BA28 - Chapter 1.pdf

Chapter I : CREATING A FAVORABLE ORGANIZATION CLIMATE BA 28 – ORGANIZATIONS MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY Sheila B. Baquiran Assistant Professor IV [email protected] This Photo by Unknown Author is licensed unde...

Chapter I : CREATING A FAVORABLE ORGANIZATION CLIMATE BA 28 – ORGANIZATIONS MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY Sheila B. Baquiran Assistant Professor IV [email protected] This Photo by Unknown Author is licensed under CC BY-SA  Objective At the end of the unit, the student can describe a favorable organization climate.  Key Elements Necessary to Achieve Maximum Efficiency 1. PURPOSE 2. STRUCTURE 3. REWARDS 4. SANCTIONS 5. RELATIONSHIPS AND CULTURE 6. LEADERSHIP  PURPOSE - Sets the direction of the company, stating in specific terms the purpose of its existence, the desired results and the strategies to be implemented to be able to attain goals. - These are the: corporate vision; goals; targets and objectives  VISION FORECASTS BUDGET TARGET MARKETS PRODUCTS AND SERVICES  IMAGE SITUATION HINDRANCES STRATEGIES AND REMEDIES RESOURCES KNOWLEDGE, UNDERSTANDING, PARTICIPATION, COMMITMENT AND SUPPORT OF EMPLOYEES ”A successful business starts with a good direction. It is in the exercise of direction-setting that desired results are clearly defined before they can be achieved. But the following conditions must prevail for the business to move towards attaining its goals”. - Orient - Establish accountability - Monitor - Give Feedback - Analysis of variance - Perform and justify  STRUCTURE Provides the mechanism for dividing, arranging and administering the job to be done in a manner that will ensure maximum efficiency and productivity. Well-defined division of labor, systems, policies and procedures that regulate the flow of work. This Photo by Unknown Author is licensed under CC BY-SA  Tasks to be accomplished Who is in command Lines of authority Power structure Limitations Classification of positions Lines of communication  Job duties, responsibilities, accountabilities and boundaries Company policies and procedures Control systems Job evaluation Monitoring system Feedback and problem solving REWARD SYSTEM - Refers to package of incentives and other forms of rewards given in recognition of satisfactory performance.  What employees get Incentives and Benefits Are these competitive with those offered by other establishments in the same category? Can the company afford to pay the required benefits?  On what basis are incentives distributed? Are these based on the merits of performance? How does the company measure a satisfactory job? Is a job evaluation system in place for the company to have a sound basis for job and wage classification?  What company practices are being implemented to boost employee morale? Are employees consistently recognized and appreciated for their efforts? Is there a good rapport between managers/supervisors and staff as well as between managers and the owners?  SANCTIONS This element covers administrative penalties or disciplinary actions given to employees for unjustified infractions, deviations from standards and other performance and behavioral deficiencies. System of detecting infractions and enforcing disciplinary action against erring employees.  Are the standards of productivity, quality of work, cost, efficiency, etc. clearly defined? Were these made clear to all concerned? Is the acceptable level of performance defined? Is there a way of measuring levels of performance?  Is there a code of ethics or house rules that define undesirable behavior? Are offenses properly classified? (minor, major and grave offenses) Are there appropriate and just sanctions for every type of offense? How is misconduct determined and processed? Is there due process?  How are infractions and misconduct detected and documented? Are erring staff made accountable for infractions, variances and questionable transactions? Is there consistent and fair administration of sanctions?  CULTURE AND RELATIONSHIPS This has reference to the working relationship among staff in various levels, the degree of teamwork, cooperation and the prevailing culture that governs the relationships and the corporate practices. This Photo by Unknown Author is licensed under CC BY-SA-NC  A healthy working relationship governed by positive corporate beliefs, values and practices This Photo by Unknown Author is licensed under CC BY-SA-NC  What are the core values of the company – what are highly valued and given enough importance i.e. quality, cost, productivity, dignity of labor, employees morale, customer satisfaction, etc.? How are these core values actualized in terms of policies and practices?  What are the myths and beliefs that influence the behavior of top management, department heads and staff? Does the prevailing culture believe in the importance of people participation? If so, is there a democratic and consultative process of decision- making? Healthy working relationships and teamwork are important elements in enhancing group productivity. - Are they given attention by top management? -Are they given attention by top management? - How is healthy teamwork created and maintained? - Is there harmony, camaraderie and mutual trust and respect among the staff and between top management and the managers? - Are false beliefs and misconceptions clarified? - Are internal differences, conflicts, disagreements confronted and resolved?  LEADERSHIP Speaks of the management style how people are mobilized, trained, directed and motivated to be able to deliver the expected results Ability of leaders to mobilize human and material resources to generate expected results  Are all company officers properly screened to avoid the hiring of misfits? What is the dominant leadership style – autocratic, democratic and bureaucratic? Is situational leadership effectively utilized? (matching leadership style with various levels of personnel and varying work situations) How is the rapport between leaders and their staff; managers and the owners?  Are managers and unit heads consulted by the owners or top management regarding policies, goals and other critical decisions affecting operations? Are leaders given the autonomy and sufficient authority to make decisions? Are all company officers properly trained in management techniques before assuming their position or are they made to operate on a hit and miss basis?  Do officers consistently monitor and check their staff’s performance? Do they give their staff feedback about their progress on the job? How do officers manage the consequences of staff performance? What is the response to good performance, to deviations and variances?