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History
Established in 1983, the former owner, W.B. Johnson Properties, acquired the exclusive North American rights to the Ritz-Carlton trademark, the foremost name in luxury hotels. This status was largely due to the legendary Caesar Ritz who developed and operated two of the worlds best hotels in Paris and London. The hotels achieved such fame in the marketplace that they attained what is often referred to as The Ritz Mystique. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry; the takeover/merger occurred in 1997.
PHILOSOPHY
We Are Ladies and Gentlemen Serving Ladies and Gentlemen
THE CREDO
The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. They pledge to provide the finest personal service and facilities for their guests who will always enjoy a warm, relaxed yet refined ambience. The Ritz-Carlton experience enlivens the senses, instils well-being, and fulfils even the unexpressed wishes and needs of our guests.
Board of Overseers
Advisory Board on the Award to the Department of Commerce
Board of Examiners
Evaluates applications & provides feedback Makes recommendations
The dimensions interact and demonstrate the systems approach fundamental to the Baldrige ideal Leadership creates vision, values, and high performance expectations that are translated into strategy and action plans through Strategic Planning and Customer Focus Focus. The strategy and action plans guide overall Human Resource Development and drive the development of Process Management to ensure achievement of desired Business Results. Results. Information & Analysis are critical to effective decision-making in all aspects of the organization.
Strategic Planning
Examines how the organization sets strategic directions, how it determines key action plans, and how plans are translated into an effective performance management system
Process Management
Examines key aspects of process management, including customer-focused design, product and service delivery processes, and partnering processes involving all work units
Improve Act
MBNQA
Deployment Do
Results Check
Leadership
Approach Plan o A passion for excellence o The seven pyramid decisions (i) 10 year vision (ii) 5 year mission (iii) 3 year objectives (iv) 1 year tactics (v) Strategy (vi) Methods (vii) Foundation
Leadership contd
o Basic Empowerment Process
Leadership contd
Deployment Do
o All members of Senior Leadership personally ensure that each new hotels goods and services are characteristic of The RitzCarlton hotel company from the first day o The results of the seven specific decisions from the annual
strategic planning process are arranged in a Pyramid Concept and distributed throughout the organization. o The Gold Standards are reinforced daily in a variety of forums
Leadership contd
Results Check
Leadership effectiveness is evaluated (1) On key questions of their semi-annual employee satisfaction results (these questions reveal if the respective leader has gained the full support of the Ladies and Gentlemen regarding our Gold Standards) (2) Through audits on public responsibility (i.e. Life Safety Systems, Security Systems, Food Preparation and Alcoholic Beverage Service, Environmental Stewardship).
Leadership contd
Improvement Act Gaps in leadership effectiveness are addressed with development/training plans. For widespread
deficiencies , the corporate human resource function develops/improves courses, processes of facilities.
Strategic Planning
Approach Plan
A description of the three major components of our planning process, including the pre-work known as the Macro Environment Analysis, is show in Figure
opportunities for improvement and innovation. These decisions are determined by process owners with assistance from the special organization of Directors of Quality.
Customer Focus
Approach Plan
At The Ritz-Carlton, customer and market focus concentrates on the information needed for hotel development and operation.
The many needs and sources of this information (i.e. market research) are summarized in the figure in the next slide.
Macro Environment drives confirmation or changes in marketing strategy, objectives and plans.
Process Management
Approach Plan Through our market research which concentrates on the quality of hotel development and operations, we have identified key production processes. In addition, they conduct formal discussions between: (1) Support and operations employees and (2) Internal and external customers to identify administrative and support processes which impact our hotel products and our companys mission.
Deployment DO
The specific actions taken to deploy our annual process management approach flow from our strategic planning process to every job level and category in our company.
Deployment DO The specific actions taken to deploy their annual process management approach flow from their strategic planning process to every job level and category in their company.
Business Results
Business result includes these aspects: Customer focused results Financial and market results Human resource results Supplier and partner results Organizational effectiveness results