Empress Hotel Organizational Change Case Study

Empress Hotel Organizational Change Case Study

Management entails internal and external analysis of an organization and developing the most effective strategic approach competitive within an industry. This report is developed based on Teleological theories. The model is developed on the idea that the desirable outcome forms the basis of moral obligation.  It is also called consequentialist ethics (Abdul Rashid, Sambasivan, & Abdul Rahman, 2004). Davinia Rullian, as the personnel director at the EMPRESS Hotel Group transformation strategic approaches, are analyzed in an attempt to establish the competitiveness of the firm in the hospitality industry. Daavina role will entail developing the most efficient and effective strategic strategy and setting up the approaches through the involvement of the employees to achieve Empress Hotel goals.

• Culture

Internal Environment

Understanding the Empress Hotel environment is a critical determinant of the level of success of an organization. Management-employees relationship plays an essential role in the determinant of the level of success of an organization.

Employees; Workforce in an organization is a critical determinant of the level of competitiveness and productivity of an organization (Coffey, Willar, and Trigunarsyah, 2011). EMPRESS Hotel Group’s central success largely depends on the motivational level of employees. Daavina strategic approach should entail the enhancement of employee’s performance. Policies and an assignment statement, code of ethics and procedures guidelines are one of several standards and files organizations utilize to assist guide and foster their workers. Employees’ absenteeism in the hotel can be licked to a lack of motivation incentives that are critical in the development of EMPRESS Hotel Group.

Figure 1. Transformational Leadership Aspects (McLaughli and Smart, 2008)

Organization Culture: The success of EMPRESS Hotel Group will largely depend on the quality of leadership approaches that will be utilized. Andrea Diviner strategic approaches have been slow to adapt to the changing market. Global depression and the massive utilization of artificial intelligence in the industry led to massive losses for the organization (Carlström and Ekman, 2012). Leadership entails regular updating of existing policies to remain competitive in the industry. The organizational culture developed by Andrea Diviner significantly failed, making the organization less competitive in the industry. Leaders set the benchmark for behavior that is expected and must direct their teams. Additionally, they need to be comfortable to track employees who stray from the route of functionality and action (Pinho, Rodrigues and Dibb, 2014).

Management – Development and training are a large part of a thriving organization, as we discussed in elements. Training enhances the employee’s ability to be more productive and increases their motivation (Carlström and Ekman, 2012). Employees that are encouraged and have the capabilities are more satisfied with their own company and happier. By continuing to promote their training and education and hiring applicants, organizations may have a positive effect on their civilization (Mannion, Konteh and Davies, 2009). Significantly, the lack of proper communication and mismanagement has led to an increase in absenteeism among the employees. Proper management entails adequate communication for organizational goals for the employees. EMPRESS Hotel Group failed to recognize the vital role of the employees that have led to a decline in customer satisfaction and overall productivity of the organization (Ramachandran, Chong and Ismail, 2011).

Figure 2. Transformational leadership sequence (Liu and Li, 2018).

• Different types of cultures

Role Culture (Greek temple)

At a Role kindergarten business, people are assigned a particular role or occupation. They can have a job description listing the activities. Organizational culture enables firms to do specific jobs and to disperse tasks that are coated without copying. Daavina role at EMPRESS Hotel Group should be first to establish a corporate culture. This entails the development of professional functions, e.g., revenue, advertising, project management, and legal compliance (Ruggieri and Abbate, 2013). As workers are finishing jobs, they’re trained and trained to perform, and productivity should boost. The approach will enable the workforce to part of the organization where every person will be taking on many different tasks and obligations, and a functioning culture could be unsuitable for organizations (Carlström and Ekman, 2012).

Person Culture (cluster)

The establishment of project teams within the EMPRESS Hotel Group indicates a reasonable management approach. EMPRESS Hotel Group’s job culture has advantages; employees will feel motivated since they’re permitted to make decisions; they might feel valued since they’ve chosen for the staff, and there is a feeling of accomplishment once the job is completed by the team which will boost EMPRESS Hotel Group productivity. It might also allow groups to be creative in problem-solving. Lacks of a person’s culture have led to the failure of the organization to achieve its goals within a specified period of time (Liu and Li, 2018).

• Levels of Organisational culture

Artifacts – The level of success of Daavina strategic leadership approach at EMPRESS Hotel Group will largely depend on his ability to develop the common organizational behavior type. The organizational vulture will entail analysis of the most visible amount of civilization and include behavior patterns and external expressions of culture, like perks given to executives, dress codes, and the degree of technologies used (and where it’s used), and also the physical design of job spaces. Organizational culture will enable the company to develop its brand and improve its competitiveness in the industry (Martins and Terblanche, 2003).

Figure 3. Total management qualities management aspects (Carlström and Ekman, 2012)

Espoused values; are critical in the development of an organization in the long run. The behaviors are not directly visible but significantly determine the level of success of an organization (McLaughlin, Bessant, and Smart, 2008). Daavina approach should be primarily based on the development of an organizational culture that will determine the level of competitiveness of EMPRESS Hotel Group in the hospitality industry (Kearney and Gebert, 2009). Developing proper marketing incentives is critical in the development and formulation of the strategic approaches significant towards the achievement of set goals of EMPRESS Hotel Group within the industry (Da Veiga and Eloff, 2010).

Bibliography

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