'Case Study Regency Grand Hotel Essay\r'

'Introduction:\r\nThe Regency Grand was Thai have and operated. It was a profitable and successful company during it 15 year existence with very high esprit de corps within the company. Employee’s worked according to direction’s instructions. Employees were not allowed to be innovated and creative. All decisions were at management level. When Regency was bought out by a US Hotel chain, the widely distributed manager decided to retire early. The Ameri fire establish company thusce appointed rear Becker as general manager. stern has 10 years run across with the American company. John was appointed due to his previous(prenominal) success integrating newly acquired hotels in the US. In most previous acquisitions, Becker took over operation with deplorable profitability and low morale. by and by he utilize varys the employees morale decline, absenteeism increased, customer complaints increased, and poor ratings in the media.\r\n1. agricultureâ€The US establis h company fai direct to research or invested in any culture deviates that might run into employees when they acquired the Regency Hotel.\r\n2. Changeâ€John made sweeping changes that at a time worked in the past for fledging acquired hotels. Becker failed to plan and implement change. He did not pertain any staff in the change carry out nor did he have a change agent to help administer the change process within the newly acquired hotel. John establish his decisions off what was successful in the past in American style business. He failed to consider the Regency was already successful and profitable with high employee morale.\r\n3. Communicationâ€John empowered employees to make boor decisions while exclusively elevating study decisions to management. John failed to communicate expectations of what are minor decisions and what are major decisions. He too promote employees to be innovative and creative.\r\n* Problem Statement: on that point are several issues with thi s case, but the three principal(prenominal) problems in this case are Culture, Change, and Communication. The American based company provided no culture training to John Becker or the staff at the Regency. John Becker had no plan for changes he implemented. Lastly, but most classical was the poor communications within the entire company. even out with the best plan; if it is not communicated properly then it will fail.\r\n* Analysis and Evaluation: During his staff encounter with management John did not communicate his expectations, nor did he ensure every manager understood the quill empowerment. Using the MARS model under roles perception, if labors such(prenominal)(prenominal) as John expectations, standards, rules, and definitions such as the going away between major and minor issues were properly communicated then managers would not over turn employees decisions. Employees would have contemplate satisfaction, high morale and a sense of purpose.\r\nEmployee’s deci sions were over turn by management led to increases in absenteeism, turnover, and customer complaints resulting in the decline of dish out in the media’s eye. Using the Expectancy possibility of Motivation, provide role clarity and increase recompense with desired outcomes. ABC of Behavior Modification can be go for to set effective goals use the Specific, Measurable Achievable Relevant Time-frames Exciting Reviewed (SMARTER)\r\n alternating(a) actions to improve the performance are\r\n1- Build a manager/employee guide to communicate the standards, rules, expectations, and define what major/minor decisions are. Hire a SIGMA 6 facilitator to oversee the process. Provide comment boxes for suggestions of improvement, feedback, and hold communication. In admittance to employees Performance appraisals, provide a 360 scoring of managers/employees such as online surveys. 2- In addition to the first choice, open lines of communication within the organization such as the open doo r policy. Get the entirely team up involved in the decision making process through meetings gear to meeting their needs some(prenominal) for management and the employees. Provide employees an avenue to voice concerns (anonymous if needed), and lead issues on an individual bases.\r\n* Recommendation: The best of the alternatives listed higher up is 2. This alternative provides open communication, training to the entire staff, and some(prenominal) managers/employees handbooks that outlines expectations, rules, and standards. It also provides an expert to oversee the process. This alternative also fights for feedback both from management and employees. You must communicate the change to the entire staff, listen to the concerns, and allow for anonymous feedback. After meeting with management to explain the change, have a facilitator oversee this process. After the management team is onboard. You should involve the employees with the same concept as the management. Get the whole te am involved in the development ideas for the guide. portion certain team both management and employees with the task of creating the guides. This should be implementing immediately.\r\n'