INTRODUCTION TO MANAGEMENT Best Solution for
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TABLE OF CONTENTS INTRODUCTION .........................................................................................................................3 Negative work culture in Imperial hotel .....................................................................3 High levels of sick leave ...................................................................................................4 Poor attendance .................................................................................................................. 5 Solutions for the problem................................................................................................. 6 CONCLUSION ............................................................................................................................. 7 REFERENCES...............................................................................................................................8
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INTRODUCTION Work culture is sum of beliefs, thoughts, attitudes of workforce towards and during work procedures. It is that organisational element which decides and determines the manner in which staff communicates with each other and the way an organisation functions. Culture of a company has a significant impact on the ethical behaviour of workforce (French and Holden, 2012). If the organisational culture of a company is positive, it inspires staff to behave in a responsible and ethical manner. This type of culture lead to happy workplace, collaborative teams and empowerment of employees (Chhokar Brodbeck and House, 2013). The present report is prepared to highlight the negative culture in context of Imperial Hotel in London. The reasons of this type of culture is discussed in the report along with some solutions. Negative work culture in Imperial hotel Negative organisational culture in Imperial hotel encourages unethical behaviour which causes several problems. If managers are unethical employees also try to imitate their behaviour. For instance, when managers of cited hotel takes credit for subordinates performance, other employees may begin to emulate this kind of behaviour. Honest workers can start to prevent themselves by hiding their work from their peers and superiors (Bock and et. al., 2012). This will result in lack of team spirit and collaboration which will restrict the potential of the quoted hotel. Lack of corporate culture in chosen hotel will lead to foster unethical behaviour. If some quick action for this problem is not taken, then this will spread like an infectious disease in the entire hotel (Welford, 2016). The management of cited hotel should understand its responsibility regarding maintaining order in the organisation by making discipline in the employees who are behaving in an unethical manner. There are some salient features of negative culture which are described below:
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This type of culture is highly formal. It happens when each perspective of work is define and prescribed highly. High rates of employee turnover is also one aspect of negative work culture. It occurs when employees leave their jobs because they are not satisfied with their jobs. Resistance to change is also one feature which promotes negative work culture in the mentioned hotel (Popovič and et. al., 2012). Rigorous rules and stiff policies and procedures also lead to negative organisational culture. The key elements of negative work culture in Imperial hotel are elaborated here: Poor communication: The chosen hotel has to assure that leaders at all hierarchical levels communicate values, norms, objective, vision and key modifications in an effective manner and on a regular basis to make the employees fully understand the procedures which are taking place in the hotel (Ruiz-Palomino and Martínez-Cañas, 2014). Emphasis on profits: If the hotel pay more attention on profit figure rather than human resources, this encourages unethical behaviour in staff. They develop a belief or feeling that if organisation is not concerned about their development and career growth, then why should they behave in an unethical manner. They prefer immoral ways and measures to achieve success (Alvesson, 2012). Toxic workforce: Lot of competitiveness and toxic work atmosphere results in reduced knowledge sharing, growth in politics and shift of devastating norms. Workers who are exposed to a toxic employee are more promising to be thrown out for unethical behaviour. This results in a spread of toxic behaviours in the entire team. This usually happens when a person is having a position of authority.
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Performance management: Performance management system of chosen hotel can also be held liable for negative impact on the culture. When employees are given ranks against each other, the performance management system produces a fright of non-accomplishment (Hilman and Siam, 2014). High levels of sick leave The Imperial hotel of London is facing problem of negative culture due to the reason employees are taking sick leaves in high number. Sick leave for employees, whether it is taken for legal or not-so-legal ground is a major problem in chosen hotel. It costs a heavy amount of loss to the hotel (Huijs and et. al., 2012). If there are a few sick leaves in a year then it may not seem to be a very big matter for an individual employees, but if they are combined they have a significant influence on the bottom line of business. These kind of leave leads to delays in work and stress for other employees also, as they have to make up for the productivity which is lost which in turn leads to negative culture in the hotel. Other employees may also require to do overtime to make up for the time which is lost, this adds to extra time bills (Dørheim Bjorvatn and Eberhard‐Gran, 2013). On the contrary, some of employees do not get a sick pay. If they are given pay just for their working hours, they develop a feeling that they are not able to afford to stay in their house when they fall ill. But if they attend the office, they may spread their sickness to their colleagues. This leads to a more worse situation in the chosen hotel (Merrill and et. al., 2012). Sick pay polices are usually designed for giving fair and just treatment to every employee and discourage maltreatment, but most of the workforce in the cited hotel does not take use of it in a proper manner (King and et. al., 2012). This happens due to several reasons: Real physical or mental sickness Unhealthy lifestyle
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Requisite of caring for family Individualised emotional problems. Issues at the workplace which leads to avoidance or stress associated sickness (Nielsen and et. al., 2012) Inadequate understanding and knowledge of sick leave policies. Lower job contentment and low involvement mostly results in lower level of control on work or decision-making (Bierla Huver and Richard, 2013). Insufficient appreciation which gives obligation and rewards both. There are many ways to view the sick leave problem in the quoted hotel. To find out a standard solution which works in all kind of situation is not practical as each case has its own individual nature (Consiglio and et. al., 2013). Therefore, the chosen hotel should begin by doing an investigation into the causes of high number of sick leave. This will be helpful in designing the interventions which will probably be a success. Poor attendance Employees who develop a habit of being absent in the workplace are a burden on the Imperial Hotel. They are also a fiscal burden on the hotel as there is a drop in productivity, cost of hiring temporary substitution and additional work given to other employees impacts their morale. If the chosen hotel understand how employees who are having a bad attendance influences the workplace, it will encourage to design and implement strict guidelines (Branham, 2012). The organisational culture which has high rate of labour turnover leads itself to short term relationships, not only with superiors and management, but also with peers (Mayhew, 2017). If employees in chosen hotel does not gives much time on their jobs, then there
is
absence
of
congenial
relationships
and
friendships
in
the
organisation. As a consequence, phenomenon of high absenteeism will result in making teamwork infeasible. Also, the management will avoid to make
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investment in time and resources for training and development of staff as it will only add in the already high cost of substitute employees (Cocker and et. al., 2013). The poor attendance of employees in quoted hotel will make impact on the organisation in terms of: Resentment: If an employee is not present on a regular basis, other employees still have to do their jobs. This leads to bitterness for that absent employee who is working as his replacement. They get irritated and enraged when they have to perform in their own job and somebody else also (Mowday and et. al., 2013). This in turn results in lower morale. Poor performance: When an employees is regularly absent on his job, he is not aware of the changes which takes place in the hotel. When he or she gets back to work, their performance is affected as they are not aware of the modifications. Other people have to help them to give the updates which in turn causes more delays (Gangai16, 2014). Reduced productivity and quality: If the employees who is absent form many days and is critical for the organisation, the work is to be rearranged. This gives impact on overall productivity of employees. When there are less people to perform the jobs, someone is definitely going to suffer (Kocakulah and et. al., 2016). Conflicts: When employees who do the job of absent employees for a long time, frustration begins to develop. With the passage of time, this frustration lead to open conflicts and disputes amid staff members. The stress which is created by unfinished confrontation can lead to uneasy work atmosphere, steady productivity and high labour turnover (Rathod and Reddy, 2012). Solutions for the problem 1. Smooth, clear-cut, efficacious and efficient channels of communication should be made between structures and staff.
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2. Developing openness, honesty, trust, accountability and confidence for assuring higher contentment among workforce. 3. Enhancement of individual responsibilities should be done (Cucchiella Gastaldi and Ranieri, 2014). 4. New, out-of-box, creative and innovative ideas should be encouraged in the hotel via intentional policies and plans. 5. To improve this type of situation, chosen hotel can take use of some management principles along with the below provided guidelines 6. Hotel can provide rewards to those employee who have zero absenteeism per month. This will be a
motivating factor for the
workforce and the attendance can be increased. 7. A comprehensive sick leave policy should be designed by quoted hotel. This policy should also be monitored for whole staff (Tenhiälä and et. al., 2013). 8. Offer training to managers and superiors so that they are able to handle the employees who are engaging more in unexplained sick leave in an perceptive and effectual manner.
CONCLUSION From the present report it is concluded that problem of negative culture
in
Imperial
hotel
makes
a
significant
impact
on
the
productivity,morale, performance of employees. It is determined that this problem has arose in the chosen hotel along with the issues of high level of sick leaves and poor attendance. With the above report it is ascertained that these problems are making a broad influence on the career growth and development of staff and organisational culture of cited hotel. Furthermore, some effective solutions to solve the problem of negative culture are also advised in the report which will be beneficial for the hotel.
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REFERENCES Books and Journals ● Alvesson, M., 2012. Understanding organizational culture. Sage. ● Bierla, I., Huver, B. and Richard, S., 2013. New evidence on absenteeism and
presenteeism.
The
International
Journal
of
Human
Resource
Management, 24(7).pp.1536-1550. ● Bock and et. al., 2012. The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management
Studies, 49(2). pp.279-305. ● Branham, L., 2012. The 7 hidden reasons employees leave: How to
recognize the subtle signs and act before it's too late. AMACOM Div American Mgmt Assn. ● Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and
leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge. ● Cocker and et. al., 2013. Psychological distress, related work attendance, and productivity loss in small-to-medium enterprise owner/managers.
International journal of environmental research and public health, 10(10).pp.5062-5082. ● Consiglio and et. al., 2013. Does self-efficacy matter for burnout and sickness absenteeism? The mediating role of demands and resources at the individual and team levels. Work & Stress, 27(1).pp.22-42. ● Cucchiella, F., Gastaldi, M. and Ranieri, L., 2014. Managing absenteeism in the workplace: the case of an Italian multiutility company. Procedia-
Social and Behavioral Sciences, 150.pp.1157-1166. ● Dørheim, S.K., Bjorvatn, B. and Eberhard‐Gran, M., 2013. Sick leave during pregnancy: a longitudinal study of rates and risk factors in a Norwegian population. BJOG: An International Journal of Obstetrics &
Gynaecology, 120(5).pp.521-530. Best Solution for
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