Portman Hotel Case

Portman Hotel Case
Diagnosis

Question 1
The PV system is trying to improve the quality of services that customers receive when in
the Portman Hotel. Through the PV system, customers are likely to have all their needs catered
for at the appropriate time. A critical examination of the PV system indicates that it has goals.
One of the goals is to meet all the relevant needs of customers (Heckscher & Holland, 1989).
Also, the PV system aims to improve the quality of services offered to customers, resulting in
improved customer satisfaction.
Question 2
The original design of the PV system required that all the Personal Valets report to the
five supervisors. Notably, the supervisors were to report to the director of guest room services.
Also, the director was supposed to prepare the PVs for the coming of guests and commend the
calendars of the PVs (Heckscher & Holland, 1989). The original plan also stated that PVs were
to greet guests at the registration, explain the services at Portman and be on call all the time.
Question 3
The PV system had numerous problems, including a lack of coordination between the
PVs and supervisors. Additionally, lack of coordination resulted in conflict and chaos between
PVs. Also, the PVs did not like their assignments, which made work difficult. It is vital to
acknowledge that the problems were of implementation because the supervisors failed to provide
direction to the PVs.
Question 4

3
The 5-star system helped in dealing with the problems to some extent. Notably, the 5-star
system helped improve coordination as PVs were made aware of their roles and schedules.
Additionally, the system made it easy for PVs to form personal relationships that significantly
increased teamwork. At some point, issues arose, including budget problems and coordination.

Action Plan

Question 5
One of the changes that would help solve the coordination problem is the removal of
floaters. It is vital to acknowledge that the floaters made it difficult for the PVs to establish
relationships with each other. Notably, removing the floaters would increase coordination among
PVs. Additionally, the coordination problem can be solved by discipline, which was lacking
from the supervisors. With increased discipline, supervisors can ensure proper planning hence
increased coordination. Overall, the above changes would increase coordination between PVs
and supervisors.
The reduction of the number of floaters is feasible because it would reduce the
expenditure on wages. With the reduction of the number of floaters, more revenue will be
available to pay the PVs and offer financial motivation to them. Additionally, the revenue
available from reducing floaters can be used to train supervisors in better management skills.
Question 6
The first step I will take in implementing my proposal is to organize training forums.
Notably, the training forums will give the supervisors an opportunity to gain knowledge on
management skills to help them achieve coordination. Additionally, I would organize a meeting
with the supervisors to create other job opportunities for the floaters or lay them off to ensure
that PVs assume their roles fully. The losers of the proposal are the floaters because they are

4
likely to be laid off from work. The winners of the proposals are Portman Hotel, the PVs, and the
supervisors. I will ask the supervisors to organize a meeting with the floaters and explain why
they have to be laid off from work.
Conclusion
The Portman Hotel case reveals that PVs often benefit more from tips than wages. Also,
the case reveals that the 5-star system requires high levels of discipline from the PVs and
supervisors for its success. From the case, I have learned that the 5-star system can significantly
improve coordination if implemented appropriately. Additionally, I have learned that supervisors
play an integral role in the success of the 5-star system.

5

Reference

Heckscher, C. С., & Holland, P. (1989). The Portman Hotel Company. Harvard Business School.