Essay Writing Help on THE CONTEMPORARY HOSPITALITY INDUSTRY

THE CONTEMPORARY HOSPITALITY INDUSTRY

Introduction

The UK is currently experiencing a constant and consistent resurgence of the hospitality industry that can be attributed to the significant number foreign visitor and local tourists (Olsen, & Roper 2008). The industry is, therefore, subjected to intense public scrutiny and control as any negative feedback from a client can be detrimental to the operations of a particular hospitality establishment (Olsen, & Roper 2008). Notably, strict security measures are in place in and around the major hospitality facilities to ensure safety of both the staffs and customers. This work analyzes the organizational and operational similarities and dissimilarities of different industry services. Similarly, this work attempts to explain the requirements and responsibilities of the industry’s employees and an explicit study of the scale and diversity of the hospitality industry (Olsen, & Roper 2008).

AC1.1 The scale, scope, and diversity of the hospitality industry

The hospitality industry in the United Kingdom is currently the largest in Europe and continues to grow a very high rate with over 45, 000 resorts, pubs and food joints in operation in the UK (Pizam, & Ellis 2009). The annual profit turnover from the sector is projected to be around $80b, and the trend is projected to continue even more. Being a vital provider of jobs, the importance and impact of the industry on the United Kingdom’s economy cannot be underpinned. With the increased expansion of the industry through robust but controlled construction of hotels, food joints, clubs among others, the scope of the industry has widened significantly (Pizam, & Ellis 2009). Diversity in the industry is experienced through quality service provisions, technological innovations, and property ownership. Extra services such conferencing, gymnasiums and Jacuzzis all defines diversity in the hotel industry and are crucial to attracting and maintaining a loyal customer base.

AC1.2 Organizational structure of hospitality industries

Like most viable business organizations, the hospitality industry has a well-structured management pyramid that governs and controls daily operations (Law, & Chon 2007). For instance, the Hilton hotel and restaurant in the UK comprises different departments ranging from logistics to the security staff. Each department is managed by the respective manager with specific scopes and objectives who reports directly to the firm’s CEO (Law, & Chon 2007). The goal of a head security manager and that of the customer care and supervision managers differs significantly. The CEO is expected to be highly experienced and should have quality academic and management credentials compared to other junior managers. Similarly, the institution’s workforce in different sectors has duties and responsibilities that depend on the scopes and objectives of a department (Law, & Chon 2007). For instance, the general daily operations at the Hilton hotel and restaurant are controlled by the area manager though not a regular face at the hotel.

The catering, customer care, security and the shift managers are typical faces at the hotel while the human resource and Information Technology managers are rarely seen around the hotel (Law, & Chon 2007). The catering department facilitates prompt delivery of food and beverages to the hotel customers while all inquiries and complaints handled by the client service department (Law, & Chon 2007). The hotel shift manager is responsible for efficient work transitions in the transformation programs by ensuring all employee honors their work shifts. In a case of a technological hiccup in the hotel’s online reservation and room booking systems, the services of the hotel’s Information Technology department is sought.

All these departmental heads reports directly to the area manager in case of any specialized intervention while the area manager is a subordinate of the CEO of the Hilton group of hotels and restaurants (Law, & Chon 2007). The organizational structures of various establishments in the industry are significantly dissimilar and similar in equal measures. For example, the operational and functional structures at the Hilton Hotel and an adjacent food joint share little in common (Law, & Chon 2007). While the food joint operates without a security team, security personnel at the Hilton Hotel are mandatory and crucial in its operations since they frequently host dignitaries and foreign visitors. However, some functions cuts across both industries and may include; the criteria for staff recruitment and selection by the human resource department and particular technological innovations such as the surveillance cameras (Law, & Chon 2007).

AC1.3 The role of hospitality related organizations and professional bodies

In the United Kingdom, the BHA (British Hospitality Association) has been on the forefront of agitating for the rights of the hotels, restaurants and bars for close to ten decades (Law, & Chon 2007). Through the organization, the grievances of various players in the industry are listened to and addressed appropriately, the BHA co-ordinates with the UK Government smooth operations of all hospitality establishments under its jurisdictions (Law, & Chon 2007). Professional young and established managers in the field of hospitality, tourism, among others are governed by one body, the Institute of Hospitality. The institute deals with all management issues and challenges faced by respective managers in different hospitality establishments and gives solutions where necessary (Hyland, & Glantz 2003). Similarly, the Institute members can network and share ideas with ease facilitating organizational management. Notably, individuals and firms with establishments and vested interests in the sector have since formed a council that incorporates all stakeholder’s industry. The council aims at improving leadership credentials, customer service provisions, and general management efficiencies (Hyland, & Glantz 2003). The committee encourages it members to be more proactive to clients’ needs of quality service output and to ensure that the particular hospitality establishment gains a competitive market advantage.

AC2.1 The staffing requirements of hospitality industries

Different players in the hospitality industry have a diverse employee needs during selection and recruitment processes (Hyland, & Glantz 2003). For instance, a hotel resort and a night club are two hospitality establishments with staff expectations and service requirements. While most workers at the club are obliged to work overtime, a waiter at a hotel resort mostly works during the daytime. Employees at the two hospitality industries have different roles and responsibilities (Hyland, & Glantz 2003). Job specifications at a hotel demand specialized training, strict and articulate dressing modes, and fluency in English language. While a night club may not be particular and rigorous on training and employees dressing methods, the management pays close attention to how the staffs relate to the clients. Working in a night club involves regular and constant interaction with customers, and the staff must have good communication skills to attract and retain more clients to the club. Similarly, services offered at the hotel resort and the night club differs considerably (Hyland, & Glantz 2003). The hotel mostly serves food varieties soft drinks compared to a night club serving high wines and alcohols. Such services offered by the two hospitality industries require different personalities that can efficiently cope with the settings to enhance quality service delivery. While the hotel is designed to serve almost all ages of customers, the night club has restrictions and age limit rules that are applicable to a particular age bracket (Hyland, & Glantz 2003). Therefore, the organization must hire security personnel who should be willing to work late into the night to maintain strict adherence to such regulations. Notably, dissimilar brands of clients’ visit the hotel and the night club for varied purposes and must be handled differently by the staffs in the two hospitality establishments. Lastly, depending on the location of the two hospitality facilities, staffing specifications and expectations are bound differ (Mok, & Sparks 2001). For example, a hotel located on a busy street will experience a constant influx of customers, and the staff should be efficient and prompt in delivering quality services.

AC2.2 The roles, responsibilities and qualification requirements of hospitality staff

In the hospitality industry, there are precisely cut employees’ roles and responsibilities that are crucial to their daily job operations (Mok, & Sparks 2001). Such functions and responsibilities demand specific qualification requirements depending on a particular hospitality establishment. For instance, the marketing manager at a leading hotel in the UK assigns the hotel’s sales agents with specialized tasks of marketing a new product to be offered by the company (Mok, & Sparks 2001). Depending on the qualifications and experiences of the sales team members in attracting and retaining clients, the hotel is destined to benefit significantly. By articulately performing their roles and responsibilities to ensure optimum customers’ satisfaction, the hospitality establishment can draw positive feedbacks and maximum revenue acquisition. Higher academic qualifications in hospitality management fields should be a prerequisite for staff hiring and retention to ensure high-quality service output (Mok, & Sparks 2001).

                                AC3.2 The current image of the industry

Over the past years, the hotel industry has experienced tremendous facelifts and improvements and is currently a crucial component in the contemporary hospitality industry (Mok, & Sparks 2001. For instance, it was common for a client to experience longer waiting time during room booking and at the reservations. Time for operations were also limited to specific periods only limiting efficient service delivery to potential customers (Mok, & Sparks 2001). The then existing hotels accommodations facilities were in despicable conditions and were considered unfit for occupation. However, these among other factors have since improved considerably with most hotels having state of the art facilities in their premises. The emergence of technological innovations has seen rooms’ reservation and booking processes simplified. Similarly, most hotels can advertize their products and services to a larger customer base using the social networking websites and the print media (Mok, & Sparks 2001). Most hotels serve throughout the year and offer extended services into the nights that were uncommon before. More quality food and beverages varieties are now available in most hotels spread country wide. Most towns, country-sides, and cities have hotel establishments unlike before when hotels were a preserve for the main cities only.

Conclusion

Being a crucial sector in the economy of the United Kingdom and a major employer in the viability of the industry should be maintained (Olsen, & Roper 2008). The arrival of foreign visitors is expected to rise, and this is positive yet challenging news to the Government. It is therefore, imperative that the government initiates cooperation with the private sector in the hospitality industry to encourage and maintain these developments (Olsen, & Roper 2008). All organizational and operational issues that affects the industry must be addressed to ensure smooth industry functioning.

References

Hyland, A., & Glantz, S. 2003. Review of the quality of studies on the economic effects of smoke-free policies on the hospitality industry. Tobacco control, 12(1), 13-20.

Law, R., & Chon, K. 2007. Evaluating research performance in tourism and hospitality: The perspective of university program heads. Tourism Management, 28(5), 1203-1211.

Mok, C., & Sparks, B. A., 2001. Service quality management in hospitality, tourism, and leisure. Psychology Press.

Olsen, M. D., & Roper, A. 2008. Research in strategic management in the hospitality industry. International Journal of Hospitality Management, 17(2), 111-124.

Pizam, A., & Ellis, T. 2009. Customer satisfaction and its measurement in hospitality enterprises. International journal of contemporary hospitality management, 11(7), 326-339.