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Transcript of Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality...
![Page 1: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/1.jpg)
Organizing
Chapter 16
John R. Walker
Introduction to Hospitality, 6eand
Introduction to Hospitality Management, 4e
![Page 2: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/2.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The Purpose of Organizing
• The purpose of organizing is to get a job done efficiently & effectively by completing these tasks:– Dividing work.– Assigning tasks.– Coordinating diverse organizational tasks.– Clustering jobs into units.– Establishing relationships.– Establishing formal lines of authority.– Allocate & deploy organizational resources.
![Page 3: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/3.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The Purpose of Organizing
• Organization refers to the arrangement of activities so that they systematically contribute to goal accomplishment.
• No one person can do all the things necessary for a hospitality organization to be successful.
![Page 4: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/4.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Defining Organizational Structure
• An organizational structure is like a skeleton in that it lends support to the various departments in an organization.
• It provides the total framework by which job tasks are divided, grouped, & coordinated.
• See next slide.
![Page 5: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/5.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The New “Upside-Down” Organizational Chart
Figure 16-1
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Book TitleAuthor name
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Work Specialization/Division of Labor
• Work specialization is the extent to which jobs in an organization are divided into separate tasks. – One person does not do the entire job.– Instead, it is broken down into steps & a
different person completes each step.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Departmentalization
• Once jobs have been divided up by work specialization, they have to be grouped back together so that the common tasks can be coordinated (departmentalization).
• Methods of departmentalizing:– By function– By product– By guest need– By territory– Any combination of the above
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Organizational Chart for a Theme Park
Figure 16-2
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Book TitleAuthor name
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Authority & Responsibility
• Authority is closely associated with chain of command because it gives the right to managers to exercise their power in a given situation.
• Authority should be commensurate with responsibility.
![Page 10: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/10.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Chain of Command• Outlines those with authority from the top down:
– BOD– CEO– Vice-president
• The chain of command is helpful for associates who have questions or need advice because they will know whom to ask.
• They also know to whom they are responsible for their work performance.
![Page 11: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/11.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Increasing Span of Control
• Number of employees a supervisor can efficiently manage.– The answer used to be between 8 & 12. – Now, however, the answer is likely to be 12 to 18!
• Factors:– Type of work– Skill level of employee– Level of training– Technology available– Leadership style– Management experience
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Empowerment
• Giving employees a degree of decision-making authority.
• Allows employees to be flexible when dealing with difficult situations that do not necessarily require management attention.
• Increase in guest satisfaction.
![Page 13: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/13.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Centralization vs. Decentralization
• Some organizations make most of the decisions at the corporate office & inform unit managers of them. – This process is called centralization. – Top managers make the organization’s key decisions
with little/no input from subordinates.
• Decentralized organizations make most of the decisions at the unit level or with input from associates.
![Page 14: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/14.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Centralization versus Decentralization in an OrganizationFigure 16-4
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Organizational Design Decisions
• Coordination of Activities:– Departments need to communicate quickly & often
to keep up with guest requests.
• Contingency Planning:– Contingency factors deal with what hospitality
organizations refer to as the what-ifs.
![Page 16: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/16.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Contemporary Organizational Designs
• The first is a work team structure.
• Either the complete organization or a part of it is made up of teams that perform the duties necessary to delight the guest.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Contemporary Organizational Designs
• There are two main types of work teams: integrated and self-managed.
• Integrated work teams are given a number of tasks by the manager, and the team gives specific assignments to members.
• Self-managed work teams are assigned a goal, and the team plans, organizes, leads, and controls to achieve the goal.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Matrix & Project Structures
• The matrix structure is an organizational structure that assigns specialists from different departments to work on a project.– For example, a new attraction, restaurant, or hotel
opening.
• Project structures are those in which employees continuously work on projects. – Unlike a matrix structure, members of a project do not
return to their departments after project completion. – They go on to the next project.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Independent Business Units
• Encourages departments to not only delight the guest but also to watch the money all the way to the bottom line.
• In other words, the IBU becomes its own independent business & makes decisions accordingly with little or no need to get approval for routine operational decisions.
![Page 20: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/20.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Boundaryless Organizations
• An organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.
• Seeks to eliminate the chain of command, to have appropriate spans of control, & to replace departments with empowered teams.
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Book TitleAuthor name
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The Four Types of Contemporary Organizational Designs
Figure 16-5
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Team & Employee Involvement
• Teams are task-oriented work groups; they can either be formally appointed or may evolve in-formally.
• Teams are great for doing work that is complex, interrelated, or of a volume larger than one person can handle.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Team & Employee Involvement
• Why are some groups more successful than others?
• Why does a team of mediocre players sometimes beat a team of superior players?
• Why & how this happens is called group dynamics & includes:– The abilities of the group’s members.– The size of the group.– The level of conflict.– The internal pressures on members to conform to
the group’s norms.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
How Companies Use Teams
• One way is to structure the organization into teams from the start.
• Through TQM programs that involve associates working in teams to constantly improve the guest experience.
• Self-managed teams make decisions that were once made by managers. – This saves managers time, allowing them to
concentrate on more important things.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
How to Build Productive Teams
• Productive teams are built by:– Giving associates the authority, responsibility, &
encouragement to come together to work on guest-related improvements.
– Leadership.– Setting goals & objectives.– Interaction.
![Page 26: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/26.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Job Rotation, Enlargement & Enrichment
• Job Rotation: creates interest & assists in developing associates to take on additional responsibilities.
• Job Enlargement: increases the scope of the associates’ work.
• Job Enrichment: adds some planning & evaluating responsibilities to a position. It gives associates greater control over their work.
![Page 27: Organizing Chapter 16 John R. Walker Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e.](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649da05503460f94a8af5c/html5/thumbnails/27.jpg)
Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Trends• Computerized scheduling programs save the organizer
time & limit the error margin for being over- or understaffed.
• The fact that recipes are just a click away on the Internet helps speed the organizational process tremendously.
• The new dynamic of multitasking has caused a drastic change in the organizational chart.
• A new trend following the September 11, 2001, tragedy is to decentralize organizations.
• Reduced occupancies at most hotels have led to a reduction in staff & managerial positions. This in turn has led to more decentralized organizations with fewer levels of management.
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Trends
• Another trend is the outsourcing of some hospitality jobs like accounting, which can be done in India and the Philippines for a much lower cost.
• There is a trend of utilizing outsourced employees for some departments such as housekeeping. This reduces payroll and benefits are not offered as these workers are not actually hotel employees..
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Introduction to Hospitality, 6e and Introduction to Hospitality Management, 4e - Walker
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The End