OPERATIONS MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY

CHAPTER II
OVERVIEW OF MANAGEMENT AND SUPERVISION

Mismanaged implies that expected results are not achieved because material and human
resources are not sufficient or are not properly or reasonably utilized to generate expected
results.

“Command Responsibility” this means that being in command of a unit or a department,

he or she is responsible for results.

A better understanding of management problems would require good knowledge of

management concepts and functions. Management is simply defined as the art of getting things
done through people, making effective use of material and other given resources.

Difference between an employee and a manager

The employee is directly assigned to perform routine tasks like housekeeping or food
service while the manager or supervisor distributes these tasks to his staff and his responsibility
is to see to it that the employees assigned to do work do their job in accordance with established
policies, standards, and procedures. Given this nature of management, an effective manager can
be described as:

One who gets desired results through the effective

mobilization of material and human resources.

Difference between management and supervision

It lies basically on the scope of decision making. Managers are usually given the power
to make major decisions like establishing goals, budget, policies, and strategies. Supervisors on
the other hand are confined with the responsibility of overseeing and directing the delivery of
service such that the policies, standards, and procedures designed by the top management are
consistently implemented.

Managers and supervisors also differ in their position in the organization and their span
of control. Managers are on top of the organization, being the head of a department or a division
that has several units operating under it. Supervisors have lesser span of control – a smaller
unit, under a particular department and reporting directly to a department head. It is usually
the supervisors who directly supervise the foremen or service personnel and so they play a
major role in ensuring the success of any enterprise.

The main support given by top management to its managers and supervisors is the
provision of material and human resources needed to generate expected results. It is however
up to the manager to identify the type and quantity of resources he needs to attain his
department goals.

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There are two areas of resource management, namely:

1. Human Resource Management

-covers management strategies designed to insure that people in the
organization are able to perform at maximum efficiency and productivity.

2. Materials Management
-is concerned with management efforts to insure that material resources like
machines, equipment, supplies, utilities and money are used sparingly, safely,
and within the limits of the budget.

THE VARIOUS PHASES OF MANAGEMENT

Management functions performed in proper sequence.

1
MANAGER PLANS
SETS DIRECTION
Sets goals and strategies
Designs products/services.

6 2
CONTROLS ORGANIZES THE WORK
The flow of work, ensures Defines and distributes the tasks;
compliance, takes action against Designs systems and procedures;
infractions and variances. Delineates lines of authority.

5 3
MONITORS PERFORMANCE ORIENTS/TRAINS HIS STAFF
Checks results vs standards and On how to do the work;
targets, records variances, and gives disseminates information about the
feedback. company policies, products,
standards, etc.

4
LEADS, DIRECTS AND
COORDINATES
All activities to conform to plans and
procedures, builds employee morale.

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BASIC FUNCTIONS OF A MANAGER IN A HOTEL AND RESTAURANT INDUSTRY

1. PLANNING AND PROBLEM SOLVING

1.1 Formulate department goals, targets, and objectives.
1.2 Forecast revenue, volume of production, covers and profit.
1.3 Establish operations budget.
1.4 Assess performance against targets and standards; analyze variances.
1.5 Determine plans of action and strategies to realize objectives.
1.6 Determine contingent action for anticipated problems and concerns.
1.7 Identify and analyze performance problems; take remedial action.

2. ORGANIZING
2.1 Determine critical tasks and establish a division of labor
2.2 Define and delegates staff duties and responsibilities
2.3 Delineate lines of authority, communication, coordination, boundaries
2.4 Define performance standards and establish standard operating procedures
2.5 Prepare staff schedule and side duties
2.6 Delegate special assignments

3. LEADING AND MONITORING

3.1 Check and ensure the availability of pre-operating requirements
3.2 Check performance against set standards, call staff’s attention regarding
infractions
3.3 Gives orders and instructions; make follow-up
3.4 Conduct regular meetings to discuss/resolve operational problems
3.5 Disseminate to the staff all needed information like out of staff items, new
products, monthly promotions, etc.
3.6 Coach, guide and train the staff
3.7 Boost employee’s morale and motivation, enhance teamwork
3.8 Conduct daily briefing and staff inspection
3.9 Check guest’s satisfaction – solicit feedback, attend to customer needs,
requests, and complaints

4. CONTROLLING
A. Control over staff performance by:
4.1 Establish and enforce house rules and performance standards
4.2 Regularly monitor staff performance and document infractions
4.3 Make staff accountable for infractions and discrepancies, enforce appropriate
disciplinary action
4.4 Give feedback on the progress of employee’s performance
4.5 Evaluate performance and conduct appraisal interview
4.6 Distribute rewards and incentives based on the merits of performance

B. Control over Material Resources

4.7 Establish control policies and procedures in all areas of operation, include
the issuance and use of supplies/equipment
4.8 Ensure proper storeroom management with property custodian to monitor
the issuance and return of barrowed or used items
4.9 Monitor losses and breakages through periodic inventory
4.10 Monitor consumption of supplies against budget

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4.11 Take corrective action against excessive on unbudgeted consumption

4.12 Train staff on the rules of equipment handling and maintenance
4.13 Implement a preventive maintenance program
4.14 Take disciplinary action against careless and abusive use of supplies and
equipment

5. BUILDING CUSTOMER GOODWILL

5.1 Attend to customer needs, requests, and complaints.

5.2 Check guest’s satisfaction, make follow-up, and solicit comments.
5.3 Establish rapport with guests – initiate; maintain contacts, and healthy
interaction.
5.4 Anticipate guests’ needs; take contingent action to avoid complaints.
5.5 Make corrective action against customer complaints and other areas of
customer dissatisfaction.
5.6 Document guests’ comments and feedback and disseminate them to
concerned staff.

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Workshop Problem No. 1.2

Test of Understanding on the Application of Management Functions

Below is a list of performance problems commonly found among many hotels and food
establishments. These problems usually result from mismanagement, meaning a deficiency in
executing one or a combination of management functions of planning, organizing, training,
leading/monitoring, and controlling. Analyze each problem carefully and indicate the
management deficiency wherein one could attribute the occurrence of said problems, using the
code below. Defend your answer.

P – if deficiency in planning O - organizing deficiency

L/M -leading and monitoring deficiency C - deficiency in the
T - inability to train and develop staff controlling function

Cause/s Situation Reasons Please elaborate

_____1. Rampant violation of standard _________________________________

operating procedures _________________________________

_____2. Consumption is beyond the limits ________________________________

of the budget ________________________________

_____3. Duplication of tasks, leading to ________________________________

buck-passing ________________________________

_____4. Personnel working on a hit and _________________________________

and miss basis, making costly mistakes _________________________________

_____5. Manager unaware that his unit is _______________________________

making wasteful consumption _______________________________

_____6. No consistency in quality of food _________________________________

_________________________________

_____7. A lot of misconduct reports ________________________________

________________________________

_____8. Inaccurate and incomplete reports _______________________________

_______________________________

_____9. Waiter uses wrong procedures _______________________________

_______________________________

_____10. Inspection is undertaken but the _________________________________

deviations are left unnoticed _________________________________

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Responsibilities of Managers and Supervisors

Managers and supervisors are responsible for consequences. While they have the
authority and prerogative to make decisions within their span of control, they will be
answerable and accountable for results not only to top management who pays for their services
but also to the employees who report to them and the customers whom they serve.

Their responsibilities include, but not limited to the following:

A. TO THE COMPANY – TOP MANAGEMENT

1. Meeting sales/production targets

2. Disseminating company policies and standards to the staff
3. Bringing management concern to employees and ensuring their cooperation
4. Safeguarding company properties from damages and losses
5. Safeguarding the company image
6. Maximizing profit through effective control systems
7. Ensuring compliance to company policies, standards, and procedures
8. Making an account of their unit’s performance through reports

B. TO THE STAFF – SUBORDINATES

1. Protecting employees against abuses and violation of human rights

2. Providing for safe working conditions to ensure employees’ safety
3. Creating opportunities for the professional advancement of staff
4. Maintaining staff discipline
5. Building employees’ morale
6. Intervening for the welfare of employees
7. Providing moral support when needed
8. Building the goodwill and respect of employees

C. TO THE CUSTOMERS

1. Ensuring the delivery of quality products and services

2. Ensuring prompt and timely delivery of service
3. Attending to customer complaints to the satisfaction of customers
4. Checking and maintaining customer satisfaction
5. Responding to customers’ needs and requests
6. Safeguarding customers’ safety
7. Keeping customers informed of company policies, new products, etc.
8. Maintaining customers’ goodwill

WHAT MAKES AN EFFECTIVE MANAGER?

1. Technical expertise on hotel and restaurant operations

• Knowledge of standards in hotel, food service operations
• Mastery of skills in executing operational procedures according to standards
• Knowledge of market trends, latest technology in hospitality operations

2. Human Relations Skills

• Ability to maintain the goodwill of customers, superior, staff, co-employees
• Ability to cope with difficult people, difficult customers, and work situations.

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3. Planning and Organizing Skills

• Ability to make sales forecast and budget
• Skills in conducting internal and external analysis, in analyzing problems and
identifying remedies
• Skills in strategic planning
• Skills in organizing the work making effective use of organizing tools
• Ability to design work systems that are conducive to efficient operations

4. Leadership and Monitoring Skills

• Ability to lead and influence people, to win their cooperation
• Ability to motivate staff and deal with morale problems
• Ability to monitor staff performance, to identify and correct deviations
• Mastery of the use of situational leadership
• Ability to handle meetings effectively, settle internal conflicts and differences
• Skills in delegating
• Skills in oral and written communications
• Skills in documenting observations and making reports
• Ability to coordinate with other units and departments

5. Controlling Skills
• Skills in conducting corrective interviews
• Skills in conducting performance appraisal and appraisal interview
• Skills on materials management
• Skills in performance management – ability to identify, diagnose and deal with
infractions
• Skills in conducting sales and variance analysis
• Making inventories and preparing inventory report
• Preparing budget and monitoring consumption against the budget

6. Training Skills
• Ability to identify training needs of staff and to conduct skills training
• Ability to instruct and transfer technology

PERSONAL QUALITIES OF AN EFFECTIVE MANAGER

1. Self Confidence and determination

• Exudes with poise and assertiveness
• Decisive and determined to get what he wants

2. Has a sense of purpose and direction

• A man with a vision and ambition
• Operates with realistic goals and aspirations

3. Has foresight and prepared contingencies

• Can anticipate potential problems and threats
• Always ready for contingent action
• Always look ahead and beyond
• Keeps up with the times, does not lag behind

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4. High level of sensitivity

• Sensitive to the feelings of others, respects others’ self esteem
• Always maintain tact and diplomacy in his language
• Responsive to the needs of the company and staff, customers as well

5. High level of tolerance

• Accepts limitations of others, as well as differences in opinion
• Sober, well-balanced temperament; exhibits patience and understanding

6. Team spirit
• Has the capacity to trust in others
• Willing to accept, acknowledge and respect differences in ideas
• Willing to lend support and cooperation, setting aside personal differences
• Always maintain win-win relationship

7. Pro-active and objective

• Does not act by the impulse, always moved by right principles and values
• Objective, does not rely on hearsays, never vindictive
• Takes responsibility for results, does not buck-pass

8. Morally Upright, unquestionable integrity

• A model in terms of self-discipline; practices what he teaches
• Good moral values, high value for cost, quality, dignity of labor

THE MANAGER’S SPAN OF CONTROL

Span of Control
-refers to the scope of responsibilities and decision making of the manager.

The factors to consider in assigning a manager’s or supervisor’s span of control are:

1. Geographical dispersion of the employees concerned.

2. Time available for supervision – When there are other tasks to attend to, less time
can be devoted to supervision, so the span of control should be reduced.

3. Whether jobs are familiar or related – Supervising different units doing unrelated
tasks is a complex task and is not advisable unless one is left with no choice due to
lack of manpower or budget.

4. Degree of proficiency and maturity of the persons being supervised.

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ELEMENTS OF A MANAGER’S JOB

The manager’s and supervisor’s job covers 2 major areas as illustrated below:

ADMINISTRATIVE TECHNICAL – those directly

related to operations like:

Planning, decision making Preventive maintenance

Preparing ‘/ presenting reports Taking a direct hand in
Designing systems, policies operations, service, production
Directing, leading, coordinating the work Attending to customers,
Regulating, controlling the flow of work to deliveries, and
Assisting in recruitment, staff training operational concerns

ASSESING MANAGERIAL EFFECTIVENESS

How can one tell if a manager or a supervisor is effective or is doing a good job?

The effectiveness of a manager can be measured by the results or consequences of his

performance. The performance targets and the performance standards serve as parameters for
assessing his efficiency and success. These referred to as performance indicators.

Key Result Areas (KRA’S)

Assessment of managerial effectiveness starts with a clear delineation of expected

results. Such results emanate from the manager’s key result areas.

KEY RESULT AREAS are defined by the International Labor Organization as profit
influencing tasks or results necessary or significant to attain corporate goals.

The managerial KRA’S can be classified into technical-operational and staff development.

Once the KRA’S are established, one can proceed to the identification of standards or
performance indicators for each KRA as a basis for assessment of a manager’s efficiency and
quality performance.

TECHNICAL STAFF DEVELOPMENT

• System • Staff Training
• Quality • Staff Welfare
• Productivity • Employees Grievance
• Safety • Teamwork
• Sanitation • Discipline
• Goals • Leadership
• Sales • Job Morale
• Customer • Job Appraisal
• Par Stock • Communications
• Preventive Maintenance
• Problem Solving

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STANDARDS OF MANAGERIAL EFFECTIVENESS

A. STAFF DEVELOPMENT

1. Staff Training
1.1 Job orientation is given to all employees immediately upon hiring.
1.2 Employees are continuously updated of changes in company policies, products,
services, and other pertinent information concerning their jobs.
1.3 Staff training is responsive and relevant to the staff’s training needs.
1.4 Formal training is enforced by on-the-job coaching and instructions.
1.5 Training needs analysis is conducted before a designing training plan.
1.6 Employees are given opportunities to grow and develop in their career through
programs for professional advancement.
1.7 New recruits are rapidly tuned into productive and efficient service staff.
1.8 There is consistent monitoring of application of learning, errors are identified
and corrected as they arise.
1.9 There is clear, convincing, and well-organized delivery of instruction; a well-
organized lesson plan is followed.

2. Employees’ Morale, welfare

2.1 Employees are appreciated and praised for their efforts and good work.
2.2 Employees are treated fairly and uniformly, without prejudice or discrimination.
2.3 Employees are given due respect; they are never humiliated and insulted.
2.4 There is trust and confidence in the employees’ capacities and abilities.
2.5 Employees are provided with safe working environment and safety devices.
2.6 Employees’ right for self-expression is respected.
2.7 Personal concerns, complaints and grievances of staff are acknowledged listen
to, given time and attention.
2.8 Employees feel at ease in approaching their superior; the boss does not appear
threatening to his staff.

3. Teamwork
3.1 There is mutual trust between the manager and his subordinates.
3.2 Full support and cooperation of employees are exhibited in the implementation
of rules, policies, programs, etc.
3.3 Differences in ideas and opinions are confronted, clarified, given a hearing, and
not suppressed.
3.4 There is an open and honest expression of ideas in the team.
3.5 There is a commitment to team goals and strategies.
3.6 There is a clarification of roles and expectations among team members.
3.7 Inter-department coordination and collaboration is evident.
3.8 Officers and staff have healthy interaction; the boss appears to be a good mixer.
3.9 Proper decorum and proper channels are observed in dealing with other
departments; no one is by passed.

4. Communications and Grievance Handling

4.1 Meetings are conducted regularly to discuss/resolve operational problems.
4.2 Hearsays or gossips are never tolerated nor entertained.
4.3 Diplomacy and tact are observed in dealing with infractions, complaints, and
grievances.

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4.4 Empathic listening is demonstrated during corrective interviews and counseling.

4.5 There is sensitivity to the feelings and self-esteem of subordinates; demeaning,
judgmental remarks are avoided.
4.6 Written correspondence like memos, reports, etc. are prepared in proper format,
accurate and complete with details.
4.7 Every employee is informed of what is expected of him; likewise told about his
progress on the job.
4.8 Confidential matters are kept secret, never divulged to other staff.
4.9 Employees are made to understand the significance of their job and the rationale
for orders, instructions, policies, and procedures
4.10 Employees are consulted on matters affecting them.
4.11 There is a smooth flow of communications and coordination with other officers,
departments.
4.12 Orders and instructions are expressed with clarity and diplomacy.
4.13 Oral communications are spontaneous.
4.14 Assertive communication is demonstrated in fighting for ideas and convictions.
There is an open and objective discussion of ideas and differences.
4.15 There is objectivity in handling grievances of employees; the listens to reasons,
investigates, and takes proper action.

5. Leadership, Character, and Integrity

5.1The respect of staff towards their superior is evident; they look up to him as a
model.
5.2 There is evident compliance to his orders, instructions and to company policies.
5.3 There are attempts to build people’s self-confidence through affirmations, non-
threatening statements.
5.4 personal grudges and personal biases do not influence the manager’s decisions
and actions.
5.5 There is a participative decision-making; the officers and the staff are allowed to
express their ideas and sentiments on matters affecting them and are involved
in setting goals and strategies.
5.6 High morale, commitment and contagious enthusiasm are manifested.
5.7 Win-win orientation is demonstrated; no self-serving interest; the welfare and
interest of the company and employees are given equal weight.
5.8 The manager gives credit where credit is due.
5.9 Misconduct/deviation is never allowed to go unnoticed and uncorrected.
5.10 There is rationale disposition in dealing with operational concerns; the facts are
always gathered and analyzed as basis for decisions.
5.11 Initiative and resourcefulness are exhibited in searching for remedies to
problem spotted on the job.
5.12 There is a clear indication of creativity and imagination, search for new ideas
and strategies to improve service operations.
5.13 The right job is delegated to the right person on the right time.
5.14 The rationale or justification for orders and instructions is always explained.
5.15 Any employee who is in trouble or needing assistance is given sufficient support.
5.16 The leader serves as a true model. He practices what he teaches, does not violate
the rules and policies that he enforces.
5.17 The leader does not bear grudges nor allow sentiments to affect his objectivity.

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5.18 He maintains sobriety and composure in dealing with erring employees and
with difficult situations.

6. Employee Discipline
6.1 The leader can generate good discipline among his people as evidenced by
consistent compliance to house rules and performance standards. Misconduct
reports if any, are very minimal if not eliminated.
6.2 The leader can spot infractions as they arise, records them, and makes necessary
misconduct report.
6.3 No erring employee is convicted without trial. Proper investigation is conducted;
judgments and decisions are based on facts and not on mere hearsays.
6.4 Corrective or disciplinary interviews are conducted in accordance with the rules
and principles of good discipline.
6.5 Errors and infractions are corrected as they arise.
6.6 The company’s administrative policies on discipline are strictly complied with.
6.7 Sanctions are enforced uniformly, fairly, and consistently for all offenses
committed under the same circumstances.

7. Staff Recruitment
7.1 There is a detailed set of job specification that describes the desired
qualifications for each position.
7.2 Selection is based on job specifications and not simply left to the discretion of
the manager.
7.3 No misfit is recruited on the job. Only qualified candidates are considered for
employment.
7.4 Effective testing instruments and selection procedures are administered in
assessing the qualification of candidates.
7.5 No employee is made to report without the necessary pre-employment
requirements – health clearance, NBI clearance, etc.
7.6 Administrative policies on recruitment are consistently complied with in the
selection process.
7.7 No favoritism and discrimination are demonstrated in the selection of
candidates.
7.8 A background investigation is conducted before placement especially for critical
positions like that of managers and other officers.

B. TECHNICAL AND OPERATIONAL

The existence of the following conditions in the manager’s work area and department
speaks of his administrative and technical efficiency.

1. Quality and Productivity

1.1. Quality and productivity standards for service, production, other operational
areas are clearly defined and documented in operations manual.
1.2. Inspection and monitoring checklist containing quality and productivity
standards are used for periodic monitoring of employees’ performance.
1.3. Quality standards are consistently complied with as indicated in the monitoring
report of managers and/or performance audit reports.
1.4. The volume and speed of work of employees do not fall below the productivity
standard as indicated productivity reports.

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1.5. There is no evidence of backlog.

1.6. Reports and other required documents are submitted on or before the deadline
or set schedule.
1.7. Minimal overtime on record.
1.8. Reports are thoroughly and accurately prepared and these contain the required
data.

2. Safety
2.1. There is no record of accidents or injuries in the department unit.
2.2. Accident and injuries, no matter how minor, are recorded and reported.
2.3. The people responsible for causing the accidents are given disciplinary action.
2.4. Safety gloves and other safety devices are provided for; the manager always
checks their proper and continuous usage.
2.5. Preventive and emergency procedures are established are made known to all.
2.6. The employees follow rules and instructions in performing their job.
2.7. All employees are trained on the use of fighting equipment.
2.8. The work environment is free form safety and security hazards like dangling
wires, open outlet, slippery floors.

3. Sanitation
3.1. Garbage cans are covered, underlined with plastic sheets/bags, and disposed
regularly.
3.2. The work area is always kept clean and orderly, no litters, fixtures in their
proper arrangement and location.
3.3. Proliferation of pests is non-evident.
3.4. No evidence of food poisoning or illness of guests that may have resulted from
unsafe foods and unsanitary practices.
3.5. Equipment used by guests like utensils, glasses, linen, etc. are sanitized using
sanitizing detergents.
3.6. Unsanitary practices are avoided by the production and service crew.
3.7. Employees consistently comply with standards of personal hygiene and
grooming.

4. Cost and Materials Management

4.1. There is a reasonable budget for supplies, equipment, and other items.
4.2. Accurate par stock level is established and maintained.
4.3. Actual consumption is always monitored, and variances are recorded in a budget
variance report.
4.4. Consumption and expenses are always within the allowable budget, food cost is
within the allowable food cost percentage.
4.5. Equipment are always checked for cleanliness and condition, subjected to
periodic cleaning and preventive maintenance.
4.6. Equipment breakdown and the wear and tear of equipment are reduced to the
minimum if not prevented.
4.7. Cost of labor does not exceed allowable ceiling; productivity of staff is
maximized.
4.8. Left overs in the kitchen are recycled when appropriate.
4.9. Spoilage, waste, losses are reduced to the minimum, if not totally eliminated.
4.10. Available time saving devices are utilized to save cost.

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4.11. Pilferages are non-existent.

4.12. Effective control systems, policies and procedures are always enforced.
4.13. Energy and utilities are reasonably consumed; lights and air condition are turned
off when not in use.
4.14. The purchases and orders/requisitions are fully justified and in line with the
budget.
4.15. No unrecorded and unaccounted losses, damages, or pilferages.

5. Plans, Strategies
5.1. Realistic, specific, measurable goals and targets are established.
5.2. Appropriate strategies are designed to attain goals and targets.
5.3. Operation requirements are accurately defined and addressed.
5.4. Potential problems and threats are anticipated, and contingency action plans are
established to prevent/minimize undesirable consequences.
5.5. Operational problems and concerns are properly identified and analyzed before
action plans and strategies are designed.
5.6. There is a system of monitoring progress against action plans and targets such
as sales reports, accomplishment reports, variances, etc.
5.7. Variances and performance gaps are identified, analyzed, and given appropriate
remedies.

6. Work Systems
6.1. All critical tasks in the unit/outlet are properly identified and distributed.
6.2. A division of labor is clearly defined along with the responsibilities and duties
of each unit and unit head.
6.3. The duties/accountabilities of staff are clearly defined and communicated.
6.4. The lines of authority are delineated, along with the power, authority, span of
control, boundaries of those in command.
6.5. The steps and procedures for each task are described in detail in a job
breakdown.
6.6. Productivity and quality standards are clearly defined, discussed with and
agreed-upon with unit heads and staff.
6.7. Work systems make way for prompt and efficient delivery of service;
unnecessary delays are prevented; the system works for the convenience of
customers and staff.
6.8. Effective time management: priorities are in order; no time wasters.
6.9. Flow of operations is systematic and organized; there is no point for confusion
or buck-passing.

7. Sales and Output

7.1. The sales attainment for each month does not fall below target.
7.2. The targeted volume of production is attained.
7.3. The profit margin is maintained.
7.4. The targeted covers, average check, occupancy, etc. are attained.
7.5. All required reports are prepared and submitted on time.
7.6. Effective innovations, improvements in service and operational procedures are
introduced.
7.7. All assigned tasks and special assignments are completed on time.

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8. Customer Satisfaction
8.1. There is no record of serious or critical customer complaints.
8.2. There are positive customer comments regarding food and service.
8.3. Customers are satisfied with the way their complaints are handled.
8.4. The service is delivered as fast as possible; customers are not made to wait for
long periods.
8.5. Repeat patronage is evident.
8.6. The needs and expectations of customers are identified and satisfied.
8.7. Customer comments and suggestions are accepted and appreciated; there is no
show of defensiveness or resistance.
8.8. The customers are given personalized and courteous service, with diplomacy
always maintained.
8.9. The staff exhibit tolerance for difficult and problematic customers, and this is
evidenced by their composure and tactfulness.
8.10. Cheerful and pleasant disposition is evident among service personnel.
8.11. Customer feedback is always solicited, recorded, and given action.
8.12. An effective problem-solving mechanism on matters of customer service is
implemented, i.e., information dissemination and coordination with the right
department for corrective measures, follow-ups, etc.

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