Organizational Development is a term used to define the growing process of an organization. An organization's successful development and evolution depends on its ability to create the following: a vision (or identity) that clearly defines its purpose; the leadership capacity to clearly communicate this vision to its employees; a motivated workforce that is capable of adapting to the changing nature of their work and needs of their clients while supporting the organization's vision; and a workforce that learns as it works. The organization has to define the nature of its business and determine what resources it will need to deliver its products or services to its clients. We know that whether or not teamwork is officially endorsed and promoted in the organization, Creativity, innovation, quick responses (solutions) to unforeseen problems, motivated employees who look forward to new challenges and seek out new business opportunities, the right information reaching the right people and a healthy and productive work environment are but a few indicators of good teamwork.
[...] If a day or week is in demand, the rates will be increased to maximize profits. This is the same way to work with the occupancy rates. ( They need to set their prices based on occupancy rates within a unit size. This is an art and a science. They do not have to alter their rates across the board by a standard percentage. This is the lazy method of adjusting rates. How much should they raise their rates? The real answer is, as much as they can. [...]
[...] * To establish a retailing strategy * To concentrate on expanding the distribution of distinctive retail brands and formats in the attractive segments of the hotels. * To value and trust on employees. * The Company should use both direct and indirect methods of communication with its employees and continually look at ways to gain benefit in this area from new computer technology. Employment issues should be dealt with by direct contact between the employer and employee(s). It should recognize also the value that partnerships can bring and work constructively with employee representatives and recognized trade unions. [...]
[...] Analysis of the francotours `strategic expansion and weaknesses (according to the previous organization chart) * After the expansion, the Francotours didn't update its human resources strategy and marketing strategy. * A wrong, bad task's allocation (one position is managed by 2 persons –e.g. the marketing department Mr. Pierre Avago & Mr. James- whereas one person has 2 responsibilities at the same time). * A lack of the human resources department power in taking a decision, to establish a modern and evaluative strategy. [...]
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