CC BY
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https://doi.org/10.29013/EJEMS-21-2-35-38
Khmiadashvili Nino, Doctoral student of Georgian Technical University E-mail: n.khmiadashvili@gtu.ge
KEY ASPECTS OF QUALITY MANAGEMENT IN THE HOTEL BUSINESS
Abstract. The article discusses quality as a fundamental factor in survival in the face of growing consumer demands and competition. According to the author, modern business strategy is based on quality control of products and services, which is the main tool of management of any organization today. The author describes quality management as a rather complex process that must be entirely customer and buyer-oriented, considering what quality is as one of the key factors of competitiveness. According to the author, the features of quality management play a crucial role in the hotel industry, as well as in the work of the hotel service.
Keywords: quality, management, competitiveness, hotel industry.
Introduction. There are many definitions of agement is on improving the subsystems of the en-quality, which can be explained by the variety of quality categories themselves. But the International Organization for Standardization (ISO) sums up the many differences of opinion about quality: "Quality is the compliance with the existing or intended requirements of a product, process or system characteristics."
1. Quality Management System
The Quality Management System (QMS) is a formal system and includes documentation of the structure, responsibilities, and processes required for effective quality management. The modern concept of quality management is based on five main stages:
1. Formation of a systematic approach to quality management (Taylor System-1905). At this point, the focus was on controlling product parameters and characteristics. Typically, inspections were carried out at the end of the production cycle and required the involvement of specially trained quality inspectors;
2. Statistical Quality Management (1924). The focus of the product was shifted to manufacturing processes, for which statistical methods and control maps were used;
3. The concept of total quality management TQC (1950). During th is period, the focus of quality man-
terprise, such as production, management, procurement processes, personnel management, sales, etc .;
4. Quality management based on ISO 9000 International Quality Management Standards (19701980);
5. Total Quality Management TQM (from 1989 to present), where quality is seen as meeting the needs of society, customers. The term "quality" in the narrow sense means the quality of products; by broad interpretation, it refers to the quality of work, services, information, subdivision, employees (engineer, manager, supervisor, worker), management system, company, goals and more.
Quality management poses many tasks for the entrepreneur, the achievement of which leads to the achievement of the desired level. While adhering to international standards is a voluntary initiative, every company strives to join it in order to consolidate positions in the market. The requirements for the effectiveness of quality management measures are given in the international standards ISO 9000, the recommendations of which are used both in the creation of the quality system and in the evaluation criteria. When concluding contracts, when the customer wants to check and evaluate how reliable the
supplier is, how stable he will be able to deliver quality goods, he uses the ISO 9000 recommendations.
At present, leadership in the field of quality is achieved through the quality solution of all the tasks of the company, the methodological and ideological basis of which is the TQM principles. However, the transition to ISO 9000 standards is the initial stage of TQM.
Renowned Japanese professor Kaoru Ishikawa argues that quality should be embedded in every project, in every process ... The essence of complex quality management lies in quality management when developing new types of products ... If a company follows the principle of "quality first", then its profits will increase in the long run. If a company is focused on short-term profits, it will lose competitiveness in the international market and in the longrun future profits as well. Of course, this is easier said than done.
Quality of service - one of the most important indicators of the work of the hotel. Improving the quality of service is essential for the hotel business, the customer, and the national economy as a whole, for visitors. Providing high-quality services helps to increase their sales volume, enterprise profitability and increase the prestige of the hotel. Consumption of improved quality and high customer value services reduces customers' ongoing costs and ensures that their needs are met. This implies the need for constant, purposeful accumulation of work by hotel enterprises to improve the quality of service.
Effective service quality management prioritizes the customer and hosts the enterprise, where they develop a comprehensive quality policy that includes social, economic, technical, legal aspects. Quality Improvement - An activity that is performed to improve the efficiency of activities and processes, to benefit the organization and the customer.
2. Hotel Service
Specific features of the hotel service are:
• Consumption of hotel services coincides with their production;
• The quality of hotel services can be assessed only in the process of consumption;
• Hotel services are not subj ect to conservation and development;
• Providing hotel services, the employee of the hotel enterprise comes in direct contact with the customer;
• Unlike the commodity market, where goods "go" to the buyer, in the hospitality industry, on the contrary, the consumer "goes" to the services of the hotel enterprise, ie. Hotel services are not subject to transport formation;
• The hotel service cycle depends on and varies according to the needs of the people: for example, in the hotel industry there is a typical daily, weekly, monthly, annual change request.
The complex nature of hotel services requires the production of each of its components, ie a specific type of service with a certain technology. It refers not only to a set of service operations and processes that are completed in a specific method and sequence but also to a system of rational ways of using hotel buildings, structures, equipment.
Neglecting the systemic approach to the quality of service leads to a sharp decline of the latter, disruption of its process technology, arbitrariness in the production of services, customer dissatisfaction, and, consequently, reduced demand. That is why it is necessary to develop and implement a service quality management system in each accommodation enterprise.
It should be noted that the economic form of operation of enterprises in the field and the labor of workers is an intangible product - a complex hotel service. Therefore, the final result ofactivities in this field can be revealed only in the process of providing and consuming services, ie. Directly in tourist accommodation enterprises. It is expressed in terms of the volume and quality of services produced. Quality ofhotel services - a hotel management system that provides standardized and certified hotel product delivery to customers. Defines and ensures a combination of customer service features, processes, and conditions to
meet customer demand. Customer demand is usually expressed in terms of features and quantitative characteristics, including aspects such as functionality, comfort, safety, economic parameters, environmental friendliness. Hotel service features may differ from other product features and include categories such as hospitality, staff, customer service time, hygiene, trust, direct customer contact. The final criterion of quality -customer evaluation is often subjective.
The main task of the hotel service quality management system is to create a product that fully meets the needs of the public and the needs of customers. The process of quality assurance of hotel services is characterized by the following sequence: Before creating any hotel product, the nature of the demand must be clarified, then the features that must characterize the product must be specified.
After all, it is possible to plan (design) the service, its program, and its conditions, which should be closely related to the marketing program. Normally, the management process takes place through a feedback mechanism. Feedback in the hotel service quality management system should be considered as a mechanism for processing information received from staff and customers, which should, if necessary, influence the management process. This requires the establishment of a preventive-permanent operative feedback system. It should be considered as part of complex hotel service, each type of which is a separate block with its own structure - production processes, technology, local feedback mechanism. Only in this case, it is possible to produce a service focused on the principle of satisfying the interests of customers, based on the request of the guest.
Hotel services include pre-planned species, the nature of each of which is determined by the relevant industry profile. For example, catering and transport services may include direct catering services as well as public catering and transportation systems, cultural services - as well as related fields. Therefore, the quality management methods typical for the industry profile are used for these species, a wide range of
additional services - booking, business center, communication, household, commercial, medical (medical-preventive, cosmetic), sports-health, seminars, conferences, etc. Even more exciting is the arsenal of quality management methods.
Quality management is the control over the organization and delivery of services in the hotel enterprise, which implies the existence of the following management system:
• Personnel selection and training system. The hotel administration should establish a staff selection and recruitment service who have the knowledge and skills to provide high-quality service and should constantly monitor the qualifications of its staff;
• Quality control and standardization control system of the hotel service process. To set standards for hotel services, their owners and managers need to have a clear idea of what kind of idea they are trying to convey to their customers. It is therefore of great importance that each hospitality enterprise has its own code of standards. Standards should be flexible and reflect the needs and desires of customers, primarily regular customers, standards include not only the quality of customer service techniques but also the attitude of staff towards their work and guests;
• Customer satisfaction quality control system is achieved by analyzing customer complaints and suggestions, comparing the quality of competitors' services with the quality of their own services. Hotels can use grievances as a valuable source of shaping their advantage over competitors, as grievances point to ways of perfecting work, satisfying dissatisfied customers. Thus, the model hotel is characterized by the existence of a strategic planning system, the aspirations ofthe management to improve the quality of service, high standards of service, the control system of the offered services, the system of satisfaction of guest complaints.
Effective quality management at the hotel includes:
• Effective marketing management of the enterprise;
• Introduction of quality industry standard;
• Development of production process technology (normative description)
• Application of qualification requirements to employees (qualification standard);
• Introduce standardization of staff work;
• Fair labor evaluation and motivation;
• Existence of corporate culture.
Conclusion. The creation and development of an adequate quality system in line with the modern realities of the hotel business should become a strategic commercial imperative. The role of states lies in the balanced regulation of producers, for which it is necessary to create targeted state programs aimed at accelerating progress in this area. Thus, it can be said that the existence of a high standard of quality leads to an increase in the efficiency of the economy, increases the competitiveness of the product, increases the authority of countries in the world market.
References:
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2. Vasadze M. Hotel Management, Publishing House "Technical University"; - Tbilisi. 2009.- 280 p.
3. Konstantine Abuladze K. Basics of Hotel Business," - Tbilisi, 2015.- 320 p.
4. Ishikawa K. What is the universal quality management? Japanese Way, AOZT "TKB intercertifica",-Moscow. 2008.- 140 p.
5. Pender L. & Sharpley R. The Management of Tourism, Edited, SAGE Publications, London, Thousand Oaks, New Delhi. 2005.- 350 p.
