World-Class Service

In the discussion - World-Class Service - by W. Gerald Glover, Associate Professor, Restaurant, Hotel and Resort Management at Appalachian State University and Germaine W. Shames, Hilton International, New York, Glover and Shames initially state: “Providing world-class service to today's traveler may be the key for hospitality managers in the current competitive market. Although an ideal, this type of service provides a mandate for culturally aware managers. The authors provide insight into several areas of cultures in collision.” Up to the time this essay is written, the authors point to a less-than-ideal level of service as being the standard in the hospitality industry and experience. “Let's face it - if we're ever to resurrect service, it will not be by going back to anything,” Glover and Shames exclaim. “Whatever it was we did back then has contributed to the dilemma in which we find ourselves today, handicapped by a reactive service culture in an age that calls for adaptiveness and global strategies,” the authors fortify that thought. In amplifying the concept of world-class service Glover and Shames elaborate: “World-class service is an ideal. Proactive and adaptive, world-class service feels equally right to the North American dignitary occupying the Presidential Suite, and the Japanese tourist staying in a standard room in the same hotel.” To bracket that model the authors offer: “At a minimum, it is service perceived by each customer as appropriate and adequate. At its best, it may also make the customer feel at home, among friends, or pampered. Finally, it is service as if culture matters,” Glover and Shames expand and capture the rule of world-class service. Glover and Shames consider the link between cultures and service an imperative one. They say it is a principle lost on most hospitality managers. “Most [managers] have received service management education in the people are people school that teaches us to disregard cultural differences and assume that everyone we manage or serve is pretty much like ourselves,” say Glover and Shames. “Is it any wonder that we persist in setting service standards, marketing services, and managing service staff not only as if culture didn't matter, but as if it didn't exist?!” To offer legitimacy to their effort Glover and Shames present the case of the Sun and Sea Hotel, a 500-room first class hotel located on the outskirts of the capital city of a small Caribbean island nation. It is a bit difficult to tell whether this is a dramatization or a reality. It does, however, serve to illustrate their point in regard to management’s cognizance, or lack thereof, of culture when it comes to cordial service and guest satisfaction. Even more apropos is the tale of the Palace Hotel, “…one of the grande dames of hospitality constructed in the boom years of the 1920s in a mid-sized Midwestern city in the United States.” The authors relate what transpired during its takeover in mid-1980 by a U.S.-based international hotel corporation. The story makes for an interesting and informative case study.

World class healthcare for London. Mind the gap! A briefing on equity of health and healthcare in the capital

This briefing provides an overview of equity of access to some of the essential elements of healthcare in the capital

Guide for World Class Commissioners Promoting Health and Well-being: Reducing Inequalities

One of the core missions of commissioners is to reduce health inequalities. Promoting health and well-being is necessary but not sufficient, and it is essential thatimprovements in commissioning and consequent improvements in service delivery, will not widen the gapbetween different groups in society. It is, of course,already difficult enough to decide how to commission services to promote health and well-being. There are practical, economic and ethical issues involved, but if in addition the commissioner wishes to ensure that the gap between the most healthy and the least healthy does not widen, they will have to think hard and commission carefully. It is also crystal clear that it would be wrong to let 152 Primary Care Trusts find out for themselves how to do this. Firstly, it would be a massive waste of resources, and secondly, many Primary Care Trusts would be unable to deliver. This Guide has been produced by knowledge harvesting; by gathering the knowledge that commissioners have created and accrued, about successes as well as failures; and blending it into a single readable Guide.

One Unshakable Vision: World Class Schools for Iowa, October 3, 2011

Iowans have long shared a deep commitment to giving our children the best education possible. We recognize young people today must meet higher expectations than ever to thrive in this global, knowledge-based economy. For the sake of our children and our state, it is vitally important that we build on our tradition of excellence to improve our schools. Iowa’s house of education still has a strong foundation, but it is also in need of a major remodel to be ready for the days ahead.

Brief on Branstad-Reynolds administration Recommendations for World-Class School, January 6, 2012

In advance of the 2012 legislative session, I am pleased to provide for your review this legislative brief on Gov. Terry E. Branstad’s and Lt. Gov. Kim Reynolds’ education reform package. The purpose is to provide a broad overview of the components of the package, give some examples of where similar approaches are in place, and provide cost estimates. In collaboration with the Governor’s Office, the staff at the Iowa Department of Education and I have worked intensively to prepare a set of legislative proposals worthy of careful consideration. I believe this package puts us on the path to our unshakable vision of having one of the best school systems in the world. Iowa’s children deserve nothing less.

Building World-Class Schools for Iowa: A Legislative Brief, January 14, 2013

The Iowa Department of Education has joined the Office of the Governor to prepare a set of legislative proposals that will bring Iowa closer to its goal of providing a world-class education to all children, no mater where they live. This legislative brief serves as an overview of the legislation, which I encourage you to read and discuss in greater detail. the goals behind these policies are straightforward: Comprehensive and systematically raise and support the teaching profession while expanding efforts to customize instruction to every student's passion and talents. Iowa's children deserve the best education can provide so they leave our schools with the knowledge and skills necessary for successful and rewarding lives. Iowa has many good schools with hard-working, talented educators who deserves our respect and appreciation. While we honor the past work of generations of Iowans who built a strong foundation, it is our responsibility - and our turn - to make a focused, dedicated effort to improve Iowa's schools. We stand at a pivotal moment in Iowa storied education history, in which we have the opportunity and will as community to make the transition from being "good" to being "great".

World Class Manufacturing (WCM) aineettoman pääoman johtamisen työkaluna

Tämän kvalitatiivisen tutkimuksen tavoitteena on tarkastella jatkuvan pa-rantamisen työkalun, WCM:n, roolia aineettoman pääoman johtajana. Tutkimuksen teoreettisessa osassa selvitetään aineettoman pääoman eri muotoja; inhimillistä, suhde- ja rakennepääomaa. Lisäksi tutkitaan WCM:n ideologiaa, sen käyttöönottoa ja eri osa-alueita. Teoriaosan lopussa selvite-tään WCM:n ja aineettoman pääoman yhteyttä toisiinsa ja niiden vaikutusta suorituskykyyn. Teoriaa tukemaan tehtiin empiirinen tutkimus case -organisaatiossa haastattelemalla organisaation toimihenkilöitä sekä työntekijöitä. Empiirisen tutkimuksen tavoitteena oli selvittää case –organisaation jatkuvan parantamisen mallin kehitystarpeita WCM:n ja inhimillisen pääoman näkö-kulmasta. Tutkimustulokset osoittivat, että WCM:llä voidaan johtaa aineettoman pää-oman eri muotoja – saaden siten myös suorituskykyä paremmaksi.

Creating a world class business through a merger of two equals: an interview with Paul Walsh, Chief Executive Officer of Diageo Plc

Purpose – The purpose of this paper is to explore, from a practical point-of-view, a number of key strategic issues that critically influence organisations' competitiveness. Design/methodology/approach – The paper is based on a semi-structured interview with Mr Paul Walsh, CEO of Diageo. Diageo is a highly successful company and Mr Walsh has played a central role in making Diageo the number one branded drink company in the world. Findings – The paper discusses the key attributes of successful merger, lessons from a complex cross boarder acquisition, rationale for strategic alliance with competitors, distinctive resources, and the role of corporate social responsibility. Research limitations/implications – It is not too often that management scholars have the opportunity to discuss with the CEOs of large multinationals the rational of key strategic decisions. In this paper these issues are explored from the perspective of a CEO of a large and successful company. The lessons, while not generalisable, offer unique insights to students of management and management researchers. Originality/value – The paper offers a bridge between theory and practice. It demonstrates that from Diageo's perspective the distinctive capabilities are intangible. It also offers insight into how to successfully execute strategic decision. In terms of originality it offers a view from the top, which is often missing from strategy research.

Technological maturity in the world petrochemical industry

Includes bibliography