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A Fresh Start at the Rainbow Golf Resort Objectives At the completion of the case study, students should be able to: 1. Identify operational concems involving property transition. 2. Coordinate departmental employee staffing and training. 3. Restructure the organizational chart. Case Study Narrative The Rainbow Golf Resort had something to celebrate. The 120-unit golf resort consisting of villas and condominiums had recently been "re-branded" from a franchise to an independent property. The new owner, Ken Okura, was reviewing the present organizational structure of the Rainbow along with the files of key per- sonnel presently running the operation. During the transition period Ken had recruited his own team including a Vice-president of Operations, Director of Sales and Marketing and Director of Food and Beverage to restructure the organization; however, he still had a few key areas to fill in. In the past, each member of the resort's management team had staked out his or her own turf with little internal communication. As a case in point, Ken often noticed Shirley, the accountant, reg- ularly directing the front desk on policies and procedures. All this happened under the watch of Jeremy, the resort's Rooms Division Manager, who didn't seem to take notice of such actions. Ken thought that this overlap of authority surely must confuse the front desk staff. The transition period had provided Ken with a window of opportunity to evaluate the line and supervisory staff. Ken had retained Ted Barrow, a human 87 100ASSAT 88 Cases in Resort and Club Management resources consultant; his report's findings were quite a surprise to Ken. Ted's report began with the following staff concerns: The management does not work together. There is no teamwork, only flex- o ing" for power. Managers are out to protect their turf . This attitude pervades the resort There is no apparent overall direction for the resort. If there is, it is not being communicated throughout the organization. There is no general manager or controller on site. The feeling is that if these people were around, conflict among the department heads could be avoided. There is insufficient training. Employees are thrown into their jobs without being ready to perform them properly. They should have proper preparation before they have to deal with guests. Some departments (front desk in particular) are terribly understaffed. This causes service problems as well as high staff turnover. The staff morale is low. Employees work in separate departments and get in a rut. There is no overall team spirit. It's more like every man for himself. There is little or no, awareness of how other departments operate. This knowledge is necessary to help us understand how we impact each other. Many people are currently unhappy. The labor pool is small, and if they leave it will be tough to replace them. Management should work to keep the staff happy. There seems to be a consensus that staff members want to be able to provide good service, but too many constraints are placed on them to be able to do so. It is difficult to know who to go to if someone has a problem with his or her 82 There should be someone designated as the resort manager so that manager: CRO employees have someone to communicate with should the need to do so arise. caught in a custom . . SUO 10 Ken assembled his new team to map out strategies to address the operational chal- KUBE.COM lenges and employee concerns. 2018! Questions hus C ... 1. Identify and describe four short-term operational strategies Ken should implement immediately at the Rainbow Golf Resort. 2.: What human resources and training initiatives should Ken implement at the Rainbow Golf Resort? 3. Which form of top-down communication would be most suitable for the Rainbow Golf Resort to achieve its objectives? 4. Identify some orientation techniques Ken and his team could implement to introduce the employees to the new ownership of the Rainbow Golf Resort