netrashetty
Netra Shetty
Anchor Bay Entertainment is a U.S. based home entertainment and production company and is a division of Starz Media, which is a unit of Starz, LLC. It was previously owned by IDT Entertainment until 2006 when IDT was purchased by Starz Media.[1] Anchor Bay markets and sells feature films, series, television specials and short films to consumers worldwide. In 2004, Anchor Bay agreed to have their movies distributed by 20th Century Fox Home Entertainment.[2]
CEO
Chris Bauer
2
Chairman of the Board
David Omachinski
2
Director
Donald Parker
Director
James Smessaert
Director
Richard Bergstrom
Director
Holly Berkenstadt
Director
Greg Larson
Director
Pat Richter
Director
Donald Kropidlowski
Director
Douglas Timmerman
CFO
Dale Ringgenberg
Sales Lending
DN
Legal
MT
Human Resources
RO
Lending Administration
SG
Residential Lending
DB
Organizational structure addresses the questions of what is the best form of organization and why. Organizational structure and the communication system interact closely with each other to produce employee satisfaction, especially satisfaction with the organization (Dozier, Grunig, JE & Grunig, LA 2002). The organizational structure and organizational culture should work well together. The Organizational structure is something that supposedly would allow the allocation of responsibilities for different functions by individuals in the company, this should organize the company and prevent any clashes between departments over the work at hand but if the culture of the organization is not good the result would be catastrophic. The organizational culture and structure are not working well in Ortegas’ case. Both the organizational culture and structure of Ortega have various goals that tend to contradict one another.
Today’s hotel organization must recognize the need for visionary
leadership. The old command-and-control model of leadership is givc02.
The Hotel Staffing System 47
ing way to a focus on leadership in ideas, information, inspiration, vision,
and teamwork. A failing hotel organization is overmanaged and
underled.
The networked hotel organization can facilitate direct communication
across unit and property boundaries, ignoring the chain of command;
cross-unit team structures; outsourcing and downsizing; strategic alliances
with competitors and others; customization; and decentralization.
Being in the information fast lane is critical. The traditional role
of information technology as a back office support for accounting and
bookkeeping has clearly moved to front and center stage. Information
technology today influences all aspects of business from corporate
strategies to organizational structure. Technology was once viewed as
a way to reduce costs by replacing people. That attitude has been firmly
supplanted by the idea of seeking information technology support for
the creative work all organizations must pursue. Information technology
must enable organizations to react more speedily to market needs
and, of course, produce the fulfillment of customer demands both
quickly and accurately. To do this it must operate on a decentralized
basis. Information technology delivers, but it has to deliver the right
information to the right people at the right time.
THE HOTEL STAFFING SYSTEM
Staffing, which is one of a hotel’s most important management functions,
is an ongoing challenge because of the high rate of employee
and manager turnover. Full-service hotels can experience annual
turnover rates in excess of 100 percent in certain employee classifications.
Some managers consider an annual employee turnover rate of
33 percent low. (In other words, in a single year, one-third of a hotel’s
employees must be replaced.) At this rate, the entire hotel must be
completely restaffed every three years. The higher the turnover rate,
the larger the number of employees who must be replaced. For example,
if a hotel with 450 employees has a 75 percent annual turnover
rate, it will be completely restaffed every 16 months. Staffing is the responsibility
of the human resources department, which is considered
in more detail in chapter 5.
In an attempt to reduce employee turnover, hotel and lodging businesses
are giving increasing attention to job design, seeking to enhance
those job characteristics that give the employee the greatest satisfaction
and motivation. Good job design must take into account the needs
of employees as well as the demands of the job. Well-thought-out job
48 Chapter 2 Organizational Structure
design begins when management conducts a job analysis—that is, a
thorough evaluation of the specific tasks performed for a particular
job and the time required to perform them. Job analysis is an ongoing
process, as many jobs change with improvements in technology
and pressure to improve product quality.
The job analysis is the basis for the job description and job specification.
A job description includes the job title, pay, a brief statement of
duties and procedures, working conditions, and hours. The job specification
is an outline of the qualifications necessary for a particular job.
In response to the limits of specialization, organizations can redesign
jobs to improve coordination, productivity, and product quality
while responding to an employee’s needs for learning, challenge,
variety, increased responsibility, and achievement. Such job redesign
often involves job rotation, the systematic movement of employees
from one job to another; job enlargement, an increase in the number
of tasks an employee will do in the job; job enrichment, the attempt
to give the employee more control over job-related activities; and flextime,
a flexible work schedule that permits employee input in establishing
work schedules. In team-driven job redesign, a concept similar
to job rotation, employees can transfer back and forth among teams
that provide different services or products.
Hotels recruit employees from a variety of sources. Newspapers and
employee referrals are used to recruit nonskilled hourly employees. Supervisory
and management employees generally are recruited through
colleges and universities, promotions from within, professional associations,
and management recruiters. Hotels that take more time in making
their selections are more successful in retaining employees.
Discussions of employee training and development often concentrate
on training techniques without giving a full explanation of what
a hotel is trying to accomplish. As training and development impart
job skills and educate employees, supervisors, and managers, they also
improve current and future employee performance, which affects the
bottom line. Effective training includes problem solving, problem
analysis, quality measurement and feedback, and team building.
Performance evaluation, also called performance appraisal, is the
systematic review of the strengths and weaknesses of an employee’s
performance. The major difficulty in a performance appraisal is quantifying
those strengths and weaknesses. The performance of some jobs
is easy to quantify, while for others it is more difficult. An important
part of the appraisal process is a well-established job description, so
that the employee and the supervisor have similar expectations.
Compensation includes the monetary and nonmonetary rewards
that managers, supervisors, and employees receive for performing their
Career Paths and Opportunities 49
jobs. In order to set compensation levels, the human resources department
must periodically conduct job evaluations, which determine
the value of the job to the hotel. Knowledge of the value of the job to
the organization and of wage rates for each job classification allows
the hotel to establish a fair compensation policy.
CEO
Chris Bauer
2
Chairman of the Board
David Omachinski
2
Director
Donald Parker
Director
James Smessaert
Director
Richard Bergstrom
Director
Holly Berkenstadt
Director
Greg Larson
Director
Pat Richter
Director
Donald Kropidlowski
Director
Douglas Timmerman
CFO
Dale Ringgenberg
Sales Lending
DN
Legal
MT
Human Resources
RO
Lending Administration
SG
Residential Lending
DB
Organizational structure addresses the questions of what is the best form of organization and why. Organizational structure and the communication system interact closely with each other to produce employee satisfaction, especially satisfaction with the organization (Dozier, Grunig, JE & Grunig, LA 2002). The organizational structure and organizational culture should work well together. The Organizational structure is something that supposedly would allow the allocation of responsibilities for different functions by individuals in the company, this should organize the company and prevent any clashes between departments over the work at hand but if the culture of the organization is not good the result would be catastrophic. The organizational culture and structure are not working well in Ortegas’ case. Both the organizational culture and structure of Ortega have various goals that tend to contradict one another.
Today’s hotel organization must recognize the need for visionary
leadership. The old command-and-control model of leadership is givc02.
The Hotel Staffing System 47
ing way to a focus on leadership in ideas, information, inspiration, vision,
and teamwork. A failing hotel organization is overmanaged and
underled.
The networked hotel organization can facilitate direct communication
across unit and property boundaries, ignoring the chain of command;
cross-unit team structures; outsourcing and downsizing; strategic alliances
with competitors and others; customization; and decentralization.
Being in the information fast lane is critical. The traditional role
of information technology as a back office support for accounting and
bookkeeping has clearly moved to front and center stage. Information
technology today influences all aspects of business from corporate
strategies to organizational structure. Technology was once viewed as
a way to reduce costs by replacing people. That attitude has been firmly
supplanted by the idea of seeking information technology support for
the creative work all organizations must pursue. Information technology
must enable organizations to react more speedily to market needs
and, of course, produce the fulfillment of customer demands both
quickly and accurately. To do this it must operate on a decentralized
basis. Information technology delivers, but it has to deliver the right
information to the right people at the right time.
THE HOTEL STAFFING SYSTEM
Staffing, which is one of a hotel’s most important management functions,
is an ongoing challenge because of the high rate of employee
and manager turnover. Full-service hotels can experience annual
turnover rates in excess of 100 percent in certain employee classifications.
Some managers consider an annual employee turnover rate of
33 percent low. (In other words, in a single year, one-third of a hotel’s
employees must be replaced.) At this rate, the entire hotel must be
completely restaffed every three years. The higher the turnover rate,
the larger the number of employees who must be replaced. For example,
if a hotel with 450 employees has a 75 percent annual turnover
rate, it will be completely restaffed every 16 months. Staffing is the responsibility
of the human resources department, which is considered
in more detail in chapter 5.
In an attempt to reduce employee turnover, hotel and lodging businesses
are giving increasing attention to job design, seeking to enhance
those job characteristics that give the employee the greatest satisfaction
and motivation. Good job design must take into account the needs
of employees as well as the demands of the job. Well-thought-out job
48 Chapter 2 Organizational Structure
design begins when management conducts a job analysis—that is, a
thorough evaluation of the specific tasks performed for a particular
job and the time required to perform them. Job analysis is an ongoing
process, as many jobs change with improvements in technology
and pressure to improve product quality.
The job analysis is the basis for the job description and job specification.
A job description includes the job title, pay, a brief statement of
duties and procedures, working conditions, and hours. The job specification
is an outline of the qualifications necessary for a particular job.
In response to the limits of specialization, organizations can redesign
jobs to improve coordination, productivity, and product quality
while responding to an employee’s needs for learning, challenge,
variety, increased responsibility, and achievement. Such job redesign
often involves job rotation, the systematic movement of employees
from one job to another; job enlargement, an increase in the number
of tasks an employee will do in the job; job enrichment, the attempt
to give the employee more control over job-related activities; and flextime,
a flexible work schedule that permits employee input in establishing
work schedules. In team-driven job redesign, a concept similar
to job rotation, employees can transfer back and forth among teams
that provide different services or products.
Hotels recruit employees from a variety of sources. Newspapers and
employee referrals are used to recruit nonskilled hourly employees. Supervisory
and management employees generally are recruited through
colleges and universities, promotions from within, professional associations,
and management recruiters. Hotels that take more time in making
their selections are more successful in retaining employees.
Discussions of employee training and development often concentrate
on training techniques without giving a full explanation of what
a hotel is trying to accomplish. As training and development impart
job skills and educate employees, supervisors, and managers, they also
improve current and future employee performance, which affects the
bottom line. Effective training includes problem solving, problem
analysis, quality measurement and feedback, and team building.
Performance evaluation, also called performance appraisal, is the
systematic review of the strengths and weaknesses of an employee’s
performance. The major difficulty in a performance appraisal is quantifying
those strengths and weaknesses. The performance of some jobs
is easy to quantify, while for others it is more difficult. An important
part of the appraisal process is a well-established job description, so
that the employee and the supervisor have similar expectations.
Compensation includes the monetary and nonmonetary rewards
that managers, supervisors, and employees receive for performing their
Career Paths and Opportunities 49
jobs. In order to set compensation levels, the human resources department
must periodically conduct job evaluations, which determine
the value of the job to the hotel. Knowledge of the value of the job to
the organization and of wage rates for each job classification allows
the hotel to establish a fair compensation policy.
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