Humanities
West Coast University Hotel Industry Internship Report Plan Paper

West Coast University

Question Description

I need support with this Business question so I can learn better.

  1. REPORT MUST INCLUDE:
    1. TABLE OF CONTENTS
    2. GENERALE INTRODUCTION
    3. WHAT IS THE OBJECTIVE OF THIS PRACTICAL TRAINING?
    4. INTRODUCTION OF THE HOTEL/ COMPANY: LOCATION, SIZE, TYPE OF GUESTS.
    5. COMPANY ORGANIZATION: ORGANIZATION CHART, DEPARTMENTS, SERVICES
    6. UNFOLDING OF THE PRACTICAL TRAINING: (This chapter is the main part of your report and will earn the most points)
      YOUR POSITION AND TASKS - RESPONSIBILITIES – YOUR PROGRESSION TO A MANAGERIAL POSITION – DESCRIPTION OF YOUR TEAM - NATURE OF MEETINGS ATTENDED - LEARNING OPPORTUNITIES - CHALLENGES - OBSERVATIONS – RECOMMEDATIONS - ANALYSIS - SUGGESTIONS
    7. CONCLUSION
      AQUIRED SKILLS AND/OR LEARNED EXPERIENCE - BENEFICE FOR YOUR FUTURE CAREER
    ANNEX: INFORMATIVE DOCUMENTS, MENUS, MARKETING ITEMS, FINANCIALS ETC... you may add credits and thanks at the end of your report

USE FONT SIZE 12
LINE SPACING 1.5
INCLUDE PAGE NUMBER
SPIRAL BINDING

MINIMUM OF 20 TO 30 CORE PAGES (annex not included)

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Final Answer

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INTERNSHIP REPORT
Student’s Name
Course
Date

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TABLE OF CONTENTS
1.0 General Introduction ..................................................................................... 1
2.0 Objectives of the practical training ...................................................................... 1
3.0 Introduction to the hotel .................................................................................. 2
3.1 Location ............................................................................................... 3
3.2 Size .................................................................................................... 3
3.3 Types of Guests ....................................................................................... 3
3.4 Company organization ............................................................................... 4
3.5 Departments and Services ........................................................................... 4
4.0 Position and tasks ........................................................................................ 5
4.1 Responsibilities ....................................................................................... 5
4.2 Progression into Managerial Position .............................................................. 6
4.3 Description of your team ............................................................................ 7
4.4 Nature of Meetings Attended ........................................................................ 8
4.5 Learning opportunities ............................................................................. 10
4.6 Challenges............................................................................................ 11
4.7 Observations ......................................................................................... 11
4.8 Acquired Skills ...................................................................................... 12
4.9 Analysis .............................................................................................. 13
4.9.1 Operational analysis ............................................................................ 13
4.9.2 Financial Analysis .............................................................................. 15
4.9.3 Human Resource Analysis ..................................................................... 16
4.9.4 Market Analysis ................................................................................ 17
5.0 Suggestions .............................................................................................. 20
5.1 Conclusion............................................................................................... 21
References ................................................................................................... 22
Annex ........................................................................................................ 23

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1.0 General Introduction
Hotel industry, a subdivision of the hospitality industry specializes in accommodation services
including lodging, food, drinks and wellness. Statistics from 2001 to 2019 show that the average
daily occupancy rate and revenue per available room in hotels rose by over 50 per cent. Hotel
and hospitality industry are therefore among the key players in the global economy. Marriot
hotels generated an average of 17 billion dollars in revenue, a 2.5-billion-dollar increase from
2015. Increased revenue led to a rise in the number of Marriot employees to 226,500 to 127,500
in 2016. The ever-expanding travel and tourism sector is the most significant contributor to the
growth of the industry.
Marriot hotels are among the worlds' best hotels providing luxurious accommodation and
hospitality services to a wide range of customers (Karatepe, et al., 2016). Growth of the brand
since its inception in 1927 is attributed to several factors. The company has been collecting
customer insights on the kinds of services the hotel has been providing. Insights from online
review to travel sites is helpful by providing customer insights leading to greater customer
satisfaction. The satisfaction of customers has a direct impact on the industry by reviews on trip
advisor and customer referrals. The satisfaction of customers by the provision of the best service
in all departments of Marriot hotels has been their strongest competitive advantage. Innovation
and technology in booking and reservation systems and security are also among the top priorities
that the company is leading to its growth.

2.0 Objectives of the practical training


To enable students to gain relevant experience working within the hospitality industry
and to complement the learning outcomes with theory classes.



To establish useful networks for future employment or business



To enable students to gain relevant experience working within departments in the
hospitality industry



To allow students to gain experience to enhance their learning process



To allow students to gain managerial and practical skills in the workplace and be able to
apply them effectively
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To assist student's decision-making process to which managerial directions they will
pursue

3.0 Introduction to the hotel
JW Marriot Le Merigot hotels is an international brand that improves the community they serve
by providing new travelling opportunities. The company has the most powerful portfolio in the
hotel industry worldwide. With over 30 brands and 7,000 properties, the Marriot hotels have
given people more ways to connect and expand their world.
Le Merigot roots its success from Marriot International. The company started in 1927 when the
core founders S. Marriot together with business partner Hugh Colton opened up the first
franchise in Washington DC. The outlet became the first of its kind to use hot food items on their
menu. Marriot International opened up two more outlets in 1928 and became public in 1953.
Their stocks traded at 10.25 dollars per share, and since then the brand has spread its roots to
other parts of the world (“Investor Relations”, 2020). Between 1957 and 1985 was a
transformative year for Marriot International since the company opened up braches in Mexico
and invented courtyard hotels under a visionary director, Bill Marriot. He was the first visionary
leader who transformed the hospitality industry, introducing more brands under Marriot hotels.
Hotels such as Fairfield, Residence Inn, Townplace Suite, Cosmopolitan and Le Merigot were
later opened within the 1985 to 2011 period.
Santa Monica Le Merigot is a European-styled hotel located in Santa Monica, California. It is the
most preferred brand in the region, serving a wide range of international guests by providing
luxurious amenities and upscaled rooms for tourists, business travellers, and families on vacation
(Sizoo, et al., 2004). Their beachfront hotel is among the areas of attraction of the hotel, among
other luxurious services. Le Merigot offers oversized pet-friendly rooms with indulgent bedding
and ample desks for business people. Its strategic view offers full oceanic view. Other amenities
offered in the hotel include an outdoor pool, fitness centre equipped with the latest equipment,
and 11 indoor and outdoor event venues which are supported by dedicated planners, caterers and
fitted with the latest technology.
Preference of Le Merigot over other hotels in Santa Monica is because of the core values that
Marriot International has developed over the years. The brand principles of providing worldclass services to clients worldwide form the company culture that revolves around everything the
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staffs provide. The hotel is guided by social impact platform that 'serves 360' by doing good in
every direction. The brand is committed to creating a positive and sustainable impact worldwide.
Le Merigot also provides diversity and inclusion, which is fundamental for strategic growth and
cultural inheritance.
3.1 Location
Marriot hotel operates in 131 counties worldwide. The brand operates in the United States,
Africa, Asia, the Caribbean, Canada, the Pacific Islands, Central America, Europe, Mexico,
Middle East, and South America. Le Merigot is strategically located in Santa Monica, California,
a walking distance from the Santa Monica beach.
3.2 Size
Marriot International global hotel chain has accounted for over 7,300 properties worldwide. The
company has been expanding in size through acquisition of hotels such as the Canadian chain
Delta Hotels and Starwood hotels in America. Marriot has increased its size outside the United
States with over 1,900 properties. The hotel is among the largest hotel chains worldwide with
about 30 brands. Marriot accounts for over 1.3 million hotel rooms worldwide in 2019 and is a
leader in guests' occupancy worldwide. In the United States alone, the hotel covers over 80 per
cent of the region spreading its roots to states like Maryland, Minnesota, Montana, New
Hampshire among others. The global hotel chain has 5,377, hotels in the United States, 146 in
Africa, 827 in Asia, 257 in Canada, 132 in Central America, 716 across Europe among other
regions. Santa Monica falls under the huge umbrella of the hotel with over ten luxurious rooms
customized for various customer need. Rooms at Le Merigot range from doubled to a premier
guest room, taking in over 100 guests. The size of the hotel is large enough occupying fitness
area, spa, meeting and wedding spaces. The large rooms fitted with modern technology makes
guests experience rejuvenated experiences.
3.3 Types of Guests
JW Marriott Le Merigot serves a wide range of guests. Guests are classified differently based on
a number of factors such as age, the purpose of visits, and origin. Depending on the purpose of
visit, guest that arrive in Le Merigot are tourists, delegates, health and business travellers.
Tourists are the most common type of guests received at the hotel. These types of guest in
Marriot Le Merigot travel for leisure, and other non-business activities. Balconied rooms that
offer partial or full views of the oceans are the most preferred rooms in Le Merigot that these
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guests prefer. Business travellers account for 40 per cent of guests in hotels in America. Le
Merigot receives business travellers who focus on internet speeds, meeting rooms, and massage
services. Delegates and health travellers are part of the guests that make up Le Merigot success
story. Le Merigot receives domestic and international travellers. Based on the place of origin,
domestic travellers accounted for 54 per cent of the overall guest in the hotel.
3.4 Company organization
Le Merigot Organization Chart
General
Manager
Front-office
Manager

Chief
Engineer

Human
Resource
Manager

Executive
Housekeeper

Food and
Beverage
Manager

Security
Manager

Front Office
Supervisor

Technicians

HR Assistants

Public Are
supervisors

Restaurant
Manager

CCTV
operators

Receptionist

Helpers

Clerical staff

Uniform room
supervisors

Senior
Captain

Guards

Bell Captain

Laboratory
Technologist

Office
Assistants

Laundry
manager

Stewards

Front office
cashier

Trainees

Trainees

House
keepers

Captains

Telephone
operator

Washers

Trainees

Trainees

Trainees

3.5 Departments and Services
Department
Front-Office Department

Chief
Accountant
Accounts
Clerical Staff

Service
Welcoming guests, registration of guests, checking in and
checking out of guests

Engineering Department

Repairing and maintaining plant and machinery, Sewage
treatment, common area lighting

Human Resource Department

Recruitment and training, employee performance and
improvement plans
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House-Keeping Department

Immaculate care and upkeep of all guest rooms and public
spaces within the hotel

Food and Beverage Department

Foodservice in restaurants and bars inside the hotel.

Security Department

Protection services, CCTV monitoring, patrolling,
Investigation

Accounting Department

Invoicing, account reconciliation, financial reporting, financial
analysis

4.0 Position and tasks
JW Marriot Le Merigot is an institution that offers innovative internship and attachment
opportunities to students. The combination of the hotel's on-job training together with its culture
exposed me to the first-hand experience of serving guests beyond their expectations. During the
internship, I was a food runner and host at the food and beverage department. My main tasks
were:


Greeting customers and attending to them upon entry to the restaurant



Setting tables



Presenting Menus



Picking up and serving orders



Cleaning tables and dining area



Preparing restaurant tables with special attention to sanitation



Serving and helping customers select food and or beverages



Stocking the service area with supplies



Informing customers about daily specials

4.1 Responsibilities
At JW Marriot Le Merigot, responsibility is one of the greatest pillars that bolsters confidence
and improve problem-solving skills. At the hotel, I was given responsibilities in the food and
beverage department that increased my confidence as a food runner and host. The main
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responsibilities ranged from serving customers with keen attention to detail to general etiquette
skills
Firstly, I was responsible for upholding food health safety and sanitation principles. Food safety
yielded economic and social benefits to the hotel. Health safety came along with the delivery of
food orders to a variety of customers in a timely manner. Provision of customer feedback to
management was also my responsibility which helped the management in decision making. I also
explained food order specifications to chefs with keen attention to special requests and allergies.
Other responsibilities during the internship period included explaining special meals and assists
customers in making recommendations. I occasionally checked on customers after service to
handle any other impromptu requests and set up tables by placing decorations and appropriate
tableware.
I was also responsible for removing dirt and dishes from the table. My responsibilities in
maintaining a clean environment within the hotel were in accordance with the food, safety and
health act. Activities I participated in maintaining these health standards included sanitization of
tables and equipment within the hotel and wearing proper attire suitable for the department.
4.2 Progression into Managerial Position
JW Marriot Le Merigot is a five-star hotel with high-quality service provision to its diverse
customers. As an intern, progression to a managerial position is critical to my success in the
hospitality industry. Consistent provision of high-quality service and efficiency is mandatory to
progress to managerial positions (Baldonado, 2016). Le Merigot falls under the huge umbrella of
JW Marriot brand, a world leader in hospitality, and progression to managerial positions is not
limited to Le Merigot. I followed the hotel's code of conduct and worked within the department
to improve efficiency and gain real-world skills in the industry.
Voicing my thoughts was the first trait that I developed. Ideas that would be beneficial to the
hotel were channeled to food and beverage manager for actualization. I voiced out my thought on
service improvement through the introduction of digital menus, which will improve efficiency
and minimize errors while customers order food. The digital platform was also critical to provide
feedback on the satisfaction rate of clients after service. Likewise, I effectively communicated
when I had concerns which the food and beverage manager appreciated honestly.

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I was also ambitious and aimed high. I worked hard within my current role as a host and food
runner, determined to get to the top of the managerial ladder. I showed willingness and
volunteered for shifts that most food runners avoided. Having free days, I sometimes asked to
work overtime. I was ambitious to go beyond the expectations of my role to increase my chances
when it comes to promotions.
Respect and confidence are key in any managerial roles. I was confident in all my decisions
which made me respectable within the department. I was aware, though, of the thin line between
confidence and arrogance. I was also respectful toward my colleagues and customers, and any
issue encountered, I would raise them to the food and beverage manager. I also put guests of Le
Merigot as top priority while serving and delivery, by being attentive to detail.
Climbing up the leadership ladder in a career is an indicator of progress and development. As a
food runner and host, progression requires hard work and determination. By being ambitious and
showing a willingness to volunteer, the department's manager will take me into consideration
when there is any vacancy. Good communication skills, adaptability, and being attentive to detail
were the most important characteristic that I developed to increase my chances of progression to
a managerial position.
4.3 Description of your team
Foundation of strong teams was largely accountable for the success of Le Merigot Hotel. The
high performance of the hotel makes it the top choice among Santa Monica hotels. Strong work
ethics of employees gelling and working together eliminates the chances of missed deadlines,
poor service and communication breakdown within the hotel. In the food and beverage
department, the manager, together with the team composed of waiters, stewards and bartenders,
work harmoniously to deliver quality services to customers. The team in the food and beverage
department, therefore, have the following qualities which make them successful as a team;
Efficiency in communication is one of the pillars of a strong team within the department. The
team followed clear guidelines of communication, and any barriers were eliminated. The team
openly communicated with each other shared their thoughts and took into considerations other
staffs 'opinion. Communication was essential in keeping track of progress and efficiency in
service delivery.

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Customer satisfaction was the goal of the food and beverage department team. The team focused
on goals and results. Every goal of the department was based on outcomes and results and not on
the quantity of work to be delivered. The team came up with clear plans and assigned roles to
each individual based on their strengths and passion. Clearly stated goals gave the department
directions and the team collectively aimed at those objectives.
The team was also managed under a great leader. The head of the food and beverage department
was trusted and respected by all staff and workers. He was responsible for the glue holding the
team, offered encouragement and support everyone in the team. He updated all personnel under
the department about prioritized goals and a path that everyone would follow in executing their
daily tasks. The team was organized with everyone's responsibility clearly laid out. Each member
was responsible for their own work under the management.
4.4 Nature of Meetings Attended
At Le Merigot, meetings were essential in brand development and maintenance of high-quality
services. Holding meetings was the best way that management and staffs collaborated and
worked as a team. Food and beverage department used meetings to build teams. Staffs came
together to resolve issues that they were facing and proposed ways to tackle challenges.
Everyone had a chance to contribute, thereby boosting creativity in the outcome. In the hotel, the
various types of meetings I attended included, decision-making, problem-solving, innovation,
team-building, status update, and information sharing.
Decision-making meetings in the hotel during my internship were the most common nature of all
the sessions. Even though every meeting had to exhibit some decision, several meetings required
dedication to come up with critical decisions. These decisions may vary, but they revolved
around the plans and goals of the hotel. Decision-making meetings always began with collective
intelligence, followed by a combination of the knowledge gained to make informed decisions.
Challenges faced during decision-making meetings include lack of enough information and
difficulty in making decisions due to little details. Decision-oriented meetings helped the
company make choices among available alternative and helped Le Merigot hotel to motivate
employees, properly utilize resources, and achieve its objectives within a specific time and
budget.

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JW Marriot Le Marigot held a lot of information-sharing meetings, using presentations,
workshops, lectures and panel debates. Information sharing meetings required passive listeners
and took advantage of technology, such as projectors and personal computers. Even though it is
characterized as inactive, the meeting required engagement with employees. Several conditions
in the hotel lead to information sharing meetings, including persuasion goals or educational
objectives of the presenter. Information sharing meetings ranged from small departmental
meeting to all hotel workers, where the primary goal is to educate the audience about a topic
relevant to them. Most departmental meetings based on sharing information were workshops and
training sessions.
Status update meetings were also common, which was based on departmental teams were
grouped. These groups were aligned to a specific goal through updates on progress, challenges
and their next moves. Status update meetings include decision-making and problem-solving.
Problem-solving meetings were the most complex meetings. The hotel held problem-solving
meetings to address an identified problem, create strategies, and plans on how to navigate in the
future. The outcome of these meetings was very crucial for team development and goal
attainment; therefore, huge amounts of time were spent on reducing impacts of wrong decisions.
The hotel created strategies unique to counter problems that hindered growth.
Creativity or innovative meetings were also crucial in the hotel. These meetings were associated
with idea sharing and brainstorming but controlled by specific standards of hospitality practices.
Even though employees of Le Marigot were allowed to brainstorm ideas, they were limited to the
hotel industry, specifically, the food and beverage department. Through ranking, the meetings
evaluated approaches and made specific recommendations.
Finally, the hotel became the leader in hospitality worldwide through innovations and the focus
on employees. Team building meetings were important to create a pool of employees with
similar talents and improve the relationship. These meetings contributed to stronger employee
relationship and the development of corporate culture, thereby impacting productivity. It fostered
a collaborative team environment and unified distributed teams.

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4.5 Learning opportunities
During my internship period, Marriot Le Marigot offered various development and training
programs which were essential in my career development. The training was profitable to the
hotel since it created new efficient methods and techniques to solve various challenges. It also
improved employee performance through diversified learning opportunities. Such learning
opportunities included new hire orientation programs, international hourly training, gateways,
and core management training.
Marriot Le Merigot provided 15 minutes of training to hourly e...

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