Regency Grand Hotel
Contents
Introduction 2
Problems 3
1. Contingency Theory 4
2. Leadership Styles 5
3. Empowerment 7
4. Decision Making 8
5. The influence of culture 8
Recommendations 11
General Manager 11
Middle Managers 12
Employees 12
References 13
Introduction
The Regency Grand Hotel is one of the most prestigious and luxurious hotels in Bangkok, Thailand. Since its inception, it has earned a brand name in the industry owing to the exceptional salaries and benefits offered. The hotel staff and managers felt privileged being a member of the hotel, and perceived that they were being taken well care of under the leadership of the then General Manager.
The following case study illuminates the dilemma of the employees undergoing the management changeover following its acquisition by an international group.
In the earlier set-up, the employees were expected to follow the orders of their managers without questioning them. Initiatives to solve problems at personal level were discouraged and it led to lack of innovation and risk-averse behavior. Eventually, the hotel staff got accustomed to the style of management over the past fifteen years, and it made the work go smoothly with minimal number of conflicts.
However, the recent sale of the hotel to a new American group introduced an altogether new style of administration to the employees. The management style of the new GM was entirely opposite to what the staff was familiar to, and it caused problems bringing the hotel’s performance and reputation down the drain.
Problems
The problem of the Regency Grand Hotel entails a number of factors in its failure to meet expectations of its new management, though the challenges did not exist previously. As it is observed that there are some significant challenges in managing the workplace in changing business environment. The workplace environment becomes more complex in which the complexity of interactions, relationships and processes often makes difficult to
Introduction 2
Problems 3
1. Contingency Theory 4
2. Leadership Styles 5
3. Empowerment 7
4. Decision Making 8
5. The influence of culture 8
Recommendations 11
General Manager 11
Middle Managers 12
Employees 12
References 13
Introduction
The Regency Grand Hotel is one of the most prestigious and luxurious hotels in Bangkok, Thailand. Since its inception, it has earned a brand name in the industry owing to the exceptional salaries and benefits offered. The hotel staff and managers felt privileged being a member of the hotel, and perceived that they were being taken well care of under the leadership of the then General Manager.
The following case study illuminates the dilemma of the employees undergoing the management changeover following its acquisition by an international group.
In the earlier set-up, the employees were expected to follow the orders of their managers without questioning them. Initiatives to solve problems at personal level were discouraged and it led to lack of innovation and risk-averse behavior. Eventually, the hotel staff got accustomed to the style of management over the past fifteen years, and it made the work go smoothly with minimal number of conflicts.
However, the recent sale of the hotel to a new American group introduced an altogether new style of administration to the employees. The management style of the new GM was entirely opposite to what the staff was familiar to, and it caused problems bringing the hotel’s performance and reputation down the drain.
Problems
The problem of the Regency Grand Hotel entails a number of factors in its failure to meet expectations of its new management, though the challenges did not exist previously. As it is observed that there are some significant challenges in managing the workplace in changing business environment. The workplace environment becomes more complex in which the complexity of interactions, relationships and processes often makes difficult to