Most of the students and intern faces problems to create a Delegation of Authority. And the saddest part is the didnt find a proper sample on the net to do that . they have to spend money to create this. So for the first time i will publish this complete sample on Delegation of Authority at  a company in this article . keep in touch with steemit and keep following me... here goes ...

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                                                 New Management Practice in the Hotel Business – The 

                                                          Case of the Hotel Pan Pacific Sonargaon                                

                                                                             Prepared for    

                                                                             Course Instructor 

                                                                       Business Communication  

                                                                                BBA Program 

                                                                          your university name      

                                                                         Prepared by

                                                                           your name    

                                                                    Registration No: ******

                                                                       BBA Program 

                                                                University of Asia Pacific       

                                                                         August, 2017     

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August 9, 2017

Course Instructor

Business Communication 

BBA Program 

University of Asia Pacific

            Dear Sir,   I am pleased to submit the following report of the study you asked to conduct in an effort to answer your questions about delegation of authority in an insurance company.   

After surveying 50 people of the delegation of financial authorities and evaluating possible ways to meet their needs for training, I have concluded that some training in delegation is essential and that could be provided in seminar from conducted outside consultants    

I consider myself extremely fortunate to prepare this report, but my effort will be successful if the report is satisfactory to you   

Sincerely     

YOUR NAEM  

Registration No: ******* 

BBA Program  

University of Asia Pacific  

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                                                                 Synopsis  

The paper analyses the new management practice in the hotel over recent years, the environment for hotel management in Bangladesh has changed radically. Difficult business conditions require the transformation of management in the hotel industry. From the old-style business model, in which hotel managers were focused inwards on the hotel and its Operation, a new paradigm encompassing a more externally oriented Focus is now required. The current transformation of socially-owned Hotels into capital-based and market-oriented business enterprises will accelerate the general process of privatization and promote in centime Management strategies. The article gives the search results of the new Management practice in the case of the hotel Sonargaon Hotel in Dhaka .It is one of the most successful hotels on the Dhaka city, which practices Modern management. The research referred to management level, sex, Age and educational structure of managers, their continuing education, Knowledge, skills and characteristics of management, main functions of Management, and delegation of authorities and responsibilities, management System, decision-making, styles of leading and governing of managers by their time. The received results have been compared with the earlier Management approach of the above-mentioned hotel. The objective of the Paper is to point out the importance of the new management practice and its contribution to the successful hotel business 

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  1. Introduction

 This paper analyses changes that have happened in the hotel industry caused by the transformation of socially owned into market oriented business enterprises. One of the most important new business methods is transformational management, and it appears as one of the most efficacious ways of managing a hotel. If we want to be competitive with other countries in the Mediterranean, then a large number of hotels in Bangladesh need new owners and new management, especially in the County, where the owner of most hotels is the state and where tourism means life.    With the privatization of the hotel Sonargaon hotel in Dhaka, the new owner has started to establish a new management practice because he has to accustom hotel management to the new environment, which has changed radically over recent years. A functional organization structure dominates in Bangladeshi hotel firms with a high grade of hierarchy and centralization. A new environment requires the modification of the leading style towards the consultative and participative style; thus, the hotel Pan Pacific Sonargaon has adopted these conditions.   By exploring different approaches of accomplishing the business management of this five-star hotel, they decided to install a new organization unit into the organization figure that is controlling. This helped them to control everyday expenses on every level of the hotel departments. The hotel has overtaken the top price of their services. Thus, by controlling the expenses, it can reach the results of the best hotels in the Mediterranean. The Hotel Pan Pacific Sonargaon has an ISO 9002 certificate and operates the system of Total Quality Management, which is directed towards satisfying customer demand. Any obstacle in the way of achieving customer satisfaction must be removed. The high-grade service supply does not recognize the frontiers, but it guarantees the satisfaction of the guest.   The staff of every organization is the most important resource. The Hotel Pan Pacific Sonargaon is investing a lot in training their operation staff by organizing courses at the Hotel Sheraton, in the United Kingdom, for their waiters and cooks. The top management of the hotel is also broadening their knowledge by attending different courses, seminars, MBA studies, etc. In this article, the indispensability of using the new approach of the management practice in the hotel industry will be pointed out, whereby in the Dhaka region or in any other region, in general, will be encompassed by the transition and globalization processes.   

2. Management in the Bangladeshi Hotel Industry

   These days, the key issue in the hotel industry management is how to develop a strategy, which is able to range a firm with the best in the industry because the very strategy is the reason to succeed or fail. According to the paradigm dated from the 90s, a firm cannot be successful on a long-term basis if oriented only on exploiting the possibilities in already existing activities and on current markets. The analysis of discovering its competitive capacities is useful because it enables the understanding of those individual activities in the entire production the service process having a part in cost determination, service quality image and the final service.   Bangladeshi managers in the hotel industry are characterized by the leading style ranging from the authoritative to a consultative one. They practice top-down management, where the decisions are made from the top management to the operative management, but the most important is that every level of the management pyramid is responsible for its activities only to the superior level. The global hotel industry is changing rapidly and continuously, therefore, it is necessary for a hotel’s firm management to adjust to those changes.    The future organization is determined by a manager's adjustment ability to the turbulence of a dynamic and complex environment (Galicia, 2000, p. 444). In order to exist, the present hotel firms have to attract and employ the creative and not the traditional experts, with the main purpose of developing an innovative business strategy. The accent is on service quality improvement and efficient use of human    resources through transformational leadership. Today's managers in the hotel industry are dealing with three key issues: 

•  Creating the common vision; 
•  (Re) designing organizational structure; 
• Serving the employees 

  The most important of these issues is that managers get confidence, loyalty and respect from their subordinates. It is necessary for employees to feel important as a part of an organization and to be able to distinguish the relevant from the irrelevant, with a view to a successful business transaction one of the most important new leading methods of businesses is transformational management, which has its own characteristics. In the near future, transformational hotel industry management will be desirable (see Table 1).Transformational management should be treated as the all-level manager's activity. The stress is on the whole organization and future success, but at the same time, the concentration is on individuals and their needs, teamwork and on designing a new environment. In the Bangladeshi hotel industry, most of the hotels are under the state proprietary, so they do not use new management practices. Today, they look for a new owner. In this article, we focus on the Hotel Pan Pacific Sonargaon and its management practice, which has changed drastically in the last two years when the hotel was sold as a consequence of the privatization process.   

  

Table 1. Characteristics of transformational management 

  2. Development of the Hotel Pan Pacific Sonargaon 

The brand name "Pan Pacific Hotels" was born when Japanese conglomerate Tokyu Group established its new marketing identity and sales network for its hotels in 1975, under Tokyo Hotels International. The first Pan Pacific hotel established was Sari Pan Pacific Jakarta, which opened in 1976. It established the Emerald Management Company (EMC) to manage its hotels in Hawaii and California in 1983, and in the same year, the Traveler’s Palm logo was born. In 1986, Pan Pacific Vancouver and Pan Pacific Singapore were opened. Tokyu Hotels International and EMC merged to become Pan Pacific Hotels and Resorts, and in 1989, the Traveler’s Palm logo became the company-wide mark for the hotel group. Pan Pacific Hotels and Resorts has since extended its presence to other parts of Asia and North America, including Singapore, Malaysia, Manila, Vancouver, Whistler and Seattle. In 2007, Pan Pacific Hotels and Resorts became a founding member of the Global Hotel Alliance, the world's largest alliance of independent hotel brands comprising more than 30 member brands with over 550 upscale and luxury hotels with 110,000 rooms across 76 countries. In line with the brand's plans to expand the Pacific Hotels and Resorts portfolio in Asia, Greater China and Oceania, Pan Pacific debuted in China with Pan Pacific Xiamen in 2009 and Pan Pacific Suzhou in the following year. The brand also extended its footprint into Australia with the launch of Pan Pacific Perth in 2011. The opening of Pan Pacific Hotel and Serviced Suites Ningbo in 2012 and Pan Pacific Tianjin in 2014 has further strengthened the brand's presence in China. The Pan Pacific Sonargaon Dhaka Hotel is a luxurious No.1 International Hotel Prestigious 5 star Dhaka hotel situated in the heart of central Dhaka close to the Diplomatic Zone and commercial district. It is close to Motijheel Commercial Area, Gulshan, Baridhara, Parliament House & the Prime Minister’s Office. In 1975 Tokyu Hotels International (Tokyu Group) Established Its Marketing Identity & Sales Network & Brand Name by – “Pan Pacific” The First Pan Pacific Hotel was Established Sari Pan Pacific Jakarta Opened in 1976 In 1983 Tokyu Hotels International Established The Emerald Management Company In 1989 Tokyu Hotels International & EMC Merged to become Pan Pacific Hotels & Resort at the same Year Traveler’s Palm Logo is Use for the Hotel Group History. In 2007 PPHR Become a Founding Member Of the “Global Hotel Alliance “(GHA) The World’s Largest Alliance of Independent Hotel Brands across 78 More Countries. In 2007 UOL Group Limited acquire (fully) Pan Pacific Hotels & Resorts from Tokyu Group & Renamed Pan Pacific Hotels Group. Headquarter is Singapore. 

  3. Standards and Quality Application  Quality is an ancient concept that has obtained new attributes and can be defined in many ways such as (Avelini-Holjevac, 2002, pp. 487 )

•  Quality reflects that ability of a product or service to consecutively satisfy or exceed the expectations of the customer; 
• Quality means getting what you are paying for;
•  Quality is not something that is adopted as a special feature, but rather something that is an integral part of the product of service 

  The point is that the economic aspect of quality is profit. Quality also means the increase of motivation and responsibility of the organisation, but the behaviour and work methodology must be founded on the initiatives and concern for customers.Among the numerous parameters that caused a better position of the Hotel Pan Pacific Sonargaon on the tourist market, there is also the standard and quality application in doing business. It is only by the constant training of employees, the use of only selected procedures and the monitoring of the system that quality is ensured at the Hotel Pan Pacific Sonargaon.Quality is achieved by introducing particular standards and is, therefore, measurable. Furthermore, the quality standards are set by the competition and their outputs on the market. One of the main objectives of the Hotel Pan Pacific Sonargaon is to achieve, at least, the same level of quality of the products and services as that achieved by the competition (Figure 1).The main goal of the Hotel Pan Pacific Sonargaon is to achieve and maintain competitive success in the sector of five-star hotels. Its strategy is to deliver a consistent standard of services and products, which is supported by quality. The company policy and initiatives upon quality are in support of this. Keeping this in mind, the hotel's management decided to apply a system of quality according to HRN ISO 9002 norms in order to improve such criteria. 

  Figure 1. The strategic business terms  

  Source: Business data of the Hotel Pan Pacific Sonargaon 

The benefits must be strengthened through effective internal auditing and management review of system performance. Like all systems, this one either improves or becomes less effective. It does not remain static for long.  

 Benefits and typical goals from registration to ISO include :

•   More efficient and profitable business with improved, consistent and predictable business results;
•   Production products and services that consistently meet customer's requirements;
•   Increased effectiveness in the use of the organizations recourses to enhance customer's needs and expectations; 
•  Increased revenue and market share obtained through flexible and fast responses to market opportunities;
•  Maintenance of market share;
•  Improvement of communications and morale in the organization 

 Delivering the quality of service is one of the major challenges that the hotel managers are facing. It is an essential condition for the success in the emerging, keenly competitive and global hospitality markets. Since the delivery of the quality of service always involves people, these issues center on the management of the people. In particular, it focuses on the interactions between guests and staff, which are called services encounters that are the building blocks of the quality hotel service 

  An initial management task is to understand a service encounter by discerning and dealing with those attributes that are most important to guests. In doing so, pertinent questions must be raised about the specific service encounter under consideration. It is important to obtain adequate information to understand the situation thoroughly. Determining the context of a situation, relating to a hotel service encounter that has gone wrong, establishes an index to improvement.

 With the information at hand, hotel managers can organize and analyses the data including the specification, staff, space, system, support and style. When those conditions have been met, managers of the Hotel Pan Pacific Sonargaon will be in an excellent position to make decisions that will improve the quality of hotel services provided and guests perception of them 

  The management of the Hotel Pan Pacific Sonargaon assigned the necessary means and personnel required for setting up and maintaining a quality system. They also defined the need for training, equipment and documented deviations in order to maintain the system's efficiency.    

  The hotel manager chose a person that will, alongside with his/her other duties, have the authority to

•    Ensure that the system of quality is established and maintained;
•   Elaborate monthly reports on the state of the quality system;
•   Report to the hotel manager on the quality system's performance so that the report could be used towards evaluating and improving the system; 
• Maintain contact with a certification firm 

  4. Modern Management of the Hotel Pan Pacific Sonargaon 

Modern management of the Hotel Pan Pacific Sonargaon entails the execution of planning, organising, human resource development, leadership and control as the fundamental functions of management. Management in this hotel deals with people and their relation within the organisation, as well as their knowledge and leadership styles. It is also focused on strategy, design, technology, planning and control. The characteristics of the managers at the Hotel Pan Pacific Sonargaon are:  

• Motivation of other colleagues; 
•  Profound understanding of his/her job; 
• Understanding of his/her subordinates; 
• Selection of the best co-workers and giving them enough freedom; 
• Full commitment to the work; 
• High level of self-confidence; 
• Lower organizational dependence; 
• Greater autonomy; 
• They know how to listen; 
• They are ready to reach a compromise; 
• Flexibility 

  The organization structure of the Hotel Pan Pacific Sonargaon has changed radically. Some new departments have been formed. Organization is functional and is specially focused on five departments (marketing department, supply department, finances and accounting, department for research and development and department of human resources).    

Figure 4 shows that the Hotel Pan Pacific Sonargaon operates by offering services of accommodation, food, beverage, fitness, sport, etc. to its customers. 

  The hotel management is organised within responsibility centres: investment centre (hotel), profit centre (accommodation, food and beverage services and other services), revenue centre (reception, hire of capacity, sales of food and beverage services, fitness services, sport services, souvenir services, health services and other services), expenses centre (housekeeping, food preparation, beverage preparation, marketing department, supply department, finances and accounting, department of research and development and department of human resources) and operating expenses (food preparation, kitchen, warehouse, saloon, confectionery, mini bar, terrace, tavern, bar and room service).  

  Source: Business data of the Hotel Pan Pacific Sonargaon  

 The system of knowledge and personnel management is more than ever becoming a concept of the new business philosophy and is experienced as a source of power. Management of the Hotel Pan Pacific Sonargaon has comprehended this, especially after the privatisation process. Every year, the operation staff goes on training in the United Kingdom, while the middle and top management practise permanent education in the form of expert seminars, courses and MBA studies. 

                           Figure 5. Employment structure in 2001 

Figure 5 shows the employment structure of employees in 2001 and 2002 in each department of the Hotel Pan Pacific Sonargaon in percentages. It is discernible that most of the employees are working in the restaurant, housekeeping and kitchen because the main business of each hotel is to provide services to customers.  

  5. The Role of Controlling In the Hotel Pan Pacific Sonargaon 

The Hotel Pan Pacific Sonargaon monitors its performance on the basis of the re-established hotel standards of running the new management and it applies modern management accounting based on new methods. Standard accounting data in this hotel are in accordance with the methodology of the Uniform System of Accounts for the Lodging Industry (USALI) and needs managers in the area of fundamental concepts of authority, participation accountability and control for its responsibility centres. The approach of this accounting system provides the successful operational management of certain types of profit, income and expenses for all departments. Furthermore, it allows for momentary intervention in case of negative deviation from the plan of the hotel departments. USALI is generally accepted in the world-wide hotel industry. This includes the hotel standards of monitoring performance and the new hotel approach of management accounting. This system includes a number of standard accounting procedures that are used for the accountancy reports.  

  6. Future Development of the Hotel Pan Pacific Sonargaon   

Strategic collimation of the future development of the Hotel Pan Pacific Sonargaon will be based on strengthening the competitive advantages according to the main opportunities and threats from the surroundings. The accent is on the decentralisation of hotel operations. The hotel management should incorporate strive to achieve world standards in the fields of technology and organisation into the strategic plan of the hotel. This should improve the business processes and quality of the tourist product of the Hotel Pan Pacific Sonargaon. The rationalisation of business processes will decrease all expenditures with the gain to increased profitability. The marketing and sales policy will be customised with new conditions on the tourist market. The short-term strategy has its main goal -- the satisfaction of employees -- where motivation has the main role for the efficiency of the organisational units where they are managing. The prerequisite for this is the establishment of profit centres, relatively observing the expenditures and costs of the minor business units. Investment in people is going to be a commitment towards achieving a quality product. The Hotel Pan Pacific Sonargaon shows us that the strategic planning and controlling as a service have a big significance in doing business. From today's point of view, the Hotel Pan Pacific Sonargaon has and is going to have a bright future. 

7. Conclusion

 In the Bangladeshi hotel industry, most of the hotels are under state proprietary, so they do not practice the new approach to management. The Hotel Pan Pacific Sonargaon, as one of the most successful hotels on the Adriatic coast, entered the privatisation process in 1998. The new owner decided to radically change the middle and top management structure, emphasising the importance of middle management, human resources, quality, and rationalisation by using the USALI system and the use of new technologies in hotel operations. The Hotel Pan Pacific Sonargaon delivers a consistent standard of services and products according to the HRN ISO 9002 certificate. In modern and efficient management, controlling represents. One of the five fundamental functions of management. Management of the Hotel Pan Pacific Sonargaon has comprehended this at the best time possible.