Executive_Summary - Table 1 Results of Management Styles in...

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Table 1. Results of Management Styles in Hong Kong, China Name of Restaurant Research Results Question  # Felix, Peninsula Hotel Man Ho Restaurant, Marriott Hotel Jumbo Floating Restaurant 1. - Daily extensive briefing:  combination of daily briefing,  departmental training, and staff  meeting -Monthly staff meeting - Daily 15-min briefings - Monthly associates meeting - Recognize efforts of reward  deserving members - Daily 10-min briefings - Pinpoint concerns to  employees and reward those  who performed well at briefings - Monthly associates meeting  Chinese Managers hold meetings to  show that employees are involved  in decision-making, though, in  reality, subordinates have little  influence in final decision (Wang). 2. - Casual one-to-one meeting to  assess if there is a specific reason  for drop of motivation - Agree with employee on a  solution and time frame to solve  problem - Closely monitor employee until  expectations are met -3 Step Process : 1. Coaching: resolve issues by  finding the root of the problem 2. Counseling: redirect best  efforts of associate by showing  alternative methods of handling  sensitive issues in a more  proactive way 3. Re-training: might need to  consistently address an issue to  associate - Openly state employees’  weaknesses and tell them how  to improve - No distinct rules or steps Due to importance of respect for  authority in the Chinese culture,  subordinates would give face to  superiors by agreeing with  superior’s idea under any  circumstances (Crookes). 3. - One day orientation for new  employees to familiarize the hotel  environment and procedures -New employee is assigned to one  specific senior colleague to have  a direct contact within the team  and to introduce new duties - 90-hour orientation program  to know more about the  restaurant - “Buddy System”– new  associate partnered with an  experienced associate - Employees are trained to do  their daily jobs as they work - No training  programs/internships 4. - Monthly one-hour meeting to  fill out performance appraisal  with employees - Discuss past performance and  set new goals - Yearly party for staff and  spouses - Yearly performance appraisal  forms - Associate of the Month - Monthly recognition gathering - No performance appraisals - Monthly Outstanding  Performance Employee Award   Chinese describe performance in  terms of loyalty and obedience  rather than the employee’s  outcomes.  Thus, even though  appraisals are used, they may not  fully portray employee’s  productivity (Hempel).
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  • Spring '06
  • Management, employees Associate

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