OB - Action Report
Introduction
Richard Fraser of Bradstone Properties Incorporated is faced with the challenge of handling a delicate situation related to Joseph Parish, hotel manager. Joseph’s performance as hotel manager has been unsatisfactory in regards to labour relations, cost allocations, and employee management. Richard provided Joseph with a six month period to improve his performance as manager, however Joseph made few improvements to satisfy company standards. Richard must approach the situation carefully because Joseph’s brother, Michael Parish, is the President of Bradstone Properties Incorporated. This relationship coupled with Joseph’s previous part-ownership of the hotel has given him a sense of entitlement that is damaging to the company’s image. Now Richard, Vice President of Operations, must decide how to address these issues with considerations to the Parish family.
PAST
Michael Parish envisioned expansion in the company’s future plans. For the first five years, Bradstone’s organizational structure did not change. The company’s functional management structure promoted effective communication between top and low-level managers. This allowed Michael to effectively oversee his operation and evaluate each branch individually.
The creation of a desired workplace culture is essential to running any successful business. Michael adopted a hands-on style approach to his business; he created a friendly, professional and accommodating environment where each employee felt highly valued. This was evident through his support of the employee union and the distribution of year-end bonuses to his dedicated team of managers. Michael understood that valuing and respecting his employees increased their satisfaction, resulting in stronger on the job performance. Undoubtedly, his sheer dedication and concern for his employees can be attributed to the success of the Bradstone brand.
As a leader, Michael had a positive impact on his employees’ motivation, satisfaction and
Richard Fraser of Bradstone Properties Incorporated is faced with the challenge of handling a delicate situation related to Joseph Parish, hotel manager. Joseph’s performance as hotel manager has been unsatisfactory in regards to labour relations, cost allocations, and employee management. Richard provided Joseph with a six month period to improve his performance as manager, however Joseph made few improvements to satisfy company standards. Richard must approach the situation carefully because Joseph’s brother, Michael Parish, is the President of Bradstone Properties Incorporated. This relationship coupled with Joseph’s previous part-ownership of the hotel has given him a sense of entitlement that is damaging to the company’s image. Now Richard, Vice President of Operations, must decide how to address these issues with considerations to the Parish family.
PAST
Michael Parish envisioned expansion in the company’s future plans. For the first five years, Bradstone’s organizational structure did not change. The company’s functional management structure promoted effective communication between top and low-level managers. This allowed Michael to effectively oversee his operation and evaluate each branch individually.
The creation of a desired workplace culture is essential to running any successful business. Michael adopted a hands-on style approach to his business; he created a friendly, professional and accommodating environment where each employee felt highly valued. This was evident through his support of the employee union and the distribution of year-end bonuses to his dedicated team of managers. Michael understood that valuing and respecting his employees increased their satisfaction, resulting in stronger on the job performance. Undoubtedly, his sheer dedication and concern for his employees can be attributed to the success of the Bradstone brand.
As a leader, Michael had a positive impact on his employees’ motivation, satisfaction and