MOHAMMAD SALMAN MOHAMMAD ZAMAN, 000585826-7, CASE

STUDY.

After looking at the case study it can be argued that the organisation had changed
and flattened the structure. They had hired a new HR director, they had opened an open
communication line between the staff and the department. The organisation has moved to a
service oriented culture which kept their department related to the key area for example
kitchen, rooms, services etc. They had developed a Serve Extraordinaire which had
changed the vision and mission and the goals of the business. The organisation is looking
forward to a team based culture which may be an open friendly and helpful culture.
Furthermore (Mohanty & Yadav, 1996, p.6) argued that “team building is a mechanism to
improve the organisation‟s problem-solving and decision-making processes, particularly
through a collaborative system of work organisation. They had changed into a flexible,
forward thinking culture due to which it has become the good place to work, they had
increased the development and training the span of control which will be effected by the
coaches because they encourage the customers. These all cultural changes helped the
organisation to win the customers satisfaction and due to which now the customer
satisfaction in the organisation is 99% which is very good.

(Schneider,1994, p.69) argued that “marketing research mostly study the satisfaction
of individual customers rather than customer satisfaction in collector-bank branches, retail
stores and so forth”. In this organisation the branding was improved with improved customer
services, they made a change with advertising a new convention centre and tapped into the
new market and they also did advertising with the national business.

The new scheme had made changes in the policies and procedure as well as in the
management which led them to customer satisfaction.

The parent company had invested in the staff and building of the organisation due to
which there was a 9% increase in the sale and 70% increase in repeat booking and the cost
of around one hundred and fifty thousand pound each year was worthwhile.

After looking at the organisation it can be argued that the Human resource area has
contributed the most in the success of the organisation. ( capon, 2004, p.239) argued that
“human resource management consider the whole picture of staffing in the organisation and
takes a strategic and operational view of human resource requirement”. The organisation
had hired a new HR director they had invested in the staff and development training
program. They had flattened the structure by creating a project team which helped to
facilitate the change in the culture and philosophy based on customer service. Ultimately

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(mohanty & yadav,1996) argued that while solving the problems the members of the teams
should understand that it‟s not only about fixing the problem but also the individual or the
team as a whole to gain some knowledge from the process of problem solving because it is
a part of team to better themselves to better the environment and to help the company to
serve the customer more perfectly.

The organisation has recruited the coaches which was a intrusting recruitment
strategy because they used the people who well know the business. They helped to built a
culture of excellent service. Furthermore ( Schneider, 1994, p.66) argued that “ HRM has
always been a vehicle for management to achieve its productivity goals and so, HRM has
focused on the productivity goals sent its way by management”.

Four Key Stakeholders:

“Stakeholders are any individual or group of individual who stake in the organisation”
(Capon, 2004, p.385).

Power Interest Grid:

Level of interest

Low high

Category (A) Category (B)

Low Customers Employee

Power Category (C) Category (D)

Parent company General manager &
HR
High

Category (D): are the stakeholders with high power and high interest. The General
manager & HR director can be considered as the category D because he is a stakeholder
with high power and high interest. The General Managerhas given serious consideration in
the development and in the future direction of the organisation, as he was having the power
to block and propose he also developed a scheme of „Service Extraordinaire‟. He invested in
the organisation and make it the convention centre. On the other hand he was also very
much interested in getting profit in his business in return. He also hired a HR director who

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helped to decide to have a great recruitment and with the help of his assistant he made
certain changes and made his scheme successful.(Capon, 2004).

Category (C): are the stakeholders with high power and low interest. Parent
company of the organisation will appear in the catergory (C) because they invested
thirty million pound in the organisation they had the power to invest on the business.
With the investment they trained their department and appointed coaches to help the
organisation‟s environment.( Capon, 2004).

Category (B): are the stakeholders with low power and high interest.The
employer will appear in the category (B) because they have high level of interest in
the organisation, they think that by working hard in the organistion will benefit them
as well in the way of getting high salary. Therefore the employee are informed by
their general manager about the new changes or decision made in the organisation,
as it was a very difficult job to change the mind of few peoples but with some hard
work and training the employer were changed and they provided the service that was
consistent with a four-star convention centre. Also new coaches were appointed to
make the scheme successful.( Capon, 2004).

Category (A): are the customers with low power and low interest. The customer
will appear in this category (A) because they have low interest and low power. The
customers are very low interested in the organisation they just need to be satisfied
with the service of the organisation and the products. Due to the increase in the
customer satisfaction there was a increase in the booking and customers started
choosing Novotel London.( Capon, 2004).

SWOT stands for strength, weakness, opportunities and threats. (lee, kuo-liang,
2008) argued that “analysis on the internal strength and weakness is mainly to evaluate how
an enterprise carries out its internal work, such as management, work efficiency, research,
and development etc”. Furthermore (lee kuo, et al, 2004, p.88) argued that “analysis of
external opportunities and threats is mainly to evaluate whether an enterprise can seize the
opportunities and avoid the threats when facing an uncontrollable external environment”.

In the organisation the employees got intrested because they are developed, a new
policy of Service Extraordinaire which has changed the culture of the organisation and the
customers are satidfied. The organisation has appointed the coaches which is very
interested recruitment because they well knows the business already, due to the increase in
the customers satisfaction there has been a 70% increase in the repeated booking.

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Four year ago the organisation was struggling with a poor reputation with its staff and
customers. Seasonal and events for example Christmas or winter or summer etc may affect
the sales of the organisation.

The opportunities for the organisation are by researching on the other five star
conventional centres which can improve more the organisation environment and help in
increasing the sale. Opportunities to make their customers more satisfied by investing more
on the organisation. Opportunity to increase the sale by opening new and more
organisations nationally and internationally.

The organisation‟s competition with the other conventional centres and hotels which
is a sign of danger for this organisation. A threat can also be on the technology as on daily
basis new technologies are being manufactured. The competitors may also wish to improve
their own organisation and which will affected to the Novotel organisaiton.

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Reference List

Benjamin Schneider. (1994). HRM-A Service Perspective: towards a customer focused

HRM, 5 (1), 64-76.

Claire Capon. (2004). Understanding Organisational Context inside and outside, London:
Prentice Hall.

Lee, kuo-Liang, et al. (2008). Locating The Competitive Relation Of Global Logistics Hub
Using Quantitative SWOT Analysis Method, 43 (1), 87-107.

R. P. Mohanty, & O. P. Yadav. (1996). Understanding The Fundamentals For Managing

Change, 45 (7), 5-8.

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