Management Theories- PDF

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CASE STUDY, IMPERIALHOTEL
Table of ContentsINTRODUCTION...........................................................................................................................3MAIN BODY...................................................................................................................................3PROBLEM 3....................................................................................................................................3Overview of current problem......................................................................................................3A 3-point plan using management theories for fixing the problem............................................5Summary of Key Proposals.........................................................................................................7CONCLUSION................................................................................................................................8REFERENCES................................................................................................................................9
INTRODUCTIONMAIN BODYImperial Hotel Group has many branches of hotel spread throughout the entire worldoperating since past 100 years. Imperial Hotel, London, located in London's West End is onesuch branch out of the 25 different hotels owned by the group across entire U.K. There are 500bedrooms, 12 conference rooms, 3 bars and 4 restaurants overall in the Hotel. In the presentreport, it has been highlighted that despite this hotel being so old, the hotel s going throughdecline in sales. Increased employee absenteeism and creation of negative work environment inthe company are the major problems that have been discussed in this report(Giorgi, Leon-Perezand Arenas, 2015). Further, this report also discusses the root causes of the problems arising inthe company and their impact on management and operational activities. In this report, cause andeffect analysis has been made regarding these problems and a viable i.e. a feasible solution hasbeen tried to be identified. Lastly, through application of various management theories, thesolution i.e. the best possible practices adoption of which would help the management of Hotelin improving their practices and hence develop mew managerial practices which would help informulating a better work culture and environment.PROBLEM 3Overview of current problem.The Imperial Hotel is famous because of the world-class service that they provide and thelong time period from which they have been serving. They have achieved this reputation becauseof the effective performance of their employees(Lankinen and et.al., 2017). However, at present,there is a steady decline in the performance of Imperial and their standards have dwindled lowerthan their competitors. This can be highly attributed to the fact that the employees have becomelethargic in their performance and the internal culture of the hotel has worsened. The visitors inthe hotel have complained about the management not providing sufficient worth in return of theoverly expensive charges that they take.Also, the change in trends have led to employment off those workers who work part-timeleading to lack of any bonding with the Hotel and this has also led to increase in the employeeturnover rate. When employees do not feel responsible towards the duties assigned to them, theytend to lower their standards and finish tasks just for the sake of finishing it. This has led tospread of a negative culture in the company and the employees' have increased their absenteeism3
level and are taking sick leaves frequently(Giorgi, Leon-Perez and Arenas, 2015). Along withthis, employees are not using IT Systems efficiently and their standards have reduced which hasled to increase in operating costs.Themajor causesfor this that can be highlighted are :-Improper implementation of sick leave policy.Lower satisfaction levels and detached employee-employer relationship.Lack of appreciation and guidance.Unfriendly work environment and unfulfilled personal requirements.Rigid workplace rules like no flexibility in working hours etc.Lack of any supervision over employee activities.Long working hours and unrelenting managers.Non committing attitude of employees towards their job.The staff of Imperial Hotel is avoiding the work environment deliberately, and they areencouraging uninformed absenteeism by adjusting amongst themselves i.e. by covering up foreach other. The longer shifts and aggressive attitude of management has lead to employeesfeeling resentful because this has increased stress levels and workload of employees.Managerial Aspect :-There is an increased pressure on Peter Farnsworth, the newly appointedmanager as the employees are not sufficiently accounting their reasons for absence and this hasled to formation of a negative work culture. The increasing turnover ratio is also a major cause ofworry as Hotel is suffering losses doubly since the standards are also falling and costs areincreasing. Increasing strictness in the management's rules can also lead to negative impact onthe team spirit.Operational Aspect :-Increased absenteeism has led to increase in the workload thus increasingthe dissatisfaction of employees and visitors. This has led to fall in the profits earned and the costhas increased as the recruitment process has to be carried out repeatedly(Braithwaite and et.al.,2017). Also, the more work that is to be completed by reducing number of employees is reducingthe quality of work. There are already 300 full time workers and 150 part-time ones and despitethese they have to hire specialist services from outside sources which is further increasing theoperational costs.4
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