1.

0 Introduction

Facilities management and design management can contribute to, or detract from,
business performance at a number of levels including the service received by
customers/consumers. The operation of hotels is a special instance of both facilities
management and the provision of commercial hospitality. Thus, in both the
management of facilities and provision of commercial hospitality there is a shared
concern, namely the satisfaction of the needs and wants of customers, both internal and
external.

Facilities management and design management in the currently understood usages of

the term does not figure prominently in the lexicon of hospitality organizations, although
the term ``property management system'' is regularly encountered to describe methods
of servicing short- and medium-term maintenance requirements in hotels. Facilities are
generally understood in terms of tangible artefacts of potential benefit to guests, what
Riley (1984) famously describes as ``things and touches''.

Thus, the concept of the guest room now routinely embraces clearly delineated
technological solutions to the perceived needs of guests, from integral bathroom to
telephone; computer point; mini-bar; television; trouser press and so on. Hotels offer
``business centers'' and ``leisure centers'' as focuses for guest activities dissociated
from the business of the hotel itself but aligned to guests' routine activities in the
``outside world''. Routine management of the hotel facility is a combination of the
planned, the reactive and the routine, of which the routine is most important. The hotel
must be cleaned, public areas (the majority of the hotel) seen to meet implied standards
of domesticity (Wood, 1994) and bedrooms regularly ``made up''. Facilities
management in a broad sense is short-term and customer focused. Even interest in
maintenance employs the customer as the hotel's eyes and ears, with cards in guest
rooms inviting comments on maintenance faults.
In hotels, refurbishment and renovation are activities, which may reasonably be
assumed to be an expression of a facilities maintenance and development strategy.
Maintenance and development strategies are usually planned and cyclical but take
place within established parameters of guest and business needs, respect of financial
impact and skill requirements.

For instance, the capital needs of a major building investment, often the largest single
asset of an organization, are widely at variance with the modest cost associated with
the all-important mail service. In satisfying skill requirements, a wide spectrum of people
with different job cultures, expectations, attitudes and even values must be brought
together. Both these differences are in practice overcome by the common need to have
an intimate understanding of how the organization works, the extensive linkages
between day-to-day activities and, most crucially, the critical relationship between the
continuity of activities and the ability of the organization to function.

1.1 Development stages of properties.

The first stage in developing hospitality properties and facilities is to establish the overall
concept of the project. This represents the way in which the developers visualize how
the finished development will look and the needs that it will serve.

The first task in the development process is to decide, in conceptual terms, how the
finished product might look and what market it might serve. This usually entails
communication between the developer and a designer to draw up plans and concept
drawing. For larger organizations, this might be part of an overall development strategy
and brand management and will take in issues of asset management.

The concept must be planned and costed so it can be completed within a suitable
budget and to an agreed standard. This includes a feasibility study and planning in the
light of finance and legal issues.
The building stage is when the property is constructed or adapted in a physical way.
This process may involve the services of an architect, quantity surveyor and builder.

After the building is complete, equipment or furniture that is necessary for the property
to operate as a hospitality unit is installed. At this point it is necessary to consider
operational relationship as well as functional issues of accommodation and food and
beverage provision.

The final stage in the process is the ongoing maintenance and repairs that are
necessary to comply with the law and to keep the property in good working condition.
This function may be outsourced to specialist facilities management organizations.
Because properties can be developed in a range of locations, factors such as
geography, climate and culture will affect the development process.

Once completed, the effectiveness of the development needs to be periodically

reviewed in the light of organizational needs and customer feedback, so that a new
property improvement cycle can begin again.

Concept

Planning
Feedback

Building

Operations

Maintenance
Figure 1. The development process
2.0 Literature review.

For many academics in the field, the definition of “Facilities Management” remains an
annoying issue. The British Institute of Facilities Management explains it as 'the
integration of multi-disciplinary activities within the built environment and the
management of their impact upon people and the workplace.

The International Facility Management Association offers a similar view: 'a profession
that encompasses multiple disciplines to ensure functionality of the built environment by
integrating people, place, process and technology.

A more complex approach is taken in the new draft European Standards for facilities
management, which describe Facility Management and design as 'an integrated
process to support and improve the effectiveness of the primary activities of an
organization by the management and delivery of agreed support services for the
appropriate environment that is needed to achieve its changing objectives'.

The focus of facility management has shifted over time from maintenance of buildings
and equipment (Becker, 1990) to the integrated workplace management for improved
performance of the organization (Tay and Ooi, 2001). Compared to the other three trails
of Facility Management strategies namely, financial resources (business), human
resources (people) and information resources (knowledge), property management is the
“most predictable trail” (Nutt, 2000).

Facility Management as a scientific discipline is still in the developmental stages,

although the number of academic contributions and conferences is growing rapidly
(McLennan, 2004; Ventovuori et al., 2007). It is not surprising, therefore, that rather little
on the subject of Facility Management in the planning and construction process can be
found in the relevant specialist literature, in journals or in congress contributions.

In regards to layout, according to Caro (2001). one of the most common errors noticed
in the design of a hotel lobby is that the front desk is not immediately visible to arriving
guests and that there is a lack of smooth traffic flow from the front desk to the elevators
The layout should minimize crowding in order to create a favorable impression among
guests. Architectural design books argue that the layout is contingent on several factors
including the size of the hotel, grade or standard, patterns of arrivals and departures,
tour and convention bookings, length of stay, and seasonality (Lawson, 1976; Rutes
and Penner, 1985)
2.0 Hotel Fact File.

The purpose of this study is to design a first class hotel lobby, in this context we have
created a fictive first class hotel name and lobby design.

About the Hotel

The Mayton Hotel is located in Port Louis near the famous racetrack of Champs de
Mars. A rue destination hotel, The Mayton Hotel offers unrivalled views over the
grounds that are host to the third horserace track in the world.

The hotel’s 285 beautifully appointed rooms and suites offer spectacular views of The
Mayton Racecourse and combine sophistication with true luxury.

Construction of The Mayton hotel took 3 years, following the designs of BTHM Design
Consultants, with the hotel receiving its first guest on 11th March 2012, one day before
the 44th Independence Day of Mauritius, where guests will be able to discover the
Independence celebrations from their balcony. The flowing canopy at the trackside
ground floor of the hotel imitates a fantastic modern architecture with some the arching
pillars of the hotel lobby were designed to represent palm fronds of the regal palm tree.

Location
With its home in Port Louis City, a prestigious new business, sporting and lifestyle
destination in Mauritius. The Mayton hotel is ideally situated at the epicenter of one of
the Business city of Port Louis.

The Mayton hotel is ideally situated just 5 minutes’ walk from the heart of Mauritius
business districts and from 45 minutes from SSR International Airport and 20 minutes to
the nearest beach.

Rooms & Suites

The Mayton has eight floors, offering a stunning choice of 285 luxurious rooms and
suites, each furnished in contemporary style and with floor to ceiling windows. The
unique design of the rooms, with corridor inclusion, ensures privacy between the interior
of the room and the hotel hallway. Bathrooms have been designed so that the racetrack
can always be viewed from the bathtub with full privacy and televisions are located in
every bathroom; showers in the Mayton Suites include color therapy lighting.
Room categories include:

255 Grand Deluxe Balcony Rooms

19 Panoramic Suites – (1 bedroom)

14 Mayton Suites – (2 bedrooms)

2 Presidential Suites

The size of the rooms ranges from 62 to 132 m². All are equipped with the latest
technology and in-room facilities and guests have access to a complimentary mini bar
during their stay.

Dining & lounges

Prime
The hotel’s signature restaurant, Prime Steakhouse features and unrivalled selection of
prime cuts and meats and serves only the finest of premium beef imported from around
the world, including the world-renowned Tajima Wagyu, U.S.D.A. Prime, Rangers
Valley, Country Hill, and the famed White Pyrenees pasture fed and Second Cross
lamb.

Prime offers a unique and personalized Guéridon service for steaks, salads and
desserts, a cheese trolley with selected European aged cheeses and preserves, and a
petit fours dessert trolley.

A fine dining restaurant with a capacity of 75 guests, Prime’s private lounges, and
trackside dining rooms and very own Cigar Lounge are perfect for uninterrupted,
exclusive entertaining and social occasions.

Shiba
Shiba offers authentic Japanese dining in a modern, lush and elegant setting. The
restaurant features a sushi and sashimi bar, private seating areas and two Tatami
rooms, with an indoor capacity of 85 guests and outdoor capacity of 90 guests. Whether
you choose to appreciate the expertise of our sushi chef as he prepares your meal with
precision and skill, or luxuriate in the privacy of our traditional Tatami rooms, Robotayaki
and Yakitori is served to your table, you can be sure to discover something new with
every experience at Shiba.

The restaurant also features a bar, a trendy destination for a drink of the Orient
featuring authentic Japanese cocktails, mocktails and Sake beverages as well as a full
range of international beverages. Seating up to 45 guests, the cool, quietness and plush
seating of Shiba Bar provides the perfect setting for an evening in East Asia, right in the
heart of Mauritius.

Farriers
Farriers is the hotel’s all-day dining restaurant featuring cuisine and live cooking stations
from Australia, the United Kingdom, Italy, France, South East Asia, Japan and The
Middle East and seats up to 70 guests in the foyer, 80 guests on the trackside terrace
and 70 guests in the restaurant.

Millennium Lounge
The Millennium lounge is located in the hotel lobby featuring a stylish setting with
tranquil, stunning views of the Champs de Mars Racecourse. Accommodating up to 64
guests indoors and 60 guests on the outdoor terrace, Millennium Lounge is the ideal
place for a quick coffee during the day, a leisurely catch up over drinks during the
evening, or light snacks for afternoon tea.

Equus Bar
Relax and unwind at the hotel’s signature rooftop lounge located at the hotel’s stunning
infinity pool offering stunning panoramic views overlooking the Champs de Mars
Racecourse. Enjoy light healthy bites, sandwiches and salads accompanied by
refreshing drinks by the swim-up bar at Equus.

Meetings & Events

The Mayton hotel provides a world class venue for corporate meetings and events right
in the heart of Port Louis. With a grand 460m² ballroom fitting an amazing capacity of
400 people, as well as other indoor and outdoor meeting spaces, The Mayton hotel
creates a versatile backdrop for all events. The hotel offers flexible packages for every
need, from the most intimate of gatherings to lavish celebrations.

The hotel boasts extensive state of the art audio-visual, multimedia teleconferencing
equipment to accommodate any meeting or event, and comprehensive outdoor catering
can also be provided by the hotel.

The fully equipped business center is located on the 3rd floor and offers five
boardrooms and full secretarial support.

Activities
As a unique offering, The Mayton hotel offers a true 24 hour stay, enabling guests to
check in at any time and check out a full 24 hours later.

Hotel guests enjoy free shuttle bus services to The Bagatelle Mall and the Swami
Vivekananda International Conference Center located just a 15 minute drive away from
the hotel.
Guests have access to the stunning rooftop infinity pool, spa facilities, gymnasium and a
4km jogging track during their stay.

Stable Tours
From the month of March 2012, guest can experience this unique opportunity to go
behind the scenes to discover where world class horses are prepared, and witness
trainers putting future champions through their morning paces - all while enjoying
breathtaking views of the Champs de mars and Port Louis city.

Racing Season
The Mayton hotel is distinguished as the destination in which to experience the best of
the Racing Season. The hotel’s luxury restaurants and bars provide guests with a
selection of some of the finest cuisines from around the world, served in elegant
settings with excellent views of the Champs de Mars Racecourse – dining experiences
that perfectly complement a day spent at the races.

The Mayton is a Maydan Hotels Experience

Let’s Meet at Mayton

3.0 Designing the Mayton Hotel lobby.

The professional`s goal is to design a built environment that will enable all people to
function independently. There are several aspects of mobility and function that the
designer should consider when designing a hotel lobby.

Human factors are the primary design criteria since the objective of any hotel designer
is to ensure that the product design suit the people with physical difference. A
successful fit between the between the environment a guest`s difference can result in
improved independence. When the fit does not occur, physical differences become
limitations or disabilities.

One way of minimizing limitations is to provide a hazard-free environment in which

people feel confident about their physical differences. The term self-efficacy refers to an
individual`s perception of his capabilities within a range of activities. In many ways,
efficacy refers to the self-confidence a person has in his ability to perform the activities
of independent living.

Space perception
The spacing between individual terms of furniture and furniture grouping can give
perceptual signals to guest entering a lobby or those who are already in it. For instance,
the distance between two stationary objects, such as a table and a chair, might be a
visual signal of a passage way. Depending on the amount of distance that separate the
two objects, this spacing can perceptually indicate to guest that they may pass between
objects without hesitation or event that it is highly desirable that should pass between
the objects. Therefore traffic patterns can be perceptually cued by utilizing a appropriate
spacing of objects and furniture (Delong 1991).

The spacing between seating units can be also used to enhanced conversation and
interaction between guests. A lobby is a space where guests can socialize; therefore
seating arrangement that promote direct eyes contact may improve conversation and
interaction.

When planning seating arrangement in a lobby or public space, extreme viewing angles
and seating distance any engender a feeling of isolation. To promote more natural eye
contact and freer interaction, seating units should remain within a certain limit.
Noise reduction
Noise reduction is quite important in a lobby, as it is the main entrance and exit of a
hotel. A hotel lobby should be design in a way that when guests talk, there should not
have any type of resonance which could create sound reverberation. Some
considerations need to be made by using room contents, wall covering, floor coverings
and the building structure itself should be sound absorption. Effective sound control
programs should include careful planning and application of sound absorbing materials,
judicious use of insulated partition walls and special consideration in window and door
placement. Furniture, draperies and plants all help to reduces ambient background
noise, but their acoustic qualities are limited since they are not fixed in the interior
space.

Architecturally, when a space is broken up with multiple variations of surface planes,

and angles and sound absorbent texture are applied, it will be more acoustically
effective for guest with some hearing differences. Each aesthetics design decision.
Whether it is interior architecture or interior finishes, should be considered an
opportunity to improve the acoustical quality of the lobby space.

Colors.
Colors and color combinations have been studied by those interested in retail
atmospherics and cognitive psychology. In an early landmark study by Guilford and
Smith (1959), it was found that colors that are bright and highly saturated tend to
produce pleasant feelings. While people may prefer certain colors, it was found that the
appropriateness of the color varies with the function of the room (Slatter and Whitfield,
1977). Colors and color combinations have also been found to help people find their
way in a building (Evans et al., 1980). In retail atmospheric studies, it was confirmed
that color has the ability to attract customers (Bellizzi et al., 1983) and the ability to
create pleasant feelings among customers (Bellizzi and Hite, 1992). Therefore, colors
and color combinations affect perceptions and attitudes, and may even cause certain
behavioral differences (Robson, 1999).
References

Bellizzi, J.A. and Hite, R.E. (1992), “Environmental color, consumer feelings, and
purchase likelihood”, Psychology & Marketing, Vol. 9 No. 5, pp. 347-63.

Bellizzi, J.A., Crowley, A.E. and Hasty, R.W. (1983), “The effects of color on store
design”, Journal of Retailing, Vol. 68 No. 4, pp. 21-45.

Caro, M.R. (2001), “Blunders by design”, Lodging, Vol. 26 No. 5, pp. 69-70.

Cassedy, K. (1993), “The personal touch”, Lodging, Vol. 19 No. 4, pp. 25-34.

Eroglu, S.A. and Machleit, K.A. (1990), “An empirical examination of retail crowding:
antecedents and consequences”, Journal of Retailing, Vol. 66 No. 2, pp. 201-21.

Ritterfeld, U. and Cupchik, G.C. (1996), “Perceptions of interior spaces”, Journal of

Environmental Psychology, Vol. 16 No. 4, pp. 349-60.

Robson, S.K.A. (1999), “Turning the tables”, Cornell Hotel and Restaurant
Administration Quarterly, Vol. 40 No. 3, pp. 56-63. Rutes, W.A. and Penner,

Slatter, P.E. and Whitfield, T.W. (1977), “Room function and appropriateness judgments
of color”, Perceptual and Motor Skills, Vol. 45 No. 3, pp. 1068-70.