Imperial hotel london case study

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Imperial hotel london case study

The assessment is based on a business and management case study which requires a team-based approach to identifying and problem-solving a range of business and management challenges within the case. Within the individual report you will include a summary and key justifications for the resolution of one of the problems — in this case, it will be about:.

The Imperial Hotel is a London bedroom hotel, which is owned and managed part of a well-known international branded chain of hotels in the 4 star market — Star Hotels which operates 25 hotels in the UK. A new General Manager, Peter Farnsworth, has recently taken over the management of the whole hotel.

He is an experienced manager having worked in several of the other Star city centre hotels outside London. The Imperial is an old hotel having been in operation for nearly years. The hotel was last fully refurbished some 8 years ago but is now in need of some restoration and redecoration. There is a programme of staged refurbishment in place which means each floor of the hotel is being closed for building work to be undertaken.

The consequence of this is that, at any one time for the next two years, 60 rooms will be out of action. This is putting the hotel under budgetary pressure due to the ongoing building costs as well as the loss of income from the 60 rooms out of action at any one time.

Peter Farnsworth is under no illusion as to the challenges ahead and has decided to plan a strategy for resolving the operational, management and business-related problems in the hotel. The first part of the plan is to identify the top six problems for the hotel for the coming year.

He identifies the problems as follows and Peter has put forward some initial suggestions for resolving each of the problems:. Staff turnover in the hotel sector is generally high due to the temporary nature of employment of, for example: students; foreign nationals from the European Union wanting to work for short periods in London; and generally low pay on average just at the living wage rate.

The turnover of staff is particularly high in the Imperial hotel for front-line staff.

The Report On Imperial Hotel Management Case Study (Case Study Sample)

The need to continuously employ new staff has considerably increased induction training costs as well as had a negative impact of the overall quality of the service to guests, particularly the regular guests who are now reducing in number and appear to be using other hotels.

There appears to be a cycle emerging which may be linked to the high level of staff turnover which subsequently affecting the whole organisation. In terms of individual members of staff there appears to be decreased job satisfaction and a lack of commitment to the hotel with an intent to leave. This shows itself in attendance problems, decreased work performance, and sometimes stress. This operational staff as well as management as well as this often results in a decreased pool of promotable staff and managers.

The result of this for the hotel is that there are managerial succession problems. Other consequences include operational bureaucracy. You are therefore to put forward and prioritise proposals for the resolution of the problem. The expectation is that within 12 months there should be dramatic improvement and change in performance in all six areas.

You have asked to write a 2, word report addressing your single problem topic to attempt to resolve that problem in the hotel.

The Imperial Hotel, London-Assessment Case Study

There are currently a number of incentive schemes to encourage staff to meet excellent standards of work, and to improve productivity. Your email address will not be published. Skip to content Email: support bestacademictutors. Login Register. Case Study — The Imperial Hotel The assessment is based on a business and management case study which requires a team-based approach to identifying and problem-solving a range of business and management challenges within the case.

Suggested report format: Introduction — explain the background to your individual problem in the context of the case words approx. Analysis of the individual problem — Summarise and interpret the data from your secondary research into published literature and management theory.

Describe and present your results for effective management of the problem.

Assessment Case Study – The Imperial Hotel, London

A summary and justification of key proposals for the resolution of the problem in the organisation words approx. Conclusion — This should be a brief summary of findings of the analysis of the individual problem. The facilities at the hotel include the following: bedrooms, all with en-suite facilities.The assessment is based on a business and management case study which requires a team-based approach to identifying and problem-solving a range of business and management challenges within the case.

Within the individual report you will include a summary and key justifications for the resolution of one of the problems — in this case, it will be about:.

The Imperial Hotel is a London bedroom hotel, which is owned and managed part of a well-known international branded chain of hotels in the 4 star market — Star Hotels which operates 25 hotels in the UK. A new General Manager, Peter Farnsworth, has recently taken over the management of the whole hotel. He is an experienced manager having worked in several of the other Star city centre hotels outside London. The Imperial is an old hotel having been in operation for nearly years.

The hotel was last fully refurbished some 8 years ago but is now in need of some restoration and redecoration. There is a programme of staged refurbishment in place which means each floor of the hotel is being closed for building work to be undertaken. The consequence of this is that, at any one time for the next two years, 60 rooms will be out of action. This is putting the hotel under budgetary pressure due to the ongoing building costs as well as the loss of income from the 60 rooms out of action at any one time.

Peter Farnsworth is under no illusion as to the challenges ahead and has decided to plan a strategy for resolving the operational, management and business-related problems in the hotel. The first part of the plan is to identify the top six problems for the hotel for the coming year. He identifies the problems as follows and Peter has put forward some initial suggestions for resolving each of the problems:.

Staff turnover in the hotel sector is generally high due to the temporary nature of employment of, for example: students; foreign nationals from the European Union wanting to work for short periods in London; and generally low pay on average just at the living wage rate. The turnover of staff is particularly high in the Imperial hotel for front-line staff.

The need to continuously employ new staff has considerably increased induction training costs as well as had a negative impact of the overall quality of the service to guests, particularly the regular guests who are now reducing in number and appear to be using other hotels. There appears to be a cycle emerging which may be linked to the high level of staff turnover which subsequently affecting the whole organisation.

In terms of individual members of staff there appears to be decreased job satisfaction and a lack of commitment to the hotel with an intent to leave. This shows itself in attendance problems, decreased work performance, and sometimes stress. This operational staff as well as management as well as this often results in a decreased pool of promotable staff and managers.Introduction to Management.

Assessment Template for Students. Summative Assessment: Instructions to students. The assessment is based on a business and management case study which requires a team-based approach to identifying and problem-solving a range of business and management challenges within the case. Throughout the term you will undertake research and analysiswhich will inform your individual report.

Within the individual report you will include a summary and key justifications for the resolution of one of the problems in the case. Students will be expected to apply management theory to practice throughout the report. The Imperial Hotel is a London bedroom hotel, which is owned and managed part of a well-known international branded chain of hotels in the 4 star market — Star Hotels which operates 25 hotels in the UK.

imperial hotel london case study

The facilities at the hotel include the following:. A new General Manager, Peter Farnsworth, has recently taken over the management of the whole hotel. He is an experienced manager having worked in several of the other Star city centre hotels outside London. The Imperial is an old hotel having been in operation for nearly years. The hotel was last fully refurbished some 8 years ago but is now in need of some restoration and redecoration.

There is a programme of staged refurbishment in place which means each floor of the hotel is being closed for building work to be undertaken. The consequence of this is that, at any one time for the next two years, 60 rooms will be out of action. This is putting the hotel under budgetary pressure due to the ongoing building costs as well as the loss of income from the 60 rooms out of action at any one time.

P lanned Strategy for Resolving the Problems in the Hotel. Peter Farnsworth is under no illusion as to the challenges ahead and has decided to plan a strategy for resolving the operational, management and business-related problems in the hotel. The first part of the plan is to identify the top six problems for the hotel for the coming year. He identifies the problems as follows and Peter has put forward some initial suggestions for resolving each of the problems:.

The Problems in Detail. The front of house staff, particularly in the Reception have a pivotal customer-facing role in offering service and support to guests. The Reception needs to be open 24 hours a day and is the first point-of-call for guests as well key staff in all Departments to have up-to-date information and data on guest arrivals and departures, specific guest needs and guest billing data. The Reception staff at the Imperial Hotel work three, 8 hour shifts working in teams.

Each team has a supervisor and they have a particularly challenging function of managing Reception teams as well as in passing on important guest information and data on to the next shift.

The hotel uses a Micros Fidelio reservation and Property Management System PMS which provides up-to-date information on real-time and prospective guests and their reservations.

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The other departments including the kitchen, restaurants and conferencing are dependent on Reception for guest numbers and data. Some of the key Reception staff have been in conflict with the other Departments after numerous complaints about wrong and inaccurate information being provided.

Housekeeping have been given wrong or out-of-date data on room availability, and whether a guest is staying on in the hotel. Reception have also failed to inform Housekeeping about early and late arrivals and subsequently rooms have not been cleaned in time with guests having to wait for long periods to get their room keys.

The conference and banqueting staff have complained that they have not been provided with proper data on numbers of guests coming in for meetings and conferences. This, combined with complaints from guests that Reception staff are often abrupt or even rude in dealing with even the most basic request has caused a lot of animosity within the Reception staff and other staff throughout the hotel.

The Reception Department has become somewhat dysfunctional and there are examples of Reception shift teams arguing with in the incoming teams about not providing proper handover information. A new Head of Department of Front Office and Reception, working closing with the General Manager, is aware of the conflict issues within the department as well as with the other departments within the hotel and intends to undertake a stand to manage the conflict quickly and efficiently.The Imperial Hotel in London is a four-star hotel that is owned by the 4-star market-Star hotels.

The main clientele that the hotel serves are tourists and international business individuals. The guests at the hospital have a high expectation for improved service standards. However, the hotel has been experiencing some problems that have the potential to destroy the image of the hotel as a top 4-star hotel in London.

The high rate of turnover at the hotel is because of the current nature of employment.

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The hotel employs foreign nationals who desire to work for short periods in London and students studying in London. In addition, the rate of turnover is high because of low pay.

High training costs associated with employment of new staff has reduced the quality of service provided to the guests. The hotel will lose some of its recurrent customers because of poor services. Furthermore, employees decide to leave the hotel to work for the competitors because of poor job satisfaction.

There is a general decreased morale and commitment among the employees resulting in a high turnover. Failure to address the issue of high turnover will cause the hotel to incur additional costs associated with recruitment and training of new employees.

The new general manager of the hotel, Peter Farnsworth, believes that some suggestions to combat the problem include offering higher pay packages and bonuses, training and performance appraisals, encouraging employees to compete for key supervisory positions and improve staff management through quality human resource practices. A high turnover rate at the Imperial Hotel in London is the second problem that the new general manager seeks to tackle.

This means that more than of all the employees that the hotel hires leave their employment annually. An interview with the staff members that leave the hotel argues that their reasons for quitting their jobs are because of a poor perception of work culture in the hotel. Currently, there is a culture of turnover at the hotel.

Secondly, employees cite unsociable working hours as a reason for turnover. Thirdly, employees mention the lack of proper training, poor pay levels and little opportunity for promotion to supervisory positions as the reason why they quit their jobs. The poor pay that the hotel offers to the employees means that the employees will be unable to cater for the high traveling costs present in Central London. Also, the hotel has a low competitive advantage because similar hotels in London are offering higher payments and better working condition than the hotel.

High turnover rates in organizations are the main cause of increased costs. It is expensive for organizations to manage high turnover rates because of the costs associated with hiring new employees and training the new employees. The recruitment, selection and hiring process is expensive for most organizations; also, the organization will incur training costs that will increase the general operational costs for the organization.

Furthermore, new employees may request higher pay levels compared to the previous employees.Essay Kitchen. Sign In. Forgot password?

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Imperial Hotel Reviews, London

Our Catalog. English U. Total cost:. The main clientele that the hotel serves are tourists and international business individuals. The guests at the hospital have a high expectation for improved service standards. However, the hotel has been experiencing some problems that have the potential to destroy the image of the hotel as a top 4-star hotel in London. The high rate of turnover at the hotel is because of the current nature of employment.

The hotel employs foreign nationals who desire to work for short periods in London and students studying in London. In addition, the rate of turnover is high because of low pay.

High training costs associated with employment of new staff has reduced the quality of service provided to the guests. The hotel will lose some of its recurrent customers because of poor services. Furthermore, employees decide to leave the hotel to work for the competitors because of poor job satisfaction.

There is a general decreased morale and commitment among the employees resulting in a high turnover. Failure to address the issue of high turnover will cause the hotel to incur additional costs associated with recruitment and training of new employees.

The new general manager of the hotel, Peter Farnsworth, believes that some suggestions to combat the problem include offering higher pay packages and bonuses, training and performance appraisals, encouraging employees to compete for key supervisory positions and improve staff management through quality human resource practices. Analysis of the high turnover rate A high turnover rate at the Imperial Hotel in London is the second problem that the new general manager seeks to tackle.

This means that more than of all the employees that the hotel hires leave their employment annually. An interview with the staff members that leave the hotel argues that their reasons for quitting their jobs are because of a poor perception of work culture in the hotel.

Currently, there is a culture of turnover at the hotel. Secondly, employees cite unsociable working hours as a reason for turnover. Thirdly, employees mention the lack of proper training, poor pay levels and little opportunity for promotion to supervisory positions as the reason why they quit their jobs.

imperial hotel london case study

The poor pay that the hotel offers to the employees means that the employees will be unable to cater for the high traveling costs present in Central London. Also, the hotel has a low competitive advantage because similar hotels in London are offering higher payments and better working condition than the hotel. Effects of high turnover rates According to D'annunzio-green, Maxwell and Watsonhigh turnover rates in organizations is a cause of concern because of the negative effects associated with the turnover.

High turnover rates in organizations are the main cause of increased costs. It is expensive for organizations to manage high turnover rates because of the costs associated with hiring new employees and training the new employees.

D'annunzio-green, Maxwell, and Watson asserts that organizations should tackle the issue of turnover because it will have an adverse effect on the profitability of the organization.

The recruitment, selection and hiring process is expensive for most organizations; also, the organization will incur training costs that will increase the general operational costs for the organization. Furthermore, new employees may request higher pay levels compared to the previous employees. An organization that experiences fewer turnover rates will not incur high costs of operation compared to organizations that have huge turnover rates Mckeown, In addition, an organization may be required to hire consultants to fix the problem of high turnover.

A company will invest time and resources to tackle the issue instead of using the time and resource to diversify the business, investing in new marketing platforms and improving performance. High turnover rates in organizations cause a decrease in the level of morale among the employees.In Imperial Holdings SWOT Analysis, the strengths and weaknesses are the internal factors whereas opportunities and threats are the external factors.

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As ofImperial Holdings is one of the leading brands in the transport and logistics sector. Businesses which requires inter-modal logistics, distribution, warehousing and storage facilities. Imperial Logistics is a global logistics and supply chain leader that moves business and industry through innovation, inspiration and foresight. Strengths are:. Exposed to diverse industries, markets, countries and clients 2. Expansion in inland waterway shipping due to Lehnkering acquisition 3.

Extensive, established operations in 14 African countries 4. Leader in private sector transport and warehousing operation in Africa. Brand devaluation because of alleged ethical practices that came into focus recently 2. Highly diversified but penetration is low 3.

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Lesser known than its global competitors. Capitalize on integration services capability 3. Expansion of business in eastern Europe and South America. The brandguide table above concludes the Imperial Holdings SWOT analysis along with its marketing and brand parameters. Similar analysis has also been done for the competitors of the company belonging to the same category, sector or industry.

Browse marketing analysis of more brands and companies similar to Imperial Holdings. Write for Us! Quizzes test your expertise in business and Skill tests evaluate your management traits. Related Business Content. Top Companies Lists. Start Learning Now! Prev: Hyundai Glovis. Next: Indian Railways. The brand names and other brand information used in the BrandGuide section are properties of their respective companies.

The companies are not associated with MBASkool in any way. Utmost care has been taken in the analysis of the brands.Download Case Study.

imperial hotel london case study

The result is a carpet that blends with the ambience of the interior, harmonising with some of the colours in the plain fabrics within the soft furnishing scheme.

With that in mind, we decided to embrace the 60s period and the lively, sociable lifestyle of the period seemed so appropriate for the bar area. The carpet is reminiscent of the designs made famous by Mary Quant and is delivered with powerful and vibrant colours so typical of the era. Manufactured on electronic Jacquard looms in Wiltshire, the carpet was supplied with the help of The Carpet Centre, Enfield.

Wilton Carpets also supplied a Neo Gothic influenced bespoke design for the restaurant of the Imperial, delivering a total of 1, square metres of woven carpet to the room central London hotel. Contact Us. Our client wanted an interior that dismissed neither the history nor the emotional attachment of its existing clientele.

imperial hotel london case study

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