By the time they focus on the actual task, the next break is up. But if they get two breaks, of 30 minutes each, then they will not constantly interrupt their work and the efficiency would increase.
Setting stricter deadlines, but -- as a manager -- being prepared for them to be delayed. This strategy is useful as the stress of an upcoming deadline will often press the employees to be more active and efficient (Schilling, 2007). This does not mean that the employees would be exploited, only that the time allocated to procrastination is decreased.
Developing and implementing a reward system, based on performances. In other words, it would be necessary for the managers at the Junction Hotel to evaluate the efficiency of each individual employee and reward them based on their performance levels. Such an effort would materialize in motivation to increase efficiency, as well as the sense of worth and constructive competition between the staff members (Griffin and Moorhead, 2009).
In terms of the international expansion, it is noted that the Junction Hotel is becoming more and more of a global presence, especially as it is now an integrant part of the Hilvomada chain. It as such comes to operate across several countries and it implements the same standardized model in doing so. But despite the fact that international expansion presents the company with the benefits of wider customer bases and as such larger revenues, it also reveals the challenge of additional barriers to cross. One of the more relevant of these challenges is represented by the cultural differences.
Cultural differences play an essential part in the successful international expansion of an organization, in the meaning that unless the cultural differences are adequately understood, the organisational process would suffer. Furthermore, the cultural differences must not only be understood, but they must also be responded. Otherwise put, it is necessary for the Junction Hotel to understand and adapt its model to the specifics of the cultural background in a new region in which it operates, otherwise it risks failing at its effort of international expansion. Probably the most eloquent example in this sense is represented by the case of Wal-Mart in Germany. Wal-Mart is the undisputable leader of the retail industry in the United States, but its expansion in Germany has been a complete fiasco. The company strived to implement the model exactly as it was in the U.S. And did not understand and respect the privacy of the German population, their labor laws and the characteristics of the population (Knorr and Arndt, 2003). After a decade of struggle, it was forced to eventually exit the market and count its million dollar losses.
In order then to not meet the same outcome, the Junction Hotel has to best understand the cultural differences and adapt to them. And this necessity is pegged to the following issues which could be generated by cultural diversity among the staff members:
There is the possibility of a language barrier which would prevent the managers and the employees from efficiently interacting
The inability to comprehend the culture of the employees could equalize the inability to comprehend the culture of the customers served, meaning as such that the very business process, revenues and profitability are jeopardized.
4. Conclusions
The Junction Hotel is a more and more powerful and globally present enterprise, which has managed to combine traditionalism and modernity in a means in which the diverse needs of various customer categories are satisfied. Yet, in order to further support its development, it has to emphasize on the strategic approach of two specific issues -- efficiency and internal concerns.
At the level of efficiency, this concern is raised as a result of the standarisation implemented firm wide. The epitome of efficiency is considered Henry Ford, due to his assembly line, but also -- yet less recognized -- for its ability to motivate the employees to take active part in the change process. However, in order for the Junction Hotel to succeed in its endeavors, it is necessary for it to go beyond efficiency and also focus on predictability, control and calculability.
Finally, in respect to the internal issues, these refer primarily to the strategic approaches to creating employee efficiency, and this was addressed through the offering of several specific recommendations. Then, at the level of international expansion, emphasis is placed on the understanding and adapting to the features of the local culture. Overall, the Junction Hotel is a complex enterprise, but as it ventures into new territories, it must also respond to new challenges.
Immigration policy, distance and financial constraints reduce the flow of people. Religions are notoriously difficult to pass from culture to the next because of the deep level of personal involvement. Languages are passed to outsiders only when pragmatic, as in the case of lingua francas. As long as the barriers to passing important cultural artifacts between cultures remain, globalisation will remain in evidence mostly with what can be transferred
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