The Regency Grand Hotel

ZAPP The Lightning of EMPOWERMENT, by William C. Byham Ph.D. and Jeff Cox presents a story of different problems that managers/supervisors face and how they deal with the problems. The book shows how an autocratic supervisor would deal with a problem compared to a participative supervisor would handle the problems. The story shows the contrast between a supervisor that ZAPPS (empowers) her employees and a supervisor that SAPPS his employees by his interactions and management style with the employees.

In the paradigm of management, empowerment is viewed as losing authority and control over people and resources. Generally, people resent being driven, controlled and being seen as part of company equipment. This breeds apathy in employees towards the organisation’s intents in the market place and destroys accountability.

In many ways, empowerment embodies principles effective managers and leaders have practiced for years. Two new driving forces in business, increased diversity and high-speed change, magnify the need for empowerment. Empowering people is now indispensable for effective personal productivity and maximum team success.

John Becker believes in enfranchisement. He believes in going beyond and above our means to all guests and that each guest manages equally. This process was a success at his prior hotels that John decided to implement this process here at the regency grand hotel. He met with the management team and introduced his expectations to them. He made them aware that they are to take care of the minor issues and to contact him with significant problems in the hotel between the guest

The solution adopted by many companies is to move toward greater delegation. Yet it is difficult for top managers to give up responsibility. And lower-level managers are not accustomed for making decisions for themselves. As a result many companies struggle during this revolutionary period, because many lower level employees leave the organization since they stick to centralized methods.

Steve McKenzie a management consultant from New Jersey reflected back on his Easter Holiday trip where they stayed at The Regal Carnation Hotel in Guam. He remembered the false advertisement of the website, many missed opportunities, and the lack of management and customer service on a vacation that over promised and under delivered. He contemplated writing a letter to the Hotel owners and management, although he may not personally receive something in return, knowing he may be able to make improvements on future travelers was motivation enough.

A doorman can please the customer with a smile and a few words of welcome, but one surly waiter can kill the effect. Or if we keep an executive waiting in his suite in his underwear for his only suit to come back from a one-hour pressing, we could lose a lifetime customer worth hundreds of thousands of dollars. No hotel, however splendid, looks good to someone whose day it has ruined. For example, lodging manager usually work long and irregular hours including weekends, evenings and most public holidays, usually works indoors, and from an

The single most important component associated with managing a successful organization, entails the empowerment of employees. People that are empowered are able to make smart decisions without always having to rely on authority, to point them in the right direction. Creating an empowered organization involves interest in the workplace; minimal absence from work, high retention rates; loyal and motivated team members; as well as efficient results and effective communication amongst team members. In the book, The Wonderful Wizard of Oz

The case revolves around the Regal Carnation Hotel, located in Guam. Partly narrated by Steve McKenzie, he described his experience with the Regal Carnation Hotel. In his description of the situation, the “me too” approach to hotel management led to poor service, false representation, and a pricing plan that does not match the value of the hotel. The hotel industry in Guam has important statistical information that will lead to an effective analysis.

The Brunswick Hotel has stood at its current location since the 1920s; some jokers say the piano player has been there almost as long. In exchange for room and board plus tips, she plays three shows a day. Her Barrel house is slow from her arthritis, and her voice--roughened by decades of whiskey and tobacco--cracks on the high notes. Sometimes she dreams about her twin, the other playing fast melodies in the upper register while she pounds out a boogie-woogie bass line, four feet tapping time better than a metronome.

In many companies, operational employees also need information to handle tasks and make decisions that were assigned to supervisors. This trend, called empowerment, gives employees more

Empowerment addresses the power inequality inherent in subordination. Food and Beverage manager Michelle Cook is above Executive chef Ritchie Gravy in formal authority but she is subordinate because Ritchie is in a relational position of power over her. Empowerment, therefore, concerns releasing the shackles placed on floor staffs by kitchen staffs who have power in Café Hip. In this case, as management is empowering the

Managers should explain to employees what empowerment is and how it could have an impact personally. Managers need to be able to provide examples of what kind of authority the employee now has in making decisions. Will it include the ability to resolve customer complaints or determine work and vacation schedules? Alternatively, will empowerment be

In order to amplify its potential, the government gave contract to change RDH to Hotel International (HI), a reputed global management organization. The new management (HI) took over and started implement the changes to meet the international standards. But the employees could not go under the sudden changes because of their habit of traditional way of working and without having reasonable answers to their questions. This made them feels pressurized and moreover, the policies and procedures implemented were perceived as against the local

Recently purchased by a large American hotel chain, the Regency Grand hotel, located in Bangkok Thailand, is an example of prestige, with a 5-star rating. For the past 15