‘We can't impose our will on a system. We can listen to what the system tells us, and discover how its properties and our values can work together to bring forth something much better than could ever be produced by our will alone’ (Wright & Meadow 2012)
Managing service organizations is not an easy feat as they are constantly facing several challenges including stiff competition and unstable economy. (Sharma 2012) Due to the intangible, perishable, inseparable and variable nature of the industry, managing it requires looking strategically into the systems and managerial processes that exist within them (Pearlman & Chacko 2012; Kotler, Bowen & Makens 2014) There are several techniques to ...view middle of the document...
The interconnectedness of several facets of an organization as illustrated in the McKinsey 7s Model (Figure 1) provide a framework for analysis of an organization and the changes that transpire in its daily operations. (Waterman, Peters & Phillips 1980) The focus of previous journals was a mixture of soft and hard elements namely structure, skills, staff, style, and shared values. This journal will focus on the hard elements specifically systems and strategies. The two hard elements aforementioned provide an in-depth perspective different internal management processes and procedures that transpire and exist within organizations like Four Points Darling Harbour (FPDH). Systems are crucial to effectively and objectively manage departments such as the Housekeeping (HSK). Furthermore, they may influence decisions and strategies of interns, which ultimately can affect their progression and experiences the department. A critical analysis of the discoveries through the intern’s experience in the department utilizing different Total Quality Management (TQM) practices and ideals enabled me to gain a deeper and more objective understanding of operations in the department. This consequentially, provided me with supplementary information to further examine my professional and personal progression in FPDH that may aid in deciding to remain in the industry or not.
Figure 1. McKinsey 7s Model (Waterman, Peters & Phillips 1980)
The Total Quality Movement (TQM) and Four Points Darling Harbour
The TQM movement and its principles has been used widely in industries such as hospitality as it provides several benefits like increase competitiveness and improved financial results. It also provides a systematic approach to management aimed at providing enhanced value to its stakeholders through designing and continual improvement of organizational processes and systems. (Srinivasu, Reddy, Sreenivasarao & Rikkula 2010; Pearlman & Chacko 2012) The Malcolm Baldridge National Quality Award model (MBQNA) and criteria (Figure 2 and 3) provides a framework for analyzing how organizations like FPDH utilize total quality management and improvement in their daily operations particularly in their systems. (Sun 2013; Pearlman & Chacko 2012, NIST 2014)
Figure 2. The MBQNA Model (nist.gov)
The Baldridge Performance excellence program is built on principles of total quality management (Figure 3). The MBQNA model in Figure 2 provides a clear representation of the seven dimensions that FPDH must address to promote quality management practices in their operations. Quality-centered organizations exhibit synthesis, alignment, and integration among all the categories in MBQNA model.
Figure 3. Baldridge Performance Excellence Program
An integral part of the TQM practices like the Baldridge excellence program are Performance Measurement Systems (PMS). (Chang 2006) TQM emphasizes the importance of quality management practices and their measurement in several areas...