Comprehensive Report: Management Issues and Solutions at WIYCR

This report provides a comprehensive analysis of the management issues plaguing the West Indies Yacht Club Resort (WIYCR). The primary focus is on the challenges arising from expatriate manager turnover and the resulting tensions between expatriate and local employees. The report identifies the root causes of these problems, including cultural misunderstandings, ineffective internal governance, and guest dissatisfaction due to poor service and inadequate facilities. The report delves into the perspectives of both expatriate and local employees, as well as guest feedback, to provide a holistic understanding of the situation. Recommendations include improving internal governing policies, recruiting presentable staff, utilizing local workforce effectively, fostering cross-cultural understanding, and addressing employee turnover. The report concludes that planned and innovative changes are crucial for WIYCR to regain its desired position and ensure the smooth operation of the resort.

Running head: MANAGEMENT ISSUES IN WIYCR
MANAGEMENT ISSUES IN WIYCR
Name of the Student
Name of the University
Author Note

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Executive summary
The analysis discusses about the growing problems regarding the executives that West Indies
Yacht Club Resort hires from the other countries. The expatriates fail to mix up with the local
employees, which has ignited the internal tension between them and the locals. Some logical
changes can solve these issues and help the authority to carry out their works.

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Table of Contents
I. Introduction:.............................................................................................................................1
II. Discussion:...............................................................................................................................2
III. Recommendations:...............................................................................................................4
IV. Conclusions:.........................................................................................................................4
V. References:...............................................................................................................................5

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I. Introduction:
The report aims to discuss about the various issues emerging in a popular resort situated
in The British Virgin Islands. The basic problems hampering the growth of West Indies Yacht
Club Resort are regarding the expatriate manager turnover. It resulted in grievance in the guests
as well as local employees (McNulty & Selmer, 2017). The report contains identification of the
problems, detailed analysis of their reasons and few recommendations that may help the resort’s
progress.
II. Discussion:
In order to identify the emerging problems in West Indies Yatch Club Resort a detailed
interview of all the expatriate employees as well as the local employees was taken. The local
employees who were supposed to be responsible for this unmanageable situation, added a lot
more information to understand the reason of these problems (Medlik, 2016). As the higher
authorities had experienced, the main problems center round the actions of the expatriate
employees and their perspectives. The main problem lies in the fact that the expatriates were not
been able to gel with the locals. Some of the problem lies within the organization itself. These
led to poor room services and affecting water sports which is the chief tourist attraction of the
resort. Therefore, the guests were complaining about the resort’s services. The situation became
more problematic because of the government’s regulations forbidding the resorts to have lay off
local staffs. Even if the government has given plenty benefits and opportunities so that the local
people can learn the executive works, they are not interested in learning this kind of course and
less enthusiastic about working hard and earn more money. They have taken their jobs for
granted and feel no commitment with their service.

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The problems are not only ignited by the locals but also for the internal governance of the
organization. The President of WIYCR Joe Kimball has left the habit of visiting the resort in
peak seasons. He remains busy with his other organizations and knows very few of his
employees. Marketing and Special Promotions Director Tom Fitch stays few days in peak
seasons and is an expatriate. Most of the higher authorities remain busy in meetings and behind
the curtain therefore do not maintain any public relations. After visiting the spot, the problems
became more understandable. From the executives’ point of view, the locals are incompetent due
to the high illiteracy rate in that region therefore unable to understand the verbal instructions and
need physical demonstration (Dumas, 2016).
According to the Rooms Division Manager Kristin Singiser, the guests are not satisfied
with the room services not only because of the inattentive employees but also for the imprudence
of the higher authorities in Chicago Office who book 20% of rooms in the peak season without
letting the manager know anything. Therefore, the concerned manager is compelled to beg for
inconvenience and the staffs face angry guests.
The interview with some local employees reveal the fact that they do not intend to serve
as managers as it needs more efforts which may compel them to leave their comfort zone as well
as relaxed behavior (McGarry & O'leary, 2013). They are not willing to sacrifice their happy,
sloth life instead of earning little more money. However the interview also reveals that from a
local employee’s point of view, even if he intend to mingle with an expatriate and take interest in
the work he is assigned with, the expatriates do not take it seriously. Moreover, the managers
allow some senior employees to avoid their tasks. It is because fitting with the employees is
more important than good impression (Csikszentmihalyi, 2014).

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The interview with the guests discloses the facts that they are very much disappointed
with the services and responses of the staffs. They have spent dollars for enjoyment, relaxation
and surprising experiences. Instead, they feel very irritated standing long for a drink or waiting
for staffs to fix the problems of room amenities. They do not even get assistance in the water
sports for the kids, one of the chief marketing strategies of the resort. The complaints are about
the incompetence, inappropriate behavior and unresponsiveness of the local staffs (Sawyer &
Gomez, 2012). Therefore, the tourists prefer expatriates who are passionate and skilled in their
works. The guests feel there is a lack of innovativeness in the planning and execution of the
resort authority. They completely ignore the seasonal celebrations as Christmas or Easter
celebrated in winter when most of the guests visit Caribbean for its alluring weather. At the time
of interview, the tourists could name the staffs that had helped them in their problems.
III. Recommendations:
The information from the interview with the expatriate employees, local staffs and the
resort guests has helped in understanding the deep-rooted problem of West Indies Yacht Club
Resort (WIYCR). It is clear that the resort authorities need to bring some changes in their
policies to resolve the problems concerning expatriate turnover, growing guest dissatisfaction,
and the level of anxiety between the expatriate managers and the local staffs.
 First, the resort authority must take care of the internal governing policies that
largely depend upon the decisions taken in the head office in Chicago. The higher
executive officers need to engage themselves in increasing public relations by
visiting the guests more often and ask for feedback. They also need to be well

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connected with the employees by asking for reports, spending more time in peak
season and feeling the employee’s work pressure.
 Secondly, as the idea of tourism and hospitality go hand in hand, the management
must recruit the staffs that are more presentable and can interact with the guests.
In order to solve this issue, the expatriate staffs need to replace some of the local
staffs who seem to be inattentive to the guests.
 Thirdly, the resort authority needs to understand the culture of the local
employees and use the workforce prudently. Instead of engaging them in
housekeeping or guest management, the locals should be given those tasks with
which they can connect more easily. It includes taking the tourists in jungle hikes,
sea turtle conservation, exploring less inhabited islands, organic cooking and
underwater snorkeling (Apostolopoulos et al., 2013). The authorities can celebrate
native cultural programs or carnivals on Ash Wednesday or the days leading up to
Lent which will attract tourists. The authority can give responsibilities of
arranging these carnivals on the local employees, as they are the best people to
handle. They can arrange exhibitions where the local villagers can sale handicrafts
or local cuisines and entertain the guests. This will increase the connection
between the natives and the expatriates as well as the organization will not incur
any cost.
 Fourthly, in order to solve the problems between the locals and the expatriates,
originated from the cultural gap, the expatriates should understand and empathize
with the culture and religion and the place; they have to come to work. It includes

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learning local dialects, cooking local cuisines, visiting the native’s places and
village fairs more often and encouraging the fellow employees and appreciating
them (Mason, 2015).
 Finally, the idea of changing resorts within a year leaves an effect on the emotions
and behaviors of the local employees. The resort authority should be stricter about
the employees’ behavioral traits and encourage them to work passionately.
Following these possible methods, the resort can regain the top most position that
it one occupied.
IV. Conclusions:
Therefore, from the above analysis it can be concluded that the issues that hinder the
growth of the resort’s business, are center around the communication gaps and lack of strategy.
In order to run any organization, there must be a peaceful co-existence among the employees.
Both the expatriates and the locals need to be cooperative and supportive to each other.
However, planned and innovative changes will be able to change the picture and help West
Indies Yacht Club Resort to reach its desired position.

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V. References:
Apostolopoulos, Y., Leivadi, S., & Yiannakis, A. (Eds.). (2013). The sociology of tourism:
theoretical and empirical investigations(Vol. 1). Routledge.
Csikszentmihalyi, M. (2014). Society, culture, and person: A systems view of creativity. In The
Systems Model of Creativity (pp. 47-61). Springer Netherlands.
Dumas, P. E. (2016). Introduction. In Proslavery Britain (pp. 1-8). Palgrave Macmillan US.
Mason, P. (2015). Tourism impacts, planning and management. Routledge.
McGarry, J., & O'leary, B. (Eds.). (2013). The politics of ethnic conflict regulation: Case studies
of protracted ethnic conflicts. Routledge.
McNulty, Y., & Selmer, J. (Eds.). (2017). Research Handbook of Expatriates. Edward Elgar
Publishing.
Medlik, S. (Ed.). (2016). Managing tourism. Elsevier.
Sawyer, S., & Gomez, E. T. (Eds.). (2012). The Politics of Resource Extraction: Indigenous
peoples, multinational corporations and the state. Palgrave macmillan.