РОССИЙСКИЙ ЭКОНОМИЧЕСКИЙ

УНИВЕРСИТЕТ имени Г. В. ПЛЕХАНОВА

OPERATIONS MANAGEMENT OF HOTEL

ACCOMMODATION

ТЕМА: Introduction to operations management

АВТОР: к.э.н., доцент Кошелева Анна

Игоревна
UNIT CONTENT:
1. Core definitions

2. Operations Management (introduction)

3. History of Operations Management

4. Operations inputs and output

5. Characteristics of operations processes

6. Operations Strategy
 CORE DEFINITIONS
Operations can be defined as a transformation process
where e. g. materials, labour is transformed into e.g. goods,
services.

Transformation can be: Example:

• Physical Manufacturing operations

• Locational Transportation/warehousing

• Exchange Retail
• Physiological Health care
• Psychological Entertainment

• Informational Communication
OPERATIONS PROCESSES
STRUCTURE
 OPERATIONS SYSTEM
• Everett E. Adam & Ronald J. Ebert defines as ‘An operating
system is the part of an organization that produces the
organization's physical goods and services’.
• Ray Wild defines operations system as ‘a configuration of
resources combined for the provision of goods or services’.
ENVIRONMENT OF OPERATIONS
CONCEPT OF OPERATIONS
 CORE DEFINITIONS
 Operations management is the activity of managing the
resources that create and deliver services and products.
 The operations function is the part of the organization that is
responsible for this activity. Every organization has an operations
function because every organization creates some type of
services and/or products.
 Operations managers are the people who have particular
responsibility for managing some, or all, of the resources which
comprise the operations function.
 ‘operations’ as a function, meaning the part of the
organization which creates and delivers services and products for
the organization’s external customers;
 ‘operations’ as an activity, meaning the management of the
processes within any of the organization’s functions.
 all operations consist of a collection of processes (though these
processes may be called ‘units’ or ‘departments’)
interconnecting with each other to form a network.
 THE RELATIONSHIP BETWEEN THE OPERATIONS
FUNCTION AND OTHER CORE FUNCTIONS OF THE
ORGANIZATION
OPERATIONS WITHIN ORGANIZATION
GENERAL MODEL FOR MANAGING
OPERATIONS
HISTORY OF OPERATIONS MANAGEMENT

Lean
production is an
adaptation of
Mass production mass production
is the high-volume that prizes quality
production of a and flexibility.
standard product
for a mass market.

Craft production
is the process of
handcrafting
products or
services for
individual
customers.
 OPERATIONS INPUTS
One set of inputs to any operation’s processes are
transformed resources:
 Materials;

 Information;

 Customers.

The other set of inputs to any operations process are

transforming resources:
 Facilities – the buildings, equipment, plant and process
technology of the operation;
 Staff – the people who operate, maintain, plan and
manage the operation.
These are the resources which act upon the transformed
resources.
 OPERATIONS INPUTS
 Materials – operations which process materials do so to:
 transform their physical properties (shape or composition, for
example);
 change their location (parcel delivery companies, for
example);
 change the possession of the materials (like retail operations;
 store materials (like warehouses).
 Information – operations which process information do so
to:
 transform their informational properties (accountants, for
example);
 change the possession of the information (for example
market research companies sell information);
 store the information, for example archives and libraries;
 change the location of the information (like
telecommunication companies).
 OPERATIONS INPUTS
 Customers – operations which process customers might:
 change their physical properties (for example, hairdressers or
cosmetic surgeons);
 accommodate customers (hotels, for example);
 transform the location of their customers (airlines, mass
rapid transport systems and bus companies );
 transform their physiological state (hospitals). Some are
concerned with transforming their;
 transform their psychological state (for example,
entertainment services).
But customers are not always simple ‘passive’ items to be
processed. They can also play a more active part in many
operations and processes. When customers play this role it is
usually referred to as co-production (or co-creation for new
services) because the customer plays a vital part in the
provision of the product/service offering.
DOMINANT TRANSFORMED RESOURCE
INPUTS OF VARIOUS OPERATIONS
 OPERATIONS OUTPUTS
 just services
 just products
 combination of services and products

Customers may be an input to many operations

but they are also the reason for their
existence. If there were no customers
(whether business customers, users or
consumers), there would be no operation. So it
is critical that operations managers are aware
of customer needs, both current and potential.
 THE NATURE OF SERVICE
How do services (i.e. the products of ’service industries’) differ from
material goods?

Much less Much more

tangible perishable

Heterogeneou
Simultaneous
s

All this means that the ‘service product‘ depends

very much on the way the staff behave.
 HOTEL PRODUCT

Tangible
needs

comfortable,
pleasant and
relaxing

Intangible
needs
 HOTEL PRODUCT
On the one hand, a guest’s needs On the other hand, intangible
may include: needs include the measures taken
to make the guest feel welcome
 Easy access to reception and
and psychologically relaxed.
somewhere to leave his car.
These can be divided into:
 A room key so that he can be
sure of privacy.  The ambience (i.e. style and
decor) of the building.
 A cozy bed so that he can
sleep and relax in comfort.  The amount of hospitality or
customer care displayed by
 Something to eat and drink.
the staff.
 Somewhere to exercise, such
as a sauna, gym or swimming
pool. Alternatively, facilities
so that he can work in his
room, or possibly hold a
meeting.
 Some form of individual or
group entertainment, such as
a TV in his room, or perhaps
a karaoke bar.
THE FIVE PERFORMANCE OBJECTIVES
CHARACTERISTICS OF OPERATIONS PROCESSES
STRATEGY FORMULATION
STRATEGIC PLANNING HIERARCHY
OPERATIONS STRATEGY
FRAMEWORK
РЕКОМЕНДУЕМАЯ ЛИТЕРАТУРЫ ПО ТЕМЕ
 Hotel management and operations / Ред. D.G. Rutherford. – 5rd ed. – New
York: John Wiley & Sons, Inc., 2011.
 Nigel Slack, Alistair Brandon-Jones, Robert Johnston Operations management /
Pearson, 7th edition, 2013
 Savita Sharma, “Accommodations Operations”, Published for YCMOU by Vikas
Publications, Delhi 2016
 Vaskar Sengupta, “Front Office Operations”, Published for YCMOU by Vikas
Publications, Delhi 2016
УЧЕБНО-МЕТОДИЧЕСКОЕ ОБЕСПЕЧЕНИЕ ДЛЯ
САМОСТОЯТЕЛЬНОЙ РАБОТЫ СТУДЕНТОВ
1. Describe how you think the hotel’s management
will:
(a) make sure that the way it manages the hotel is
appropriate to the way it competes for business;

(b) implement any change in strategy;

(b) develop its operation so that it drives the long-
term strategy of the hotel.
2. How do quality, speed, dependability, flexibility
and cost impact on the hotel’s external
customers? Explain how each of these
performance objectives might have internal
benefits.