... The Malcolm Baldrige National Quality Award Case Study: Ritz-Carlton Hotel Company, L.L.C. Chakrit Chansukko William Firman Ha Tuan Anh Abstract The Malcolm Baldrige National Quality Award framework is probably the best-known excellence award model, and the world’s most widely used excellence framework for self-assessment. The criteria are designed to help organizations improve their competitiveness by focusing on two goals: continually delivering improved value to customers, and improving overall organizational performance. Our final project concentrates on Ritz-Carlton Hotel Company, which receives the Malcolm Baldrige National Quality Award in the service category. The Ritz-Carlton Hotel Company manages thirty six luxury hotels in North America, Europe, Asia, Australia, the Middle East, Africa, and the Caribbean. All have received four- or five-star ratings from the Mobil Travel Guide and diamond ratings from the American Automobile Association. The Ritz-Carlton company has received all the major awards the hospitality industry and leading consumer organizations can bestow. It is the first and only hotel company twice honored with the Malcolm Baldrige National Quality Award from the United States Department of Commerce. The Ritz-Carlton method is close attention to performance data collection and a broad educational platform to deliver the findings. In this report, we will study deeply about The Ritz-Carlton Company, the external and internal performance of the company...
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...2 Introduction For the opening of The Ritz-Carlton hotel in Washington D.C. the company once again aims to achieve an excellent standard of service quality. Their excellent service is one of the main strengths and the company highly values its employees, recognizing them as one of their most important resources. The following paper will provide a thorough analysis of the case using theories that could help the Ritz-Carlton deciding on how to achieve their usual standard. Best-fit elements in Ritz-Carlton Every company has its own environment, its context in which to try and make operations as successful and rewarding as possible. Different countries, sectors, systems and employee groups are all part of it (Boxall and Purcell, 2008), while there is an increasing awareness that human resources are of high importance to a company’s performance. Considering the people of a company being such an important resource, the challenge occurs to align human resources with the company’s strategy at best possible, in order to reach its goals. This best-fit theory includes a horizontal fit, meaning the fit between different HR practices in order to establish one coherent HR system. It also includes the vertical fit, meaning the alignment of the company’s strategy with the HR practices throughout the company (Delery, 1998). The Ritz-Carlton management aims to be excellent in what they do: providing excellent service, which as they say accidentally occurs in the hotel-business. The company...
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...University Centre “César Ritz“ Ritz-Carlton’s Human Resource Management Practices and Work Culture Submitted on Wednesday, 10th December 2008 by: 182538 182520 182515 Word Count: 1.575 Submitted to: Mr G. Cocker MGT 351 Organizational Behaviour Executive Summary: • The first Ritz-Carlton opened in 1898 in Paris and since then a lot of changes took place which led the company to the nowadays success. • Training methods and the introduction of globally accepted standards are important to ensure quality • Advantages are high customer and employee satisfaction • Disadvantages are the lack of individuality and high costs • Training reduction would support employees individuality Table of Content: Introduction - 4 - Short Historical Overview - 4 - Ritz-Carlton’s Training Methods - 5 - Advantages and Disadvantages of Ritz-Carltons’ Training Methods - 7 - Conclusion - 9 - Reference-List - 10 - Introduction: Ritz-Carlton, belonging today to Marriott, implemented a lot of different training strategies during the last 30 years which led the company to success with increasing customer satisfaction, lower employee turnover and even winning prices for their training. The Case-Study “Ritz-Carlton’s Human Resource Management Practices and Work Culture” introduces exactly these training methods and focuses on the advantages, but disregards the disadvantages...
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...Questions Relating to the Ritz Carlton Case Study 1. What is the essence of what the Ritz Carlton is selling? 2. How does the Ritz Carlton create Ladies & Gentlemen in only 7 days? 3. Should McBride change the 7 day countdown? 4. How would you experiment in this kind of business? 1. What is the essence of what the Ritz Carlton is selling? To its customers, The Ritz Carlton is selling Excellence; A quality driven package of unrivalled personal service, attention to detail, anticipation of and taking care of every need, and above all, respect. To treat every customer as a Lady or a Gentleman. When Patrick Mene joined The Ritz-Carlton in 1990 as the Chief Quality Officer, his primary mission was to integrate and prioritize the values and concepts of the Malcolm Baldrige National Quality Award criteria at all the company’s hotels around the world. MBNQA is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence The “Baldrige Criteria for Performance Excellence” are listed as: • Leadership • Strategic planning • Customer and market focus • Measurement, analysis, and knowledge management • Human resource focus • Process management • Business/organizational performance results The Ritz-Carlton applied for and won the award again in 1999, becoming only the second American company to earn the distinction more than once. Leadership: The management of the organisation has a considerable...
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...the hospitality industry, the employees play a crucial role in satisfying the customers. Top-performing managers recognize that having high-performing employees is essential for growth and survival in business (Harvard Business Review, 2013). Three out of four managers consider employee engagement as the key factor to the overall success of an organization (Harvard Business Review, 2013). Employees that are positively engaged in the company’s business have higher productivity and end up bringing more profit. It, essentially, engages the workers to perform for the best of the company (Harter, Schmidt, & Hayes, 2002). Employee engagement quickly became one of the holding pillars for Ritz-Carlton’s success. In the overall engagement ranking of groups that Gallup is researching, Ritz-Carlton is placed in the upper quartile compared to other companies (Robison, 2008). Results in employee turnover rates are also renown for the industry: 18% instead of the 158%, 136% and 129% industry averages for line, supervisor and management employees respectively (Robison, 2008). Their approach to the different segments of employee engagement is best described through the AON Hewitt Engagement Model. Aon Hewitt engagement model Aon Hewitt attributes improvements in employee performance to psychological and behavioral outcomes of engagement (AON Hewitt, 2013). The Aon Hewitt model examines both the individual’s engagement outcomes and the potential engagement drivers that are part...
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...SANDRA J. SUCHER STACY E. MCMANUS The Ritz-Carlton Hotel Company op yo The Master said, Govern the people by regulations, keep order among them by chastisements, and they will flee from you, and lose all self-respect. Govern them by moral force, keep order among them by ritual, and they will keep their self-respect and come to you of their own accord. — The Analects of Confucius tC James McBride, general manager of the new Ritz-Carlton in Washington, D.C., faced the largest challenge of his successful career. A proven veteran of the luxury hotel chain’s march across Asia, McBride’s most recent assignment was as the general manager of the 248-room Ritz-Carlton in Kuala Lumpur. Opened in 1998, the hotel was named “Best Hotel in Asia-Pacific” in the eighth Business Traveler Asia/Pacific magazine Travel Awards Subscribers’ Survey and, for two consecutive years, “Best Business Hotel in Malaysia” by Business Asia and Bloomberg Television.1 As Nikheel Advani, food and beverage services director for the Washington hotel, noted: “James is excellent—we have opened many hotels together. In the place where you didn’t think that it had a chance, he made it the best hotel. That’s his talent. That’s what he can do really well. It’s for the entrepreneurial person who wants to get involved and who thinks they can make a difference.” Do No But this was a new situation, even for McBride. For the first time, The Ritz-Carlton was opening a hotel that was part of...
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...Case Analysis: The Ritz-Carlton Hotel Company Summary of Case Situation In the case “ The Ritz-Carlton Hotel Company,” McManus and Sucher (2005) mentioned that Ritz-Carlton Hotel is a five-star luxury hotel and resort which operates 81 luxury hotels and resorts in major cities and resorts in 26 countries worldwide. The company was founded in 1898 by Cesar Ritz, who had a vision to create a legendary service combined with exceptional luxury experience. Ritz-Carlton is well known as service leadership since they have an unusual and notable commitment to providing luxurious quality service to guests. Also, they are the only service company in America that has won the Malcolm Baldridge National Quality Award twice. Not only a commitment to its guests Ritz Carton had made, but also members, employees and communities they had pursued an excellence for. More precisely, Ritz-Carlton's unique culture promises to providing a good working environment by making its employees feel their importance. Based on the case, McBride, general manager of the new Ritz-Carlton in Washington, D.C., is responsible for opening the second Millennium Partners-owned Ritz-Carlton, in Georgetown, at the end of 2001. However, Collins, manager of hotels for Millennium Partners, pressured him about new ideas of luxury service and hotel-opening process. At this point, McBride needs to reexamine the "Seven Day Countdown", the traditional hotel-opening process, but the question is should he change Seven Day Countdown...
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...Ritz-Carlton is a hotel; and like every hotel Ritz-Carlton faces the problem of providing customers with best quality service. Hotel business is one of the very few difficult businesses of the world, as no consumer buys any physical product, but the consumer in fact pays for an experience. To come up with the right combination of elements that can create a lifetime experience for a customer is not an easy job to do. (Heizer & Render, 2011). A very famous hotelier Cesar Ritz created the Hotel, late after the death of Mr. Cesar, Mr. Albert Keller bought and franchised the hotels, under the name of “Ritz Carlton Investing Company”. The logo that we see today is the modified form of what Mr. Cesar had initially created. Today Ritz-Carlton that runs as the subsidiary of “Marriot International” owns a chain that includes around 84 luxury hotels and beach resorts in almost 26 countries of the world. Ritz-Carlton has always been famous for its quality luxury experience, but it has always been difficult for the hotel to keep a track of the quality that is being provided to the consumers. Quality is something that cannot be quantified and the management has to rely completely on the employees for ensuring the quality service (Heizer & Render, 2011). Ritz-Carlton follows the process of self-examination; it studies a number of its services on the basis of the process flow and the time it takes. The hotel uses “statistical measurement” to draw the conclusions (Heizer &...
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...Case 1: The Portman Ritz-Carlton, Shanghai. What is the main source behind the Portman Ritz-Carlton’s performance? Ritz Carlton brought in Mark, who has been in the Hotel business for years and a successful general manage with Ritz Carlton, to turn the hotel around. Mark, with his leadership skills and his people are what turned the Ritz Shanghai to an award winning establishment. The main source behind the turnaround and continued success of the hotel starts with business and talent requirements of the hotel. This is all centered on the hotels mission. “To provide the finest personal service and facilities to our guests who will always enjoy a warm, relaxed yet refined ambience.” How valuable, rare, and Hard-to-imitate are its human resources? They are people who care and respect others, who smile naturally, who seek a long term relationship and those who have talent for the job. The hotels focuses on these employee attributes are what lay the foundation for the success of the hotel How organizationally embedded are its capabilities? The three goals of the organization are financial results, customer satisfaction and employee satisfaction. The success of the hotel depended upon these three things working in perfect harmony together. Mark placed major focus on the people aspect in order to yield the results he wanted at every angle. Placing emphasis on people led the hotel to focus on hiring individuals that shared the same values. If you were the general manager...
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...The 2009 Jakarta bombings paper 563 7/25/2016 Danielle Kelley The 2009 Jakarta bombings paper Introduction The Jakarta Marriot International and Ritz-Carlton Bombings were tragic events that took place. That left that many victims, business owners also first responders with physical wounds but also mental. These attacks have shown that strategies needed and should be required to help in the effort of the terror attacks as such. Therefore, they can help; all of the innocent parties involve dealing with this horrifying disaster in help with recovering from it. In this paper, it will discuss the matter like briefly describe the incident. Explain the viewpoints of local businesses regarding contingency planning. Evaluate the psychological effect of the terrorist incidents on local businesses. Assess how business leaders addressed the human impact of terrorist events also the conclusion. That will aid and express in this tragic matter. Briefly explanation On 2009, in Indonesia there was a terrorist attack done by suicide bombers at the JW Marriot and Ritz-Carlton hotels in Jakarta, the bombings struck five minutes apart from each other. Where nine victims killed and 50 others injured because of the blast. Both of the bombers had checked into both hotels a couple of days before the attack. The aftermath was horrible; the police later found bomb-making...
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...outdoors with a beautiful backdrop. Following the ceremony, they wanted to host a cocktail hour, adjacent to the ceremony, but leading into the reception hall. As for the reception, the bride and groom envisioned falling snow, fog, blue lighting, drapes, and chiavari chairs. The location had to be large enough to accommodate approximately 150 guest. The wedding will take place on Saturday, January 14, 2017 at 6PM, right when the sun is setting. I. Location The wedding will be held at The Ritz-Carlton Grande Lakes Hotel, in Orlando, Florida. For guests who will be traveling to the wedding, by way of the airport, will have the option of using the hotels airport shuttle at a cost of $45 roundtrip. The distance from the Orlando International Airport to the hotel is approximately 12.2 miles, estimating 17 minutes in travel time. Area attractions, such as theme parks are located within a 15 mile distance, estimating a 20 minute travel time. II. Surrounding Vicinity The Ritz-Carlton Grande Lakes Hotel is adjacent to the JW Marriott Hotel. While the wedding will be held at the Plaza Ballroom, guest may also reserve guest rooms at the JW Marriott Hotel at their leisure. Both hotels are located on the Grand Lakes property and are connected by the Conference Center and walking breezeway. Guest can travel offsite to nearby attractions that the whole family can enjoy. Some attractions include: Discovery Cove, SeaWorld, Universal Studios, Islands of Adventure,...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource planning...
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... Human Resource Management Professor John DiCicco September 18, 2013 An organization begins with a set of values that they want the company to possess and these values are emulated through the mission statement of the company, and are also used to create a company vision based on their current strengths, weaknesses, and external demands. In order to achieve the vision there needs to be a strategy in place to recruit a team of proper talent also holding those values the company is passionate about. Author Gary Dessler of, A Framework for Human Resource Management, gave an example of the strategic plan of the Ritz-Carlton Portman Hotel in Shanghai and their goal to “cultivate a service-oriented employees”. They did this by having top management interview each candidate and only hiring the employees who “cared and respected others”. Human resource strategies carried out by the Ritz-Carlton aligned the mission of providing superior service to create the culture desired by the organization. With respect to establishing an organizations culture there are aspects of the human resource managers that help provide employees with job satisfaction and in turn, increase job efficiency. Employees want to feel good about what they do, they want to climb Maslow’s hierarchy of needs pyramid and feel secure. Therefore, providing stability through compensation and benefits package helps employees reach that personal goal. As, discussed in class, human resources are “all...
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...French Accent - How to Turn Customer Satisfaction into Profits and Growth by Vincent Grimaldi de Puget January 13, 2003 There are reasons to believe that the cause of the backlash against capitalism-as-we-know-it is deeper than the robber baron scandals that have occupied the front pages in recent months. There is growing evidence that we are witnessing a shift away from blind consumerism, and marketers can do something to smooth the transition. The bottom-line pressure of always delivering more earnings – more than the previous quarter and year – can lead to misallocation of resources in the long term. Seeking to grow is fundamentally a good objective if the underlying economics can support it -- meaning productivity improvements and technological breakthroughs -- and if the expectations of customers, as human beings, keep being satisfied. Unfortunately, it is not always the case. In some markets, such as the US and the UK, the pharmacy, restaurant, and video store businesses, for instance, have largely consolidated from mom-and-pop shops to large standardized chains. Economically, consolidation seems to make sense since it initially brought customers a broader choice at lower prices thanks to economies of scale; and sometimes a predictably good customer experience, e.g., McDonald's and Burger King, Barnes & Noble and Borders, and Starbucks. Too often, however, consolidation meant that unmotivated, low-wage workers replaced devoted shop-owners; ignorance replaced knowledge...
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...among the existing sales representatives, those employees must be well performed and fully trained with a special knowledge of customers’ buying behavior and habits. This may create a potential comparative advantage for Sears, which also differentiates its assets (service) from competitors. What’s more, the convenience and pleasure that Elf brings to the customers drive them to visit the store and buy from Sears much more often. The program also creates incentives for employees seeking a better performance in sale in order to be promoted as personal shoppers to earn extra hours. 3) How can some claim that customer service costs money? What increases in costs do you see in order to increase customer service levels ? (think about what Ritz Carlton does) First of...
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