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Культура Документы
• Core Competencies
• The service exchange
• Linking core competencies
• Service production competencies
• Product production competencies
• Functional competencies
• Visioning competencies
• Organizational structure competencies
• Branding competencies
• Physical asset competencies
• Integrating competitive methods and core competencies
Objectives
Please read pages 255 through 261 in the text book for further information.
Chapter Purpose
Long-term Objectives
• Performance Measure
• Action Plan
• Resources Needed
• Evaluation Timetable
• Responsibility
• Accountability
• Rational
Strengths and Weakness
Analysis of Core Competencies
Functional analysis
Financial position
Visioning competencies
Physical assets Short-term Objectives
Structure
Production
Service
Branding
Evaluation
Conducting an Internal Analysis
Action Analysis
A framework for
Implementation analysis of core
competencies
Firm Structure
Strengths and
Aligning weaknesses
CM and CC analysis
A Framework for Assessing the
Firm Structure
• There is an important connection between strategy c
hoice and resource allocation. (Please refer to Exhib
it 9.3, page 257)
• Exchange process
• Core Competencies
• Peripheral Competencies
◦ Please read pages 257 through 261 in the text book for further information.
Exchange Process
• Please read page 257 in the text book for further information.
• Please see Exhibit 9.3 on page 257
Core Competencies
• Please read pages 259 through 261 in the text book for further information.
Competency Model of the Hospitality Enterprise
Peripheral Competencies
Human Resource Systems
Core Competencies
Business Operating Systems
The Product/Service Transaction
P
P P Cultural
Business Sales & P P Environment
Development and Scanning
Marketing
Systems Exchange Processes Behavioral Systems
Systems
S SS Systems
S
S
Production Systems
P
P P
P
Exchange Processes
S
S S
S
S
Competitive Method A
• Please read page 261 in the text book for further information.
Service Production Competencies
Categories of Service Transaction
Type of Service Description Examples
Self Service Minimal customer contract, simple service process, Quick service restaurant
oriented towards speed and convenience, little behavioral
needs from customer
Maintenance Customers seek employee contact only when needed to Casual theme restaurants,
Interactive solve problems, expect only limited assistance if needed, limited service hotels
no need for customized service, customer seeks little
recognition.
Task Interactive Focus is on customized professional level of service, the Full service hotels, and
need for trust exists, customer seeks recognition above restaurants
basic elements of the service exchange, expect service
personnel to make decisions on the spot
Personal High customer attachment to service experience, high Travel agent specializing in
Interactive attachment to service employee by customer; high levels custom trips, concierge,
of information input, high level of trust, highly customized. consultant, masseuse,
personal tour guide
• Please read pages 261 and 261 in the text book for further information.
Product Production Competencies
• Please read pages 263 through 265 in the text book for further information.
The System Model of Product
Feedback loop
Input Output
Transformation
processes
Raw materials Quality products
Capital Convenience
Labor Timing
Demand Price/value
Functional capabilities Production systems
Equipment Quality control systems
Information Production management systems
Process improvement systems
Maintenance systems
Engineering systems
Storage and inventory control systems
Product distribution and handling
Functional Framework
• Please read pages 265 and 266 in the text book for further information.
Functional Areas for Core Competencies
Development
Functional Area Key Components
• Visionary/Creativity Competencies
◦ Capabilities that do not fit conveniently into the
product-service or functional frameworks but, according
to leading thinkers in the area of CCs, are important to
achieving competitive advantage include such skills as
creativity, vision, leadership, and innovation.
• Please read pages 266 and 267 in the text book for further information.
Skills and Capabilities Essential to
Tomorrow’s Hospitality Manager
• A visionary employing value adding strategies
• Using and managing knowledge and technology for
competitive advantage
• Spanning boundaries of skills and knowledge in a f
ast changing environment
• A leader in a dynamic and complex setting
• A synthesizer and blender of skills and knowledge i
n a fast changing environment
• A manager and motivator of the knowledge worker
Other Competency Frameworks(cont’d)
◦ Organizational factors
• Span of Market Share
• Market Coverage
• Geographic Dispersion
• Economies of Scale
• Please read pages 267 and 268 in the text book for further information.
Other Competency Frameworks(cont’d)
• Branding
• Please read page 268 in the text book for further information.
Other Competency Frameworks(cont’d)
• Physical Assets
• Please read page 269 in the text book for further information.
Other Competency Frameworks(cont’d)
• Standardization
• Policies chart
• Procedures
• Rules
• Performance reviews channels
• Controls systems
• Resource allocation systems
• Employee handbooks
• Policy manuals
• Operating instructions
• Communication
• Management info
• Budgets
• Please read page 270 in the text book for further information.
Organizational Structure
Centralization
• Locus of control
• Power
• Authority
• Accountability
Organizational Structure
Complexity
Core Processes of
Transformation in
Service Delivery
Financial Competencies
• Please read page 273 in the text book for further information.
Summary
2) Which of the following may not be included in the skills and capabilities essential for tomorrow's
hospitality manager?
• A visionary employing value-adding strategies
• Using and managing knowledge and technology for competitive advantage
• A leader in a dynamic and complex setting
• Culinary skills
3) The brand is supposed to reflect the following in product/service choice decision, except:
• standards.
• quality.
• value adding.
• preferences.
• consistency.
Multiple Choice Questions
4) The dimensions of firm structure refer to how an organization allocates resources throughout the firm and
is made up of several dimensions. It includes the following, except:
• centralization.
• formalization.
• sophistication.
• complexity.
• configuration.
5) Which is the one key indicator of financial competencies that shows the success of the firm?
• ROE
• ROI
• P/E
• WACC
6) The following are principles guiding the improvement of quality service, except:
• quality is defined by the management.
• quality is a journey.
• quality is everyone's job.
• quality and integrity are inseparable.
Multiple Choice Questions
7 ) Service quality depends upon the following, except:
• proper training.
• execution.
• quality control.
• sufficient resource allocation to attain and maintain leadership.
• the competencies of the management.
8) In order to meet the challenge of millions of daily service encounters, managers must do the following,
except:
• understand how guests derive utility from the service.
• understand how the organization must be managed to add value and produce the rate of return
required.
• understand how the organization can produce and deliver that utility.
• understand how the organization can meet its objectives to both guests and employees.
Multiple Choice Questions
9) Services are different from products, in the hospitality industry, because of the following characteristics,
except:
• service is a performance not a physical object.
• the guest is involved in production.
• service delivery management — the guests desire to be served when and where they choose.
• quality control is difficult.
• service is tangible product.
12) The sample list of core competencies for competitive advantage include the following, except:
• quality control.
• service training program.
• employee competency.
• customer's product knowledge.
20) The transformation process of the systems model of product includes the following systems, except:
• production systems.
• human resources development systems.
• quality control systems.
• production management systems.
Case Study