Efficient Communication Systems - Essay Example

? Case Study Analysis Executive Summary Several experts operating successful hotels argue that are elated when hotels offer exemplary communication systems. It is clear that communication system allows clients to highlight their needs. For example, the presence of friendly personnel allows clients to register any complaint without fear. Friendly employees have the ability to communicate to customers in case a need arises to solve conflicts. Consequently, this reports the interpersonal communication processes at Griffith Hotel. The report highlights significant limitations in the communication system of Hotel Griffith. It also identifies the approaches that could be instrumental in preventing conflicts in the organization. The recommendations that Griffith Hotel could use to solve the issues are also available. These recommendations include the introduction of new recruitment processes. This is because the current process has several limitations that derail the growth of the entire hotel businesses. For example, the current processes reduce the motivation levels among the personnel. Additional recommendations include punishing employees who are disrespectful while working. Table of Contents Contents Contents 3 Literature Review 6 Transcript of the conversation between Samantha and the Guest 8 References 10 Case Study Analysis Introduction Modern business need to create efficient communication systems. This is because such systems reduce conflicts within the respective organization. The foremost intention of this report is to underscore the negative aspects of poor communication systems in organizations, for example, the hotel industry. The final part of the report highlights recommendations that need to be adapted. Consequently, the report identifies problems that hotel under study faces. Other key issues are also evident in the report making it follow the traditional report structure. The report offers a comprehensive literature review on significant theories of interpersonal communication. Finally, the report presents a transcript of a conversation between an employee of the hotel and an Indian guest. Identification of problems and key issues This case study of Griffith Hotel presents several problems related to communication. The management of Griffith Hotel is conservative especially in the operational processes. This negatively influences its entire operations. For example, the social exchange theory suggests that the relation that people’s relations are based on their respective personal interests. The personnel within the company have personal interests that derail the communication process. For example, Simon, the Front Office Manager (FOM) believes that his views are appropriate. This is probably because of his maturity level and familiarity in the hotel industry (Hogan, 2008). Key issues within Griffith Hotel Case include the lack of an efficient coordination system in the hotel. Simon, the manger does not care to designate shifts among employees who can support each other. This creates continuous incidences of disagreement among the employees because they fail to understand one another. Additional issues related to the social exchange theory include the frequent disagreements between the management and the employees. This is because Simon fails to work with his subordinates appropriately. Instead, he orders them as if they were disobedient schoolchildren. Most of his employees complain that during their respective inductions, they are treated as though they were naughty schoolchildren. Simon employs ineffective communication strategies with his subordinates (Kusluvan, 2003). The hotel lacks efficient human resources that would enable Griffith Hotel realize high profit levels. The current employees are ineffective. For example, Michelle, Ronny and Bruno have the relevant experience to offer exemplary services. They fail to deliver because of laxity while working at the hotel. These employees do not seem to have the desired professionalism in this industry. This explains why employees are unkind to their employers and fail to apologize when confusions arise in the Hotel (Kusluvan, 2003). The chief principles of the Social Exchange Theory suggest that people offer information only when they expect rewards. This is evident in Griffith Hotel because the employees seem to hold information that would have clarified pertinent concerns. For example, Michelle who is the assistant office manager snaps at her colleagues during her shifts. This is because Michelle has attempted to exchange information on how she feels when Simon dismisses her. Michelle then realizes that there is no reward when she exchanges this confirmation on how she feels on. She does nothing after this; instead, Michelle refuses to communicate to all her colleagues. This is dangerous for the growth of Griffith Hotel Michelle’s actions create continuous conflicts between the workers of Griffith Hotel. These conflicts make employees treat their clients inappropriately. This is clear in the manner Samantha treats the Indian client (Knapp & Hall, 2002). Literature Review According to West & Turner, (2011), communication is the most significant aspect in the operation of most organizations. The leadership of the respective hotel business must understand the principles of relevant theories of interpersonal communication. The theory of Symbolic Interaction is significant in understanding why the communication system of Griffith Hotel failed. The theory propagates that people have diverse meanings to their actions that relate to societal expectations. Workers of Griffith Hotel prove the suggestions of this theory because of the nature of interactions that they have. This is because these workers fail to comprehend the significance of efficient communication systems. Most of their problems arise from the lack of proper interpersonal communication. There seems to be several instances of disrespect that illustrates a failed interpersonal communication system. The presence of similar meanings of action affects the operations in Griffith Hotel. This is because some of the personnel at Griffith Hotel use gestures that communicate conflicting information. For example, Simon appreciates the competence among his workers but fails to communicate to them. This creates further misunderstanding because the workers believe that they are unappreciated. Simon has the ability to motivate his subordinates; however, he fails. Consequently, he states that he does not care about his subordinates. This is attributable to the shared meaning in the Symbolic Interaction Theory. According to Sen (2007), Simon must ensure that he uses communication strategies that all his workers will understand to motivate them. For example, instead of criticizing his subordinates, Simon could appreciate their efforts. Simon could also change the induction processes of new workers because the current system is faulty. Simon also insists that his subordinate should offer their services in a traditional way. He believes that this would enhance the levels of professionalism. This is not true because Bruno makes gestures that Simon fails to consider as professional (Walker & Miller, 2010). The propagators of the Symbolic Interaction theory also argue that it is obligatory for persons to appreciate the meaning of all the gestures that they wish to use. This is because these people could use gestures that may present different ideas from what they intend to communicate. For example, Simon has a continuous headache because he seems to have failed in his duties as the FOM. All the efforts that he makes in ensuring that Griffith Hotel runs smoothly contradict his efforts to succeed (Mattila, 2009). Symbolic Interaction principles suggest that the management of different business organizations must create their own symbols. This will improve the communication in these businesses because all the employees will use similar symbols. Simon should have created policies in the hotel that would in turn facilitate efficient communication systems. According to Sen, L. (2007), there is realization of organizational goals when employees follow principles of existing theories of communication. This is because most of these principles are perfect guidance for most human resources. They also facilitate the understanding of why some employees behave in the respective manners, which they behave. The theories also enable the respective management of organizations to advice their employees against being barriers of communication in their workplaces. There is success in business operations of the organizations whose leaders understand the value of improved interpersonal communication. Leaders of organizations understand these aspects of communication when they understand the theories of communication. This is also because these theories include the needs of the modern workplaces while offering suggestions for improved communication (Gillette, 2008). Transcript of the conversation between Samantha and the Guest Mr. Branson arrives at the hotel looking a bit rumpled after the long plane trip and taxi ride from the airport through peak-hour traffic. The hotel lobby is full with late arriving guests checking in at the conventions desk. Mr. Branson pulls up to an unoccupied spot along the regular front desk area and waits until a front desk receptionist can break away from the group check–ins. Samantha: “Good Afternoon Sir! How can I assist you?” Mr. Branson: “Sure, I would like to check in to a room I booked a while ago. My name is Mr. Branson.” Samantha: “Let me check for you Sir.” Samantha begins checking for his reservation in the PMS. She cannot see the reservation initially so spends a bit more time checking again. Looking at the guest, Samantha states: Samantha: “I am sorry; Mr. Branson there is no recent reservation under that name.” Mr. Branson: “It has to be there, it cannot miss to be there. My assistant made the booking over two weeks ago. I also received an E-mail, which confirmed the same.” Samantha: “I have checked twice Sir. I am afraid I will ask you to show me the Confirmation E-mail to assist you better.” Mr. Branson: “No, I didn’t think that it was necessary. I can go online to find the confirmation, but at this late hour, I would just like to check-in as I have had a long day.” Samantha: “There is no need for you to do that Sir. I would have checked the most recent E- mails we sent for reservations, but the internet connectivity for the hotel is not available now. I will have to ask you to check in the available rooms, and then Mr. Simon, the Front Office Manager (FOM) will address your issues in the morning” Mr. Branson: “Thank you.” Recommendations The workers at Griffith Hotel need to change their operations to stay relevant in the current hotel industry. For example, there should be refresher courses offered to all the employees. These courses should educate the employees on the appropriate manners of handling their clients. They will also ensure that employees communicate to each other and improve their delivery of services. Griffith Hotel should eliminate some old employees who do not seem to understand the changes in the current hotel industry. For example, Simon should be replaced because he poses concerns and challenges to Griffith Hotel. He should serve in an advisory post that will reduce contact with customers. There should be intense discipline to all employees who disrespect both their colleagues and other clients. For example, Samantha should have been punished when she disrespected the Indian guest. These punishments ensure that other employees do not respect clients. This in turn improves the general public relations of the hotel (Bardi, 2011). There should also be a change in the recruitment and training of new employees. This is because of the need to satisfy employees because they are stakeholders in Griffith Hotel. The entire induction procedure should more friendly than the current one that intimidates employees. For example, instead of warning the new employees of obvious mistakes, the management of Griffith Hotel could educate them before they begin their respective duties. References Top of Form Bottom of Form Top of Form Top of Form Top of Form Bottom of Form Top of Form Bottom of Form Bardi, J. A. (2011). Hotel front office management. Hoboken, NJ: Wiley Barton, L. (2002). Professional training as a tool of skill building and morale enhancement. Executive Development, 5(2), 9-9. Retrieved from http://search.proquest.com/docview/205865840?accountid=45049 Gillette, B. (2008). Effective communication a priority for state's largest employers. The Mississippi Business Journal, 30 (26), 22-22. Retrieved from http://search.proquest.com/docview/206587085?accountid=45049 Hogan, K. (2008). The secret language of business: How to read anyone in 3 seconds or less. Hoboken, N.J: J. Wiley Knapp, M. L., & Hall, J. A. (2002). Nonverbal communication in human interaction. South Melbourne: Wadsworth/Thomson Learning Kusluvan, S. (2003). Managing employee attitudes and behaviors in the tourism and hospitality industry. New York: Nova Science Publishers Mattila, A. S. (2009). How to handle PR disasters? an examination of the impact of communication response type and failure attributions on consumer perceptions. The Journal of Services Marketing, 23(4), 211-218. doi: 10.1108/08876040910965548 Sen, L. (2007). Communication skills. New Delhi: PHP LearningBottom of Form Walker, J. R., & Miller, J. E. (2010). Supervision in the hospitality industry: Leading human resources study guide. Hoboken [etc.: Jonh Wiley & Sons West, R. L., & Turner, L. H. (2011). Understanding interpersonal communication: Making choices in changing times. Boston: Wadsworth Bottom of Form Read More