Student: Lynn Lawrence
Tutor: Eileen Emslie
Course: Managing People and Organisations – DE3D 34
Outcome 4
The Stewart Hotel
Contents
Summary
Main Contents 1. Current structure and working environment at The Stewart Hotel 2. Proposed new structure based on the information given for the merger with Gordon Meldrum
Functions and relationships within the new structure
Reasons for the new structure
Recommendations to implement the new structure
Bibliography
Appendices
Summary
This report hopes to explain in detail the current structure of the Stewart Hotel and how this structure currently operates. Reason will be made to change this structure to best support the development of the proposed merger with Gordon Meldrum and improve moral and productivity.
Current structure and working environment at The Stewart Hotel
The Stewart Hotel and Restaurant currently runs as a flat structure with Ailsa and Craig at the top giving Instruction (see appendix I).
The Stewart Hotel is currently split into two divisions the hotel, and the Kitchen and Restaurant.
There are 5 working groups, the Kitchen and Waiting staff in the restaurant and reception, chamber maids and maintenance staff in the hotel.
There is also a Reception Manager called Antionio in the hotel, a Sous Chef called Saskia and a Commis Chef called Jordan in the Kitchen. There also an accountant called Clark.
Ailsa originally taken on to work within the hotel now has the title of overall General Manager. However she still appears to primarily head up the team behind the running of the Hotel. Her managing style could be described as decentralised, willing to delegate authority and responsibility to her Reception Manager Antonio. Ailsa concentrates main on increasing the business of the hotel and restaurant, with securing contracts with large companies and getting corporate deals. Her absence is felt by Craig as there is no support for the restaurant.
Antonio holds weekly team meeting for suggestions to improve the service, many of which have been implemented. The team work well together and receive some good customer feedback. Ailsa spends a lot of time away from the hotel and is confident that the team will be well managed by Antonio who has extensive hotel trade experience. They achieve the high customer service expected of them and that the hotel relies on to keep its reputation.
Craig is the Head Chef and runs the Kitchen and Restaurant. His managing style is however very centralised. He has been quoted as saying ‘this is my kitchen, we run it my way’. Craig’s approach is the complete opposite to Ailsa’s leaves daily instructions and limitations on this staff. Leaving them very frustrated and lacking in moral or motivation, any suggestions most likely to be knocked back.
The restaurant’s reputation is very much based on Craig’s reputation and its use of the local produce from Gordon Meldrum’s farm.
The approaches used my Craig and Ailsa are very different, using the Hersey and Blanchard situational model to leadership.
Ailsa can alter her approach to her colleague as determined by their experience and the task. She has confidence in their competence and ability.
Craig on the other hand with his very authoritarian management style can’t follow the movement within this approach. With reference to the Hersey and Blanchard model (see appendix IV), Craig is very much stuck in the S1, Telling and directing. He instructs his workers and allows very little or no input or discussion. Craig struggles to see the whole picture just seeing the task at hand, and having it run the way he has been taught.
Proposed new structure and reasoning behind it.
A taller structure (see appendix II) with a more hybrid culture for the merged business would be advised. This being due to the numerous sites, consisting of a hotel and 2 restaurants and a farm. Fundamentally creating a large variation in working environments and conditions. Along with the proposed development of a second hotel, this would certainly creats a need for marketing and development. Each of the partners has experience in different areas and could head up their own team/project, with heightened responsibility for their appointed managers (see appendix II).
Ailsa would be best appointed to head up the proposed development of a second hotel, having had the experience securing the loan and grant for refurbishment and upgrade of the Stewart Hotel. This most certainly the culminating reason for them being the first hotel in Glasgow to gain the 5 star AA award. She also has the degree in Business and experience in being Stewart hotel forward and gain business and clientel. As mentioned the possibility of two centre stays would likely increase and create a diversity of clientel for both sites, as well as the connection and employee relationships.
Craig could be pulled away from the day to day running of the restaurant and kitchen, giving Craig a more developmental and advisory role over the two restaurants and kitchens. His name would still have to be associated with the kitchens and dishes. This should help with the moral and progressive issues currently at the Stewart Restaurant. Herzberg defines 3 avenues to improve staff satisfaction and motivation, Job enrichment, Job Enlargement and Rotation. Job Enlargement can be seen as a de-motivator if not implemented correctly, when been given more strenuous duties the more mundane duties could be passed or the lower level staff as advanced duties etc. Craig needs to apply these to the restaurant and kitchen to help meet the intrinsic needs of the staff. Having Saskia promoted to Head chef, and advised by Craig. Possible promoting Jordon to Trainee sous chef, would help Saskia and Jordan’s with their job satisfaction. Allowing Jordan to sign off deliveries would certainly help with some of the delays in the Kitchen. Also appointing a head waiter/ess in the restaurant would reduce the issues in the kitchen, and ensuring service is run smoothly and kept to the customer service expected. The connection with the Meldrum farm also reducing costs to the restaurant.
Antonio could most certainly be utilised to manage the Hotel, as he has shown to be more than capable to do so. One of the more experienced receptionist could take on the role as head receptionist or manager. The Reception team could also be expanded to deal with more admin duties with some connection to Clark the accountant, to include such tasks as payroll and accounts for the expanding group. Utilising up to date technology to connect booking and accounts systems to the proposed Hotel and the restaurant at the Meldrum farm.
The Meldrum restaurant appears to developing successfully and with the connections and input from Craig can surely bring them even more trade. There could also be the possibility of some job rotation with Saskia, Jordan and the 2 chefs at the restaurant. Sheila maintaining the role as restaurant manager, with possibility of some role within the new hotel once developed and promoted one of the current waiting staff.
The farm is runs efficiently by Gordon and with some produce advice from Craig for alternative produce, could only allow the farm to develop. The possibility of gaining other awards and certificates for their produce as well as their soil is also an option.
Bibliography
Books/Written Materials
Hersey, P. and Blanchard, K. H, Leadership and the One Minute Manager, William Morrow, 1999
Herzberg. F, 'The Motivation to Work' (1959); ‘Work and the Nature of Man’ (1966); ‘The Managerial Choice’ (1982); and ‘Herzberg on Motivation’ (1983).
Building a Hybrid Culture By Rochelle Kopp, Managing Principal, Japan Intercultural Consulting
Websites/pages
Changing minds.org/disciplines/leadership/styles
Valuebasedmanagement.net/methods_contingency_theory
12manage.com/methods_contingency_theory
Appendix I
Current Structure
Sandy and Margaret (Owners) | Craig(Head Chef) Ailsa (General Manager) | Clark(Accountant) | Saska(Sous Chef) Antonio(Reception Manager) | Jordan(Commis Chef) | Kitchen Staff Waiting Staff Receptionist Cleaning Staff Chambermaids Maintenance Staff |
Appendix II
Proposed Structure on completion of Merger
Proposed Hotel Stewart Hotel Stewart Restaurant Meldrum Restaurant Meldrum Farm | Alisa (Marketing and Development Manager Craig (Senior Advisory/Head Chef) Gordon (Farm Manager) | Clark (Accountant) Antonio (Hotel and Personnel Manager) Sheila (Restaurant Manager) | Saskia (Head Chef) | If Required (Hotel Assistant Manager) Jordon (Trainee Sous Chef) Chefs | If Required (Trainee Commis Chef) If Required (Trainee Commis Chef) | Head Waiter/ess If Required Head Waiter/ess | Receptionist/Admin Support Chambermaids Cleaners Maintenance Kitchen Waiting Waiting Farm Workers |
© alan chapman 2001-4, free resources from www.businessballs.com, not to be sold or published.
Herzberg information. Alan Chapman accepts no liability.
Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not motivate.
'hygiene' (or 'maintenance') factors security status supervision relationship with subordinates salary relationship with peers personal life work conditions company policy and administration relationship with supervisor
achievement recognition work itself responsibility advancement personal growth
Herzberg's Motivators and Hygiene Factors
© alan chapman 2001-4, free resources from www.businessballs.com, not to be sold or published.
Herzberg information. Alan Chapman accepts no liability.
Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not motivate.
'hygiene' (or 'maintenance') factors security status supervision relationship with subordinates salary relationship with peers personal life work conditions company policy and administration relationship with supervisor
'motivators'
achievement recognition work itself responsibility advancement personal growth
Appendix III
Appendix IV
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[ 1 ]. Hersey, P. and Blanchard, K. H, Leadership and the One Minute Manager, William Morrow, 1999
[ 2 ]. Kopp.R, Building a Hybrid Culture 