Westward Hilton Capabilities of Building - Essay Example

 Westward Hilton Capabilities of Builiding A hotel is a commercial established place where the legitimate care and relieve of guests are met. A hotel is meant to provide services demanded by the visitors. Any hotel has a mission to provide genuine care and comfort to its guests who should enjoy the services offered. Westward Hilton hotel appeared to Green as an enterprise that was trying to be something it was not and that the benefits too were not genuine. Basing on his case study of Green, westward Hilton hotel executive was trying to do something that was indisputable. According to Green, westward Hilton assumed in what immense services meant to its guests rather than spending some quality moments with them to actually understand what their desires are. They failed to understand that first encounter with some of treatment determines the attitude or rather the perception that one holds towards something or somebody. The credo of the Ritz-Carlton which the former westward managers formed and their beliefs statement after was of no good to westward Hilton. This is because the interaction between the management staff and the guests was restricted to non-existent. According to Adams, D 2006, the function approach of a firm should spotlight long-term achievement of the business and not the current and pass. Green states that the organization should therefore evaluate an indication of the past victory, the present and promote changes that will bring forth success for future. Green criticizes the westward management’s assumption that all is well with the future of the firm they reluctant to developing a consideration of what the bazaar was and who they offer their services to. The management staff failed to put prioritizes guests’ needs and instead was more concerned about competition therefore ending up not offering the best to the customers. Customers rarely interact with the staff; this causes their wellbeing at the hotel horrible - a feeling that makes them unwilling to come back in future. Another issue is about the fissure that exists between management and staff and this problem emerge from the fact that the hotel faces a huge employee turnover, Adams, D 2006. Peter Green brought organizational value changed the westward hotel in a positive way. He employed his vision of exemplifying the morals and attitude of the people. He later improvised Hiller’s vision of improving people’s way of living through commerce by changing the westward hotel into enjoyable and friendly working surroundings that stimulate employee commitment to the business and its dream. This created a good rapport between the staff and the administration and also between the staff and the clients. In Westward Hilton, Green worked hard to ensure that the hotel employees would strive to build the hotel into something it wanted to be instead of working to be something it was not Cathy, A. 2009. Green was looking at all of the strong and unique qualities of the Westward Hilton and working to create a competitive advantage. Cathy, A. 2009, A competitive advantage exists when a firm has a long-lasting business advantage compared to rival firms that is a significant edge over the competition. Green applied his knowledge of understanding that for any business to prosper it must do something that its rivals cannot do, or they have something that the competition lacks. The employees are able to interact with the guests and make them feel it is a place to visit. After all, relationships go hand in hand with retaining customers in the hotel. Green was influential in seeking to start market subdivision so that the wants of each customer are met in their most exclusive way ant to realize the desired level of fulfillment for the customer, Kusluvan, S 2003, . Green more so employed the regular training to his employees in order to cope with the daily disputes that appear in the firm. Peter Green also rewarded the staff as a way of appreciating them where credit was due, this could motivate the employees as the working conditions were friendly. By doing this he made the industry a conducive working environment for employees for this psyches them to do their work as required and to perfection. Green did this intentionally in order to curb the problem of high employee turnout as he encouraged them to stay longer than previous times where the employees could give up so easily as the working environment was not favorable to them. Green used the value and resources of the hotel to make it distinct and very complex to copy. In doing this peter Green created a competitive gain that helped the Westward Hilton to thrive Kusluvan, S 2003, The hotel’s financial resources have developed ever since the hotel was taken by Green. The resources have brought a strong capital. Cathy, A,2009, The Westward Hilton was in the first ten if all Hilton Hotels, and had a profitability of about 273 percent over the 2001-2007 period. House profit rose from the takeover in 2001 where it was $1,817,137 to $6,789,482 in 2007 Hales, J 2005. Adjustments in the organization of the Westward Hilton were a key factor in making any financial profits from the business. Physical resources changed as Green added 13,000 square feet of meeting space, 14 salons, 3 ballrooms, gift shops, outdoor pool, hot tub and sun deck. Three years later he renovated the hotel’s freestanding 8,000 square feet restaurant. He believed that the restaurants renovation was a powerful tool in repositioning the hotel in the industry. The advancement in the physical resources aided in increasing the financial resources and makes it attractive to many. The best mission statement for the westward Hilton hotel is committed to customer service delivery through change. This mission will best serve the Hilton hotel as all other values will be accommodated in this statement. All the changes brought to the hotel were for the betterment of the hotel. He brought in new ideas of staff regular training that enhanced the customer service delivery as well as dealing with challenges that could emerge in the organization. The management system was advanced in a way to create smooth flow of powers that is not centralized but rather a top-down and vice versa process, Cathy, A,2009, . This helped much in ensuring proper channels of communications hence its success. These changes by Peter Green have brought more good the firm than before since the current state of the hotel is stable. This is the opposite of the previous management whereby the hotel was running bankrupt due to the improper strategies that do not cater for the long terming services and benefits of the business The structure has been modified in such a manner that the organization is no more bureaucratic. Cathy, A. 2009. References Adams, D 2006. Hospitality Financial Management. Arizona State University. Arizona Cathy, A. 2009. Hospitality Strategic Management. University of Central Florida Hales, J 2005. Accounting and Financial Analysis in the Hospitality Industry. Butterworth- Heinemann Kusluvan, S 2003. Employee Attitudes Management and Behaviors in the Tourism and Hospitality Industry. .Hongkong Read More