Procedures Involved in IT Resource Contingency Planning

Abstract IT resource planning contingency is key to curbing disruptions that result from various issues. Many firms are spending a lot of money to ensure that their computer systems are protected from interruptions. With regard to IT resource contingency plans, organizations should prepare adequately to deal with emergencies.  Seven steps are involved in IT contingency planning. It is important to note that each stage plays unique roles.Advertising We will write a custom research paper sample on Procedures Involved in IT Resource Contingency Planning specifically for you for only $16.05 $11/page Learn More Introduction Information technology (IT) is a vital element in the running of business establishments. IT provides computerized systems that are essential for efficient and effective management of organizations’ affairs without interruptions (Cerullo Cerullo, 2004). According to Cerullo and Cerullo (2004), contingency planning entails putting in place plans, methods, and technical measures that would help a system to work efficiently, especially when there is a disaster or an interruption. It focuses on increasing performance outcomes. However, IT systems are vulnerable to many disruptions, which can be reduced or eliminated. Such a plan is essential in exploring and preparing for emergencies. This is for the reason that it has procedures that should be followed in the event that disasters occur (Cerullo Cerullo, 2004). It is vital in assisting IT systems to be effective when storing and retrieving data. In fact, changing the location of IT systems and retrieving IT functions that utilize substituted tools are short-term measures that would be important in promoting the effectiveness of firms (Swanson, 2011). Therefore, with an increased number of cases that requires adequate preparation in the IT world, contingency planning becomes vital. This paper focuses on discussing issues and procedures that are involved in IT r esource contingency planning. In addition, it highlights the recommendations of planning in relation to IT resources. Statement of the problem High-quality goods and services are not only essential for improving health outcomes, but also a right for every citizen in a country. High-quality goods and services will only be provided if organizations utilize IT, which is key to the success of a business in a competitive business world (Swanson, 2011). This is because many activities can be performed digitally using modern technological platforms. Organizations focus on emerging technologies as the best solutions with regard to the provision of better services and production of high-quality goods (Swanson, 2011). To achieve these objectives, many companies utilize IT systems to assist them in data storage and retrieval (Swanson, 2011).Advertising Looking for research paper on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More M any firms employ IT for the efficient and effective performance of tasks. In addition, IT helps organizations to save time and reduce costs in relation to labor. Swanson (2011) argues that in the modern world, IT is considered instrumental in administration of firms, but for it to be effective, there must be preparations for contingencies in IT resources. It is evident that IT employment has made firms quality-oriented, making them produce excellent outcomes in the business environment (Swanson, 2011). Therefore, IT system contingencies should be planned to facilitate improvement in firms. Notably, IT systems have experienced failures due to power shortages and defects, rendering them unreliable (Stoneburner, Goguen Feringa, 2002). In view of this, there is an urgent need to plan for IT resource contingencies. Issues in IT resource contingency planning For effective and efficient application of IT in companies, there is a need to plan adequately to prepare IT resources to mitigate errors that could result from emergencies, such as power losses and other defects (Stoneburner et al., 2002). Moreover, it is important to understand that it would require adequate preparation. The first issue that would require planning is the disruption that would be caused by power losses (Stoneburner et al., 2002). Notably, when using IT devices, electricity is essential. In cases of losses, data are lost, especially when they have not been saved. Thus, it is prudent to prepare in order to reduce data losses in cases where power is disrupted. Another issue with regard to IT resource contingency planning is risk assessment (Stoneburner et al., 2002). This involves examining a threat that would affect performance outcomes of an organization before it negatively impacts it (Stoneburner et al., 2002). This measure aims at protecting an IT system from natural, human, and environmental problems. According Stoneburner and colleagues (2002), poor motivation is an issue that impacts cont ingency planning negatively in the IT sector. It is clear that this type of preparation is considered as plan B (an alternative) and, in most cases, priorities are given to plan A, which offers the required outcomes immediately (Stoneburner et al., 2002). Moreover, personnel within a firm, including managers, system administrators, information system security officers, system engineers, and architects, are vital in preparing when utilizing IT resources (Stoneburner et al., 2002). They are the ones who give commands to computers to perform their expected tasks.Advertising We will write a custom research paper sample on Procedures Involved in IT Resource Contingency Planning specifically for you for only $16.05 $11/page Learn More They should be equipped with relevant skills for operating IT devices (Stoneburner et al., 2002). This would result in the reduction of errors or losses of information. Another concern is the quality of IT supplies. Their durabi lity and portability are crucial (Stoneburner et al., 2002). This is for the reason that a durable resource works effectively, and a portable item can be moved to a new location in case of an emergency.  Nonetheless, critical resources, such as local area networks server (LAN), wide area networks access (WAN), emails, and mainframe access, play important roles in designing a plan for IT components (Pollard Hotho, 2006). In addition, time is an important issue. The rate at which components of IT systems perform their tasks is determined by their initial programs, and would determine the time that would be spent (Pollard Hotho, 2006). Procedures involved in IT resource contingency planning As aforementioned, it is important to plan for any disaster that would arise in any organization. There are certain factors that should be considered before any plan is developed. It is critical to indicate that this research paper would focus on desktop computers and portable systems, servers, websites, LANs, WANs, distributed systems, and mainframes (Pollard Hotho, 2006). It concentrates on ordinary technologies and would play significant roles in supporting contingency potentials (Pollard Hotho, 2006). It is worth to note that when designing and maintaining an effective IT contingency plan, business managers should adopt the approach is discussed below. Development of contingency planning statement policy obligations This statement is indispensable in making stakeholders understand planning obligations. It is usually based on a well-stated policy and should state the overall objectives. Its roles and structure should be developed by all stakeholders (Nelson, Phillips Steuart, 2010).  The roles played by chief information officers are crucial in the success of the plan. They should be engaged when developing the framework, aims, functions and roles of the plan. It is vital to point out that the contingency plan should be in line with guidelines outlined in NIST 800- 34 (Nelson et al., 2010). Some of the features include the scope, preparation requirements, tasks and responsibilities, program of testing and exercise, how to maintain the plan, and how frequent backup would be.Advertising Looking for research paper on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Business Impact Analysis (BIA) This is a critical step, and it enables the planning directors to categorize the system needs, development processes, and interrelationships (Nelson et al., 2010). The information obtained is used to identify priorities. This step is useful because it compares particular elements, studying the services that they provide using the obtained data. Moreover, it helps to investigate the effects of interferences on other parts of the system. It engages other steps, such as outlining IT resources, recognizing the consequences of interrupted part, allowing outage period and prioritizing recovery approaches (Nelson et al., 2010). Identification of preventive measures This step aims at mitigating or eliminating impacts, which were identified in the second step (Lentzos Rose, 2009). Arguably, personnel that would be involved in effecting control measures should be well trained in the methods of controlling and when to apply control measures (Lentzos Rose, 2009) . In addition, the type of design of the system should be applied to determine preventive methods. One of the preventive measures is the application of an uninterrupted power supply. This would offer a short-term remedy to all system elements (Lentzos Rose, 2009). Alternative power sources, such as the use of gasoline, would provide long-term backups. Protecting IT equipment from water damage by using plastic tarps and utilizing technical security controls is another preventive measure (Lentzos Rose, 2009). Developing recuperation strategic approaches According to Allen (2005), strategic approaches offer ways of restoring IT operations successfully in case there is service interruption. The methods are expected to focus on addressing the effects identified in the BIA. There should be a variety of strategies to be analyzed before the development of a strategic approach (Allen, 2005). These factors include cost, time, and security (Allen, 2005). The chosen strategy should tackle pos sible effects that would be discovered in the BIA, which should be incorporated into the system during development and executing phases of the life cycle. Methods, such as the service level agreement (SLAs), reductant arrays of independent disks (RAID), UPS, and mirrored systems, among other strategies (Lentzos Rose, 2009). Creating a contingency plan This is the most crucial stage in the process of executing an all-inclusive contingency plan program. It contains duties, responsibilities, teams, and steps in relation to IT system restoration (Allen, 2005). It should outline technical potentials, which would be supportive in the implementation of contingency operations. It should be modified to achieve a firm’s objectives and needs. It is supposed to be balanced and flexible, and be in line with NIST SP 800-34 (Allen, 2005). It is imperative to point out that the IT resource plan in this research consists of five elements, which are supporting information, notification, recov ery, reconstitution, and plan appendices (Allen, 2005). The initiative of the effective operations offers a framework of information, which simplifies the plan, leading to easier ways of understanding, executing, and sustaining the plan (Allen, 2005). Allen (2005) contends that most details that are found in this section help to understand how guidelines and decisions about the plan are adopted. The notification stage is involved in describing the original actions, especially when a system interruption has been detected. Notification of recovery personnel, assessment of system breakdowns, and implementation of the plan are the main activities that take place at this stage (Allen, 2005). At the recovery stage, the focus should be on the measures to implement provisional IT processes, renovating damages of the system, and restoring operational potentials of the original system (Allen, 2005). This will enable it to perform its intended functions. Many activities take place at this leve l, such as provisional manual processing, recuperation, and operation on an alternate system. The activities help IT system to function as it is expected (Allen, 2005). A computer system starts to function normally at the reconstitution stage. However, if it becomes hard to recover the system, most actions at this level would target preparing new facilities that would be important in supporting the system (Allen, 2005). This should be done until the system is tested to find out if it has reverted to normal. Appendices have particular technical, operational, and administrative contingency requirements of the system (Allen, 2005). Personnel contact information and vendor contact information are indicated in the appendices. Plan testing, training, and trying it out This vital feature aims at achieving workable contingency competencies. Testing facilitates identification of plan deficiencies and addressing (Swanson, 2011). Nonetheless, it is helpful in evaluating the ability of improvin g staff for the plan to be executed effectively. Most of the tested areas are coordination among recovery teams, connectivity, and restoration of normal operations, notification methods, and system recovery strategies (Swanson, 2011). Personnel should be trained in relation to their roles. For example, the purpose of teams, the importance of team coordination, methods of reporting, security requirements, and team specifics should be highlighted clearly. Plan maintenance It is worth to note that for a plan to be effective, it must be maintained in a state that reveals its requirements, methods, frameworks, and policies (Nelson et al., 2010). This is due to the fact that IT is dynamic due to transfer of business needs, technology upgrades, and rules in companies. Hence, it is important to review and upgrade computer systems on a regular basis. This should be done as â€Å"part of a firm’s change management process, and it is aimed at ensuring that new data are documented and control measures are adjusted† (Nelson et al., 2010, p. 76 ). There are specific elements that require frequent reviews, such as lists of contacts and personnel. The management should inform all staff about the plan and their roles in implementing it. Revised plans should be distributed, but their copies should be maintained off-sites (Nelson et al., 2010). Recommendations Due to losses incurred during disruption of IT systems, it is important to develop control measures that would mitigate risks that would be involved. In the context of vulnerabilities of computer systems, service providers are required to review their contingency preparedness. First, the management of a company should integrate IT recovery capabilities. As a result, this would recover the data that could be lost if the system would be interrupted. Market participants in the IT sector should make sure that IT continuity preparations are incorporated with continuity arrangements. They should ensure that contin uity arrangements are adopted to ensure effective IT systems during crises.  It is important for IT management teams to retain emergency contact information for their primary corresponding companies. The information contained in files should indicate preparedness strategies, site telephone numbers, and the main administrators’ contacts. It is advisable that IT personnel should occasionally review contact information that is availed to the management. During IT interruptions, staff should concentrate on applying the rules outlined by various groups. Agency management teams should create their contingency policy and planning processes and utilize the features of the preparation cycle. These include preliminary planning, IT impact analysis, an alternative site selection, and recovery strategic approaches. Moreover, the IT management team should conduct risk analysis. This would be vital in understanding the possible causes of interruptions and their effects. Surveys on the ava ilability of alternative sites for the purpose preparedness should be conducted. The focus should on the development of the right goals in relation to emergency preparedness. This would facilitate responses to IT problems. The planning process should be aimed at bringing changes in the IT industry. In addition, all stakeholders should be encouraged to understand the roles played by preparedness and contingency plans and tools applied in the process. Attention should be given to the utilization of the process of contingency, enhancing the quality of the plan. All stakeholders should be accountable and responsible for managing funds that are essential in maintaining the contingency planning process. Planning and emergency responses should be linked. Contingency plans should be adopted, but without preparedness actions, they become less useful. Prioritization of IT resources should be considered. As a result, improved mechanisms should be adopted to support effective planning and prepa redness. Collaboration between the government and private sector would play key roles in implementing contingency planning and preparation. Conclusion In conclusion, IT systems are vulnerable to disruptions, which range from minor to complex interruptions from different sources. However, some of the interruptions can be mitigated, but not eliminated. This is possible through risk assessment and operational solutions. The short-term measures adopted in this paper include changing the location of IT systems to preferred sites. Various steps are involved in the planning process. Each step is characterized by different activities that enhance the effectiveness in the management. The IT resource contingency planning focuses on improving performance outcomes since IT is a basic tool in the management of companies. Firms have increased their output and reduced costs through the application of computer systems. Therefore, key issues should be evaluated before developing the IT resource cont ingency plan. Risk assessment, staff available, software, and hardware are among factors that should be considered. These factors play vital roles in mitigating issues in relation to disruption that could arise in organizations. Despite the challenges of interruptions, companies are encouraged to continue using IT systems in order to thrive in a competitive business world. References Allen, W. H. (2005). Computer forensics. IEEE security privacy, 3(4), 59-62. Cerullo, V., Cerullo, M. J. (2004). Business continuity planning: a comprehensive  approach. Information Systems Management, 21(3), 70-78. Lentzos, F., Rose, N. (2009). Governing insecurity: contingency planning, protection,  resilience. Economy and Society, 38(2), 230-254. Nelson, B., Phillips, A., Steuart, C. (2010). Guide to computer forensics and investigations. Cambridge, MA: Cengage Learning. Pollard, D., Hotho, S. (2006). Crises, scenarios and the strategic  management process. Management Decision, 44(6), 721- 736. Stoneburner, G., Goguen, A., Feringa, A. (2002). Risk management guide for  information technology systems. Nist special publication, 800(30), 800-30. Swanson, M. (2011). Contingency Planning Guide for Federal Information Systems.  New York, NY: DIANE Publishing. This research paper on Procedures Involved in IT Resource Contingency Planning was written and submitted by user Ezra Burch to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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Customer Satisfaction In The Hotel Industry Tourism Essay The Study mainly reviews and discusses the topic of customer satisfaction and its application to the Hospitality and Tourism industries. Defines the concept and analyzes its importance to services and its importance to serves in general and to hospitality / tourism services in particular. Following a discussion on the dimensions and attributes of satisfaction, lists the main methods of measuring satisfaction and concludes with a review of global and cross-cultural issues that affect satisfaction in hotel industry. Customer satisfaction is the leading decisive factor for determining the quality and standard which is actually delivered to the customer through the product, service or by the accompanying servicing. 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The researcher interest is to carryout a study of customer satisfaction at Express by Holiday Inn, London. Research Problem Customer satisfaction research is not an end into itself. The purpose, of course, in measuring customer satisfaction is to see where a company stands in this regard in the eyes of its customers, thereby enabling service and product improvements which will lead to higher satisfaction level. Satisfaction is not a universal phenomenon and not everyone gets the same satisfaction out of the same hospitality experience. The reason is that customers have different needs, objectives and past experiences that influence their expectation. The results of a customer satisfaction survey need to be evaluated to determine what needs to be improved. Goals should be as specific as possible. Hotels are often challenged on how to best increase guest satisfaction, and how to optimize both price and occupancy. Employee satisfaction, guestroom cleanliness, amenities, appearance, food and services all contribute to customer satisfaction, and increase customer satisfaction is a proven driver of guest retent ion and higher occupancy rates. Understanding customer experience through research is widely recognized as a key factor in improving long-term business performance. Express by Holiday Inn Hotel had a requirement to obtain daily feedback at an individual level by rooms/reception questionnaire in general for its GSTS (Guest satisfaction tracking system). It has to introduce web based questionnaire survey to create an opportunity to built feedback interface for general public to get provided a cost-effective and practical methodology so hotel future guest see the reviews in term of past feedbacks. In the customer arena, we believe that regular, quantitative measurement of customer satisfaction provides a much better lead indicator of future organizational health than profitability of market share change (Tom Peters, Management guru) Objectives of the Study The main objective is to conduct the customer satisfaction and its measurement in the hotel industry with special reference to Express by Holiday Inn Hotel, London. Subsidiary Objectives Analyses of costs demonstrating that customer retention is substantially less expensive than customer acquisition. Customer behaviourists in the area of lodging, restaurant, food services and tourism. Customer satisfaction is a psychological concept. Customer purchase goods and service with pre purchase expectations about anticipated performance. Assessment of satisfaction is made during the service delivery process. Satisfaction is not a universal phenomenon and everyone is not getting the same satisfaction out of the same hospitality experience. Reliability, Responsiveness, Assurance, Empathy and Tangibles. Significance of Study Customer Satisfaction measurement (CSM) consists of on two major roles Providing Information Enabling Communication with Customer The initial or primary reason for taking the time to measure customer satisfaction is based on to collect the information. It means that what customers say that need to be done differently or on the other hand to assess how well an organization is currently meeting its customer needs or requirements. But the secondary is not less important function of CSM in hospitality industry that by surveying customers. An organization is emphasis its interest in communicating with its customers. In hotel industry, its always finding out customers needs, pleasures, displeasures and overall well being. Though it is impossible to measure the satisfaction of every single customer needs. The customer satisfaction may different from organization to organization or hotel to hotel. Here we would like to quote Neumann (1995) five objectives suggestions as follows: To get close to the customer Measure continuous improvement To achieve customer driven improvement To measure competitive strengths and weaknesses To link Customer Satisfaction Measurement (CSM) data to internal systems Hypothesis Customer Satisfaction is a psychological concept. Customer purchase goods and services with pre purchase expectations. Assessment of satisfaction is made during the service delivery process. Satisfaction is not Universal phenomenon. Recognition of the employees who contribute to the Customers satisfaction Customer based improvement goals Plans for improving operational variables Incorporation of customer satisfaction skills into employees training programme Measurement and plan for improvement of employee satisfaction Importance of my Study To satisfy each and every customer or to meet his / her expectation every time is not an easy task especially in hotel industry. This work is to investigate and examine the psychology of the customer, their expectations and behaviour. Methodology My methodology of research will be based on experience, day to day operation of the hotel, customer complaint, customer satisfaction standard, theory, hypothesis, observation and confirmation. Universe of the Study The research would be conducted Hotels based in London, utilizing my own experience but the mainly focused on the Customer Satisfaction Measurement. Sample Design My sample will be comprised of the Customer Satisfaction Measurement in Express by Holiday Inn Hotel, London Data Usage In my research I would like to go for primary data collection, secondary data collection, quantitative and qualitative data collection. Tools of data Collection The data collection would include the use of questionnaire, scheduled interviews, guest feedback, and management feedback, guest services track system (GSTS), guest survey, and personal experience along with personal observation. In the questionnaire design, I will use the respondent completes short closed ended questions and long open ended questions. In the interview design, I would like to use personal forms, sharing their experience and work directly with the respondent. In the guest feedback, I would like to get the guest feedback while they are checking out from the hotel, compare their past and current experience. In the management feedback, I would like to get the information from management regarding the standard and complaint level of the guest activities in the hotel. Hypothesis Testing My hypothesis is Customer Satisfaction is a psychological concept. Customer purchase goods and services with pre purchase expectations. Assessment of satisfaction is made during the service delivery process. Satisfaction is not Universal phenomenon. I would like to test this hypothesis with my proper research along with my personal experience with respect to the Customer Satisfaction Measurement theory. Research Design and Timing Feb 2010 In the month of Feb 2010 I will finish my primary data collection (questionnaire, interviews, guest feed back, and management feedback, guest services track system, guest surveys, personal observation and experience) Feb 2010 In the month of Feb I would like to finish my complete data collection and I will systemize the data in the proper form according to the distribution of report. March 2010 In the month of July I would like to finish my final report writing and I will make it ready for the submission at the end of March 2010. Structure of the Report Chapter No 1 : Introduction Chapter No 2 : Literature review Chapter No 3 : Theory base (all theoretical background) Chapter No 4 : Analysis of the findings Chapter No 5 : Discussions Chapter No 6 : Conclusion and Recommendations Monitoring and Evaluation Feb, 2010 by Researcher Feb, 2010 by Supervisor March, 2010 by Researcher March, 2010 by Supervisor Literature Review My literature review comprises of theories, models, customers satisfaction surveys and related information. Brief and summarized form of my most important literature review is given below: Satisfaction Theories: Satisfaction Models: Satisfaction Surveys: Express by Holiday Inn Hotel Experience of Guest Satisfaction: Recently, numerous researchers have attempted to apply CS theories developed by consumer behaviorists in the areas of lodging in order to investigate CS applicability to the hospitality and tourism industries. The majority of these theories are based on cognitive nine distinct theories of customer satisfaction. The majority of these theories are based on cognitive psychology; some have received moderate attention, while other theories have been introduced without any empirical research. The theories include: Expectancy Disconfirmation Assimilation or cognitive dissonance Contrast Assimilation Contrast Equity Attribution Comparison level Generalized negativity Value precept Cognitive state of reward Customer satisfaction can also be defined as satisfaction based on an outcome or a process. Outcome definition of customer satisfaction characterizes satisfaction as the end-state resulting from the experience of consumption. This end state may be a cognitive state of reward, an emotional response to an experience or a comparison of rewards and costs to the anticipated consequences. Vavra also puts forth a definition of customer satisfaction based as a process, emphasizing the perceptual, evaluative and psychological processes contributing to customer satisfaction. In this definition, assessment of satisfaction is made during the service delivery process. Expectancy Disconfirmation Theory Richard Oliver has developed the expectancy disconfirmation theory in 1980. According to his theory, customers purchase goods and services with pre-purchase expectations about anticipated performance. Once the product or service has been purchased and used, outcomes are compared against expectations. When outcome matches expectations, confirmation occurs. On the other hand when there are differences between expectations and outcomes then disconfirmation occurs. Negative disconfirmation occurs when product / service performance is less than expected. Positive disconfirmation occurs when product / service performance is better than expected. Satisfaction is caused by confirmation or positive disconfirmation of consumer expectations, and dissatisfaction is caused by negative disconfirmation of consumer expectations. Basically we may say that Customer satisfaction is a psychological concept that involves the feeling of well-being and pleasure that results from obtaining what one hopes for and expects from an appealing product and/or service. Satisfaction is not a universal phenomenon and not everyone gets the same satisfaction out of the same hospitality experience. The reason is that customers have different needs, objectives and past experiences that influence their expectations. Therefore, it is important to gain a clear idea of the customer needs and objectives that correspond to different kinds of satisfactions. This necessitates the segmentation of the market, because no service or product can offer everyone the same degree of satisfaction. Experience may result from changes in the perception of the actual quality of outcomes received, or from changes in the expectations against which these outcomes are compared. The components of satisfaction Most hospitality experiences are an amalgam of products and services. Therefore it is possible to say that satisfaction with a hospitality experience such as a hotel stay or a restaurant meal is a sum total of satisfactions with the individual elements or attributes of all the products and services that make up the experience. Reuland Model of Satisfaction There is no uniformity of opinion among marketing experts as to the classification of the elements in service encounters. Reuland suggests that hospitality services consist of a harmonious mixture of three elements: The material product in a narrow sense which in the case of a restaurant is the food and beverages; The behavior and attitude of the employees who are responsible for hosting the guest, serving the meal and beverages and who come in direct contact with the guests, The environment, such as the building, the layout, the furnishing, the lighting in the restaurant, etc. Reuland et al. (1985, p. 142) Czepiel Model of Satisfaction On the other hand, Czepiel suggests that satisfaction with a service is a function of satisfaction with two independent elements, the functional element, i.e. the food and beverage in a restaurant, and the performance-delivery element, i.e. the service. To prove the independence of the two elements from each other, the authors claim that restaurant clients are quite capable of having responses to each element that differ one from the other: The service was great, the food poor or conversely. (Czepiel et al) (1985. P. 13) David and Stone Model of Satisfaction Davis and Stone divide the service encounter into two elements: Direct Services Indirect Services For example, direct services may be the actual check-in/check-out process in hotels, while the indirect services include the provision of parking facilities, concierge, public telephones for guests use, etc. (Davis and Stone (1985, p.29) Dimensions of satisfaction In service organizations, the assessment of the quality of a service is made during the actual delivery of the service usually an encounter between the customer and a service contact person. Parasuraman identified the following five generic dimensions of service quality (SERVQUAL) that must be present in the service delivery in order for it to result in customer satisfaction: Reliability the ability to perform the promised services dependably and accurately. Responsiveness the willingness to help customers and provide prompt service. Assurance the knowledge and courtesy of employees as well as their ability to convey trust and confidence. Empathy the provision of caring, individualized attention to customers, and Tangibles, the appearance of physical facilities, equipment, personnel and communication materials. The model conceptualizes service quality as a gap between customers expectations (E) and the perception of the service providers performance (P). According to Parasuraman that service quality should be measured by subtracting customers perception scores from customer expectation scores: (Q = P E) The greater the positive score represents the greater the positive amount of service quality or vice versa. The gap that may exist between the customers expected and perceived service is not only a measure of the quality of the service, but is also a determinant of customer satisfaction/dissatisfaction. Measuring the gap between expected and perceived service is a routine method of utilizing customer feedback. Measuring service quality via customer satisfaction Hayes states that Knowledge of customer expectations and requirements is essential for two reasons: It provides understanding of how the customer defines quality of service and products and facilitates the development of customer satisfaction questionnaires. (Hayes, 1997) Customer satisfaction is recognized as of great importance to all commercial firm because of its influence on repeat purchases and word of mouth recommendation (Berkman and Gilson, 1986). Satisfaction, reinforces positive attitudes towards the brand, leading to a greater likelihood that the same brand will be purchased again, but on the other hand dissatisfaction leads to negative brand attitudes and lessens the likelihood of buying the same brand again (Assael, 1987) Guest Expectation from Express by Holiday Inn Hotel Expectations can be described as a mutable internal standard which is based on a multitude of factors including needs, objectives, past personal or vicarious experiences with the same establishment restaurant, with similar establishments, and the availability of alternatives. To recapitulate what we have established by now is that an individuals satisfaction with outcomes received from a hospitality experience results from a comparison of these outcomes with expectations. Some hotels / restaurant attributes are more likely to earn guest complaints than compliments. Availability of parking, hours of operation, traffic congestion, noise level, and spaciousness of the establishment all appear in the top-ten complaint list. In contrast, guests express appreciation for high performance in some areas, but rarely complain when performance is so-so. The survey results suggest that guest react favorably to a clean neat restaurant, neat employees, ample portions, and responsiveness to complaints. The quality and quantity of service, food quality, helpfulness of the employees, and the prices of drinks, meals and other services appear in both the list of most frequent complaints and the list of the most frequent compliments. Cadotte and Turgeon attribute model of performance Cadotte and Turgeon divided the attributes into the following four categories: Satisfiers Dissatisfiers Critical Neutral Satisfiers were those attributes where unusual performance apparently elicited compliments and satisfaction, but average performance or even the absence of the feature did not cause dissatisfaction or complaints. Large-size food portions, smartly dressed employees, clean and neat restaurants are all examples of a restaurant satisfier. Normal food portions, regularly dressed employees and not so neat restaurants do not cause dissatisfaction. In contrast, large food portions and well-groomed and smartly dressed employees please the restaurant guest. Satisfiers, represent an opportunity to shine, to move ahead of the pack, and to stand out from the crowd Dissatisfiers were more likely to earn a complaint for low performance or absence of a desired feature than anything else. But an operation that exceeds the threshold performance standard apparently will not receive compliments on the attribute. Parking and excessive noise are good examples of dissatisfiers; they have to be provided and maintained at a minimum or sufficient level. But efforts to achieve a higher performance level will not be appreciated by customers nor will it cause them satisfaction. Dissatisfiers particularly require management control to prevent poor performance. Minimum standards should be established, and the focus should be on maintaining these standards. Be as good as your competition, but do not waste resources trying to be better. Critical attributes were capable of eliciting both complaints (dissatisfactions) and compliments (satisfactions), depending on the situation. Quality of service, food quality and helpful attitude of employees ranked high in eliciting both complaints and compliments. Critical factors deserve special attention, because of their potential for both hurting and helping a business. Like dissatisfiers, minimum standards must be set to avoid negative responses to your service. For the critical attributes, the objective is to raise performance beyond the norm Neutral attributes neither received a great number of compliments nor many complaints, therefore probably indicating that they were either not salient to guests or easily brought up to guests standards. Cadotte and Turgeon draw our attention to the fact that the classification of these factors is not permanent but constantly changes. Some dissatisfier type attributes were probably critical at one time. Higher industry standards, though, may have improved performance to the extent that most restaurants are able to meet guest requirements on these factors. For example, in warm climates, the availability of reliable air conditioning in hotels or restaurants was a critical factor; today, with the advent of modern refrigeration technology, all hotels and restaurants in such climates will have it. Having more of it will not satisfy anyone, but when air-conditioning breaks down, suddenly everyone becomes dissatisfied. Resources I would like to use limited resources for my research. I will use internet, complete media library, company visits, interviewing with different guests who are staying in different hotels or regular guests and frequent flyers, news papers, journals, books, telephone and other possible resources which are easily available and easily accessible. Possible outcome of my study I would like to say that my research work on Customer Satisfaction Measurement will bring new turn and increase the satisfaction level in Central Park Hotel Hyde Park, London. More importantly, my study will analysis the guest satisfaction level and will point out the main causes, how to improve and bring the level of customer satisfaction up to the mark. Limitations of the Study My study on Customer Satisfaction Measurement in hotel industry will be limited only as well as on Express by Holiday Inn, London and other Hotels in London.

An Occurrence at Owl Creek Bridge Essay -- essays research papers

à ¢Ã¢â€š ¬Ã…“An Occurrence at Owl Creek Bridgeà ¢Ã¢â€š ¬? Ambrose Bierce weaves a tale of intrigue and captivation, by using shifts of voice and time in the story à ¢Ã¢â€š ¬Ã…“An Occurrence at Owl Creek Bridgeà ¢Ã¢â€š ¬?. In the first four paragraphs, Bierce begins the story using third person, and in this point of view, he creates reality. We can view the situation and all aspects while it is written in third person; we know precisely what is going on, we know it is real. Near the end of the fourth paragraph, the author shifts cleverly from third person to limited omniscient. After having us view the story in third person, Bierce transfers from reality, to the main characters' thought processes, having us view Peyton's thoughts and dreams also as reality. "He looked a moment at his "unsteadfast footing," then let his gaze wander to the swirling water of the stream racing madly beneath his feet." (P.67) it is here where Bierce shifts and starts to mislead us, by using Peyton Farquhar's thought processes as a filter. It is a clever shift, because in this moment, we are getting closer to the time of Farquhar's death, and we have previously read reality. Time then slows down; the explanation of the phenomenon, of Peyton Farquhars's death, is both detailed and plausible, and there is a special trick: "He closed his eyes in order to fix his last thoughts upon his wife and children"(P.67) It is in this sentence that Ambrose Bierce starts to evoke hope in the reader. The author knows th...

Management Evolution Essay

The evolution of management can be traced back to the start of the Industrial Revolution. â€Å"Management and leadership abilities were not thought of as learnable skills but derived from one’s heredity. There did not exist the need for a theory of management: leaders were born, not made. † (Montana & Charnov, 2008, p. 14). This belief ignored the need for a written theory of management and focused on the practice itself. As industrialization increased and spread, problems related to the factory system began to appear. Large numbers of workers were needed to keep up with the rapid economic expansion. Many of these workers were immigrant, unskilled, and non-English speaking. Managers did not know how to train these employees. This led to a scientific study of management and to what is today known as management theory. Classical School of Management The first management theory, Scientific Management, arose because of a need to increase worker efficiency and productivity. Emphasis of this approach was placed on the best way to get the most work accomplished. Focus was on examining the work process and developing the skills of the workforce. The classical school owes its origins to several contributors; including Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and Mary Parker Follet. Frederick Taylor is often referred to as the â€Å"father of scientific management†. He believed that organizations should study and gain an understanding of work and develop precise procedures to complete it. â€Å"Taylor believed that economic prosperity could only be achieved by maximal worker productivity, which in turn, would be the product of making workers more efficient† (Montana & Charnov, 2008, p. 5). By analyzing every job through scientific observations, he felt there was only one best way of doing a job. He believed managers should study each job and determine the minimum necessary steps needed to complete it. Individuals step would be analyzed to determine the most efficient way of performing it. Managers would then total the time of each individual task to determine the optimum amount of time necessary to complete the entire task. Workers would then follow the precise instructions of management. If tasks were not completed in the optimal amount of given, workers were removed from the job. He believed this system gave managers power over workers. Workers could no longer resist management demands. Managers possessed the knowledge and workers performed their detailed steps. Frank and Lillian Gilbreth were a husband and wife team that studied job motions. â€Å"The Gilbreths are considered pioneers in making use of motion studies to improve worker efficiency† (Montana & Charnov, 2008, p. 16). Frank analyzed worker actions to determine the best possible method of performing a given job. When he understood all the motions, he would seek to improve the efficiency of each action and reduce the number of motions required to accomplish the job–a process called job simplification† (Montana & Charnov, 2008, p. 16). Managers would then select, train, and develop workers with devised procedures. Lillian extended this theory into the home in an effort to determine the ideal way to complete household tasks. Henry Gantt developed the Gantt chart; a work scheduling chart that measures planned and completed work along throughout each stage of completion. The Gantt chart is a powerful planning and evaluation tool used by managers. He believed inefficiency was a result of management unrealistic production standards. According to Gantt, â€Å"work standards should be determined by scientific observation and measurement, and only then may realistic work standards be set† (Montana & Charnov, 2008, p. 17). Gantt also believed that workers should be rewarded for good work through a bonus system. He felt that workers would be more productive and achieve higher levels of production if there was an incentive. To motivate workers to go beyond the daily production quotas, he pioneered the use of a production bonus (Montana & Charnov, 2008, p. 18). Gantt also focused on the importance of quality leadership and management skills and their relationship to building effective industrial organizations. Mary Parker Follet is often referred to as the â€Å"mother of conflict resolution†. â€Å"Her research and writings pointed to a collaborative approach to problem solving that advocated compromise† (Montana & Charnov, 2008, p. 17). Follet focused on the importance of establishing and developing common goals within the workplace. She believed workers should be allowed to participate in the decision making process. She believed workers could and would comply and follow management’s logical requests without being given too many orders; workers should not be micromanaged. â€Å"The classical approach to management theory had asserted that the key to worker efficiency and organizational productivity was efficient job design, use of appropriate incentives, and effective managerial functioning† (Montana & Charnov, 2008, p. 23). This approach emphasized the work elements and eliminated the human dimensions. Behavioral School of Management The behavioral approach stresses that effective management will come from an understanding of the worker† (Montana & Charnov, 2008, p. 23). Emphasis of this approach is based on the belief that every human being has social and physiological needs which affect performance and motivation. Focus was on improving the self-esteem and self-confidence of the workforce. Contributors to the behavioral school include Elton Mayo, Chester Barnard, and Douglas McGregor. Elton Mayo was the founder of the human relations movement. â€Å"Mayo concluded that factors other than the physical aspects of work had the power of improving production. These factors related to the interrelationships between workers and individual psychology† (Montana & Charnov, 2008, p. 25). Mayo believed that if workers were treated with respect and their needs were being met, they would be more productive and their work would be more efficient; therefore both the employee and management would benefit. Mayo is known for his work conducted at the Western Electric Company in Chicago; known as the Hawthorne Experiments. He was able to prove that the relationship that employees have with management directly affects productivity. He concluded that management needed to be more directly involved with employees. Chester Barnard developed the acceptance theory of management, which focuses managerial authority. He believed that employees themselves determined if managerial order is legitimate and acceptable. He felt that in order for employees to accept that managers have legitimate authority to act, they must first understand the communication they receive from management. Employees must also feel that the communication that is received is consistent with the organization’s purpose. Bernard believed that managers needed to share a common purpose and express a willingness to cooperate with the employees. â€Å"Douglas McGregor, in distinguishing between the pessimistic Theory X view of employees and the optimistic Theory Y, had a dramatic impact on management theory and practice† (Montana & Charnov, 2008, p. 27). Theory X which characterized the views of Taylor is based on the assumption that the average human being dislikes work and that because of this dislike they must be threatened and controlled before they will work. Theory X also assumes that the average person desires security and prefers being directed. Average people dislike responsibility and have little ambition. Theory Y which characterized the views of Mayo is based on the assumption that if a job is satisfying and the working conditions are good, then the worker will be committed to the organization. Theory Y also assumes that if the average worker is committed, then they will not only accept, but seek responsibility. McGregor believed that managers should operate with the belief that workers will contribute more to an organization if they feel valued and are treated responsibly. The behavioral approach to management theory focused on the workforce and their needs; the human element of the organization. This approach emphasized work as a group activity and aimed at increasing work productivity through collaboration. Production Operations Management (POM) Approach The Production Operation Management Approach to management was developed in response to increasingly difficult operational problems and a rapidly changing environment. The concepts of the POM Approach were based on the belief that the scientific method was the solution to problem solving. Herbert Simon was a major contributor to the POM Approach. â€Å"Herbert Simon is best known for his research in decision-making and information processing but also made contributions to cognitive psychology, computer science, public administration, philosophy of science, and artificial intelligence† (Montana & Charnov, 2008, p. 29). Simon coined the term satisficing which was based on the belief that executives rarely had access to perfect information. They were more apt to accept data acquired early in a search and seek solutions or accept choices that are deemed good enough for their purposes. He believed that seeking the maximal solution or result expended resources. â€Å"Production operations management stresses a systems approach that views the total operating system and analyzes a problem within that system. The problem is seen to exist as it relates to the total system, and any proposed solution is evaluated as it relates to the same system† (Montana & Charnov, 2008, p. 30). The POM approach focused more on production and less on the human factor. Contingency Approach The contingency approach to management is the most recent school of thought about management. It combines the ideas of the other three approaches and states that there is no one universal set of management principles or one best way by which to manage an organization. This approach is based on the belief that to effective, planning, organizing, leading and controlling must be contingent on the circumstances in which an organization operates. Different problems require different solutions. â€Å"This approach arose out of the observation that the three earlier approaches to management–the classical, the behavioral, and productions operations research–did not always lead to an acceptable solution† (Montana & Charnov, 2008, p. 1). The contingency approach applies to all areas of management, not just organizing and leading. This approach takes into consideration both the internal and external environments of the organization. Conclusion â€Å"The foundations of the various approaches to schools of management theory are found in a variety of disciplines, incl uding economics, psychology, sociology, mathematics, philosophy, and industrial engineering. But management theory, even though it makes use of other scholarly areas and the observations of the practicing manager, has emerged as a separate area of study since the 1940’s† (Montana & Charnov, 2008, p. 4). The thoughts and ideas of the classical school have been analyzed and developed over the years; however the basic concepts are still in practice today. Relation to Work Environment I believe that the contingency approach to management is the most effective. The classical, the behavioral, and productions operations research approaches all are based on a universal approach, one best way, of management that applies the same techniques to every organization. As a manager I have come to realize that not all people and every situation should be handled identically. I believe managerial decisions and actions are contingent upon a given situation. Managerial styles and techniques must vary according to the circumstances of the situation. To be effective, managers must determine which factors are relevant in what situation. I believe the most important aspect of the contingency theory is that it accounts for the human factor. As the Dining Services Director at Miles Community College, I am required to make daily decisions concerning both my department and the organization as a whole. I believe that to be an effective manager it is necessary to evaluate each and every situation to come up with the appropriate decisions and actions. I understand that each and every situation is unique and requires a situational analysis. I also believe that every decision I make affects the organization therefore my decisions are based on the goals and values of the organization as a whole. I believe that the contingency theory best fits my management style.