Atlantis Paradise Island Resort and Casino is a popular destination located in the Bahamas. The resort’s executive leadership team was facing many challenges in a rapidly changing market. Atlantis faced many obstacles, including attracting and retaining both their customers and their employees, operating under new leadership, and keeping their competitive advantage amongst increased competition year after year. With these obstacles in mind, Atlantis had decided it was time to implement new values that were better aligned with the mission and vision statements adopted in 2010 (Applegate & Piccoli, 2014). This paper will discuss the obstacles Atlantis executive leaders and Human Resource professionals face within this case and provide potential solutions to improve both employee engagement, shareholder value, and customer satisfaction. Atlantis Paradise Island Ownership Paradise Island, a bankrupt enterprise, was purchased by Kerzner …show more content…
The executive leadership team had felt the current mission and vision statements were both still applicable and aligned with the business. However, through this process, the executive leadership team determined that they needed to revise their core values since they felt new values were needed to better align with the current mission and vision as well as address their concerns with declining employer and customer satisfaction. To tackle this obstacle, it was decided that they once again need the assistance of Consultant Dr. Dev. Dr. Dev accepted Atlantis’ invitation and helped develop a plan to create, implement, and roll out a new set of values in an on-site workshop in a similar manner completed five years prior (Applegate & Piccoli,
Affirming values: Share with team members, regenerating and revitalizing the company vision, beliefs, values, and purposes.
In conclusion, this organization should focus more on their employees and less on profitability. This reasoning comes from the idea that efficient and appreciated employees will dictate the future of an organization through their quality of work and their outlook on the company they work for. Implementing rewards for employees and showing appreciation towards them will make them feel honored to work for such a company. In addition, word of mouth from employees will dictate in the inflow of new or current customers. If employees are treated fairly and respectfully, they are more likely to recommend their place of employment for shoppers. Finally, the implementation of a hybrid culture will benefit the company by meeting the needs of the employer, employees and customers alike.
Mr. Gross told me dealing with values, his company values attention to detail and mistakes are not tolerated. If there is a lack of detail this can result in mistakes, injuries, loss income, and ultimately business losses. His company doesn’t tolerate the word “can’t”, which means, “I don’t want to”, which means he focuses more on developing confidence in clients so that they say “I can”. Most importantly RJG Fitne...
Even after 9/11 Southwest Airlines has always been the top airlines in the United States. The reason for their unwavering success is based on the simplistic way they execute common values. After extensively reading their value statement, I’ve come to realize the company’s ambition thrives on motivating and taking care of their employees. Southwest’s values revolve around a warrior spirit, a servant’s heart, and a fun-loving attitude. These values transcend the more original ones from other organizations and ultimately represent more than that. For example, a warrior spirit represent the area where Southwest Airlines provides the tools for employees to better serve their customers. A servant heart implies that one is encouraged to treat each other with respect by showing concern for the customer. Lastly, a fun-loving attitude suggests that employees should have fun at work. Value is a strong concept created to guide or direct individuals behavior towards a desired or favorable outcome. For Southwest Airlines, values are not just about what the company believes, it’s about how it sets the culture. Newly hired employees are tested in the company’s three core values and in reward Southwest Airlines provide a recognition program for all employees who are complimented by customers. These values are mentioned in newsletters, staff meetings by the CEO and at special event. Southwest’s
The espouse values of an organization are the stated values and norms that are preferred by the organization. Mr. Marchionne’s goal was to build a secure future for Chrysler for their employees, customer, suppliers and dealers. When Sergio Marchionne took over he worked to form a new management team by interviewing current employees; even junior executive whom he moved up the ladder. Mr. Marchionne held weekly meetings in which he discussed the organizations deficiencies. His office was in the technology center so that he could be close to his
When Robert Horton left his position as Chairman and CEO of BP, the company was in financial trouble and the employee morale was notably low. The company was experiencing losses, the debt-to-equity ratio was out of control, and the company had positioned itself in so many diverse markets that most of the employees had no idea what the company mission and goals were. When David Simon took over as CEO, he was faced with the daunting task of turning the wayward company around. Simon accomplished this task for three reasons: he diagnosed and modified the organizational culture; he possessed important leadership skills; and he knew how to motivate employees.
The company's management put a lot of emphasis on taking care of its employees, encouraging an entrepreneurial spirit, treating each other with respect, and being committed
The first portion of this human resources plan was to redefine the standards of leadership within J&J. This was accomplished by creating a new credo set of company values with over 60 specific behaviors that will dictate how well the company will perform. This new set of credo values serves as the foundation for the new HR plan to build on. There are six essential core credo values that were defined within the new plan, one of which is to behave with honesty and integrity. Integrity is the most important core value within the leadership that is important to employees according to the survey mentioned in lecture...
The process used in creating the proper corporate values is a lengthy and challenging. Patrick M. Lencioni who wrote the article, “Making Your Values Mean Something” discusses the aspects of this grueling process. Lencioni has taken the time to map out some of the advantageous steps which should be taken. The understanding of values, the differences among specific values, and how these values work in unison are imperative in the corporate world. However, this is only important if the organization has chosen to state its values.
this service company provides a service that is greatly appreciated by local citizens and in
Identify some core values of this organization as best as you can. What do they believe in (beyond organizational success or profitability)? How might their revealing these values to customers and employees create opportunities to exceed expectations? How can they translate core values into actions to produce A-plus value, thus strengthening relationships?
One area to be addressed by HR in order to achieve this is there need to be a HR strategy to build and retain an engaged and committed workforce. Employees would have to exhibit great skills and behaviors in how they treat customers. Firstly they will have to formulate
The Hospitality and Tourism industry is one of the largest and fastest growing industries across the world that has an ongoing need for quality, skillful and motivated leaders to lead the industry to success. The purpose of this study is to examine and relate the significance of the research to access the main area and focus of the topic to find the qualities and traits of successful leadership in the tourism. Managers and leaders have slight difference in how to overcome daily operations of workers, however there work load falls in the same category. This chapter speaks about what leaders are capable of accomplishing by leading, pulling and pushing others. It also elaborates on the literature relating to the purpose of the study as well as
The Marriott Corporation (MC), had seen a long, successful reign in the hospitality industry until the late 1980s. An economic downturn and the 1990 real estate crash resulted in MC owning newly developed hotel properties with no potential buyers in sight and a mound of debt. During the late 1980s, MC had promised in their annual reports to sell off some of their hotel properties and reduce their burden of debt. However, the company made little progress toward fulfilling that promise. During 1992, MC realized that financial results were only slightly up from the previous year and their ability to raise funds in the capital market was severely limited. MC was left with little choice, as they had to consider some major changes within the company if they wished to remain a successful business. Thus, J.W. Marriott, Jr., Chairman of the board and president of MC, turned to Stephen Bollenbach, the new chief financial officer, for ideas and guidance.
“Values are the beliefs of an individual, group, or organization, in which they are emotionally invested” (Carpenter, Bauer, & Erdogan, 2015). Many organizations consider corporate values strategically import for building their company’s reputation and keeping the customers’ confidence and allegiance. That, however, is only a tiny portion of the strategic benefits that organizational values can offer. “Further benefits include:guidance for decision-making on all levels, selection criterion for new employees, driver for individual and corporate behavior on all levels supporting the vision, mission, and goals of the company, and effective definition and implementation of core values” (Gupta, 2015). Values within a company need to be more than just a few words that sound nice to ensure overall acceptance within an organization. “Effective core values need to be emotionally appealing and workable” (Gupta,