Review #4 Essay Example | Topics and Well Written Essays - 250 words

Review #4 - Essay Example The differences in the years B.C and the years A.D are documented in this chapter too. There is a further understanding that the domestication did not happen overnight, but it occurred over a long period with each year bringing something different from the previous years. The topics discussed in the study are of great significance because they document various instances of outstanding stages in the development of Agriculture. There are many comparisons of the differences recorded between the old and the new worlds. The different patterns in prehistory have been documented in this topic with direct reflection on different hypotheses that explain several situations of origins of agriculture, sedimentary communities, as well as domestications of different crops and animals. The topics cover differences in regards to these advancements with specific backgrounds to the measures that have been made in regards to developing more sophisticated tools for agricultural use, as well as the steps in the developments of certain crops like maize, wheat and beans. The studies incorporate the differences in terms of locations with the likes of Southwest Asia, Central America, Mesoamerica and South America. The critique of this text appears to be of a positive review because the text plays the intended role of documenting the various important scenarios in the platform of agricultural development. The text is educative and quite informative especially to an individual with deep interest on the journey that agriculture has travelled to reach what it is

Old Guard and Avant-garde Essay Example | Topics and Well Written Essays - 1750 words

Old Guard and Avant-garde - Essay Example This essay discusses that John Cage professed radicalism in his compositions through his early years. John Cage had several interests in his pursuit of artistic life. For instance, it is worthy to note that Cage enrolled in a creative writing institution. He later drops out of the same while explaining that the institution utilized few texts in writing. The incident of the creative writing institution was a manifestation of someone who easily got dissatisfied with repeating others’ ideas. At the same time, he respected their creations. In addition, Cage began piano lessons in his childhood days while never declaring that he possessed an interest in the same. Such an early disinterest might have expressed later as an exceptional creativity in his works. Cage even tried his brains on Greek architecture until he got bored of the same. Despite Cage’s new concepts, he had earlier influences that triggered his interest in composition. During his stay in Europe, he had an infl uence from John Sebastian and Igor Stravinsky. Cage’s universal appeal in his compositions might have been derived from his traveling experiences. His other interests included painting and theater. His most relevant moments of his genius are explicit in his study period with Schoenberg. Schoenberg later described Cage as an inventor rather than a composer. Cage’s life is evident of adventure that goes beyond music. In this article, it is vital to highlight his musical experiments. Cage defined everything as music. This illustrates the use of silence. (Bernstein & Hatch, 2001). This illustrates by the use of silence to create the 4.33 composition. In this composition, he requires the listener to listen to sound of the background. Cage commenced experiments by employing different equipments as musical instruments. He used domestic items such as spoons, plates and sheets (Nicholls, 2002). He later taught and continued exploring, on non-musical objects, to enhance composit ions. The flow is a piano sound. It is void of the pressure of earlier compositions as it oozes out. John Cage displays his experimentation skills by utilizing single instruments for whole compositions. The composition of sonatas and interludes provides a unique articulation. It entails four sonatas that precede one interlude. The pattern repeats itself with four sonatas and one interlude. This follows a pattern of mirroring effect. It composes of a ten-unit structure that exists in the proportion of 3-2-2-2. An example is sonata-four that gives a measurement of one hundred. Cage employs the instruments to fit in the overall structure rather than the microstructure (Nicholls, 2002). This displays a new structure that Cage tries to infuse into a composition. Previous compositions entailed the same that strived to engage musical

Examining The Various Procurement Methods Available Construction Essay

Examining The Various Procurement Methods Available Construction Essay A review is being formed to clearly state and show the trends of construction procurement in the period 2008-2010. The review will mainly be based on industrial journals and other resources such as books, magazines and internet websites. Procurement describes the mixture of actions undertaken by clients to obtain a building. There are many types of methods in construction procurement however the common types of methods are traditional, design and build and management contracting. Procurement methods are vital in the construction industry which helps cutting costs of waste and its environmental impacts by clearly defining your requirements and how you expect your chain response. To profit fully from waste reduction and recovery on a project, enough practice must be adopted at the beginning stage by following the selected procurement process. Few major points would need to be communicated among the clients and contractors such as planned actions, metrics and targeted outcomes. After this is then passed down right through to the design team, subcontractors, waste management contractors and material suppliers. The nature of many project increases the risk which includes, finishing a project which does not meet needs, and also when its delivered late or costs more than the clients core business. This is where the procurement strategy should balance risks against project objectives at an early stage. Below is a list of points that can be affected: Cost (cost certainty) Time (Certainty of completion date) Quality (Performance) Importance on only one of the key points could have a negative result upon others. In this case when the correct procurement method is used considering the type of project the following will be achieved: Certainty of cost and time which is developed by a architect, however this a slow process also known as the traditional method or design bid build. Certainty of speed and cost, however this is mainly controlled by the contractor, method known as design and build. Relative speed for a design developed by the architect employed by the client, cost is uncertain until the end of the project, method known as management procurement systems. One of many common method of construction procurement which is well recognised in the industry is traditional method. The method consists of architects and the engineers acting as the project coordinators. His or her responsibility is to design the project, and propose the specifications and produce drawings, administrate the contracts, tender the work and manage the project from start to finish. There are direct contractual links connecting the architects client and the main contractor. Any subcontractors will have a direct contractual link with the main contractor. The design and build method has become popular over the years which consists of an entire package which is made up of, fixtures, fittings and equipment to create a refined and fully completed functional building. In some cases the design and build method may also include finding of a site, adapting and applying for all required statutory consents. The owner creates a list of things needed for a project, providing an overall insight of the projects purpose. Many design and build contractors shows ideas on how to complete these aims. The owner picks the ideas which are best and hires the right contractor who is suitable for the job. Usually it is not just a contractor but a number of them working collectively. Once a contractor has been hired, they start building the first phase of the project. As they build phase one they design phase two. This is in contrast to a design and bid build contract, where the project is completely designed by the owner. The third method, management procure ment systems works as the client performs and active role in the procurement system by entering into separate contracts with the designer, architect, engineer, the construction manager, and individual trade contractors. The client then takes on the contractual role, while the construction or project manager provides the active position of managing the separate trade contracts, and ensuring that they all work efficiently and successfully together. A management procurement system is often used to speed up the procurement processe and allows the client greater flexibility in design variation throughout the contract. The ability to appoint individual work contractors, separate contractual responsibility on each individual throughout the contract this overall provides a greater client control. Over the past ten to fifteen years much work has been done on attempting to define procurement paths and master man (1992) provides a good background to some of this work. As the traditional procurement method route came under closer scrutiny other procurement routes developed and as a result means for selection were considered. It is known that procurement methods play a key role in defining and shaping contractual and work relationships between parties involved in the construction process. Therefore a better understanding of those methods and criteria that practitioners use in their selection is a very vital step in outlining our understanding of the issue. A review of current practices in the UK shows different approaches to the procurement of building projects. A classification of these approaches is extremely complex because there are not clear and generally accepted definitions of what a particular procurement method is. The public sectors obsessive tick box approach towards letting new work threatens to drive long-established regional firms out of business. That is the stark warning from Neil Edwards, chief executive of contracts information specialist The Builders Conference, after research showed local firms with proven track-records are missing out on work across the country. Edwards said: The present method of procurement by public bodies is restricting recovery and growth in the construction market. The value of tenders bid in August leaped from  £1.8bn in 2008 to  £4.8bn this year, with education accounting for half the sum recorded by the Builders Conference. Previously, a roofing contractor could have happily tendered for  £200,000 contract to replace the roof of a local school. But now that would be in a big multi-million pound framework agreement. A proven experienced local firm wouldnt even make it on to the tender list now. Edwards said that today the whole process is prescribed by a checklist and scoring system, which procurement chiefs cannot use firms that have faultlessly worked for them for many years. He added: There was a time when procurement professionals were allowed the freedom to innovate and eek out the best way yo get a job done. My fear is that the sector has shifted so far in favour of the major players that, in future, SMEs and even  £20m-plus contractors will have no choice but to work as subcontractors. http://www.contractjournal.com/Articles/2009/09/18/71780/clients-tickbox-mentality-to bidding-threatens-future-of-local-firms.html Sustainability is becoming more and more common therefore in the low carbon construction report it was issued by the UK government that 40per cent of new builds are bought by the public sector. For that reason the government are trying their very best to introduce sustainability in the construction industry. It is alleged that putting procurement into place can help reduce the carbon which helps cut the greenhouse gas emission. It is suggested that using the correct method of procurement and contractual agreements can help cut down to zero carbon building as the same value as a normal building. Estimated to be in excess of  £40 billion a year, local government expenditure on goods, works and services clearly has significant economic, social and environmental impacts. Local authorities have long been at the forefront of sustainable development and have gained valuable experience of green procurement http://www.idea.gov.uk/idk/aio/1701515 The government are trying to prioritise the change in public sector procurement. New chief czar industry have quoted The adviser, who is set to be appointed in November, will be responsible for securing better value for money, as well as promoting innovation and sustainability. Rudi Klein, CEO of the Specialist Engineering Contractors Group, said the czar should focus on procurement change and not be a mediator between government and industry.   We want to move towards procuring construction using a more collaborative, team-working approach, he told SM. This will help reduce industry waste and promote sustainability. http://www.supplymanagement.com/news/2009/calls-for-czar-to-go-public/ Private Finance Initiative/Public Private Partnership (PFI/PPP) projects signifies different traditions of financing and procuring public sector facilities. The theory behind PPP/PFI is fairly straightforward, if key capital expenditure is not to be funded by direct taxation therefore PFI provides a way forward by enabling assets to be procured off-balance sheet instead of municipality or government body through investment by the private sector. The private and public partnership began in the UK and its being undertaken in many countries across the world, and its been used to offer a wide range of facilities, such as bridges, roads, tunnels, schools and hospitals. PPP/PFI creates a number of legal challenges to accomplish the quality of the assets constructed, to provide security for the investors contributing finance and to allocate responsibilities between participants. The Dudley Hospitals PFI project led to a  £34 million dispute between main contractor and mechanical and electrical sub-contractor inEmcor Drake HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspxHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx Scull v Sir Robert McAlpineHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx  HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2005/lr_1_ca.aspx[2005] 98 Con LR 1, and the case was argued in the Court of Appeal by a Keating Chambers team on the issue of the  scope of a letter of intent. Another leading reported case,  Midland Expressway Ltd v Carillion ConstructionHYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2006/CILL_2317_TCC.aspx  HYPERLINK http://www.keatingchambers.co.uk/resources/reported_cases/2006/CILL_2317_TCC.aspx(No. 2) [2006] CILL 2317, was heard in the Technology and Construction Court and has created widespread interest and, indeed, concern, amongst those engaged in PFI projects.   The case concerned the construction of the tie-ins between the M6 and the new M6 toll road.   The Court held that provisions in a building contract that restricted a contractors right to interim  payments to a proportion of the employers entitlement (Equivalent  Project Relief) would be  unenforceable as  when pay-when-paid provisions contrary to the HGCRA 1996.  Ã‚  Since such clauses have been widely used in PFI projects, the implications are considerable. http://www.keatingchambers.co.uk/expertise/contractual/pfi_contracts/default.aspx Sustainability is acknowledged by the government as a key section of good procurement, in 2008 major steps were followed by the OGC to improve their management and governance on the issue. Some departments are on course to be practising sustainable procurement across their business by the end of 2009, the governments target year. Progress has been made and there are initiatives which have reduced environmental impact and saved money. However, scope for improvement on various categories. Most departments are not routinely complying with minimum environmental standards, and have made limited progress in building environmental considerations consistently into procurement processes, engaging suppliers, and giving their staff appropriate skills andà £Ã¢â€š ¬Ã¢â€š ¬incentives. To accomplish value for money, procurement decisions need to be based on a thorough understanding of costs and benefits and environmental impacts. Departments are not routinely identifying and quantifying environmen tal impacts, and opportunities for reducing them. There are other concepts that still need attention like direct economic benefit to the authority from the development.

Bennets The Executioner :: Bennet Executioner

Bennet's The Executioner   Ã‚  Ã‚   "I am the executioner. When the crime is committed and the Lord God does not take vengeance nor does the exalted State move to declare and then to punish, I say when these bitter events happen, then comes the time for the executioner to declare himself or herself as the case may be. I have waited long enough. So the time has come, and I declare myself the executioner.   Ã‚  Ã‚  Ã‚  The three criminals are hereby sentenced to death. By fire. By earth. By water."   Ã‚  Ã‚   This is the direct and powerful quote taken from the novel, The Executioner. It explains the basic plot of the story of the one word that every man fears: Revenge. The Executioner was written by the Canadian born author, Jay Bennett. The strengths and weaknesses of this report will be discussed in detail, and the plot of this murder, suspense, and horror story are revealed. The plot will be discussed, for easier comprehension of the story.   Ã‚  Ã‚   This plot begins when Bruce , an 18 year old high school boy was at a bar with his best friend Raymond, and a few other friends named Ed, and Elaine. Unfortunately, Bruce got intoxicated, but still decided to drive the others home from the bar. On the way home, Bruce began arguing with Ray, (the only sober one), and the car was steered of the road into a tree. Raymond was killed by the accident. However, everyone thought that Bruce was not intoxcated at the time, and the car just accidentally swerved off to the side.   Ã‚  Ã‚   Throughout the next chapters, Bruce keeps facing the guilt of killing Ray, and tries to admit to everyone that he did. No one believes him though, and think's he's just making up the story to cover the guilt up. This carrries on for a while, and Bruce feels even more depressed. A few days later, a mysterious man, (the executioner) comes into the bank, and takes out a letter (The one at the introduction of the review) and says, "The first shall die by fire."   Ã‚  Ã‚   The next thing the story shows is a scene in a building, where Ed and Bruce are walking. All of a sudden, Ed is trapped in a room, which is set

The Riz-Carlton Applicaiton Summary

1999 Application Summary THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. at a Glance Products and Services: The Ritz-Carlton Hotel Company, L. L. C. develops and operates luxury hotels for others. The hotels are designed and identified to appeal to and suit the requirements of its principal customers who consist of: (1) Meeting Event Planners and (2) Independent Business and Leisure Travelers. President & COO: Horst Schulze Headquarters: 3414 Peachtree Road, N. E. Suite 300 Atlanta, Georgia 30326Operations: One Central Reservations Office Seven International Sales Offices (ISO’s) 24 Hotels and Resorts in North America Two Hotels in Europe Eight Hotels and Resorts in Asia Two Hotels in Australia 30 Hotels under Development Customer Base: Over 800,000 Customers World-wide 1999 Revenue: $1. 5 Billion. A 40% increase over the previous five year s. Employees: 17,000 World-wide, known as The Ladies and Gentlemen of The Ritz-Carlton History: Established in 1983, the former owner, W. B. Johnson Properties, acquired the exclusive North American rights to the Ritz-Carlton trademark, the foremost ame in luxury hotels. This status was largely due to the legendary Caesar Ritz who developed and operated two of the world’s best hotels in Paris and London. The hotels achieved such fame in the marketplace that they attained what is often referred to as â€Å"The Ritz Mystique†. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry; the takeover/merger occurred in 1997. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Overview A History of Managing for Performance Excellence in the Hotel Industry Most hotels re mained profitable despite these quality deficiencies because competitors had similar problems. Previously, in tiny hotels and inns, the innkeeper directed activities in the organization personally, including â€Å"managing for quality†. As hotels grew in size, the volume of activity outgrew the capacity of the innkeeper to manage by personal direction – it became necessary to delegate. Ritz-Carlton Returns to the Fundamentals: Upper Management Participation Then came 1983 and Horst Schulze. More Summary of Devil at My HeelsThe pace quickened with a lengthy procession of new Ritz-Carlton Hotels under development. Faced with this challenge, Horst Schulze and his team decided to personally take charge of managing for quality because they realized managing for quality could not be delegated! Apprentices were trained in the craft and qualified by examination to become craftsmen. The innkeeper – the master – then delegated much of the managing for quality to the craftsmen, subject to inspection and audit by the master. Many of our standards go back 100 years to this era of Caesar Ritz and the legendary Chef August Escoffier.The upper management participation of Horst Schulze and his team ranged across a broad spectrum, but most significant activities consisted of: As we entered the 20th century, the size of a hotel and its organization sharply increased. The resulting large hotels required functional departments. The innkeeper – now a general manager â₠¬â€œ delegated to each functional department head the responsibility for quality, for performing the function correctly. †¢ Defining the traits of all company products which are set out in The Credo. For a full explanation of The Credo, see Figure 1 on page 2. With the emergence and growth of technology, hotel roducts and processes became increasingly complex. To deal with these new complexities the hotel industry adopted the principle of separating planning from doing. Planning of the various departments was delegated to division and department heads (e. g. Food & Beverage managers, Rooms Executives, Purchasing Directors, etc. ). This left the job of executing the plans to the first-line supervisors and the workforce. The separation of planning from execution had four major consequences. †¢ Translating The Credo into basic standards to clarify the quality responsibilities for our Ladies and Gentlemen; the ost important of which include: (1) anticipating the wishes and nee ds of the guests (2) resolving their problems and (3) genuinely caring conduct towards guests and each other. 1. A factory concept emerged in which people were assigned one task rather than a single craftsman performing the entire sequence of tasks. In this factory approach, if task #11 was causing a problem for task #24, it wasn’t identified until it reached the customer, and even then the problem likely continued. 2. A dramatic rise in productivity. 3. The segregation of divisions and departments. 4. A further distancing of upper managers from the job of anaging for quality. †¢ Aggressively instilling a passion for excellence. †¢ Personally training the Ladies and Gentlemen of a new Ritz-Carlton on The Credo and Basic Standards, commonly referred to as The Gold Standards, which are shown on page 2 as Figure 1. Another Major Change, A Comprehensive Structure By 1989 Horst Schulze realized that a more comprehensive structure was necessary for the Ritz-Carlton to opt imize its performance. He selected the Malcolm Baldrige National Quality Award Criteria. Through the use of this assessment tool and the resulting feedback reports,The Ritz-Carlton developed a â€Å"Roadmap† to business excellence (see pages 3-4) which has attained significantly higher performance levels. A major ingredient of this approach was involving people in the planning of the work that affects them. The progressive removal of upper management from managing for quality produced negative effects on quality. Typically, performance either fell short of customer need or the cost to meet the need became excessive. In addition, the hotels accumulated huge chronic costs as a result of poor quality. 1 THREE STEPS OF SERVICE 1 A warm and sincere greeting. Use the guest name, if nd when possible. 2 Anticipation and compliance with guest needs. â€Å"We Are At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests. Ladi es and By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company. Gentlemen Serving Ladies and The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and The Ritz-Carlton mystique is strengthened. Gentlemen† THE RITZ-CARLTON ® CREDOThe Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved 2 The Ritz-Carlton ® Basics 1. The Credo is the principal belief of our Company. It must be known, owned and energ ized by all. 2. Our Motto is: â€Å"We are Ladies andGentlemen serving Ladies and Gentlemen. † As service professionals, we treat our guests and each other with respect and dignity. 3. The Three Steps of Service are the foundation of Ritz-Carlton hospitality. These steps must be used in every interaction to ensure satisfaction, retention and loyalty. 4. The Employee Promise is the basis for our Ritz-Carlton work environment. It will be honored by all employees. 5. All employees will successfully complete annual training certification for their position. 6. Company Objectives are communicated to all employees. It is everyone’s responsibility to support them. 7.To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them. 8. Each employee will continuously identify defects (M. R. B. I. V. ) throughout the Hotel. 9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. 10. Each employee is empowered. For example, when a guest has a problem or needs something special, you should break away from your regular duties to address and resolve the issue. 11. Uncompromising levels of cleanliness are the responsibility of every employee. 2. To provide the finest personal service for our guests, each employee is responsible for identifying and recording individual guest preferences. 13. Never lose a guest. Instant guest pacif ication is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guest’s satisfaction and record it. 14. â€Å"Smile – We are on stage. † Always maintain positive eye contact. Use the proper vocabulary with our guests and each other. (Use words like – â€Å"Good Morning,† â€Å"Certainly,† â€Å"I’ll be happy to† and â€Å"My pleasure. †) 15. Be an ambassador of your Hotel in a n d o u t s i d e o f t h e wo r k p l a c e .Always speak positively. Communicate any concerns to the appropriate person. 16. Escort guests rather than pointing out directions to another area of the Hotel. 17. Use Ritz-Carlton telephone etiquette. Answer within three rings with a â€Å"smile. † Use the guest’s name when possible. When necessary, ask the caller â€Å"May I place you on hold? † Do not screen calls. Eliminate call transfers whenever possible. Adhere to voice mail standards. 18. Take pride in and care of your pers o n a l a p p e a r a n c e . E v e r yo n e i s responsible for conveying a professional image by adhering to RitzCarlton clothing and grooming standards. 19.Think safety first. Each employee is responsible for creating a safe, secure and accident free environment for all guests and each other. Be aware of all fire and safety emergency procedures and report any security risks immediately. 20. P r o t e c t i n g t h e a s s e t s o f a R i t z Carlton hotel is the responsibility of every employee. Conserve energy, properly maintain our Hotels and protect the environment.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved Figure 1 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary 3 Fond farewell. Give them a warm good-bye and use their names, if and when possible.THE EMPLOYEE PROMISE The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary The Ritz-Carlton Chronology of Performance Excellence Genesis 1890’s Caesar Ritz defines Standards for a Luxury Hotel Apprentice Programs, Inspection/Audit by the Master 1900 General Manager Concept Delegation of Quality to Functional Managers Managers Plan / Workers Do 1980 1983 Extensive Participation of Horst Schulze in the Management of Quality †¢ The Credo †¢ Basic Standards for The Ladies and Gentlemen †¢ A Passion for Excellence 1988 1989 MBNQA Audits and Feedback Business Excellence Roadma p (Figure 3) Involving People in the Planning f the Work that Affects Them 1999 100% Employee Pride & Joy Zero Customer Difficulties 100% Customer Loyalty Figure 2 2003 3 The Ritz-Carlton Business Excellence Roadmap Deployment â€Å"Do† Results â€Å"Check† Improvement â€Å"Act† A Passion for Excellence Senior Leaders â€Å"Start-Up† new hotels Performance Evaluations Development / Training Plans Distribution of â€Å"The Pyramid† Leadership Center Daily Reinforcement of The Gold Standards 1. Leadership Approach â€Å"Plan† The Seven Pyramid Decisions MBNQA Developmental Job Assignments Basic Empowerment Process Divide/Subdivide Objectives Select Process Owners Actual versus Planned performance comparedQuarterly by Upper Managers at the corporate and hotel level Act on the Differences Evaluate / Improve Planning Process Develop Processes Provide Necessary Resources Daily Operations review by the workforce 4 3. Customer and Market Focus Mark et Research that concentrates on the quality of the hotel facility and operations 6P’s Concept Operation of the â€Å"CLASS† Database Daily Hotel Measurement †¢ SQI †¢ RevPAR by Market Segment Evaluate / Improve Annually Standard Performance Measurement Monthly Measurement †¢ Advance Bookings †¢ Customer Satisfaction †¢ RevPAR †¢ P&L 4. Information and Analysis Selecting Performance Measurements for: Upper Managers †¢ Daily Operations Individual Process Owners select Performance Measurements for: †¢ Upper Managers †¢ Daily Operations Comparative Benchmarking Share/Replicate Best Practice Performance, On-Going Figure 3 Statistically Trained Employees, Consulting Specialists Continuous Improvement The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Fact-based Strategic Objectives Fact-based Key Process Identification 2. Strategic Planning The Ritz-Carlton Business Excellence Roadmap MBNQA 5. Human Resources Devel opment and Management Approach â€Å"Plan† Results â€Å"Check† Improvement â€Å"Act† Employee Education, Training andDevelopment Q. S. P. Site Visits by Senior H. R. Leaders Day 21/365 Training Certification Review Performance Appraisal Evaluations Analysis of Employee Surveys Analysis of Employee Surveys 6. Process Management Manage Key Production and Support Processes Incorporate changing Customer requirements P. Q. I. 5 S. Q. I. Major changes that require project management The GreenBook Process Audits Incremental Day-to-Day Improvements Actual versus Planned Performance compared quarterly by Senior Leaders at the corporate and hotel level Continuously and Forever Improve Process Owners Modify Processes for each new hotel 7. BusinessResults Strategic Objectives define long-term targets Lead People Manage Processes Tactical Processes set annual targets Standard Performance Measures Daily Operations Review by the workforce Figure 3 (continued) The Ritz-Carlto n Hotel Company, L. L. C. 1999 Application Summary Jobs are designed so our people: †¢ Know what to do †¢ Know how well they are doing †¢ Can regulate the process or their own personal conduct Deployment â€Å"Do† The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Leadership as The Gold Standards, Figure 1, page 2. These standards consist of: (1) The Credo (2) The Basics (3) Three Steps ofService (4) Motto and most recently, (5) The Employee Promise. These standards have had a long life with only The Basics changing with business conditions. Our Senior Leaders continue the strong excellencedriven leadership that began in 1983 and resulted in us becoming a recipient of the 1992 Malcolm Baldrige National Quality Award. In the years following the award they actually increased their involvement in both the improvement and operation of our structured approach to business excellence. A summary of this business excellence roadmap is shown in Figure 3, p age 4. Collectively, these standards have an incredible empowering effect on TheRitz-Carlton Ladies and Gentlemen to think and act independently with innovation for both the benefit of the customer and our organization. Approach â€Å"Plan† Since The Credo stresses â€Å"providing the f inest and anticipating the unfulf illed wishes of our guests,† The Ritz-Carlton Ladies and Gentlemen continually learn and innovate. The Three Steps of Service, combined with our basic empowerment process shown below in Figure 1. 2 promotes innovative, quick personal service. Our Senior Leaders have a passion for excellence, largely because of: (1) the performance expectations of Horst Schulze (2) our Gold Standards and (3) the Pride and Joy of chieving excellence. The seven specific decisions made by our Senior Leaders, collectively, to set direction for business excellence are shown below: 1. 2. 3. 4. 5. 6. 7. Deployment â€Å"DO† The specific actions taken by our Senior Leader s to deploy our leadership approach consist of three major processes: 10 Year Vision 5 Year Mission 3 Year Objectives 1 Year Tactics Strategy Methods Foundation 1. Since 1984, all members of Senior Leadership have personally ensured that each new hotel’s goods and services are characteristic of The Ritz-Carlton on opening day. Since six to seven hotels open each year, our leaders pend at least six to seven weeks working with our Ladies and Gentlemen (using a combination of hands-on behavior modeling and reinforcement) during the seven day countdown to opening. This includes the President and COO who personally demonstrates the guest/employee interface image and facilitates the first vision statement The process for providing our Senior Leaders with the necessary data and analysis to make these key decisions is explained fully in the Strategic Planning section. It is worth mentioning that our Senior Leaders personally established our foundation, which is now referred toThe Bas ic Empowerment Process Three Steps of Service 1 Warm Welcome 2 Anticipation and Compliance with Guest Needs Employee Senses Guest Wish or Need Employee Breaks Away from Routine Duties Employee Applies Immediate Positive Action Determine Guest Reaction If Satisfied If Dissatisfied 3 Fond Farewell Document the Incident Employee Returns to Routine Duties Figure 1. 2 6 Guest Memory System Escalate the Complaint The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Results â€Å"Check† session for each newly formed department. During these formative sessions which all employees must attend, thePresident and COO personally interacts with every new employee both individually and in a group setting. His in-depth knowledge of hotel operations and enthusiasm for The Gold Standards are an inspiration for all concerned. Leadership effectiveness is evaluated (1) On key questions of our semi-annual employee satisfaction results (these questions reveal if the respective leader h as gained the full support of the Ladies and Gentlemen regarding our Gold Standards). (2) Through audits on public responsibility (i. e. Life Safety Systems, Security Systems, Food Preparation and Alcoholic Beverage Service, Environmental Stewardship). . The results of the seven specific decisions from the annual strategic planning process are arranged in a â€Å"Pyramid Concept† and distributed throughout the organization. The 2000 Pyramid is shown in Figure 1. 3. Improvement â€Å"Act† Gaps in leadership effectiveness are ad3. The Gold Standards are reinforced daily dressed with development/training plans. For in a variety of forums which include: (1) widespread deficiencies, the corporate human lectures at new employee orientation (2) resource function develops/improves courses, developmental training (3) daily line-up processes or facilities.As a result, we have 10 YEAR VISION meeting (4) administration of both posdeveloped a leadership center at Corporate To be Th e itive and negative reinforcement (5) Headquarters. In addition, we make exPremier Worldwide mission statements displayed (6) distensive use of developmental job assignProvider of Luxury tribution of Credo Cards (7) The ments. Credo as first topic of internal Travel and Hospitality Prodmeetings and (8) peer pressure. ucts and Services 5 YEAR MISSION Product and Profit Dominance OBJECTIVES T h e V i t a l – Fe w O b j e c t i v e s TACTICS Key Production and Business ProcessesSTRATEGY C u s t o m e r a n d M a r k e t Fo c u s S t r a t e g y w i t h Action Plans METHOD TQM – Application of Quality Sciences  · M a l c o l m B a l d r i g e N a t i o n a l Q u a l i t y Aw a r d C r i t e r i a  · T h e G r e e n B o o k – 2 nd E d i t i o n FOUNDATION Va l u e s a n d P h i l o s o p h y – T h e G o l d S t a n d a r d s Credo  · Motto Three Steps of Service  · Basics  · Employee Promise Copyright  © 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. – All Rights Reserved Figure 1. 3 7 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Strategic Planning Planning ProcessAt The Ritz-Carlton, Strategic Development is the process that enables Senior Leaders to make specific decisions that set direction for Business Excellence. 1 Macro Environment Analysis Confirm/Modify Vision, Mission, Strategy, Methods, Foundation Approach â€Å"Plan† A description of the three major components of our planning process, including the pre-work known as the Macro Environment Analysis, is show in Figure 2. 1. Macro-Environment Analysis This extensive analysis is done to understand the current state (and expected future state) of the Macro Environment in which we operate our company.The key result of the analysis is a projection of the future state of The Ritz-Carlton relative to competitors and the expectations of hotel owners in primary performance areas. Subsequently, gaps are identified. 2 Select RITZ-CARLTON Str ategic Mandates 3 Develop RITZ-CARLTON â€Å"VitalFew† Objectives and Targets March—June Figure 2. 1 Step 1 March – June Using the Macro Environment Analysis, Senior Leaders confirm the 10 Year Vision, 5 Year Mission, Strategy, Methods and Foundation or make changes. Step 2 March – June Deployment Process 5 1 Reinforce Pyramid Concept/ Plans/Budget Develop Production Processes 6Using the Macro Environment Analysis, strategic mandates are identified along with gaps in performance. Step 3 March – June The strategic mandates and the gaps identified in the Macro Environment Analysis are used to create the Vital-Few Objectives for the next three years. The Objectives are designed to address the projected gaps identified in the Macro Environment Analysis and to maintain or enlarge The Ritz-Carlton advantage over competitors where these advantages exist. VitalFew Objectives are separated into multiple categories for two purposes: (1) respond to the Strate gic Mandates and (2) represent all who are ffected by The Ritz-Carlton. The output of this step becomes our Pyramid (Figure 1. 3, page 7). Communicate Pyramid Concept to the Ladies and Gentlemen 2 Deploy Support Processes 7 Execute Plans 8 3 Develop Preliminary Plans / Budgets for L. L. C. and Hotels Daily Line-Up Reinforcement on-going throughout the year 9 Evaluate/Improve Planning Process 4 Finalize RITZ-CARLTON Pyramid Plan, Budgets for L. L. C. and Hotels Conduct Monthly Reviews of Plan at all levels. Collect information for the next cycle. October—February July—September Figure 2. 2 8 The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Deployment â€Å"DO† Activities that have been agreed upon are then tied into our financial planning and budget process. The specific actions by Senior Leaders to deploy the Vital-Few Objectives are shown in Figure 2. 2. Steps 5 – 7 October – February Step 5 occurs during our semi-annual General Ma nagers meeting which sets in motion steps 6 and 7. Step 1 July – September Key Production processes are identified by three criteria: (1) work that ranks very important to customers (2) work that is rising in importance to customers and (3) work that is poor in comparison to competitors.These processes must then be developed and deployed. This is done by process owners at the corporate level. For a discussion of these processes and how they are developed see Section 6, Process Management. Step 8 On-Going Throughout the Year Every day, in every work area, on every shift, a brief line-up meeting is held. During these formative sessions, the Pyramid Concept is deployed, The Gold Standards are reinforced and good ideas are shared. Step 9 Annually Step 2 July – September Each year the Vice-President of Quality is responsible for evaluating and improving the Strategic Planning Process.Benchmarking other Baldrige recipients is used extensively for continuous improvement. Supp ort processes are deployed to the support functions of the organization. These processes indirectly affect our products and enable us to reach our Vital-Few Objectives. These processes are also developed/deployed by corporate process owners at the corporate office. Results â€Å"Checks† Monthly performance reviews of the the Strategic Plan are conducted by the upper managers at the corporate and hotel level. The framework of a typical review is shown in Figure 2. , which focuses on the pre-established performance indicators of the Vital-Few Objectives as well as key processes. This information allows us to easily make improvements and benchmarking comparisons which are discussed in Category 4. Steps 3 – 4 July – September To bring out into the open the resources required to reach our Vital-Few Objectives, we involve the Ladies and Gentlemen of The Ritz-Carlton. First, we communicate the measures and targets of our Vital-Few Objectives to lower levels of the orga nization. The lower levels then identify the deeds, that if done, will collectively meet the objectives.The lower levels also â€Å"submit the bill† to perform these deeds. Focus Indicators What’s Reviewed Employee Pride & Joy †¢ Key Survey Questions †¢ Turnover Actual versus Plan / Trends Customer Loyalty †¢ Overall Customer Satisfaction †¢ Customer Difficulties Revpar / P&L †¢ Advance Bookings †¢ Market / Business Performance Actual versus Plan / Foremost Competitor, Trends Actual versus Plan / Industry Trends Key Processes †¢ Key Production and Actual versus Support Processes Plan / Trends Figure 2. 3 Process Owner †¢ Human Resource Director †¢ Operations Director †¢ Quality Director †¢ Marketing Director †¢ Finance Director Functional Leaders 9 The quarterly performance reviews are translated into opportunities for improvement and innovation. These decisions are determined by process owners with assistance from the special organization of Directors of Quality. Widespread understanding and involvement of findings and actions are deployed to lower levels through: (1) the traditional hierarchy (2) process owners and teams and (3) Commitment to Quality newsletters. Another form of improvement is the evaluation of the Strategic Planning Process. The Vice-President of Quality is responsible for developing, benchmarking and improving his process. The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Customer and Market Focus A particularly noteworthy tool that we use is CLASS (an automated â€Å"memory system† that links returning guests to their preferences). The practice of remembering regular guests creates lasting relationships, which is a major competitive advantage for us. The types of information stored in the CLASS database are given in Figure 3. 2 . At The Ritz-Carlton, customer and market focus concentrates on the information needed for hotel development and ope ration explained in Section 6, Process Management.Approach â€Å"Plan† In addition, we utilize other information technology: (1) DFS (2) Product Quality Indicators (PQI) and (3) Service Quality Indicators (SQI), explained in the next Section, Information and Analysis. The many needs and sources of this information (i. e. market research) are summarized in Figure 3. 1. Needs and Sources of Market Research at The Ritz-Carlton Needs for Market / Customer Information Brought to our Attention Readily Available but Requires Analysis Determination of Market Segments †¢ Sales and Marketing function ranks potential and current customers by volume, geography and profit Analysis of â€Å"CLASS† database Identifying Potential Customers Relative Priorities of Customers †¢ â€Å"Automated Memory System† that links returning guests to their preferences Widespread Customer Dissatisfaction Competitive Quality Status Opportunities for Improving RevPAR through Quality â € ¢ Alliances with Travel Partners (Airlines, Credit Card Companies, Convention Bureaus, etc. ) †¢ Same as above †¢ Focus Groups †¢ Customer Satisfaction results †¢ Use of Information Technology †¢ DFS Demand Forecast Individual Dissatisfaction of Customers Must be created by a Special Study †¢ Complaints, Claims, ClientAlerts, Feedback from the Salesforce, Summarized in the SQI/PQI †¢ Pareto analysis of the SQI and PQI †¢ Ratings from Customers, Star Report, Salesforce reports †¢ Summary of above analysis †¢ Summary of above †¢ Criteria, Rating and Awards from Travel Industry publications †¢ Pareto analysis to identify major causes of customer dissatisfaction Figure 3. 1 10 †¢ Interviews with customers †¢ World-Class customer and employee satisfaction data †¢ Special psychological studies to understand: 1. What Customers mean, not what they say 2. How to appeal to the customer in the language they most und erstandThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Deployment â€Å"DO† to remember returning guests and generate essential preference and schedule information to all concerned. In this way, the Ladies and Gentlemen of The Ritz-Carlton and our suppliers understand what is â€Å"new or different† about each individual customer or event. The specific actions taken by our Sales and Marketing Leaders to deploy our Market Research conclusions consist of four major processes: (1) The 6 P’s Concept (2) Operation of the CLASS database (3) Complaint Resolution Process and (4) Standard Performance Measurements.Standard Measurements The Six P’s Concept The major components of our Sales and Marketing Performance Management System are shown in Figure 3. 3. Since these measures both precede and lag the operation they are both forward-looking and reaction based. After we gain a full understanding of our market segments, customers and their relative priorities, we develop and distribute, internally, a 6P’s Concept. The concept consists of: (1) Problem or need of the Customer (2) Product (what is it) (3) Promises (what it can do for the customer) (4) Personal Advantage (what can the customer do because of it) 5) Positioning (the benefit of it versus the competition) and (6) Price/Value (what customers must give up in time or money to get it). These concepts lay the groundwork for process design. Subject Advance Bookings The 6P’s concept typically creates a vision of wellbeing, which results from the purchase of Ritz-Carlton products – genuine care, comfort and prestige. By disseminating this information into the marketplace, we reinforce an aura of competence. Service Quality Indicators (SQI) measure The Gold Standards Revenue Per Available Room (RevPAR) Customer Satisfaction Determination The P&L StatementFigure 3. 3 Operation of the CLASS Database Precede / Lag Operations Precedes up to several years Lags by One Day Results â€Å"Check† A major challenge faced by The Ritz-Carlton is to remember each of its 800,000 plus customers. In response, a special organization exists in each of our hotels called Guest Recognition. This special function uses the CLASS database Lags by One Day Lags by 45 Days Lags by 40 Days The effectiveness of our Customer and Market Focus is evaluated through reviews of our standard performance measures daily, monthly and annually. Daily reviews at hotels consist of SQI and RevPAR y market segment and performance. †¢ †¢ †¢ †¢ †¢ Likes/Dislikes Previous Difficulties Family Interests Personal Interests Preferred Credit Cards Recency/ Frequency of Use †¢ By Hotel †¢ All Hotels Lifetime †¢ Usage †¢ Amount of Purchase Monthly reviews at all levels consist of Advance Books, Customer Satisfaction, RevPAR by Market Segment and the P&L Statement. Knowledge of Individual Customers, Stored in CLASS Database Annual revie ws at the corporate level are contained in our Strategic Planning Pre-Work, Macro Environment Analysis. Improvement â€Å"Act† The daily and monthly reviews identify performance gaps to be corrected.The extensive analysis of the Macro Environment Analysis drives confirmation or changes in marketing strategy, objectives and plans. Figure 3. 2 11 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Information and Analysis The PQI are our Product Quality Indicators, which consist of the 10 most serious defects that can occur in the development phase of a new Ritz-Carlton Hotel, listed in Figure 4. 4. Approach â€Å"Plan† Two basic types of measurements are used at The Ritz-Carlton: (1) organizational measurements for upper managers at both the corporate and hotel levels and (2) operational (i. . process) measurements for planning, assessing and improving daily operations. A further distinction in our measurement is whether it provides information before, dur ing or after operations (Figure 4. 1–4. 3). PQI Defects 1. Sub-Standard Management Contract 2. Missing / Wrong Concepts 3. Late Feasibility Study 4. Wrong / Late Schematic Design 5. Detailed Design Changes 6. High-Risk Facility Suppliers 7. Late Construction Days 8. Missing / Inadequate Key Production and Support Processes 9. Inadequate Pre-Sales Results 10. Inadequate Caring Mindset of Employees Figure 4. 4Before Operations Measures Subject MacroEnvironment Analysis Unit of Measure Summaries of Performance, Money, Ratios, Indexes New Hotel Development Defect Points (i. e. PQI) Daily Variable Demand Production/Hours worked ratio Use Annual Input for Senior Leaders to reset organizational and operational measures Measures for Senior Leaders to plan, assess and improve each new hotel development Plan daily operations and pricing Since our customer requirements extend beyond the functional to the sensory (which are difficult to measure), we rely on The Gold Standards to measure quality during operations.Most of these measures are used by line level employees. We can do this effectively since the workforce is selected, trained, certified, reinforced and rewarded through our Gold Standards, This qualifies them to design the appropriate sensory measurements that allow them to assess their work and take appropriate actions. Figure 4. 1 The SQI are our Service Quality Indicators, which consist of the 10 most serious defects that can occur during the regular operation of a Ritz-Carlton hotel. The seriousness of each defect is weighted by a point value listed in Figure 4. 5. During Operations Measures SubjectThe Gold Standards Unit of Measure Taste, Sight, Smell, Sound, Touch Use Operational measures for the individual Employee to Plan, Assess and Improve their Work SQI Defects 1. Missing Guest Preferences 2. Unresolved Difficulties 3. Inadequate Guestroom Housekeeping 4. Abandoned Reservation Calls 5. Guestroom Changes 6. Inoperable Guestroom Equipment 7. Unread y Guestroom 8. Inappropriate Hotel Appearance 9. Meeting Event Difficulties 10. Inadequate Food/Beverage 11. Missing/Damaged Guest Property / Accidents 12. Invoice Adjustment Figure 4. 5 Figure 4. 2 After Operations Measures Unit of Measure OrganizationalPerformance Indicators, Money, 1–5 Scale, Percentages Key Production Weighted Defect Points (SQI) and Support Production/Hours Processes worked ratio Revenue per Available Room Figure 4. 3 Subject Vital-Few Objectives Use Improve Organizational Performance Improve Daily Operations Points 10 50 1 5 5 5 10 5 5 1 50 3 The total number of occurrences is multiplied by the weight, totaled and divided by the number of working days applicable to obtain an average daily point value. The average daily point value is disseminated to the workforce daily. Improve Pricing Policies 12 The Ritz-Carlton Hotel Company, L. L.C. 1999 Application Summary Comparative Benchmarking process owners to each metric associated with key production and sup port processes. There are three types of comparative data at The Ritz-Carlton: (1) comparisons to industry and our foremost competitor (2) benchmarks outside our industry and (3) benchmarks inside our company. Since we began formal benchmarking in the 1980’s, we have found this highly useful as it has pushed us over the years to even higher target levels of performance and roadmaps to get there. Figure 4. 6 details the sources of this data and the types of information that are analyzed.Since these process owners are heavily involved in designing the architecture of the data and information that they review, rarely do they see a fact or figure presented in a way they don’t understand. Results â€Å"Check† Since we place such a strong emphasis on fact-based decision making, reliability of the data is critical. We rely on our highly trained Ladies and Gentlemen (including statistically trained at all levels) to insure data and information reliability. At the corpor ate level, we assign individual process owners to assure data can withstand scrutiny and provide background information.We also retain third-party specialists to provide independent reviews of information analysis and processes. Deployment â€Å"DO† The specific actions taken by Senior Leaders to deploy the information and analysis approach is based on the concept of individual process owners. Individual Process Owners Improvement â€Å"Act† Our Senior Leaders and Hotel Guidance Teams have the high level organizational performance data they need because we assign individual owners to each metric associated with the Vital-Few Objectives. In addition, our Vice-President of Quality keeps our performance measurements current with business needs.Whenever our process owners and consulting specialists indicate a change of plan is needed, the plans are rewritten, rebudgeted and reapproved. Our Ladies and Gentlemen, on a daily basis, identify and implement improvements in perfo rmance measurement as expected in our culture and facilitated through the training and performance management programs outlined in Category 5. Our Ladies and Gentlemen have the operational performance data they need daily because we assign individual Sources of Comparative Data Internal Source External Information Source Each Hotel’s measurements in the areas RCHC of employee satisfaction, customerInformation, Analysis System satisfaction, RevPAR and operational performance are compared Information Ritz-Carlton Marketing and Finance RCHC functions compare us against our Information, Analysis System competitors in the area of market and business performance Process Champions Operations, Human Resources, Baldrige Award Marketing and Finance leaders drive Winners best practices and processes both up and down the organization Annually, the VP of Quality studies comparative data and best practices Regional VP Meeting These periodic meetings focus on review Kaznova of performance t o plan ConsultantsWorld-class benchmarks New Hotel Start-Up When Ritz-Carlton managers are assigned as trainers in a new hotel, they learn and share best practices Travel Publications, AAA, Mobil Criteria to identify industry trends and performance Best Practice Sharing Any â€Å"new idea† implemented is shared Mayflower company-wide via E-mail. Results and Group Improvements are communicated in the daily Commitment to Quality newsletter Travel Industry Criteria and Publications Figure 4. 6 13 The VP of Human Resources compares us to America’s most-admired companies (i. e. Fortune 500 and Baldrige winners) in the area of Employee SatisfactionThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Human Resource Approach Human Resource Focus Skilled and Empowered Work Force Operating with Pride and Joy Our human resource approach is summarized in Figure 5. 1, which is the well-established model that underpins and aligns our various human resource philosophies and programs. Ritz-Carlton Work Environment Approach â€Å"Plan† Ritz-Carlton Human Resources Fundamentals Our Senior Leaders decided to increase both the meaning and satisfaction our people derive from their work. This approach consists of three basic components: (1) ourLadies and Gentlemen know what they are supposed to do (2) they know how well they are doing and (3) they have the authority to make changes in the process under their authority or their own personal conduct. †¢ Quality Selection Process †¢ Orientation †¢ Training Certification †¢ Line-up and daily training †¢ Communication †¢ Personal and professional development †¢ Work/life issue management †¢ Job Enlargement †¢ Career progression †¢ Performance measurement †¢ Legal compliance †¢ Employee Rights †¢ Issue Resolution Process †¢ Reward and Recognition Know What They are Supposed To Do At Ritz-Carlton our Ladies and Gentlemen know hat they are supposed to: (1) learn and use The Gold Standards (2) master the procedures of their job (i. e. Training Certification) and (3) generate ideas to improve products, services and processes. Know How Well They Are Doing Figure 5. 1 We keep our Ladies and Gentlemen informed on how well they are doing in many forms. They receive coaching from managers and peers on individual tasks throughout the day. Our education and training is designed to keep individuals up to date with business needs. The Corporate Director of Training and Development and the Hotel Directors of Training and Development have the responsibility to make ure that training stays current with business needs. To do this, they work with Human Resource and Quality Executives who input organization and job performance training requirements or revise existing ones. The flow of this process is shown in Figure 5. 2. Key developmental training needs are addressed through a core of courses that all employees receive. Daily, th ey receive information from the SQI report. Finally, they receive semi-annual performance appraisals on their general performance. The Authority to Make Changes The ability of our Ladies and Gentlemen to regulate ow work gets done is assured through Basic Standards set out in The Credo Card, â€Å"People have the right to be involved in the planning of the work that affects them†. All employees (regardless of their level in the company) receive the same mandatory two day orientation process, which includes classroom type training on The Gold Standards and The GreenBook (page 16). Deployment â€Å"DO† As shown in Figure 5. 2, we use input from employees and their supervisors in determining educational needs primarily via a review and analysis of our performance appraisal documents.The Hotel Director of Training and Development and the Quality Trainers also receive and consider direct feedback from Ritz-Carlton personnel. When training is designed, it is piloted and appr oved in a fashion similar to the new product and service development process described in Category 3. Participants in the pilot provide direct, candid feedback to the designers and instructors. The specific actions taken to deploy our approach range across a broad spectrum, but most significant activities consist of: (1) The Quality Selection process and (2) Employee Education, Training and Development.Our President and COO started as a waiter’s apprentice in Europe, and many of our executives started as front line personnel in Ritz-Carlton Hotels and were promoted as they rotated jobs. Therefore, training receives the highest attention in our company. 14 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Departmental Trainer Evaluate Student Reaction/Needs Managers/Training Director Evaluate Performance appraisals/training results Vice-President, Quality Determine Organizational Performance Excellence Requirements Vice President, Human Resources Determine Orga nizationalDevelopmental Training Requirements Corp Director of Training and Development The Ritz-Carlton Design of Courses Confirm/Modify existing processes/Facilities Develop/Improve Courses/Processes/Facilities Project Team Codeveloped with supplier of new equipment/ Technology Outsource Figure 5. 2 â€Å"themes† of each job. The graph also contains comparative data which consists of industry and Ritz-Carlton norms. Although job induction training is classroom delivered by the Director of Training and Development and the General Manager, most training delivery is on-the-job. This onsists of: (1) daily line-up (2) self-study documents (3) developmental assignments and (4) training certification. Most training is evaluated through examinations, while other methods include audits, performance reviews and appraisals. Day 21 21 days after orientation, each orientation class reunites for a day of evaluation and debriefing. A similar session occurs on or near day 365. Approximatel y 80% of the training received by The Ritz-Carlton Ladies and Gentlemen is from in-house sources which allows us to have direct control over the method of training delivery and evaluation.

Managing a diverse workforce

Managing a Diverse Workforce Our society is becoming more diverse. We can see people from different nation or different racial in our daily life, this situation is more obvious in school and workplace, especially in multinational. A diverse workforce combines employees from different nations, ethnic and gender that together create a more creative, innovative, and productive workforce. Many companies see workplace diversity as an investment toward building a better business.However, although workplace diversity can help many make more profits, it also brings some challenges to employees and managers. Below are several common challenges often happened in workplace diversity. First challenge is poor communication (Holt, n. D. ). Workplace diversity often has employees from various backgrounds and experiences. Sometimes, those employees do not have common language. Therefore, it caused difficulties for employees to communicate with each other, and lead to misunderstandings and a decrease in productivity.Second challenge is resistance (Holt, n. D. ). Although oracle diversity can help company make more profits, some employees or business owners may not want to make any change, because those people only want to stay in their comfort zone. Therefore, making diversity in workplace without any plan may cause negative impacts, such as decrease productivity, damage morale and lead to bad workplace environment. Third challenge is discrimination. Employees may discriminate against others because those employees think they are better than others.There are several types of discrimination may happened in workplace. For example, local employees may discriminate against foreign employees because local employees think they have geographical advantages, male may discriminate against female because male think they are better than female, white may discriminate against black or yellow because white think they are superior than them. There are too many possible discrimination may hap pen in workplace. For managing a diverse workplace, some companies use affirmative action to maintain the diverse in workplace.