The Grand Regency Hotel is found in Bangkok Thailand and has been in operation for the last fifteen years. For the entire period it has been under the management of the Thai general manager and was started by locally based consortium of investors. It is a prestigious hotel in Bangkok and has a total of 700 employees who were being treated in a prestigious way by the management. The management gave the employees the following benefits: provision of very good welfare; the salary rate was above that of the market; high job security and also end of the year bonus which was comparable to salary earned in a four week period (Manson 2009, p. 28).
Upon the hotel being sold to the American Hotel Chain, the Thai manager retired paving way for John Becker. The American Hotel Chain bought the hotel because it wanted to expand its operations. The new manager retained all the employees though some of them got transfers to other sections. Selection of Becker as the new manager was due to his success in integration of hotels that had been newly acquired in America. In his previous operations he took over hotels that had low profits as well as low morale and later made them very profitable.
Upon installation as the manager and due to his experience in the hotel industry Becker applied the same strategies that had made him successful in his previous management roles. The strategies included: empowerment of the employees; reduction of rules that led to bureaucratic behaviors; enhancing innovativeness of the employees and increased interaction between the management and the employees. All these were new strategies that had never been used before at the hotel hence employees needed time ...
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Manson, E, ‘Smells like team spirit.’ Caterer &
Hotelkeeper, 199(4577), 28-30. Retrieved from ABI/INFORM Trade & Industry. May 15-May 21, 2009. Vol. 199, Iss. 4577; pg. 28, 3 pgs
Barker, J. ‘Power to the people.’ Incentive, 182(2), 34-37. Retrieved from
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Jean, C, ‘Case Study: How Four Seasons Creates a 'Cycle of
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