Exploring Effective Teamwork in the Real World

Exploring Effective Teamwork in the Real World

W Hotel Times Square Managing Creative Projects & Teams Parsons the New School for Design

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Final Project Fall 2013

Annabelle Bertschinger Georgina Cantwell Anne Chen

Ji Woo Koh Isadora Sales Wenda Lewis Teh

Exploring Effective Teamwork in the Real World W Hotel Times Square

Managing Creative Projects & Teams Parsons the New School for Design Spring 2014

Final Report: Revised, Updated, & Compiled by Anne Chen

Summary

of Team Documents Planning & Brainstorming Statement of Work (Version 3) Team Operating Agreement (Revised) Work Breakdown Structure (Revised)

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Planning & Brainstormig

Managing Creative Projects

Planning & Brainstorming

Observing, Analayzing, and Documenting a Working Team in NYC

Group 2

Annabelle Bertschinger Georgina Cantwell Anne Chen Ji Woo Koh Isadora Sales Wenda Lewis Teh

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Planning & Brainstorming

Managing Creative Projects

Planning & Brainstorming

Observing, Analayzing, and Documenting a Working Team in NYC

Group 2

Annabelle Bertschinger Georgina Cantwell Anne Chen Ji Woo Koh Isadora Sales Wenda Lewis Teh

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Planning & Brainstorming

“Thus the man who is responsive to artistic stimuli reacts to the reality of dreams as does the philosopher to the reality of existence; he observes closely, and he enjoys his observation: for it is out of these images that he interprets life, out of these processes that he trains himself for life.�

-Friedrich Nietzsche, Twilight of the Idols/The Anti-Christ

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Planning & Brainstorming

Introduction and Group Overview After Isadora contacted the group to begin working on the assignment, Anne was determined to be the group leader this week. She compiled a comprehensive Google Doc, expanding on the assignment and providing a space for ongoing communication. She then opened the floor for initial brainstorming, asking each member to contribute some suggestions of possible sites to explore.

Anne offered the idea of a fashion-related retailer, such as a department store or consignment store, as well as an orchestra or airport. Isadora listed a fire station, while Annabelle suggested a restaurant or coffee chain, such as McDonalds or Starbucks. Georgina offered the idea of a bar, reflecting on the possible dynamics to be observed between bar backs, managers, door girls, etc.

Wenda insightfully suggested we diversify our options, introducing hotels, libraries, museums, and hospitals as other avenues to pursue into our brainstorming conversation. Ji reflected on the hectic nature of the kitchen environment, sharing her friend’s experiences as a sous chef to support her idea of observing a restaurant.

After each member commented on everyone else’s list of possible sites to explore, three categories of locations were determined: (1) a consignment/thrift store; (2) a coffee spot; and (3) a hotel. Anne then broke the team into three “mini-groups”, with each group’s two members responsible for (a) determining a specific location within their assigned category to visit; (b) fulfilling the research requirements for their location; and (c) collaborating with each other, as well as with the rest of the team. Anne and Ji took on the thrift store, while Georgina and Isadora researched a cafe.

This left Annabelle and Wenda to handle a hotel.

Anne drafted a schedule for the team, leaving Sunday open to compile each mini-groups’ work into an encompassing Group 2 document. Their results follow.

The Three Potential Sites

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Planning & Brainstorming

W Hotel Times Square W Hotel Times Square 567 Broadway, New York, NY 10036 (212) 930-7400

Contact: Spencer Howard, Concierge (212) 930-7434 spencer.howard@whotels.com

01. Brief Description The W Hotel located in Times Square is a modern, mid-priced hotel. It is part of the Starwood Hotel Group, which owns several hotel brands all over the world, including the Westin and Sheraton Group.

W Times Square has 500 accommodations in several price categories, including suites. A gym, 24-hour concierge service, and two restaurants are among the many features W Hotel offers to its guests.

04. Images

02. Observational Opportunity We thought a hotel would be an interesting observation site, as within a hotel there are big teams working together, making sure each guest has an impeccable experience. There are three different facets that we can consider when observing the W Hotel: how different departments work with each other, how employees in the same department work with each other and how employees work with guests.

Close Collaboration Among Departments The team needs to be perfect in timing and collaboration. For example, the concierge has to work closely with the restaurant in order to ensure all reservations are right. The front desk and the porter need to make sure every guest gets the right piece of luggage to their room. There are many different departments in a hotel – cleaning, food, concierge, etc. It would be interesting if we could observe how the different teams work with each other.

Teamwork Within Departments Within the different departments in W Hotel, there is also hierarchy of authority, and there is much opportunity for observation. The different departments will have different methods and ways of work ing within their teams. Even in the concierge department itself, it would be interesting to see how the manager manages and works with the receptionists.

Interactions With Guests The W Times Square is a very busy hotel with a high fluctuation of guests, which is why it would be a very interesting site to explore. We would be able to observe the interactions between the employees and the guests, or if there is a lack thereof. Even though guests are typically not considered to be in the same team as the employees, they are a very important aspect of the business. In a sense, the guests and employees form an informal team; for example, guests might be taking responsibility for bringing their own bags to their rooms (i.e. doing the job of a porter). Especially in our modern technology age, self check-in kiosks are changing the role of the team in a hotel – the guests’ responsibilities are starting to merge with that of the concierge’s.

Photos by Annabelle

03. Observation Methodology To find out more about how collaboration in a team of hotel employees works, our group will visit the site at different times of day to observe the team working under changing intensity of guest traffic. We will conduct interviews with the employees to get an insight into the different roles of the hotel team, and also conduct some ethnographic observation of the dynamics of the workspace. The team can again be split into three mini-groups to observe the three different facets that are outlined in the previous section.

The information gathered will then be translated into a shared document on Google Drive.

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Planning & Brainstorming

Beacon’s Closet Beacon’s Closet 10 W 13th Street New York, NY 10011

(917) 261-4863 M-F: 11 am - 8 pm S-S: 11 am - 8 pm

03. Team Observation/Documentation Methods We will individually visit the Beacon’s Closet location on 5th Avenue to examine and observe the team setting of the retail store. We will each go in with a few questions for ourselves to answer while we are there. After researching and observing how the store works and collaborates as a team, we will share our findings with each other through Google Docs and email. Since it is a retail store, we will go on different days to see if there is any difference in team collaboration depending on the day of the week. If it is possible, we will also interview one of the staff members to ask how they work as a team. It is helpful to talk to one of the staff members in the store, as there could be aspects of team collaboration in the store that we may not be able to learn by just observing. There are rules and regulations that only staff members know and knowing this information would be very helpful for our learning.

Through on-site field research (video / photographic documentary), we hope to capture and learn from the teamwork dynamics which exist in Beacon’s Closet.

01. Brief Description “The first store, in Williamsburg, opened in 1997. At only 900 square feet, it was a humble little thing.

Due to heavy demand, however, the store quickly transformed into a fashion destination, and as such, needed more space. Carrie Peterson, the store’s founder, needed a solid partner. Sam Fogarino, the store’s first employee, initially filled that role.

On September 2, 2011, our much anticipated Manhattan store finally opened. This shop is a collaboration of efforts, and came to fruition in large part because of the superior managing efforts made by one of our own beacon’s employees, Beth Moon.”1 Beacon’s Closet’s business model is built on product and service, offering fashion-savvy customers the opportunity to purchase on-trend apparel and accessories and/or sell/donate their wardrobe. As a clothing exchange store, Beacon’s gives customers the option of either receiving cash or store credit for their exchanged items (35% and 55% of their proposed price tags, respectively). As a vintage boutique, Beacon’s serves as an eclectic outlet where consumers can discover both classic and modern dresses, tops, outerwear, jewelry, jeans, shoes, and so on.

04. Images

02. Observational Opportunity Beacon’s Closet offers a promising site to witness an effective, onsite working team. Its dual business model - operating as both a retail destination and an exchange store - will undoubtedly require efficient, instore employee collaboration. Who will be assisting the visitors who are only there to peruse the merchandise and purchase items? Who will be handling the ones who are there to sell/donate clothes? How will store traffic be monitored, in order to allow both categories of clientele to move smoothly through the store?

In order to really experience the in-store environment as a customer, Anne visited the 5th Avenue location on a Thursday, bringing a few pieces from her closet to sell. The exchange counter was located at the back of the store - there, a staff member greeted her, asked her to fill out a form, to provide her driver’s license, and if she’d like to be present for the buy. After a brief wait - during which she browsed the wellstocked racks of clothing - Anne was then called by a separate employee who handled her exchange. All along the counter, other employees assisted other people who were selling clothes, while another staff member organized and folded the steady influx of accepted pieces and also dusted and cleaned the back of the exchange counter. Efficiency - the timely review of each customer’s items - seemed to be key.

Afterwards, Anne was directed to the cash register, located at the front of the store, where another employee was handling the disbursement of cash/store credit to visitors whose pieces had been accepted by a staff member at the exchange counter. The cash register counter was also where visitors who were purchasing pieces would go - obviously, the need to assist customers who were buying something and ones who were seeking cash/store credit necessitated careful employee teamwork and collaboration. Thus, we believe that Beacon’s Closet will be a prime location rich with observational opportunities.

Exchange Counter - Manhattan Photo by Scott Irvine (http://www.beaconscloset.com/pages/gallery)

1. http://www.beaconscloset.com/pages/history

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Planning & Brainstorming

O Café Coffee Spot, O Cafe 482 6th ave, NY NY 10011 (212) 229-2233 7am - 7pm everyday O Café is a coffee shop that Isadora frequents. She decided to take a look at the small business at different hours of the day. She thought this could be interesting for us because we could gather how the team dynamics change throughout the work day (i.e. rush hour, before close, etc.). Her observations are described below.

8:00 AM: The café is busy. There is a line extending towards the door. Two baristas are on duty. Two people are at the register. One is taking orders, the other is assisting and making regular coffee orders (iced coffee, regular coffee—not lattes, etc.) A woman in the back is preparing different baked goods. It smells amazing. I highly suggest trying their almond croissant – it’s ridiculous. They all work relatively well together. Despite there being quite a large line, I get my latte in under 3 minutes. When the cashier takes the order, they type it into the register and then sends a receipt to the baristas, so there isn’t much physical communication between the cashiers and the baristas. I can imagine how being a NYC barista during rush hours can be pretty stressful (after all, New Yorkers love their fair trade, organic, and gourmet coffees). However, the environment in O Café is friendly and inviting, and the baristas don’t seem rushed and they still get out orders quickly.

Cashier Counter (Customers Purshasing Clothes) - Photo by Ji Entrance - Photo by Ji

1:00 PM: O Café is much mellower now. People are actually sitting in the café area, whereas earlier, most people were taking their coffee to go. There is only one cashier now and one barista. The woman baking is still there. It’s definitely not as chaotic as before – it has a lunch break vibe. People sit eating the famous O Café kale sandwich. The cashier, barista, and baker all talk and laugh together. This is clearly a more laid back time of day for them.

7:30 PM: O’ Café is still very mellow. There are only a few patrons there, and only one cashier and one barista. The baker is gone. I know the barista so he gives me a free cup of coffee (I’ve also already been there twice today, so that counts for something…). I look around the café. Two men sit at the center table, and I hear a familiar voice – I realize that one of them is Ed Norton! I turn back to my barista friend and give him a bulging eye grin, and he nods, mouthing, “I know”. ED NORTON!!! I know this has nothing to do with our assignment but that’s really cool. Anyway, it’s clear that O’ Café is unwinding and the team work is laid back but still noticeably there.

Exchange Counter (Customers Selling Their Clothes) - Photo by Ji

Images Below Taken by Isadora

Fitting Rooms - Photo by Ji

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Planning & Brainstorming

O Café Coffee Spot, O Cafe 482 6th ave, NY NY 10011 (212) 229-2233 7am - 7pm everyday O Café is a coffee shop that Isadora frequents. She decided to take a look at the small business at different hours of the day. She thought this could be interesting for us because we could gather how the team dynamics change throughout the work day (i.e. rush hour, before close, etc.). Her observations are described below.

8:00 AM: The café is busy. There is a line extending towards the door. Two baristas are on duty. Two people are at the register. One is taking orders, the other is assisting and making regular coffee orders (iced coffee, regular coffee—not lattes, etc.) A woman in the back is preparing different baked goods. It smells amazing. I highly suggest trying their almond croissant – it’s ridiculous. They all work relatively well together. Despite there being quite a large line, I get my latte in under 3 minutes. When the cashier takes the order, they type it into the register and then sends a receipt to the baristas, so there isn’t much physical communication between the cashiers and the baristas. I can imagine how being a NYC barista during rush hours can be pretty stressful (after all, New Yorkers love their fair trade, organic, and gourmet coffees). However, the environment in O Café is friendly and inviting, and the baristas don’t seem rushed and they still get out orders quickly.

Cashier Counter (Customers Purshasing Clothes) - Photo by Ji Entrance - Photo by Ji

1:00 PM: O Café is much mellower now. People are actually sitting in the café area, whereas earlier, most people were taking their coffee to go. There is only one cashier now and one barista. The woman baking is still there. It’s definitely not as chaotic as before – it has a lunch break vibe. People sit eating the famous O Café kale sandwich. The cashier, barista, and baker all talk and laugh together. This is clearly a more laid back time of day for them.

7:30 PM: O’ Café is still very mellow. There are only a few patrons there, and only one cashier and one barista. The baker is gone. I know the barista so he gives me a free cup of coffee (I’ve also already been there twice today, so that counts for something…). I look around the café. Two men sit at the center table, and I hear a familiar voice – I realize that one of them is Ed Norton! I turn back to my barista friend and give him a bulging eye grin, and he nods, mouthing, “I know”. ED NORTON!!! I know this has nothing to do with our assignment but that’s really cool. Anyway, it’s clear that O’ Café is unwinding and the team work is laid back but still noticeably there.

Exchange Counter (Customers Selling Their Clothes) - Photo by Ji

Images Below Taken by Isadora

Fitting Rooms - Photo by Ji

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Statement of Work (Version 3) Group 2 Managing Creative Projects & Teams Parsons The New School for Design

Group 2 Group 2

W Hotel:

Exploring Effective Teamwork in the Real World Statement of Work (Version 3)

Project Name: W Hotel: Exploring Effective Teamwork in the Real World Project Manager Name: Professor Jeffrey Riman Project Sponsor: Parsons the New School for Design Project Team Member Names: Anne Chen, Annabelle Bertschinger, Georgina Chapman, Ji Woo Koh, Isadora Sales, Wenda Lewis Teh Date: 11/11/2013 Prepared by: Anne Chen and Annabelle Bertschinger

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Statement of Work (Version 3) Date: 12/9/13 Team Members:

Annabelle Bertschinger, Georgina Cantwell, Anne Chen, Isadora Sales, Ji Woo Koh, and Wenda Lewis Teh

Project Overview Basic Project Information

As students pursuing a degree in design management, what better way to learn the necessary skills to be effective leaders as well as team members than in the real world? The goal of this project is to, through interviews and observations of an actual physical space in which effective teamwork is crucial, gain such necessary insight. By visiting our determined place of investigative inquiry (W Hotel), we pursue learning the dynamics of hotel employee interaction which seek to result in customer satisfaction and quality stays for all visitors. Focuses include the behavioral as well as cultural tendencies of staff and guests; the motivations behind such phenomena; the characteristics of the hotel’s physical design and overall architecture which facilitate effective interaction between employees and employees, as well as between employees and guests; etc. By keeping our eyes and ears open and analyzing each member’s experiences at W Hotel, we will be able to better understand the specific structures which lie at the heart of an effective working team environment and hopefully apply our newfound knowledge to future teamwork opportunities.

Scope of Work

We will be observing and analyzing the team environment of the employees at W Hotel’s Times Square location. Since we all have different schedules, we will be visiting the W Hotel individually and sharing our findings through Canvas or Google Drive. At the observation site, each group member will aim to answer the questions provided in the Observation and Field Notes document posted on Canvas. Since we will be working individually, it is crucial for us to document everything so that our thoughts and work processes are accessible to one another.

We chose a hotel as our research site because it is a complex organization that depends heavily on teamwork. Within W Hotel, there are multiple layers of hierarchy within the overall staff team. Many different roles exist between and within departments - however, in the end, each must work together seamlessly in order to ensure an impeccable guest experience. Our goal then is to analyze and understand the hotel as a system - adopting a holistic observational approach to bring to surface the dynamic relationships and nuances which exist within a service business. The next step, however, is to critique what we’ve observed - to question if there is room for change or innovation - whether on the macro- or microlevel of W Hotel.

By first developing a comprehensive feel for the site, we will be better prepared as designers to strategically intervene and hopefully propose a solution to existing dilemmas which take into account both the needs of staff as well as of the hotel guests. End of project deliverables will thus not only capture the inherent teamwork structures which exist in the hotel setting, but also allow for the possible extrapolation of overall project results to other businesses and environments in which effective teamwork is essential. Such applications will pave the way for the constructive removal of barriers to successful teamwork in other real world settings.

Purpose of Project

In brief, this project’s overall goal is to first flesh out the teamwork structures at play within W Hotel, such that the team can better understand the site as a dynamic system in order to discern if there are unaddressed problems and/or room for change. If so, then the group, utilizing their observational research, will seek to address the issue(s) through either full-scale intervention or incremental adjustments.

This will of course depend on the particular problem which we notice. The completeness and complexity of a solution hinges upon the intricacy and specifics of the issue itself, but we must also always factor in all the various structures and players within the hotel. It is also important to acknowledge from the beginning that any proposed change might result in unintended - either beneficial or detrimental to initial goals - side-effects.

Specific Project Goals

Our main goals, as aforementioned, are:

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Statement of Work (Version 3) 1. Observe the behavioral and cultural tendencies of hotel staff and guests 2. Understand the motivations behind such tendencies 3. Analyze the characteristics of the hotel’s physical design and overall architecture which facilitate effective team interaction New areas which may be potentially addressed in additional projects include: 1. W Hotel’s current employee training program and other policies which seek to foster effective teamwork among staff 2. Behavioral comparisons between W Hotel’s Time Square location and its other branches 3. After-work activities that W Hotel organizes for its staff members

Outcome of the Project

Overall, our goal is to have a better understanding of how people work successfully in teams specifically, through the lens of the hospitality industry. Through thorough investigation, first-hand observations, in-depth interviews, and research methodologies we’ve learned in other classes, we hope to gain insights on how hotels deal with the complexity of teamwork, and how they currently structure teams within their organization in order to run their business.

Our Team Previous Related Work Viewpoints from Team Members

“For my Research and Development class, in teams of two, we conducted studies which sought to track people and their habits. This project thus directly relates to this one, but we are now observing teams and their interactions.

To achieve the effective tracking of humans and their behaviors, we created a chart to fill in at certain times to track people’s movements, with each person being tracked for a maximum of 20 minutes.

Whether it was the simple act of touching one’s face, or the decision to pick up a produce, individual behaviors were noted at the exact time they occurred. The greatest challenge was to stay close enough to the subject under study without being noticed.

Each team had different locations of observation, and therefore a diverse range of people typologies were able to be captured by the whole class. For example, my team tracked a woman’s habits in Sephora.”

“For design class, we had to choose a location where we could sit and watch everything that happened around us for fifteen minutes. After conducting our observations, we were asked to create an engaging information visualization that mapped out what we’d discovered. I chose to create a graphic that showed the frequencies of different hairstyles used by the people who walked by me.

This project helped me develop skills in deducing valuable information from simple observation.

Since visual representations, when designed effectively, are better at communicating data and illuminating relationships than text, we should consider utilizing graphics in illustrating our W Hotel findings.”

“At my previous internship, The Strategic Group, I noticed how poorly the company’s staff worked as a team. For example, each manager had an assistant, who then had her own assistant, with interns falling at the bottom rungs of the hierarchy and being responsible for the more menial tasks. Such a structure resulted in the unfortunate lack of a strong company culture, as the set up didn’t acknowledge the dynamic relationships within itself, as well as individual laziness. It also took longer for tasks to be completed, as information channels were filled with massive gaps and thus resulted in severe and frequent miscommunications.

By partitioning people into their mere roles, then, the work environment felt less team- than individual-based. Had a more collaborative atmosphere been established, the time and effort put into projects could have probably been cut in half. Assuming that most work forces are team-based, it was a surprise to me that The Strategic Group did not follow this framework - rather, it prioritized employee independence over a more coordinated model. Perhaps the firm, thanks to its strong financials, is one of the few which can afford to adopt this type of organizational structure; if employees fail to perform their job, the company can simply fire them, as they can easily find someone to replace them. However, I

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Statement of Work (Version 3) believe that having a high rate of employee turnover will be detrimental and costly to any firm in the long run.”

“When hiring potential employees, a company should not just consider an individual’s ability to get his or her own work done, but also his or her capacity to be an effective team member. For one of my previous internships, I worked at a skin care company which only had five employees at its New York office.

Although one would think that communication and a strong organizational culture would be fairly easy to achieve with such a small number of people, the employees actually all highly disliked working with one another. Every day, my experiences in the office were dreadful: my colleagues got into arguments frequently, and people barely talked to each other as everyone seemed to be more interested in listening to music on their headphones.

I think that the reason behind this poorly collaborative work environment was not employees’ mutual dislike for one another, but individual unhappiness with their jobs. For instance, I’d frequently hear my colleagues complain about how low their salaries are, and that they’re not getting enough days off. In my view, work environments are only enjoyable when everyone is willing and excited to be part of the overall team. When people are unsatisfied with their individual roles - feeling that they’re not contributing or important to the company, for instance - a sense of lack of purpose on the individual-level will consequently result in team-level inefficiencies.”

“The Hotel Institute1, an online hospitality training program, discusses how “teamwork is the key to success” on their website. The site also lists various objectives that players in the hotel industry must follow in order to insure good teamwork.

First, each employee must be fully aware of the hotel’s overall mission and goals. He/she must then do their part in trying to achieve these goals for the hotel, such that both the individual employee and the hotel itself can grow and succeed. Secondly, a team player must have respect towards others - whether its colleagues or hotel guests - and a high level of integrity. The site describe respect as “listening to others’ ideas and responding appropriately”, and integrity as “never compromising ethical standards or quality of service”. Thirdly, a hotel employee must also have discipline. Although a hotel’s entire staff can certainly be considered a team, it’s important to note the existence of smaller teams within this larger one, as individual departmental unit is responsible for different services within the hotel. It is thus essential for the employee to know the goals of both his/her particular division and the hotel. A well-disciplined employee, then, must not act for the sake of personal interests and/or convenience, but think from the team’s perspective.

Lastly, each team player should also be personally driven and see himself/herself as a leader.

Although there are leadership positions established within a hotel, each individual should also take the initiative on responsibilities, as this will lead to the effective and efficient realization of the hotel’s end goals.

There should therefore be regular employee training sessions as well as the provision of many opportunities in leadership growth.”

Participants

Annabelle Bertschinger Georgina Cantwell Anne Chen Ji Woo Koh Isadora Sales Wenda Lewis Teh

We have decided as a group to alternate responsibilities in response to the semester’s weekly assignments. This will allow us to tailor each course module to our individual strengths and thus ensure the best possible result for our group’s final deliverable.

Anne was the team leader for the first week. For the rest of the semester, she will contribute to her assigned tasks based on how the group agrees to divide up each assignment’s deliverables. She will contribute her familiarity with the Adobe Creative Suite as well as Microsoft Office to the team such that work can be communicated both affectively and in a visually appealing manner. She will also contribute her knowledge of ethnographic research and anthropology to the group’s explorations of W Hotel.

Isadora was team leader for Module 4. For following modules, Isadora will continue to help cultivate regular and conducive conversation within the group, especially in terms of comparing observations and fleshing out insights from research. She will also use her analytical capabilities and people skills to help spur interesting interviews between hotel staff and patrons.

1. The Hotel Institute. “Teamwork is the key to success.” 2011. Web. http://thehotelinstitute.com/teamwork-blog/.

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Statement of Work (Version 3)

Project Management Resources & Tools • • • • •

Gmail / Google Drive Camera / Video Camera W Hotel Employees / Guests W Hotel Website Course Readings / Professor

Project Monitoring: Overview

In order to ensure open lines of communication among all team members, we first sought to agree upon and establish the specific communication channels through which we’d all share information and collaboratively work on project deliverables throughout the semester. For instance, as we’re all familiar with Gmail, we settled upon using it both for regular team interaction and document sharing. As we each had different and busy schedules, we found Google Drive to be an especially important tool in maintaining communication and cultivating a strong group dynamic, without the need of physically meeting. To address more pressing issues and obtain immediate feedback from one another, we utilized text messaging.

Meeting Schedule Meetings were mainly done online via Google Chat. Google as an instrument of collaboration allowed us to each individually, while “chatting”, to also have the particular document(s) under discussion opened. Although we did not have set meeting schedules, we’d have regular online discussions throughout the semester. If a physical team meeting was deemed necessary, weekends (preferably Saturday) were reserved for one to two hour meetings, in order to accommodate for members’ internships and other commitments. Meetings schedules were carefully and closely monitored through Google Calendar, through which a week’s team leader would set a meeting place, date and time, before inviting the rest of the team to the “Event” created.

A Typical Meeting Schedule for a Week On Monday when the weekly Modules were opened by the professor, the team leader of the week would determine what deliverables (i.e. weekly progress reports) were due at the end of the seven days. Tasks were then delegated via Gmail/Google Doc, and individual pieces for progress reports were combined on Sunday evenings.

Solutions for Anticipated Problems Problem: Team members are unsure of what needs to be done for the week.

Solution: The team leader of the week is responsible for creating a discussion for the team to clarify doubts, as well as communicating the existence of such discussion.

Problem: An unresponsive team member does not follow the team’s prearranged schedule.

Solution: Every team member has a part to play when it comes to following the team’s agreed upon schedule, but it is the leader’s job to continuously remind members of what needs to be done and by when. If a team member does not respond to the leader’s datelines, the work needs to be delegated to other team members, and the lack of contribution from the particular team member should be drawn to the attention of Professor Riman.

Problem: Lack of consistency in team’s final progress reports.

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Statement of Work (Version 3) Solution: The team leader of the week is responsible for combining individual work in a cohesive manner. If any inconsistency is found, the leader has to communicate that to the team members and make sure that the appropriate changes are made.

Project Monitoring: Semester Plan Phase 1: Planning & Brainstorming • brainstorm possible places to observe onsite teamwork • pitch ideas to rest of the group and provide input on others’ proposals Phase 2: Exploration of Possibilities (Final Report due 10/7) • after breaking the group up into mini-groups, assign each mini-group with one of the three most favorite categories of site options • within each mini-group, pick a specific locational example within their site category and conduct research • compile findings and share with rest of group • review and critique each mini-group’s work • compile all work into encompassing report (include name of team leader; who did what; and description, images, contact information, and observational opportunity of each location) Phase 3: Group Activity Report (due 10/21) • reflecting on group dynamics and overall research progress so far, each member composes individual statements • compile all statements into one Group Activity Report (include name of team leader; project’s target; overview of 10/14- 10/21 activities; group’s agreed upon communication tools) Phase 4: Group Planning & Documentation (due 10/28) • review the SOW document requirement and divide up its pieces • each member works on her assigned piece on the shared Google Word document • compile all work into final SOW draft Phase 5: Activities & Status Reports (due 11/4) • review individual as well as overall team progress thus far • plan tasks for the upcoming week and break up responsibilities within group Phase 6: W Hotel Field Work (Field Report due 11/11) • review field work requirements and divide up tasks accordingly • visit the hotel: as of now, only Annabelle and Wenda have visited the hotel – our first task is to each visit the hotel and record our own individual observations and experiences • discuss our findings: after we each visit W Hotel’s Times Square location, we’ll discuss what we saw and make inferences based on what we noticed • revisit hotel: armed with initial observations, our next step is to get interviews with hotel employees – possibly dividing up within the group the specific people to talk to within departments – as well as with customers, such that we can better understand if the team setting at the hotel is actually working effectively and efficiently • compare and contrast: we then hope to compare W Hotel with other popular and unpopular hotels in the area, and perhaps see if there are similarities and/or differences between how the staff of different hotels interacts with each other and their customers • revise initial SOW draft, create Team Agreement for all members to sign Phase 7: Group & Individual Activity Report (due 11/18) • review individual as well as overall team progress thus far • plan tasks for the upcoming week and break up responsibilities within the group Phase 8: WBS Project (due 11/25) • review what a WBS is and create a template accessible and usable by all members • each member lists their individual completed work as well as planned to-dos • compile results and submit in final WBS report

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Statement of Work (Version 3) Phase 9: Prepare for Final Report • leader creates and shares a presentation draft, structuring it around Deliverable 2’s requirements • each member reviews and plans how she will contribute to each requirement based on the interview(s) she conducted • establish who will cover Deliverable 1’s requirements • plan to make additional trips to the site for more photos / videos Phase 10: Group Project - “Theory in Practice” (due 12/9) • each member adds her pieces to the presentation draft’s slides, focusing on who they interviewed • create assisting visuals where possible (i.e. hierarchy maps) • make sure to provide detailed description of W Hotel in opening slides (i.e. photos) • members provide personal conclusions of W Hotel’s teamwork success / overall project • compile all work and submit the final project deliverable

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StatementofofWork Work(Version (Version3)3) Statement Phase 9: Prepare for Final Report • leader creates and shares a presentation draft, structuring it around Deliverable 2’s requirements • each member reviews and plans how she will contribute to each requirement based on the interview(s) she conducted • establish who will cover Deliverable 1’s requirements • plan to make additional trips to the site for more photos / videos Phase 10: Group Project - “Theory in Practice” (due 12/9) • each member adds her pieces to the presentation draft’s slides, focusing on who they interviewed • create assisting visuals where possible (i.e. hierarchy maps) • make sure to provide detailed description of W Hotel in opening slides (i.e. photos) • members provide personal conclusions of W Hotel’s teamwork success / overall project • compile all work and submit the final project deliverable

Detailed Semester Plan

17

Statement of Work (Version 3)

Module 3 (leader: Anne)

9/31 - 10/7

10/7 - 10/14

Module 4 (leader: Isadora)

10/14 - 10/21

10/21 - 10/28

Module 5 (leader: Annabelle)

10/28 - 11/4

11/4 - 11/11

Module 6 (leader: Ji)

11/11 - 11/25

11/25 - 12/9

Module 7 (leader: Wenda)

11/25 - 12/9

12/9 - 12/16

Key complete

Phase I: Planning & Brainstorming Initial Possible Site Proposals

Phase II: Exploration of Possibilities Research Possible Sites within Mini-Groups Collect Research & Observations Share Findings with Group Compile All Mini-Group Work into PDF Report

Phase III: Group Activity Report Each Member Writes Individual Statements Compile Statements Into Overall Group Activity PDF Report

Phase IV: Group Planning & Documentation Review SOW Document and Divide Up Parts Each Member Works on Their Assigned Section Compile All Work into SOW Draft Report

Phase V: Activities & Status Reports Review Individual as Well as Overall Team Progress Plan Tasks for Upcoming Week

Phase VI: W Hotel Field Work Review Field Work Requirements and Divide Up Tasks Each Member Works on Assigned Responsibility Each Member Compiles Findings and Shares with Group Compile All Work into Field Work PDF

Phase VII: Group and Individual Activity Report Review Last Week's Collected Observations Reflect on Group Activities, Create Individual Statements Compile All into Group Activity Report

Phase VIII: WBS Project Review WBS Structure Create Template for Group / Members Individuall Fill Out Compile and Submit Final Report

Phase VIV: Prepare for Final Report Review of Progress Thus Far Review Final Report Requirements (Two 'Deliverables') Leader Creates / Shares Presentation Document Members Review Shared Document Prepare to Use Interview Findings / Personal Insights in Report

Phase X: Group Project Theory in Practice Creation Add to Shared Presentation Answer Deliverable 2 Requirements Based on Interviews Revise WBS and SOW Iterations Review / Feedback on Other's Work Compile All Pieces into PDF

18

to-do

Statement of Work (Version 3)

Module 3 (leader: Anne)

9/31 - 10/7

10/7 - 10/14

Module 4 (leader: Isadora)

10/14 - 10/21

10/21 - 10/28

Module 5 (leader: Annabelle)

10/28 - 11/4

11/4 - 11/11

Module 6 (leader: Ji)

11/11 - 11/25

11/25 - 12/9

Module 7 (leader: Wenda)

11/25 - 12/9

12/9 - 12/16

Key complete

Phase I: Planning & Brainstorming Initial Possible Site Proposals

Phase II: Exploration of Possibilities Research Possible Sites within Mini-Groups Collect Research & Observations Share Findings with Group Compile All Mini-Group Work into PDF Report

Phase III: Group Activity Report Each Member Writes Individual Statements Compile Statements Into Overall Group Activity PDF Report

Phase IV: Group Planning & Documentation Review SOW Document and Divide Up Parts Each Member Works on Their Assigned Section Compile All Work into SOW Draft Report

Phase V: Activities & Status Reports Review Individual as Well as Overall Team Progress Plan Tasks for Upcoming Week

Phase VI: W Hotel Field Work Review Field Work Requirements and Divide Up Tasks Each Member Works on Assigned Responsibility Each Member Compiles Findings and Shares with Group Compile All Work into Field Work PDF

Phase VII: Group and Individual Activity Report Review Last Week's Collected Observations Reflect on Group Activities, Create Individual Statements Compile All into Group Activity Report

Phase VIII: WBS Project Review WBS Structure Create Template for Group / Members Individuall Fill Out Compile and Submit Final Report

Phase VIV: Prepare for Final Report Review of Progress Thus Far Review Final Report Requirements (Two 'Deliverables') Leader Creates / Shares Presentation Document Members Review Shared Document Prepare to Use Interview Findings / Personal Insights in Report

Phase X: Group Project Theory in Practice Creation Add to Shared Presentation Answer Deliverable 2 Requirements Based on Interviews Revise WBS and SOW Iterations Review / Feedback on Other's Work Compile All Pieces into PDF

19

to-do

Team Operating Agreement Group 2 Managing Creative Projects & Teams Parsons The New School for Design

Group 2 Group 2

W Hotel:

Exploring Effective Teamwork in the Real World Team Operating Agreement

Project Name: W Hotel: Exploring Effective Teamwork in the Real World Project Manager Name: Professor Jeffrey Riman Project Sponsor: Parsons the New School for Design Project Team Member Names: Anne Chen, Annabelle Bertschinger, Georgina Chapman, Ji Woo Koh, Isadora Sales, Wenda Lewis Teh Date: 11/11/2013 Prepared by: Anne Chen and Annabelle Bertschinger

20

Team Operating Agreement

Group 2 Managing Creative Projects & Teams Parsons the New School for Design

Team Operating Agreement

Purpose of the Team Operating Agreement (TOA) The overall purpose of this Team Operating Agreement is to specify the overarching effective teamwork strategies we will be utilizing throughout this project. These include efficient communicatory channels, decision-making and problem-solving methods, time management approaches, mutual expectations, and individual project commitments. It essentially explains how the team plans to work together to successfully achieve their project mission. The TOA therefore assures for individual accountability, and also serves as a document which can be regularly revised as well as returned to for future guidance.

Team Communications The team communicates over Google Docs and e-mail. Each week the responsible team leader will set up a time schedule with milestones and deadlines that have to be met in time. ! ! !

Google Docs will house the most up-to-date version of project documents. All team members will be given access.

All communication will be open and courteous.

Team members will keep each other informed.

Decision Making Decisions are made upon the agreement of all team members. Inputs and proposals of all team members are equally encouraged and welcome. "Consensus" means that everyone can live with the decision, and does not mean everyone has to agree 100%.

Meetings Our team works mainly in the virtual space, so physical meetings only happen within the mini-groups. If the extent of the assignment requires it, team meetings involving all members will be held. !

! !

The project manager will be responsible for facilitating and keeping meetings on track. Team members will accept the project manager’s decision to table or “park” a discussion topic.

Meetings will start and end on time. Team members will attend meetings in person when feasible.

It is the responsibility of each team member to stay current on the project team activities, even when he or she has missed a meeting.

Personal Courtesies Group members support each other and help each other out when someone isn’t able to complete their task. However, each member should have tried their best before relying on the others.

RReviewed and approved by: Annabelle Bertschinger Georgina Chapman Anne Chen Ji Woo Koh Isadora Sales Wenda Lewis Teh

11/10/2013 11/10/2013 11/10/2013 11/10/2013 11/10/2013 11/10/2013 21

Team Operating Agreement

Group 2 Managing Creative Projects & Teams Parsons the New School for Design

Team Operating Agreement

Purpose of the Team Operating Agreement (TOA) The overall purpose of this Team Operating Agreement is to specify the overarching effective teamwork strategies we will be utilizing throughout this project. These include efficient communicatory channels, decision-making and problem-solving methods, time management approaches, mutual expectations, and individual project commitments. It essentially explains how the team plans to work together to successfully achieve their project mission. The TOA therefore assures for individual accountability, and also serves as a document which can be regularly revised as well as returned to for future guidance.

Team Communications The team communicates over Google Docs and e-mail. Each week the responsible team leader will set up a time schedule with milestones and deadlines that have to be met in time. ! ! !

Google Docs will house the most up-to-date version of project documents. All team members will be given access.

All communication will be open and courteous.

Team members will keep each other informed.

Decision Making Decisions are made upon the agreement of all team members. Inputs and proposals of all team members are equally encouraged and welcome. "Consensus" means that everyone can live with the decision, and does not mean everyone has to agree 100%.

Meetings Our team works mainly in the virtual space, so physical meetings only happen within the mini-groups. If the extent of the assignment requires it, team meetings involving all members will be held. !

! !

The project manager will be responsible for facilitating and keeping meetings on track. Team members will accept the project manager’s decision to table or “park” a discussion topic.

Meetings will start and end on time. Team members will attend meetings in person when feasible.

It is the responsibility of each team member to stay current on the project team activities, even when he or she has missed a meeting.

Personal Courtesies Group members support each other and help each other out when someone isn’t able to complete their task. However, each member should have tried their best before relying on the others.

Reviewed and approved by: Annabelle Bertschinger Georgina Chapman Anne Chen Ji Woo Koh Isadora Sales Wenda Lewis Teh

11/10/2013 11/10/2013 11/10/2013 11/10/2013 11/10/2013 11/10/2013 22

Work Breakdown Structure

Group 2 Managing Creative Projects & Teams Parsons The New School for Design

Group 2 Group 2

W Hotel:

Exploring Effective Teamwork in the Real World Work Breakdown Structure

Project Name: W Hotel: Exploring Effective Teamwork in the Real World Project Manager Name: Professor Jeffrey Riman Project Sponsor: Parsons the New School for Design Project Team Member Names: Anne Chen, Annabelle Bertschinger, Georgina Chapman, Ji Woo Koh, Isadora Sales, Wenda Lewis Teh Date: 11/11/2013 Prepared by: Anne Chen and Annabelle Bertschinger

23

Work Breakdown Structure Group 2: Teamwork at W Hotel Anne

Ji

Annabelle

Georgina

Isadora

Wenda

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3

Module 3 (Sep 30 - October 14)

GROUP LEADER

researched Beacon's Closet

idea to research the W Hotel

visited chosen context, O CafĂŠ

visited O Cafe

idea to research hotel

pitch potential sites

took photos on site

visited the W Hotel

took photos

observed at several different times

short visit to W Hotel

took photos on site

wrote out statement of research

wrote out my research

research Beacon's Closet visit Beacon's Closet / experience site as a customer prepare and submit final PDF Module 4 (Oct 14 - Oct 28) individual statement for Group Status Report

Module 4 (Oct 14 - Oct 28)

Module 4 (Oct 14 - Oct 28)

individual statement

individual statement

contribute to SOW

contributed to SOW

indivdual statement

Module 4 (Oct 14 - Oct 28) GROUP LEADER

visited W hotel after choosing it as context

Module 4 (Oct 14 - Oct 28)

compiled PDF with all statements

create Project Plan Excel

Module 4 (Oct 14 - Oct 28) individual statement

wrote my own individual statement began research of W Hotel created Google doc for individual statements

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

individual statement for Group Activity Report

interviewed restaurant manager at W Hotel

GROUP LEADER

signed team operating agreement

signed team agreement

signed team agreement

helped write Team Agreement

signed Team Agreement

interviewed concierge

interviewed maid at W hotel

interviewed portier

signed Team Agreement

visited W Hotel

put together individual statement

suggested adding specific questions to Google doc

updated SOW and schedule

TASKS

interviewed front desk individual statement

prepared team operating agreement

made observations at site

for Field Report: contacted and interviewed W Hotel's hotel manager, Mr. Jorge Tito / viisit site for observations Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

individual statement for Group Activity Report

GROUP LEADER

individual statement

individual statement

individual statement

individual statement

individual statement kept track of everyone's activity on WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

created the WBS document for members to edit filled out her tasks in WBS

Module 6 (Nov 11 - Nov 25)

submitted the WBS on Canvas created initial WBS (but had to change because of complexity) Module 7 (Nov 25 - Dec 9) created SOW V. 3 and its Timeline Excel contributed to Summary of Group Project

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

contributed to final summary

conributed to final summary

contributed to final summary

summarized group project

GROUP LEADER

updated SOW

contribute to final summary and individual analysis slides

revised the WBS

Module 7 (Nov 25 - Dec 9)

created slides opening slides (introduction to looking at hotels, W Hotel group, W Hotel Times Square environment) and potential hierarchy visual

updated SOW

contributed to individual analysis slides based on personal reflections / interview with Mr. Tito

put together final team presentation & ensure cohesiveness in content

24

collated final versions of SOW, WBS, Team Agreement & Final Presentation for submission created slides on Google Docs and gave clear instructions on delegation of work

Work Breakdown Structure Group 2: Teamwork at W Hotel Anne

Ji

Annabelle

Georgina

Isadora

Wenda

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3

Module 3 (Sep 30 - October 14)

GROUP LEADER

researched Beacon's Closet

idea to research the W Hotel

visited chosen context, O CafĂŠ

visited O Cafe

idea to research hotel

pitch potential sites

took photos on site

visited the W Hotel

took photos

observed at several different times

short visit to W Hotel

took photos on site

wrote out statement of research

wrote out my research

research Beacon's Closet visit Beacon's Closet / experience site as a customer prepare and submit final PDF Module 4 (Oct 14 - Oct 28) individual statement for Group Status Report

Module 4 (Oct 14 - Oct 28)

Module 4 (Oct 14 - Oct 28)

individual statement

individual statement

contribute to SOW

contributed to SOW

indivdual statement

Module 4 (Oct 14 - Oct 28) GROUP LEADER

visited W hotel after choosing it as context

Module 4 (Oct 14 - Oct 28)

compiled PDF with all statements

create Project Plan Excel

Module 4 (Oct 14 - Oct 28) individual statement

wrote my own individual statement began research of W Hotel created Google doc for individual statements

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

individual statement for Group Activity Report

interviewed restaurant manager at W Hotel

GROUP LEADER

signed team operating agreement

signed team agreement

signed team agreement

helped write Team Agreement

signed Team Agreement

interviewed concierge

interviewed maid at W hotel

interviewed portier

signed Team Agreement

visited W Hotel

put together individual statement

suggested adding specific questions to Google doc

updated SOW and schedule

TASKS

interviewed front desk individual statement

prepared team operating agreement

made observations at site

for Field Report: contacted and interviewed W Hotel's hotel manager, Mr. Jorge Tito / viisit site for observations Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

individual statement for Group Activity Report

GROUP LEADER

individual statement

individual statement

individual statement

individual statement

individual statement kept track of everyone's activity on WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

created the WBS document for members to edit filled out her tasks in WBS

Module 6 (Nov 11 - Nov 25)

submitted the WBS on Canvas created initial WBS (but had to change because of complexity) Module 7 (Nov 25 - Dec 9) created SOW V. 3 and its Timeline Excel contributed to Summary of Group Project

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

contributed to final summary

conributed to final summary

contributed to final summary

summarized group project

GROUP LEADER

updated SOW

contribute to final summary and individual analysis slides

revised the WBS

Module 7 (Nov 25 - Dec 9)

created slides opening slides (introduction to looking at hotels, W Hotel group, W Hotel Times Square environment) and potential hierarchy visual

updated SOW

contributed to individual analysis slides based on personal reflections / interview with Mr. Tito

put together final team presentation & ensure cohesiveness in content

25

collated final versions of SOW, WBS, Team Agreement & Final Presentation for submission created slides on Google Docs and gave clear instructions on delegation of work

Summary

of Group Project Choice of Site Structure & Design Critical Look at Team Dynamics Conclusions

26

Summary

of Group Project Choice of Site Structure & Design Critical Look at Team Dynamics Conclusions

27

Choice of Site

28

Looking at Hospitality Industry “ Anything you need. With the touch of a single button on your room phone, you have instant access to 24-hour concierge service, plus round-the-clock inroom dining, laundry and dry cleaning, and much more. At W hotels, it's always whatever you want, whenever you want it. �

- About W Hotels: Guess Services, W Hotels Worldwide Most hotels are part of an entire chain, with each hotel within a group being large in size. This, along with its multiple departments and primary goal of superior customer service, requires effective teamwork.

Hotel guests expect on-time assistance of whatever they need - whether it is checking into their rooms, making dinner reservations, receiving turndown service, etc. In order for this to be achieved, information must be shared within as well as between departmental staff, a task which requires efficient communication and an overall teamwork culture.

29

Overview of W Hotel

W Hotels is a luxury hotel and resort chain.

They are owned by Starwood Hotels and Resorts Worldwide. The W Hotel has over 50 hotels in 24 different countries. The first was opened in New York. There are currently two in New York City, one of which is the basis of our project. It’s location is in Midtown Manhattan, Times Square.

30

W Hotels Worldwide " Combining the personality and style of an

independent hotel with the reliability, consistency

and attentive

service of a major business hotel, W Hotels has

redefined the luxury and design-led lifestyle hotel experience. " - Our History, W Hotels Worldwide

31

W Hotels Times Square 1567 Broadway New York, NY 10036 (212) 930-7400

● ● ● ● ● ●

! sq ft of event space 2,300 509 guest rooms 43 suites fine jazz at Blue Fin restaurant live DJs at The Living Room pet friendly 32

Structure & Design

33

Outside the Hotel

34

Concierge & Front Desk

35

Floorplan It was difficult to obtain an accurate map of the hotel because it typically does not provide them.

The map at the right is a map of the functioning spaces available in W Hotel's Times Square location.

36

Effectiveness of Design Elements The ultimate goal of a hotel is to provide its guests with the best service, attention, and care. The design of the hotel, both when it comes to the location and building as well as the employee organization, must facilitate to this overarching priority.

!

INEFFECTIVE: The confusing layout of the hotel detracted from convenient visitor navigation. The front desk, for example, was difficult to locate. Otherwise, due to limited access to other hotel areas (such as guest rooms), I wouldn’t be able to make a further educated critique on its success. However, being that I could have been a new guest checking into the hotel, the very fact that I couldn’t find the concierge desk (the first thing that guests do) is a serious issue the hotel should address.

!EFFECTIVE:

F&B Division: The fact that the meeting held with the restaurant manager and the remaining food and beverage staff members took place every morning seemed like a very important aspect of the group setting to me. Employees had a chance to regroup, make suggestions and voice any complaints everyday to the restaurant manager. Communication is key in group environments. Therefore, having these meetings is extremely important to hear what each team member has to say.

Front Desk: From observing the front desk during my visit, my impression is that every staff is aware of their own responsibilities, and the design of the hotel works towards encouraging good teamwork. During my visit I observed two front desk agents who were confronted with an impatient and demanding guest. He was demanding free breakfast, which he claimed that he should have gotten with his room. The two front desk agents worked well with each other during this incident, and one of them stayed with the guest to appease his anger while the other left to get the manager, whom the guest demanded to see. I am not sure if they were trained to do that, but the staff appeared to be very experienced and knew exactly what they were doing.

37

!

Organizational Structure We were unfortunately unable to obtain an official organizational chart which depicts the hotel's official hierarchical structure.

The figure at the right is derived from our own personal observations and interviews.

38

Critical Look at Team Dynamics

39

Leadership & Responsibilities From any company's standpoint, strategically shaping its organizational structure is especially essential for the insurance of on-time delivery of its services. Given the fact that W Hotel's Times Square location has over 500 rooms, it can accommodate a great number of guests at one time, with each visitor desiring to be treated as if he or she were the hotel’s only client. Without a well-structured organizational hierarchy, then, the hotel's large staff would lack leadership, an efficient division of tasks, and a shared vision. And without these crucial elements and value drivers, the hotel would risk both uninspired employees and a poor level of quality in its services.

!

Hotel Manager: He is in charge of all of the hotel's departments, as well as reporting back to the hotel’s executive team. That being said, no one individual can handle overseeing such a large staff, so a structured hierarchy is needed such that the hotel manager can focus on his own particular responsibilities, while managers below him can put their energies into theirs’. Duties become more specific moving down the hierarchy, to address the diverse range of expectations hotel guests have.

!

Concierge Agent: “Communication is the most important thing. If there is a shift change and my colleague doesn’t update me about ongoings, mistakes can happen and make our guests dissatisfied.” (quoted from concierge agent interviewed)

!

F&B Division: The satisfaction of all customers is key. Good teamwork, efficiency, and the necessary training involved to achieve the two all aim for customer service of the highest quality, such that all guests can enjoy a pleasant hotel experience. It seemed that the food and beverage division in particular underwent frequent training sessions in order to ensure customer satisfaction.

!

Welcome Desk: Every member of the welcome desk staff nows who to report to. Daily meetings, during which directors would brief team members about special events, schedule changes, etc., helped reiterate the leadership structure of the department.

According to an agent that was interviewed, “everyone has someone to report to and that really helps to keep us all responsible for our individual work.”

40

Tools & Systems

! ! ! !

Portier: “My job is to interact with those staying at our hotel. I learn their names and ask them how their days were. I try to keep on top of what they’re up to while they’re visiting in order to easily make conversation with them while they’re here.”

Housekeeping: A maid who was interviewed stated: “Everyone works together to get the rooms cleaned to the highest quality and at a good pace in order for the turn around [of room vacancy/occupancy] to be quick enough for the guests.”

General Manager: According to the hotel manager, there are “daily meetings with the operational team, biweekly oneon-ones with all the executive team members, daily punctual meetings as needed, dedicated TV system in the cafeteria, departmental communication boards, individual internet access to global platforms, full security system. Encouragement of communication, proximity, support, and motivation among all employees are daily goals we seek to achieve.”

F&B Division: “We go through training programs frequently. Even though a staff member may have already worked at the restaurant or lounge for a long time, for instance, it doesn’t mean that they don’t have skill areas to improve upon. We encourage everyone to think of themselves both as a team member and a team leader, because the establishment as a whole will only work if there exists a strong sense of collaboration and purpose.

Front Desk: “We have daily operation meetings, which help us establish good means of communcation one another, especially when we have important guests checking in on that day. We also have to work with computer systems, like MICROS and FCS Guest Request tracking software, to help us share guests’ information, particular needs, and so on. Such technologies really helps us make sure that information doesn’t get lost from one agent to another.”

41

Critical Awareness Within Teams Hotel Manager: "Discussion and critique are always encouraged. Training programs and internal incentive programs, each tailored to specific departments, are provided to employees to ensure that they stay engaged."

!

Concierge: "Our work depends heavily upon people working together closely and in a transparent way. It is crucial to always keep up the communication, which is why our team meets on a regular basis to ensure every single team member is on the same page, to share concerns, and to also address difficulties and find solutions for them."

!

F&B Division: "For employees who are falling behind, we have to hold a separate meeting with them and have a talk. It is important for them to know how we feel about their performance, and we need to give them a preemptive warning. If their performance does not improve after this meeting, then we unfortunately have to let them go. The food and beverage staff members also regroup each morning to go through tasks for the day and to discuss suggestions they want to make to the system.�

42

Accountability Portier: “Most things I do, I have to run by my manager. Other than that, I don’t interact too often with other staff members during a typical work way. I’ll say hi and whatnot to them, but our paths don’t cross in terms of our jobs.”

Housekeeping: "Our team works closely with the hotel management staff, the front desk team, and the food and beverage manager. Although my daily responsibilities often require me to interact with these other departments, working within the hotel team, the majority of these interactions occur on an external basis.

F&B Division: “All of the food and beverage staff members have their own schedules. We circulate responsiilities in groups in order for the employees to build strong relationships within the overall department.

Each staff member reports to me, and we dedicate time during every meeting to employee questions and concerns.”

! !

Hotel Manager: "Every employee is accountable for his or her own actions. They are all expected to respect each other and all guests. No matter what, the same goals need to be kept in mind, such that compromises can be reached in cases of conflict. To ensure that all employees within departments feel like they’re needs are being met and that they are involved in the business, associaties are kept as close to their manager(s) as possible."

Front Desk: "W Insiders are responsible for coordinating other departments to ensure that they are able to provide guests with impeccable service such thatall visitors enjoy their stay at W Hotel."

43

Conclusions

44

Teamwork is crucial to every organization, no matter in what field it operates. As the subject of investigation, W Hotel was a fantastic choice W Hotel as it allowed us to witness and analyze the dyamics behind effective collaboration within a complex network, within both an organization's main departments as well as its sub-teams. It was especially interesting to fit our research piend ces together in the end and construct the "big picture" behind all our findings. Observing the daily business and interviewing the key players of the hotel, as our project's starting points, were essential inputs to insight derivation.

W Hotel's Times Square location was also a convenient place to orient our project's focus because all of our group members reside in the city, and Times Square is a heavily-frequented area which captures the overall vibrancy of New York City. As not just ethnographic researchers but also potential guests of the hotel, we are well-positioned to be agents of change in terms of the hotel's business model, organizational structure, and space design. For example, based on our preliminary visits, we think that the hotel should address the poor features of its physical layout which inhbibit easy new visitor navigation.

The different teams (restaurant, concierge, housekeepers, etc.) seemed to operate quite independently within their own units, and so we strongly believe that the overall collaboration among them could be improved upon in order to achieve more efficiency and ensure that all guest experiences are enjoyable. The dynamic environment of a hotel - its multi-level departments, its various amenities, its lengthy menu of service offerings, and so on - results in a workplace that requires a high degree of teamwork. Otherwise, it seems that there currently exists substantial organizational structure within the hotel's Time Square location, which has facilitated its ability to achieve an adequate degree of effective and speedy service. Of course, as there are so many employees - each probably with their own opinions about the hotel’s culture and overall sense of community - and so many other variables to consider (i.e. the hotel’s current financial position), we were not able to capture a full picture of the business. Some parts of the hotel might run more smoothly than others, for example, whether due to a more effective leader, or more dedicated team members. It was unsurprising to us, however, that of the people we talked to, they all seemed to agree that there are systems - technological, staff-oriented, etc. - established to ensure efficient teamwork, as these are essential tools for running a hotel business.

45

Overall, we would say that the team work within the hotel functions differently between departments. For example, relative to other units, the portier division did not have a high degree of collaboration, and feedback among team members did not seem to be encouraged.

However, in the food and beverage department, the restaurant manager appeared to enjoy listening to the input of his team, dedicating a substantial amount of time to addressing their concerns and utilizing their ideas. We believe that it would benefit the hotel as a whole if all of its departments followed the F&B unit's model of openness and close cooperation.

That being said, other areas were certainly also very well run and professional. Within the housekeeping department, for instance, the task of cleaning rooms were mostly handled in teams of two; this approach of tackling responsbilities in pairs facilicated efficiency and also ensured that individual housekeepers learned to work others. As a result, the maids within the department seemed extremely friendly with one another - this cultivated a collective sense of calm and positivity. The system, by relieving both the mental and physical stresses of dealing with guests on a daily basis and performing manual work, induced each member of the department to approach tasks with a strong work ethic and heightened sense of purpose. However, in terms of its connectivity with other hotel divisions, the housekeeping department seemed to be quite sectioned off, operating as its own separate entity. The front desk as well seemed to lack regular interaction with other departments: agents worked hand-in-hand with each other, but not with the members of other divisions. Perhaps the technological systems, such as MICROS, which the hotel has introduced to its Times Square location will mitigate these gaps between departments and prevent any information miscommunications.

We therefore feel that out of all the divisions we interviewed, the food and beverage department of W Hotel's Time Square location is the one which operates the most effectively as a team. Its strategies for handling everday activities efficietly has resulted in both customer satisfaction and the cultivation of a strong sense of community among its members. As the demeanor and mood of staff strongly affects how they deal with guests, we believe that the assurance of employee happiness should be a manager's prirority.

This invaluable flow of posititivity - that is, happy employees leading to happy customers - requires daily group meeting and frequent training programs, both of which seemed to contribute greatly to the F&B group’s success. Empathy and respect are also necessary; for instance, if a staff member was falling behind on his responsibilities, there would be a private meeting held with him to address his performance, instead of letting him go immediately. Overall, it appeared that W Hotel appreciated its employees and accommodated to their needs (i.e. doing its best to create an equal working environment for them). We learned that giving employees the freedom and space to tackle their individual duties while also invoking a strong sense of community eam were effective strategies of building company culture, and achieving overall hotel goals.

46

Work Breakdown Structure Group 2: Teamwork at W Hotel Anne

Ji

Annabelle

Georgina

Isadora

Wenda

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3 (Sep 30 - October 14)

Module 3

Module 3 (Sep 30 - October 14)

GROUP LEADER

researched Beacon's Closet

idea to research the W Hotel

visited chosen context, O CafĂŠ

visited O Cafe

idea to research hotel

pitch potential sites

took photos on site

visited the W Hotel

took photos

observed at several different times

short visit to W Hotel

took photos on site

wrote out statement of research

wrote out my research

research Beacon's Closet visit Beacon's Closet / experience site as a customer prepare and submit final PDF Module 4 (Oct 14 - Oct 28) individual statement for Group Status Report

Module 4 (Oct 14 - Oct 28)

Module 4 (Oct 14 - Oct 28)

individual statement

individual statement

contribute to SOW

contributed to SOW

indivdual statement

Module 4 (Oct 14 - Oct 28) GROUP LEADER

visited W hotel after choosing it as context

Module 4 (Oct 14 - Oct 28)

compiled PDF with all statements

create Project Plan Excel

Module 4 (Oct 14 - Oct 28) individual statement

wrote my own individual statement began research of W Hotel created Google doc for individual statements

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

Module 5 (Oct 28 - Nov 11)

individual statement for Group Activity Report

interviewed restaurant manager at W Hotel

GROUP LEADER

signed team operating agreement

signed team agreement

signed team agreement

helped write Team Agreement

signed Team Agreement

interviewed concierge

interviewed maid at W hotel

interviewed portier

signed Team Agreement

visited W Hotel

put together individual statement

suggested adding specific questions to Google doc

updated SOW and schedule

TASKS

interviewed front desk individual statement

prepared team operating agreement

made observations at site

for Field Report: contacted and interviewed W Hotel's hotel manager, Mr. Jorge Tito / viisit site for observations Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

Module 6 (Nov 11 - Nov 25)

individual statement for Group Activity Report

GROUP LEADER

individual statement

individual statement

individual statement

individual statement

individual statement kept track of everyone's activity on WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

filled out tasks in WBS

created the WBS document for members to edit filled out her tasks in WBS

Module 6 (Nov 11 - Nov 25)

submitted the WBS on Canvas created initial WBS (but had to change because of complexity) Module 7 (Nov 25 - Dec 9) created SOW V. 3 and its Timeline Excel contributed to Summary of Group Project

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

Module 7 (Nov 25 - Dec 9)

contributed to final summary

conributed to final summary

contributed to final summary

summarized group project

GROUP LEADER

updated SOW

contribute to final summary and individual analysis slides

revised the WBS

Module 7 (Nov 25 - Dec 9)

created slides opening slides (introduction to looking at hotels, W Hotel group, W Hotel Times Square environment) and potential hierarchy visual

updated SOW

contributed to individual analysis slides based on personal reflections / interview with Mr. Tito

put together final team presentation & ensure cohesiveness in content collated final versions of SOW, WBS, Team Agreement & Final Presentation for submission created slides on Google Docs and gave clear instructions on delegation of work