Accent Hotel Group: Effective Administration

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Part A

Outline the ways in which the Director of Administration and Corporate services and her team can ensure they provides an effective administration service to achieve Accent’s ‘commitment to excellence.’

For the existence and survival of any business it is pertinent to have visions, set objectives and create strategies to achieve these objectives. Because business objectives are long term and in continuum, a machinery is required to design and implement these plans, this is known as administration. Mullins (2007:414 ) defines administration as” a key part of management process that is responsible for the design and implementation of systems and procedures instigated by management to help meet stated objectives”.

Structure of the Business (ACCENT HOTEL GROUP)
The business runs a chain of seven hotels in major cities and airports. These hotels include 3 and 4 star hotels. It has 8 directors on its board and Daniel Rycaart the founder also as the CEO. Each hotel runs a semi-autonomous strategic business unit and is headed by a General Manager. All the SBUs report directly to CEO. The units headed by the directors:

-Administration and corporate service (includes IT)
-Hospitality and hotel services
-Human Resources
-Legal Service (company Secretary)
-Operations and conferences
-Risk Management
-Sales and Marketing

The hotels together offer accommodation to about 800 guests and employ about 800 staff. As part of its commitment to excellence and the provision of a quality experience for all guests, the hotels offers service which include:

-Conference suites for day delegates and function rooms for wedding receptions and parties -Evening entertainment in the bar
-Indoor heated swimming pool
-Leisure centre (gym, sauna, spas, etc for residents and members) -Outdoor terrace
-Two bars (one of which offer 24 hour bar meals)
-Two restaurants with top chefs (a la carte and self service buffet style)

Due to the CEO Vision and business strategy, aiming to achieve ‘100% occupancy all year round was achieved by 40% increase in gross profits in the last four years, due to the group’s ‘commitment to excellence, ‘which has been underpinned by a number of strategic initiatives, stated below;

The Group’s culture has ‘changed’ with the introduction of a new management philosophy which sees everyone’s contribution (not just those managing the hotels) as key to its success. This more ‘inclusive’ culture gave all staff an opportunity to input into the Group’s critical success factors and key performance indicators (KPIs). These include:

- Commitment to excellence via quality, standards of performance and customer service - Terms and conditions of employment
- Outsourcing and in-house services
- Health, safety and hygiene
- Occupancy
- Sales and marketing

Ensuring that KPI were written into their business and operational plans and objectives were set and met accordingly would ensure that the organizations visions and strategies were communicated and understood from top to bottom through the organization.

Learning and Development
The Group’s commitment to being a ‘learning organisation’ and maintaining the status of an ‘Investor in People’ included the setting up of a new Learning and Development Unit. A learning organisation as defined by Peter Senge (1990) are organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. The organisation’s commitment to being a learning organisation will ensure that the learning and development needs of the employees were in line with the business objectives of the organization.

Performance Management
A report, commissioned by Daniel, identified a number of inconsistencies with the outdated performance appraisal system,...
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