Management Analysis and Problem Solving for Workplace Issues Report

This report provides a comprehensive analysis of workplace issues, focusing on management analysis and problem-solving strategies. It explores challenges faced by The Langham Hotel in Melbourne, including declining revenue, team structure inefficiencies, and increasing market competition. The analysis utilizes the Four Frames theory, particularly the political frame, to understand decision-making processes and resource allocation. The report identifies issues such as the lack of a dedicated change management committee, unjustified resource allocation, and conflicts among stakeholders. It also highlights the negative impact of excessive labor pressure on customer satisfaction. The report concludes with recommendations for improvement, including engaging a finance analyst agency, streamlining expenditure, forming a managerial representative team, and implementing social media promotional activities. Desklib provides access to this and other solved assignments for students.

Running head: MANAGEMENT ANALYSIS AND PROBLEM SOLVING
Management Analysis and Problem Solving
Student’s Name
University Name
Author’s Note

2MANAGEMENT ANALYSIS AND PROBLEM SOLVING
Table of Contents
Exploring the issue using some theoretical concepts.................................................................3
Analysis of the issue: Development of action opportunities and steps......................................4
Summary of the issue.................................................................................................................5
Recommendations and Conclusion............................................................................................6

3MANAGEMENT ANALYSIS AND PROBLEM SOLVING
Exploring the issue using some theoretical concepts
The Four Frames theory can be utilised for the exploration of the business related
issues that have been the primary reason for the depreciation of the revenue of the company
and the shutting down of the potential supply lines, providing sources and the losing out of
the potential customer bases one by one. After the organisation had spotted the issue of
immense market competition coming their way they should have spotted that some basic
organisational restructuring is urgently required for the addressing to the changes. This is
why the political frame among the four frames theory have been selected by the researcher.
The political framework leaves space for the making a deep delved research regarding
the primary sources of decision making in the organisation. Besides, then ways in which the
human, capital or the physical resources are allocated can be analysed under the scope of the
political frame Besides, that is also an evident fact that if the organisation have not been able
to come up with some substantial alternative even after the shutting down of 15 to 20% of the
revenue channels, it is evident that some internal or external conflict lay at the basis of this
hindrance. In the light of studying the alliance as well as the interest groups associated with
the organisations, as Boje, Haley and Saylors (2016), states, the political frame leaves a scope
for the analysis of the conflicts that exist to reduce the organisational growth.
Other frameworks like the symbolic frame analyses the core values, history or the
regulatory frameworks in the hotel. These postulates are not sufficient or appropriate when
considering change management in an entity in the context of some external business issues
like increase of market competition. Similarly the HR frame is irrelevant because it only
speculate what are the issues regarding the HR of the company. There is no scope of overall
organisational analysis. The next most competitive frame among the 4 frames is the structural

4MANAGEMENT ANALYSIS AND PROBLEM SOLVING
frame. However, the political frame is best suited to analyse and recommend the strategies for
implementation of future changes in the company.
Analysis of the issue: Development of action opportunities and steps.
The management in the company do not take the decisions based on their own
judgement. The regional executives who have discretionary power over the branches of the
hotels exercise managerial authority according to their own. There is a centralised team for
market research in the company. The reports provided by the team to the central management
had indicated that the overall customer attraction rate of the luxury hotels in specific parts of
Australia would descend. As per Hosking and Anderson (2018), this is owing to the dramatic
rise in popularity of the boutique hotels and the recent innovative strategy of shared living
spaces. The company in the second quarter of the 2017-2018 fiscal year had apprehended that
customer visit rate would fall by 18 to 25% by the end of the fiscal year. Accordingly, the
upper management had indicated that some innovative and entrepreneurship based changes
should be introduced to almost all the branches.
However one major flaw on the part of the company had been that no particular
change management and change evaluation committee had been formed by the company to
invigilate changes. Furthermore resource allocation by the executive manager of the branches
have been highly unjustified. Some of the branches were recommended to reduce the booking
prices as some of the big hotels in that area were introducing the same strategy. Furthermore,
the upper management also suggested 3 branch heads in Sydney to introduce additional
premium service elements which the boutique hotels would be able to afford to provide.
However, interest groups like potential investors and two or three big brands associated with
the hotel did not allocate the necessary budget for the implementation. Hence, at the prime
pint of the crisis situation, the hotel management was forced to break ties with 5 old partner

5MANAGEMENT ANALYSIS AND PROBLEM SOLVING
groups and tie up alliances. This potential source of conflict severely affected change
management in the hotel. This took away a time span of one fiscal quarter and by the end two
quarters of 2017-2018 fiscal year, the company was in a position where did not have enough
resources to implement the necessary change management strategies.
In the latter period, absolute liberty was given to the branch executive heads to make
maximum possible implementation of the feasible strategies identified by the upper
management. In this phase, the executives put excessive pressure up on the employees to
fulfil orders related to fulfilment of the strategies. In this context, the service providers in the
hotel failed to provide prompt and fair service to the customers. As an obvious outcome, the
customers’ dissatisfaction rate increased and the company lost approximately 40% of their
loyal customer base.
Summary of the issue
Current
Status Priority
Issue
Descriptio
n
Assigne
d To
Owner
Expected
Resolution
Date
Escalati
on
Require
d
(Y/N)?
Impact
Summary
Action
Steps
Open Critical The upper
manageme
nt do not
have
highets
discretiona
ry power
over all
individual
branches
within 2 fiscal
quarters
Yes Failure of
the
undertake
n change
manageme
nt
strategies
A
representati
ve cmmittee
have to be
formed
Work In
Progress
High change of
business
alliance
as fast as
possible
No The
investent
rate would
reduce if
potential
aliance is
not found
quickly
Market
allies hve to
be searched
for with zero
liability rate
to start for

6MANAGEMENT ANALYSIS AND PROBLEM SOLVING
Closed Medium Excessive
labour
pressure
and
resukting
out of it
poor
customer
satisfactio
n rate
Within 3
quarters
No The
potential
customer
be lost of
the service
quality is
hampered
owing to
poor
service by
the
providers
Negotiation
with
labourers
and service
providers
Open Low Low
promotion
al rate
compared
to boutique
hotels ad
excesive
reliance on
the brand
strength
within 1 year Yes High rate
of
promotion
al
activities
and giving
out of
onlin
promotion
al offers
can attract
huge
number of
customers
Adding
social
media
content and
employinga
qualifed and
experienced
SEO team.
Recommendations and Conclusion
In the first place, the company have to engage a finance analyst agency to prepare a
master budget of the firm. Based on the budget the best and worst grossers have to be
identified. At the present situation, it is not possible to equally drag all the branches of the
company. Hence, to master the current crisis, the company have to formulate a plan whereby
they have to identify three .to four outlets which they would temporarily close down. This is
needed for streamlining expenditure and make proper resource allocation. Secondly the
senior management have to fane team of managerial representative who would visit each
branch and chalk out the core development plan.
The company should also consider making social media promotional activities. In
Australia, approximately 70% of hotel bookings are done over the online hotel booking
websites. The company can consider giving a flat 35% to 40% discount to the customers

7MANAGEMENT ANALYSIS AND PROBLEM SOLVING
booking their hotels over kayak.com or nexthotels.com also. As Bolman and Deal (2017),
puts it, online promotional activities are observed by 30 to 40% more customers and return
rate of the implemented promotional policy is also much higher.

8MANAGEMENT ANALYSIS AND PROBLEM SOLVING
Reference List and Bibliography
Boje, D.M., Haley, U.C. and Saylors, R., 2016. Antenarratives of organizational change: The
microstoria of Burger King’s storytelling in space, time and strategic context. human
relations, 69(2), pp.391-418.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Grewatsch, S. and Kleindienst, I., 2018. How organizational cognitive frames affect
organizational capabilities: The context of corporate sustainability. Long Range
Planning, 51(4), pp.607-624.
Hosking, D.M. and Anderson, N., 2018. Organizational change and innovation:
Psychological perspectives and practices in Europe. Routledge.
Krantz, J., 2018. Dilemmas of organizational change: A systems psychodynamic perspective.
In The systems psychodynamics of organizations (pp. 133-156). Routledge.
Manning, K., 2017. Organizational theory in higher education. Routledge.
Suddaby, R. and Foster, W.M., 2017. History and organizational change.