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...mber through may) the resort was understaffed. This made it extremely difficult to meet the needs of guests. The main underlying problem with The West Indies Yacht Club Resort was the expatriate and local employee quarrels. Many expatriates were brought in to manage the resort and take care of day to day operations. The local employees initially worked well, but began losing respect for the resort due to high management turnover. Why would the local employees become friends with managers when a replacement with show up within a year. The BVI had very strict employee regulations; this was a partial reason why locals did not work as hard. They were rarely fired and received a raise every year regardless of performance. It is very important for Jim Johnson to understand the cultural behaviors of BVI employees. ƒæ Johnson must understand what motivated the BVI employees ƒæ He must understand the current complaints the BVI employees have ƒæ When hiring outside management, Johnson must take time to educate them on working with the locals Understanding the local culture will decrease tension with the expatriates. If the locals can be motivated to work harder half the battle is already won. Several expatriate managers have been brought to the resort by top level management. Some of these managers are extremely effective yet at the same time many are hurting the Yacht Club. Here is a list of the most effective managers; ƒæ Jim Johnson (GM) ¡V Jim has extensive experience and education in the hospitality field. He worked several years for one of the Yacht Clubs largest competitors. He has experience working with the BVI employees and understands somewhat how to treat them. Although he does not spend much time on the island, he is still 100% involved in every day aspect. The workers refer to him as the ¡§Behind the scenes¡¨. ƒæ Kent Mawhinney (Property Manager) ¡V Kent is the second in command behind Jim. He has an extremely positive effect on the local and expatriate staff. Kent works by example. He loves getting his feet wet and will not hesitate to dirty his hands. The staff respects him greatly because of this. Kent believes in management by walking around. ƒæ Kristin Singiser (Rooms Division Manager) ¡V Kristin began working for the Yacht club as a 24 year old. She worked as a desk clerk, and now is greatly respected by the staff and the guests. She is always smiling and has a desire to make the resort succeed. Because of over booking by the Chicago office, her job may be irritating, but she over comes the problems. She has many close friends in the BVI¡¦s and understands the local culture very well. She is sincerely interested in the staff and they appreciate that. Kristin has parties at her house and travels often with the staff. ƒæ Nick Smith (Marina Director) ¡V He is currently spread very thin. Nick was responsible for managing the resorts #1 attraction. He took care of 35 boats and the maintenance service. Nick lives on the property and has worked for the resort for 15 years. Here is a list of the most ineffective managers; ƒæ Steve Lucas (Food and Beverage Director) ¡V He argues publicly with staff. Steve is newly hired and has no experience with the local BVI employees. He works hard but is not whether or not he likes his job. He does what he is supposed to do and nothing more. Steve has a very bad management style and does not work well with employees. ƒæ Enrik Harrigan (Water Sports Director) ¡V Enrik is a Dominican windsurfer. He inherited this position due to the prior director leaving. Enrik has extensive knowledge with water sports but does not have the proper management tools. He has a difficult time assigning tasks and managing daily operations. Both Steve and Enrik lack interest in the success of the resort. Although experienced in their field, they both lack the proper management education. Steve has absolutely no prior experience working with BVI employees and has no personal skills. The local BVI government has extremely harsh Labor Market Laws and Regulations. ƒæ Only so many employees may be hired from outside the BVI. ƒæ Any new position opening must be posted in local news papers for at least one month before requesting an expatriate. ƒæ Organizations could not lay off employees during the slow seasons. ƒæ There were restrictions on the ways employees could be fired. A formal hearing is the result. ƒæ Resorts were under high pressure to promote BVI employees into management positions. United States managers have only slightly similar constraints. A certain number of foreign people and women must be hired in the US. There must be proof in order to fire a person, yet layoffs have no restrictions. People are promoted by their performance and progress throughout the company. Most new position openings may be posted with in the company for an amoun...