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• Operations Management


  A field of business concerned with the administration of business practices to maximize efficiency within an organization
• Operations Management


  1. Planning

  2. Organizing

  3. Overseeing the organization's processes to balance revenues and costs and achieve the highest possible operating profit
• Operations Manager


  Tasked with ensuring that the organization successfully converts inputs such as materials, labor, and technology into outputs in an efficient manner
• Functions of Management


  • Planning
  • Organizing
  • Staffing
  • Directing
  • Controlling
• Henri Fayol


  • Father of modern management theory
  • Gave a new perception of the concept of management
  • French executive, mining engineer, director and author of mines who introduced the theory of business administration called "FAYOLISM"
  • Contributed the functions of management which is called "POSDICON"
• Planning


  Deciding in advance, what to do, when to do, how to do it (process) , and who should do it (responsibilities)
• Organizing


  Organizing resources and developing productive relationships amongst them to achieve organizational goals
• Staffing


  • Manpower Planning
  • Recruitment Selection and Placement
  • Training and Development
  • Renumeration
  • Performance Appraisal
• Directing


  Influencing, guiding, supervising, communicating, and motivating subordinates to achieve organizational goals
• Elements of Directing


  • Supervision
  • Motivation
  • Leadership
  • Communications
• Controlling


  Checking if progress is being made towards the goals and acting, if necessary, to correct any deviation
• Classical Approach


  • Focuses on centralized authority, labor specialization and incentives to optimize productivity in an organization and, in turn, drive profits
  • Emphasizes achieving economic efficiency within organizations
  • Allows employees to narrow their field of proficiency and to specialize in one area to avoid multiple tasks
• Human Relations Approach


  • Considers the organization as a social entity
  • Recognizes that money alone is not enough to satisfy employees
  • Develops and maintains a positive work environment, resulting in employees staying in the workplace and being more productive
• System Approach


  • A management perspective that can be used in all the business domains
  • Implies that every manager should be much more precise about decision-making and information flow
  • Requires a company to have an overall system of corporate objectives and subsidiary systems to realize these objectives as efficiently as possible
• Contingency Approach


  • Organizations are individually different, face different situations, and require different ways of managing
  • A contingency plan is a backup plan, or approach that refers to the idea that business leaders need to review and adjust leadership styles based on the scenario or situation at hand
• Operations Manager


  Oversee operational activities, including employee hiring, training, and quality assurance, while also strategizing process improvements to ensure timely task completion
• Functions of Operations Manager

  • Product Design
  • Forecasting
  • Supply Chain Management
  • Delivery Management
• Ideal Skills of an Operations Manager

  • Organizational Abilities
  • People Skills
  • Coordination
  • Tech-Savvy
• Quality Service Operation


  The optimization process of the company that consistently provides goods and services to guests to meet or exceed customer satisfaction
• Key Characteristics of Service

  • Intangibility
  • Inseparability
  • Variability
  • Perishability
  • Ownership
• Service Matrix


  • Developed by Schmenner (1986) to classify enterprises according to their degree of labor intensity vs the degree of interaction/customization
  • Helps identify the level of service that the guest will receive
  • Provides a comparative analysis of service offerings and differentiates them with competitors
  • Helps gain strategic insights into the unique needs for each customer group
• Controlled Levers of Service Matrix

  • Service Level
  • Service Efforts
• Five Stars of Service Quality

  • Reliability
  • Assurance
  • Tangibility
  • Empathy
  • Responsiveness
• Quality Management Approach


  • Quality Planning
  • Quality Improvement
  • Quality Control
  • Quality Assurance
  • Product Attributed Approach
  • Customer-Oriented Approach
• Process of Quality Management


  1. Set quality targets to be met and agreed upon with the customer

  2. Define how the targets will be measured and take actions to measure quality

  3. Identify any quality issues that arise and initiate improvements

  4. Report the overall level of the quality achieved
• Dimensions of Service Quality

  • Service Quality Questionnaires
  • Qualitative Analysis: Documentation
  • Customer Effort Score (CES)
  • First Contact Resolution Ratio
  • Leading Metrics Analysis
  • Leveraging the dimensions of quality of service
• Service Gaps


  Represents a difference between what customers expect and how they perceive the service
• First Contact Resolution Ratio


  Happens when a customer's issue resolves during the first service interaction; no follow-up or back-and-forth is happening. Calculate the first contact resolution ratio by dividing the number of issues resolved through a single response by the number that required more responses.
• Leading Metrics Analysis


  The surveys and methods described above focus on the outcome of the interaction, the customer's subjective experience.
• Service Gaps


  Represents a difference between what customers expect and how they perceive the service. It can occur when the customer fails to understand the importance of the products. Misinterpretation of the service quality can also cause this gap. Organizations are usually unaware of this gap, which poses a risk of loss of customers.
• Service Quality Gap Model

  The GAP Model was first proposed by A. Parasuraman, Valarie Zeithaml and Leonard L. Berry in 1985. The GAP Model of Service Quality helps the company to understand Customer Satisfaction. In-Service Industry, the GAP Model is widely used to understand the various deviations that are occurring in the process of service delivery to potential customers. This helps the service providers to map the inefficiency that is occurring in the service delivery process.
• Five Gaps that the Service Quality Gap Model tackles

  • Knowledge Gap
  • Standard Gap
  • Delivery Gap
  • Communication Gap
  • Expectation Gap
• Knowledge Gap


  Gap between management perception and customer expectation. This gap measures what customers expect and what management thinks they want. This can occur when management doesn't have enough information about their customers' expectations.
• Standard Gap


  Gap between management perception and service quality specification. This gap examines the difference between management's perception of quality service and the steps it takes to provide that level of service.
• Delivery Gap


  Gap between service quality specification and service delivery. This gap assesses the difference between what level of service management expects from staff and what type of service the customer actually receives.
• Communication Gap


  Gap between service delivery and external communication. This gap analyzes the difference between the service a company tells customers it provides and the service they actually receive. It measures whether the company advertises and shares information about its services accurately instead of exaggerating its claims.
• Expectation Gap


  Gap between expected service and experienced service. This gap addresses the difference between the level of service customers expect and the level they perceive.
• Human Resource Management


  It is the implementation of the strategies, plans and programs required to attract, motivate, develop people to meet, reward, and retain the best people to meet the organization goals and operational objectives of the hospitality enterprises. Human resource management is a management function concerned with hiring, motivating, and maintaining workforce in an organization.
• Functions of Human Resources

  • Hiring (Recruitment)
  • Compensation
  • Evaluation and Management
  • Promotion
  • Managing Relations
  • Training and Development
  • Planning
• People Operations


  A strategic business function that focuses on putting the employee first by humanizing impersonal systems and continuously improving employee engagement, development, and retention. Also known as (People Ops) is the management of labor within an organization. A business function that falls under the HR umbrella and helps the organizations manage human capital to better meet company goals and increase employee performance.