OPERATIONS MANAGEMENT provide to meet

(PRE-LIM) customer demand.

ORANIZATIONAL DIVERSITY
INTRODUCTION TO OPERATIONS MANAGEMENT 1. Role model individual behaviour that
WEEK 1 demonstrates respect for diversity
2. Create a climate where group identities do not
WHAT IS OPERATIONS MANAGEMENT? inhibit employee ability to contribute to
Operations management is the management of organisational goals or achieve personal career
processes that transform inputs into goods and goals
services that add value for the customer. 3. Use merit-based policies for recruitment,
selection and promotion
THE GOAL OF OPERATIONS MANAGEMENT 4. Plan, develop and implement work practices
maximize efficiency while producing goods and that show respect for workplace diversity
services that effectively fulfill customer needs. 5. Assist and coach colleagues to embrace
operating decisions must be made that have diversity in relation to both colleagues and
both long- and short-term impacts on the customers
organization’s ability to produce goods and
services that provide added value to customers
ROLE MODEL INDIVIDUAL BEHAVIOUR THAT
THE ROLE OF OPERATIONS MANAGEMENT IN THE DEMONSTRATES RESPECT FOR DIVERSITY
ORGANIZATION The concept of workplace diversity:
one of the three strategic functions of any Has evolved over time
organization (Others: Marketing and Finance) Began with a focus on age, gender, race,
a vital part of accomplishing the organization’s religion and culture
strategy and ensuring its long-term survival Now grown into consideration of issues such as
should support the overall organization strategy work-life balance, health-related issues and
people’s preferences for flexible work
STRATEGIC VERSUS TACTICAL OPERATIONS arrangements
DECISIONS
determine how well the organization can Managers and supervisors can role model
accomplish its goals appropriate behaviour by:
provide opportunities for the organization to Realising all they say and do is on public show
achieve unique competitive advantages that to others in the workplace
attract and keep customers Creating a suite of supporting ‘Diversity’
STRETEGIC OPERATION TACTICAL OPERATIONS documents to guide and direct workplace
DECISIONS DECISIONS thinking and activities in relation to diversity
facility location workforce scheduling, Dealing immediately with inappropriate
decisions, establishing quality behaviour or language
the type of assurance procedures,
Acknowledging good work by staff in relation to
technologies that the contracting with
organization will use, vendors, embracing and encouraging diversity in the
determining how labor managing inventory. workplace
and equipment are Themselves avoiding engaging in unacceptable
organized, behaviour or using unacceptable language 
how much long-term
Celebrating successes flowing from having a
capacity the
organization will diverse workforce
Offering training and support to staff
 Creating a genuinely diverse workforce through The following will help create the required workplace
implementation of strategic action to include climate:
and encourage a diverse workforce from a wide
range of diversity dimensions

CREATE A CLIMATE WHERE GROUP IDENTITIES DO NOT

INHIBIT EMPLOYEE ABILITY TO CONTRIBUTE

Group identity has major influences in the

workplace on:
How staff behave
The way they speak to others
The extent they communicate and share
information
Their dress standards
Compliance levels with management/
organisational and legislated requirements

PLAN, DEVELOP AND IMPLEMENT WORK PRACTICES

TO RESPECT WORKPLACE DIVERSITY

The following will help create the required It is important to note:

workplace climate: Development of diversity practices may occur at
same time/as part of process to develop the
diversity policies
Diversity polices and practices/SOPs are often
combined into the same/one document
All stakeholders need to be involved at this
stage/in the process

Keys to the planning process:

Ensure policies reflect/flow from Diversity
Strategy
Read and understand all policies for which SOPs
are required
Network with ‘relevant others’
(Continued)
Keys to the planning process:
Possible topics for consideration:
To optimise implementation of requirements:
Establish timetable for introduction and
implementation
Provide necessary training
Nominate a transition phase
Remind staff of need for compliance
Provide support for staff
Monitor implementation
Revise SOPs as/if required
Report to management
Acknowledging religious and cultural
celebrations
Appropriately allocating duties to particular
staff members
Culturally appropriate mixing of staff
Training employees in a range of issues
Considering customers with special needs
Addressing workplace communication
Using personal differences of staff within the
organization
Tackling identified workplace barriers
Preparing and developing appropriate issue
resolution procedures
Initiating flexible work practices
Incorporating the wearing of national or
religious dress with staff uniforms required by
the organization
 INSEPARABILITY
CHARACTERISTICS OF TOURISM AND
Most travel products are first sold and the
HOSPITALITY OPERATIONS
produced and consumed at the same time
WEEK 2
can only be consumed at the supplier’s premise.
Intangible
PERISHABILITY all about the time spent and the experience
one of the most important characteristics INFLEXIBILITY
consumed as they are produced fairly inflexible in terms of fluctuation
rooms and cable car seats cannot be Hotels cannot change their capacities
warehoused for futures sales quickly enough to react on spontaneous
When a hotel room is not booked fluctuations in demand
tonight, you cannot take ‘tonight’ and IMITABILITY
sell it tomorrow easy to copy
Once the train left the station, unused Originality, consistency, location etc. – but not
capacity cannot be sold afterwards – by hoping that their services are not imitable is
provided that it was no time-traveling the key
train
INCONSISTENCY
always differ
THE SCOPE OF TOURISM AND HOSPITALITY SECTORS
Even the same hotel room in the same
week with the same weather can be ‘Hospitality’ industry also known as ‘Tourism &
perceived differently due to the mood Hospitality’ industry:
of the chef Restaurants & cafes
always about the experience that the customer Hotels
makes Clubs
challenging to deal with the customer Meetings & events – MICE
perception of the product (the perceived Tours operators
quality) Tours guides.
affected by numerous uninfluenceable
aspects such as weather, construction
sites, other customers etc. Hence, the CHARACTERISTICS OF TOURISM AND HOSPITALITY
product is very inconsistent and cannot OPERATIONS
be standardized.
INVESTMENT AND IMMOBILITY Restaurants:
big capital lockup in the assets Mainly provide food for on-premise
furniture, restaurants, TV-sets, laundry-service, consumption
pools, saunas etc. – invested capital that has to May sell liquor
pay off May be based on:
investments are attached to one locality A national cuisine
dependent on the attractiveness of the region, A style or speed of service
the country, its surroundings and so forth A unique feature or activity
PEOPLE-ORIENTED Cafés:
builds entirely upon people Serve meals & snacks
interaction between the staff and the customer May be licensed
determines the perceived product quality May provide entertainment
results from personal interactions Are more casual than restaurants
starting with the information and May identify as ‘bar & café’.
booking process over the stay up to the
journey home
Hotels:
Can vary significantly in quality, facilities &
services
May feature a ‘star rating’
Prices related to quality, location & services
Feature a range of different departments & job
roles.
Fast food outlets:
May be franchised outlets or owner-operated
Much food is pre-prepared & ‘held’ for service
Some food is cooked-to-order
Restaurants may offer food to takeaway as ‘fast
food’
Some offer eat-in facilities
May offer home delivery.
Canteens:
Usually operate to serve workers
Offer meals, snacks, confectionery
May operate 24 hours a day
Food may be subsidised by employer
May be contracted out to an external caterer
‘Wet’ canteens have alcohol available.
Casinos:
Feature numerous departments and job roles
Are very similar to 5-star hotels
Provide gaming-related employment
Have a very strong emphasis on security.
Convention centres:
Offer a wide range of services & facilities
Cater for large events
Often employ staff on a casual basis
Large events use different shifts for different
stages of an event
Hotels & clubs may contain their own
convention centre.
Licensed clubs:
Can be similar in structure, departments & jobs
to large hotels
Cater for members & their guests
Guests must be ‘signed in’.
Nightclubs:
Very popular
Many job opportunities
Work can be demanding on staff
Requires long hours, late finishes
May be integrated into a hotel or a stand alone
venue
Heavy emphasis on liquor & entertainment.
Resorts:
Provide a wide range of products & services
Often require staff to live on-site
Can be a unique job opportunity but often
‘reality’ is different to the dream
Fraternizing with guests is not allowed
Staff usually need to be multi-skilled & flexible.
The industry also comprises:
Hospitals and nursing and retirement homes
Accommodation providers
Sporting facilities
Large & small catering companies.
THE SCOPE OF TOURISM AND HOSPITALITY SECTORS
Executive apartments
Defence forces
Caravan parks
Travel & transport options.
The structure of each business:
Features the use of ‘departments’
Will feature different staffing levels
Provides for a variety of positions
Reflects the operational needs of each venue
Often described in an ‘organisation chart’.
F & B department:
Serving beverages in bars
Serving food & beverage in restaurants
Preparing & providing food items.
Organising & servicing banquets, functions and
conferences
Providing room service
Providing mini-bar service
Calculating accounts & daily takings
Purchasing & distributing stock
Undertaking daily cellar tasks
Making retail sales in bottle shop.
Kitchen/Catering department:
Ordering food
Storing food
Preparing food
Cooking food
Plating of food
Safe food handling
Cleaning
Housekeeping: Visits.
Cleaning rooms & facilities
Performing laundry duties Hospitality involves:
Performing linen room functions Eating
Monitoring rooms & facilities Drinking
Portering. Accommodation
Sales & Marketing department: Rest & relaxation.
Undertaking required media advertising for the MICE involves:
venue Developing concepts and themes
Creating brochures & advertising materials Arranging elements of events
Canvassing prospects Planning events in consultation with client.
Conducting sales promotion activities Promoting events
Organizing events & sponsorships Taking registrations & bookings
Taking bookings. Implementing the event
Accounts & Finance department: Evaluating the event.
Monitoring revenue & expenditure You need to develop tourism industry knowledge
Paying accounts regarding:
Administering payroll Tourist attractions
Preparing taxation & internal reports Tour operators
Forecasting budgets Tour guides.
: HR department Tourist attractions:
Identifying future staffing needs Natural attractions
Recruiting staff Built attractions
Selecting staff Blended
Providing induction & orientation Integrate with local hospitality venues
Gaming department: Employ on-site staff.
Providing services to gaming machines Tour Operators:
Monitoring patron behaviour Liaise with other businesses to develop
Dealing ‘packages’
Supervising Develop a variety of tours
Cashiering Each tour can have different inclusions relevant
Entertainment department: to the tour group
Selling tickets Buy accommodation from hotels at cheaper
Promoting events rates than private individuals.
Organizing functions Types of Tour Guides include:
Auditioning On-site/attraction guides
General venue management. Driver guides
Hospitality and tourism industries: Specialised guides
Support each other Business & industry guides.
Are not mutually exclusive
Must work together & cooperate
Are two sides of the same coin.
Tourism involves:
Trips & tours
Tour guides
Travel
Activities
 IDENTIFY CUSTOMER NEEDS, WISHES AND
THE CUSTOMER IN OPERATIONS MANAGEMENT
EXPECTATIONS
WEEK 3
Involve the customers in developing new
services
THE CUSTOMER
Organise and conduct a series of focus groups
A customer can be seen as: Actively listen to the customers
A person on the receiving end of what the Make decisions and act on the basis of the
business offers customer’s motives, needs and expectations
Someone who is willing to pay a fair price for a Wear customer spectacles and see with the
quality product and wants to be neither over- customer’s eyes
charged nor under-served Actively look for customer feedback
The reason the company is in business Ask customers what elements or factors of
Someone who has certain needs and wants service are of particular importance to them
them filled Analyse the market trends
If we cannot fill them, will go to a competitor Analyse the competitors.
who will. Use staff feedback
There is no ‘one’ customer Staff must be actively encouraged to provide
Customers are all individuals and come with input to the development of quality customer
individual needs and expectations service, too
Businesses cater to a range of types of After all it is staff who are delivering the service
customers, known as target market segments and they who are best placed to understand
Challenge lies in being able to provide an what the needs and wants of customers may
offering to meet their individual needs be.
We have to recognize each type of customer How can you get staff feedback?
and treat them as individuals
Involving staff in this research process could include:

Encouraging staff to feedback all relevant

CUSTOMER NEEDS, WISHES AND EXPECTATIONS comments from customers
Not shooting the messenger
Needs
Setting agenda items for staff meetings which
The things customers are unable to do without
include ‘customer service’
This may be a meal or beverage.
Developing appropriate documentation.
Wishes
Way in which our customer would prefer to
IDENTIFY SERVICE DEFICIENCIES
satisfy a specific need, but they may not have
the resources to meet these wishes Common service deficiencies
They are willing to settle for less. What are common service deficiencies in
hospitality departments?
Expectations What are some ways you can improve service
deficiencies?
These spring from the customers’ needs and wishes but
are also influenced by:

The company’s image or reputation in the

market
The customer’s previous perceptions and their
experience with the company
The company’s advertising
INVOLVE STAFF IN CUSTOMER SERVICE PLANNING Greater use of technology
Environmental awareness.
It helps staff:
To understand what is required of them
Staff focus
Provides them with an opportunity to make
Ensuring staff play an active role in improving
input to areas that will ultimately greatly impact
service standards, is a key objective for
on them
management
Increase ownership ‘own’ the changes
Staff are their eyes and ears and are able to
Strive to better implement any actions agreed
communicate important information about the
to
customer.

Getting the staff involved Approaches to the staff may include:

Activities providing opportunities for staff
Creating and implanting the business concept
participation in the planning process include:
in the entire organisation, which helps to
The formation of quality improvement groups
determine the direction the company will take
or ‘quality circles’
in the future
Establishment of group training sessions
Involving staff in planning and implementing
Introducing a variety of methods and systems to
quality improvement
spread information
Building a spirit of working together towards
Keep the message in front of everyone’s eyes.
goals.
Creating instruments and channels to
disseminate the company’s philosophy, goals
SERVICE IMPROVEMENT OPTIONS
and values throughout the organisation
Operational focus Promoting a climate of open communication
Create a competitive advantage over and feedback
competition by either doing something Encouraging and recognising innovation and
different, more superior or cheaper teamwork
New or revised products Recognising the right of every employee to
New services understand the requirements of their
New menus assignment, and to be heard when offering
Renovations suggestion for improvement.
New equipment with staff fully trained in their Customer focus
operations. Approaches to the customers may include:
New equipment with staff fully trained in their Making the customer a ‘member’ of the
operations organisation
New marketing strategies to new target market Rewarding faithful customers
segments Communicating with customers to promote
New advertising campaigns with suitable goodwill, trust and satisfaction
attractive packages Identifying customer’s unstated needs
New branding Ensuring customers’ needs and (reasonable)
Correct staffing level and mixes requests are met
Recruitment Providing friendly and courtesy assistance.
Structured training programs.
Regardless of the type of organisation, solutions will
Management
only work if the customer believes them to be:
Financial support
Changes in management style Meeting their needs, wants and expectations
Organisational re-structures. Is of good value
Greater use of e-business Is better than that provided by the competition.
CUSTOMER INTERFACE may be exposed to those back-office processes
that weren’t designed for customer eyes.
the place where an organization meets its
customers MAXIMIZE THE CUSTOMER’S COMFORT
it’s something no one talks about enough, even
If you must make your customers wait, make
though it adds so much value
sure they do so in comfort
evolve around the service experience
be sure to balance service and waiting areas;
The relationship between the customer and
make sure your waiting areas are comfortable
the service provider, internal or external, and
the demands of each greater emphasis on the
service element
KEEP CUSTOMERS IN VIEW

If a customer is always visible it allows

HOW TO STRENGTHEN THE CUSTOMER INTERFACE employees to make sure that the process is
WITH OPERATIONS MANAGEMENT running as it should be
aids in security and, especially in retail
Establish an easy service flow
operations, deters theft
Minimize handoffs of customers
Minimize the movement of the customer through
your process
Maximize the customer’s comfort CAPITALIZE ON YOUR SPACE
Keep customers in view
place your facilities where customer traffic is
Capitalize on your space
high
Separate back-office processes from front-office
most face-to-face customer interaction occurs
processes
in locations where the facility cost per square
foot is high relative to less congested areas
ESTABLISH AN EASY SERVICE FLOW You want high traffic or sales volume to
compensate for the cost of the location
Design a process that’s visible and clear from the
customer’s perspective.
One point of entry
SEPARATE BACK-OFFICE PROCESSES FROM FRONT-
Well-marked steps
OFFICE PROCESSES
Personnel available to direct customers as
needed Back-office processes include a restaurant
kitchen, the loan approval process at a bank,
MINIMIZE HANDOFFS OF CUSTOMERS
and inventory storage spaces at big box stores.
creating a step in the process that makes it some companies expose traditional back-office
easy for customers to be served at their processes as part of their business strategy,
convenience or a resource that can provide a such as those restaurants that have open
quick and clear path through the process kitchens so the customer can observe the
cooking or warehouse retailers that keep all
MINIMIZE THE MOVEMENT OF THE CUSTOMER
inventory visible in an effort to keep costs
THROUGH YOUR PROCESS
down.
a customer roaming throughout your facility
because the customer doesn’t know where to
go.
increases the customer’s flow time and runs the
risk that the customer may not end up at the
next correct process step
 MONITOR EFFECTIVENESS OF CURRENT COMPUTER
WORKING WITH INFORMATION MANAGEMENT
SYSTEM
WEEK 4
IDENTIFY COMPUTER SYSTEM NEEDS
Understand business strategies and requirements
The use and purchase of computer assets are
important activities in any business.
Before an organisation purchases an expensive
computer system it is important to understand:
What are the strategies of the organisation
going forward?
What are the current and future business
computer requirements?
COMPUTER SYSTEM ASSET MANAGEMENT
Involving stakeholders in determining business
computer system asset needs
For managers it is important to identify:
Who the relevant stakeholders may be
Why their input is important
How such contributions may be obtained
Involving stakeholders in determining business
computer system asset needs
Owners of the business
Managers
Supervisors
Staff, teams and workgroups
Customers
Suppliers
IT consultants
Their input can help clarify:
The structure of the business computer system
to meet the desired technical needs
Identification of all pieces of hardware and
software assets required
Quantities to be obtained
Timelines that apply to acquisition
Brands, models and types to be considered
Restrictions that apply
Their input can help clarify:
The needs of users
Customer needs
Introduction and installation
Training required
Financing arrangements
Importance of monitoring current computer
system
Many assets purchased by a business, including
computer system assets will need to have their
performance monitored.
Monitoring performance allows more informed
decisions to be made about:
Effectiveness of current asset items
Guide future purchasing decisions
Computer system asset management activities
Planning for assets
Creating or acquiring new assets
Accounting for assets and determining the
actual cost of the services they provide
Operating and maintaining assets
Monitoring performance and condition of
assets
Assessing refurbishment, renewal and
replacement options
Disposing of assets that are no longer required
Auditing the way in which assets are managed
and the asset management practices and
procedures
Identifying and working to minimise life cycle
costs of new assets
Aspects of computer system asset management
The performance of the asset is evaluated against
the level of service provided to the customer.
This can generally be measured in terms of:
Reliability
Availability
Capacity
Meeting customer demands and needs
TOURISM COMPUTER SYSTEMS
Tourism systems
Commonly used industry-wide systems used by
travel organisations include:
Global distribution system (GDS)
Computerised or centralised reservations
system (CRS)
GLOBAL DISTRIBUTION SYSTEM (GDS)
The Global Distribution System (GDS) is an e-commerce
tool introduced by airlines to facilitate the booking of
flights.
There are four major Global Distribution Systems:
Amadeus
Galileo
Sabre
Worldspan
COMPUTERISED RESERVATION SYSTEMS (CRS)
There are many computerised reservation systems
(CRS) in use today and while they all provide similar
functions, menus, sub-menus, options, reports,
statistics and accounting facilities the individual
programs are all unique.
What are examples of CRS’s?
What is their purpose?
How do they benefit a tourism organisation?
COMPUTER SUPPORT SERVICES
Importance of computer hardware and software
support services
Why are these services important?
What types of services and support are
available?
Types of support services
On-line help
Manuals and training booklets
Training
IDENTIFY POTENTIAL PROBLEMS
Identify predictable problems with
implementation of new computer system assets
Delays in implementation
Frustrations with new systems
Insufficient physical space or area
Lack of seamless integration between old and
new systems
Greater stress as workload increases and
productivity reduces
Staff are unfamiliar with new systems
Staff unable to perform functions on new
systems
Staff making mistakes in new system
Greater complaints due to delays and
inaccurate information
Lost data  Limited access due to new security
of password procedures
Disruptions to routine
Problems with productivity
Extra support required by employees
IDENTIFY A RANGE OF INFORMATION SYSTEMS AND
SOURCES IN USE WITHIN THE INDUSTRY
DESCRIBE POLICIES AND PROCEDURES FOR OPERATING
AN AUTOMATED INFORMATION SYSTEM
Policy and procedure manuals determine the basis for
achieving consistent standards of behaviour, operating
procedures, quality of products and services provided:
System access protocols
Password controls
Licences
Software Licensing
Intellectual property
Confidentiality
Security and integrity of information
 Storing of Files IDENTIFY THE FUNCTIONS OF AN AUTOMATED
Prohibited Activities INFORMATION SYSTEM
Legal considerations
Internet

IDENTIFY AND SELECT APPROPRIATE SOURCES OF The World Wide Web is a collection of
INFORMATION electronic documents that are linked together
like a spider web
WHAT INFORMATION CAN BE OBTAINED THROUGH
These documents are stored on computers
AN AUTOMATED SYSTEM?
called servers located around the world
Pricing
Internet allows users to:
Availability
Destination information Connect easily through personal computers and
Visa information other devices
Product information Exchange electronic mail (E-mail) worldwide,
Intranet (company designed information nearly instantaneously
system) Access, review and create information
Employee information Access multimedia information that includes
Company information sound, photos & video
Computer Reservation System (CRS) Access diverse perspectives from around the
world

IDENTIFY THE FUNCTIONS OF AN AUTOMATED

INFORMATION SYSTEM
A central reservation system (CRS) is the most common
system used today by travel agents as it is the most
reliable for ensuring information is always current:
Central Reservation System
Fare reservation
ENABLE ACCESS TO REQUIRED SYSTEM AND/OR
INFORMATION
Points to remember when purchasing online:
Double check pricing
Find and read the privacy policy.
Review the return, refund, and shipping and
handling policies as well as the other legal
terms
Print the terms
Make sure the internet connection is secure
Use the safest on-line payment method

Type of information sites:

Bookmarking sites
Social news
Media sharing
Hotel reservation Micro-blogging
Blog comments and forums
SMART ENERGY MANAGEMENT
uses sophisticated machine-learning algorithms
to continuously analyze historical
thermodynamics, local weather patterns and
peak demand loads to optimize energy
consumption in real-time, all year round
Smart energy-management systems can reduce
energy costs by up to 20 percent and generate
some of the fastest payback periods in the
industry (between 12- 24 months)
PREDICTIVE MAINTENANCE
allows them to use sensor data to identify
wasteful or hazardous trends and alert
maintenance staff before a given issue escalates
into a much costlier one
enabling engineering staff to predict
maintenance needs based on system usage,
prevent system failures and reduce the costs of
operating a faulty system.
SMART GUEST EXPERIENCES
No hotel can operate without guests, and for
that reason, hoteliers can expect to see smart
technology further shape guest experiences and
expectations
guest data be used to help better accommodate
guest needs, but in conjunction with occupancy
sensors, it can also be used to automate guest
interactions throughout their stay, reducing
both friction points and labor costs
BIG DATA AND BIG DATA PROTECTION
aggregates data and makes it actionable
big data comes big responsibility
data breaches that have literally put
hundreds of millions of consumers at
risk
Big data is great when you can use it to take
action— whether that’s tackling a new market
segment or adjusting your rate plans to
compete against your competitors
SMART RESERVED PARKING
smart sensors and hotel apps to allow guests to
reserve parking spots in advance of their visit
and to have their space assigned upon arrival
Saves the labor cost of manually managing
parking inventory and it will give guests a
smoother experience from the moment they
pull in.
REMOTE CHECK-IN/CHECK-OUT
can better predict/manage their staffing needs
and save considerably on labor costs
Alert staff when guests arrives
offer appropriate upgrades/upsells, and provide
them with a more personalized guest
experience, even on their first visit 
travelers can enjoy a seamless self-check-out
experience that also allows them to arrange for
their preferred transportation to their next
destination
Mobile Room Keys
hotels are offering guests room access via their
smartphone app
saving costs from printing environmentally
harmful plastic keycards and its eliminating the
hassle of managing keycard inventory that is
prone to loss and demagnetization
SMART ROOM SERVICE
push menu notifications to smartphones at
optimal times when the guests are in their
rooms
can even include personalized suggestions
based on past orders
SMART MARKETING PRACTICES
Data opportunities of smart technology offer a
more complete picture of their guests than ever
before
leverage data insight are the ones that will
continue to succeed in the face of increased
competition from Airbnb
ONLINE REPUTATION MANAGEMENT TECHNOLOGY Industry issues to monitor & find updated
information about include:
offer owners valuable insight into how well a
Changing & emerging trends
property delivered on guest expectations
New techniques & practices
operators will continue to invest in platforms
New equipment, technologies & systems
that help them monitor online reviews, manage
New recipes
their online reputation and use that feedback to
Marketing & promotion initiatives
improve both their operational and guest
Legislative changes
experience standards
Market research findings
online reviews not only provide a source of
What is happening at your competitors.
direct feedback from guests, but they also
impact a property’s bottom line
Learning opportunities to update industry
knowledge:
On-the-job feedback & information from others
Staff meetings & briefings
Formal studies
Industry training  Monitoring the media &
ICT AND KNOWLEDGE internet
WEEK 5 Subscribing to industry reading materials
Joining an industry association
Attending industry events
ICT – Information and Communication Technology
Trying something new
ROLES OF INFORMATION AND COMMUNICATION Visiting competing businesses.
TECHNOLOGY

Better Decision-Making
MONITOR CURRENT ISSUES OF CONCERN TO THE
Increased Productivity
INDUSTRIES
Improved Customer Service
Greater and Virtual Collaboration Ways to monitor issues:
Improved Financial Performance Attend all meetings
Read your memos & emails
Monitor the media
CHANGES MADE BY ICT
Highlight issues of interest to your job, industry
Impact on Operating Costs & venue
Securing Sensitive Information Form your own informed opinion about issues
Improved Communication Processes Talk to management
Increased Employee Productivity Talk to customers
Broaden Customer Bases Read newsletters & updates from industry or
Collaboration and Outsourcing government sources.
Industry issues can be caused by:
The economy – local, national, international
IDENTIFY & USE OPPORTUNITIES TO UPDATE
Environmental issues
INDUSTRY KNOWLEDGE
Terrorism
Up-to-date information: Weather
Can relate to venue, sector or industry Technological change
Will assist in career Legislated changes.
Must be applied
Must be shared with colleagues & customers.
Issue of concern – government initiatives:
Campaigns to promote certain industries
Funding for training
Campaigns to attract foreign or other workers
Amending legislated obligations &
requirements.
Issue of concern – emerging markets
Businesses seek to exploit emerging markets
Spa resorts & the wellbeing industry
Fast food
Ageing visitors
Action holidays
Focus on domestic tourism.
Most venues also have (changing) ‘niche
markets’
SHARE UPDATED KNOWLEDGE WITH CUSTOMERS &
COLLEAGUES
Knowledge must be used & shared to be beneficial.
To share with colleagues:
Tell them verbally
Demonstrate
Send emails
Prepare & distribute a handout.
Incorporating new knowledge into everyday
workplace practice involves:
Working in accordance with new requirements
Integrating new knowledge into work practices
Updating printed materials
Supplying new knowledge to visitors.

Issue of concern – environmental & social issues:

Waste management
Pollution
Sustainability
Respect for indigenous people
Responsible advertising
Freedom from discrimination
Accommodating local concerns
Changing planning & related requirements.
Issue of concern – labour issues:
Pay rates
Availability of suitably trained staff
Working conditions
Training.
Licensing & certification requirements
Superannuation
Workers’ compensation insurance
Disciplinary & dismissal procedures
Complaint resolution protocols.
Issue of concern – business expansion or
contraction:
Will venue stay in the sector?
Will venue set a new direction or markets?
Will venue leave the industry?
Will operators invest in their business?
Increase or reduce staffing levels?
Change focus of training?
Alter advertising & promotions?
Vary products & services offered?
Increase, decrease or maintain prices?