Regency Grand Hotel

Topics: Management, Leadership, Job satisfaction Pages: 11 (3314 words) Published: January 12, 2011
Contents
Introduction2
Problems3
1.Contingency Theory4
2.Leadership Styles5
3.Empowerment7
4.Decision Making8
5.The influence of culture8
Recommendations11
General Manager11
Middle Managers12
Employees12
References13

Introduction
The Regency Grand Hotel is one of the most prestigious and luxurious hotels in Bangkok, Thailand. Since its inception, it has earned a brand name in the industry owing to the exceptional salaries and benefits offered. The hotel staff and managers felt privileged being a member of the hotel, and perceived that they were being taken well care of under the leadership of the then General Manager. The following case study illuminates the dilemma of the employees undergoing the management changeover following its acquisition by an international group. In the earlier set-up, the employees were expected to follow the orders of their managers without questioning 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. However, the recent sale of the hotel to a new American 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 hotel’s performance and reputation down the drain.

Problems

The problem of the Regency Grand Hotel entails a number of factors in its failure to meet expectations of its new management, though the challenges did not exist previously. As it is observed that there are some significant challenges in managing the workplace in changing business environment. The workplace environment becomes more complex in which the complexity of interactions, relationships and processes often makes difficult to understand. In the organization, managers are required to be effective in organizing, decisive, and maintain good relationship with employees. In this report, the practice of empowerment is analyzed as the new management enforces the capacity of employees to make choices and decisions into actions. However, there are situations where employees feel uncomfortable with the change in management. Mostly, people do not accept and understand the benefits in changing the management. Organization needs to consider the internal and external factors in implementing a new strategic management. It is important to develop strategy to help employees learning about the change. Managers are also required to develop good communication within its employees since people may come from different cultural background, skills, age, and gender. These differences will create barriers in communication based on different values and perceptions. The effective management of workplace in organization requires an understanding of leadership and motivation in managing the workplace on performing the job and being motivated to do so. Empowerment is a concept which is commonly used in management in various organizations. Employee empowerment have benefited many organizations through careful and comprehensive way of dealing with employees and carrying out empowerment process subtly and friendly and thus creating perception, memory and emotions in order to make the employees feel as if they are part of the process, not just as they have been tossed about. As far as emotions go, it is rightly said that emotion is associated with mood, temperament, personality and disposition, and motivation. There is no practical way of getting things done other than this.

1.Contingency Theory
Fiedler’s contingency theory emphasizes that the leadership effectiveness depends on both the leader’s personality and the situation in which that leader operates (Fiedler 1967). This theory implies that the most effective style of...

References: • Bolden, R., Gosling, J., Marturano, A. & Dennison, P. 2003, A Review of Leadership Theory and Competency Frameworks, University of Exeter, United Kingdom.
• Chery Holcomb-McCoy & Julia Bryan. 2010, ‘Advocacy and Empowerment in Parent Consultation: Implications for Theory and Practice’, Journal of Counseling and Development: JCD, Vol. 88, Iss. 3, pp. 268-259.
• F.E.Fiedler. 1967, A Theory of Leadership Effectiveness, McGraw-Hill, New York.
• John Fox. 1998, Employee Empowerment: An Apprenticeship Model, Barney School of Business University of Hartford, USA, viewed on 16 September. http://members.tripod.com/j_fox/thesis.html
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• Mcshane, Olekalns & Travaglione. 2010, ‘Team Dynamics’, Organizational Behavior on the Pacific rim, 3 ed, McGraw-Hill, North Ryde, N.S.W, pp. 327-298.
• Menon, S. 2001, ‘Employee empowerment: an integrative psychological approach’, Applied Psychology: An International Review, Vol. 50 No. 1, pp. 153-80.
• Ongori H. 2009, ‘Managing Behind the Scenes: A View Point on Employee Empowerment’, African Journal of Business Management, Vol. 3, pp. 15-9.
• Seokhwa Yun, Jonathan Cox, Henry P. Sims Jr, (2006) "The forgotten follower: a contingency model of leadership and follower self-leadership", Journal of Managerial Psychology, Vol. 21 Issue: 4, pp.374 – 388
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• Ting. 2009, The Regency Grand Hotel, OPPapers, Glendale, USA, viewed 16 September.(http://www.oppapers.com/essays/The-Regency-Grand-Hotel/250948?topic)
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