There are 65 award-winning resorts worldwide, so you may choose between
The hotel was established fifteen years ago by a local consortium of investors and has been operated by a Thai general manager throughout this time.
The hotel provided good welfare benefits, above-market-rate salary and job security. Recently, the Regency was sold to a large American hotel chain that was very keen to expand its operations into Thailand. When the acquisition was announced, the general manager decided to take early retirement when the hotel changed ownership.
The American hotel chain kept all of the Regency employees, although a few were transferred to other positions. John Becker, an American with ten years of management experience with the hotel chain, was appointed as the new general manager of the Regency Grand Hotel.
Becker was selected as the new general manager because of his previous successes in integrating newly acquired hotels in the United States.
In most of the previous acquisitions, Becker took over operations with poor profitability and low morale. Becker is a strong believer in empowerment. He expects employees to go beyond guidelines and standards to consider guest needs on a case-by-case basis.
That is, employees must be guest-oriented at all times to provide excellent customer service.
Soon after becoming general manager of the Regency Grand, Becker introduced the practice of empowerment to replicate the successes that he had achieved back home. Their responsibility has been to ensure that the instructions from their managers are carried out diligently and conscientiously.
Under the previous management, innovation and creativity were discouraged.
Indeed, employees were punished for their mistakes and discouraged from trying out ideas that had not been approved by management. As a result, employees were afraid to be innovative and to take risks.
He told them that employees must be empowered with decision-making authority so that they could use their initiative, creativity and judgment to satisfy guest needs, and handle problems effectively and efficiently. However, he stressed that the more complex issues and decisions were to be referred to superiors, who were to coach and assist rather than provide direct orders.
Furthermore, Becker stressed that mistakes were allowed but that making the same mistakes more than twice would not be tolerated. He advised his managers and department heads not to discuss with him minor issues or problems and not to consult with him about minor decisions.
Nevertheless, he told them that they were to discuss important, major issues and decisions with him. He concluded the meeting by asking for feedback. Several managers and department heads told him that they liked the idea and would support it, while others simply nodded their heads.
Becker was pleased with the response and was eager to have his plan implemented. In the past, the Regency Grand had emphasised administrative control, resulting in many bureaucratic procedures throughout the organisation.
For example, the front-counter employees needed to seek approval from their manager before they could upgrade guests to another category of room. The front-counter manager would then have to write and submit a report to the general manager justifying the upgrade.
Soon after his meeting with the managers, Becker reduced the number of bureaucratic rules at the hotel and allocated more decision-making authority to front-line employees. This action upset those who previously had decision-making power over these issues. As a result, several of these employees left the hotel.
Becker also began spending a large portion of his time observing and interacting with the employees at the front desk, lobby, restaurants and various departments. This direct interaction with Becker helped many employees to understand what he wanted and expected of them.
However, the employees had much difficulty trying to distinguish between a major and a minor issue or decision. More often than not, supervisors would reverse employee decisions by stating that they were major issues requiring management approval.
Employees who displayed initiative and made good decisions in satisfying the needs of the guests rarely received any positive feedback from their supervisors.
Eventually, most of these employees lost confidence in making decisions and reverted back to relying on their superiors for decision making. Not long after the implementation of the practice of empowerment, Becker realised that his subordinates were consulting him more frequently than before.
Most of them came to him with minor issues and consulted with him about minor decisions.brown_freq worrisome worry worry-worryin worrying worse worsened worsens worship worshiped worshipful worshiping worshipped worshippers worshipping worst . Using several organizational behaviour concepts to identify the problems at the Regency, such as determination, organizational culture, staff empowerment, crosses ethnical result and change.
The survey found out that what may be relevant in one culture won't always be applicable/suitable in another type of organizational culture. Wye Delta Transformer Wiring Diagram - benjaminpohle.com Chapter 6 Case Questions CASE STUDY THE REGENCY GRAND HOTEL 1. Identify the symptoms indicating that problems exist in this case.
2. Diagnose the problems in this case using organizational behavior concepts. 3.
Recommend solutions that overcome or minimize the problems and symptoms in this case. Critical Thinking Questions 4. Regency Hotel Case Study Essay example. Regency Hotel Case Study The Regency Hotel is a beautiful five star hotel that is located in Bangkok. This hotel was established by a local group of investors and was operated by a Thai general manger at the beginning.
This Regency Hotel was one of the country’s most prestigious hotels. Password requirements: 6 to 30 characters long; ASCII characters only (characters found on a standard US keyboard); must contain at least 4 different symbols;.