...successful company during its 15 year existence with very high morale within the company. Employee’s worked according to management’s instructions. Employees were not allowed to be innovated and creative. All decisions were at management level. Recently, the hotel was sold to a large American hotel chain (Calrity, 2010). Its general manager got retirement and manager of the American hotel chain, John Becker, became the general manager. Becker has been a successful management person in the hotel chain, so he was given the charge of this hotel as well to handle it and make it more successful. John has 10 years experience with the American company. John was appointed due to his previous success integrating newly acquired hotels in the US. In most previous acquisitions, Becker took over operation with poor profitability and low morale (Bakker, & Schaufeli, 2008) Previously the employees were not allowed to be creative and innovative, while Becker implemented empowerment in the hotel. For the employees, the decision of good and motivational that they can make many decisions by themselves, as they were not allowed under the previous management. They started working but then realised that their supervisors do to allow them to make any decision and they become demotivated, which affected the performance and profitability of the hotel. The performance of the hotel started becoming negative and it worried the general manager (Guest, 2011). After he implemented changes the employees...
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...inter-departmental communication gaps (sales and manufacturing not talking), slow innovation (i.e. new products few and far between) One of the solutions: employee empowerment but with a buy-in problem from the department heads during the proposal by B. Russel. Important characters in the case: Barbara Russel (VP for manufacturing; team leader manufacturing team) – working on ideas to improve how retail stores got the merchandise they needed it by: * Manager follow a product from design through sales to customers * Allow salespeople to refund up to $500 worth of merchandise on the spot * Make information available to salespeople about future products * Swap Sales and manufacturing personnel for short periods for job awareness Martin Griffin (New CEO) – excused himself during presentation Department heads – had concerns with Russel’s proposal. Some Employees – not buying the idea Case Discussion 1. How might top management have done a better job changing Elektra Products into a new kind of organization? What might they do now to get the empowerment process back on track? The role of the top management in employee empowerment or in any change management is to exhibit commitment to the change, provide leadership which involves influencing employees to excellence, molding and creating shared culture and values, communicating the goals to all employees (Daft, 2010) and lastly to facilitate the change through honest, sincere and open communication with all employees...
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...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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...Employee Empowerment Policies and Procedures Paulina Hinesley Sandeep Malhi Tamera McInnis Tiffany Neal Webster University HRDV 5630 June 19, 2012 Employee Empowerment Policies and Procedures Organizations that recognize the value and importance of their employees’ ideas are always more sucessful. They understand that the heart of every business is within its workforce and without it there’s nothing. The individual is one of the most critical celements in any large-scale organizational change (Brown, 2011). Employee empowerment is a vital tool in shaping the personal and collective goals of an organization. Positive change is inevitable once a corporation posesses a confident, proactive and self-sufficient workforce. A growing number of today’s companies are not only concerened but are doing something about the way they manage their employees (Brown, 2011). They’re initiating the necessary steps toward creating employee pride, responsibility, and empowermnet. It’s also becoming a corporate priority to invest in the developement and enhancement of workforce knowledge, perforamce, and well being. Policies and Procedures Open Door Policy. This communication method is used to promote a sense of openness and trust amongst management and its workforce. It allows employees to feel comfortable addressing questions and concerns, to any level of management, without the fear of repercussions. Companies that practice this policy have happier, self-managed...
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...introduced an empowerment strategy as an aspect that would increase employee motivation and satisfaction. The practice reduced the bureaucratic governance that was embedded in the past management. The employees were now able to get involved in decision making, creativity, and innovation. Interaction with top management was also encouraged. Becker's policy however did not improve the performance of the organisation, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organisation therefore deteriorated. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance, Cultural factors, Communication factors, Staff performance: 1. Personality and organisational fit 2. Job design and role ambiguity 3. Espoused and enacted values Power hierarchy & decision making process 4. Stress 5. absenteeism, 6. high staff turnover and 7. Job satisfaction Major issues in the case: Major issues in the case Organisational change inadequately managed. • Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and employees and their different cultures. • Unclear decision making process and power hierarchy within organisation. • Lack of proper analysis of the chances of success of the strategy of empowerment. • Lack...
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...introduced an empowerment strategy as an aspect that would increase employee motivation and satisfaction. The practice reduced the bureaucratic governance that was embedded in the past management. The employees were now able to get involved in decision making, creativity, and innovation. Interaction with top management was also encouraged. Becker's policy however did not improve the performance of the organization, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organization therefore deteriorated. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance Cultural factors Communication factors Staff performance: personality and organizational fit Job design and role ambiguity Espoused and enacted values Power hierarchy & decision making process Stress, absenteeism, high staff turnover and job satisfaction Major issues in the case: Major issues in the case Organizational change inadequately managed. The differences in the newly merged workforce with dissimilar profiles had not been addressed. Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and employees and their different cultures. The unclear decision making process and power hierarchy. Lack of proper analysis of the chances of success of the strategy of empowerment. Lack of...
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...Employee Empowerment Exploring employee empowerment is a management decision based on proven capability and demonstrated trust by the employee. Transformed organizations introduce empowerment over rules and regulations through smart governance and guidelines supporting organizational culture. These practices promote improved customer service through employee decision-making extended by management authority and flexibility. Demonstrating customer-focused programs and practices through skilled and knowledgeable employees with authority and responsibility to move the organization forward in its mission. Power and Empowerment By definition and context, power is “possession of control, authority, or influence over others” (Merriam-Webster's Third New International Dictionary Unabridged, 2002). A good manager can have power and influence over others and lead well. The definition of empowerment is “to give authority, to enable, and to promote influence” (Merriam-Webster's Third New International Dictionary Unabridged, 2002). The act of empowerment allows a manager to enable individuals to think and act in a way that will enhance their performance, and demonstrate trust in the employee’s abilities. This does not remove power from the manager but instead increases his or her potential to gain power by an effective team. Flat Organization Model Organizational structure is the key difference in reporting processes in organizations. Big organizations have vertical organizational...
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...Case 1: Dick Spencer Major Issues In an attempt to address the inherited problems that faced Spencer, some major issues arose that must be addressed. These major issues include Spencer’s perceived micromanagement style, employee resistance to change, and the low morale of the employees in the organization. Spencer’s Micromanagement Style Spencer admits that accounting and human relations were his weakest subjects during his Master’s program which he tried to overcompensate for by attempting “to know in detail the accounting procedures [through] long hours of concentration and detailed conversations with the accounting staff’ (Buller & Schulter, 2003, p. 13) as well as practicing management by walking around. The problem was employees perceived his attempts as micro-management. This became apparent by some of the comments made by employees. One of the managers in the siding department expressed his frustration with the statement “‘I wish to hell he’d say up in the front office where he belongs. Whoever heard of a plant manager who has time to wander around the plant all the time? Why doesn’t he tend to his paper work and let us tend to our business?” (Buller & Schuler, 2003, p. 12). Another accounting staff member voiced their concerns to a co-worker with the following statements. “‘For a guy who’s a vice-president, he sure spends a lot of time breathing down our necks. Why doesn’t he simply tell us the kind of systems he would like to try, and let...
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...4002 - Significant conditions in Employees Empowerment: the Case of Jordanian four Star hotels د. ﻳﺤﻴﻰ ﻡﻠﺤﻢ ﺟﺎﻣﻌﺔ اﻟﻴﺮﻣﻮك اﻟﻤﻤﻠﻜﺔ اﻷردﻥﻴﺔ اﻟﻬﺎﺵﻤﻴﺔ 233 Abstract Data from 95 frontline hotel employees in 10 four star hotel in Jordan show strong association between three significant conditions (communication and information-flow, incentives, and knowledge and skill) and employee empowerment. The findings in this research suggest that communication and information-flow, incentives, knowledge and skill and autonomy among hotel service-employees may have a direct and strong impact on the empowerment of hotel service employees. These four conditions accounted for significant variation in the levels of employee empowerment in four star hotels in Jordan. Levels of empowerment seem to further impact the level of employee job satisfaction indicating a significant association. Implications for future research and for management practice are discussed. Introduction In a competitive environment in which organizations must be faster, leaner, provide better service quality, be more efficient, and more profitable, an empowered and proactive service worker is thought to be essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). However, delegation of authority for a long period of time in the past, dominated the management field. In fact, this view changed into the “empowerment” concept as mentioned by Kocel (1998). It covers the participation...
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...their best and acted as they would normally would. The viewers are then asked when the phrase, “like a girl” became an insult, and question why it can’t mean good things, such as, “win the race.” The fact that girls’ confidence plummets during puberty is displayed, and then the older females get the opportunity to retry their actions and complete them with certainty and confidence. Always claims that they want to redefine the phrase “like a girl” to be interpreted positively so that girls everywhere will feel proud and confident when they do things “like a girl” (Herzfeld, 2014). Always Brand Director Amanda Hill hopes it is the beginning of a long-term campaign to change the meaning of the phrase “like a girl,” while building brand loyalty (Neff, 2014). The campaign targets females who may be approaching puberty, in the midst, or post-puberty who need that confidence boost and restored empowerment. Always uses a variety of consumer behaviour techniques to effectively facilitate interactive communication, elicit affective responses leading to viral marketing success, and attempts to create an associative link between the “like a girl” campaign and the Always brand. Always incorporates the “like a girl” ad campaign into an interactive communications model, whereby a dynamic relationship exists between...
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...Running head: CHANGE MANAGEMENT PLAN PAPER Change Management Plan Paper Greg Russell University of Phoenix Introduction The focus of this paper is on the managing across simulation and the company Good Sport and the culture, structure of Good Sport will be identified and how the culture and structure translates into power and politics. Major Implications and Behaviors to Change In the Building and Sustaining Change Simulation CrysTel senior leadership were trying to increase their product sales and increase their market share and introduce new products. During the simulation the company use surveys an employee satisfaction survey, benchmarking survey and a climate survey. The individual user had to pick, two of the three surveys, these surveys were used to get a feel of how the employers in different departments felt about change and when the surveys were completed it gave management and ideal of where they needed improvement within the organization (Apollo Inc., 2004). Due to external forces CrysTel organization had to implement major changes by trying to increase their products and services due to the competition. There was much concern from senior leadership that the organization were not ready for change so CrysTel decided to analyze every department by use of the surveys and found that their were two departments; the Marketing and Sales department were the weakest and were found to be least susceptible to change. The marketing...
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...Abstract Leading Change by John P. Kotter and Organizational Behavior and Management by Ivancevich are centered around the themes and concepts of an eight stage process that incorporates the ideas of establishing a sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches of each author. Leading Change and the related text are findings that complement the explorations of each author. One may find the relationship between the books to be astounding as the authors appear to mirror each other’s ideas, but one author provides insight through the use of experience and opinions, while the other uses research and supporting evidence. An effective manager should be able to integrate the concepts of organizational behavior and leadership in order to properly communicate, implement, and transform the projects of an organization whose goal is to become more competitive. The text on Organizational Behavior has provided the research and theories on the effective use of human resources, while Kotter offers a situational approach that one can easily relate to. The integration of Kotter’s eight stage process along with the text by Ivancevich have provided me with a better understanding of leadership as an ongoing fundamental process and organizational behavior as a principle that...
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...QUESTION 1 WHAT DO YOU UNDERSTAND BY STRESS? DISCUSS THE SOURCES OF STRESS FROM THE INDIVIDUAL, GROUP AND ORGANISATIONAL POINTS OF VIEW. Work stress is recognised world-wide as a major challenge to workers health and the healthiness of their organization. Workers who are stressed are also more likely to be unhealthy, poor motivated, less productive and less safe at work. Their organisations are less likely to be successful in a competitive market. Stress can be brought about by pressures at home and at work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from that which arises from work. Stress may be defined as "a state of psychological and / or physiological imbalance resulting from the disparity between situational demand and the individual's ability and / or motivation to meet those demands." Dr. Hans Selye, one of the leading authorities on the concept of stress, described stress as "the rate of all wear and tear caused by life." Stress in an organisation can also be refer to us the response people or workers may have when presented work work demands and pressures the are not matched to their knowledge and abilities and which challenges their ability to cope Sources of Stress, Factors that cause stress are called "Stressors." The following are the sources or causes of an organisational and non-organisational stress. 1. Causes of an Organisational Stress The main sources or causes of an organisational...
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...Organization like Big Brother Big Sisters or The Bowery Leadership Academy are attempting to enact changes by helping at risk or minority youth and students but in different ways. Before they can be successful there has to be a way of making sure there is a set of steps for them to follow in order to reach this goal. Social change theories are what give social changes the structure or it’s backbone allowing it to make some actual progress to achieve their goals. There has to be a sense of communication between those who are helping and those who are going to be helped. Communication is the active engagement with the participants, helpers, providers and the receivers of any or all the products or effects that the organization or agent of...
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...practices for developing service culture in their organisations. This research has confirmed a strong association between culture and HRM practices, and also clarified the relative importance of HRM practices in terms of their impact on culture in order to improve service quality. Keywords: culture; HRM; services Introduction This article investigates the relative importance of six Human Resources Management (HRM) practices in terms of their impact on culture in order to improve service quality. In a previous study, it was found that there were, broadly speaking, seven practices which affect service quality: these encompass six HRM practices, namely, recruitment and selection, training, teamwork, empowerment, performance appraisals and reward (including measurement and recognition), communication (two-way, internal), and the seventh practice was culture (of the organisation) (Ueno, 2010). The existing literature...
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