Radiant Spirit Executive Summary

The Radiant Spirit is one of the largest cruise ships under the Spirit Cruise line. The cruise ship’s staff is rather small, consisting of only five staff members of whom two are female and three are male. The Radiant’s management operates under bureaucratic control, meaning that the organization and its individuals are subject to systematic rules. Included in this military styled structure is the directive for the Radiant’s employees to ask questions or file complaints directly to their cruise ship director, who, in turn will contact headquarters regarding these concerns. Although this hierarchical structure is suitable for many organizations, it isn’t fitting for the Radiant’s team-based structured organization.

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Additionally, concertive control maintains group identification by discipline. The first part of implementing concertive control would be to give everyone on the team equal importance. Once every employee has an equal voice, the team needs to meet and decide specific values and structures for the team to abide by. For example, the women of the group could ask for a guideline to help stop sexual harassment. So instead of the practice of harassment being “just the way things are,” the team decides on consequences if the offensive behavior continues. These rules will be the guiding force that allows all team members to share the same ideology. By allowing team members to cultivate these rules together, the ideology will shift to one that is more agreed

Positive and/or negative feedback can drastically change an employee’s job performance by keeping them on task and motivating them to be more involved, and allowing them to more positively identify with the organization. The Radiant Spirit’s cruise staff currently receives employee evaluations through commentary cards that the cruise ships passengers leave. The passenger’s comment cards are then collected by the director of the Radiant to evaluate the performance of each employee. Furthermore, the director determines the possible employee promotions or demotions based on feedback left by the cruise ship’s passengers. By changing the ship’s current evaluation system to 360 feedback, using a combination of feedback from passengers and supervisors, the crew could potentially increase their job performance by 68%. By taking into account two different perspectives on the employees’ performance instead of just one, the supervisors can determine whether the employee is actually doing a poor job or if the passenger was being