IELTS reading answer “Implementing the cycle of success: A case study” with explanation
| Answer | Keywords | Location | Explanation |
| 1 C | high costs, related | P 1, l 10 | Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country’s high labour-cost structure.
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| 2 A | SAH, requires | P2, l4 | Partly as a result of this change, there are 25 per cent fewer management positions, enabling a significant saving.
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| 3 C | changing practice | P 3, l 1 | The hotel also recognized that it would need a different approach to selecting employees who would fit in with its new policies.
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| 4 B | jobs, advertised, SAH | P 3, l 8 | Over 7000 applicants filled in application forms for the 120 jobs initially offered at SAH. |
| 5 B | categories, select | P 4, l 10 | Department heads and shift leaders then composed prospective teams using a combination of people from all three categories.
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| 6 benchmarking | P 6, L 4 | SAH management concluded this would first require a process of ‘benchmarking‘. | |
| 7 (a range of) service delivery | P 6, l 6 | The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using teams made up of employees from different departments within the hotel which interacted with each other. | |
| 8 (performance) measures | P 6, l 11 | This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. | |
| 9 productivity | P 6, l 11 | This process resulted in performance measures that greatly enhanced SAH’s ability to improve productivity and quality. | |
| 10(‘) Take Charge (‘) | P 7, l 1 | In addition, a program modeled on an earlier project called ‘Take Charge‘ was implemented. | |
| 11 feedback | P 7, l 3 | Essentially, Take Charge provides an effective feedback loop horn both customers and employees. | |
| 12 employee(s’) / staff | P 8, l 13 | Employee feedback is reviewed daily and suggestions are implemented within 48 hours, if possible, or a valid reason is given for non-implementation. | |
| 13 30 days | P 8, l 17 | If suggestions require analysis or data collection, the Take Charge team has 30 days in which to address the issue and come up with recommendations. |