organization of XXX hotel
...ition; less between-job downtime; save cost to increase productivity ultimately. Work specializations are used to conduct all our activities. For example: we use work specialization in banquet events. Every time a banquet function is successful handled by dividing the whole process to several steps. Firstly, Banquet sales representatives contact and make the contract of function; secondly, service staff ensure all the venues are set as per customer’s requirements; thirdly, engineering staff maintain equipment during function; fourthly, kitchen chefs produce all food items; and finally stewarding staff clean the leftovers upon function finished. Departmentalization Based on work specialization, departmentalization is the next step that similar functional jobs are grouped together (Robbins 2003, P.427). Our hotel has more than 10 departments, such as: Food and Beverage (F&B), Housekeeping, Front office, Finance, Human Resources and so on. Just like we do, to put all specialized staff and jobs together in one department can increase the efficiency, effectiveness, productivity and easier for CEO to manage. Chain of command The chain of command is an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom (Robbins 2003, P.429). XXX has a rigid and formal chain of command since the beginning. All the managers have their authority to give instructions and followed by their subordinates, and subordinates have only one superior staff to report. Span of control Chain of command is who reports to whom, and Span of control element means who direct whom. Definition is the number of subordinates a manger can efficiently and effectively direct (Robbins 2003, P.429). Ours is a big hotel of a manning number more than 1100, so all mangers have a big amount of staff to control in their own department with the help their assistants. It is said a wide span of control can save top overhead cost, but it’s suitable for us to adopt a small spans of control because we need managers have more time to direct their employees to ensure better quality to our customers. Centralization and decentralization Centralization is the degree to which decision making is concentrated at a single point in the organization, while decentralization make the decision making process decentralized to many points on the contrary (Robbins 2003, P.431). Our hotel is the type of centralized organization that make the decision making only to be controlled by top management. We have carried this principle since beginning for three advantages. Formalization Formalization is the degree to which jobs within the organization are standardized (Robbins 2003, P.431). Formalization is one of the key characteristics of any hotel in the world of course including The XXX Shanghai. In the hotel, every body need to be dressed in uniform, wear similar hairstyle, follow a standard job description, etc. Just like centralization, formalization is the conventional way of conducting an organization, so it also has efficient and easy-control merits. Formalization can not keep our hotel always stay ahead of competition in the future without any creative innovation and novelty, since other organization might get better equipped or learned more advanced than us. This element also has it potential to get better to keep staying competitive. These six key elements we are having now is just satisfactory at this moment, it surly need updated knowledge and methodology to ensure for future competence. Organizational designs or structure Mechanistic and organic models two organizational designs widely accepted. The mechanistic design is a structure characterized by extensive departmentalization, high formalization, a limited information network and centralization; while the organic design is a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making (Robbins 2003, P.440). The XXX Shanghai obviously have the mechanistic structure according to the above six key elements. Mechanistic model is identical to bureaucracy organizational design, so it is also correct to say that the organizational structure of XXX is bureaucracy. Problems Although our hotel is running a good business in current market, it is crucial to improve some potential areas for long-term prosperous. We have four elements out of six need to be improved, which are work specialization, chain of command, centralization and formalization. Work specialization As analyzed above, work specialization brings lots of advantages, but it also carry some disadvantages from long-term view. The most serious problem is human diseconomies, which means individuals are turned out to have boredom, strain, low productivity, increased absenteeism and high turnover after doing same job for a long time. This problem is very dangerous and negative for our hotel to maintain successful operation. Our employees are the assets of our hotel, so we have to think of them and do something constructive for them. Formalization Formalization also hinder the organizational development and employee satisfaction by minimize the employee input and other alternatives. It has made everything detailed that employee just have to follow instead of think. Change Based on all the problems issued above, some corresponding changes are important to implement. Chain of command Advanced IT application, employee committee meeting and some positive policies in our hotel can facilitate and expedite the communication to avoid mentioned disadvantages of rigid chain of command. We can apply new IT on the basis of existing information system; employee committee meeting to be held monthly and positive policies like annual Team member Opinion Survey to exchange all employees’ opinions directly to upper management. Formalization Employee committees meeting are a good way to reduce formalization. These meetings allow everybody think alternatives and talk what they really think, so upper management could adopt some suitable suggestions. Organization culture Organizational culture is a system of shared meaning held by members that distinguishes the organization from other organizations (Robbins 2003, P.525). Basically, organizational culture is the personality of the organization (McNamara). It can be scientifically divided into four complementary layers: material, behavioral, standard and spiritual. Current culture Human service organization produce services that result in both public benefits ...