在本篇代写论文价格-提高运营效率的战略管理中，Whitbread ‘s Premium LLC正在寻找提高前台工作效率的方法，为此，公司可以采用三重P模式。三重P模型有助于处理行动的有效性和效率。为了提高运营的生产率，公司需要提高效率和效益因子。公司的效率可以通过发展以人为本的战略管理和能力管理来提高。通过提高给定员工数量的效率和改进技术资源，可以提高运营的效率或提高生产率。可以用来改进现有资源的四个步骤在本分析中已详细说明。据估计，通过采取这些战略，公司可以在未来保持和扩大。接下来论文范文代写论文价格-提高运营效率的战略管理分享给留学生阅读。
Whitbread’s Premium LLC is looking for ways to improve the productivity of the front desk. For this the company can adopt the triple P model. The triple P model aids in addressing the effectiveness and the efficiency of operations. To improve the productivity of operations, the company needs to improve the efficiency and effectiveness factor. The efficiency of the company can be improved by developing a strategic management that would focus on the people and the capacity management. By improving the efficiency with the given number of employees and improving the technical resources, there can be improvement in the effectiveness or increased productivity of operations. The four step process that can be used to improve the existing resources has been divulged in detail in this analysis. It has been estimated that by adopting these strategies, the company can sustain and expand in the future.
The personnel of the company need to be rewarded through bonuses and also through intangible appreciation (Hoque, 2013). This would boost the morale of the employee. Task allocation should be appropriate and based on what the employee can manage. There should be the right balance of technology. Each unit manager should have a scripted practice as to how the employee should manage and behave with the customers. Apart from technical knowledge or the hard skills, the employees should have the soft skills to interact with the consumer. The employees are the first line of connecting with the customers. This line of connection should be proper to ensure that the customers are satisfied (Vlachos & Bogdanovic, 2013). This directly influences the brand name. It has been found from analysis that people and the resources are the most important facet that is required for the maintenance of capacity by the company. Capacity management has been elucidated in the following section.
Reporting of these activities should be done in order to ensure that the people are able to meet the requirements (Slack, Chambers & Johnston, 2010). The key variables that should be reported are the hours worked, productivity, forecast standards, self-appraisal and the intangible factors such as customer rapport, etc. Evaluation or appraisal of the processes should be the next tangential step taken to monitor the processes. This is the tricky aspect of the current hotel management. There is a need to factor in the intangibles as well (Slack, Chambers & Johnston, 2010). This makes quantification in the modern times very difficult to follow. There have been a number of models used by the companies in the recent times to understand the development of the best practices in the service sectors (Masiero, Pan & Heo, 2016). Many of the conventional ideologies involve the following analytical calculations to understand about the specific aspects. Nevertheless, in the modern times, there are more intangibles that are factored and it makes tangible calculations not valid.
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