MGT101 Managing People and Organisations : Products Services

Introduction

The background into Hilton Organization is presented highlighting the history, products, services and the industry it operates. The situation/scenario that makes “Management Today” (MT) topic is of special relevance to Hilton Organization is also highlighted.  

Hilton is one of the hugest hospitality companies in world. The organization has about 5,000 properties with over 812,000 rooms in 103 nations and territories. Hilton has defined the hospitality industry in nearly one hundred years since its founding and has established a portfolio of fourteen world-class brands (Mok, Sparks & Kadampully, 2013).

Hilton services, suites, products that are provided are categorized in luxury (Conrad hotel and resorts, Waldroff Astoria hotels), full service (Hilton hotel and resort, Embassy suites), service (Hilton Grand inn and Hampton inns and suits), and extended stays (Homeland suits and Hilton Grand vacations).

The brands include its flagship Hilton Hotels & Resorts brand that is the single most acknowledged hotel brand in the world. The Hilton premier brand portfolio further includes Waldorf Astoria Hotel & Resorts among many others. Hilton has over sixty-two million members in its award-winning customer loyalty program called the Hilton Honors.

The organization’s HHonors members who book directly via preferred Hilton channels enjoy access to benefits like an exclusive member discount, free standard Wi-Fi and digital amenities that are exclusively availed via the industry-leading Hilton HHonors app. From this app, Hilton HHonors members are able to check-in choose their rooms as well as access room utilizing a Digital key.  

 It started with a forty-room hotel in a small Texas town in the year 1991 but presently it is the global preeminent hospitality company that stretches across twenty-four time zones. Hilton presence is all over including world capital, rural roadsides, trade centers, vacation destinations as well as  everywhere in between.

The situation has been identified in the ecommerce department of the Hilton. Extreme inexperienced individuals in management roles culminates to micromanagement and a lack of entire leadership. The inconsistencies crossways with policies as well as procedures including work from home triggered several internal issues (Zokaei et al., 2013). The recruiters do healthier job of overselling this particular job.

The ecommerce team members remain merely glorified account managers who converse about digital yet do not actually execute on digital principles. A lot of opportunities for Hilton to move up as well as the promotions are provided to those who do not essentially have experience in their roles. There is a further high turnover and Hilton does not undertake a better job of attempting to retain their talent.

Findings

The theories and concepts from the “Management Today” in how they apply to Hilton organization are presented based on the supporting examples as well comparison to additional organization where feasible.

The topic two “Management Today” is of inevitable relevance to Hilton Organization. Management Today is relevance to the senior managers in the business by providing relevant education that keeps them up to speed with the latest management thinking from the candid advice that help organization accelerate effectiveness as the brand expands into areas. “Management Today” promotes the essence of management of achieving the goal as efficiently as feasible (Cole, 2015). MT treats management as an investment since managers have to manage the resources they have including their own time, and talent, human as well as financial resources. The goal/function of management is thus to get the best return on such resources by getting things done efficiently.

MT treats management as a function and not a kind of person/role hence, it will ensure that Hilton Organization better account for self-managed work teams whereby no single individual is in charge. Thus by treating management as function, the resultant self-managed team, the management function will be shared in Hilton Organization across all team members. The managers will thus know how to effectively coach as well as motivate trusted diverse workforce thereby getting things done via people rather being overseers like prison guards (Taylor, 2017).  

The MT concepts oppose the managers’ view of employees as those who cannot be trusted, needed to be watched, controlled and disciplined as well as whipped literally into shape. It discourages management as being an extremely machine-like practice whereby managers are efficiently experts to the tune of robotic. It recognize the managers to be more of leaders to mitigate the lack of competition that can create a complacent attitude in Western business as well as lackluster management. It promotes the upgrade of management to this novel reality of ineffective way of practicing management rather than anything to do with management as a function.

Management Today (MT) will thus ensure that Hilton managers are skilled enough to act as catalysts, brokers, facilitators, developers of individuals and coaches besides investors. These managers will know that much of the contemporary knowledge work implies thinking smart. Managers will thus get this kind of work done via people by being question-askers rather than answer-givers. This implies knowing how to effectively draw the best solution out of the people (Cole, 2015). MT will ensure that Hilton has best pool of managers who utilize great questions for the facilitation of effective and rational decisions in others. This means that Hilton managers will appreciate that they do not have all the answers and, in any case, foster possession in others, managers must ask relevant questions to draw solutions out of other people.

With the contemporary organizational life complexities, MT treats management as a vital function. The managers must coordinate input of several diverse stakeholders, customers, experts call for huge patience as well as highly developed facilitative knowledge and skills. Thus MT will help Hilton have excellent managers who know how to bright individual together, by asking the rational questions, draw the best solution of such people (Cole, 2015). MT will help Hilton managers to appreciate that effective managers require sufficient self-discipline for the efficient coordination of resources in the organized manner. The managers will thus work very close with all relevant stakeholders for effective facilitation (Klikauer, 2015).     

Conclusion

It remains imperative for managers to acknowledge that management does not mean any special style/personality. Managers should simply be seen as an organizational function for its effective definition for instance, merely differentiating sales from marketing by highlighting their corresponding purposes, what they are required to do in the organization. The management must integrate into leadership to simultaneously promote novel direction and execute prevailing directions as efficiently as feasible (Cole, 2015).

In this sense, managers will not only keep ongoing operations ticking over but also manage complex project. Thus, Hilton management will get things done by bringing right resources to bear on present issues. Managers must stay in the middle and act as catalysts. This will help Hilton propel its innovative approach to amenities, products as well as service. It will ensure that Hilton Hotels & Resorts stays the stylish, forward thinking global leader in the hospitality hence make travelling easier with its smart design, innovative restaurant concepts, authentic hospitality as well as the commitment to global community (Brown, Arendt & Bosselman, 2014).

The recommendations presented in this section relates to how Hilton organization needs to proceed in the future relative the “Management Today”. The MT concepts discussed by must be embraced in Hilton. The management must put more value to prior experience particularly in people-management alongside leadership roles. This will culminate in less bad hires alongside less internal unrest among the workforce. It will help Hilton find means of retaining their talent. This will bar tones of talent that have walked away from the ecommerce department.

References List

Brown, E. A., Arendt, S. W., & Bosselman, R. H. (2014). Hospitality management graduates’ perceptions of career factor importance and career factor experience. International Journal of Hospitality Management, 37, 58-67.

Cole, K. (2015). Management Theory and Practice with Student Resource Access 12 Months. Cengage Learning Australia.

Klikauer, T. (2015). Management and Anarchism. Anarchist Studies, 23(2), 98.

Mok, C., Sparks, B., & Kadampully, J. (2013). Service quality management in hospitality, tourism, and leisure. Routledge.

Taylor, A. (2017). Perspectives on the University as a Business: the Corporate Management Structure, Neoliberalism and Higher Education. Journal for Critical Education Policy Studies, 15(1), 117.

Zokaei, K., Lovins, H., Wood, A., & Hines, P. (2013). Creating a lean and green business system: techniques for improving profits and sustainability. CRC Press.