Knowledge Management Audit Report
The case study depicts the problems associated with a regency grand, a five-star hotel situated In Thailand. Initially the hotel was performing well under Thai General Manager; however since the takeover by a large American hotel chain, regency grand hotel was experiencing deteriorating circumstances regarding its business and reputation. Mr.. Becker was inducted as a new General Manger if Regency Grand Hotel. He was Interested in applying the concepts, methods, policies and procedures of hotel management which he earlier practiced successfully in the united States to the Regency Grand Hotel. Mr.
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Backer’s success was mostly on acquisition were the operations were experiencing low morale and poor profitability. One of the major points In this case study Is the fact that Regency Grand Hotel was not experiencing low morale and poor profitability. In fact Regency Grand Hotel was one of the top performing hotels of Thailand were employee satisfaction was high. Mr.. Backer’s expertise was in successfully implementing management strategies in a sinking organization rather than in an established and stable organization. Research has shown that the right employee should be hired at the right time. [r]
One of the major issues as delineated in the case study is the implementation of same Human Resource Management Strategy in different countries. This Human Resource Management strategy by Becker comprised of introducing the concept of decentralization at Regency Grand Hotel. According to Becker, this strategy will yield enhanced employee motivation and overall Job satisfaction which will untimely lead to more profits. This strategy was successfully Implemented by Becker In his previous assignments. Becker was very confident of achieving positive results by Introducing this strategy immediately. One study shows that practice of Human Resource
Management can vary across countries mainly because of adaptation of managerial practices and cultural idiosyncrasy [Snell and Dean, 1 992, Salk and Brannon, 2000]. Hefted argues that national cultures impact the attitudes and behaviors of employees (Hefted, 1980). This Is true in the case of Mr.. Becker. Since he came from United States and had been successfully practicing Human Resource Management with employees exhibiting us culture, he had a mindset reflecting us employee’s behavior towards management practice. Furthermore, Mr.. Becker was of the impression that the same Human Resource Management could be practiced in
Thailand without realizing that there would be systematic differences that may have existed in Human Resource Management in different countries. Management by Objective Is the process of specifying objectives within an organization to ensure that the employees at the managerial level and non managerial level abide with the objectives set fourth so that they can fully understand what is required and what needs to be done within an organization. Studies have shown that productivity within an organization increases if Management by Objective program is launched (Robbins and Coulter, 2005, 165).
However, Becker Introduced the concept of decentralization but was not able to Implement It stressfully. Becker spent most AT Nils tale wilt ten operational level employees. This resulted in Backer’s direct communication with the operational level employees which helped the employees better understand what Becker wanted and expected from them. However, the supervisor’s empowerment role was minimized which resulted in poor performance. Scholars have written that mutually agreed objectives are set forth between employees.
Becker implemented him decentralization plan after getting approval from several rather than all managers ND department heads. Most of the scholars agree that the Management by Objective is successful if it is implemented from top to down while ensuring complete participation [Rodgers, R. ; Hunter, J. E. 1991]. When power and control in shared in organization, the overall effectiveness increases. (Organelle et al. , 2007)The empowerment is used as management tool which empowers employees to practice innovative approach while working. Furthermore, empowerment is the power which is transferred from top level to bottom level [(Teach et d. 0 04).. Honed (1997) argued that empowerment should have higher degree of accessibility and accountability while having the freedom to act. This signifies that management in order to empower their employees, must ensure that the employees will be motivated and committed. This will help them achieve organizational goals while the chances of an employee to quit will significantly reduce. Employee empowerment has been defensiveness’s ways, but K thaws et al. (2007), Money and Hankie (2006) and Honed (1997) agreed that the core element of empowerment involves giving employees §ion or latitude over certain task related activities.
Smith and Mould, (1998) defined empowerment as a transfer of rower flow the employer to the employees to make quick and quality decision. Honed (1997) argued that empowerment is not only having the flooded to act, but also having higher degree of responsibility and accountability. This indicates that management must empower their me peoples so that they will be motivated committed satisfied and assist the organizations achieving objectives Mohammedanize employees intention to quit.
Transferring power to the employees should be done with due diligence, at the same time employees to whom the power is transferred to, must be held accountable for their actions. Accountability will instill discipline in utilizing the scarce resources optimum for the benefit of the organization and other stakeholders. Therefore, employees should be empowered through, sharing information, autonomy in making decisions and improving their intellectual capacity.
Welling et al (1991) similarly proposed that an organization that empowers their employees will be able to survive and grow in any environment. Mohammed and Prevail (1998) argued that empowerment is a state of mind and empowered employees mind experiences feelings of, (1) control over the Job to be performed, (2) awareness of the context in HCI the work is performed, (3) accountability for personal work output, (4) shared responsibility for unit and organizational performance and (5) equity in the rewards based on individual and collective performance.
The Cognitive model of empowerment, defines empowerment on a broad term, which Includes ten console AT Provo&Eng employee Witt genuine Coo enrollment Ana opportunities to have their voice heard having real power for control and influence over work processes, which leads to employees to be confident in discharging their duties. This model further emphasizes that organizations have no options except to empower their employees for purpose of survival, growth and increase efficiency and being competitiveness.
Further, the model of work team effectiveness postulated by Cohen et al. (1996) commented that employee empowerment should be the primary focus for any manager who tries to design effective self managing work teams in organization. Organelle et al. (2007) suggested that, like the concept of power, empowerment can be viewed in two ways. First, it can be viewed as a relational conduct – which me that managers should delegate power to the subordinates. Secondly, a motivational construct where employee empowerment is seen as a scheme to motivate employees in organization.
Thus empowered employees feel motivated when they are given autonomy to make decision about their work or are involved in the planning process of Ethel organization. Therefore employee empowerment implies that power is granted to the employees or delegation of authority. Similarly, Procter et al (1999) suggested that for the use of the term empowerment of members to be meaningful, there must be a genuine shift in the locus of power away from the top management to the shop floor.
Melee (2004) argued that empowerment is a complex interactive process which involves the act of developing and increasing power to the subordinates. In addition they identified five core &mimeo which can enhance empowerment in organizations and these includes educating of employees, leading, mentoring, supporting and proving proper structures to enhance employee empowerment in organization. This clearly shows that empowerment is a multi-&monsoonal process which involves many systems of the organization and is an ongoing process. Lloyd fee al. 1999) asserted that, managers should act as coaches and help employees to solve problems. Managers should empower subordinates by delegating susceptibilities and assisting them when they have problems and thus employees will feel more satisfied with their managers and they will consider them to be fair and in return they will perform to their manager’s expectations. Employees need to be assisted in the process of empowerment. Participative management, managers must empower their employees by allowing them to participate in decision m a h g process.
For impatience the model of employee empowerment postulated by Mammal and Securest (1996) argued that employee empowerment has been expounders the concept of participative management. The model emphasized that empowerment to eke a strong foundation in organizations; managers should intrinsically motivate the behavior of their employees and must release some of their authority and responsibility to other levels of the organization. Honed (1997) equated employee empowerment as management-by-stress strategy that pushes people and systems to the breaking point by forcing workers to do more.
Lack of employee empowerment in many organization is compeered as a major source of organizational stress and conflicts. Management to a certain degree will reduce stress among their employees by empowering them. Employee empowerment s a management practice, which all managers should take seriously in their organization, Decease It’s tongue empowerment Tanat employees wall Improve organizational performance. Management needs to consider the following facts to ensure that empowerment in their organization is enhanced and nurtured.
Empowerment through Job involvement, empowerment significantly enhances Job involvement Job satisfaction; career satisfaction and organizational commitment (Manorial and Hashing, 2006). This in the long MN will make employees feel that they are valued in their organization and create a higher degree of Job satisfaction and commitment. Thus employees are motivated by both extremis and intrinsic rewards such as autonomy in decision-making and challenging work.
Leadership strategy, good leadership is critical for sustaining continuous improvement of employee empowerment in organization (Carson and King, 2005). Good leadership needs to be demonstrated at all levels of the organization. A good leader in an organization is intuitively able to tap into expressed thoughts of others, to give verbal expression to their feelings, able to delegate and empower employees. This would make vision created by management to be brought into pollution.
Good leadership empires braininess, creates a vision to be followed by the organization employees and empowers employees through traffic and development. Hams (2004) argued that leadership is not only having innovative ideas, but also getting people to follow, not just in dragooned single file, but with pride, literature in their hearts and expectation. Employee endowment to be successful in organization there is need for godlessness to be in place at all levels of the organization.
Empowerment to be successful in organization management should use empowerment for bottom-Line results. Klan and Rosen (1999) stated that there are four key increments for empowering program to succeed in organization, these are management must agree to support the program, inauguration warrants fanfare, must be offered for ideas generated and accepted essential for team leaders, program coordinators and evaluation committees to be in place to evaluate the progress of empowerment and advise the best way to enhance it in organizations.
Therefore, empowerment is not a product of any structure or system, but it is a process, which is ongoing, dynamic and fluctuating. Translators and Murray (1996) stated that empowerment is getting workers to do what needs to be done rather than doing what they are told and involves delegation, individual responsibility, autonomous decision making and feelings of self-efficacy. Employee empowerment program to be successful in organization, management must put in place a structure in the system to support the whole process (Boggle and Smooch 2004).
It is recommendable that empowerment process should take place in an environment where it’s allowed, nurtured and promoted by management and employees. Management decision not communicated properly Options Regency Grand Hotel can revert back to the earlier style of hotel management practiced by Thai General Manager. Under his belt, the Regency Grand Hotel was crowned as one of the most prestigious hotels of the region and the employees were enjoying Delve chocolates wilt n ten note.
Nine star, wanly earlier let Decease AT Becker, could be contacted once again and given offer to rejoining Regency Grand Hotel. Management by Objective In Application of decentralization should be more concrete. Change of management style Make use of Configuration Management “organizational effectiveness is greatest when the information processing capacities of the structure fit the information-processing requirements of the work” Recommendations