Regency Hotel Case Study
1. Introduction
The purpose of this report is to critically examine the issues faced by the Regency Grand Hotel both internally and externally. This report also discusses relevant theories and makes recommendations for the Regency Grand Hotel to address the managerial problems and return the organisation to its former status.
The decline in the performance of the hotel is a result of the drastic changes in the organisational structures. The introduction of the practice of empowerment has resulted in deterioration and resulted in conflicts among the hotel’s staff members.
This report elaborates on the issues related to theoretical approaches of empowerment, the job-design model, reward systems and team-work. These are used to diagnose the problems and assist in generating recommendations for the future.
2. Background Analysis
The Regency Grand Hotel is a five-star hotel with 700 employees who enjoy being part of this prestigious hotel in Thailand. Under the administration of Thai managers, the hotel provided sound welfare benefits and a good year-end bonus to their employees.
After being taken over by a large American hotel chain, the previous operational structure was redesigned by a new general manager, John Becker, who revolutionised the hotel’s organisational structure to one of empowerment of lower and middle level staff. In addition, Becker stripped away much of the hierarchical rules at the hotel in order to encourage employees to handle minor problems and satisfy customers more efficiently. However, contrary to his expectation, the overall performance and business profitability deteriorated with complaints and dissatisfied guests becoming common place.
3. Main Issues and Problems
As outlined in the introduction and background, the hotel’s take-over has proved a catalyst for numerous positive and negative effects that have arisen within the hotel. In this section, further points with be considered for further discourse.
3.1 The
The purpose of this report is to critically examine the issues faced by the Regency Grand Hotel both internally and externally. This report also discusses relevant theories and makes recommendations for the Regency Grand Hotel to address the managerial problems and return the organisation to its former status.
The decline in the performance of the hotel is a result of the drastic changes in the organisational structures. The introduction of the practice of empowerment has resulted in deterioration and resulted in conflicts among the hotel’s staff members.
This report elaborates on the issues related to theoretical approaches of empowerment, the job-design model, reward systems and team-work. These are used to diagnose the problems and assist in generating recommendations for the future.
2. Background Analysis
The Regency Grand Hotel is a five-star hotel with 700 employees who enjoy being part of this prestigious hotel in Thailand. Under the administration of Thai managers, the hotel provided sound welfare benefits and a good year-end bonus to their employees.
After being taken over by a large American hotel chain, the previous operational structure was redesigned by a new general manager, John Becker, who revolutionised the hotel’s organisational structure to one of empowerment of lower and middle level staff. In addition, Becker stripped away much of the hierarchical rules at the hotel in order to encourage employees to handle minor problems and satisfy customers more efficiently. However, contrary to his expectation, the overall performance and business profitability deteriorated with complaints and dissatisfied guests becoming common place.
3. Main Issues and Problems
As outlined in the introduction and background, the hotel’s take-over has proved a catalyst for numerous positive and negative effects that have arisen within the hotel. In this section, further points with be considered for further discourse.
3.1 The