Starwood Project: Overview of the Need for Re-ignited Process Analysis - Research Paper Example

?STARWOOD PROJECT PART THREE Overview of the need for Re-ignited Process Analysis For a competitively high hotel and resort as Phoenician, the kind of attention given to the stewarding processes that take place in the facility goes a very long way to determine the kind of public response that will be given to the facility in terms of customer patronage (De Cenzo, & Robbins, 2004). This is because as pointed out in the case, there are several roles performed by the steward that comes out directly to the customer as the end beneficiary or end user. An example of this is the fact that some dishes need to be washed by hand and not by use of an automated dishwasher. What this means is that if the steward falters in ensuring that such roles are performed to their logical perfection, the facility will be affected severely because customers will not be pleased. As with all profit based organizations, once the customer is not pleased, the resulting circumstance is that profits will begin to decline (Schein, 2002). Another critical aspect of stewarding as applies to the present case of Phoenician Resort is the fact that the processes undertaken by the steward go a long way to determine the speed of work at the facility. Once speed is directly related to the amount of work that can be done within a given timeframe, it could also be said that the processes and the speed for that matter affects the efficiency of the whole facility (Barney, 2001). To sum it all, the present process analysis would therefore look at ways of making the work of the steward more effective and efficient. A flowchart illustrating the new process The benefits that the POI program can bring to Starwood As outlined in the overview, a consideration of the whole processes that take place at Phoenician Resort presently would directly impact on the efficiency and effectiveness at the facility. Luckily, the adjustment of the present process into a new model is directly incorporated into the roles of the POI. What this means is that the PI program brings to Starwood as a parent company, an efficient and effective workforce that is led by the stewards. Interestingly, both effectiveness and efficiency have some rates of affecting the productivity that is recorded at the workplace positively (Al-Ghorfa, 2009). For instance if the processes are adjusted such that the steward can perform his roles more effectively by delivering high quality tasks, more and more customers are going to be pleased and would consider this as excellent customer service. Hitherto, those whose commitment levels were low in terms of doing business with the company would have their decisions rescinded because they are going to have reasons for assured quality of service. On the part of efficiency, it would be expected that as more customers become pleased with the quality of service and they demand for more service, the factor of efficiency would be there to match up the demand. At the end, there will be as much supply as demand from customers would pose and this would be a very positive factor for improving productivity. In all, the POI program would benefit Starwood because it would ensure and increase quality, which would subsequently increase patronage and then productivity, which would also increase revenue for the company. Extending Benefits to other processes and properties within the Starwood system Indeed, the workforce at Starwood that makes up the Starwood system is interrelated and coordinated. In such a situation, the shortfalls and strengths of one sector affect what happens in most other sectors (Barney, 2001). Given the case of the benefits that the POI would have on the processes of the stewards, it can boldly be said that indeed, these benefits can be extended to other processes and properties within the Starwood system. The reason why this is so, is that Phoenician Resort represents Starwood as a larger corporate image. Subsequently, the proposed benefits of efficiency and effectiveness, which would be translated into productivity and revenue, would directly help in raising the corporate image of Starwood Hotel and Resort. In such a situation also, it is expected that the improved quality with stewardship would ignite a kind of positive rivalry among other components of the Starwood system. As departments in the processes and properties of these individual systems strife for attention by putting up excellent service and product delivery, the larger corporate image of Starwood would again become the benefactor. What is more, for corporate institutions with diverse properties and processes like Starwood, any financial inputs that one sector gets can easily be transferred to the benefit of other sectors (Al-Ghorfa, 2009). From this dimension also, it can be said that the benefits can be extended to other processes and properties within the Starwood system. Seven mistakes organizations make when managing processes In managing processes, most companies have made the mistake of ignoring the need to make their models visible. A process model would generally define what the company wants to do and how the company would do what it wishes to it. In most of these cases, the most important form of model to keep is a data model. In the case of Starwood, a data model would be highly important for the company so that they company will be in a position to see clearly ahead of it in terms of its visions and mission. It would however be a major mistake on the part of Starwood to keep its data model invisible. By saying that the organization will be keeping its data model invisible, what this means is that the company will not be managing its process according to basic data management principles. In Lopez and Nixon (2011) believe that “if a data management effort is going to deliver business value, it must be accessible, understandable and shareable.” In effect, a visible model will have to be available in an easily searchable manner, including definitions (Lopez and Nixon, 2011). All said and done, it is admonished for Starwood to make its data process models clearly defined and also ensure that they stick to the said plan. REFERENCE LIST Al-Ghorfa G. (2009). Reducing Dependence on Expatriate Labour. Al-Ghorfa, No. 118. Sultanate of Oman: Oman Chamber of Commerce & Industry. Barney, J. (2001). Firm resources and sustained competitive advantage. Journal of Management, 17: 99-120. De Cenzo, D. A. & Robbins, S. P. fourth edition (2004). Human resource management: concepts & practices. USA: John Wiley & Sons, Inc. Lopez K. and Nixon K. (2011). Enterprise Data Modeling: 7 Mistakes You Can’t Afford to Make. Accessed November 4, 2012 from http://www.information-management.com/newsletters/enterprise_architecture_data_model_ERP_BI-10020246-1.html Schein, E. H. (2002). Organizational culture and leadership: A dynamic view (2nd ed.). San Francisco, CA: Jossey-Bass. Read More