netrashetty
Netra Shetty
AnaSpec Inc. is a biotechnology company headquartered in Fremont, California. Located in the Silicon Valley, it is a provider of custom and catalog research peptides[1], antibodies, dyes, assay kits, synthesis reagents, oligonucleotides, and PCR kits. AnaSpec focuses on multiple technologies: peptides, detection reagents (including dyes and antibodies), combinatorial chemistry, oligonucleotides, and PCR.
CEO
Amiee Chan
Chairman of the Board
Ugo Doninelli
Director
Joseph Caprio
Director
Margaret Good
CFO
Trevor Greene
Engineering
MS
Marketing
PS
Sales
RW
2
Investor Relations, Canada
Caren Holtby
Investor Relations, US
AL
once or twice per month for an hour or so, the group reviews departmental
issues. Similarly, subdepartment committees meet monthly
for about an hour so the subdepartment head, managers, and supervisors
can address issues unique to their subdepartment, such as the
selection of a new type of floor cleaner by the housekeeping department
or a more energy-efficient light bulb by the engineering
department.
The credit committee includes the general manager, the controller,
sales, the front office, reservations, catering, and the credit
manager. Meeting monthly for an hour, the committee reviews those
guests and clients of the hotel who were granted credit but have not
settled their account.
The safety committee typically comprises representatives from human
resources, food and beverage, housekeeping, and engineering.
Meeting monthly for an hour or so, the committee reviews safety programs
and safety records, addresses problems, and discusses the implementation
of new safety regulations.
In some full-service hotels, an energy conservation committee includes
the chief engineer, resident manager, food and beverage staff,
human resource representatives, rooms staff, and housekeeping representatives.
The committee typically meets monthly for an hour to
discuss strategies and programs for controlling energy costs.
Most full-service hotels convene a monthly meeting or at least an
annual meeting of all hotel management and employees to review performance
and to distribute awards. This event ranges from an hourlong
meeting to a company-wide celebration lasting several hours.
THE FUTURE ORGANIZATION OF HOTELS
As new business practices are evolving as fast as our technologies, resistance
to change has become a primary cause of business failure. The
future success of a hotel will be driven in large part by the ability to
foresee and capitalize on change. As we go through global transitions,
the successful hotel will examine the key factors that will not only define
success but also the ability to survive in coming years. These key
organizational trends must be acknowledged by the successful hotel
organization: visionary leadership, globalization, diversity, flexibility,
flat structure, customer focus, zero defects, network orientation, and
being in the information fast lane.
The organization must be able to respond to increasingly globalized
sales, the movement to maintaining sales offices in many countries and
46 Chapter 2 Organizational Structure
hotel properties across the globe, and an increasingly globalized labor
market. Intercontinental Hotels Group recently introduced a new
organization structure to more efficiently use regional and global
resources to drive higher levels of innovation, customer focus, and
revenues.
Diversity means the organization must respond to a workforce that
is heterogeneous sexually, racially, and chronologically; innovation and
conflict/communication issues; and different styles of interaction,
dress, presentation, and physical appearance.
Flexibility in the modern hotel organization means assuring that
systems, processes, and people can respond differently to different situations;
fewer detailed rules and procedures; greater autonomy and
encouragement of initiative; customizing employment relationships to
include telecommuting and job-sharing; and lifetime employability
rather than lifetime employment.
The trend toward flatness in hotel organizations means fewer levels
of management, workers empowered to make decisions, and fewer
differences in responsibility. The organization’s employees need to believe
in a sense of entrepreneurship that reacts proactively to market
diversity. Traditional organizations that follow well-documented rules
must give way to leaders who can balance a sense of discipline with
one of flexibility.
If the customer is king or queen in the 21st century, hotel organizaions
will be best served by focusing less on their hotel assets as
measures of success and more on their customers. This involves a fundamental
shift from viewing the real estate asset as the wealth creator
to seeing the customer as the key to building shareholder wealth. A
customer focus must reflect business decisions at all levels of developing
and operating a hotel organization. Pursuing such a course will inevitably
impact shareholder wealth.
The Japanese concept of zero defects in products and services can
yield tremendous benefits for a hotel business organization. In practical
terms, the hotel industry finds it extremely difficult to meet the
standard of zero defects in service. Hotel services are based primarily
on people, not on computers or other equipment. Twenty years ago,
a business executive did not expect a consistent and predictable level
of service wherever he or she traveled. Today that is the standard, not
the exception, as is the expectation of sophisticated technology in hotel
rooms to support business needs. With customer discrimination so
acute, it is not surprising that brand loyalty is a diminishing commodity
in the hotel industry.
Organizational culture helps in aligning the values and norms of the employees to the values and norms of the organization. The organizational culture of the personnel Ortegas differs from the management. The personnel have erratic work habits; they don’t want to learn new things and they are not interested with the situation of the company. The personnel don’t act professionally instead they engage in childish fights. On the other hand the management has a very professional culture wherein they try to engage with a good relationship with the personnel. Moreover the management tries to determine means and strategies to keep the company growing and surviving in its field.
CEO
Amiee Chan
Chairman of the Board
Ugo Doninelli
Director
Joseph Caprio
Director
Margaret Good
CFO
Trevor Greene
Engineering
MS
Marketing
PS
Sales
RW
2
Investor Relations, Canada
Caren Holtby
Investor Relations, US
AL
once or twice per month for an hour or so, the group reviews departmental
issues. Similarly, subdepartment committees meet monthly
for about an hour so the subdepartment head, managers, and supervisors
can address issues unique to their subdepartment, such as the
selection of a new type of floor cleaner by the housekeeping department
or a more energy-efficient light bulb by the engineering
department.
The credit committee includes the general manager, the controller,
sales, the front office, reservations, catering, and the credit
manager. Meeting monthly for an hour, the committee reviews those
guests and clients of the hotel who were granted credit but have not
settled their account.
The safety committee typically comprises representatives from human
resources, food and beverage, housekeeping, and engineering.
Meeting monthly for an hour or so, the committee reviews safety programs
and safety records, addresses problems, and discusses the implementation
of new safety regulations.
In some full-service hotels, an energy conservation committee includes
the chief engineer, resident manager, food and beverage staff,
human resource representatives, rooms staff, and housekeeping representatives.
The committee typically meets monthly for an hour to
discuss strategies and programs for controlling energy costs.
Most full-service hotels convene a monthly meeting or at least an
annual meeting of all hotel management and employees to review performance
and to distribute awards. This event ranges from an hourlong
meeting to a company-wide celebration lasting several hours.
THE FUTURE ORGANIZATION OF HOTELS
As new business practices are evolving as fast as our technologies, resistance
to change has become a primary cause of business failure. The
future success of a hotel will be driven in large part by the ability to
foresee and capitalize on change. As we go through global transitions,
the successful hotel will examine the key factors that will not only define
success but also the ability to survive in coming years. These key
organizational trends must be acknowledged by the successful hotel
organization: visionary leadership, globalization, diversity, flexibility,
flat structure, customer focus, zero defects, network orientation, and
being in the information fast lane.
The organization must be able to respond to increasingly globalized
sales, the movement to maintaining sales offices in many countries and
46 Chapter 2 Organizational Structure
hotel properties across the globe, and an increasingly globalized labor
market. Intercontinental Hotels Group recently introduced a new
organization structure to more efficiently use regional and global
resources to drive higher levels of innovation, customer focus, and
revenues.
Diversity means the organization must respond to a workforce that
is heterogeneous sexually, racially, and chronologically; innovation and
conflict/communication issues; and different styles of interaction,
dress, presentation, and physical appearance.
Flexibility in the modern hotel organization means assuring that
systems, processes, and people can respond differently to different situations;
fewer detailed rules and procedures; greater autonomy and
encouragement of initiative; customizing employment relationships to
include telecommuting and job-sharing; and lifetime employability
rather than lifetime employment.
The trend toward flatness in hotel organizations means fewer levels
of management, workers empowered to make decisions, and fewer
differences in responsibility. The organization’s employees need to believe
in a sense of entrepreneurship that reacts proactively to market
diversity. Traditional organizations that follow well-documented rules
must give way to leaders who can balance a sense of discipline with
one of flexibility.
If the customer is king or queen in the 21st century, hotel organizaions
will be best served by focusing less on their hotel assets as
measures of success and more on their customers. This involves a fundamental
shift from viewing the real estate asset as the wealth creator
to seeing the customer as the key to building shareholder wealth. A
customer focus must reflect business decisions at all levels of developing
and operating a hotel organization. Pursuing such a course will inevitably
impact shareholder wealth.
The Japanese concept of zero defects in products and services can
yield tremendous benefits for a hotel business organization. In practical
terms, the hotel industry finds it extremely difficult to meet the
standard of zero defects in service. Hotel services are based primarily
on people, not on computers or other equipment. Twenty years ago,
a business executive did not expect a consistent and predictable level
of service wherever he or she traveled. Today that is the standard, not
the exception, as is the expectation of sophisticated technology in hotel
rooms to support business needs. With customer discrimination so
acute, it is not surprising that brand loyalty is a diminishing commodity
in the hotel industry.
Organizational culture helps in aligning the values and norms of the employees to the values and norms of the organization. The organizational culture of the personnel Ortegas differs from the management. The personnel have erratic work habits; they don’t want to learn new things and they are not interested with the situation of the company. The personnel don’t act professionally instead they engage in childish fights. On the other hand the management has a very professional culture wherein they try to engage with a good relationship with the personnel. Moreover the management tries to determine means and strategies to keep the company growing and surviving in its field.
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