1. What are several of the very first things Josie should do?
2. How, if at all, should Josie involve her employees in the hotel’s “turn-around efforts”?
3. What factors should Mr. Singh use to evaluate Josie’s efforts to improve hotel operations?

“Well, Josie, good luck,” said Mr. Singh. “I know you will do a great job!”
Josie was the new GM for a 350-room hotel that was not doing very well. In the notso- distant past, the property had been very successful. Employee turnover was low, and most of the employees consistently gave a high priority to meeting and exceeding the expectations of the hotel’s guests.
The previous manager had been there for many years. She emphasized guest service as a key to success, and she was proven correct each year as business volume and profits increased. However, when she retired, the manager who succeeded her emphasized cutting costs instead of providing guest value. For example, staffing patterns were cut until employees had no extra time for even the most simple guest requests. Within a few months, occupancy rates were significantly lower, employee turnover rates were much higher, and reasonable financial goals were not being realized.
Mr. Singh, the hotel’s owner, has just recruited Josie with the instructions to “turn the business around.” It was her first job as a hotel GM. However, she had many years of experience in a similar property’s human resources department that was known by local hoteliers, including Mr. Singh, to be very profitable.