Discussion Forum Unit 2

Course Name: Bus 5910 – Management Capstone

Name of student: Liziane De Carvalho

Name of Instructor: Dr. Pathan

Title: Navigating Short-Term Goals and Long-Term Quality: The Case of Cambridge
Suites, Halifax

Introduction

Cambridge Suites Halifax, a pioneer in the hospitality industry with an innovative "all-
suite" hotel concept, faced challenges in maintaining competitiveness amidst changing
market dynamics. This post aims to provide a comprehensive analysis of the case
study.

The post will present a summary of the case articulating elements of the case:
Identifying the real, root problem of this case; Diagnosing the fundamental cause(s);
indicating possible alternatives available to the partners; evaluating their plan of action
(decision/implementation); stating the importance and relevance of the case to the
study of business while considering the primary stakeholders' motivations.

Case Summary

The case of Paul Stackhouse at Cambridge Suites Halifax revolves around the intricate
challenges and opportunities within the evolving global tourism marketplace.
Recognizing the dynamic nature of the hotel industry, Paul, an experienced hotel
manager, envisions quality management as a strategic avenue to secure sustained
productivity, profitability, and service excellence. However, his predicament lies in
reconciling the imperative for immediate, tangible results that corporate stakeholders
demand with the inherently long-term nature of comprehensive quality management
initiatives. As the hotel achieves record-breaking occupancy rates and market
competitiveness, Paul strategically initiates a Continuous Quality Improvement (CQI)
pilot project. While this project, targeting energy and paper consumption,
demonstrates early successes. (Reducing Paper Use, n.d.). Paul grapples with scalability,
employee engagement, and aligning short-term victories with the profound,
transformative goals of quality management in a service-based industry. (Ross, 1995).

Paul Stackhouse's journey at Cambridge Suites encapsulates the intricacies of steering

a hotel towards a quality-centric paradigm, emphasizing the delicate balance between
meeting immediate corporate expectations and charting a course for sustained
excellence amidst the ever-changing dynamics of the global tourism marketplace.

Problem Identification

The real problem revolves around aligning the implementation of a TQM/CQI initiative
with short-term tangible results and long-term quality improvement goals. Stackhouse
grapples with convincing the corporate office to support a comprehensive quality
management initiative without immediate observable outcomes.

Fundamental Causes

The fundamental cause lies in the hotel's need for a strategic shift towards a quality-
focused culture while managing short-term expectations. Stackhouse's dilemma arises
from the conflict between immediate visible results desired by the corporate office and
quality management initiatives' longer-term, culture-transforming nature. (Al-Ababneh,
2021)

Possible Alternatives

Possible alternatives for the partners include redefining short-term benchmarks to

showcase immediate gains, enhancing communication to gain better corporate
support, and aligning the pilot projects more closely with customer-centric goals to
emphasize quality improvement. (Al-Ababneh, 2021)

Evaluation of the Plan of Action

Stackhouse's plan of action in implementing CQI initiatives was strategic, emphasizing

executive interviews, strategic planning sessions, project workshops, and debriefing
sessions. The energy and paper reduction teams showcased success, exceeding their
goals. However, the approach needed more extensive involvement of front-line
employees and fell short of directly addressing guest expectations and cultural change.
(Al-Ababneh, 2021)

Importance to Business Studies

This case underlines the challenge of integrating long-term quality management

initiatives with short-term corporate expectations. It highlights the significance of
aligning strategic visions with operational implementations, understanding customer
expectations, and fostering a culture of quality within an organization.

Stackholder's Motivations
Stakeholders, including the executive team, department managers, and employees,
were motivated by the prospect of improving hotel operations, achieving energy and
cost savings, and participating in decision-making processes. The motivation theories
from Chapter 4, such as the expectancy and equity theories, align with the
stakeholders' aspirations for recognition, involvement, and achieving tangible results.

Conclusion

The case of Cambridge Suites Halifax illustrates the complex interplay between short-
term expectations and long-term quality enhancement initiatives. It is a pertinent
example for business studies, showcasing the challenges of implementing quality
management strategies in service-based industries while balancing immediate
corporate demands with the strategic pursuit of excellence.

References

Al-Ababneh, M. (2021, January 15). The implementation of Total Quality Management

(TQM) in the hotel industry. https://papers.ssrn.com/sol3/papers.cfm?
abstract_id=3775392

Reducing paper use. (n.d.). Yale Sustainability. https://sustainability.yale.edu/take-

action/reducing-paper-use

Ross, G. (1995). Cambridge Suites Halifax. Acadia Case Study Institute. Acadia University.
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