Organization Management - Preliminary Diagnosis - Issues of The Organisation - Roy Samollan Case Study - Report Writing Assessment Answer

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Issues of The Organisation Report Writing Assessment Answer

Assignment Task:

Organization Management Preliminary Diagnosis

Assessment: This individual written assignment is a simulation of how a change agent such as an Organisational. Development practitioner creates a change proposal for the client in the case study. The main purpose of this report is to create a preliminary diagnosis of problems and issues of the organization in the case study and propose and justify a rational change model that the client can accept. The student must: Research using the prescribed textbook and at least 2 academic journal articles or textbooks (refer to ProQuest /Ebsco/ebrary that are accessible via Moodle) ? Carefully select appropriate theories and concepts ? Construct an in-depth and analytical discussion ? Use evidence and examples to support your work ? Write in a clear and logical manner. ? Use in-text citations and referencing using the Harvard referencing system

Roy Samollan Case Study:

Life at a large upmarket resort on the Pacific island nation of Nikau has changed for the staff. The hotel—which was recently taken over from its previous owners, a British hotel company, by a Singapore-based chain—has been renamed the Beach Palace Hotel, in line with the brand of the new company. It employs staff from many countries, with most of the lower-skilled jobs performed by the local inhabitants and most of the management positions, until recently, being held by non-locals, including New Zealanders and Australians. The general manager and food and beverage manager, both from France, have left, as have the facilities manager and head chef, who were Austrian. The hotel has been struggling to break even since the economic slowdown, and 20% of the staff were laid off by the previous owners only two months before they sold the hotel. They were given a month’s notice but no redundancy pay, as per their employment contract. However, pay rates are generally considered above average for the south Pacific and leave provisions for expatriate (overseas) staff are generous. Social interaction among the staff tends to be divided along national and ethnic lines. The European and Australasian staff, who mostly speak French, German and English, often congregate around the small staff swimming pool, play golf and tennis, eat together when off-duty and periodically undertake trips to the capital. The employees from India, Sri Lanka, Vietnam, Korea and China also tend to stick to their own groups, while the few staff from Samoa, Fiji, Tonga and the Cook Islands usually mix among themselves and occasionally with the other staff. Under new management Sammy Chan, the new general manager, arrived in early February with an excellent reputation for managing hotels in Malaysia, France and New Zealand. He is 41 years old and speaks six languages. He went to school in China, university in California and a hotel school in Switzerland. He believes that only the best staff can achieve the highest standards but they must also be empowered to do their jobs to the best of their ability. Respect for people and teamwork are other strong values. Two new managers have also joined Beach Palace Nikau: a food and beverage manager, Raj Singh, who has had many years’ experience in Florida and the Bahamas; and Silas Umaga, the new facilities manager, who has had no hotel experience but had been property development manager at a New Zealand university. A new human resources manager will join the company at the end of March. On reviewing customer satisfaction survey forms over the past year, Sammy has concluded that the hotel is not living up to the motto of the Beach Palace company: ‘World-class service is guaranteed at the Beach Palace Hotel.’ Some guests have complained that beds are not made up till mid-afternoon, that the dates of bookings are often inaccurate, that the quality of food and service in the hotel’s restaurant is no better than average—despite the high prices charged—and that the sports and recreational facilities are in poorer condition than at many mid-range resorts. The new owners are investing several million dollars to upgrade the resort, and renovations are planned for the swimming pool, tennis courts and golf clubhouse. An upgrade of the hotel’s information systems will also be implemented. In line with other Beach Palace hotels, new human resource policies, including a performance management system, salary increases based on performance and reduced annual leave will also be introduced. The staff respond In mid-February, Sammy is holding his first meeting with the senior management team. In addition to the two new managers, the team comprises Betty Kwon, the accommodation manager (responsible for bookings and bedroom facilities); Greta Schmidt, the finance and administration manager; and Billy Timu, the sport and entertainment manager. After explaining his background and personal management philosophy, Sammy outlines the new company’s mission, which emphasises quality, pride and humility. He then explains what Beach Palace expects of its staff. He notes that the staff have rendered some excellent service in the past but that some things will need to change. The company has to return to profitability, quality will have to be raised, and individual performance will be tracked. He outlines the renovation program, the upgrading of the IT system and the new HR policies. These announcements immediately cause an animated discussion. ‘We have always had six weeks’ leave, now it will only be five’, says Greta, ‘and this is important for those of us a long way from family and friends at home’. ‘I quite understand’, Sammy replies calmly, ‘but we have to have the same leave provisions as the other hotels in the group. And note that although salaries here are higher than in most hotels in our group, we certainly are not going to lower them. And with the new pay-for-performance system, salary increases will be on merit, which means that all of you, and your staff, will be able to benefit.’ Raj remarks, ‘I have been here only a few weeks, but there is one thing I have noticed—the staff seem to stick together on racial lines. This is quite different from where I have just come from in the Bahamas. Why is that?’ There is an uncomfortable silence, eventually broken by Sammy, who says, ‘Well, perhaps that is something that also needs to change. Look, folks, change can be difficult, we all know that, but let us work together to develop a fantastic hotel for guests and a great place to work. It will take time. I have the greatest faith in all of our staff to deliver results. From now on we will meet every Thursday at 10 a.m. to discuss plans, report on progress and share ideas.’ At the next senior management meeting, Sammy opens with, ‘Right, folks, we are expecting a big crowd for the Easter holidays and we have to make sure everything goes well. Nothing but the best will do for our guests.’ He then proceeds to ask for reports from the management team. Billy, known for his easy-going nature, responds, ‘My lot is simply the best. Don’t worry about us, we will make sure things swing.’ Betty grunts, ‘Yes, but they spend most of their time swinging in the hammocks, while we get on with the job. Our department does all the boring and hard work and we get no recognition. Many complain they only work here for the money.’ ‘Try mowing lawns in 35-degree heat’, says Silas, ‘or fixing the generator. The damn thing broke down yet again. We can’t keep on fixing it. When can we get a new one?’ ‘I am not sure if that is part of the renovation program’, replies Sammy, ‘the company says that it has committed a lot of money to renovating the hotel but we still have to be very tight with our spending. I will let you know.’ ’Yeah, but what happens when there is no air conditioning? The guests will go nuts.’ ’What do you think it’s like in the kitchen?’ moans Raj, ‘and the pressure is much greater there’. ’Hold on!’ exclaims Billy, ‘this is not a competition about who has the most difficult job. We are supposed to act like a team here! How can we expect the staff to work as a team if we can’t do it ourselves?’ ’Indeed’, replies Sammy, ‘I believe that teamwork is important. We need to focus on our goals and work together to achieve them. All of you are experts in your fields. It is also really necessary for everyone here to keep all of us informed about what is going on in our departments because we all have the same end result in mind.’ Trouble brewing Meanwhile, out at the staff swimming pool, Greta Schmidt is confiding in one of the bar staff, Australian Sean Emmons. ‘This place isn’t the same any more. Too many things have changed. This new HR stuff is absurd. Apparently we will all have to set objectives and have them agreed by our managers, and be monitored. Seems like there will be someone peering over your shoulder all the time. Sammy talks about teamwork and empowerment, which is fine, but why can’t you just be left to do your job? And now I am going to have to be a policewoman too.’ ‘I don’t know’, replies Sean. ‘Things are pretty cool at the bars. We have a lot of fun there and no one gets on your case. And from what I have seen, Raj is not going to make waves. He listens to you, encourages new ideas, and doesn’t moan if one or two glasses break. But there is one thing I can’t get behind: this new mission statement stuff. They expect us to be proud and humble. We Aussies are loud and proud, but we can’t do humility very well. Maybe the Asians can.’ However, a conflict has arisen between Silas, Billy and Raj over the construction of a new bar near the guest swimming pool. Billy provides a singer at the bar for several hours each day but has been told by Silas that this is not possible while the bar is being finished off, which should take only another two weeks. Billy insists that this is not Silas’ decision to make. Raj is angry that he has not been consulted since he is the food and beverage manager and service at the pool bar has been disrupted by the construction work. He maintains that this is all Silas’ fault for not ensuring that the construction was completed on time.

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