Answer the question below:

$-$ Using the OB model analyse the inputs, processes, and outcomes to establish the core issues at the tourism, hospitality or events related organisation. Describe how this analysis can impact organisational effectiveness. Include a graphic within the body of the report, not as an appendix?

$-$ Describe both the individual and group behaviours that are present at the Hotel, in relation to Organisational behavioural theory. Discuss the implications for the Hotel management team?

$-$ Discuss a minimum of three concepts of organisational systems: The Simple Structure, The Bureaucracy", The Boundaryless Organization,. Relate them to the case study, providing examples from the THE industries?

$-$ Recommend strategies that the management team can implement, to increase organisational effectiveness?

$$A renowned luxury hotel chain operates globally, offering high$-$end accommodation, dining, and event facilities. Extensive growth has been achieved through the acquisition of existing hotels within target markets, such as Singapore, Fiji and in Australia including Cairns and Adelaide. The organisation has undertaken a re$-$branding exercise which includes the release of a mission statement. It is $$our mission is to offer the highest levels of quality service with our customers at the centre of our business$.$

This case study will review the organisational culture within the Adelaide property. The organisation has a diverse workforce with employees from various cultural backgrounds and expertise in hospitality, making it imperative to understand the factors affecting individual and group behaviours. Some employees have moved to the newly acquired venues in a new country, to avoid losing their job through redundancy, as there has been a double up in some operational areas.

The FOH team in Adelaide, has a reception manager, two $(2)$ supervisors and a casual pool of wait staff that facilitate the running of the restaurant that services all day dining and the event$/$function offer. Recently there has been some minor conflict between the two $(2)$ supervisors as one of them $($named Raj who is $45$ years of age$)$ is a long$-$term employee that likes to follow the hotels policies and procedures to the letter. Raj re$-$located his family from Fiji to join the Adelaide team. Although there are some cultural differences, the hotel group utilises the same policies and working practices throughout the group. Raj felt he could easily transition his experience and knowledge to the Adelaide site.

The other supervisor $($Michelle$,$ who is $22$ years of age$)$ has been with the team for six $(6)$ months. Michelle has grown up in Adelaide and has travelled with her family interstate but has not travelled overseas. She once stayed in the Cairns Hotel before the acquisition and was very impressed with the service and hotel surroundings. At her new role in Adelaide, she has been changing some of the daily routine procedures, such as morning restaurant set up and the booking procedure. She believes that her ideas for new routines make for a better customer experience, however, there have been some complaints as guests have to adjust to different procedures on different days. Some have not been able to book a table when they wanted, due to a walk$-$in only policy on one day and then bookings$-$only on another. Other complaints include the differing procedures at Breakfast service. For example, having to order juice with their meals, and paying for each glass, rather than helping themselves at a buffet table. This has resulted in some customers asking for refunds.

Raj and Michelle have clashed on the implementation of changes. Raj has approached Michelle to discuss her actions. The result was a heated discussion with Raj, finishing his shift early as he was very upset at the way Michelle spoke to him. Raj likes working as a team with a structured work flow and Michelle feels things should be more spontaneous and doesn$$t really like routine. Both workers are now withdrawn at work and there is an atmosphere within the team. Both would ideally like to not work on the same shift, however, they are still being rostered on together.

The Reception manager is very busy and is aware that there is friction within the team, but does not want to address it right now. Generally, she is not visible in the restaurant or at events, and leaves it up to the supervisors and casual workers. She prefers to communicate with the team via emails and is slow at responding to messages. She does, however, speak directly to Michelle as they went to the same high school and have some mutual friends outside of work. On occasion she has given instructions to Michelle and bypassed the other members of the team, because it is easier to chat in the coffee room, than to have a scheduled meeting with the whole team. Raj has noticed this and feels that his experience and long term commitment to the company are being ignored, thus exacerbating his feelings of being ignored and excluded.