Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however, the Coug Inn is in a remote location, hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local university. The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is at full occupancy only during football weekends and commencement. Occupancy has been declining for the last year or so, with last month’s RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observations about the hotel’s situation. It seems that most of the problems involve the front desk. After analyzing several previous months’ comment cards and informally chatting with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process seems to take forever, the paperwork at check-in is perceived as lengthy and hard to fill out, the front desk clerks always appear to be running around “like chickens with their heads cut off,” and guests have been checked into rooms that were not clean. After discussing the problems with the front desk manager, Morgan is in a quandary about how best to move toward a solution. The front desk manager complains that the reservations staff does not always submit the day’s reservations to the front desk in a timely manner. Thus, guests arrive, and the desk clerks have no idea what rate was quoted or the room preference of the guest. This results in the guest having to refurnish information that was previously given when making the reservation. Many times, clerks are forced to leave the guest at the counter while they attempt to retrieve missing information from the reservations. Further, with over 65 percent of the housekeeping staff speaking a first language other than English, communication is difficult at best, and room status is often mistaken. The front desk manager suggests that the hotel advertise its check-in time to be from “say around 1:00 P.M. or 2:00 P.M. to 7:00 P.M.” to reduce the crunch time and allow front desk clerks more time to work with each guest’s check-in needs. The front desk manager further states that the new hotel in town, the Suite to Sleep Inn, has an earlier check-in time and “it seems to work okay for them!” Morgan asks the front desk manager how the staff might respond to moving to a fully automated property management system. The response was not favorable; the front desk manager mumbled something about “old dogs and new tricks” and that the corporate office had not put any money into the place in years. What would make Morgan think they would put out the cash now? In an attempt to reach a compromise, Morgan considers changing the check-in time in exchange for the front desk manager’s support of the conversion to an automated system. How might Morgan present the case to the corporate office?
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however, the Coug Inn is in a remote location, hundreds of miles from any other corporate properties. The Coug Inn is a
150-room full-service property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local university. The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is at full occupancy only during football weekends and commencement. Occupancy has been declining for the last year or so, with last month’s RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observations about the hotel’s situation. It seems that most of the problems involve the front desk. After analyzing several previous months’ comment cards and informally chatting with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process seems to take forever, the paperwork at check-in is perceived as lengthy and hard to fill out, the front desk clerks always appear to be running around “like chickens with their heads cut off,” and guests have been checked into rooms that were not clean. After discussing the problems with the front desk manager, Morgan is in a quandary about how best to move toward a solution.
The front desk manager complains that the reservations staff does not always submit the day’s reservations to the front desk in a timely manner. Thus, guests arrive, and the desk clerks have no idea what rate was quoted or the room preference of the guest. This results in the guest having to refurnish information that was previously given when making the reservation. Many times, clerks are forced to leave the guest at the counter while they attempt to retrieve missing information from the reservations. Further, with over 65 percent of the housekeeping staff speaking a first language other than English, communication is difficult at best, and room status is often mistaken.
The front desk manager suggests that the hotel advertise its check-in time to be from “say around 1:00 P.M. or 2:00 P.M. to 7:00 P.M.” to reduce the crunch time and allow front desk clerks more time to work with each guest’s check-in needs. The front desk manager further states that the new hotel in town, the Suite to Sleep Inn, has an earlier check-in time and “it seems to work okay for them!” Morgan asks the front desk manager how the staff might respond to moving to a fully automated property management system. The response was not favorable; the front desk manager mumbled something about “old dogs and new tricks” and that the corporate office had not put any money into the place in years. What would make Morgan think they would put out the cash now?
In an attempt to reach a compromise, Morgan considers changing the check-in time in exchange for the front desk manager’s support of the conversion to an automated system.
How might Morgan present the case to the corporate office?
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