The aim of this case study is to investigate the applicability and functionality of organizational theories in Hilton Hotels Corporations. The first part of this case study is concerned about the compatibility between Hilton Hotels mission with its activity and purpose. Also, another aspect of this paper is to present the suitability of organizational theories referring to Human Resources Theory, System and Contingency Theory. In order to uphold this report, I will conduct a SWOT Analysis of Hilton Hotel Business. The last part of this paper presents a critically important aspect of a successful business in regards to the Hilton Hotels CSR programs and initiatives.
Employee Directory The another most important factor of success, is people who work at the hotel. A challenge, that is considered to enhance the performance of the hotel service in order to get the most satisfy from customer, is managing the hotel employee. The hotel hire various employee to do different task; receptionist, room service, housekeeping, etc. Sometimes it would be better to manage the employee since at the beginning of recruitments. After human resource accept people to work, then they need to keep evaluating the employee performance based on their responsibilities.
2.1PERFORMANCE MANAGEMENT: Purpose Each individual who is responsible for the performance management of an employee or employees shall be held accountable for carrying out these responsibilities in accordance with this policy. At Etihad we refer to the performance management process as I Achieve. The purpose of the I Achieve performance management process is to: A) Align individual performance with organizational business plans by agreeing i) clear objectives and ii) standards of behavior in line with company values. B) Promote a culture where open dialogue is the norm by providing face to face feedback to recognize achievements and promptly focus on any areas for improvement. C) Use the on-line system to formally capture and record
Therefore, it is imperative that organizations recognize that the actions of management in stakeholder relationships could affect the business operations of hotels. Stakeholder theory expanded on the concept of CSR. The theory identified the various stakeholder groups that were influenced by the way an organization conducted business. Freeman (as cited by Appiah, 2016) said that many CSR activities have various degrees of importance to stakeholders in any organization. The interests of the traditional group of external stakeholders cannot be satisfied without satisfying the needs of internal stakeholders according to Foster & Jonker; Hawkins (as cited by Appiah, 2016).
I personally believe and follow that one should show atmost care to his or her team members. Make them know that you count on them and you want the best for them. A good leader does never acts like a boss. I work relentlessly on self-development. I know that the most portable skills are not the technology or the product we make; it is our seniors, peers and people’s self, their brains and their emotions.
By using hybrid conjoint analysis, Hu (1994) tried to measure the meeting planner’s preferences of hotel site selection to help hotel management understand what their customers want in the meeting business. It has been found that the “price (room rate) range” is the most important attribute in meeting planners’ considerations of hotel selection. “Location” is the second most important attribute, followed by “functional properties of meeting rooms,” “hotel guestroom comfort,” “food and beverage function,” and “hotel conference planning procedure.” However, Opperman (1996) identified in his study that hotel’s service quality as one of the most crucial factors in meeting planners’ decision process for meetings and
I have learnt that the position of Rooms Division Manager is one of utmost importance for a hotel. It includes a major portion of the functioning of the hotel. A Room Division Manager needs to possess strong management and leadership competencies to excellently perform in this position. Exceptional organizational and time management skills are important in this job position. Having superb interpersonal skills such as oral and written communications are key in the position of the Rooms Division Manager.