OUMM3203 PROFESSIONAL ETHICS / MAY 2015

FACULTY OF INFORMATION TECHNOLOGY & MULTIMEDIA

COMMUNICATION

OUMM3203

PROFESSIONAL ETHICS

MAY 2015

MATRICULATION NO : 860908025452001

IDENTITY CARD NO. : 860908 – 02 - 5452

TELEPHONE NO. : 010- 3765070

E-MAIL : porkody1096@oum.edu.my

LEARNING CENTRE : GREENHILL LEARNING CENTRE

 OUMM3203 PROFESSIONAL ETHICS / MAY 2015

………………………………Table of Contents

1.0 Introduction page 3-4

2.0 Identification of market stakeholders based on the elements of its page 5-7
relevancy to the hotel organization

3.0 Identification of non-market stakeholders based on the elements page 8-9

of its relevancy to the hotel organisation
4.0 The suggestions to develop and maintain relationship with page 10-11
identified stakeholders
5.0 Conclusion page 12

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1.0 Introduction

Sun Shine Hotel is a 3 star deluxe hotel in Kampar lies within Kinta Valley, close proximity
to Cameron Highlands, Perak, Malaysia.Sun Shine Hotel is an impressive Spanish architecture
and situated in the heart of Taman Bandar Baru Kampar, which is the fastest growing township
in the area. The town was a centre in the tin mine industry, founded in 1886. The name Kampar
was derived from the Cantonese words “kampou”. It means 'precious gold' and refers to the
town's previously large tin reserves.

The Sun Shine Hotel located within the vicinity of this hotel is KolejTunku Abdul
Rahman, University Tunku Abdul Rahman (Main Campus), banks, corporations, and factories. A
wide variety of restaurants and bistros are within walking distance. Eco-recreation activities such
as bird watching, trekking, fishing, caving and white water rafting are within easy reach.

Sun Shine Hotel features 155 rooms in five categories; Standard Deluxe, Executive
Deluxe, Triple Deluxe, Family Suite and Executive Suite. All the rooms are equipped with
modern facilities for your comfortable accommodation in Kampar. Wi-Fi connectionand Limited
Free Parking. Sun Shine Hotel has 300 staff with trained and good interpersonal skills.

For good and cheap dining in Kampar, there is so much to offer. Guests can dine in under
the cozy atmosphere of the in-house cafe which serve Asian and Western cuisines. We also cater
for a wide variety of Chinese cuisines in our in-house Chinese Restaurant. Alternatively, one can
venture out to the streets and sample the famous Kampar Chicken Biscuit and Kampar Fishball
Noodle. You can chill out in the cool evening breeze watching your favorite football game or
simply relax and look back on your day spent in Kampar.

Sun Shine Hotel is the ideal venue for any banqueting, conferencing or wedding events.
The function rooms offer modern amenities ranging from boardroom size to large group of up to
550 people. It has the support of the Business Centre for all your business needs.
The Sun Shine Hotel is truly a delightful hotel to stay. The stylish, yet peaceful ambience of the
hotel is accentuated by its Spanish architecture. Kampar is located about 169 km north of Kuala
Lumpur, 30 km south of Ipoh and 85 km east of Pangkor and Lumut.

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Organizational chart for hotel management

Ass Hotel
Hotel Manager
Manager

Ass Front Office

FO Supervisor
Manager
Front Office
Manager
Night Manager Night Auditor

Executive Ass Executive

HSK Supervisor
Housekeeper Housekeeper

Owner Executive Chef Sous Chef

F&B Manager Ass F&B Manager Outlet Manager

Ass to the General

Manager

Sales Manager Reservation

HR & ADMIN

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2.0 Identification of market stakeholders based on the elements of its relevancy to the
hotelorganization

1) Owners
Thestakeholder as owner for hotel organization isproviding the resources that are required for
the business to operate efficiently. These include the employment of workers, identifying
suitable premise and procuring machinery, equipment and raw materials. They must make
timely decisions to ensure that the business remains profitable and as owner motivate
employees to perform well. As owner has the ultimate responsibility for identifying,
analyzing, mitigating, and controlling the hotel management risks, including acceptance of
the risks, or modification of the hotel management. Other than this, as owner has daily job
duties might include reviewing customer reports and financials, and comparing them to goals
set out in short- and long-term plans. As Owner will direct activities of customer services
employees and other employees to better meet the objectives. In general, owner
hasresponsible for the growth, stability, direction and daily operation of the hotel
management running smoothly.

The stakeholder as owner for hotel organization is familiar with profit-and-loss statements
and other financial reports. Setting a budget and then comparing actual income and
expenditures is a vital aspect of the owner duties. When an owner manages a business, the
performance and conduct of the business also affects the reputation of the owner. In this way
the importance of the business increases further. The importance of a business for the owner
is also related to the ease with which owner can close one business and start another. Other
responsibilities include reviewing the reports and adjusting sales activities or expenses to
better meet budgets for Sun Shine hotel organization. Owner of a business is an important
stakeholder in a hotel organization as the business affects his earnings and wealth with
success.

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2) Employees
The stakeholder for hotel organization is employee. They are employed to carry out assigned
tasks to achieve the company’s objectives. The owner has responsibility to the employees
work efficiently to accomplish tasks assigned. Accomplishing tasks may require teamwork
and therefore employees must have good interpersonal skills. Employees must adhere to the
rules and relations of the hotel organization and customers. Employees are vital to success of
hotel organization. The hotel organization depends upon their employee support for daily
duty work and in regards to developing long-lasting trusting relationships with their
customer. Employees have a vested interest in the success of the hotel organization. Every
employee donates their time for their customers to improve the image of the hotel and
customer relationship.Employees do their responsibility to manage those processes that they
are assigned to. For example, employees working in the financial department are responsible
for managing the financials of the hotel.

Other than this, Owner is responsible for managing the decision making processes and
overseeing business operations for the best interest of this hotel management and for
employees in hotel organizations.This means that employee in hotel organization have
responsibility of growing the hotel organization, especially in terms of profitability. The main
objective or bottom line of this organization is to make profits. Additionally, employees and
owner are the greatest assets that make a hotel management profitable. When employees and
owner neglect their roles and responsibility, then the profitability of a business is
substantially threatened. This stakeholder is more important for hotel organization.As owner
have a responsibility to recognize and reinforce strong performance in employees, and
identify and encourage improvement where needed and need to view performance
management as a two-way discussion that goes on throughout the year. Employees should
never be surprised by the ratings and feedback they receive in their formal performance
reviews and need to assign each employee a development plan to help them improve their
performance and support the hotel organization's success.

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3) Customers
Customers are the supporters of Sun Shine hotel management businesses in the economy.
Customer assist businesses in identifying the goods and services to be produced based on
their demands. Customer also help sun Shine hotel management business to identify
changing trends in the market and so prepare business operators for future demands.In this
stakeholder, customer satisfaction is more important for Sun Shine hotel organization.
Customer satisfaction with the performance of reception, food and beverage, the
housekeeping department, and price are important factors in determining whether a customer
will come again and recommend about Sun Shine hotel management. Moreover, it is
particularly important to note that customer satisfaction with housekeeping was found to be
the only significant factor that determined customer loyalty when tested in the model. One
possible explanation for this is that housekeeping, from a customer’s perspective, represents
the core benefits of Sun Shine hotel (temporary accommodation), and while reception, food
and beverage, and price are regarded as supporting factors (factors that assist the delivery of
the hotel’s core benefit).

Consequently, hotel guests perceive satisfaction with housekeeping to be more important

than satisfaction with reception, food and beverage, and price when deciding whether to
return, recommend, and demonstrate loyalty to this hotel. Customers are very important
stakeholder for Sun Shine hotel management to get remain profitable.

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3.0 Identification of non-market stakeholders based on the elements of its relevancy to the
hotelorganisation

1) Media
Non-market stakeholder is media. The relationship between corporations and the media
can have both a commercial and non-commercial aspect. Sun Shinehotel management
pay for advertising on a TV channel, while also being featured in the news. In such a
case, the ad sales division is a market stakeholder, while the editorial/news division is a
non-market stakeholder. Non-profit entities such as charitable organizations may receive
logistic or financial help from businesses, but this is not a commercial exchange and
makes the recipient a non-market stakeholder. Industry groups or associations must often
work with member corporations and also constitute non-market stakeholders and also
keep the public informed on all issues relevant to their health, well-being, and economic
status with monitor hotel management actions.

2) Government
Both federal and local governments constitute non-market stakeholders. Even though
there is a flow of cash between corporations and governments, the relationship is
considered non-market. Paying taxes isn't a voluntary commercial transaction, but
mandated by law. While companies transfer cash to governments, they may also receive
tax returns, subsidies or other forms of financial aid. In addition, companies use the
infrastructure built and maintained by governments, such as roads, bridges and waste
collection facilities. This results in wear and tear as well as other indirect expenses for the
government.The government collects taxes from the hotel organization, so it benefits
from the hotel organization profits. It may invest taxes back in society.

The government non-market stakeholder monitors hotel organization actions and policies
to ensure that conform to legal and ethical standards and protect the public’s safety. Also
Adopting regulations, laws Issuing licenses, permitsand allowing or disallowing hotel
organization activity to ensure in safety and with good conditional.

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3) Local Communities
The local communities provide the skilled workforce that a hotel management depends
upon to maintain its competitive edge. Members of the community, including the news
media, often play a watchdog role, ensuring that the organization is a good citizen with
fair business practices, concern for the environment, and a willingness to contribute to
charitable and social causes.Hotel organizations may advocate for such practices on
behalf of citizens and the environment, representing these stakeholders. When a
company's activities affect the community directly, such as with many ecotourism
ventures, the company has the ethical responsibility to involve community groups and
organizations in planning its activities. Non-market stakeholders may also be entities that
benefit from the hotel activities, such as a charitable organization that is supported
financially by the hotel.
The local communities non – market stakeholder has conservation managers must
recognize the need to adopt an inclusive approach which takes account of the interests of
stakeholders and, as far as possible, encourages their involvement in all aspects of
management and planning. One of the key issues when building and maintaining
successful relationships in hotel management is to have a shared appreciation of what can
and cannot be negotiated. Relationships with stakeholders are so important that they
should be dealt with explicitly within the planning process. Employ local residents in the
hotel organization and to ensure that the local environment is protected and developed.

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4.0 The suggestions to develop and maintain relationship with identified stakeholders

1) Employee, Ensure staffs are skilled and allowed to solve customers’ problems straight
away without having to “ask the manager”. Make sure they are able to explain things in a
simple manner using positive service language and most importantly do exactly what
they say they will. Having a responsive and honest approach to communication will
create a bond of trust with the customer. Encourage and empower staff to be spontaneous
(within boundaries) and to enhance the customer relationship in hotel organization.

2) Train staff to demonstrate service behaviors, the skills of developing rapport, empathy
and managing guest expectations and emotions, you will reap the rewards on your bottom
line immediately. Your guests spend a lot of time interacting with your staff; they really
are your key asset. Make sure they understand and can deliver what your customers value
most and make training programmes which will give staff the skills to deliver outstanding
guest experiences through excellent customer relationships.

3) Understand Guest’s Expectations, at every stage, from reservation onwards make sure
you identify what your guests expect and want during their stay. Each customer is unique
– make sure you remember this and treat each guest as an individual. Their needs will be
driven by blend factors including, age, are they new guests or first time visitors, is the
visit for business or leisure, how much they have paid, are they alone or with family, and
so on. Ask guests when they arrive what you can do to make their stay special.

4) Owner / Manager share vague business plans, which often sound great but rarely provide
clear guidance as to what comes next. For example, telling employees to improve
relationships with customers sounds great. However, such an order can be interpreted in
many different ways. Some employees may engage in more chitchat; others may provide
more hands on services. Others still may pay extra attention to cleaning and response
time. These disparities can lead to confusion, stagnation and hurt feelings. To avoid these
problems, it is important to provide clarity to employees. Instead of vague goals like
improving relationships with guests, try to create actual goals about increased feedback
on hotel websites or better guest retention. These palpable goals give everyone a clear

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sense of focus. Be sure every employee hears, reads and remembers these goals to attain
success

5) Open communication in the telephone. In the telephone, one person whispers something
to another person. This person whispers what they heard to another person. This process
continues down the line of customer. At the end, the last person says what they heard.
Usually, the end result is nothing like the start. This type of communication is amusing in
a telephone, but it is problematic when running a hotel. Every employee needs to be
included in the line of communication. However, more importantly, the lines of
communication should always be open and run in two directions. Every employee should
listen; every employee should have a voice. The more people talk about what they are
doing and why, the more likely the team is to stay on track and remain cooperative.

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5.0 Conclusion

In Conclusion,market stakeholders and non – market stakeholders are very important role s
for make Sun Shine hotel organization success. Market stakeholders are stakeholders
involved in the market strategies and other economic transactions of the hotel business.
These commonly include Owner, Employee, customers, financial institutions, and other
service providers who devote time, money and effort towards making the Sun Shine hotel
organization operations a success.

Moreover, Non-market stakeholders are usually external, such as political and social forces
that can influence the success of the hotel organization. These include people who are not
directly involved in the operations of the hotel organization, but who can influence its
actions, such as regulatory agencies. For example, Media, government and local communities
as non-market stakeholders for companies across the country. Non-market stakeholders may
also be entities that benefit from the hotel organization activities, such as a charitable
organization that is supported financially by the organization.

Those market stakeholder and non-market stakeholder are important for Sun Shine hotel
management to get remain profitable and success organization.

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