Business Management Operations Case Study

Business Management Operations Case Study — Penang Mutiara
Management, Change Implementation, Competition, and Strategic Planning
The Penang Mutiara Hotel’s management style is perfectly conducive (simultaneously) to competing for business. Because the organization provides a service need and relies heavily on repeat business and reputation among potential customers based on meeting customer needs, its primary route to success is through customer satisfaction. The operations management approach that focuses on satisfying demanding guests who expect first-class accommodations and attention, the hotel is already positioned to compete for customers in the niche upon which its business relies.
The Penang Mutiara Hotel’s management operations strategy would incorporate change systematically by first making sure that there is a specific plan for implementation within the current operations approach. Therefore, to whatever extent the conceived change relates to fundamental operational elements (quality, speed and efficiency, dependability, flexibility, etc.), those changes would have to be capable of meeting those requirements. From the long-term perspective, the careful gradual incorporation of change will enable management to implement change where dictated by necessity without jeopardizing the past and current successes of the organizational strategy.
A perfect example of implementing change in a manner that increases the hotel’s ability to effectuate its existing organizational philosophy is its incorporation of customer relations management (CRM) techniques. Specifically, the use of integrated computer information systems to store and consult for the purposes of tailoring hotel services to the personal preferences of guests represents a new technique for achieving the objectives that have already been established within the hotel’s operational management strategy.
Internal Benefits of External Customer Satisfaction Performance Objectives
Quality, speed and efficiency, dependability, and flexibility are described in terms of their crucial role in relation to external customer satisfaction and service. Generally, those same performance objectives also contribute directly to the strength of internal measures of operational success. A commitment to quality on the part of organizations and their personnel is naturally conducive to customer satisfaction; however, it is equally beneficial to the organization internally because genuine commitment on the level of individual employees is infectious, just as are negative attitudes.
Likewise, employees who are recruited and trained to be efficient and dependable contribute to the development and maintenance of an entire organizational culture of efficiency, commitment to quality, and to mutual support and cooperation. Staff members who know that they can rely on their coworkers and who also know that their coworkers depend on them to uphold high standards of performance tend to work harder and devote themselves to success on a personal level, a business unit level, and ultimately, to the success of the entire organization.
The element of operational flexibility is another aspect of high-quality external customer support that is equally important to the organizational culture of efficiency and success. Specifically, recruiting and training staff members to be able to fulfill multiple responsibilities reduces the difficulties of making ad hoc adjustments based on necessity of specific services and also generates better overall camaraderie than maintaining a staff of less flexible or multi-capability specialists. From the perspective of satisfying external customers, flexibility and multi-role capability of staff members is a tremendous benefit; it is equally beneficial to internal measures of operational efficiency in its simultaneous effect on internal cooperation and attitude.