Effective Administration Essay Example for Free

Effective Administration EssayOutline the ways in which the Director of Administration and Corporate services and her team nates ensure they provides an efficient administration service to win Accents inscription to chastity.For the existence and survival of any business it is pertinent to have visions, set objectives and create strategies to achieve these objectives. Because business objectives ar long term and in continuum, a machinery is required to design and implement these plans, this is known as administration. Mullins (2007414 ) defines administration as a come upon part of management process that is responsible for the design and implementation of systems and procedures instigated by management to help meet stated objectives. Structure of the Business (ACCENT HOTEL GROUP)The business runs a chain of seven hotels in major cities and airports. These hotels include 3 and 4 star hotels. It has 8 directors on its board and Daniel Rycaart the founder also as the CEO. a ll(prenominal) hotel runs a semi-autonomous strategic business unit and is headed by a General Manager. All the SBUs report directly to CEO. The units headed by the directors-Administration and corporate service (includes IT)-Finance-Hospitality and hotel services-Human Resources-Legal run (company Secretary)-Operations and conferences-Risk Management-Sales and MarketingThe hotels together offer accommodation to about 800 guests and employ about 800 round. As part of its load to excellence and the provision of a look experience for all guests, the hotels offers service which include-Conference suites for day delegates and function rooms for wedding receptions and parties-Evening entertainment in the bar-Indoor heated swimming pool-Leisure sum total (gym, sauna, spas, etc for residents and members)-Outdoor terrace-Two bars (one of which offer 24 hour bar meals)-Two restaurants with give chefs (a la carte and self service buffet style)Due to the CEO trance and business schema, aiming to achieve 100% occupancy all year round was achieved by 40% increase in gross profits in the brave out four years, due to the groups commitment to excellence, which has been underpinned by a number of strategic initiatives, stated belowCultureThe Groups elaboration has deviated with the introduction of a new management philosophy which sees everyones contribution (not just those managing the hotels) as key to its success. This more inclusive culture gave all staff an opportunity to input into the Groups critical success pointors and key performance indicators (KPIs).These include Commitment to excellence via quality, standards of performance and customer service bell and conditions of employment Outsourcing and in-house services Health, safety and hygiene Occupancy Sales and marketingEnsuring that KPI were written into their business and operational plans and objectives were set and met accordingly would ensure that the organizations visions and strategies were commun icated and understood from top to bottom through the organization.Learning and DevelopmentThe Groups commitment to being a learning organisation and maintaining the status of an Investor in mass include the setting up of a new Learningand Development Unit. A learning organisation as be by Peter Senge (1990) are organisations where the great unwashed continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. The organisations commitment to being a learning organisation will ensure that the learning and development require of the employees were in line with the business objectives of the organization.Performance ManagementA report, commissioned by Daniel, identified a number of inconsistencies with the outdated performance appraisal system, including the fact that re masss werent taking place at regu lar intervals, individual objectives werent linked to strategic, business and operational plans and some employees (including waiters, porters, chamber personnel and seasonal and unremarkable staff) were not as adept at identifying their own learning and development needs. Performance management entails grooming. Organizational overall performance depends on achieving outcomes identified by the planning process.Commitment to ExcellenceDaniels vision commitment to excellence is the flagship behind the groups success. However, with the new culture of team work and nudity, Daniel is striving to improve on the already successful quality culture. Daniels has asked for suggestions and ideas from both managers and staff on how service quality and performance could be improved. By linking the results of the internal feedback to performance management and identification of learning needs will further improve the successful quality culture through continuous forward motion. specimen Opera ting ProceduresIn January 2005, a new set of Standard Operating Procedures (SOPs) were introduced to support the new culture, specific operational activities and good planning and control in spite of appearance the Group. The SOPs developed included _ administrative management_ corporate governance_ customer satisfaction_ knowledge management_ outsourcingDaniels vision of a commitment to excellence and the provision of a quality experience for all guests could be achieved through effective administration, this could be provided through the provision of systems, procedures, services and resources to support the business. This efficaciously will be line upd on how effective the administrative management system in place is. Administrative management can be defined as the effective and efficient management of the administration function and associated processes that support the organization in the achievement of its day-to-day business activities, objectives and strategies. (Study Gu ide, p.49)Fayols theory on five function of management can also be used by the group in its strive to achieve its visions1. Forecasting and planning This is analysing the emerging and drawing a course of action to achieve set goals and objectives. Developing administrative objectives and goals, keeping abreast with new development in external environment, determine human resource requirement for the functions and developing administrative budget. 2. Organising It is the management function of ensuring that all roles and responsibilities are clearly defined. All skill level and training requirements are adequately in place. 3. Directing This as an administrative function entails commanding to ensure that organizations tasks are carried out efficiently and effectively.4. Coordinating This is a very primary(prenominal) part of management, it entails that all the resources of the organization are aligned to ensure that input, processing and output functions are supported. It is very i mportant to ensure effectiveness and efficiency. 5. retardling Control is an integral part of planning process and involve measuring and correcting the performance of organizational objectives and plans, to ensure that they are implemented efficiently and effectively, within set timescales andallocated resources (Fayol (1916) cited in study, p151).In conclusion, the onus is on the director of administration and corporate services to ensure achievement of the groups success in its commitment to excellence through cohesiveness, planning, control and coordination of organization activities through effective management skills and administrative management.PART BIn order to achieve commitment to excellence and continually improve their business practices and services, organizations must put in place sound business strategies that must be flexible in nature so as to be compatible with the challenges and dictates of the business environment. This forces within the environment in which bus inesses operate have created the need for organisations to be effective and efficient in their resource assignation and administrative measures, thus the quest for business excellence. Continuous profit is an ongoing effort to improve products, services or processes.These efforts can seek incremental improvement over time or breakthrough improvement all at once. Continuous Improvement is a strategic approach to driving a cost competitive method for meeting or exceeding customer expectations. Regardless of customer needs, competition, or business challenges, a well executed continuous improvement program can ensure the success of any organizationDifferent models can be used to illustrate and evaluate how organizations can achieve commitment to excellence and continually improve their business practices and services. Some of the widely used tools are identified belowPeters and boaters Eight Attributes of ExcellencePeters and Waterman in their submission in 1982 looked at some of th e best-managed companies in the United States and found that they had a lot of things in common. They compiled a list of eight qualities that they believed to be present in the companies. Although not all eight were present in every company, these qualities regularly stood out.A Bias for Action Company gets things done increases knowledge, interest, and commitments. obstruct to the Customer Customer satisfaction is very important throughout all the roles that the business plays. Autonomy and Entrepreneurship Encourage risk taking and innovation. Productivity Through People Everyone is respectful and enthusiastic towards each other. This creates an atmosphere that enables good work. Hands-on, Value-Driven Company philosophy and values are discussed openly. Leaders in the organization are also unequivocal role models. Stick to the Knitting Company focuses on doing what it does best.Simple Form, Lean Staff Authority is shared as much as possible mingled with the employees. Simultane ous Loose-Tight Properties Good planning and controlling that still allows for worker autonomy and a less rigid atmosphere. Source Kreitner (1992)However, organisations should be weary to consider these principles during strategy formulation as against the view that they are solutions to business problems EFQM Business Excellence ModelThis model was developed in 1992 by the European Foundation for feeling Management. . According to this body Organisations can proactively identify areas of strengths and weakness which is allowed through a process of self development and in order to sustain this improvement planning and evaluation has to be continuous. The model focuses on the key elements that sustain business excellence, five of which are enablers (what the organisation does) and four of which are results (what an organisation achieves). The model gives equalize emphasis to enablers and result. The five enablers areLeadershipPeoplePolicy and strategyPartnership and resourcesProces ses.The four areas focusing on results arePeopleCustomersSociety fundamental performanceSourcehttp//www.ims-productivity.com/page.cfm/content/EFQM-Business-Excellence-Model/ Plan-Do-Check-Act (PDCA) cycleAnother tools for continuous improvement is the PDCA cycle. This cycle is a four-step quality mode which aims at achieving continuous improvement by identifying opportunities for change and planning for them, followed by actual implementation, monitoring and re-evaluation. This model is also known as Deming Cycle Plan This entails identifying an opportunity and planning for change. Do This involves implementing the change on a small scale. Check This requires the use data to analyze the results of the change and determine the impact and effect it has had and whether it made a difference. Act This entails find out if the change was successful, and if yes, it is implemented on a wider scale and continuously assessment of results. However, if the change did not work, the cycle will be gin.Six SigmaAnother model that can be used in the evaluation of how businesses can achieve continuous improvement is the Six Sigma Model. This model or technique sees tasks as processes that can be defined, measured, analyzed, improved and controlled. All tasks will have inputs and produce outputs. By controlling the inputs, the outputs would have been effectively controlled. This process or model of continuous improvement emphasizes saloon of errors or variation in quality and standards over detection of them. It drives customer satisfaction and achievement of objectives by minimizing variation in quality and waste, with a view of earning competitive advantage.In conclusion, a review of the models above shows that they are all focused on the efforts to improve products, services and or processes with the aim reducing variations and waste. in that respect is an emphasis on inputs, processes and outputs as well as continuous planning and re-evaluation. The Continuous Improvement M odel allows organizations to make incremental change to existing processes, follow new ways to improve and measure productivity and control, discontinue activity that adds no value and increase emphasis andfocus on the organizations mission and objectives. Getting a continuous improvement environment institutionalized takes Executive Level support. A collaborative team approach inspires workers to make the duplicate effort and strive to do what is beneficial for the company and in line with management objectives. Management and administrators work with employees to implement change and ensure standards are in place and controls are functioning to optimize productivity while managing cost.REFERENCESDavid, B. and John, D. (1999) Understanding Learning At work. Routledge.Kreitner, R. (1992). Management. 5th Edition. Geneva Houghton Mifflin. McLean, J.E. (2005). Contemporary issues In Administration And Management, world(prenominal) Study Guide. MDP (UK) Ltd. http//asq.org/learn-abou t-quality/continuous-improvement/overview/overview.html http//www.ims-productivity.com/page.cfm/content/EFQM-Business-Excellence-Model/ Senge, P (1992). The Fifth Discipline The Art and Practice of the Learning Organization. Century Business