read the case study and answer the following questions

It is 1975. Faramarz has recently purchased the Downtown Hotel, a 125-unit facility in downtown Central City, a very large city in the northeast. The Downtown Hotel was originally a Holiday Inn, built in the early 1960s and owned by the Holiday Inn parent company rather than a franchisee. Prior to that time, the strategy of Holiday Inns was to build only on the outskirts of town. But as the number of inns multiplied, the company decided that inns in downtown areas could be profitable. When the Central City Holiday Inn was built, it was located near the bustling central business district but in a neighborhood that was typical of the older northeast working-class ethnic neighborhoods. Although most Holiday Inns built in or near central business districts at that time were many stories tall, a zoning peculiarity on this site restricted the building to two levels. At the turn of the decade, the Holiday Inn company began to suffer heavy losses and sold many units in its chain, including the hotel in Central City. By 1975 the neighborhood in which the hotel was located had become more dangerous, the inner-city central district was less desirable to businesses, and the hotel building had begun to look dated. Faramarz knew these facts but bought the property anyway; the price was right, and he anticipated that he could revitalize it. The building was still structurally sound and located next to an interstate highway. It still had a 50 percent occupancy rate, although the rate had been gradually falling over the past few years. Faramarz attributed the falling occupancy rate to poor management and facility deterioration; he thought he could do better. Faramarz spent considerable money refurbishing the interior. When he was finished, the rooms were nicely decorated, the amenities appropriate for the market segment, and the exterior pleasant to look at. The design of the hotel was typical of 1960s construction: two levels of rooms facing the street with exterior entrances to rooms on both levels, the guests on the second level entering their rooms from an open balcony facing the street. Guests parked their cars in front of the rooms in an unfenced lot. The original bushes and trees that were planted years ago were now fully mature and, in combination with the two-level building structure, gave the property a shaded country feel. Now that he had enhanced the attractiveness of his building and its rooms, Faramarz wanted to develop a strategy to improve the Downtown Hotel's occupancy rate. His basic information source was guest comment cards and mystery shoppers. The common theme of their feedback was that while they appreciated the modernization and the country feel of the place, they somehow felt very unsafe here. Many guests said that they did not intend to return to the hotel on future visits to Central City. Faramarz could see that he had a problem but didn't know quite how to solve it.

1) based on your own common sense tell you (and any interviews you might obtain with hotel personnel), please develop two strategies for making Faramarz's guests feel safer at the Downtown Hotel.

2) Please recall any organization in which you were heavily involved as an employee or as a student. A) How would you describe the culture of that organization?

B) What did the managers or leaders do or not do to cause the culture to be as you described it? C) What ideas could the managers or leaders have used to improve the organizational culture?