊医师在给患者检查时,旁边有10多位男女见习医学生。患者要求见习医学生出去,被接诊医师拒绝,随后医师边操作边给医学生讲解。术后患者质问医师为何示教未事先告知,医师认为患者在医院无隐私,后患者
绩效的卓越标准的作用是()。
通常情况下,人们都会觉得日照久了会有头晕目胀的感觉,会让机体血压升高,身体感觉不适。但最新研究发现,阳光中的紫外线其实有着不为人知的作用,不仅不会升高血压,还有助于降低血压。以下哪项如果为真,不能支持上述结论?
Intuitionissomethingthatcannotbeproven,butmanypeoplebelieveinitanduseitfordecisionmaking.
如果要将3KB的纯文本块存入一个字段,应选用的字段类型是()。
Yourcompany’sHumanResourcesDepartmentmanager,Mrs.Jayhasaskedyoutoemployanewdesignerforthedesigndepartmentof
A、Itcanalleviatesomestress.B、Itcanimproveourmemories.C、Itcanhelpusgainself-comfort.D、Itcanhelpusgetahighm
最新回复
(
0
)