Morgan Black has been described by the corpo- rate office as the Miracle Worker because of the troubled properties that were turned around un- der Morgan's leadership. It is hoped the story at the Coug Inn will have the same happy ending. however, the Coug Inn is in a remote location. hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local university. The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is at full occupancy only during football week- ends and commencement. Occupancy has been declining for the last year or so, with last month's RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observa- tions about the hotel's situation. It seems that most of the problems involve the front desk. Af- ter analyzing several previous months' comment cards and informally chatting with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process seems to take forever, the paperwork at check-in is per- ceived as lengthy and hard to fill out, the front desk clerks always appear to be running around "like chickens with their heads cut off," and guests have been checked into rooms that were not clean. After discussing the problems with the front desk manager, Morgan is in a quandary about how best to move toward a solution. The front desk manager complains that the reserva- tions staff does not always submit the day's res- ervations to the front desk in a timely manner. Thus, guests arrive, and the desk clerks have no idea what rate was quoted or the room prefer- ence of the guest. This results in the guest hav- ing to refurnish information that was previ- ously given when making the reservation. Many times, clerks are forced to leave the guest at the counter while they attempt to retrieve missing information from the reservations. Further, with over 65 percent of the house- keeping staff speaking a first language other than English, communication is difficult at best. and room status is often mistaken. The front desk manager suggests that the hotel advertise its check-in time to be from "say around 1:00 P.M. or 2:00 P.M. to 7:00 P.M." to reduce the crunch time and allow front desk clerks more time to work with each guest's check-in needs. The front desk manager further states that the new hotel in town, the Suite to Sleep Inn, has an earlier check-in time and "it seems to work okay for them" Morgan asks the front desk. manager how the staff might respond to mov- ing to a fully automated property management system. The response was not favorable; the front desk manager mumbled something about "old dogs and new tricks" and that the corpo- rate office had not put any money into the place in years. What would make Morgan think they would put out the cash now? In an attempt to reach a compromise. Morgan considers changing the check-in time in exchange for the front desk manager's support of the conversion to an automated system. 1. What must Morgan take into consideration before final decisions are made to adjust check- in time and install a fully automated property management system? 2. How should Morgan proceed in resolving the communication issue? 3. Who needs to be involved in the final deci- sions? Why? 4. How might Morgan present the case to the corporate office?