Regency Grand Hotel Bangkok

In the earner set-up. He employees were expected to follow the orders of their passenger cars without sceptical them. Initiatives to solve problems at personal level were discouraged and it led to lack of innovation and risk-averse behavior. Eventually, the hotel staff got accustomed to the style of management over the past fifteen years, and it made the work go smoothly with minimal number of conflicts. The practice reduced the bureaucratic governance that was embedded in the past management.The employees were now competent to get involved In decision mould, creature, and innovation. Interaction with top management was similarly encouraged. Backers policy however did non improve the mathematical process of the organization, he played out a great deal of time solving employee problems, there was an increase in the number of complaints by nodes and an increase in mis military tax returns made by the employees. The action of the organization therefore deteriorated. However, the recent sale of the hotel to a advanced Ameri crumb group Introduced an altogether new style of administration to the employees.The management style of the new GM was entirely opposite to what the staff was familiar to, and it caused problems bringing the hotels performance and reputation down the drain. Symptoms & Causes of Deterioration of Performance Symptoms & Causes of Deterioration of Performance, Cultural factors, Communication factors, mental faculty performance 1 . Personality and organizational fit 2. job design and determination ambiguity 3. Espoused and enacted values Power hierarchy & decision reservation process 4. Stress 5. Absenteeism, 6. High staff turnover and 7. line of descent satisfaction Major Issues In the case Major issues in the case Organizational change inadequately managed. The differences in the newly merged workforce with dissimilar profiles had not been addressed. Following this, Becker did not employ a communication strategy that supported the dissimilarity betwixt management and employees and their different cultures. I en unclear calicles making process Ana power annularly. miss AT proper analysis of the chances of success of the strategy of empowerment. Lack of proper coordination within the management team, when trying to implement the empowerment strategy.The Hotel also faced the challenge of social emotional conflicts among employees. Contingencies of power such as bug of power were not clearly outlined. These issues resulted in high levels of stress, absenteeism and remover. An overview of the problems occurred Junior and senior managers feel losing power because of the practice of empowerment. Most of the managers waste time on dealings with minor issues. The general manager John Becker is sick of giving minor decision instructions to his subordinates.Motivation Motivation Motivation is a fundamental aspect of up(a) the quality of performance of the work force. The Regency Hotel management aimed at develo ping motivation among employees. However the employees were not motivated. Increased frustration, stress, Job dissatisfaction and high turnover were some of the factors that remote employees. Encouraging innovativeness and creativity among employees is an essential component of a successful organization. The free environment provided by the organization was not effectively utilized by the employees.The performance of the organization depreciated as a result. Motivated staff Improved performance of organization Empowerment Empowerment refers to increasing the spiritual, political, social or economic power of the individuals. It often involves the empowerment developing confidence in their capacities. In some situations empowerment could motivate employees. The problem n the hotel is the measurement of a major or a minor issue. There is not a definition or standard reconciles what a major issue is. Actually employee needs to know what he/ she can touch and what he/she cannot.Confli ct comes when the management disagrees with the employees view. For example, a guest goes to the front- forebode people and asks for a room upgrade. The front-counter boy thinks he could do that without approval from his superiority the front-counter manager may think it is a big issue because it would affect the profit of the business. What the front-counter boy has done may annoy the front-counter manager. Issues Consequences After Empowerment Empowerment can be described as People having the skills and the self-belief to proactively deal with issues and make the most of the opportunities available to them. UT soon after the execution of empowerment Becker realism that things atomic number 18 not going according to his expectation because staff of regency grant dont know what is empowerment? Because they use to work as per their manager order in the introductory management they are not allowed to innovate & generate anything new ,Ana were Electorates Day teen sensor managers An a rater all tens teen note want o take risk and get punished by the management but general manger back in America was working in a charge environment where staff has a power of decision making & can take minor decision on their own . Classically its a ethnical difference between management and staff, where people+ from Thailand believe in team work and management is from America who believes in individuality they believe that they can do anything unaccompanied which was the first issue. Outcomes Of The Failure Of Empowerment Due to failure of empowerment hotel regency grand was losing its profit, clients and tutus in Bangkok as well as its intangible assets standardized market value and quality standards began to decline.Becker thought that empowerment will help his hotel to earn more profit and guest satisfaction but his strategies backfired on the hotel reputation, resulting in the decline of the overall Performance of the hotel. It was for the first time that there were an incr ease in number of guest complaints both verbally and in written. Guest started complain about the services provided to them and above all disgrace in the news paper as one of the Saiss nightmare hotel. Criticism about service standards of the hotel, Staffs were also not happy takes it to the inequity among the employees.Back biting among employees was commonly seen now and good working atmosphere was harshly strained. Lack of team spirits among the employees now they were against for each one other when erroneous beliefs were made by any employee. Unclear power hierarchy Unclear power hierarchy Another major issue encountered at the Regency sybaritic Hotel which affected the organizational culture was the problem of unclear power hierarchies which lead to staff not understanding their role clearly in the decision making process. Employees were given empowerment but this proved to be problematic as staff were unable to discern between what constituted a major or minor problem.Staf f found that in many cases when they did make a decision it was later overturned by supervisory programs. One sort of the process of empowerment is impact. authorise employees view themselves as active participants in the organization that is, their decisions and actions meet an influence on the companys success (Ms Shame, 2008, p. 185). Becker introduced empowerment but this part of the process was distorted as the employees felt that their decisions were not valued and often overturned. Additionally, Becker stated he would not tolerate the identical mistake twice.Staff now found it easier to revert back to their nonagenarian ways of passing all problems over to their supervisors. This was directly counteractive to the plan of allocating more decision-making situation to front line employees (Machines, 2008, p. 192). This further reduced the effect of empowerment. Job Design and Role Ambiguity Job Design and Role Ambiguity Employees were uncertain of the types of issues that were to be considered Minor and Major. Without clarification, they continued to refer problems to management.Jobs that have doubtful demands, Jobs that have too many demands, and Jobs that do not allow the employee to participate in work related echelons are Kelly to anneal attempts at stressful performance, kick upstairs frustrating higher(prenominal) order needs (Behr, Walsh Table, 1976, 42). This frustration results in reduced effort and motivation. They go further to state that Effort toward quality is related to role ambiguity in that concern with the quality of ones work is not maintained if it is unclear what constitutes task success(Behr et al, 1974, 46).Supervisors were unsure and reversed employee decisions to refer them on to higher evils of management. Role Conflict The front-line staff were expected to experiment and be creative in dealing with situations at work, but were only allowed to make a mistake once. This resulted in reduced learning capacity as employees be gan behaving defensively in order to avoid reprimands for errors. Reduced Job Satisfaction Increase in customer complaints, increase in absenteeism and employee turnover. Intra-organizational relationships suffered as trust was lost and fear reigned.Poor reviews due to declining levels of customer service. Role Ambiguity Role ambiguity Role ambiguity was another(prenominal) issue for the Hotel. Role ambiguity can be defined as a lack of information needed to perform the role (Pearce, 1981 Cooper et al. , 2001). This issue can lead to many problems. Employees who experience role ambiguity tend to perform at lower levels than employees who have a clear understanding of Job requirements and what is expected of them. Likewise, role ambiguity is reflected in employees uncertainty concerning appropriate actions in commonly occurring Job situations.It explicitly results when employees are not clear concerning the amount of authority they have and when they do not know others Job reference expectations Job design According to the Job characteristics model, employees are more motivated and satisfied when Jobs have higher levels of characteristics. People have different skills, it is cardinal to put the right person into the right position. A few employees of the hotel were transferred to other positions when the acquisition was done.They might not have the abilities to complete the full range of the new work. Recommendations Recommendations for introduction into the Regency Grand Hotel In addition to the exercise, relaxation techniques and learning and development solutions, it is commended that Employee Assistance Programs be introduced to the Hotel, this design offers employees a service whereby challenging situations can be discussed with counselors and psychologists who can provide tools that will embed coping mechanisms (Traveler and Protocol, 2005).Recommended stress reducing strategies Physical activities Relaxation techniques learning and development solutio ns Employee assistance program O The remedy for the situations that have evolved within the hotel is to clearly define each persons role and make them aware of the importance their part plays in the overall operation of the hotel. Ensure employees are aware AT tenet irresponsibleness Ayatollah to Attlee want Is a major Ana melon problem and make it clear to members of staff who has the power to make decisions at each level, would also be of great assistance.For example if a problem arises at the front counter with a customer which would incur a minimal cost to the organization this could be handled by reception staff with little impact on the supervisor and within a much faster time frame causing less inconvenience to already disgruntled customers. This could be achieved by removal of the same mistake twice rule that Becker introduced. In this way employees would truly feel empowered to make decisions that would have an impact on the organization thereby feeling that they were an im portant part in the hierarchy that exists in the hotel.Address Managerial / Supervisory level employees concerns at losing power. Reward them for encouragement and development of front-line team results. Conclusion The majority of problems experient during the acquisition of the Regency Hotel may have been avoided or at least reduced dramatically through effective communication strategies, incorporating a comprehensive feedback loop to visualise understanding of changes and new requirements on an organizational level as well as individual level for all employees.Cultural, personal and organizational aspects should be taken into account and changes to Job design and Job roles should be made clear to ensure successful adoption of the new system. At this stage, the Regency hotel is in a state of flux, with reduction in staff retention, profit and reputation. Effective change management strategies as outlined in this presentation should now be introduced to assist the employees to t rope a new Organizational Culture and incorporate the Empowerment strategy.