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The Plaza Inn

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The Plaza Inn located within a short distance of the Country Club Plaza and the crown center districts in Kansas City. The Plaza Inn has fifty rooms designed after the boutique hotels of Europe. The Inn is characterized by a selfless service attracting business people and those travelling for fun. The Inn was built in the 1920s in a classic Victorian style and renovated in 1985, marking the structural changes that have happened to the Inn. The Inn is proud of occupying a niche in the Historic Places National Register.

Guest rooms are highly decorated with fabulous furnishings and oriental rugs, along with the most recent leisure and business facilities. Any guests are catered for because the Inn carries terry garment robes and marbled showers. All these are meant to reenergize weary guests. The Plaza Inn is home to two gourmet restaurants. The Plaza’s restaurants include St. Jacques and the casual Andre’s bar and Bistro. St. Jacques restaurant is proud to have award winning wine list at its premises.

The Plaza Inn developed a national class reputation due to the fantastic direction of Antoine Fluri. In the year 1987, a magazine known as Travel ranked the Plaza Inn among the ten best latest inns of that time. The Inn has had a privilege to serve key people in the world. Among its list of loyal clients are names like Valery Giscard, formerly French president, Senator Dan Forth, Susan Dan Forth, among many others.

Collaborative strategy is crucial as far as any organization’s success and progress is concerned. In order for the Plaza Inn to develop a collaborative strategy, it has to underscore the overall collaboration strategy, and how best their SharePoint can be leveraged. A collaborative strategy is either synchronous real time or synchronous offline. The Plaza can embrace web meetings or conferencing and instant messaging. This collaborative strategy is aimed at improving employee relations and loyal customers whose contacts are accessible.

Share point collaboration is a synchronous collaboration where the users adjust time and space to their own convenience with some level of independence. Here, the users are in a position to perform their duties wheneverand wherever, without any constraints from schedules, locations, or varied time zones. This will help in achieving high returns and delivery of quality services to customers.

The Plaza Inn should also be extremely much concerned with the degree of openness the collaboration strategy will address. The management, before adopting any collaborative strategy, is obliged to ask itself some questions. Is it targeted on the project teams with a restrained number of users? Is it more open and community focused or is it centered on individuals and collaboration along social lines? Paying attention to the degree of openness addressed by the collaborative strategy will help assist in defining the lengths of the strategy. The collaboration of the Plaza Inn must be focused on the line of business.

The Plaza Inn must most importantly be abreast with its goals and objectives and what the manager intends to achieve after each reporting period. After all this, the Plaza should arrange and capture, strive to attract top talent, and finally develop a platform for project management. External collaboration with business partners and customers should not be ignored, because these are the nerves of the Plaza Inn. The Plaza Inn will eventually be required to ensure that there is compliance with its collaborative strategy.

Compliance can be achieved by outlining an approach for developing the collaborative strategy within the SharePoint. The approach might be the present situation of the Inn, selection of an advisory panel of shareholders and their requirements, evaluation of SharePoint in order to find out the fits and gaps. The Plaza Inn will then be required to model high-level future state and ways for executing the solutions.

Identifying the present state involves taking an inventory of the present state of collaboration strategy within the Plaza Inn. An example is to know how people collaborate in these days, that is, through file shares or email. Assembling of shareholders is essential in order to get information on what tools they use, what they give top priority to, and the challenges they face. Any answers should be based on how they collaborate.

The Inn will also have to look at SharePoint after having looked at stakeholder requuirements and the current state. What components of SharePoint does it need that will help its SharePoint address things out of the box? Room for customization or branding of the Plaza Inn is a crucial issue when dealing with SharePoint. The Plaza will also be required to hire the services of a technology consultant or a Microsoft sales engineer.

On the roadmap, achieving the set goals in a collaborative strategy focusing on the ideal state and the vision will yield bountifully. In order to achieve this goal, the current state of the Inn will help immensely in assessing whether all requirements in meeting stakeholders’ requirements are in place. The Plaza’s front desk has a number of hurdles. When business was picked up after the end of the Gulf War, an elegant type desk was inefficient to be staffed by more than one individual at a time.

Lack of proper facilities at the desk led to scheduling of only one receptionist per shift. There was no PBX operator and no secretarial staff. This strained significantly the multi-tasking receptionist, because he or she was responsible for answering the telephone, taking management staff’s messages, booking room and restaurant reservations, apart from providing guest service. This was due to poor technology advancements. There are computers these days that are much faster and more efficient than the concierge type desk. This will ease the receptionist’s workload, something that will translate to quality of services.

This is achievable because there will not only be one receptionist, but also a PBX operator and a secretarial staff that will be taking messages for the management staff. The sales department can also be connected to the computerized property management system, hence making it independent from the front desk. In order for the Plaza Inn to run smoothly, the culture of piling up unfounded allegations on workers should stop. Blaming individuals for some failures in the Inn are a norm, which should be changed if the business is to realize enormous returns. Callousness is also another thing of culture at the Plaza Inn; this is so because an employee like Bart believed that nobody was capable of being promoted to the position of a front desk manager. If these issues are properly addressed, the Plaza Inn will thrive to amaze the world.

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