Case study
January 7, 2014
TITLE: THE REGENCY GRAND HOTEL
I. SUMMARY
II. 3 ISSUES
1. The employees had much difficulty trying to distinguish between a major and a minor issue/decision
2. Becker introduced the practice of empowerment so as to replicate the successes that he had achieved back home.
3. The good working relationships that were established under the old management had been severely strained.
III. DISCUSSION QUESTIONS
1. Symptoms
A. We could clearly see that there will be a definite cause as to why there will be an existence of a problem. Mr. Becker introduced the application of empowerment to his employees at which he had achieved success on with concern to his past work. It would be unsuitable if he would replicate his foregoing work to his current work with The Regency for two reasons, which are: First, there maybe a lot of external and internal factors that may have caused his previous work to have attain success with the application of empowerment that are not present on his current work. Second, you can never assume an equal achievement of success of a current business compared to a previous one because it’ll never be the same in some important aspects in terms of its generation, operational system, employees, and many more.
B. Mr. Becker should’ve given the employees some guidelines as to what would they consider as a minor and a major issue so that they wouldn’t be confused and not ask him every judgment they make be it a simple or a complex decision. It would practically make everyone’s job a little easier.
2. Diagnosis
In this case study we can diagnose that Mr. Becker is obviously bias in implementing regulations which are internally favorable not knowing that his external environment or his employees might not be able to cope with the business strategy he’s doing. This kind of bias is called “Self-serving bias”.
3. Solutions
We could clearly recommend several solutions that we can do to
TITLE: THE REGENCY GRAND HOTEL
I. SUMMARY
II. 3 ISSUES
1. The employees had much difficulty trying to distinguish between a major and a minor issue/decision
2. Becker introduced the practice of empowerment so as to replicate the successes that he had achieved back home.
3. The good working relationships that were established under the old management had been severely strained.
III. DISCUSSION QUESTIONS
1. Symptoms
A. We could clearly see that there will be a definite cause as to why there will be an existence of a problem. Mr. Becker introduced the application of empowerment to his employees at which he had achieved success on with concern to his past work. It would be unsuitable if he would replicate his foregoing work to his current work with The Regency for two reasons, which are: First, there maybe a lot of external and internal factors that may have caused his previous work to have attain success with the application of empowerment that are not present on his current work. Second, you can never assume an equal achievement of success of a current business compared to a previous one because it’ll never be the same in some important aspects in terms of its generation, operational system, employees, and many more.
B. Mr. Becker should’ve given the employees some guidelines as to what would they consider as a minor and a major issue so that they wouldn’t be confused and not ask him every judgment they make be it a simple or a complex decision. It would practically make everyone’s job a little easier.
2. Diagnosis
In this case study we can diagnose that Mr. Becker is obviously bias in implementing regulations which are internally favorable not knowing that his external environment or his employees might not be able to cope with the business strategy he’s doing. This kind of bias is called “Self-serving bias”.
3. Solutions
We could clearly recommend several solutions that we can do to