Please answer the question, based on the case below

Question

1. Demonstrate the knowledge of the course objectives and material.

2. Apply at least 6 -8 course concepts, theories, models etc, must be explain in Introduction, Recommendation & Summary/Conclusion

3. They must be cited with page numbers. These must be aligned with the case study.

4. References should also be added.

Case Synopsis

The Golden Gate Travel House was one of the Middle Easts most prestigious travel agencies and was recently sold to a large European Travel chain. The company has 850 employees located in 50 different countries worldwide. The majority are in Asia, Europe and the Middle East. However, they also have a few employees in Canada, Australia, and the United States.

The Director, Julia Donner, is from Canada and has 10 years of management experience in the industry.

Julia applied empowerment, and employees have always followed managements instructions. She told the supervisors to allow employees to use their initiative and to coach and assist rather than provide direct orders.

The first thing Julia did when she took over the new role was to reduce the number of bureaucratic rules. This upset those who previously had decision-making power. She spent time encouraging empowerment among employees, although they still had trouble knowing the limits of their autonomy.

Supervisors would reverse employee decisions by stating that they were major issues requiring management approval. Eventually, many employees reverted back to relying on their superiors for decision-making. Maybe because of fear or any other reason.

Rather than improve customer service, the business performance deteriorated. Absenteeism and turnover of staff increased. Employees complained they were stressed, confused, and discriminated against if they did not follow some supervisor's old-fashioned methods.