The Grizzly Bear Lodge Challenge
The Grizzly Bear Lodge Challenge
The Grizzly Bear Lodge is a small lodge outside Yellowstone National Park. The business runs from May through September which is its busy season. The lodge currently has 15 rooms and offers continental breakfast on weekdays and a full breakfast on weekends. The Conrads has few but effective employees, including housekeepers, groundskeeper, and receptionist. The Conrads are been offered the opportunity to buy the property next door and are considering expanding their business. The change includes building 20 additional rooms and also expanding their food service. Ultimately, the Conrads are planning to be open year-round and offer outdoors activities the whole year.
Applying the approaches to bureaucratic control, feedforward, concurrent, and feedback, the Conrads will ensure their guest satisfaction. Feedforward control is “the control process used before operations begin, including policies, procedures, and rules designed to ensure the planned activities are carried out properly” (Bateman and Snell 555). The Conrads at this time are applying the feedforward control because they already have a vision of what their future business expansion is going to be like. By purchasing the property next door, they will start to expand their business and by doing this, there will be need to hire more employees that can take care of the bigger business. The Conrads are also planning to increase their food facility by offering meal services in the busy season, in which they are not currently offering this service. They also want to work with local businesses to offer guided rafting, fishing, hiking, and horse-back riding trips (Bateman and Snell 555). In the other hand, the Conrads need to evaluate the property next door and the raw materials they are going to use in the expansion. Also, because the Conrads will increase their staff, they will need to design new specialized training in customer service. Therefore, they must create rules as
The Grizzly Bear Lodge is a small lodge outside Yellowstone National Park. The business runs from May through September which is its busy season. The lodge currently has 15 rooms and offers continental breakfast on weekdays and a full breakfast on weekends. The Conrads has few but effective employees, including housekeepers, groundskeeper, and receptionist. The Conrads are been offered the opportunity to buy the property next door and are considering expanding their business. The change includes building 20 additional rooms and also expanding their food service. Ultimately, the Conrads are planning to be open year-round and offer outdoors activities the whole year.
Applying the approaches to bureaucratic control, feedforward, concurrent, and feedback, the Conrads will ensure their guest satisfaction. Feedforward control is “the control process used before operations begin, including policies, procedures, and rules designed to ensure the planned activities are carried out properly” (Bateman and Snell 555). The Conrads at this time are applying the feedforward control because they already have a vision of what their future business expansion is going to be like. By purchasing the property next door, they will start to expand their business and by doing this, there will be need to hire more employees that can take care of the bigger business. The Conrads are also planning to increase their food facility by offering meal services in the busy season, in which they are not currently offering this service. They also want to work with local businesses to offer guided rafting, fishing, hiking, and horse-back riding trips (Bateman and Snell 555). In the other hand, the Conrads need to evaluate the property next door and the raw materials they are going to use in the expansion. Also, because the Conrads will increase their staff, they will need to design new specialized training in customer service. Therefore, they must create rules as
Cited: Bateman, Thomas S., and Scott Snell. "Chapter 16: Managerial Control." Management: Leading and Collaborating in a Competitive World. 10th ed. New York: McGraw-Hill Irwin, 2013. 548-581. Print.