Case 8 THE REGENCY GRAND HOTEL By Elizabeth Ho. Gucci Group, under the supervision of Steven L. McShane, The University of Western Australia The Regexy Grand Hotels hotel in Bangkok The while mistakes were allowed. position of the same make land The hotel was established the year ago by a local more than twice could not tolerated. He advised his managers con of investon and has been operated by aThale and department heads that they should nordics or con eral manage throughout this time the hotel con of Bang him on mine problems and decisions Nevertheless koko prest and its 700 employees enoy the he told them that they are to the import/ prestige of being cated with the hotel The hotel provides an der with him. He concluded the meeting byak good weiter une bove market satelity, and job wing for feedback Seal managed department has told lity. In addition, a gond year bent menting to four um that they liked the sea and would support while oth manthry is wanted to employees regardless of the simply added their heads Becker was pleased with the hoe overall performance during the ye pone and was eager to have a plan imple Itecently, the Regency was sold to a large American hotel Is the past, the Regency bad emphasistrative chain that was very keen to expand its operations into the control resulting in many bureaucrate procedures the land when the arquisition was announced the General Man out the organ Forecamplethe front counter employ ager decided to the early retirement when the cel changed nended to seek approval from their manager or they ownership. The American hotel chain lept all of the Regency could upgrade guests to another category of room. The free employees although a few were traded to other er manager will have to write bit the John B. Amman with 10 yean emanagement port to the General Manager justifying the uptake. Soon experience with the hotel chain, was appointed as the newer he meeting with manager, Becker reduced the num General Manager of the Regency Grand Hotel Becker waste of bureaucratic ruins at the Regency and allocated more selected as the new General Manager because of his pret decision making they to frontline employees. This action ctn newly a hole in the United peet those who previously had decision making power over Str. In most of the previous edertook over these issues. As a result several of these employees left the per with power profily and we Becker is a strong ever in empowerment expect Decke allegan penting large portion of his time employees to beyond gen/vndards to consider werving and interacting with the employees at the trees the case by cases. This employeesdeskobily, tants and are departments. This direct be guest rimed at all times us to provide excellent cus interaction with lecker helped many employees to under Vice From US experience, Becker has found that and what he wanted and expected of themHowever, the empowerment increases employee motivate, peoployees had matically trying to distinguish between and attain all of which contribute to the hotel's prod major and minore decision More than not super Stability and customer service rating Soon after becoming von would reverse employee decision by stating that they General Manager at the Regency Grand, Becker introduced wete mais requiring management al Imploy the practice of empowermento storicate the im who deployed rate and made a decin that he had achieved back Infying the needs of the press rately received my picie The Regncy Grand hotel has been wry probable since feedback from the supervis Evely, mat of the It opened the employees have always worked according to employees lost confidence in making decisions and reverted management's instructions. The responsibility was to me Back to relying on the superiore decision making that the instructions from the manages were carried out Not long her the implementation of the practice diligently and conventional Innovation and creativity empowerment lecker maled that his subordinates were were discouraged under the previous management Indeed. coming him moquently the Most of them employees were used for the mistakes and discouraged came to him to discuss or con minorities. He had to from trying out that had not be approved by manage pendant of his time wending to his bodies Sche ment. As a result, employees were afraid to be innovative and began to feel highly fruttated and exhausted and very often to en would tellus cretary that and the best don't lecker met with the Regency men and department let anyone heads to explain that empowerment would be introduced in Becker thought that the practice of empowerment would the hotellet them that employees must be empowered liendit the overall performance of the hotel con with decision making authority to that they can use their trary to his expectation the business and overall performance Inactive creativity and at the need of the hotel began to The had been or handle problem effectively and efficiently. However, he ing number of est complaints. In the past the hotel had wed that the meer op die were to minore complaints Now there we cantum be rented to super who were to catch and the ber of some complace very month Many other than provide direct orden. Puhumor leckeressed that guests to their hatten wally to hotel close www.excetera.com The number of les made by mployees had been lange. In addition the employee tumer Te had In Becker wai wery up when he realed that two mached high The good working relationships the local news and a newspaper had published that were established under the old management had been negative feedback on the hotel in movie standards wely trained the employees were no Singer unned and He was to dated when an imagine supportive of each other. They were quick to "pot fign had voted the hotel of Asla's sightmare both ar to "back sabonether when makes were made The stress level of the oployees we continua and when problem occurred mounting in the introduction of the practice of empow ement Abuen due to the was incang