netrashetty
Netra Shetty
Anixter International (NYSE: AXE) is a Fortune 500 (#404 [3], Fortune 2009) company based in Glenview, Illinois, USA and founded in 1957. Anixter is a leading global supplier of communications and security products, electrical and electronic wire and cable, fasteners and other small components. Anixter has physical presence in 52 countries and has more than 5,000,000 square feet (460,000 m2) of warehouse space. The Anixter Aerospace Hardware division focuses on the distribution of military and aerospace hardware.
In 2008, the company had $6.2 billion in revenue with a global presence that includes locations in 271 cities in 52 countries.[4] The company operates with four major divisions:
* Enterprise Cable & Security Solutions
* Electrical and Electronic Wire & Cable
* Fasteners
* Aerospace Hardware
CEO
Robert Eck
5
Chairman of the Board
Samuel Zell
2
Director
Matthew Zell
4
Director
George Munoz
4
Director
Linda Bynoe
3
Director
Stuart Sloan
3
Director
Philip Handy
2
Director
Frederic Brace
Director
Robert Grubbs
2
Director
James Blyth
Director
Melvyn Klein
2
CFO
Dennis Letham
Legal & Secretary
JD
2
Human Resources
Rodney Smith
Internal Audit
NRD
Finance
TD
Control
TF
Tax
PM
Treasurer
RS
Organizing, the process of structuring human and physical resources
in order to accomplish organizational objectives, involves dividing tasks
into jobs, specifying the appropriate department for each job, determining
the optimum number of jobs in each department, and delegating
authority within and among departments. One of the most critical
challenges facing lodging managers today is the development of
a responsive organizational structure that is committed to quality.1
The framework of jobs and departments that make up any organization
must be directed toward achieving the organization’s objectives.
In other words, the structure of a lodging business must be consistent
with its strategy.2
Managers give structure to a hotel and lodging through job specialization,
organization, and establishment of patterns of authority
and span of control.3
JOB SPECIALIZATION
There are as many degrees of job specialization within the lodging industry
as there are types of organizations—and, as you learned in chapter
1, there are many types of organizations. One extreme is the case
of a hotel where the owner/operator is responsible for checking in
the guests, servicing their needs, taking care of the housekeeping for
the guest rooms, maintaining the building and grounds, and checking
out the guests. There is, to be sure, much to recommend this
method of work. It is rewarding to have total control over a project
from beginning to end, and many people find it motivating to see the
results of their efforts. However, as the demand for additional products
or services increases (i.e., if additional rooms are added or another
hotel is purchased), it becomes more and more difficult for an
individual to do his or her job well. One benefit of the increased workload
is increased revenue, which would enable the individual hotel operator
to add housekeeping staff, one or more front desk agents to
check in and check out the additional guests, and engineering and
maintenance personnel to care for the building and grounds.
As a general rule, specialization increases worker productivity and
efficiency. On the other hand, delegating jobs increases the need for
managerial control and coordination. Someone has to make sure that
housekeeping staff come in after the painters have repainted a room
(and that the paint is dry), not before! A crucial element of hotel and
The Organization of a Lodging Establishment 29
lodging management is coordinating the many specialized functions
within hotels so that the organization runs smoothly.
Specialization has its own set of problems; it can result in workers
performing the same tasks over and over again. A point can be reached
where the degree of specialization so narrows a job’s scope that the
worker finds little joy or satisfaction in it. Signs of overspecialization
include workers’ loss of interest, lowered morale, increasing error rate,
and reduction in service and product quality.
One solution to this problem is to modify jobs so that teams can
perform them. Instead of a single guest room attendant being assigned
to a group of rooms, a work team in a hotel housekeeping department
might clean all of the rooms on a particular floor. Some establishments
use teams regularly throughout the organization; others use teams
more selectively. Teams can be directed by a manager or can be selfmanaged.
The idea behind self-managed work teams is for workers to
become their own managers, which increases their self-reliance as well
as develops a talent pool.
In 2008, the company had $6.2 billion in revenue with a global presence that includes locations in 271 cities in 52 countries.[4] The company operates with four major divisions:
* Enterprise Cable & Security Solutions
* Electrical and Electronic Wire & Cable
* Fasteners
* Aerospace Hardware
CEO
Robert Eck
5
Chairman of the Board
Samuel Zell
2
Director
Matthew Zell
4
Director
George Munoz
4
Director
Linda Bynoe
3
Director
Stuart Sloan
3
Director
Philip Handy
2
Director
Frederic Brace
Director
Robert Grubbs
2
Director
James Blyth
Director
Melvyn Klein
2
CFO
Dennis Letham
Legal & Secretary
JD
2
Human Resources
Rodney Smith
Internal Audit
NRD
Finance
TD
Control
TF
Tax
PM
Treasurer
RS
Organizing, the process of structuring human and physical resources
in order to accomplish organizational objectives, involves dividing tasks
into jobs, specifying the appropriate department for each job, determining
the optimum number of jobs in each department, and delegating
authority within and among departments. One of the most critical
challenges facing lodging managers today is the development of
a responsive organizational structure that is committed to quality.1
The framework of jobs and departments that make up any organization
must be directed toward achieving the organization’s objectives.
In other words, the structure of a lodging business must be consistent
with its strategy.2
Managers give structure to a hotel and lodging through job specialization,
organization, and establishment of patterns of authority
and span of control.3
JOB SPECIALIZATION
There are as many degrees of job specialization within the lodging industry
as there are types of organizations—and, as you learned in chapter
1, there are many types of organizations. One extreme is the case
of a hotel where the owner/operator is responsible for checking in
the guests, servicing their needs, taking care of the housekeeping for
the guest rooms, maintaining the building and grounds, and checking
out the guests. There is, to be sure, much to recommend this
method of work. It is rewarding to have total control over a project
from beginning to end, and many people find it motivating to see the
results of their efforts. However, as the demand for additional products
or services increases (i.e., if additional rooms are added or another
hotel is purchased), it becomes more and more difficult for an
individual to do his or her job well. One benefit of the increased workload
is increased revenue, which would enable the individual hotel operator
to add housekeeping staff, one or more front desk agents to
check in and check out the additional guests, and engineering and
maintenance personnel to care for the building and grounds.
As a general rule, specialization increases worker productivity and
efficiency. On the other hand, delegating jobs increases the need for
managerial control and coordination. Someone has to make sure that
housekeeping staff come in after the painters have repainted a room
(and that the paint is dry), not before! A crucial element of hotel and
The Organization of a Lodging Establishment 29
lodging management is coordinating the many specialized functions
within hotels so that the organization runs smoothly.
Specialization has its own set of problems; it can result in workers
performing the same tasks over and over again. A point can be reached
where the degree of specialization so narrows a job’s scope that the
worker finds little joy or satisfaction in it. Signs of overspecialization
include workers’ loss of interest, lowered morale, increasing error rate,
and reduction in service and product quality.
One solution to this problem is to modify jobs so that teams can
perform them. Instead of a single guest room attendant being assigned
to a group of rooms, a work team in a hotel housekeeping department
might clean all of the rooms on a particular floor. Some establishments
use teams regularly throughout the organization; others use teams
more selectively. Teams can be directed by a manager or can be selfmanaged.
The idea behind self-managed work teams is for workers to
become their own managers, which increases their self-reliance as well
as develops a talent pool.
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