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. Task 1

1.a Introduction

The Waterlander hotel is a part of major international hotel chain world-wide. The hotel was running but was without satisfactory results. Customers did not seem to be satisfied with their services. It was the day when one corporate customer seriously had a problem and was noticed by the senior management. Everyone was blaming each other’s fault. It was Plastix International Plc, who asked for the service at Waterlander hotel but could not express exactly what they wanted and they were dissatisfied by the service of the hotel. It actually wasn’t the satisfaction level that Plastix International expected but unfortunately that they did not meet. The line managers who were not internally satisfied with the hotel system couldn’t give the highest level of satisfaction. Hence total quality management was the only medium for customers to get satisfied and then only they would meet their satisfaction level. Total quality management refers to all operations related from lower level workers till managers like operation management, gap analysis, time management.

Total Quality Analysis would be extremely useful for this situation for an organisation like Waterlander hotel. Here in the case study of the Waterlander hotel shows different time gap, information gap and deficiency in operation management. Mainly we see few internal characters of hotel as general manager, line managers, conference managers, head chefs and headwaiters and external were electrician, vice president of global marketing, Plastix International Plc and the photographer.

There was no proper information flow from one person to another, which was the main cause of the whole disaster. Every one seemed to be upset due to problems in flow of information. The vice president of Global marketing, Plastix International Plc was mostly upset due to the poor quality service and told that he would not pay excessive charger for that banquet and wanted a written apology for the upset caused by the service they received. The manager of Aalsmeer electronics was upset since they were asked to set up by 7 PM and so they started to do their jobs at 4.30 PM but they were forced to wait for the hotel staffs to clear them for it.

Hotel service managers got upset since they were not informed about the colours of flowers that client ordered which were red and yellow. The red would not look good against the dining room décor.

Suddenly electricians moved all the arrangements. When they got the needed flowers, electricians completely the rearranged themselves.

The conference manager was upset since he was not told that the client wanted to use the video equipment, which was sent for maintenance. He did not have the checklist for the conference hall by the client. He could have hired one if he had known about the video equipment. Head chiefs got upset because he did all according to the detailed schedule he received from headwaiter. He made every thing on time but was not served when it was ready. Waiters were also badly behaved by the customers.

The headwaiter the upset since they were not informed about the set-up that had to be done by electricians for loudspeaker and amplifiers. Those electricians told them to clear all the tables that were now ready to be used and which they had put everything right within half on hour.

The photographer was upset since he was scheduled to come at 10 PM and they needed only for half an hour during the speeches. When he reached inside the conference hall, every thing was late and had to rush for another concert hall at 11 PM. He would have arranged another guy to take photographs if he were informed to start the program late.

So here we see every person is blaming each other. This would have been better if the flow of information was correctly done.

1.b Operation management in Hotel Waterlander:

The operation management refers to the framework for understanding operations management and its organisation and manager context .the nature of operations may be goods or services. According to Samuel K M Ho ‘Operations and Quality management’, Operation Management can be defined as “the deployment of effective and efficient methods for the reaction and delivery of goods and or services to satisfy the needs of the customers”. Without an effective and efficient operation functions, no organisation can hope to stay in business. Since it will fail on the key dimensions of competition quality, speed or price. Here in the case of Hotel Wanderlander, every where there is operations management. In the kitchen chefs convert raw foods into meals, waiting staffs provide meals to customers. Process in operation management – “Heart” The transformation process.

The customer gets the final output and they are the only way to evaluate the quality of service. There exist different operations inside an organisation for a service to be delivered. So for the proper management operation, the proper flow of information is needed, According to the above figure A, customers are attracted using different business competitive strategies. Customer has the right to choose an efficient and cheap service available in the market.

There must be a proper planning and control of resources inside the organisation. As we see inside the Waterlander Hotel, every where are disturbances in the flow of information among service providers.

The general Manager of the hotel was supposed to transfer the information to the right person in the right time, but he seems to be not doing his job properly. He was the only person to meet with customers to know what they really wanted in their services.

The transformation process is greatly effected by the transforming resources either they are staffs or material. It they are not unsatisfied with their management, the quality services can be poor which reflect to the bad operation management. When those transformed resources of staffs and materials are in sufficient enough, then the only flow of information and planning and control makes efficient service. The proper concept of improvements and design also effect the quality of service which are directed by the operational strategy of the organisation how they are processed to be served for the customers.

1.c Problems in Waterlander Hotel:

There are different information gaps between every individual. Customer expects the highest level of expectation and is they don’t get it, the level of satisfaction is lowered. This situation is the worst for any business firms to loose valuable customers and have to bear losses. An author sees lots of gaps in the case study of hotel Waterlander. It is mainly with the customer and the management, how the service performance is and how much skill was used to maintain the standards of quality. As a whole, gap is seen in every factor.

A big gap can be seen between consumer Expectation and service performance when the customer don’t meet the desired expectation., Service performance is wholly interrelated with service standards. Every service is categorised with some standards and is they do not has good standards then there exists a gap with service performance. If the manpower don’t use their skill properly, then they cannot maintain their standards, which then create a gap between skill and standards. If the proper skills were used but there is not good management, there also exists a gap.

The gap is also seen between standard of service and customer expectation while the consumer doesn’t meet the level of satisfaction. The huge gap can be seen between customer expectation and the management.


Plastix Internal Expectations:

They had a minimum expectation like others. They just expected red flowers on the table, dinner on time, no food on dresses, simple things, video equipment, photographer, lastly smooth performance.


There was no exclusive standard to be measured. It was informally agreed standards, which didn’t work while working in a team. Finally the expectation were not relevant to customers satisfaction.


The organisation seemed to under skill. There were too many issues with internal staffs and huge gap was seen with kitchen staffs and waiting staffs.


A huge was seen in between person’s skill and management since a manager was not able to handle them properly. He was the only person who was responsible to flow the information to its juniors who work under him.

1.d Solutions:

The problem with the Waterlander Hotel can be overcome by efficient training to its staffs and quality of service offered, to its customers otherwise it falls under its standards. The solution can be found with the four main key issues as

* management and supervision

* employee perception of specification and rules

* customer needs and expectation

* lack of technological support

Management seemed to be irresponsible to the organisation and not supportive in quality behaviour and lack in quality specification. The problem in skills is the main issue and the attitude of the person who cannot adjust.

Recommendations for Improvement:

* Sort out the internal problem occurring inside the management. Till it won’t be sorted tout then the same situation will definitely repeat again.

* Consider the employee Reward System. It could be the encouraging point for a staffs to have some reward of they do best, which will let them to do better in every moments.

* Arrange training to internal staffs of Hotel that aware the impact of performance

* Improvement of the recruitment process so that highly skilled can be available who can perform better even without certain training.

* The execution of the quality system specification of organization, to improve by training and internal marketing.

1.e Conclusion:

Total Quality Management refers to a quality emphasis encompasses the entire organisation from the supplier to the customer (Heizer, Jay, Operations Management 1999). The only problem with the hotel was mis-communication. The hotel should stop depending on the inspections to find out the problems, and should think to improve quality and service. It is the fact that every organisation has different views on quality. It is also known fact that customers have their own attitude on quality rather than on organisation. However internal staffs may have different aspects and definition, which could harm on organisation a lot, which could lead to unsatisfactory service by an employee. Which could lead with customer dissatisfaction like what happened with Plastix International.

2. The Mystery Shop

2.a Introduction:

The author tries to select the fast-food service in the UK like Starbucks, McDonalds, Burger King, Pret A Manger. When there are choices among the before stated names ten definitely a student would choose Starbucks because the principle customers are students itself. They have café society where they can use most of their time in reading. It is also need to replace alcoholic bars to non-alcoholic Starbucks society. Starbucks also have wifi zone, which attracts college students’ and businesspersons for research purpose and business meeting locations.


Starbucks is the largest company in the world having more than 13,100 stores world-wide spreading over forty countries. The stores sells drip coffee, espresso drink, tea, blended drinks, coffee mugs and other coffee accessories. Starbucks has entertainment division selling books, music and film. Starbucks was founded in Seattle, Washington in 1971, since then Starbucks Company spent a minimal account on advertising to promote the brand concept.

2.b Service Analysis of Starbucks of Ealing Broadway

An author was at the Starbucks Coffee Shop at Ealing Broadway on December 6th, 2009. He entered there at about 3 PM. There were three employees who were serving customers. An author now prepares questionnaires regarding the services and level of satisfaction to be received by their service.

Did they give an author a value when he entered the shop?

What was the first reaction while an author was entering Starbucks?

How much does he need to wait in the queue to get the service?

How many choices of items were there in the shop?

How many staffs were there for the service?

Were they smiling while serving?

How was the taste?

How long is the speed of Internet provided freely inside the shop?

How long can we stay inside the shop?

How was the toilet facility?

Did they understand authors language?

What did an author ordered?

Did he find the product he ordered satisfactory?

Was the content of espresso, steamed milk and a dollop of foam quite good enough to drink?

What about the location of the shop?

What about the price? Was it competitive of expensive?

What were the advert strategies?

Were they good at customer management?

Were the staffs skilful so that they served quickly?

What was the quantity of drink in the cup?

How was the environment?

How did an author saw the life in Starbucks?

How did an author rate the standard of quality?

Did an author find any scrap pieces around him?

Where the tables and floor regularly cleaned?

Did anybody ask how was the service?

How did they behave while getting out, did they greet?

The author tries to find out the answers of above listed questions.

It was a Sunday at 3 PM so there ware 4 customers in front of an author while he was in the queue. It took around 5 minutes to get his turn to order for a cup of Cappuccino. There was a guy who was taking my order. He didn’t even saw me well saying what do I want. Then an author replied with bid cup cappuccino. He seemed to be rude while talking and asked to wait for 30 seconds but he had to wait for around two minutes to get the drink. A beautiful lady was shouting “Cappuccino”. So an author hurriedly answered “yeah it is mine”. An author didn’t find it so easy with how they treated with him. All the tables were almost packed and finally an author went to tall chair placed beside entrance door facing to the road.

The cappuccino was very hot to drink but the contents of espresso and milk foam was very tasty but much little in quantity. There were one guy taking order but other was preparing drinks and serving and the other one was roaming around cleaning some tables and picking up some scraps around. Since the environment was quite good but the disturbance was allergic. The place was congested. It seem like they emphasis mostly in take away rather than come and eat strategy. An author could see some guys with their laptops doing their work. The WIFI facility of Starbucks could attract youths, which could be seen by an author. An author could see only youths ranging from 20-40 of ages but could not attract people older than that. This could be seen as a disadvantage of Starbucks. He could also see very little business class people and most of them seem to be college students. While an author was there for about half an hour, he could see the life in Starbucks tough as there were only three people working outside to serve customers. An author sees there was a need of one more staff that would be enough to serve customers easily without hassle. An author also saw some scrap pieces below his table. It showed that staffs were not responsible to work. An author visits a restroom and finds to be satisfactory but without handicapped accessibility also there was no baby changing station. An author then gets out of the Starbucks but there was no one to ask how was the drink neither greets saying, “have a nice day”. The drink was somewhat expensive as compared with the market price but the flavour was superb.