Review of Related Study Foreign Studies Atlantis, the Palm

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Project Study 1

Chapter 2

  1. Review of Related Study

    1. Foreign Studies

Atlantis, the Palm

Atlantis, the Palm is a resort located on Dubai’s reclaimed artificial island The Palm. It was the first resort to be built on the island and is based on the myth of Atlantis includes distinct Arabian elements. The resort opened on September 24, 2008 as a joint venture between Kerzner International Holdings Limited and Istithmar.


The resort has two accommodation wings, also referred to as the Royal Towers, consisting of the East and the West Tower, both linked together by the Royal Bridge Suite. The resort’s comprises 1,500 guestrooms and suites with private balconies and views over The Palm and the Persian Gulf. The Imperial Club has over 150 rooms and suites with exclusive services and a private club lounge and views of the Arabian Sea or The Palm and Dubai skyline.

The Royal Bridge Suite, spanning the Royal Towers, is 22 stories up with views of The Palm, Dubai and the Persian Gulf. The two Underwater Suites are each three stories high with views directly into the Ambassador Lagoon.


The Atlantis is situated on The Palm, part one of a trilogy including the larger Palm IslandsPalm Jebel Ali and Palm Deira, whose construction has been put on hold since 2008.

Atlantis, The Palm, opened on 24 September 2008 as a joint venture between Kerzner International Holdings Limited and Istithmar. In April 2012, Istithmar acquired Kerzner’s 50 percent stake in the property for USD 250 million. The property continues to be managed by Kerzner International Resorts.


The 46 ha (110 acres) five-star resort includes attractions for children and adults. The entire attraction is a 17 ha (42 acres) water park with seven water slides and a 2.3-kilometre river ride consisting of rides with cascades, tidal waves and rapids, and the Mesopotamian-styled Ziggurat temple reaching over 30 metres into the sky and featuring seven water slides two of which catapult riders through shark filled lagoons, which is called as The Lost Chambers. It is an underwater exhibit with over 65,000 fish and sea creatures including The Ambassador Lagoon which is an 11-million-litre marine habitat, with a viewing panel looking into the mystical ruins of Atlantis that is Dolphin Bay, a 4.5- hectare dolphin education and conservation center allows guests the opportunity to meet and interact with dolphins.

The resort has a stretch of beach, 1,900 m2 (20,000 sq ft) of retail space with boutiques, spa, and fitness, meeting, and function spaces.


Atlantis the palm in Dubai selects Optii Keeper to manage 1,539 rooms

Index Hospitality Systems is proud to announce the first installation of Optii Keeper in the Middle East. With 1,539 guest rooms and suites, the management of Dubai’s landmark ocean themed resort Atlantis, The Palm, knows a thing or two about the challenges of housekeeping and Index Hospitality Systems is proud to assist them in combating these challenges with the installation of the Optii Keeper product scheduled for November.

Hundreds of iPod Touch devices will be used to assist the room attendants to improve both cleaning quality and a faster turnaround of clean rooms; efficiencies which underpin the hotels priorities of optimum operational performance. Enabled by Optii’s patented Occupant-Centric Planning Model and extensive integration into the OPERA Property Management System, Optii Keeper is a best-of-breed technology solution capable of determining intelligent and dynamic work plans.

In a move away from outdated management strategies such as pay-per-room and credit units, Optii Keeper’s unique approach to housekeeping factors in the key variable in cleaning times – the guest. In doing so, it enables improvements in productivity, quality and operations and significant reductions in payroll costs. Optii Solutions acknowledges efficient housekeeping as the cornerstone of hotel management and with its Optii Keeper solution, dynamically optimises the management of room cleaning.

About Optii Keeper

Optii Solutions are hotel housekeeping evangelists, passionate about improving the business of housekeeping in hotels and resorts around the globe. Headquartered on Australia’s Sunshine Coast, Optii provides software solutions that are directly geared to deliver productivity improvements, quality increases, training enhancements and an overall more structured and efficient operation. With its Optii Keeper solution, the company supplies large international hotel clients throughout South-East Asia and Australia and has appointed Index Hospitality Systems for the EMEA region. After the installations in London, Amsterdam, Berlin earlier this year with recognised brands such as Radisson , Kempinski and Okura, Index Hospitality Systems now expands into the Middle East.,_The_Palm

Al Bustan Rotana Hotel

Rotana Hotel Management Corporation Ltd (Arabic :‎) is a hotel management company in the Middle East and Africa region. It has a portfolio of 85 properties in 26 cities and operates four sub brands which include Rotana Hotels & Resorts, Centro Hotels by Rotana, Rayhaan Hotels & Resorts by Rotana and Arjaan Hotel Apartments by Rotana.

Its headquarters is located in Abu DhabiUnited Arab Emirates where it was founded in 1992 by Nasser Al Nowais and Selim El Zyr. In 2006, management team sold 40% of the company through a Private Placement Transaction led by SHUAA Capital, fueled investment for the group's future expansion plans

Rotana manages under its Rayhaan by Rotana brand the Rose Rayhaan by Rotana Hotel in Dubai. It is with a 333 m (1,093 ft), the world's tallest hotel.

Rotana also manages the Al Bustan Rotana in Dubai, the hotel where Hamas military commander Mahmoud al-Mabhouh was assassinated in January, 2010 in Room 230. No statements were made by Management, but internal sources describe the interrogation of numerous hotel staff by Dubai Police, keeping some staff in detention from 2–5 days. No hotel staff was then accused of having any connection with the death. As per the reports issued internally, the hotel did not face any repercussions by the authorities since the hotel followed all the legal requirements set by Dubai government relating to hotel safety and security.

Future Openings

New Rotana properties of all four sub brands are to open in Amman, Abu Dhabi, Al Ain, Dubai, Al Khobar, Jeddah, Riyad, Baghdad, Bahrain, Beirut, Doha, Khartoum, Libya, Rabat and Salalah.

City Centre Rotana - Doha, Qatar (Opening 2013)

Karbala Rayhaan by Rotana - Karbala, Iraq (Opening 2013)

Hili Rayhaan by Rotana - Al Ain, UAE (Opening in 2013)

Boulevard Arjaan by Rotana - Amman, Jordan (Opening 2013)

Salalah Rotana Resort & Spa - Salalah, Oman (Opening 2013)

Yasmeen Rotana - Damascus, Syria (Opening 2013)

Shams Rotana - Baghdad, Iraq  (Opening 2014)

Baghdad Mall Rayhaan by Rotana - Baghdad, Iraq (Opening 2014)

Capital Centre Arjaan by Rotana - Abu Dhabi, UAE (Opening 2014)

Marina Mall Arjaan by Rotana - Abu Dhabi, UAE (Opening 2015)

Saadiyat Rotana Resort - Abu Dhabi, UAE (Opening 2015)



Rotana Hotel Management Corporation was founded in 1992 and is operating across the Middle East and Africa. The company was founded by partners Nasser Al Nowais and Selim El Zyr, who were both already well established within the Middle East hospitality industry, with Nasser Al Nowais having previously been instrumental in the formation of the Abu Dhabi National Hotel Company.


Rotana opens its first hotel, Beach Rotana Abu Dhabi, in Abu DhabiUnited Arab Emirates.


In 1995, Nael Hashweh joins Rotana whilst Imad W. Elias bringing factors critical to the future success of the company.


Opening of Rimal Rotana in DubaiUnited Arab Emirates


Four years after the opening of the first hotel in Abu Dhabi, Al Bustan Rotana opened its doors in Dubai, Jumeira Rotana opened in Dubai and Al Rawda Arjaan by Rotana in Abu Dhabi.


Opening of Sharjah Rotana in Sharjah, UAE and Al Ain Rotana in Al Ain, UAE


Following the opening of Gefinor Rotana in Beirut, Lebanon, Rotana branched out of UAE opening properties in Egypt and Lebanon and had a total of 13 operating properties following the companies aim to open a Rotana property in each major city in the Middle East region. Additional openings in Dubai, UAE, during 2000 were Rihab Rotana and Towers Rotana.


Opening of Al Maha Arjaan by Rotana in Abu Dhabi, UAE


Opening of Hazmieh Rotana in Beirut, Lebanon and two hotels in Egypt: Coral Beach Rotana Resort - Montazah in Sharm El Sheikh and Coral Beach Rotana Resort in Hurghada at the Red Sea, Egypt.


In 2005, Rotana already with 20 properties in operation, opened its first property in Syria, Queen Center Rotana Suites and continues to receive awards, such as the "Best Hotel Brand Award", for being the highest rated hotel brand within the GCC.


Opening of Al Manshar Rotana - Kuwait City, Kuwait Opening of Fujairah Rotana Resort & Spa - Al Aqah Beach in Fujairah and of BurJuman Arjaan by Rotana in Dubai.


Rotana engages in a brand revitalization project resulting in the unveiling of its new product brands; Arjaan by Rotana and Rayhaan Hotels and Resorts by Rotana. Opening of Arjaan by Rotana Dubai Media City and Media Rotana in Dubai, UAE.


Rotana launched its new budget hotel concept: Centro with the opening of Centro Yas Island in Abu Dhabi. Rose Rayhaan by Rotana, a soaring 72 floor tower structure, 333 metres high opened as the world's tallest hotel.


Opening of the second Centro Hotel by Rotana: Centro Barsha in Dubai.


Opening of Centro Capital Centre - Abu Dhabi, UAE, (Opening Quarter 3 2012), Al Ghurair Rayhaan by Rotana - Dubai, UAE and Al Ghurair Arjaan by Rotana - Dubai, UAE, (Opening Quarter 4 2012)

To experience the height of luxurious comfort look no further than Al Bustan Rotana

  • 275 spacious rooms and suites 

  • High speed wireless internet connection in all rooms 

  • Complimentary tea and coffee making facility 

  • Fully stocked mini bar 

  • Multi-channel satellite television 

  • IDD telephone 

  • Personal in room safe 

  • Laundry and dry cleaning service 

  • Daily housekeeping service 

  • Bathrobes and hair dryer

Burj Al Arab

Burj Al Arab (Arabic: برج العرب‎, Tower of the Arabs) is a luxury hotel located in Dubai,United Arab Emirates. At 321 m (1,053 ft), it is the fourth tallest hotel in the world, however 39% of its total height is made up of non-occupiable space. Burj Al Arab stands on an artificial island 280 m (920 ft) from Jumeirah beach and is connected to the mainland by a private curving bridge. The shape of the structure is designed to mimic the sail of a ship. Sometimes referred to as "the world's only 7-Star hotel", its star rating is disputed.


The beachfront area where Burj Al Arab and Jumeirah Beach Hotel are located was previously called Chicago Beach. The hotel is located on an island of reclaimed land280 meters offshore of the beach of the former Chicago Beach Hotel. The locale's name had its origins in the Chicago Bridge & Iron Company which at one time welded giantfloating oil storage tankers on the site.

The old name persisted after the old Hotel was demolished in 1997. Dubai Chicago Beach Hotel remained as the Public Project Name for the construction phase of Burj Al Arab Hotel until Sheikh Mohammed bin Rashid Al Maktoum announced the new name.

Design and Construction

Burj Al Arab was designed by architect Tom Wright of Atkins. The design and construction were managed by Canadian engineer Rick Gregory also of WS Atkins. Construction of the Island began in 1994. It was built to resemble the sail of a dhow, a type of Arabian vessel. Two "wings" spread in a V to form a vast "mast", while the space between them is enclosed in a massive atrium. The architect Tom Wright said "The client wanted a building that would become an iconic or symbolic statement for Dubai; this is very similar to Sydney with its Opera HouseLondon with Big Ben, or Paris with the Eiffel Tower. It needed to be a building that would become synonymous with the name of the country."

The architect and engineering consultant for the project was AtkinsFletcher Construction from New Zealand was the lead joint venture partner in the initial stages of pre-construction and construction. The hotel was built by South African construction contractor Murray & Roberts and Al Habtoor Engineering.

The building opened in December 1999.

There was a considerable controversy regarding the claim that the structure looks like a huge Christian cross.


Several features of the hotel required complex engineering feats to achieve. The hotel rests on an artificial island constructed 280 m (920 ft) offshore. To secure a foundation, the builders drove 230 forty-meter (130 ft) long concrete piles into the sand.

Engineers created a ground/surface layer of large rocks, which is circled with a concrete honeycomb pattern, which serves to protect the foundation from erosion. It took three years to reclaim the land from the sea, while it took fewer than three years to construct the building itself. The building contains over 70,000 m3 (92,000 cu yd) of concrete and 9,000 tons of steel.

Inside the building, the atrium is 180 m (590 ft) tall.

Burj Al Arab is the world's fourth tallest hotel (not including buildings with mixed use). The structure of the Rose Rayhaan, also in Dubai, is 11 m (36 ft) taller than Burj Al Arab.

Rooms and Suites

The hotel is managed by the Jumeirah Group. Despite its size, Burj Al Arab holds only 28 double-story floors which accommodate 202 bedroom suites. The smallest suite occupies an area of 169 m2 (1,820 sq ft), the largest covers 780 m2 (8,400 sq ft).

Suites feature design details that juxtapose east and west. White columns show great influence. Bathrooms are accented by mosaic tile patterns.

The Royal Suite, billed at US$18,776 per night, is listed at number 12 on World's 15 most expensive hotel suites compiled by CNN Go in 2012.

The Burj Al Arab is very popular with the Chinese market, which made up 25 per cent of all bookings at the hotel in 2011 and 2012.


Burj Al Arab does not have rooms; it has 202 suites, where each one is arranged over 2 floors. Ranging from a spacious 170 sq m to an astonishing 780 sq m in size, the floor to ceiling glass windows offer simply breathtaking views of the Arabian Gulf.

Decorated with lavish textures and exuberant colors, each suite features a sumptuous living and dining area, state of the art entertainment system and office facilities. Their sheer opulence in every tiny detail is underpinned with technology that does everything from controlling the 42 inch Plasma screen TV to closing the curtains. 

An extensive range of full-size Hermes bathroom amenities, a decadent bath menu with music and oils, and an alternative menu offering a range of 13 pillows to choose from are also provided as standard in all the suites

Housekeeping also looks after linen, uniforms and flowers and we have a small on site laundry. That is the practical part of the job, the creative part is then to inspire and motivate the team on a daily basis and challenge them to continually improve.

Dubai Marriott Harbor Hotel Suites

Dubai Marriott Harbour Hotel & Suites is a 59-floor 256 metre (840 ft) tall skyscraper completed in 2007. This residential and hotel tower is located in Dubai Marina in DubaiUnited Arab Emirates and features 261 suites offering choices of 24 spacious studio rooms, six one-bedroom, 170 two-bedroom and 55 three-bedroom suites, as well as six penthouses. The Hotel is the property of The Emirates Group, which also owns other hotels like Al Maha Desert Resort & Spa.

When opened on 1 November 2007, it was known as Emirates Marina Hotel & Residence. The name was changed to The Harbour Hotel & Residence in January 2008. The reason for the change was due to the large quantity of buildings in Dubai Marina that had the word "Marina" in them. To prevent confusion from their customers, and to keep the nautical theme, the words "Emirates Marina" were changed to "The Harbour." The hotel was finally rebranded and renamed Dubai Marriott Harbour Hotel & Suites, when it was put under the management of Marriott International on 15 September 2009.


Arrival/Departure Time:  

• Check-in-time: 3:00 pm Check-out-time: 12:00 pm  

Early check-in and late checkout on request, and subject to availability.  

Children Policy:  

• Child age break is 15 years old.  

Maximum Occupancy:  

• Two Bedroom Suite Marina View - 4 adults or 4 adults and 2 children.  

• Two Bedroom Suite Sea View - 4 adults or 4 adults and 2 children.  

• Three Bedroom Suite Marina View - 4 adults or 4 adults and 2 children.  

• Three Bedroom Suite Sea View - 4 adults or 4 adults and 2 children.  

Two Bedroom Suite Marina View, 160 sqm/ 1722 sq ft. Living/sitting area, Dining area. Bedroom 1: 1 King. Bedroom 2: 2 Twin/Single Bed(s). 2.5 bathrooms. Bathroom is marble, over-sized bathtub.  

• Shower/Tub combination. Table with seating for 6.  

Two Bedroom Suite Sea View, 160 sqm/1722 sq ft. Bedroom 1: 1 King. Bedroom 2: 2 Twin/Single Bed(s). 2.5 bathrooms. Bathrooms are marble with over-sized bathtub. Shower/Tub combination.  

Three Bedroom Suite Marina View, 220 sqm/ 2367 sq ft. Living/sitting area, Dining area. Bedroom 1: 1 King. Bedroom 2: Queen. Bedroom 3: 2 Twin/ Single Bed(s). 3.5 bathrooms. Marble bathrooms with over-sized bathtub.  

Three Bedroom Suite Sea View, 220 sqm/2367 sq ft. Bedroom 1: King. Bedroom 2: Queen. Bedroom 3:  

• 2 Twin/Single Bed(s). 3.5 bathrooms. Marble bathrooms with over-sized bathtub.  

All accommodations include: housekeeping, hairdryer, internet access (high speed, wireless), wake-up calls, iron, washer/dryer, ironing board, kitchen (full), microwave, non-smoking accommodations, DVD player, refrigerator, air conditioning, rollaway bed (on request): ($), balcony, room service (24-hour), bathrobes, safe (in accommodation), bathroom (ensuite), shower, bathtub, slippers, coffee/tea maker, table and chairs, crib (on request), telephone, desk, television (remote controlled) and turndown service.  

($) Denotes a fee may be charged.  

Specific bedding and/or special requests are fulfilled based on availability and cannot always be guaranteed.

Grand Hyatt Dubai

Grand Hyatt Dubai is a hotel in the area of Zabeel in DubaiUnited Arab Emirates established in 2003 and owned by the ruler of Dubai; at the time its 674 rooms made it the largest hotel in Dubai.] The restaurant serves Arabic cuisine. The Grand Hyatt Dubai is one of the Hyatt hotels.

Zabeel is between Dubai Airport and the new developments in Dubai which is usually referred to as "new Dubai".

The hotel lobby has an indoor rainforest, which, according to an Economist travel writer, had mixed results in injecting atmosphere.

Discover the 5-star luxury hotel experience that awaits you at Grand Hyatt Amman – located just two kilometres away from the city centre, in the heart of the business and diplomatic district of Jabal Amman.
Delight in the ideal balance of comfort and convenience, just 30 minutes from Amman's airport, Queen Alia International Airport (AMIA). Enjoy the full range of facilities at our 5-star Amman hotel – including a health centre, spa, enticing restaurants and dining, chic bars and lounges, and unparalleled meeting and event planning.


The Hyatt Tower offers 50 fully equipped residential apartments linked by a walkway to the hotel for the comfort of our long-staying guests. The residences range from one-bedroom 82 sq m apartments to very spacious 276 sq m four-bedroom options. All guestrooms and apartments include enhanced entertainment and technology options, with high-speed Internet connections, wireless connectivity in all public areas and an extensive range of international television channels. Apartment residents enjoy 24-hour security, as well as full access to all hotel facilities, including Room Service and Housekeeping services.

    1. Local Studies

Crown Regency and Hotel Towers

The Crown Regency Hotel and Towers is a hotel complex in Cebu CityPhilippines. The main building, the 38-storey Fuente Tower 1, is one of the tallest hotel buildings in the country at 140 meters (459 ft). It is likewise the tallest building in Cebu City and the country's tallest building outside of Metro Manila.

The top floors of the hotel tower feature an amusement facility which includes a roller coaster that runs around the edge of the building, and a stroll around the edge of the building with the protection of safety harnesses.

Project Team

The Crown Regency Hotel and Towers was designed by local architectural firm T.I. Vasquez Architects & Planners Inc., while the structural design was made by G. E. Origenes Consulting Engineers.

Other members of the design team are CMA Engineering Consultants (Sanitary, Mechanical, and Fire Safety Works); lraido T. Legaspi, Jr. & Associates (Electrical Works); and E.O. Bataclan & Associates (Interior Design).

The General Contractor that built the said tower was ASEC Development and Construction Corporation.

Intercontinental Manila

InterContinental Manila (colloquially Intercon/ICM) is a five star InterContinental hotel located on Ayala Avenue in MakatiMetro ManilaPhilippines. It is the longest operating international chain hotel in the Philippines. It was designed by National Artist Leandro Locsin.

The hotel opened on April 11, 1969 as part of the overall redevelopment plan for Makati. Historically, it holds the distinction of being the first 5-star deluxe hotel in Makati and the second InterContinental hotel to open in Asia. All of its 332 guest rooms and suites were updated in 2006 and incorporate traditional and modern Filipino design.

Ownership and Management

The InterContinental property is owned by Ayala Land Hotel's wholly owned subsidiary, Ayala Land Hotels and Resorts Corp. and has been under the InterContinental Hotels Group since 1969.

Pan Pacific Hotel and Resort

Managed by Pan Pacific Hotels Group, the “Pan Pacific” portfolio features 20 luxury hotels, resorts and serviced suites across Asia, Greater China, North America and Oceania, including those under development.

Characterized by its brand promise “Your refreshing Pacific experience”, “Pan Pacific” is focused on offering enriching experiences that draw on a diversity of landscapes and cultures of its Pacific Rim locations; as well as relevant choices that convey freedom and individuality.

The brand is delivered through an unmistakable “Pacific Touch” – welcoming environments underscored by discreet elegance, personalized and uncomplicated service.

In line with the brand’s expansion strategy to grow 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 Ningbo and Pan Pacific Serviced Suites Ningbo in 2012 and Pan Pacific Tianjin in 2013 will further strengthen the brand’s presence in China.


For over 35 years, Pan Pacific has delighted guests with sensory voyages, offering an invigorating blend of the best that the Pacific region has to offer. The first Pan Pacific hotel, Sari Pan Pacific Jakarta opened in 1976 and 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 14 member brands with nearly 300 upscale and luxury hotels across 52 countries.

A year later, the brand launched its first extended-stay property with the debut of Pan Pacific Serviced Suites Orchard, Singapore.

2009 Pan Pacific Xiamen is rebranded from Sofitel Plaza Xiamen.

2010 Pan Pacific Suzhou is rebranded from Sheraton Suzhou Hotel and Towers. Pan Pacific Nirwana Bali Resort is rebranded from Le Meridien Nirwana Golf and Spa Resort Bali. Pan Pacific Serviced Suites Bangkok, the brand’s first extended-stay product outside of Singapore opens.

2011 Pan Pacific Perth is rebranded from Sheraton Perth. Pan Pacific Hotels and Resorts unveils its refreshed brand identity with a global brand campaign that see the launch of new brand advertisements across various media platforms including top-tier print titles, inflight channels and online sites.

Manila Hotel

The Manila Hotel is a 570-room, five-star hotel in ManilaPhilippines, located in the heart of the Manila Bay area. The Manila Hotel is the oldest premiere hotel in the Philippines built in 1909 to rival Malacañang Palace, the official residence of the President of the Philippines, and opened on the commemoration of American Independence on July 4, 1912. The hotel complex was built on an area of 35,000 square metres (380,000 sq ft) along Roxas Boulevard adjacent to Rizal Park. Its penthouse served as the residence of General Douglas MacArthur during his tenure as the Military Advisor of the Philippine Commonwealth from 1935 to 1941.

The hotel contains the offices of several foreign news organizations, including The New York Times. It has hosted numerous historical persons and celebrities including authors Ernest Hemingway and James A. Michener, U.S. President John F. KennedyThe Beatles, singer Michael Jackson, actors Douglas Fairbanks, Jr. and John Wayne, publisher Henry Luce, entertainer Sammy Davis, Jr.Prime Minister Sir Anthony Eden, and many various world leaders.


When the United States took over the Philippine Islands from the Spanish in 1898 after the Spanish-American War President William McKinley began Americanizing the former Spanish colony. In 1900 he appointed William Howard Taft to head the Philippine Commission to evaluate the needs of the new territory. Taft, who later became the Philippines' first civilian Governor-General,] decided that Manila, the capital, should be a planned town. He hired as his architect and city planner Daniel Hudson Burnham, who had built Union Station and the post office in Washington. In Manila, Mr. Burnham had in mind a long wide, tree-lined boulevard along the bay, beginning at a park area dominated by a magnificent hotel. To execute Burnham's plans, Taft hired William E. Parsons, a New Yorkarchitect, who envisioned an impressive, comfortable hotel along the lines of a California mission but grander. The original design was an H-shaped plan that focused on well-ventilated rooms on two wings, providing grand vistas of the harbor, the Luneta, and Intramuros. The top floor was, in fact, a large viewing deck that was used for various functions, including watching the American navy steam into the harbor.

Measuring 125 feet (38 m) long by 25 feet (7.6 m) wide, the lobby is lined with white Doric columns. The floor is Philippine marble; the chandeliers are made of brass, crystal and seashells; the furniture is carved out of Philippine mahogany, which is used throughout the hotel.

The three-bedroom MacArthur suite was the residence of Gen. MacArthur while living in the country. The penthouse, the most expensive suite with its private swimming pool on the 18th floor, has a view of Manila Bay, Rizal Park and the 16th-century Spanish walled city of Intramuros opposite the hotel. Like the Presidential Suite, the penthouse is decorated with rare paintings, Asian antiques and Filipino crafts. The MacArthur, Presidential and Penthouse Suites provide 24-hour butler service.

Facilities and Services

The hotel's guest facilities and other services include limousine and luxury car rental, a helipad on the roof deck, airport transfer and transport assistance, medical and dental clinic, a Business Center with Internet access, 24-hour full menu room service, a delicatessen, a barber shop and beauty salon, a florist, laundry service, a post office, an in-house shopping mall, and arrangement of sightseeing tours.

The Peninsula Manila

The Peninsula Manila (colloquially Manila Pen/Manila Peninsula), is a 5-star hotel in the Philippines. It is located on the corner of Ayala Avenue and Makati Avenue in the central business district of Makati City, wherein it is now a landmark because of its majestic fountain and falls in Metro Manila. It is located also in Barangay Urdaneta. This hotel is part of The Peninsula Hotels chain based in Hong Kong and is the first hotel of that chain outside of the Chinese territory. Also, its lobby is one of the most recognizable and distinctive in Metro Manila.


The Peninsula Manila was built to coincide with the hosting of the International Monetary Fund conference in Manila. It was built on the corners of Ayala and Makati Avenues, after which they are named. After undergoing several renovations, The Peninsula asserted itself as the "Jewel in the Capital's Crown".

Upon the opening, the Peninsula Manila did not need to introduce itself to the public, for its main counterpart, The Peninsula Hong Kong already had established a name for The Peninsula Hotels decades ago, thus making it the favorite hotel for the high-ranking of the society.

The Pen consists of two wings, which host all 497 rooms and suites.

In 2000, the hotel's roof was the scene of Filipino singer and Asia's songbird Regine Velasquez for her performance of the country's millennial theme Written In The Sand together with 2,000 children,] televised in 67 broadcast networks throughout the world to coincide with midnight in Manila for the BBC's millennium special 2000 Today.

Manila Peninsula Seige

The Manila Peninsula rebellion occurred on November 29, 2007. Detained Senator Antonio Trillanes IV, General Lim and other Magdalo officials walked out of their trial and marched through the streets of Makati City, called for the ousting of President Gloria Macapagal-Arroyo, and seized the second floor of The Peninsula Manila along Ayala Avenue. Former Vice-President Teofisto Guingona also joined the march to The Peninsula Manila Hotel as well as some of the soldiers from the Armed Forces of the Philippines. The siege was ended after the military stormed the lobby and the second floor where Rizal function room was located and Trillanes was seized.

The lobby of the hotel sustained much damage because of gunfire that rattled through its walls, windows and the main glass door was obliterated by an armored personnel carrier on the assault to serve Trillanes et al. their arrest warrants.

On December 4, 2007, David Batchelor, general manager of the hotel, announced the filing of damage suit within 10 days, as some estimated the damage at US$ 1.2 million or P 50.766 million. Meanwhile, even before the reopening, it already received guests’ bookings or 51% room occupancy. The Peninsula Manila is 77% owned by the Hongkong and Shanghai Hotels Limited.

On December 4, 2007, United States Ambassador Kristie Kenney stated that she would visit The Peninsula Manila: "Fortunately, the hotel, a great hotel, has opened again. I look forward to going there myself."

2.2 Review of Related Literature

2.2.1 Foreign Literature

What kind of work do people do in housekeeping in a hotel?

Housekeeping in a hotel is a very physically demanding job that includes many, varied tasks. Typically, in this case study, housekeepers were responsible for cleaning 16 rooms per shift. The actual amount of work depends on the size of the room and the number of beds. A housekeeper needs between fifteen and thirty minutes to do one room. A housekeeper carries out the following tasks:

  • making beds (Figures 1a, 1b, 1c)

  • tidying rooms (Figure 2)

  • cleaning and polishing toilets, taps, sinks, bathtubs and mirrors (Figures 3a, 3b)

  • washing floors

  • removing stains

Management Theory and Housekeeping Administration

We have looked at the roles of employee participation, management delegation, training, and rewards in influencing productivity in housekeeping. Each of these practices evolved from management theories. The answer, then, to the question of which theory should be applied in the housekeeping department is, none of them, and at the same time, all of them. Each of them is appropriate at different times and under different circumstances (situational leadership). Current research also seems to favor the situational leadership or contingency approach. Studies27 have indicated that different circumstances demand different management approaches; an unchanging leadership style does not work as effectively as a flexible style. The key variable that influences a manager’s style, according the situational leadership theorists, is the ability and attitude of the follower. Although a manager’s behavior may change, or an approach to a problem may be dictated by the ability and attitude of the follower, we believe that a manager should always maintain a high level of concern for both
We have looked at the roles of employee participation, management delegation, training, and rewards in influencing productivity in housekeeping. Each of these practices evolved from management theories. The answer, then, to the question of which theory should be applied in the housekeeping department is, none of them, and at the same time, all of them. Each of them is appropriate at different times and under different circumstances (situational leadership). Current research also seems to favor the situational leadership or contingency approach. Studies27 have indicated that different circumstances demand different management approaches; an unchanging leadership style does not work as effectively as a flexible style. The key variable that influences a manager’s style, according to the situational leadership theorists, is the ability and attitude of the follower. Although a manager’s behavior may change, or an approach to a problem may be dictated by the ability and attitude of the follower, we believe that a manager should always maintain a high level of concern for both
New Horizons in Management

Recent attempts to gain better guest acceptance of the service product being presented have yielded reports thatthe root problem noted by guests usually centered onthe employee failing to perform adequately. Employee attitudes and motivations were also highly suspect; this was noticed when guests were asked to rank their most common complaints when visiting a hotel. Appearing at the top of most lists were the guests’ concerns about

employee attitudes. More detailed studies, however, have indicated that a clear 85 percent of all guest and service quality problems were the result of systems, policies, and procedures that were either outdated, inappropriate, or restrictive, and consequently did not take care
of the guest. Only 15 percent of quality problems were associated directly with the employee’s failure to perform properly in the employee’s relationship with
the guest. Basically, in our industry, employees have
over managed and under lid. Other studies addressed the issue of quality assurance in hotel operations. Such was the case of the American Hotel and Motel Association’s sponsored study conducted at the Sheraton Scottsdale in Scottsdale, Arizona.28 This study was primarily concerned with problem solving in areas where guest comments indicated a
quality problem in rendering service to the guest. Theory Z technique was applied at the Sheraton Scottsdale, and several focus groups (created from among several first-line employees who would be most conversant with the particular problem being discussed)
were formed to address the problem areas identified by guest comments. (The terms focus group and quality circle are interchangeable.) The focus group concept, once and for all, took recognition of the fact that it was the front-line employee who was actually delivering
the product or service being offered—not the company, the general manager, or the middle management of the property, or even the first-line supervisor. It is the front-line employee who, having the greatest contact with the guest, actually represents the entire organization to
the guest. Too often in the past, when talking to the guest, the only response available to the employee was, ‘‘you will have to talk to the manager.’’ By placing the guest’s problem in front of those employees (focus group) who had the greatest knowledge about how to solve a problem (because they did the work in the area of the problem), quality standards
would be raised. Having been involved in creating the new and better-quality standard, the employees would be more inclined to personally commit themselves to
meeting the new standards. These new standards thenbecame the benchmarks for training or retraining of all employees: standards set by employees and agreed to bymanagement. The results of the changes developed through this sponsored study, as reported by Sheraton Scottsdale General Manager Ken MacKenzie, included ‘‘growth in revenue of twenty-eight percent in the first year of the program, twenty-five percent in the second year, and a group of supportive employees. You don’t buy them or hire them, you develop them.’’ html/83/n-783.htm

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