Leadership Management in Action - Blue Waters Hotel - Case Study Example

Leadership Management in Action Table of Contents Table of Contents 2 Executive summary 3 Introduction 4 Objective 4 The scope 5 Approach 6 Recommendation 9 Reference list: 10 Executive summary Blue Waters hotel that falls among the 5-star hotels in Australia has experienced poor organizational management and leadership motivation that has affected its returns and relation with employees. It is quite clear that the organization has faced poor human resource management escalated to an extent where it interfered with its potential customers who were mainly Japanese clients. In essence, some clients felt neglected due to the organizational failure to secure them somebody who could speak Japanese language. It has been noted that the management personnel’s at Blue Waters restaurant of Australia are within the age frame of 40 and 50 years, which is perceived to be sufficiently enough to acquire the right management skills needed by the executives. New recruits have also consistently raised concern about socialization and mentoring by other staff members, it is pessimistic that there is a total breakdown in the relationship among employees themselves that could have otherwise been solved by the organizational management instituting policies that encourages a sense of synergy. It is also pointed out that Blue Waters hotel is experiencing poor communication breakdown. Moreover, it is clarified that there is limited flow of information between management and the staff members. Introduction It is quite clear that there is poor human resource management at Blue Waters hotel of Australia, and the effect has escalated to the extent that it affected some of the potential customers of the organization that were mostly of Japanese origin. For instance, some clients felt a bit neglected when their plight of getting somebody who could understand their language was often turned down. From the above study, it has been pointed out how poor leadership affects members of the staff who seems dissatisfied by not getting the best out of Blue waters management. According to most researchers, poor leadership directly affects organizational performance (Skerrit, 2011). Though it may seem inaccurate to the administration, but low morale experienced amongst employees and subsequent lack of employee commitment to deliver their best directly results to organizational failure. Objective The main purpose of this report is to provide a comprehensive result as to why most employees do not work any longer at Blue Waters hotel, an Australian based resort and technically to investigate how leadership has played its role towards the realization of sustainable returns within the above business enterprise. The research objectives are meant to evaluate how poor leadership and motivation attribute to the failure of the resort. Some of the objectives were as follows 1. To assess the extent of leadership compliance and customers satisfaction at Blue Waters hotel especially to clients from Japan. 2. To determine whether the organization positively plays its part of leadership in recognizing employees as vital elements towards the realization of the organizational success 3. To evaluate if there is appropriate management control-framework that establishes and offers relationship guidance between management and staffs, points out and rectify what needs to be done to sustain the population of potential customers who seems loyal to the resort. Besides, there will be critical analysis of both employees and customers’ satisfaction with the extent of leadership style and practices of Blue Waters management then offer possible alternative and guidance that would see the organization maintaining a good number of employees within the same premise satisfactorily for a period. The scope The report is meant to examine how leadership influences both clients and staff relationship at Blue Waters hotel in terms of customers and employees relationship management towards sustainability of the organizational image. A more detailed analysis is deemed necessary to clarify on the roles performed by staffs and the variation of menial tasks at the benefit of both employees and the hotel (Zuber, 2011; Gold & Mumford, 2010). It is also perceived relative to examine why the institution has not taken adequate measures in finding a solution to the problem of the language barrier that seems to interfere with clients from Japan while it so open that they feel dissatisfied. Both the organizational staffs and clients have been identified as principal determinants to the evaluation process. Therefore, proper judgment would be conducted to clarify on both aspects of communication and staff satisfaction as vital elements in enhancing the organizational sustainability. As part of determination and evaluation of leadership and communication framework, it was dammed necessary to carry interviews of departmental procedures concerning service delivery to clients and find out if the provision of similar service to all clients is of any changes towards Japanese clients’ dissatisfaction. Approach In order to gain a comprehensive evaluation process, the following a procedure was incorporated that entailed the following steps. 1) Probing for all staff members that have since left blue waters restaurant in the past one year to other alternative restaurants within Queensland region. 2) Evaluating positive ways of leadership management and positive what management requires of employees to be felt as part of the organization. 3) Analyze possible recruitment reports against the rate at which the employees leave Blue Waters hotel and join restaurants. 4) Review employee’s recruitment procedure and to identify some important measures that the organizational management is not keen to put into practice while handling the recruitment process. 5) Prepare an evaluation report that gives enough illustrations as why complaints raised by Japanese clients have not been addressed. 6) Obtaining relevant information from customers about services obtained from the organization in relation to leadership and management of Blue waters hotel. 7) To write a report to the executive of the organization providing recommendations on areas that to be need rectified so as to improve service delivery of the organization. Analysis and Discussion As part of leadership management in action, it has been noted that the management personnel’s at Blue Waters restaurant of Australia are within the age frame of 40 and 50 years that is perceived to be sufficiently enough for the acquisition of enough skills required for for a managerial post (Paludi, 2013). However, the organization has not done enough in ensuring that the right management skills have been put into good use that it benefits both employees and the society. Despite management positions having been taken over by Australian nationals, the study clarifies that the management has not put in place enough measures to embrace diversity of expatriates regionally. Therefore, such tactics of management has seen the hotel losing a sense of diversity could otherwise been solved by sourcing for expatriates regionally. Lack of human resource personnel The Blue Waters hotel does not have a pronounced human resource department thus recruitment of employees is shared across different departments. Such activity is an indication of poor leadership motivation since majority of the departmental heads would feel overridden on their duties by playing additional work of human resource department. Moreover, departmental managers who have been mandated to handle the recruitment process are said to be deficient of human resource training and skills, and it is doubtful enough that it may have attributed to the big number of employees leaving to other alternative jobs within Queensland. Morse & Buss (2008), has also pointed out that the organization main employees constitute generation Y who are commonly Chinese or Indian immigrants, which is on the contrary to the marketing mix of any business enterprise. Instead, the organization could have considered sourcing for a diversity of employees from countries such as Japan that acts the major source for its potential customers. Employer-Employee Relationships: Modern business principal states that, in order to enhance business operations and improve productivity, there should be proper relationship between employees and the stakeholders (Finney, 2008). However, Blue Waters management does not only consider the above concept as impractical, but it also believes it is an obstruction to reaping a lot of return at the expense of employee’s knowledge. With respect to the above statement, the study gives a demonstration that things do not run well with tours and bookings. Most of the Japanese clients have found themselves into problems that are not resolved quickly by the staff members hence they are forced to constantly seek for alternative assistance with the management before making any decisions. Inexistence of the communication network New recruits have consistently raised concern about socialization and mentoring by other staff members. It is pessimistic that there is a total breakdown in the relationship among employees themselves that could have otherwise been solved by the organizational management instituting policies and encouraging a sense of synergy that is vital in pooling together towards the realization of organizational objectives (Pennington & Hoekje, 2010). The departmental managers and team leaders have also failed to conduct an induction to new employees by giving them guidelines to follow while handling the organizational operations. As such, it reduces employees’ productivity since each staff member has to struggle to understand operations at Blue waters after, which those who feel dissatisfied definitely go away. It is advisable that proper induction process should start during employee recruitment process as it easier for them to be familiarized with what it takes to be within that organization (Prouty & Ventura, 2011). Poor communication management The study point out at Blue waters is experiencing a poor communication management. It is clarified that there is limited flow of information between management and the staff members. The organization does not involve employees in any form of negotiation or decision-making process thus making quite difficult for staff members to air their plights or grievances. The study has also identified limited consultative forum between management and the staffs concerning workplace issues. In most cases, such behaviors make employees embrace feelings that their benefits to the organization are not recognized, and it is perceived that such a form of de-motivation has forced some employees to look for better employment opportunities elsewhere within Queensland. Besides, failure to engage employees in a consultative forum has also attributed to both business and guests dissatisfaction (Quirke, 2008). Recommendation It is recommended that: a) Executive of the Blue waters hotel should be consistently exposed to managerial training because it would enable them to have adequate leadership skills necessary to achieving organizational objectives b) The organization to have human resource department headed by human resource manager whose obligation should be to ensure recruitment and appraisal of staff members c) The management to harmonize its relationship with the employees because it is necessary to improving organizational performance and for better satisfaction of clients d) There should be a proper communication within the organization, and an induction process should be carried among new recruits since it would help to improve familiarity with the organization. e) It is also advisable for the organization to engage employees in positive discussion since it would give them chances to raise their grievances and work consultative for mutual success of the organization. Reference list: Skerrit, O. (2011). Action leadership: towards a participatory paradigm. Dordrecht [etc.]: Springer Paludi, M. A. (2013). Psychology for business success. Santa Barbara: Praeger. Morse, R. S., & Buss, T. F. (2008). Innovations in public leadership development. Armonk, N.Y: M.E. Sharpe. Finney, M. I. (2008). Building high-performance people and organizations. Westport, Conn: Praeger. Prouty, L. F., & Ventura, J. (2011). The secret team: The CIA and its allies in control of the United States and the world. New York: Sky horse Pub. Quirke, B. (2008). Making the connections: Using internal communication to turn strategy into action. Aldershot: Gower. Zuber-Skerritt, O. (2011). Action leadership: Towards a participatory paradigm. Dordrecht [etc.: Springer. Gold, J & Mumford, A. (2010). Gower handbook of leadership and management development. Burlington, VT: Gower. Pennington, M. C., & Hoekje, B. J. (2010). Language program leadership in a changing world: An ecological model. Bingley, UK: Emerald. Read More