Mintzberg Organizations

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The Four Points Internship Experience: three months after

Operational and Management Activities
Halfway through the internship, I have rotated to all the entry-level position in the housekeeping department. If the initial months were all about induction, immersion and adjustment into the new hotel and department the two months after that I am able to confidently rotate to any non-managerial position in the department. There is more focus on mastery of skills and establishment of connections between roles in the operating core. Like in the first journal, the Mintzberg Framework (refer to Figure 4) shall be applied to highlight the different activities that transpired three months after commencement of the internship. A better understanding of the parts of the organization and their connections was established at this point of the internship due to constant immersion into different roles.

Aside from the regular morning and weekday shifts I was rostered into afternoon and weekend shifts for this time period. Weekend and afternoon shifts are quite hectic for different reasons. Weekend shifts are hectic due to the number of departures and arrivals while afternoon shifts are due to the limited staff available for the shift. The activities at this time were quite similar to the weeks before but due to constant immersion into the roles a better different level of understanding of the activities was obtained.

The afternoon public areas role is a bit different from the other roles due to the fact that aside from attending to the public areas of the hotel when needed I am tasked to be a runner, room attendant and sometimes house person for the evening. Multi-tasking and prioritization skills are important for this role. Status checks ...

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...Organizational communication and conflict management', Management - Journal of Contemporary Management Issues, Management - Journal of Contemporary Management Issues, 2013, Issue 1 (18).

Tonidandel, S, Braddy, PW & Fleenor, JW 2012, Relative importance of managerial skills for predicting effectiveness, Journal of Managerial Psychology, 2012, Vol.27(6), p.636-655.

Uran, M 2010 'The organisational gap model for hotel management', Managing global transitions: international research journal, vol. 8, no. 4, pp. 405-422.

Zheng, W, Yang, B & Mclean, GN 2010 'Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management', Journal of Business Research, vol. 63, no. 7, pp. 763-771

Competing Values Skills assessment http://www.wiley.com/college/quinn/047136178X/survey/skl_asmt.html, viewed February 20,2014

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