Portman Hotel
This essay will examine three human behavioral issues that have evolved from the social sciences in the context of managing organizations. The case study that will be used to analyze these conditions and theories deals with The Portman Hotel Company-San Francisco. Three issues will be addressed in the following order: fundamental attribution error, Expectancy Theory, and Operant Conditional Theory. First, a brief description will be provided for each theory, then how the theories relate to the case study will be analyzed, and finally, recommendations will be provided in an attempt to correct or alleviate the management difficulties being experienced at the Portman. First, we will take a look at fundamental attribution error (FAE). From our discussion in class this condition, based on attribution theory, involves the tendency of human beings to attribute too much personal/internal factors in analyzing a particular situation where, in fact, environmental/external forces are more at work. In essence, what FAE suggests is that we, as human beings, tend to be too judgmental of others based on what sort of person they are with a general disregard for outside, situational forces beyond their control. So how does this relate to The Portman Hotel personnel dilemma and what can we do to resolve it? One great example of this error in action involves the disdain Spencer Scott, the director of guest room services, has towards the PVs. He criticizes them for always taking on additional tasks and pursuing new needs. He goes on by saying that they want to do everything and, therefore, suffer from short attention spans. Case in point, this is exactly what FAE is warning us about. Scott has forgotten that the hotel's core, the essence of their differentiation from other luxury hotels, is the undivided service they provide to their patrons/guests. He is so intent on blaming the PVs for being a group of self-serving, liberal, free-thinkers that he has lost sight of