hyde park final

8/6/2019 Hyde Park Final

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University Of Wollongong

Sydney Business School

Quality in Management

TBS 950

W o r d C o u n t : 1 8 4 1

ABDELRAZZAQ A.ABUSHAHOUT

3954808

Enhancing Hyde Park Quality


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1.0 Executive summary

This report represents the idea behind implementing quality management into

a public service (Hyde Park Sydney), as an example offered by the

government to its citizens.Whereas, organisations differ in term of profitability

even though, at the end they all soughthigher productivity and customer

orientation. Especially we are in days that critics and radical changesreflect to

customer expectations. Therefore, the necessity requiresinternal dynamic

modificationsto the organisation operationsto ensure viable options for long-

term sustainability. Thus, these changes make it possible to maintain the

organisation position in highly competitive environment with the private sector,

and best utilisation of scarce resourcesfor higher financial return and social

responsibility (Edgington, N 2009),bearing in mind achieving high level of

customer centricity to understand their needs, and satisfy their desires in

same time with least costs, in addition, to ensure consistent improvement and

availability to the product or service provided in the market. Nonetheless, the

ability to be more flexible in adapting changes in different aspects in the

external environment such as technological, economical, social, politicaletc.

However, any organisation whether public or private has neglected these

modifications in term of extra costs, rather than consider ing it as long-

terminvestmentsit might distress the daily operations and reputationlater on

and it will be hard to stay in the market.


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3.0 conceptual framework of Quality

Understanding that we are managing quality to a public service funded by the

government, which is differperiodically based on the budgeted amount of money

dedicated to this category of services (see table 1.0), provided for people who

optrecreational or tourism purposes, in this manner, the level of quality offered will

reflects at the end on different country aspects such as economical, social and

environmental (Williams, CH & Buswell, J 2003).And more severelyimpact if ignored on

the Australian tourismindustrythat shows a significant growth in the 2010-11 revenues

(see table 2.0) from recreational parks and gardens in Australia ( IBISWorld 2011).

However, the economic downturn had impacted the growth in household disposal

income induced people to reduce their expenditures on recreational travel to become

more domestically visits to national parks (IBISWorld 2011),that means more visitors

will be expected to the parks.Thus,we need to increase the park tolerance capacity to

the demanded service. Accordingly, developing quality standards to be considered in

on-going basis, to assure the higher possible satisfaction of those visitorsis critical and

maintain sustainability of the public sector service in its different perspectives for future

generations, in compatible with the scarce resources of to this sector by using

innovative and imaginative approaches and best practises, to be able to cut costs and

improving the service at the same (Hearn, A 2010).Besides to avoid any critics that can

spread faster between people these days about their experience and impacting the

Hyde Park reputation.

However, implementing quality standardisations into an existing public service will be

facing many challenges in their customer service management. The reason behind that

is that the customers are getting more sophisticated in demands they direct at


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organizations, the ways they express their needs, the choices they make and their

reaction to service quality (Nwankwo, S & Richardson, B 1994, p.36). Which required

some changes operationally and physically to attain the degree of flexibility required

adaptingthe changes in the internal and external environment. On the other hand, will

be facing restrain factors of change such as the limited annual budget, city council

employees job security as we might automate some processes that will lead to

downsizing.

Furthermore, having said as we know people needs never end as trends of

purchasing/lifestyle frequently changes, thus, changes in products and services need

to be tailored to meet their expectations, therefore, we have to take into consideration

to introduce monitoring system to measure visitors satisfaction level regularly, in sense

to reduce the negative expectation gap between what customers expect and what they

actually receive(MORI 2002).

4.0 Valuing up at minimal Costs

As at start we have to identify our customers segments which mostly as what have

been recognized that we are dealing with all kind of people such as workers during the

lunchtime, tourists, families, elderly and disability people, passer people, some people

are concern of outdoor fitness and students. Therefore, its necessary to understand

their needs of using the park facilities and spaces that looks apparently as common

needs for relaxation and relieving life stress, recreation and tourism. In this manner, we

must provide the atmosphere that achieves the core of the visitors requirements

bearing in mind keeping the op erational cost at minimal and eliminating as possible all

disconfirmation factors for the park visitors (Ryu, K and Han, H 2010). Though, Seeing

that from the public lens those who are paying taxesand charges to the government,

thus, they will be always expecting always improvement in the value added to the


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Publicfacilities that in somehow it will facilitates their daily lifes, for that reason,

Design, development and management of open space s should responds to

environmental values and conditions, community aspirations and economic

considerations and must remain viable and sustainable in the long term (Thompso, S

2008).Consequently, Mostly people goes to the park in summer were the peak usage

hour during the lunchtime for business workers. Hence, the city of Sydney council

should take some views into account for future park development plan. Hence, some

observations have been made through a site visit, which it could make a difference in

fulfilling the visitors expectations as followed:

Public Space Convenience

Firstly,adding some leasable kiosks for some drinks and other confectionary items in

different strategic locations would be valued by visitors, under a conditional yearly

lease contract, which in return we are able to use their receivables to cover some of the

park running cost, in addition, increasing the competition between the existing

providers to decrease their prices that will reflect to the visitors satisfaction.Secondly,

enhancing the overall cleanliness level of the park by designing dedicated bins to

prevent the white native Ibis to rummage the trash (Naturecall.com.au 2011 ), As

wellthe automated toilet amenities exterior decoration that camouflages the main

purpose of it for something contemporary, and adding more in the south part of the

park, beside rising the using cost to 1$ instead of 50cent (CityofSydney.com 2011).

Accessibility

Thirdly, it had been identified that one of the visitors groups is elderly and disability

people,whereas the Australian population toward demographical change as expected

in the aging population to double over the next 30 years from 13% in 2010 to 23% in

2040 (Treasury.gov.au 2010), thus, the availability ofadequate ramps and paths and

information signage in both parts of the park is necessarily for effortless entry for them


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Generating Revenues from Existing Resources

Finally, taking advantage of the park lack infrastructure that can be improved over time

in term of power/water/toilets that disrupt launching events effectively, rather

thanspending huge amount of money focusing to increase the park capacity to host

such an events, which in return we can earn money from leasing such equipments

(power generators/ water tanks/ moveable toiletsetc), to remain feasible to cover the

maintenance of amenities and lawns recovery costs later on.


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5.0 Conclusion

In summary,the level of product or service quality offered either by public or private

sector to the customers determines the level of customer satisfaction will be. As a

result, its more likely to notice dropping in customer satisfaction and less demand over

time as customer expectation about the service changes. Thus,as long as we are

achieving higher customers satisfactionas it become more harder to improve the quality

of service we provide,which increases the service quality gap between what the

customer expect and what they receive (MORI 2002). Hence, closing this gap

apparently would be by constant data collection and documentation from different

sources such as word of mouth, people views about public sector, explicit information

and previous visitors experience, hence, we need to increase our organisational

competences to deal with the available data to convert into viable options to increase

customer satisfaction. Even though, some modification added to the product or service

by the time it does help to satisfy the customers, but its also induce us to have

adjustment to employees or organisational culture, by providing theleader who is able to

offer the right mixture of incentives and recognition to its subordinates, to increase their

productivity and work commitment, by delegation and empowerment that reduce the

managerial processes time, whichis in return leads to lower operational cost and

release innovative ideas to bubble up and turned into viable options to increase service

quality (Harter, D , Krishnan, M and Slaughter, S 2000) .


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6.0 Appendices

(Figure 1.0):Continues Enhancing level of Quality Offered to an Existing Product/Service Cycle

(1) Assessment tothe exist Quality

offered incompatible withorg. mission.

(2) Identify Org.Customers.

(3) Analysing

users needs andexpectations.

(5) Suggestions forimprovemement

with minimal cost tobecome as baselinefor benchmarking.

(6) Internalmodification to

increaseadaptability to

external changes.

(7) Responsiblestakeholders agreeon the plan stagesand requirements.

(8) Developingcontingency plan.

(9)Implementingthe new

modifications.

(10) ApplyingMonitoring and

control system fornew service

qualityeffectiveness.


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7.0 References:

1.CityofSydney.gov.au 2011, Parks, Playgrounds& ardens: Hyde Park, retrieved on

11th, July 2011.

http://www.cityofsydney.nsw.gov.au/Residents/ParksAndLeisure/ParksPublicOpenSpace/HydePark.asp

2. CityofSydney.gov.au 2006, Park and Leisure: Hyde Park Plan of Management and

Master plan, retrieved on 11 th, July 2011.

http://www.cityofsydney.nsw.gov.au/Residents/documents/ParksAndLeisure/POMs/Hyd

ePark/Volume1/Vol1_HydePark_PoMAndMasterplan_Oct2006.pdf

3. Edington, N 2009, Determining Best Use of Resources for Sustainable Social

Impact, retrieved on 12th

, July 2011.http://www.socialvelocity.net/2009/06/determining -best-use-of-resources-for-

sustainable-social-impact/

4. Harter, D, Krishnan, M and Slaughter, S 2000,Management Science: Effects of

Process Maturity on Quality, Cycle Time, and Effort in Software Product

Development, Information Technology Industry, Vol. 46, No. 4, (Apr., 2000), pp.

451-466, retrieved on 1 th, July 2011.

http://www.jstor.org/pss/2661595

5. Haren, A 2010, Structuring feeling: Web 2.0, online ranking and rating, and the

digital reputation economy, retrieved on 16 th, July 2011.

http://www.ephemeraweb.org/journal/10 -3/10-3hearn.pdf

6. IBISworld 2011, Recreational Parks and ardens in Australia: Industry

performance, retrieved on 15 th, July 2011.

http://clients.ibisworld.com.au.ezproxy.uow.edu.au/industryau/currentperformance.aspx

?indid=64

. MORI 2002, Public Service Reform: Measuring and Understanding Customers

Satisfaction, retrieved on 16th, July 2011.

http://www.ipsos.com/public-affairs/sites/www.ipsos.com.public-


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affairs/files/documents/measuring_and_understanding_customer_satisfaction.pdf

8. Naturecall.com.au 2011, White Ibis Management: roblems Caused By Over

Abundant White Ibis Populations , retrieved on 16th, July 2011.

http://www.naturecall.com.au/white-ibis-management/

9. NSW Department of Health 2002, Walk it: Active Local Parks: Promoting Walking

and Physical Activity in Local Parks, retrieved on 18 th, July 2011.

http://www.health.nsw.gov.au/pubs/2002/active_parks_flyer.html

10. Nwankwo, S and Richardson, B 1994, Managing Service Quality: Measuring and

Achieving Quality Customer Service in the Public Sector, Vol.4, No.6, pp.32-36,

ISSN: 0960-4529, retrieved on 18th, July 2011.

http://ey9ff jb6l.search.serialssolutions.com/?ctx_ver=Z39.882004&ctx_enc=info%3Aofi%2Fenc%3AUTF8&rfr_id=info:sid/summon.serialssolutions. com&rft_val_fmt=info:

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&rft.au=Nwankwo%2C+Sonny&rft.au=Richardson%2C+Bill&rft.date=19940101&rf

t.issn=09604529&rft.volume=4&rft.issue=6&rft.spage=32&rft.epage=36&rft_id=inf

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ID=10_1108_096045294100 4135

11. PPS Consultation roup 2005, Hyde Park Plan of Management: Round OneCommunity Consultation, retrieved on 16 th, July 2011.

http://www.cityofsydney.nsw.gov.au/Residents/documents/ParksAndLeisure/POMs/Hyd

ePark/Volume2/CommunityConsultation/KeyInstitutions.pdf

12. Ryu, K and Han, H 2010, Influence of Physical Environment on Disconfirmation,

Customer Satisfaction, and Customer Loyalty for First-time and Repeat

Customers, retrieved on 1 th, July 2011.

http://scholarworks.umass.edu/cgi/viewcontent.cgi?article=149 &context=refereed&seir

edir=1#search=%22effect%20atmosphere%20satisfying%20customers%22

13. Thomposn, S 2008, Design your Open Space, retrived on 1 th, July 2011.

http://yourdevelopment.org/factsheet/view/id/ 2


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14. Treasury.gov.au 2010, Australian Aging Population, retrieved on 1 th, July 2011.

http://www.treasury.gov.au/igr/igr2010/Overview/html/overview_04.htm

15. WA Department of water 2011, Water efficiency: Increasing water use efficiency is the

most cost-effective and immediate way to conserve water, retrieved on 16 th, July

2011.

http://www.water.wa.gov.au/Managing+water/Water+efficiency/default.aspx

16. Whatson.gov.au 2011, Hyde Park Events, retrieved on 15 th, July

2011.http://whatson.cityofsydney.nsw.gov.au/search?search%5Border%5D=&search%5Btitle_or_

summary_or_description_like%5D=hyde+park&search%5Bdate_label_placeholder%5D=&search

%5Borigin%5D=2000&search%5Bwithin%5D=1&search%5Bcost%5D=&commit=Filter+results

15. Williams, CH and Buswell, J 2003, Service quality in leisure and tourism, retrieved

on 1 th, July 2011.

http://books.google.com.au/books?hl=en&lr=&id=0zyt SBkhCMC&oi=fnd&pg=PR &dq=sustainability+of+service+quality&ots=K uJMgC6LA&sig=0ucuj0VUyN19lOd4od

k5TIKhU0#v=onepage&q=sustainability%20of%20service%20quality&f=false

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