Opera property management system an evaluation report Assignment

Opera property management system an evaluation report - Assignment Example In the past few years information technology has brought a number of changes to almost all the industries. However, it has a serious impact on the hospitality industry. In fact, a large number of people from hospitality industry now consider that the implementation of latest and modern IT tools is necessary not simply to maintain and run hospitality-related functions but also to set up a bridge with potential customers. In this scenario, these varying IT trends in hotel industry force all kinds of hospitality firms to effectively take advantage of any innovative technology that can offer their firm’s substantial excellence in forms of superior customer satisfaction and employee competence. Up till now a large number of researches and studies have been carried out by various researchers to find out the positive effects of IT tools and systems on the hospitality industry. For instance, carried out a research in order to determine the impact of information technology supported sy stems in Australia, which demonstrated that the implementation of information and management systems can play a significant role in increasing the capability of hospitality industries.... The selection of a property management system heavily depends on the nature and size of the hospitality firm. This paper presents a critical review of an information system that is particularly designed for managing and dealing with property related operations. In this paper I am going to review a modern property management system known as Opera Property Management System. This paper will discuss different aspects of Opera Property Management System. Property Management System Before going into the depth of this property management system there is need to understand the importance of using these IT systems in the hospitality industry. As Opera Property Management System focuses on Wi-Fi usage so we will also discuss the use of Wi-Fi technology in the hospitality industry. In their research, (Pandey, 2010) discuss the importance of information technology for the hospitality industry. According to their viewpoint from dealing with guests and customers and developing and presenting food menus to keeping track of their employees, IT tools and systems have not only completely changed but also restructured the way the hospitality firms carry out their tasks in this information technology based era. In fact, the hospitality sector for all time thrash about to find out more ground-breaking tools and applications with the passage of time as they make changes to the format of the hotel and restaurant business (Pandey, 2010). In addition, a large number of researches and studies have concluded that IT tools and applications have turned out to be a key driver of economical growth for the hospitality industry in the past few years. In this scenario, extensive availability of easy to use and state-of-the-art tools and software applications for

HP at a Strategic Crossroad Assignment Example | Topics and Well Written Essays - 3000 words

HP at a Strategic Crossroad - Assignment Example But, the company was not able to take up the challenge thrown up by the rapid advancements in technologies and some of the competitors. Fiorina had proved herself at AT&T by bringing about a successful spin-off at its equipment and research branch. With such a legacy she joined HP and started her mission to refurbish the image of HP and implementing the requisite changes. For introducing changes in an organization and its functioning, the manager is supposed to take into confidence the team leaders, departmental heads and other support staff. The CEO will be able to plan and execute the strategies effectively if she had fullest support from other managers and the governing board. In this case it appears that Carleton Fiorina didn't believe in collaborative or democratic type of functioning. Instead she took pride in imposing her decision and carrying through her plan irrespective of what others have to say on that particular decision. She gained notoriety for placing her interest ove r the interests of the organization. This is a serious shortcoming for being an able and acceptable leader. To manage an organization, the manager has to manage the human resources, the machinery and the strategies. The leader will be termed as successful, if she is able to take active cooperation of the human resources in managing the machinery and planning & executing the strategies. But in this case Fiorina resorted to 'ambush marketing' from the very beginning. Without caring for the tradition or conventions at HP, she started imposing her plans. It can very well be argued that in this era of cut-throat competition, an organization has to plan out its strategies according to the demand from market, but expecting the change to take place overnight, proves detrimental for the health of the organization. This is exactly what Fiorina did after joining HP. It is said that, companies and organizations are made for people and by the people, and obviously their effectiveness depends on the behavior and performance of the people running these companies. Howard Good (2006), the former president of Highland Central School Board in Highland, NY, says, "Being board president brings power and prestige, but you must inspire and help others to be successful". A team leader therefore plays the central role in making or breaking the team. It is the team leader who can synergize the efforts or just wither away the advantage, with his actions. A team leader is supposed to delegate the powers and responsibilities amongst his/ her team mates, inspire the team members by being an example and motivate his team with appropriate motivating factors. A leader can synergize the efforts by; Eliciting the contribution from all concerned Organizing the team members by assigning them the responsibilities, and Developing an information system for monitoring and coordination activities. It can very well be argued that HP had become a bureaucratic type of an organization and was on the verge of loosing the status of being a leader in innovation. World's first scientific calculator was given to the world by HP way back in 1967. The company has been a market leader in printing and imaging business solutions since 1985. But somehow the company could not keep pace with the changing technology and the competitors like IBM and Dell overtook it. The revenue figures started declining. A dynamic leader

Carrefour's Misadventure in Russia Case Study Example | Topics and Well Written Essays - 2000 words

Carrefour's Misadventure in Russia - Case Study Example This research will begin with the statement that with a move to the globalized era, successful businesses and large corporations are continuously looking for the opportunities of international expansion. The last trends show that emerging economies, especially BRIC (Brazil, Russia, India, and China) become more popular destinations for business development purposes. While there are many examples of successful penetration and business establishment on these markets, there are also examples of failures and misadventures. Entry strategy of the France-based retail giant Carrefour to the Russian market has been unsuccessful, and the company’s sudden exit has raised many different opinions in this respect.   Below there is provided an overview of potential factors that might have its impact on the company’s failure continued with the further analysis of the Russian food retail market based on the Porters’ five forces model. While there was not clearly defined the rea son of why Carrefour has made a decision to exit suddenly the Russian market, there were mentioned some obvious factors that might have contributed to this decision. These factors include: social and cultural factors; legal factors; late entry decision; absence of sufficient organic-growth prospects and acquisition opportunities, and political factors. Such social and cultural factors that have been identified as the potential barriers to the Carrefour’s expansion in Russia included: bureaucracy, corruption, red tape.

Human resource management policies implemented by Watsons Engine Assignment

Human resource management policies implemented by Watsons Engine Components - Assignment Example However there are factors which resist effective management of human resource. In this study, theoretical frameworks have also been incorporated to better analyze HRM policies and functions. A critical perspective for human resource management helps in determining the need for strategic HR planning to enhance company performance. The report will even highlight certain recommendations for Watsons at the end which can be implemented to reduce problems observed within the organization. Various approaches of human resource management are outlined in this study and each of them has a significant impact on workforce productivity. Human resource management is an organizational function structured to maximize employee performance. The major objective of this function is to meet objectives of employer. Management of human resource is related to developing systems and policies for effectively managing workforce in an organization. The units and departments of HR are responsible for employee re cruitment, performance appraisal, training and development and even rewarding. HR is associated with industrial relations, or rather balancing governmental laws and collective bargaining regulations with organizational practices. In 20th century, human relations movement framed the concept of human resource management. Researchers worked on this concept and stated that strategic management of workforce can create competitive advantage for a business.

Carrefour's Misadventure in Russia Case Study Example | Topics and Well Written Essays - 2000 words

Carrefour's Misadventure in Russia - Case Study Example This research will begin with the statement that with a move to the globalized era, successful businesses and large corporations are continuously looking for the opportunities of international expansion. The last trends show that emerging economies, especially BRIC (Brazil, Russia, India, and China) become more popular destinations for business development purposes. While there are many examples of successful penetration and business establishment on these markets, there are also examples of failures and misadventures. Entry strategy of the France-based retail giant Carrefour to the Russian market has been unsuccessful, and the company’s sudden exit has raised many different opinions in this respect.   Below there is provided an overview of potential factors that might have its impact on the company’s failure continued with the further analysis of the Russian food retail market based on the Porters’ five forces model. While there was not clearly defined the rea son of why Carrefour has made a decision to exit suddenly the Russian market, there were mentioned some obvious factors that might have contributed to this decision. These factors include: social and cultural factors; legal factors; late entry decision; absence of sufficient organic-growth prospects and acquisition opportunities, and political factors. Such social and cultural factors that have been identified as the potential barriers to the Carrefour’s expansion in Russia included: bureaucracy, corruption, red tape.

Crimes against Humanity in Tibet Essay Example | Topics and Well Written Essays - 2000 words

Crimes against Humanity in Tibet - Essay Example In return, to the peaceful pursuit of their rights, a group faces negative pressure from their counterparts, which may be a strong force, far much, beyond what the first group has engaged to pursue their rights. The struggle is characteristic in some countries in the world, in which some perceived minority groups continue to suffer violent attacks and killings, from their counterparts. One of the most commonly recognised groups of people that have faced the struggle of this nature is the Tibetans in the hands of the dominant and majority Chinese community. For some time, there has existed a struggle between the Tibetans and the larger Chinese community because they have diverse belief systems. While the Tibetans would not like the form of life of the larger Chinese community, they experiences immense pressure each time they attempt to advocate for their rights as independent group. Through the killing of peaceful demonstrators from the Tibet side, the attacks have risen to a level of crime against humanity and therefore, it has attracted criticism from different people and institutionsi. Tibet is a region that has people who practise religious beliefs that are very different from the major Chinese community and this problem sparked crime against humanity. While people in the Tibetans practise Buddhist, the Chinese community practise Confucianism faith, a religious practise that is far different from the Tibetans’ religion. In an attempt to influence the Tibetans to follow the Confucianism, the Chinese Communists have used unnecessary force that is against the law to discourage the Tibetans from the Buddhist religion. Some of the notable incident in this case is when the Chinese communist destroyed the Buddhist monasteries so that they minimise the effects of the religion in the Tibet area. This was a calculated move to disintegrate the Tibetans from meeting together as a group of people solidified by religion. The rights that each individual in the world has to worship the way he or she could be willing and in the places they would like is contravened. Although the event has faced a lot of condemnation from the religious leaders of the Tibetans, the crime continues to suppress the place of the religion among the Tibetans. The injustice that does not only require local intervention but also requires to be addressed by international jurisdiction, which will help the Tibetans to reclaim their possession and have protection. Throughout time, the attempt of the Tibetans to pursue their rights to worship has been unfruitful with many processes of jurisdiction taking years to addressii. Chinese communist regime has advanced to curtail the freedom of the Tibetans when they are in the monasteries for worship to prevent the Tibetan Buddhists from advancing their religion. The Chinese communists focus on influencing the Tibetans to Confucianism but not to allow them to practise their religious rituals and they have regularly monitored the are as of worship. This has resulted to development of enmity between the religions of the two groups in which the Tibetans are the minority and the Chinese communists are the majority. Regardless of the outcry from the spiritual leader of the Tibetan

Analysing and Applying Business Process Reengineering

Analysing and Applying Business Process Reengineering In the first part of this assignment the meaning of business process reengineering (BPR) is analysed. In more details, it is outlined how business processes might be reengineered to improve company or organizational performance. The themes covered are: The importance of BPR in organizations The objectives of implementing BPR The specific techniques that can be used (like process mapping) The required training The possible problems in implementation (like resistance) As about the second part, a critical evaluation is made concerning the statement of McCabe (2004: 851): BPR does not challenge hierarchical authority, but instead attempts to reconfigure authority and power relations so as to obscure them through the language of consensus. In this section of the assignment it is critically evaluated the proposition that BPR in fact does very little to question the fundamental tenets of hierarchical control and in several important respects simply reinforces them. ANALYSIS OF PART 1. The term of BPR Today the business world is characterized by unpredictable changes, under the global competition and the customers demands. To be successful in such an environment, a firm must operate with speed, flexibility, low overheads and a clearly defined customer focus. The term business process reengineering (BPR) refers to an approach that is used by organizations seeking improvements in their business performance (Anonymous, 2007). The importance of BPR There is a series of driving forces, which trigger companies to undertake reengineering projects. These are customers, competition, change, cost, technology and shareholders and they lead to a requirement of new organizational structures and an alteration of the traditional way of doing business. Organizations consider BPR as an important tool of organizational improvement, as it helps them achieve the radical change necessary for todays volatile business environment. Additionally, BPR stresses the importance of linkages within an organisation. Though its structure integrated processes are generated concerning the nature of peoples jobs and how people are grouped and organized in the working environment. What is more, through BPR peoples jobs become multidimensional instead of narrow and traditional task orientation. When the concept of process is promoted in the BPR, cross boundary teamwork is incorporated and process shifts the goal focus on performance measurement and managerial r esponsibility from a function or responsibility center to an activity derivative process concept. So, BPR defines process teams as an important element in the business environment where work becomes multidimensional, substantive and more rewarding (Anonymous, 2007). It can be concluded that the importance of BPR is found at the fact that it is a dynamic tool for improving operations. BPR provides a process view of the organisation and a way of improving processes. Using this approach a company will be organized based on processes. As a result, processes are simplified, flows are improved and non value added work is eliminated (Schroeder, 2000). BPR is a complete life cycle approach. This provides the scope for problem identification and also solutions to implement the successful business operations. BPR can significantly improve cost, quality, service and speed simultaneously, so important results are provided to customers (Thyagarajan and Khatibi, 2004). It can be supported that organisations should focus on BPR for three key reasons: Firstly, there is much to be gained by improving business process. Secondly, business processes can be controlled and finally business processes are comparatively more important than production processes (Anonymous, 2007). The objectives of BPR BPR is a fundamental element in improving business performance and profitability. The BPR objectives refer to: improved operational performance, by closing performance gaps improved competencies, by closing skill and competency gaps reduced costs and manpower savings, by application of management analysis tools and techniques improved customer services or employee quality of life increased customer satisfaction increased productivity in the workplace continuous improvement of services quality delivered quality goods at competitive prices in a timely fashion (Anonymous, 2010a). The technical tools used in BPR There are different improvement techniques that can be adopted to analyse the BPR. These techniques enable the organization to understand, simplify and improve processes that already exist, not only to meet, but also to exceed the expectations of customers and provide a coordinating discipline for overall performance improvement (Anonymous, 2007). The selection of technical tools for BPR depends upon: (i) the nature of decision areas, (ii) the nature of data to be analysed, and (iii) the background of users. Table 1. The specific techniques that can be used in BPR Areas to be reengineered Techniques used in BPR BPR strategies Decision support system and Knowledge-based models Business process system design Analytical models such as queuing and simulations models Project management PERT/CPM and Flow Charts Reengineering business process Activity-based analysis and workflow model including flow chart Design of information system for reengineering business process Object-oriented models and programming Understanding of the business process system IDEF Models, EFQM Models, Petri-Net Models (Gunasekaran and Kobu, 2002). Process Mapping is a technique known as Process Charting or Flow Charting and is one of the oldest, simplest and most valuable techniques for streamlining work. It is one of the fastest ways to lower errors, increase productivity and affect customer service. It generally follows these steps: Choose a process. Assemble a team. Map out the way work is currently done. Identify problem areas. Brainstorm solutions. Evaluate action steps. Assign responsibilities. Create a master plan. Follow through. (Anonymous, 2010b). Process Mapping is an important tool in examining work flow and customer supplier relationships, which is the foundation for appropriate improvements. Additionally, it is a cost effective training tool for everyone interesting in increasing the efficiency of their organization and improving communication. (Damelio, 1996). Many organizations use this technique as a part of their reengineering projects, as it provides a variety of benefits (figure 1). Figure 1. The main benefits of implementing process mapping technique (Image available at the website http://www.google.gr, accessed 8-10-2010) The BPR training Implementing successfully BPR in an organisations environment is not an easy task, as the appeared changes require changes in attitudes and deep involvement of workforce both in individual and team level. As a result, the fact that a major aspect of BPR is human factor, it makes obvious that appropriate training is required in order to implement successfully BPR in the business environment. Companies should ensure that their employees are suitably motivated and the technology required for training is available in implementing BPR. Training is one of the most frequently used approaches to changing the organisations mindset. A company might offer the suitable training programs so as to effectively implement BPR processes (Daft, 2006) According to White (2010) business process reengineering education and training can come in a variety of ways, including: Learning more about process design at a graduate level. Using online continuing education options for further education. Attending seminars that cover various aspects of business process reengineering. The possible problems in BPR implementation Various radical changes occur when BPR takes place. Hammer and Champy (1993, cited in Anonymous, 2007) have listed the various kinds of changes that occur when a company re-engineers its business process. A shift from functional departments to process teams Job change A reversal of the power relationship: from superordinate to subordinate empowerment . Today markets are characterized by a high flow of information and companies face competitive business environments. Under this reality, organizations must follow effective strategies concerning change management (Robbins, 2001). BPR has to do with improving company or organizational performance, so its implementation requires the changes mentioned above often in a rapid way of implementation in attitudes and deep involvement of workforce both in individual and team level. These changes often refer to redefinition of charts structure and/ or redesign of the workforces roles and responsibilities. The new situation can bring resistance to change, so managers should examine carefully the way BPR implementation will take place. Managers should support understanding and trust concerning the new situation and minimize uncertainty within the workplace. The suggestions for dealing with the possible resistance to change are the following: Determining the goals of BPR implementation. Establishing a clear view about the changes that will occur in the workplace. Applying a direct communication method between managers and employees Checking the procedures of re-engineering, so as to deal with possible problems and find solutions. Focusing on performance measures and compensation shifts Enhancing customer focus as about value change Showing an appropriate management behaviour, through control and supervision Under these suggestions the changes in the business process, lob and structures, management and measurement systems, values and beliefs will result in a flatter organizational structure. As a consequence all the aspects (people, jobs, managers and values) are linked together and the organization will become more responsive in BPR implementation (Anonymous, 2007). ANALYSIS OF PART 2. In this section it will be critically evaluated the statement of McCabe (2004: 851): BPR does not challenge hierarchical authority, but instead attempts to reconfigure authority and power relations so as to obscure them through the language of consensus. In order to make this evaluation, it is essential to introduce the issue of hierarchical authority in an organizations environment. Hierarchical structures are present in most organizations today. Smaller organizations may have only two levels, while larger ones may have a vast number of levels. These structures are used as a method of communications and as the lines of authority. In an organizational environment, the hierarchy mainly apart of a singular/group of power at the top with subsequent levels of power beneath them. Members of such structures chiefly communicate with their immediate superior and with their immediate subordinates. Hierarchical authority structures are providing the opportunity for greater decision-making width for individuals and more flexible definitions of job activities. This is a challenge to existing organizational forms (Zhao, Rosson and Purao, 2007). In a hierarchical organisation employees are ranked at various levels within the organisation, each level is one above the other. At each stage in the chain, one person has a number of workers directly under them, within their span of control. A tall hierarchical organisation has many levels and a flat hierarchical organisation will only have a few (Anonymous, 2010d). At figure 2 a traditional hierarchy is given. Figure 2. A traditional hierarchy diagram (Hierarchical Organisation, available at the website http://www.learnmanagement2.com, accessed 18-10-2010) CHIEF EXECUTIVE MANAGER MANAGER MANAGER ASSISTANT MANAGER ASSISTANT MANAGER ASSISTANT MANAGER STAFF STAFF STAFF STAFF STAFF STAFF STAFF STAFF STAFF It is obvious that hierarchies within control systems are a clear need for business environments. Without some form of hierarchy, a low level of control can create numerous problems in an organization. There ate two kinds of control systems: flat and hierarchical. Hierarchical architectures have a more indirect coupling of perceptions to actions through a hierarchical control structure. Both kinds of control systems have benefits, but hierarchical structure can support faster learning and a better way to deal with resistance to change (Digney, 1998) Control is a fundamental managerial function. It is the process of regulating organizational activities so that actual performance conforms to expected organizational standards and goals and ensures that necessary corrective action is taken. In fact, control is ensuring work accomplishment according to plans. It is a process of ensuring that activities are producing desired results. We can support that control is an executive function involving three elements, i.e., standards, evaluative and corrective action. BPR is the latest wave in a series of management initiatives to increase managerial control (Gupta, 2010). According to the issues covered in the analysis of part one of this assignment, business process reengineering is proved to be a revolutionary, radical change approach to improving organizational performance through transformation. BPR methodologies aim for a flatter organizational structure, promoting the development of empowered process workers who are encouraged to use information technology in radically new ways to carry out business operations. In BPR approaches, empowerment is inflicted by leadership changing worker values and through the use of information technologies enables managerial control. Empowerment through BPR does not necessarily release control but does change the way control is exercised. Authority is still enforced through hierarchical control of culture. The reengineering approach polishes the management of power relations, when attempts are made to change traditional power structures and everyday power relations through the flattening of the hierarchy (Sayer an d Harvey, 1997). The introduction of reengineering introduces a new relationship of power in the form of a discipline which the reengineering sustains through discourse control. In this new situation any discipline comes with its structures, its hierarchies, its inspections, exercises and methods of training and conditioning (Foucault, 1980, p. 158). BPR is an approach that supports transformation with the notion of producing the flatter organization. Hierarchy and control are still promoted and within BPR, the emphasis lies on changing the formal patterns and using mechanisms of control to change the informal (Sayer and Harvey, 1997). BPR is a strong tool of managerial control. Controlling is the fourth function of management process (the other functions are planning, organizing and leading). Through BPR managers can identify whether the organization is on target towards its goals and can make better corrections if necessary. In BPR, information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating. New information technology can help managers provide needed organizational control without strict top down constraints. A representative example is that of Cisco Systems: By using information technology to coordinate and monitor several aspects of operations, the company keeps tabs on employee and organizational performance without maintaining daily authoritarian control over workers. Cisco employees have amazing freedom to make decision and take actions, but they also know that top managers keep a close eye on what is going on throughout the company (Daft, 2006). Most businesses try to take advantage of BPR concerning dealing with the fundamental tenets of hierarchical control. BPR assumes radical redesign of business processes. Many processes simply can not be further improved in small steps and require a complete redesign in order to improve them in a major way. Hierarchical control is a fundamental element in this effort and managers who desire to organize around outcomes, have people processed their own information, put the decision point where the work is performed and build control into the process, should support the view that BPR can reinforce the fundamental tenets of hierarchical control. BPR is a management system of forced, speedy culture change, highly linked to hierarchical control. In fact it does very little to question the fundamental tenets of hierarchical control and in several important respects simply reinforces them. CONCLUSIONS Business Process Reengineering includes changes concerning both structures and procedures defined in a business environment. Human, organizational, technological dimensions that characterize an organization can change through BPR. Using this approach, organizations can seek improvements in their business performance. As it was analysed at the first part of this assignment, organizations consider BPR as an important tool of organizational improvement, as it helps them achieve the radical change necessary for todays volatile business environment. Additionally, BPR stresses the importance of linkages within an organization. What is more, through BPR peoples jobs become multidimensional instead of narrow and traditional task orientation. In result, the importance of BPR is found at the fact that it is a dynamic tool for improving operations. BPR is a fundamental element in improving business performance and profitability. The main BPR objectives refer to improved operational performance, improved competencies, reduced costs and manpower savings, improved customer services or employee quality of life, increased customer satisfaction, increased productivity in the workplace, continuous improvement of services quality and delivered quality goods at competitive prices in a timely fashion. There are different improvement techniques that can be adopted to analyse the BPR. Among them, Process Mapping is a technique known as Process Charting or Flow Charting and is one of the oldest, simplest and most valuable techniques for streamlining work. It is a cost effective training tool for everyone interesting in increasing the efficiency of their organization and improving communication and is highly preferred by enterprises today. Implementing successfully BPR in an organisations environment is not an easy task, as a major aspect of BPR is human factor. So, companies should ensure that their employees are suitably motivated and the technology required for training is available in implementing BPR. Various radical changes occur when BPR takes place, so managers should carefully examine the strategies in change management so as to achieve the best efficiency and deal appropriately with the possible resistance to change that BPR will bring. The second part included a critical evaluation of the statement of McCabe (2004: 851): BPR does not challenge hierarchical authority, but instead attempts to reconfigure authority and power relations so as to obscure them through the language of consensus. According to the relevant analysis, within control systems are a clear need for business environments. Without some form of hierarchy, a low level of control can create numerous problems in an organization. Hierarchical structure can support faster learning and a better way to deal with resistance to change, so BPR supports the management initiatives to increase managerial control. . In BPR approaches, empowerment is inflicted by leadership changing worker values and through the use of information technologies enables managerial control. Empowerment through BPR does not necessarily release control but does change the way control is exercised. Most businesses should try to take advantage of BPR concerning dealing with the fundamental tenets of hierarchical control. This is because BPR is a management system of forced, speedy culture change, highly linked to hierarchical control. In fact it does very little to question the fundamental tenets of hierarchical control and in several important respects simply reinforces them.