MGMT 591 Term Paper.pdf - Process Improvement What needs to...

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Process Improvement: What needs to be fixed, and what is working Stephen L. Ezelle 304 Franklin St, Hot Springs Arkansas 501-276-9444 [email protected] MGMT 591: Leadership and Organizational Behavior August 23, 2013 Professor Michael Carr
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I Process Improvement: What needs to be fixed, and what is working Introduction Candlewood Suites, is a nationwide chain of franchise hotel operations, governed by its company InterContinental Hotel Group (IHG), publicly traded and internationally known throughout the hospitality industry and has global markets is headquartered in Atlanta, Georgia. Candlewood Suites which I was formerly employed, is situated in a small, attractive resort city of Arkansas known as Hot Springs. The city is known for its thermal waters from the mountains where bathhouses were built and have become a national treasure under the ownership of the U.S. Department of Interior and it is known from is historical gangster style past. As Executive Director of Human Resources, my employment included establish policy and directives, employee relations, employee reviews, employee conflict resolutions, and assist operations with senior level management in the hiring of experienced staff. Problem Statement The primary issue is management engaging the use of bully style technics coupled with micro- management tasks which were driven irresponsibly. The actions resulted which contribute to the detriment the employee morale and high employee turnover. The primary concern is, how does one challenge an entrenched management to create a positive environment to a means that is or will be conducive to all. Analysis For a business model to work it must have installed a powerful yet engaging plan and that is "total quality management", or TQM. The leadership must be very clear in its mission to achieve TQM. "Total Quality Management (TQM) today is a potent amalgam of many highly effective technical as well as behavioral improvement strategies and techniques. As such, it has evolved into one of the most powerful opportunities for effective planned change ever to take root in organizations". Myers, (1993). Many programs may have this form of management. Unfortunately it will not produce as anticipated the way one would want. As stated by Capezo (1995), "Developing a plan for sustained commitment is critical to the success of TQM". However, once TQM becomes 2
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I Process Improvement: What needs to be fixed, and what is working functional the organization is able to take on the essential management style mentioned in an earlier statement, i.e. bully style, micromanagement, etc. As indicated, management has elements of bully style approaches, micro-management, coupled with low employee morale, and high employee turnover are reference points to process improvement. Bully management style approach even though appears as being broad, may conveniently meshed into micro-management. By lay definition, micro-management would be viewed as one who delegates to individuals and yet does not want to release that person to allow the process to take place. Instead, the bully style management is readily identified by engaging
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