- Email: [email protected]
The morning line
The Morning Line.
l
.
. . .an
ii!
PrivateClub Exemption to Civil Rights Admission Laws: Sex Discrimination versus the Right of Private Association, by John E. H. Sherry Pages 16-l 7
18
‘I’~I
Pages 18-25 Hotel Turnarounds: Managing to Succeed, by Kirby D. Payne
Pages26-29 Energy Conservation: More than a Good Idea, by J. C. Dale and Theodore Kluga
Pages30-35
~,
,a,
People have the right to associate with whomever they please, including in private clubs. In a case involving the Jaycees, the Supreme Court held that “appropriate” legislation may restrict that right. What is “appropriate” depends on organization size, selectivity, commercial nature, and use of public facilities. Private clubs may pursue sex-discriminatory admission policies, but should clubs’ membership policies be challenged, a case-by-case analysis of the operation of each club must be made. Purely socialclubs are still free to discriminate-at least for now. I\! ‘I
I’
A Customer-Survey Tool: Using the “Quality Sample,” by Jonathan D. Barsky and Stephen J. Huxley
i’l,
executhfe summary of
,,
II
11,
Customer surveys that are conducted without regard for who participates or the motivation for participating are not reliable indicators of all customers’ perceptions. To avoid this problem, survey all the members of a randomly selected group. In this study, a $10 incentive achieved loo-percent response from a random sample. Responses from the sample not offered an incentive came in at only 7 percent. The information provided by the no-incentive, self-selected sample is different from that of the quality sample. Therefore, managers who use casual surveys are probably not responding to most guests’ needs and may be spending resources to solve problems that don’t exist or, worse, to create an environment that the majority of guests don’t appreciate. Here’s how a management company turned around a poorly managed property in 136 days, generating nearly $60,000 in profit for the hotel’s owner. The firm focused on passing the franchise inspection, cutting expenses, expanding marketing efforts, and enhancing the property’s appearance. It terminated ineffective managers, restructured employee benefits, cut energy use, and reevaluated extraordinary expenses. The unprofitable lounge was closed. A marketing plan was developed, including sales calls on area businesses. A range of rates were created to reflect the hotel’s location, amenities, and accommodations. Energy costs are between 2 and 6 percent of a property’s operating budget. To reduce energy use and costs, develop an energymanagement program. Start by compiling energy bills to learn how much energy is used. Then prepare an inventory of the condition, capacity, and operating schedules of all major equipment. Correlate these data with occupancy schedules. Conservation involves changes to operations and maintenance procedures, or installing, replacing, or modifying systems. The audit can benefit from a consultant who analyzes all the data, recommends appropriate energysaving measures, and writes the final report in a narrative style. Many utilities offer financial incentives, such as cash rebates, to help commercial customers install energy-conserving equipment.
4
THE CORNELL
H.R.A. QUARTERLY
this issue's featurearticles ii ~ ;;
80’
‘,
The training proposal is a summary of the research and planning that go into developing a training program, and should follow this outline: Introduce the plan and its purpose; identify the training deficiency; list the training objectives; justify the objectives based on needs-analysis results; set training priorities; explain how to evaluate the training; and provide a cost-benefit analysis. The proposal should include the input of supervisoryand training-staff members. Confer with managers and ask employees about training needs. Check to see whether costs can be reduced. Demonstrate that poor job performance contributes to low productivity, turnover, and hazardous work conditions. Brainstorm with others. Solicit feedback before the final version. Work closely with management to gain its support of the proposal. This article is adapted from Berger and Farber’s The On-Track Trainer, available from The Quarter/y. Effective training programs convey information and require measurable performance improvements that match predetermined goals. By analyzing two successful training programs, an eight-point model for effective training is developed. Firms committed to increasing effectiveness and competitiveness have internal political and cultural environments that allow people to perform at full capacity. They create opportunities for people to develop their skills and competencies by linking training to the company’s mission, by building organizational and departmental effectiveness, by developing competencies that focus on present and future realities, by establishing realistic and achievable goals for training, by carefully matching training specifications to requirements, and by establishing evaluation and reward systems.
Additional mid-market hotels are needed in former Eastern-bloc nations, but the economic situation and outlook are different for each. The best prospect is eastern Germany, which has benefited from unification. The Treuhandstalt resolves questions of title and fosters privatization. Hungary has strong tourism potential, but development is impeded by red tape and the inertia of state-owned hotel firms. Tourism potential is greater in Czechoslovakia, if its chief ethnic groups continue to cooperate despite splitting. Heavily state-owned, property there is gradually being privatized. Poland, despite being the poorest, is the most advanced in privatization of small companies. Its currency is convertible, and it is the friendliest to outside developers with local partners. For financing assistance, look first to Austria, where there’s considerable experience with the Eastern nations. Other financing sources include OPIC, the Export-Import Bank, and the International Financing Corporation.
DECEMBER
1992
5
Preparing a Training Proposal, by Florence Berger and Bonnie Farber
Pages36-42 Effective Training: Toward a Strategic Approach, by K. Michael Haywood
Pages43-52
Opening Up Eastern Europe: New Opportunities and New Challenges, by Charles A. Bell
Pages53-63
Hospitality, Russian Style: Nine Communication Challenges, by Dianne H. B. Welsh and Sk@ Swerdlow
Pages 64-72
An Inside Look at Japanese Food Service, by Toshio Doi
Pages
73-83
Grease-Eating Microbes: A High-Tech Solution to a Low-Tech Problem, by Enrique A. Wfar and Mark D. Dibner
Pages 84-90
Intercultural communication with Russians may be the biggest challenge for Western managers. Face-to-face communication in Russia must be examined to avoid misunderstandings, conflict, and costly inefficiencies. There are nine intercultural considerations for those hoping to do business in the former Soviet states: negotiations, communication channels, group dynamics, education, language barriers, new ideas, training, culture, and misinterpretations. Russian culture is based on strong political foundations and is considerably different from that of the West; perestroika and glasnost have cultivated a new vocabulary for many Russians, words that may not have the same meaning as in the West or any meaning at all; and Western management theory and business practices are relatively new to the Russians.
From about 1945 until 1969, Japan made it impossible for restaurant businesses to take in foreign capital. In March 1969, Japanese law was revised so that foreign-capital restaurants could operate freely. Restaurant businesses from abroad penetrated the Japanese market through direct investment or by operating agreements. Before 1969, food service was a mom-and-pop business. Since 1969, it has become a modern enterprise with strong management. The Japanese restaurant industry remains under government regulation, but internationalization encourages deregulation. Until 1973, the Japanese restaurant industry was a chaos of old- and new-style restaurants trying to introduce modern management systems. Restaurants used a low-price policy to increase customers’ frequency of restaurant visits, management became more efficient and focused on reducing expenses, and Japanese consumers got used to dining out. Since 1985, social and economic environments surrounding the restaurant business have changed drastically as management philosophy has been changing to a money-making, entrepreneurial model. Clogged kitchen drains and pipes are common at most foodservice establishments. There are two basic approaches to the problem and three possible solutions. The approaches are to react only when the situation reaches a critical stage, such as a blockage (on average, six-plus times per year), or to institute a preventive-maintenance program to prevent blockage from occurring at all. The three solutions are: (1)use a plumber when the problem is critical or for regular service, (2) employ a chemical treatment program on a regular basis, and (3) routinely use biological “bugs” that eat away food and grease deposits in pipes and drains. Calling a plumber each time there is a clogged drain becomes more expensive than either the chemical or biological options after just four occurrences. Using chemicals may create additional problems, such as eroded pipes and toxic waste, and municipalities may impose fees on businesses that introduce caustic substances into the local waste stream. Plumbers, too, routinely damage kitchen pipes, especially when the plumbing is old. Microbes, on the other hand, appear to be efficient, safe to handle and use, and environmentally benign.
6
THE CORNELL
H.R.A. QUARTERLY
l
.
. . .an
ii!
PrivateClub Exemption to Civil Rights Admission Laws: Sex Discrimination versus the Right of Private Association, by John E. H. Sherry Pages 16-l 7
18
‘I’~I
Pages 18-25 Hotel Turnarounds: Managing to Succeed, by Kirby D. Payne
Pages26-29 Energy Conservation: More than a Good Idea, by J. C. Dale and Theodore Kluga
Pages30-35
~,
,a,
People have the right to associate with whomever they please, including in private clubs. In a case involving the Jaycees, the Supreme Court held that “appropriate” legislation may restrict that right. What is “appropriate” depends on organization size, selectivity, commercial nature, and use of public facilities. Private clubs may pursue sex-discriminatory admission policies, but should clubs’ membership policies be challenged, a case-by-case analysis of the operation of each club must be made. Purely socialclubs are still free to discriminate-at least for now. I\! ‘I
I’
A Customer-Survey Tool: Using the “Quality Sample,” by Jonathan D. Barsky and Stephen J. Huxley
i’l,
executhfe summary of
,,
II
11,
Customer surveys that are conducted without regard for who participates or the motivation for participating are not reliable indicators of all customers’ perceptions. To avoid this problem, survey all the members of a randomly selected group. In this study, a $10 incentive achieved loo-percent response from a random sample. Responses from the sample not offered an incentive came in at only 7 percent. The information provided by the no-incentive, self-selected sample is different from that of the quality sample. Therefore, managers who use casual surveys are probably not responding to most guests’ needs and may be spending resources to solve problems that don’t exist or, worse, to create an environment that the majority of guests don’t appreciate. Here’s how a management company turned around a poorly managed property in 136 days, generating nearly $60,000 in profit for the hotel’s owner. The firm focused on passing the franchise inspection, cutting expenses, expanding marketing efforts, and enhancing the property’s appearance. It terminated ineffective managers, restructured employee benefits, cut energy use, and reevaluated extraordinary expenses. The unprofitable lounge was closed. A marketing plan was developed, including sales calls on area businesses. A range of rates were created to reflect the hotel’s location, amenities, and accommodations. Energy costs are between 2 and 6 percent of a property’s operating budget. To reduce energy use and costs, develop an energymanagement program. Start by compiling energy bills to learn how much energy is used. Then prepare an inventory of the condition, capacity, and operating schedules of all major equipment. Correlate these data with occupancy schedules. Conservation involves changes to operations and maintenance procedures, or installing, replacing, or modifying systems. The audit can benefit from a consultant who analyzes all the data, recommends appropriate energysaving measures, and writes the final report in a narrative style. Many utilities offer financial incentives, such as cash rebates, to help commercial customers install energy-conserving equipment.
4
THE CORNELL
H.R.A. QUARTERLY
this issue's featurearticles ii ~ ;;
80’
‘,
The training proposal is a summary of the research and planning that go into developing a training program, and should follow this outline: Introduce the plan and its purpose; identify the training deficiency; list the training objectives; justify the objectives based on needs-analysis results; set training priorities; explain how to evaluate the training; and provide a cost-benefit analysis. The proposal should include the input of supervisoryand training-staff members. Confer with managers and ask employees about training needs. Check to see whether costs can be reduced. Demonstrate that poor job performance contributes to low productivity, turnover, and hazardous work conditions. Brainstorm with others. Solicit feedback before the final version. Work closely with management to gain its support of the proposal. This article is adapted from Berger and Farber’s The On-Track Trainer, available from The Quarter/y. Effective training programs convey information and require measurable performance improvements that match predetermined goals. By analyzing two successful training programs, an eight-point model for effective training is developed. Firms committed to increasing effectiveness and competitiveness have internal political and cultural environments that allow people to perform at full capacity. They create opportunities for people to develop their skills and competencies by linking training to the company’s mission, by building organizational and departmental effectiveness, by developing competencies that focus on present and future realities, by establishing realistic and achievable goals for training, by carefully matching training specifications to requirements, and by establishing evaluation and reward systems.
Additional mid-market hotels are needed in former Eastern-bloc nations, but the economic situation and outlook are different for each. The best prospect is eastern Germany, which has benefited from unification. The Treuhandstalt resolves questions of title and fosters privatization. Hungary has strong tourism potential, but development is impeded by red tape and the inertia of state-owned hotel firms. Tourism potential is greater in Czechoslovakia, if its chief ethnic groups continue to cooperate despite splitting. Heavily state-owned, property there is gradually being privatized. Poland, despite being the poorest, is the most advanced in privatization of small companies. Its currency is convertible, and it is the friendliest to outside developers with local partners. For financing assistance, look first to Austria, where there’s considerable experience with the Eastern nations. Other financing sources include OPIC, the Export-Import Bank, and the International Financing Corporation.
DECEMBER
1992
5
Preparing a Training Proposal, by Florence Berger and Bonnie Farber
Pages36-42 Effective Training: Toward a Strategic Approach, by K. Michael Haywood
Pages43-52
Opening Up Eastern Europe: New Opportunities and New Challenges, by Charles A. Bell
Pages53-63
Hospitality, Russian Style: Nine Communication Challenges, by Dianne H. B. Welsh and Sk@ Swerdlow
Pages 64-72
An Inside Look at Japanese Food Service, by Toshio Doi
Pages
73-83
Grease-Eating Microbes: A High-Tech Solution to a Low-Tech Problem, by Enrique A. Wfar and Mark D. Dibner
Pages 84-90
Intercultural communication with Russians may be the biggest challenge for Western managers. Face-to-face communication in Russia must be examined to avoid misunderstandings, conflict, and costly inefficiencies. There are nine intercultural considerations for those hoping to do business in the former Soviet states: negotiations, communication channels, group dynamics, education, language barriers, new ideas, training, culture, and misinterpretations. Russian culture is based on strong political foundations and is considerably different from that of the West; perestroika and glasnost have cultivated a new vocabulary for many Russians, words that may not have the same meaning as in the West or any meaning at all; and Western management theory and business practices are relatively new to the Russians.
From about 1945 until 1969, Japan made it impossible for restaurant businesses to take in foreign capital. In March 1969, Japanese law was revised so that foreign-capital restaurants could operate freely. Restaurant businesses from abroad penetrated the Japanese market through direct investment or by operating agreements. Before 1969, food service was a mom-and-pop business. Since 1969, it has become a modern enterprise with strong management. The Japanese restaurant industry remains under government regulation, but internationalization encourages deregulation. Until 1973, the Japanese restaurant industry was a chaos of old- and new-style restaurants trying to introduce modern management systems. Restaurants used a low-price policy to increase customers’ frequency of restaurant visits, management became more efficient and focused on reducing expenses, and Japanese consumers got used to dining out. Since 1985, social and economic environments surrounding the restaurant business have changed drastically as management philosophy has been changing to a money-making, entrepreneurial model. Clogged kitchen drains and pipes are common at most foodservice establishments. There are two basic approaches to the problem and three possible solutions. The approaches are to react only when the situation reaches a critical stage, such as a blockage (on average, six-plus times per year), or to institute a preventive-maintenance program to prevent blockage from occurring at all. The three solutions are: (1)use a plumber when the problem is critical or for regular service, (2) employ a chemical treatment program on a regular basis, and (3) routinely use biological “bugs” that eat away food and grease deposits in pipes and drains. Calling a plumber each time there is a clogged drain becomes more expensive than either the chemical or biological options after just four occurrences. Using chemicals may create additional problems, such as eroded pipes and toxic waste, and municipalities may impose fees on businesses that introduce caustic substances into the local waste stream. Plumbers, too, routinely damage kitchen pipes, especially when the plumbing is old. Microbes, on the other hand, appear to be efficient, safe to handle and use, and environmentally benign.
6
THE CORNELL
H.R.A. QUARTERLY