QUALS - 1

• The scope of hospitality & tourism includes

  • Travel & tourism
  • Lodging
  • Assembly & event management
  • Restaurants and managed services
  • Recreation
• Quality


  Consistently providing goods and services to guests that meet or exceed expectations in the tourism and hospitality business
• International Organization of Standardization (ISO)


  Defines quality management as "element of the overall management function that develops and executes quality policy and as such is the responsibility of the top management"
• Managing all operations for the future prosperity of the organization is a management duty
• Dimensions of Quality


  • Performance
  • Reliability
  • Durability
  • Serviceability
  • Aesthetic
  • Features
  • Perceived Quality
  • Conformance to standards
• Characteristics of the Hospitality Industry


  • Open 365 days a year and 24 hours a day
  • Requires shift work
  • Service is intangible
  • Products are perishable
• Comparing Goods & Services

  • Goods: Tangible, Standardized, Production separate from consumption, Non-perishable
  • Services: Intangible, Heterogenous, Simultaneous production and consumption, Perishable
• Massage Therapist


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• Tour Guide


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• Three aspects of service according to Horst Schulze


  • Service should be defect free
  • Service should be timely
  • People should care
• Four things hospitality businesses should be doing according to Horst Schulze


  • Keeping guests equals loyalty, meaning guests trust you & are happy to form a relationship with you
  • Find new guests
  • Get as much money as you can from the guest without losing him or her
  • Create efficiencies
• Most common insults to guests


  • Grossly overbooked reservations
  • Holding better table for favorite guests
  • Waiter who could suddenly conjure up a table for a heavy tip
  • Treating guests with attributes bordering on arrogance
• Principles of Quality Management Leading to Quality Service


  • Commitment
  • Culture
  • Continuous improvement
  • Cooperation
  • Customer focus
  • Control
  • Cross functional
  • Cost analysis
  • Change
  • Concept of team synergy
• Commitment - total commitment is required if a quality service management culture is to be created. delegating quality concerns to a single person or department is insufficient. top management must have clear standards for quality as well as provide support and training.
• Culture - to alter culture and attitudes, training is essential. negative attitude must be addressed to promote individual contributions and make quality awareness a regular aspect of everyone's work.
• Continuous improvement - quality service management should be seen as a "continuous process" it is not as "one shot" program. continuous improvement encompasses both "incremental" and "breakthrough" improvements. improvement may take several forms, including the following: 1. increasing consumer value via new and better goods and services, 2. recognizing new business possibilities, 3. errors, faults, inefficiencies, and waste are reduced, 4. enhancing responsiveness and cycle time performance, as well as 5. increasing resource usage productivity and effectiveness
• Cooperation - employee participation and collaboration should be sought in the creation of improvement initiatives and performance metrics. the following are examples of what quality service management looks like: 1. employee involvement - refers to the fact that every employee is engaged in the company's day-to-day operations and plays an active role in assisting the company in achieving its objectives, 2. employee empowerment - refers to the recognition by workers and management that there are many barriers to attaining organizational objectives that may be overcome by individuals given the appropriate tools and authority.
• Customer focus - Direct moment of External customers (those who get the end product or service) and Internal customers (those who receive and provide products, services, or information) should be prioritized
• Control – documentation, processes, and current best practices are required for quality service management solutions to work appropriately. improvements cannot be mentioned in asses, and shortcomings cannot be rectified unless control mechanism exists.
• Cross functional - call the service management is a total system approach in the hospitality and tourism industry, not a separate area or program. It is an essential component of high-level strategy formulation. It spans functions and divisions, includes all workers, and extends backward and forward to encompass the supply chain and customer chain unless control mechanism exists.
• Cost analysis - rather than allowing defects to occur and then inspecting and rectifying them, quality service management aims to design and build quality into the hospitality and tourism product.
• Change - origination of success is dependent on learning and adapting to constant change. improvement and education should be applied after everything you work to provide excellent service in hospitality and tourism sector.
• Concept of team synergy - using the synergy of teams to solve the issues and challenges of continuous improvement is successful strategy.