Four Seasons Goes Paris - Case Study Example

Four Seasons Goes Paris: 53 properties, 24 Countries, 1 Philosophy.

Since its initiation date in 1960, Four Seasons Hotel and Resorts has repeatedly valued itself on being optimal for a luxury hotel experience. Four Seasons Hotel and Resorts developed its legendary services to comprise of the contemporary number of 67 hotels in 30 diverse countries with sustained growth and development in advancement. Four Seasons Hotel accredited its accomplishment to its administrative principles, which did, and endures to exemplify, the devotion to high luxury and service cordiality. A portion of this philosophy is to distinguish that the workers are the key to victory. In ensuing the "Golden Rule", which stand for, treat others, as one would treat themselves. Harvard Business Essentials (8) assert that the triumph of their culture on how to manage staffs was and endure to be practical in their constant victory on Fortune Magazine's list of the "Top 100 Best Organizations to Work For". This essay discusses the reasons why I consider working as a manager at Four Season out of the three companies listed below, and reasons to my consideration.

Moreover, the mission statement of the company requirement for profitable financial strategy, so that the permanency of its being and uninterrupted service to staffs, shareholders, and clients is a motivating factor for me to consider the managerial post. There are four main causes that make me appreciate and look foword to working as a Manager in Four Seasons Hotel due to its accomplishments and way of doing things (Harvard Business Essentials, 8).

Follow Golden Rule

Four Seasons is a good instance whereby firms are familiar with the importance of employing following the Golden Rule strategy. The Golden Rule for the firm is "one should do unto others as one would want to be treated". Since the Golden Rule approach triumph over other businesses such as the Four Seasons’ Hotel for more than 30 years, it has set an ideal example for other businesses to follow. Nothing would transform the business as the Golden Rule strategy. Initially, I would treat employees with dignity and respect because it works out for the good of the business in employee motivation. I would also provide numerous attires to staffs, to revolutionize cleanliness (Hallowell, Bowen, and Knoop 7-24). For staff to treat clients well, they have to be treated in a similar manner initially. This would steer to greater job contentment and would in yield, increases customer satisfaction and returns. It all has to do with how they treat people, the esteem that they have the workforce, the value on different staffs and their comprehension of the significance of worldwide standards.

Stress on Tremendous and Personalized Customer Service

The firm has faith in the implementation of "just for you" tailored customer service. To accomplish this, the company employ staffs who are renowned as guests. This manner, the staffs comprehends what clients requires and reduce the gap between employees and customers (Clegg, 5). The firm also takes justification of ethnic variations and their different discernments on the quality of hospitality. Staffs are told to embrace a flexible method and meet all individual demands of clients and make them feel comfortable.

Strict Management Structure and Team

The company has a very rigid system and employ the "no bragging, no excuses" approach. Pleas were not accepted at Four Seasons. All personnel has to be accountable for their actions. This brings in a strong sense of accountability and served as enthusiasm for staff to make fewer errors (Hallowell, Bowen, and Knoop 7-24). According to “no bragging, no excuses: approach, brings about the success of the company. According to this approach, the firm looks general managers as a vital subject of its ability to provide and maintain service principles.

Strong allegiance to the firm

In reference to “strong allegiance to the firm” we learn that both company and field supervisors regularly devoted to the company as a “family,” complete with traditions, rules, and tough love. There was a tough “one-firm sentiment” on the part of administrators in the ground; they operated for the company, not for the individual assets to which they were consigned.

Caf HIP! When Great Food and Good Teams Go Bad

This case is about the challenges in Café Hip, power matter between the two important individuals of the company, counteraction of the widespread power of executive chef, the toxic reaction between floor and kitchen division and solution of these incessant calamities using solidarity, mentoring, coaching and teambuilding without impacting the performance of both business and individual.

Team versus group: This philosophy conveys a great depth to distinguish the Café Hips challenges. As stated by Clegg, Kornberger, and Pitsis (92), if we think of it in an overall manner then it means “Team is a systematized group of people who determined of a mutual objective.” While in definitive set-up, “A team can be expressed as two or more people expressively contracted together to accomplish a mutual organizational objective in which all persons involved share at least some level of accountability and liability for the result” (Clegg, Kornberger, and Pitsis, (92). According to Clegg, Kornberger, and Pitsis (92), “a group can be expressed as two or more people working in the direction of a mutual objective, however there is no emotional contract between them. The results are less reliant on all the members working together, and there is usually no shared accountability and responsibility for results”.

Empowerment is the progression of reallocating decision-making power from persuasive divisions to poor societies and persons who have conventionally been excluded from it. To counteract the empowerment, leadership necessary, “in its modest meaning, management is the process of motivating, controlling, directing, and inspiring staff towards the awareness of stated administrative objectives” (Clegg, Kornberger, and Pitsis, 92). The instance for psychological-induced toxicity: making sense of toxic feelings at work. Mistreatment conducts may cause emotional conflict between two people or a group of people and furtherance of these engagements may cause to toxic feelings.

Toxic handler and Power neutralizer, these are the two matters required here. A leader with two of these qualities and optimistic managing power employ strong teamwork, can resolve the furtherance of Café Hip’s challenges (Harvard Business Essentials, 8). The problem with Café Hip is that it has twenty-nine team members operate in Café Hip, fourteen kitchen staffs, and fifteen-floor staffs. Kitchen workers are recognized as “A-team.” Executive Chef Ritchie Gravy supervises the A-team.

In-group bias denotes to the manner by which associates of a group treat or favour associates of their group with inclination over others. In a hypothetical term, In-group bias is precisely the same as A-team. That denotes that Café Hip has twenty-nine team members in their team, but there is two groups overall, the floor group and the kitchen group. However, these two groups at work as a team but as a result of In-group bias, there is toxic feeling between the two groups. Australia’s job market plainly illustrates that in hospitality industry, there is short of kitchen employees who make the kitchen workers over self-assured about themselves. Clegg, Kornberger, and Pitsis, (92) state that they have emotions like “it’s only us who making the business growing, we are the best, we can do whatever we want, there is no way that we can lose our job.”.

Stone Finch: Young division, old division

Stone Finch’s administrative organization encourages an unfair work atmosphere in the organization. Strengthening and creating the opportunity for staff in the Water Productions Division will be the main mission. Instigating within the firm a mutual vision and building trust among your customers and employees will make Stone Finch tougher. One will carry on in the direction of the objective of advanced revolution when I find methods to carry the significance of every member in all divisions and the title role they play in the firms’ accomplishment (Hamermesh and Collins, 10). Change Stone Finch’s objective of innovation by accepting these values and I will take your company to the next stage. I admire Stone Finch in the field of always finding new techniques to inspire all members of the firm.

The first phase of enhancing leadership in the company includes creating a shared vision that roots itself in a mutual comprehension basis. I also endorse what supports the best interest of the company; however, each of I holds diverse philosophies on how to implement your views. Since the firm’s success relies on your employee’s originality, the mutual vision should integrate their views as well (Hamermesh and Collins, 10). As a result of the number of staffs that Stone Finch comprise of, this procedure will involve a systematized process. Based on the achievement of the “company jam” in the spring I recommend somewhat of the similar layout with a few improvements. Creating smaller collections for more subjective “jams”, supervised by one or two chosen “administrators”, will offer an atmosphere for honest comments. Each group concentrate on creating what they think should hold a section of the mutual revelation for Stone Finch, Inc. After each group attains a contract, all “administrators” from a list of the principles their group considered as most significant (Hamermesh and Collins, 10). In conclusion, the “administrators” take the list which I endorse, upon which I will commence forming the final mutual vision of the firm.

Collecting all philosophies for mutual objectives for each division helps in attainment of the company back to the preferred position. After creating the ultimate vision, to reveal the finished product. This will reveal the staff of Stone Finch the significance of working together in the direction of mutual goals that best fit all members of the company (Hamermesh and Collins, 10). To enable further development in the objective of bonding Stone Finch, one requires observing extra steps in the course. An instance involves of striving in the direction of the identity of a steward leader. This entails that on be prepared to work; “it is almost exclusively a matter of approach”. Applying this simple modification can provide me remarkable outcomes.

Management of the inconsistencies and pressures between the service division’s and manufacturing requires instant response. The transportation of the significance of all groups and persons will initiate to eliminate any imbalances present. “People require being esteemed and treated as valuable human assets, more valuable to a firm’s efficiency than its financial capital. Implementation of this rule generates a more level work atmosphere for all staffs (Hamermesh and Collins, 10). Taking initiative in this manner reveals that your firm does not denote just another huge, moneymaking company.

Alternatively, it exhibits that Stone Finch, Inc. opts to invest in regaining and improving the trust that is present “rooted in the personal affiliations among persons”. Since a person’s trust in others is based on their inclination to trust and their discernments of others’ dependability,” one must find new techniques to strengthen Stone Finch’s dependability. A method to do this occurs in your reward system. Due to the extrinsic rewards that are existing on the Solutions Division section of Stone Finch, Inc., place your concentration on the Water Products Division.

Stone Finch would most profit from employing “global team-based pay to motivate individual-based and teamwork pay to encourage individual responsibility”. Merging personal and team-based rewards permits for the individual and group to prosper with all parties feeling important throughout the proceeding (Hamermesh and Collins, 10). Another significant section of initiating in the direction of the next level includes repossessing Mr. Saunders’ provision. Becoming more engaged in the company on the side of Water Products Division signifies the start point to healing any insignificance present.

Making the duration meet and have a one-on-a talk could offer the means to defeat the matter of division between the two parties. I should provide each other response that can help one another in making better vision-related choices; accepting one another and holding each other responsible for these options (Clegg, Kornberger, and Pitsis, 92). Making a shared determination to form a positive, operational variation in your affiliation with one another and Stone Finch, Inc. needs effort from both parties.

Stone Finch also requires changing the infrastructure of its two sides. The Solutions Division signifies a horizontal administrative arrangement that offers room for improvement within the firm. This demonstrates how Stone Finch thinks high of creative and innovative reasoning from its employee’s members (Clegg, Kornberger, and Pitsis, 92). This sort of model shows a key piece in holding your experienced workers. The Water Production Division, nevertheless, has a structural arrangement customized toward an old-fashioned business model: hierarchical.

This system does not offer much prospect for the state-of-the-art imagination on which Stone Finch, Inc. flourishes. On one hand, I have formed an active structure that places people paramount need through reducing status differences. Consequently, I have principally constructed a wall that appears intolerable for your staffs to climb (Hamermesh and Collins, 10). Through employing Stone Finch strategy, I will exemplify a prosperous firm Break down that wall and build a flat construction that encourages individual opportunity for all staff’s. We have comprised a model that permits for the division of the managers from the staffs while at the same time consolidating the bond needed to make the most of the production.

Restructuring of Stone Finch will take some duration, as well as, consistent and patient effort. Concentrate on finding new methods to offer position-associated currencies to your staffs in the Water Products Division. Just as I have for your staffs in the Solutions Division, and Stone Finch, Inc. will ensure excelling through modernization (Clegg, Kornberger, and Pitsis, 92). The equilibrium found through this behaviour can only enhance the performance of Stone Finch, Inc.