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Individual Case ONE Preparation Chart.docx

Individual Case ONE Preparation Chart.docx - CASE ONE...

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CASE ONE PREPARATION CHART Case 8: The Regency Grand Hotel Submitted by: Maria Andrea Gallegos Camargo Student number: 0874041 Organizational Performance Profesor: Fred Ross
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INDIVIDUAL CASE ONE PREPARATION CHART Case Title: Case 8 "The Regency Grand Hotel" Maria Gallegos Camargo Main Characters : Name Position Who : John Becker General Manager Choose One Main Problem (not a symptom of the issue) What : Empowerment (introduction of the practice of empowerment). Why : Because this was a practice successful at the US. John Becker tried to replicate the successes that he had achieved back home, but he never realized that the staff at the hotel were used to do things in a very different way and without the proper feedback and explanation about the new “empowerment” method the hotel employees felt lost and confused. When : This started as soon as the management changed. When John Becker introduced in the hotel empowerment without previous reviews of the current hotel procedures. Is the issue of low or high importance and urgency? Importance: L H Urgency: L H Course Concepts with references: 1. Role perceptions: the degree to which a person understands the job duties assigned to or expected of him or her (McShane, Steen, Tasa, 2015, p.30) Chapter 2. 2. Values congruence: how similar a person’s values hierarchy is to the values hierarchy of the organization, a coworker, or another source of comparison (McShane, Steen, Tasa, 2015, p.41) Chapter 2. 3. Organizational comprehension: how well employees understand the organization, including its strategic direction, social dynamics and physical layout (McShane, Steen, Tasa, 2015, p.97) Chapter 4. 4. Employee Involvement: employee involvement increases affective commitment by strengthening the employee’s psychological ownership and social identity with the Page 1 of 5 I II III IV
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organization (McShane, Steen, Tasa, 2015, p.97) Chapter 4. 5. Strengths-based coaching: a positive organizational behaviours approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct his or her weaknesses (McShane, Steen, Tasa, 2015, p.127) Chapter 5.
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