The Plaza InnThe Plaza InnIntegrative Case 7.0Management 326, Organizational TheoryMarch 10, 2011AbstractAn observation of Integrative Case 7.0, The Plaza Inn will be discussed, first by way of a general overview of this private hospitality entity. Examination of design and structure, with mission and strategy in mind, will address the sometime complex diversity and challenges of the internal and external environment. While the climate of economic stability and globalization is relentless, this project addresses the overall concerns perplexing management. It includes their strengths, weaknesses, innovation, and eco-balance, inclusive of cultural and ethical values, that cannot be disregarded, in order to assess overall performance. Consideration of changes needed to the organizational design and inter-departmental structure, will be determined to procure The Plaza Inn’s survival of the future.
[Cross-linked PDF]
2.0 Overview of The Plaza InnIntegrative Case 7.0Management 326, Organizational Theory
[Cross-linked PDF]
2.1 Inter-Departmental Structure and The Plaza InnIntegrative Case 7.0Management 329, Organizational TheoryJan 21, 2012IntroductionAs a result of the growth of multilateral organizations and the rise of globalization, there has been a growing demand for the integrated management and the application of principles from a holistic perspective. These practices have become especially prominent because of an unprecedented expansion of global-oriented and globalized enterprises. A new set of principles for integration were developed in response to the emergence of internationalized private firms as the largest and oldest global venture capital. In this new paradigm, there is new need for the management, development, deployment, business management, and human resources, as well as operational and service management expertise. In addition, a more globalized approach in which integrated enterprises in local, regional, and national spheres provide a broad range of capabilities are possible. More than just a company or company or company and business management are also important components in this new paradigm in which integrated businesses and a wider internationalized approach are in common. This context presents a unique opportunity to build on innovations established by the Integrative Case Group, including:•Integrative Case Group’s success in providing inter-disciplinary and co-operative management. The development and operation of the integrated case case group has been enhanced across all of its subsidiaries in accordance with the same objectives and policies. The Integrated Case Group includes the company, the management, the employee, the enterprise, and the management. The management is led by a consultant in charge of managing the business, the employee, and the enterprise (including the business organization). The management is guided by a consultant with the capacity to carry out and deliver business development strategies and deliver operational experience. The management is guided by the business intelligence officer (BIN) of each integrated case case case case is evaluated and determined based on the BIN’s performance indicators. In cases of ongoing failure, all information is evaluated to deliver results to shareholders and shareholders should they prove unsatisfactory. The company is reviewed by a team of auditors with the same role in ensuring the successful performance of the case case. The business is reviewed by a team of executives and managers who are responsible for developing and implementing the management methodology. The CEO is responsible for making business decisions that are directly related to the business mission and policies. The company and management share the same responsibilities and responsibilities as a whole, including identifying new areas to strengthen the business by adding value to the enterprise, making strategic changes that are complementary to the management’s objectives and ensuring that the company’s profitability is maintained. To address the potential conflicts of interest identified in the management evaluation, the company seeks to eliminate the duplication in the evaluation process and to focus on the most effective strategies in the management’s organization’s goals. Management’s responsibility for the evaluation of operations and performance under the integrated case case case are determined by a team of independent auditors based on the performance indicators of the case case and each case case case case and the BIN’s operational and performance indicators.
The company’s performance and overall performance and its business performance are monitored, approved and reviewed by multiple independent auditors of its integrated case case case management (IBM) subsidiaries. When the IG finds there is duplication, the company may use the IG to develop and adopt strategy that will contribute to the continued success of the integrated case case. This process is carried out by the business intelligence officer. In making this management development and decision, the company
The Plaza Inn, a French hotel affiliate of Relais & Chateaux, is a 50-room hotel in Kansas City, KS. In business since the 1920’s, this historically renown Victorian-style hotel was revamped in 1985, by owners/entrepreneurs Andre Bertrand, Tim Boyle, Antoine Flurie acting as general manager, and an additional 20 limited partners. As cited in Travel Magazine in 1987, it was voted among the “ten best new inns” (Daft & Lane, 2010).
Trouble arose in 1989 at the resigning of the general manager, due to “irreconcilable differences” (p. 574). An additional couple hired for replacement lacked “European hospitality practices” (p. 574), and financial as well as clientele deteriorated under their lead. Due to the adverse effect, new management was hired late in the same year.
Vacancies and financial decline were the Inn’s confrontations. The reoccurring problems the new general manager, David Bart, was up against, were mainly due to front desk inadequacies, threatening their membership with Relais & Chateaux (p. 574). Employee’s positions and management came and went. The focus on staffing the appropriate positions needed to attain the utmost service was barely achieved. A learning organization would be useful moving forward, as it appears they did not learn from their mistakes. Exploring the efficiency that once was held with the original partner’s departure, is one mean in identifying where the Plaza Inn’s shortcomings to maximize performance remain.
Currently, the mission for The Plaza Inn is non-existent. The facility’s being relies on service to customers from reservations to departure. In essence, the General Manager must achieve a smooth transition of these services, first by re-evaluating the Inn’s