Case Study写作范文：Regency Hotel Business Case Study

Case Study写作范文-丽晶酒店商业案例研究。本文是一篇留学生作业Case Study案例范文，本篇Case Study是关于曼谷五星级酒店Regency Grand Hotel的。它是15年前由当地投资者辛迪加成立的，由泰国总经理管理。丽晶酒店是曼谷最负盛名的酒店，拥有700名满意的员工。最近，Regency被美国大型连锁酒店收购。因此，老总经理提前退休，一位拥有十年管理经验的美国人John Backer被任命为新的总经理。贝克尔在被任命为总经理后不久就成为了赋权的坚定支持者。贝克尔暗示着要像过去一样获得成功就要赋权。下面就一起来看一下这篇Case Study范文的具体内容，并了解怎么写Case Study。

EMPOWERMENT AND CULTURAL DIVERSITY赋权和文化多样性

INTRODUCTION 引言

The case study is about Regency Grand Hotel, a five star hotel in Bangkok. It was established by local syndicate of investors 15 years ago and was manage by Thai general manager. Regency is Bangkok's most prestigious hotel having 700 satisfied staff members. Lately, Regency was obtained by big American hotel chain. Due to this the old general manager took premature retirement & an American John Backer with ten years of management experience was appointed as new general manager. Becker is a strong supporter of empowerment soon after his appointment as a general manager Becker implied empowerment to achieve success as in the past.

ISSUES AND CONSEQUENCES AFTER EMPOWERMENT 授权后的问题和后果

Empowerment can be described as People having the skills and the self-belief to proactively deal with issues and make the most of the opportunities available to them. but soon after the execution of empowerment new general manager realise that things are not going according to his expectation because staff of regency grant don't know what is empowerment? Because they use to work as per their manager order in the previous management they are not allowed to innovate & generate anything new ,and were discourage by the senior managers and after all this they don't want to take risk and get punished by the management but general manger in America was working in a empowered environment where staff has a power of decision making & can take minor decision on their own .basically it's a cultural difference between management and staff where is from Thailand where they believe in team work and management is from America who believes in individuality they believe that they can do anything unaccompanied which was the first issue.

赋权可以被描述为人们拥有主动处理问题并充分利用现有机会的技能和自信。但在授权执行后不久，新任总经理意识到事情并没有按照他的预期进行，因为regency grant的员工不知道什么是授权？因为他们过去在以前的管理中按照经理的命令工作，所以不允许他们创新和创造任何新的东西，被高层管理人员劝阻，毕竟他们不想冒险，也不想受到管理层的惩罚，但美国的总经理在一个有权力的环境中工作，员工有决策权，可以自己做出微小的决定。基本上，这是管理层和员工之间的文化差异，因为他们来自泰国，相信团队合作管理层来自美国，他们相信个性，他们相信在没有人陪伴的情况下可以做任何事情，这是第一个问题。

According to Hofstede's index

Power Distance - The extent to which large differentials of power for example between a boss and a subordinate or between a higher status and lower status are expected and tolerated. Autocratic behaviour by a boss would be much better tolerated in a high power distance country

权力距离-期望和容忍大的权力差异的程度，例如老板和下属之间的权力差异，或较高地位和较低地位之间的权力差距。在一个权力距离遥远的国家，老板的独裁行为会得到更大限度的容忍

Uncertainty Avoidance-The extent to which the culture emphasizes focusing on way to reduce un certainty and create stability-for example having clear written rules and procedure to guide action. Formal organisational procedure may be much more necessary in the high Uncertainty avoidance country.

避免不确定性文化强调关注减少不确定性和创造稳定的方式的程度，例如制定明确的书面规则和程序来指导行动。在避免高度不确定性的国家，正式的组织程序可能更为必要。

Masculinity/Femininity- The difference between the traditional male gaols of ambition and achievement and female orientation to nurturance and interpersonal harmony-for example the balance between seeking promotion at work and having good relations with others.

男性气质/女性气质-传统的男性对抱负和成就的追求与女性对养育和人际和谐的取向之间的差异，例如在工作中寻求晋升和与他人保持良好关系之间的平衡。

Individualism- In individualism culture people are most concerned about the consequences for the action for themselves, not others. They prefer activity conducted on one's own or in relatively private interactions with friends. Decision are made by the individual according to the judgement he or she makes as to that is appropriates and the individual rewards that will accures.

个人主义-在个人主义文化中，人们最关心的是行为对自己的影响，而不是对他人的影响。他们更喜欢自己或与朋友进行相对私密的互动。个人根据他或她对挪用的判断和将要指控的个人奖励做出决定。

Other reason for the failure of empowerment is staffs don't have proper training about empowerment .They doesn't know how to use this decision making power for guest satisfaction and for companies profit because they are not properly trained about empowerment.

授权失败的另一个原因是员工没有接受过适当的授权培训。他们不知道如何利用这种决策权来满足客人的需求和公司的利润，因为他们没有接受过授权培训。

General manager told that staffs has power to make minor decision but major decision has to be taken by supervisors but staff was unable to distinguish between minor and the major problems. It was not clear that what decisions can be made by staff members? These boundaries must be defined or employee empowerment efforts fail. In regency grand supervisor don't trust staff to make good decisions. Staff members know this and either craftily makes decisions on their own and hides their results or they come to you for everything because they don't know what they really control .Supervisor can don't motivate the staff for decision making. And without motivating the staff it is impossible to execute empowerment properly.

总经理表示，员工有权做出小决定，但重大决定必须由主管做出，但员工无法区分小问题和重大问题。目前尚不清楚工作人员可以做出哪些决定？必须界定这些界限，否则员工赋权工作就会失败。在摄政时期，大监督不相信工作人员会做出好的决定。员工知道这一点，要么自己狡猾地做出决定，隐藏自己的结果，要么因为不知道自己真正控制的是什么而来找你。主管无法激励员工做出决定。如果不激励员工，就不可能正确地执行授权。

From last 15 years the staff member of Regency grand hotel were working under hierarchy management but suddenly after the arrival the new general manager's Empowerment policy come under existence without any prior notice and any proper training to the staff so it is natural for the staff to resist this change because they are in habit of working as per the manager order ,they were not allowed to take their decision or do any pioneering and it's a human tendency to first resist the change some staff don't want to take responsibility of empowerment, (Bacal 1996 ) they like to work as per the old system in which managers have to take the decision and staff has to blindly follow that order and if anything goes wrong managers are there to help them out but in empowerment nobody will take responsibility if a error is committed by you and you are the one who is going to pay for it. We can say that empowerment is not properly applied on the staff member which lead to the failure of the empowerment.

从过去的15年里，摄政大酒店的员工一直在层级管理下工作，但在新的总经理授权政策出台后，突然之间，没有任何事先通知，也没有对员工进行任何适当的培训，因此员工抵制这种变化是很自然的，因为他们习惯于按照经理的命令工作，他们不被允许做出自己的决定或做任何开创性的事情，人类倾向于首先抵制一些员工不想承担授权责任的改变，（Bacal 1996）他们喜欢按照旧的制度工作，在旧的制度中，管理者必须做出决定，员工必须盲目地遵循这一顺序，如果出现任何问题，管理者会帮助他们，但在授权方面，如果你犯了错误，没有人会承担责任，而你是要为此付出代价的人。我们可以说，授权没有正确地应用于工作人员，这导致了授权的失败。

OUTCOMES OF THE FAILURE OF EMPOWERMENT 授权失败的后果

Due to failure of empowerment hotel Regency grand was losing its profit, client's and status in Bangkok. Becker thought that empowerment will help his hotel to earn more profit and guest satisfaction. Overall Performance of the hotel begins to decline. Increase in number of written guest complaints both verbally and in written. Disgrace in the news paper as one of the Asia's nightmare hotel. Criticism about service standards of the hotel. Staffs were also not happy raise of nervous tension level among the employees. Good working atmosphere has been harshly strained. Lack of team spirits among the employees now they were against each other when mistakes were made by any employee.

由于授权失败，Regency grand酒店正在失去其在曼谷的利润、客户和地位。贝克尔认为，授权将有助于他的酒店获得更多利润和客人满意度。酒店的整体业绩开始下降。客人口头和书面投诉的数量增加。作为亚洲噩梦般的酒店之一，新闻报纸上的耻辱。对酒店服务标准的批评。员工对员工紧张程度的提高也感到不高兴。良好的工作氛围已经变得十分紧张。员工缺乏团队精神，现在当任何员工犯错误时，他们都会互相对抗。

POTANTIAL SOLUTION FOR THE PROBLEM 该问题的潜在解决方案

New general manager comes with a great idea of empowerment but the way he put into practice it was inappropriate,followong can be some of the potential solution of the problem. They have a uncertain view that employee empowerment means you start a few teams that address workplace employee morale or safety issues. The staff should be encourage to take their decision and to believe in their decision they should provide proper training before giving them decision authority. (Heathfield, 2000)

新任总经理提出了一个很好的授权想法，但他将其付诸实践的方式是不恰当的，后续行动可能是解决问题的一些潜在方法。他们有一种不确定的观点，即员工赋权意味着你要成立几个团队来解决工作场所员工的士气或安全问题。应该鼓励员工做出自己的决定，并相信自己的决定——在授予他们决策权之前，他们应该提供适当的培训。

John Becker move from American work culture to Thai work culture which are totally different from each other. In America they believe in individualism but in Bangkok the believe in team work and John Becker fails to understand that .he try to impose his American work culture which prove to be a disaster before implementing Empowerment in the hotel he should study about their work culture and try to fill that communication gap between him and the employees. He should be ready to accept the changes that he have to make according to work culture he is working for.

约翰·贝克尔从美国的工作文化转向了泰国的工作文化，这两种文化完全不同。在美国，他们相信个人主义，但在曼谷，他们相信团队合作，约翰·贝克尔没有理解这一点。他试图强加他的美国工作文化，这被证明是一场灾难。在酒店实施授权之前，他应该研究他们的工作文化，并试图填补他和员工之间的沟通差距。他应该准备好接受根据他所工作的工作文化所必须做出的改变。

CONCLUSION 结论

Empowerment is a good weapon to increase the decision making power and leadership quality among the employee but it should be implemented in a proper manner and procedure otherwise if it's not executed properly it can destroy the organisation just in case of Regency Grand hotel and John Becker. Becker's intension was good to implement empowerment but the way he executed was wrong.

REFERENCES 参考文献

Bannon ,G ,Guy,v ,dr.Omari,J ,Pooley,R ,Reed,B ,White,N 2003, Cross Cultural communication ,UK

Ron,C 1998, Structured empowerment: an award-winning program at the Burswood Resort Hotel Leadership & Organization Development Journal, vol. 19, no.5

Bacal,R 1996, Empowerment Difficulties, Work911.com -Workplace, Business, Career Help, viewed 15 August 2008,

Heathfield,S 2000, Employee empowerment, About.com; human resource , viewed 16 August 2008,

Thomas,D ,Inkson,k ,2004,Cultural Intelligence people skills for global business, Berrett-Koehler Publisher ,Inc. ,San Francisco.

Hunt,J ,1979,Managing People At Work ,cox and Wyman Ltd. Great Britain

授权是提高员工决策权和领导素质的好武器，但应以适当的方式和程序实施，否则，如果执行不当，可能会摧毁组织，就像Regency Grand酒店和John Becker一样。贝克尔实施赋权的意图是好的，但他执行的方式是错误的。本站提供各国各专业留学生作业Case Study写作指导服务，如有需要可咨询本平台。