netrashetty
Netra Shetty
AND1 is an athletic shoe company specializing in basketball shoes and apparel. Founded in 1993, the company's headquarters were located in Paoli, Pennsylvania before being relocated to Aliso Viejo, California
3
Director
Hisashi Takata
4
Director
Kazuo Togashi
2
Director
Martin Brodigan
2
COO
Jeffrey Hickling
2
CFO
Henry Miller
2
CIO
TR
2
Legal
MH
2
Human Resource
DV
6
Strategy & Communication
Daniel Murphy
2
IKON Europe
David Mills
Control
KW
The organizational structure wants to promote unity but the culture states otherwise. The organizational structure doesn’t match the culture and it leads to disorganization and unfinished goals. An organization may have organized well the tasks and responsibilities for each personnel but if these personnel have cultures that are hampering the performance of their duties the performance of the company becomes affected as a whole. There should only be one dominant organizational culture for Ortegas, having more than one culture can lead to arguments and fights even if there is already a strong structure. Once the structure and culture of the organization works well together the result would be lesser delays in producing products and a better performance for the firm.
C. Factors that influence individual behavior at work
The personnel of this generation are more peculiar on opportunities rather than loyalty. The employees of this generation have undergone significant changes in the way they think. They cannot be taken for granted because they make sure that every aspect of the company works fairly well in their favor. This causes dissension between the company and the employees and it causes the company to deliver products that clients don’t want to have. The behavior of people in Ortegas depends on different factors. These factors can be environmental, physical, emotional or psychological. One factor that affects the behavior of people in Ortegas is the environment. Most personnel in Ortegas are uncooperative and it reflects well on their unwillingness to learn new business skills. Their uncooperativeness is imitated by other members of the organization. Another factor that affects the behavior of personnel in Ortegas is the physical aspect. The personnel don’t believe that they have the physical prowess and manpower to create other things aside from dolls. A factor that affects the behavior of the personnel in Ortegas is the emotional aspect. The personnel have emotional issues such as insecurities; this causes the arguments among themselves. Lastly a factor that affects the behavior of the personnel in Ortegas is the psychological aspect. The combination of emotional and environmental issues leads to psychological issues. The personnel’s emotional and environmental problems cause them to have low esteem and this is a psychological problem that should be solved or else it will create more problems for the management of Ortegas.
Question 2
A. Leadership styles and the effectiveness of this approaches
Leadership styles by contrast can be categorized according to the actual behavior of leaders faced by particular situations (Haus, Heinelt & Stewart 2004). There are different leadership styles and it includes the bureaucratic leader, the charismatic leader, the democratic leader, the autocratic leader, the laissez faire leader, the servant leader, the transaction leader, the transformation leader and the environment leader. The management of Ortegas has the qualities of both the democratic, transformation and environment styles. The democratic leader listens to the personnel’s ideas and opinions and he uses the ideas to make decisions regarding the performance of the firm. The management of Ortegas makes sure that they are open to suggestions coming from the personnel; they try to encourage the personnel to share any strategies that would help them achieve their goals. The management of Ortegas makes sure that the ideas of the personnel are always heard and noted. The transformation leader makes sure that he/she motivates well the personnel so that they will be an effective and efficient member of the organization. The management of Ortegas tries its best to motivate the personnel in all possible means. The environment leader makes of environmental issues and instances to change the perception and actions of the personnel. The management of Ortegas tries to make use of the environmental issues to create change within the personnel. This change will be helpful in achieving the goals of the company. Each leadership style has varied affects on the personnel of Ortegas and its effectiveness depends on the current situation of the firm.
B. Organizational theory
Theories are abstract, intellectual constructs that explain and predict phenomena in the real world. Organizational theory comprises a set of propositions that attempt to explain or predict how groups and individuals behave in different organizational structures and circumstances; it is concerned with the ways in which people form social units to achieve organizational and personal goals (Fine 1995). Organizational theory is important for Ortegas and its principles of organizing and management. Organizational theory strengthens Ortegas’ principles of organizing and management. The theory is used by Ortegas as a basis for the management strategies they will use. Organizational theory gives Ortegas additional considerations on what stand they will take on various managing issues. Organizational theory is used to study Ortegas from multiple viewpoints, methods, and levels of analysis. The viewpoints, methods and levels of analysis can be internal or external ones. The organizational theory makes use of various techniques to fully grasp details about Ortegas and determine how it is managed and organized in accordance to its goals.
The four basic components of organizational structure include job specialization,
departmentalization, patterns of authority, and span of control.
Job specialization includes increased worker productivity and efficiency,
but it increases the need for managerial control and
coordination. Work teams can be used to alleviate the routine caused
by job specialization. A similar concept, the quality circle, can also enhance
employee productivity.
The departments of a full-service hotel and lodging establishment
include rooms, food and beverage, marketing and sales, human resources,
and accounting. These departments report directly to the
general manager or to a resident manager who is responsible to the
general manager. In smaller hotel or lodging businesses, the audit,
front desk, housekeeping, maintenance, and sales departments all
might report directly to the general manager.
While patterns of authority remain centralized in many hotel or lodging
businesses, increasingly employees have become empowered to make
decisions that typically have been made by managers. Decentralization is
the distribution of authority throughout an organization. Centralization
is the retention of decision-making authority by a high-level manager.
Span of control refers to the number of people who report to one
manager or supervisor. In a narrow span of control, fewer subordinates
Review Questions 51
report to each supervisor, resulting in a tall organization. In a wide
span of control, a larger number of subordinates report to each supervisor,
resulting in a flat organization.
The level of coordination and communication between departments
can be increased by the activities of committees. The executive
operating committee includes the general manager and designated department
heads. Other committees include operations, staff, sales forecasting
and marketing, departmental, subdepartmental, credit, safety,
and energy conservation. Larger organizations conduct an annual
meeting for all employees of the organization, to discuss company performance
and to distribute awards.
Staffing is an ongoing challenge in the hotel and lodging industry
because of the high percentage of employee turnover. Successful staffing
depends on providing adequate job descriptions, including job specifications,
as well as realizing that job descriptions must be flexible. In some
cases, it becomes necessary to redesign jobs; this can involve job rotation,
job enlargement, job enrichment, and flextime. Employees must
be properly trained; effective training includes problem solving, problem
analysis, quality measurement, feedback, and team building.
Successful managers enjoy certain common characteristics including
providing clear direction, feedback, and recognition; encouraging
open communication and innovation; and establishing ongoing controls.
The management of a hotel or a lodging business falls into one
of three categories: first-line, middle, or top.
3
Director
Hisashi Takata
4
Director
Kazuo Togashi
2
Director
Martin Brodigan
2
COO
Jeffrey Hickling
2
CFO
Henry Miller
2
CIO
TR
2
Legal
MH
2
Human Resource
DV
6
Strategy & Communication
Daniel Murphy
2
IKON Europe
David Mills
Control
KW
The organizational structure wants to promote unity but the culture states otherwise. The organizational structure doesn’t match the culture and it leads to disorganization and unfinished goals. An organization may have organized well the tasks and responsibilities for each personnel but if these personnel have cultures that are hampering the performance of their duties the performance of the company becomes affected as a whole. There should only be one dominant organizational culture for Ortegas, having more than one culture can lead to arguments and fights even if there is already a strong structure. Once the structure and culture of the organization works well together the result would be lesser delays in producing products and a better performance for the firm.
C. Factors that influence individual behavior at work
The personnel of this generation are more peculiar on opportunities rather than loyalty. The employees of this generation have undergone significant changes in the way they think. They cannot be taken for granted because they make sure that every aspect of the company works fairly well in their favor. This causes dissension between the company and the employees and it causes the company to deliver products that clients don’t want to have. The behavior of people in Ortegas depends on different factors. These factors can be environmental, physical, emotional or psychological. One factor that affects the behavior of people in Ortegas is the environment. Most personnel in Ortegas are uncooperative and it reflects well on their unwillingness to learn new business skills. Their uncooperativeness is imitated by other members of the organization. Another factor that affects the behavior of personnel in Ortegas is the physical aspect. The personnel don’t believe that they have the physical prowess and manpower to create other things aside from dolls. A factor that affects the behavior of the personnel in Ortegas is the emotional aspect. The personnel have emotional issues such as insecurities; this causes the arguments among themselves. Lastly a factor that affects the behavior of the personnel in Ortegas is the psychological aspect. The combination of emotional and environmental issues leads to psychological issues. The personnel’s emotional and environmental problems cause them to have low esteem and this is a psychological problem that should be solved or else it will create more problems for the management of Ortegas.
Question 2
A. Leadership styles and the effectiveness of this approaches
Leadership styles by contrast can be categorized according to the actual behavior of leaders faced by particular situations (Haus, Heinelt & Stewart 2004). There are different leadership styles and it includes the bureaucratic leader, the charismatic leader, the democratic leader, the autocratic leader, the laissez faire leader, the servant leader, the transaction leader, the transformation leader and the environment leader. The management of Ortegas has the qualities of both the democratic, transformation and environment styles. The democratic leader listens to the personnel’s ideas and opinions and he uses the ideas to make decisions regarding the performance of the firm. The management of Ortegas makes sure that they are open to suggestions coming from the personnel; they try to encourage the personnel to share any strategies that would help them achieve their goals. The management of Ortegas makes sure that the ideas of the personnel are always heard and noted. The transformation leader makes sure that he/she motivates well the personnel so that they will be an effective and efficient member of the organization. The management of Ortegas tries its best to motivate the personnel in all possible means. The environment leader makes of environmental issues and instances to change the perception and actions of the personnel. The management of Ortegas tries to make use of the environmental issues to create change within the personnel. This change will be helpful in achieving the goals of the company. Each leadership style has varied affects on the personnel of Ortegas and its effectiveness depends on the current situation of the firm.
B. Organizational theory
Theories are abstract, intellectual constructs that explain and predict phenomena in the real world. Organizational theory comprises a set of propositions that attempt to explain or predict how groups and individuals behave in different organizational structures and circumstances; it is concerned with the ways in which people form social units to achieve organizational and personal goals (Fine 1995). Organizational theory is important for Ortegas and its principles of organizing and management. Organizational theory strengthens Ortegas’ principles of organizing and management. The theory is used by Ortegas as a basis for the management strategies they will use. Organizational theory gives Ortegas additional considerations on what stand they will take on various managing issues. Organizational theory is used to study Ortegas from multiple viewpoints, methods, and levels of analysis. The viewpoints, methods and levels of analysis can be internal or external ones. The organizational theory makes use of various techniques to fully grasp details about Ortegas and determine how it is managed and organized in accordance to its goals.
The four basic components of organizational structure include job specialization,
departmentalization, patterns of authority, and span of control.
Job specialization includes increased worker productivity and efficiency,
but it increases the need for managerial control and
coordination. Work teams can be used to alleviate the routine caused
by job specialization. A similar concept, the quality circle, can also enhance
employee productivity.
The departments of a full-service hotel and lodging establishment
include rooms, food and beverage, marketing and sales, human resources,
and accounting. These departments report directly to the
general manager or to a resident manager who is responsible to the
general manager. In smaller hotel or lodging businesses, the audit,
front desk, housekeeping, maintenance, and sales departments all
might report directly to the general manager.
While patterns of authority remain centralized in many hotel or lodging
businesses, increasingly employees have become empowered to make
decisions that typically have been made by managers. Decentralization is
the distribution of authority throughout an organization. Centralization
is the retention of decision-making authority by a high-level manager.
Span of control refers to the number of people who report to one
manager or supervisor. In a narrow span of control, fewer subordinates
Review Questions 51
report to each supervisor, resulting in a tall organization. In a wide
span of control, a larger number of subordinates report to each supervisor,
resulting in a flat organization.
The level of coordination and communication between departments
can be increased by the activities of committees. The executive
operating committee includes the general manager and designated department
heads. Other committees include operations, staff, sales forecasting
and marketing, departmental, subdepartmental, credit, safety,
and energy conservation. Larger organizations conduct an annual
meeting for all employees of the organization, to discuss company performance
and to distribute awards.
Staffing is an ongoing challenge in the hotel and lodging industry
because of the high percentage of employee turnover. Successful staffing
depends on providing adequate job descriptions, including job specifications,
as well as realizing that job descriptions must be flexible. In some
cases, it becomes necessary to redesign jobs; this can involve job rotation,
job enlargement, job enrichment, and flextime. Employees must
be properly trained; effective training includes problem solving, problem
analysis, quality measurement, feedback, and team building.
Successful managers enjoy certain common characteristics including
providing clear direction, feedback, and recognition; encouraging
open communication and innovation; and establishing ongoing controls.
The management of a hotel or a lodging business falls into one
of three categories: first-line, middle, or top.
Last edited: