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Essay / Research Paper Abstract
This 5 page report discusses the Ritz-Carlton Hotel Company. the first hotel company to ever be given the award and the only hotel group to win the illustrious Malcolm Baldrige National Quality Award twice -- 1992 and 2000. Every aspect of the company is focused on quality and assuring that hotel guests have a memorable experience rather than simply a hotel stay. Quality issues and the ways in which the hotel group maintains its high standards are discussed. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: D0_BWritz.rtf
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Unformatted sample text from the term paper:
an identification for at least the past fifty years. This is not to suggest that it has not faced its own set of challenges in terms of competitiveness, financial stability
and profitability, or even public perception. Nonetheless, quality has always been the companys hallmark -- enough so that it has been awarded the illustrious Malcolm Baldrige National Quality Award twice
(the first hotel company to ever be given the award and the only hotel group to win it twice -- 1992 and 2000), the Best Business Hotel in Asia Award
(Singapore), the Best Business Hotel in China Award (Shanghai), and a number of other impressive "best hotel in . . ." awards throughout the past decade. Performance and Monitoring Success
The Ritz-Carlton Hotem Company received the Malcolm Baldrige in 1992 and has spent the past decade assuring that it continues to measure up to the rigorous standards it established for
itself when it applied for consideration for the award. Those who pay careful attention to the Ritz-Carlton focus on quality should not be surprised that the company would again be
granted the award in 2000. According to Partlow (1993), the management team of Ritz-Carlton attributes its success to the involvement of every employee, from top management to housekeeping, in supporting
customer satisfaction and quality service (pp. 16). Partlow also explains that the Ritz-Carltons corporate president and chief operating officer hold weekly meetings with the other senior executives who comprise
the companys corporate steering committee and quality-management team. "They meet weekly to review product- and service-quality measures, guest satisfaction, market growth and development, organizational indicators, profits, and competitive status" (pp.
16). Twenty-five percent of each of these senior team members responsibility and time is required to be related to issues dealing with quality assurance throughout the different properties of the
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