Organization Design and Development
Date of Submission
The plaza inn was strategically reopened in 1993 as business operating environment became stable with minimal competition from other potential companies even though the climate changed and became more active with time. Due to this increase in the operational uncertainty, the plaza inn needs to adjust and become more organic through moving to a flexible, decentralized formation that strengthens horizontal association, dissemination of data and adaptability. The institution needs to be restructured into a learning institution where instead of David looking into all the issues that affect the industry; the workers would just identify and handle the problems (Penner, Adams, & Rutes, 2013). The structural change would be centered on parallel processes or programs rather than departmental operations that comprise of sales, housekeeping, front office, and catering. The industry could also make use of the self-directed teams that eliminate boundaries that exist between functions as groups comprise of members from various functional areas.
In developing a collaborative strategy, the business is known for its efficient operation as all the plans are typically formulated through the top executives like David and imposed on the institution. For instance, David is charged with the responsibility of how the business can adequately respond to the stiff competition, efficient use of resources, and adapt with the environmental changes (Martínez, Pérez, & Del Bosque, 2014). Consequently, if the plaza inn changes into a learning institution, the operations of its detailed and empowered workforce would strategically lead to strategy development. Since all the workers continuously communicate with their clients, suppliers and new technology, they are in a position of understanding the needs and solutions for strategy making.
Since the front desk is not able to perform adequately and is continually costing the inn clients, the management needs to computerize its sales, housekeeping and catering divisions, and also incorporate computerized check-in kiosk in the lobby to relieve the issues emerging from the front desk. Moreover, Bart should integrate a customer relationship management system that will typically monitor the visitor’s interactions and enable the workers to call up previous service records. This would increase consumer service within the business and make the hotel more aggressive with the Ritz-Carleton that is known for its well-structured customer service. The system would assist in the coordination of sales, marketing, and customer service for the divisions to operate together smoothly (Penner, Adams, & Rutes, 2013). Also, technologies such as blogs and social networking are resourceful in improving customer relations.
In conclusion, the institution needs to change from a tough to a more adaptive cultural system as this would incorporate a continuous enhancement and change. Moreover, with this cultural structure, the business would adopt a strategy that would minimize boundaries within plaza inn. Workers would be viewed as valuable contributors, encouraged to grow and use their full potential.
Martínez, P., Pérez, A., & Del Bosque, I. R. (2014). Exploring the role of CSR in the organizational identity of hospitality companies: A case from the Spanish tourism industry. Journal of business ethics, 124(1), 47-66.
Penner, R. H., Adams, L., & Rutes, W. (2013). Hotel design, planning and development. Routledge.