Human Resource Strategy in Multi-Unit Service Organisations Outline

Human Resource Strategy in Multi-Unit Service Organisations - Outline Example Then elaborate upon the roles and responsibilities of the multi-unit manager, initially in a general form and then specific to the Carabao Thai Restaurant. Obtain answers to the questions and then include the responses and their discussion. Once that is done, derive your conclusions and summarize all the findings in the concluding paragraph) Introduction: Nowadays, the hotel industry is experiencing a significant growth with a large number of hotels under construction. It is in the emerging industry stage of the life cycle as international and domestic travel continues to increase. There is immense competition as there are hundreds of hotel chains and top firms in this industry make up 20% of the entire industry (tourism-review, 2007) With the industry’s increasing growth rate, it is important to find employees, especially young workers who are very innovative and creative and come up with novel ideas of hotel management. The industry nowadays is facing a shrinking channel of workers hence; it is increasing its recruitment efforts and coming up with targeted strategies that help them make the recruitment process more effective (U.S. Bureau of Labor Statistics, 2006-07 Career Guide to Industries). Roles and responsibilities of a Multi-unit Manager: The role of a multi-unit manager in an organization is very important as there is a range of tasks that have to be catered to. A multi-unit manager is an interface between corporate strategic management and the operational units where the services are being performed. This manager is responsible for unit managers across brand or district but is rarely present at the place of operation (Jones, 1999). Coordination and collaboration is difficult because multi-unit managers may well be located far from their peers and superiors. A research by Goss-Turner and Jones concludes that here are four key aspects of multi-unit management level: job scope, organizational congruence, geographic density and unit conformity. (J ones G.-T. a., 2000). These are the general questions to be asked to the Multi-unit Manager: Tell me about your background and how did you start the restaurant? Was there any motivational factor behind the launch your business? How did you recognize the market need? What were the factors contributing to it? Were you able to persuade someone to see things your way? Describe a time you were required to deliver difficult feedback to a person or peer under your leadership? Was there any time you had to drive business results without a clear goal in your mind? Describe a difficult colleague you had to work with? (Glassdoor.com, 2009) How do you resolve work place conflicts? How do you deal with bad coworkers and subordinates? (Heathfield, 2011) How important is providing the appropriate training to the staff in a multi-unit organization like yours? How many operational units do you currently control? As a multi-unit manager, how extensively do you have to travel? What do you think are th e key success factors needed for successful operation in an organization? What are the major challenges you face as a multi-unit manager? What are the technical skills required to be a successful multi-unit manager? How crucial are human resource management (HRM) practices are to the achievement of profitability in hotels? Questions specific to Carabao Thai Restaurant and steak House: What is the core competency of your business? What are the goals and vision of the organization? Wha

Should human resource managers only recruit extraverts as leaders Essay

Should human resource managers only recruit extraverts as leaders - Essay Example Business world never expressed friendly attitude towards introverts. However, four out of ten top-managers are introverts. Larry Page, the founder and the head of Google is among them. Moreover, they became successful not because they tried to act against their introversion, but on the contrary, due to it. New investigations show that introverts create more appropriate environment for teamwork, than their sociable colleagues. It is essential to mention that the most successful introverts also can behave like extraverts. The ability to pretend is a very important tool in the leader’s arsenal. Moreover, introverts are usually good supervisors of active initiators. According to Laurie Helgoe , â€Å"introverts are more effective leaders of proactive employees. When you have a creative, energetic work force, an introvert is going to draw out that energy better † (cited in Why Introverts Can Make Great Leaders ) The investigator Francesca Gino also argue that "if youre worki ng in a team that has lots of knowledge, where people are proactive [and] suggesting ideas for improvement, you would do better for the team if you took a backseat position and took the approach of an introvert, who is very careful in listening to suggestions" (Ridgeway, 2010). Secondly, to listen to is sometimes more important than to speak. Sometimes the restrained style of leadership of the founder of Facebook Mark Zuckerberg seemed rather disadvantageous than advantageous. At the beginning of his career Zuckerberg was very shy, even seemed autistic and behaved very awkwardly in public. However, behind the unsuccessful attempts to give interviews there was a man who can listen to perfectly. Extroverts in their turn tend not to listen but to speak that can be harmful for business in some situation. Actually, introverts and extroverts treat communication differently: â€Å"Introverts require some quiet time to recharge at the end of a busy day meeting people. Extroverts get