The Root Cause

Paul, with his deep understanding of the competitive nature of the hospitality industry,
recognizes the challenges of maintaining competitiveness. Based on his expertise, he
believes that implementing Total Quality Management (TQM) techniques can enhance the
company’s performance, reduce costs, maximize profit margins, and prepare the company
to navigate market changes during low demand periods. However, the initial rigidity of the
hotel business in adopting TQM indicates a lack of emphasis on continuous improvement.
Resistance to change among staff and the resource-intensive nature of the improvement
process contribute to this inflexibility. Additionally, the hotel and hospitality industry’s
reliance on intangible factors means that vacant rooms represent permanent losses that
cannot be recovered later (Ross, 1995). Paul also acknowledges the need for understanding
guest expectations, gaining support from higher management and employees, and
leveraging TQM to foster a positive work environment that encourages involvement and
advancement.