To assure the attraction and maintain revenue, the resort in combination with its staff must be able to provide a luxurious environment for its recreational guests and a world-class environment for its business clientele. This paper will present recommendations to improve the environment at Baderman Island Resort. Creating Alliance Baderman Island knows that their internal and external stakeholders; their employees and their guests, are the most valuable people for keeping their business a success.
There are always ways to improve a business and they understand that. So the first strategy recommended for Baderman Island would be to reduce workplace stressors. Role stressors, workload, work-family conflict, job insecurity, and organizational constraints are a few workplace stressors. Some specific stressors for Baderman Island employees could be that they feel overwhelmed since there is so much future development being planned, as well as never having a quiet calm workplace since tourists are always visiting.
There are ways to reduce stressors though. “Organizational efforts to reduce the impact of job-related stressors generally take one of five forms: (1) stress management training, (2) reduction of stressors, (3) alternative work schedules and telecommuting, (4) family-friendly benefits, and (5) health and fitness programs” (Jex, 2008, p. x). Having a stress management program would be very helpful for Baderman Island employees, so they can be educated in the nature of stress and its effects.
Since this is a resort destination, the company could offer family-friendly benefits by offering a weekend where employees and their families are invited to enjoy the island and its amenities together at no cost. Health and fitness programs are another reducer of stressors, so Baderman Island could offer the golf course and spa at discounted rates to their employees. Offering the Hot Stone Massage for $50 rather than $115 could definitely benefit the employees.
A second strategy recommended to Baderman Island to create alliances between the company and their employees and customers would be to motivate employees with different types of goals. The goals would have to do with the customers. For example, Baderman Island could start sending out surveys when people depart from the island asking for feedback and the goal would be to receive a certain amount of high customer satisfaction. This would not only assure that the customers are enjoying their time on the island, but also motivating the employees to be hard and helpful workers.
Jex (2008) explains the three main reasons that goals have motivational value: Directs employee’s attention and effort in a particular direction, avoid being sidetracked by maintaining task persistence, and facilitate the development of task strategies, which could mean employees coming up with innovative ideas to reach the goals (p. x). Meaning this is a win-win situation for Baderman Island, its employees, and the guests. Leadership versus management differences A leader is a person who leads whereas a manager is on who manages. A leader is to motivate people.
Manager is given powers by the company and the subordinates and they have to do as they are told. There is a difference within them both. Managers think incrementally, leaders think radically. Managers tend to do everything by the book and with leaders the just go with the flow. BMG hire managers that are experienced in their field. They also look and hire people that have new ideas and the visions for the island, that way they don’t have the necessary experience. The resort is managed by the Boardman Management Group (BMG) who is responsible for various strategic functions.
The CEO reports to the Chairman of the Board of Resort Management, and works closely with the Resort Board of Directors and supervises the relationship between Baderman Island Resort and the Boardman Resort Management Boardman Management Group (BMG) is responsible for handling the following departments resort-wide: • Regulatory • Finance/Accounting (Consolidated Statements) • Legal • Marketing • IT Services Each unit is headed by a General Manager that reports to the Vice President, that handles all locations within their specified areas. Lodging: Main Hotel, The Tenney, Melancon Convention Hotel • Convention: Convention center building and meeting rooms. • Food Services: All restaurants and kiosks • Merchandising: All hotel shops and visitor center shops • Recreation and Activities: Visitor center, golf, pro shop, beach activities, botanical garden. • Engineering/Transportation: Maintenance and repair, housekeeping, transportation, building upkeep, ferry, train Each unit is considered a profit center, except for Engineering and Transportation, and is responsible for their own budget and overall profitability and growth.
Each SBU is charged back for the service utilized from Engineering/Transportation. With in the Baderman Island Resorts the managers of each area can also be good leaders to lead their employees to perform the highest customer service. They would also have to appoint some one as a crew leader. A manager needs to be formal authority or management to be really effective. Having a set crew leader for each area of the resort that way the employees have someone to come to with issues instead of going directly to the manager.
If the leader isn’t able to help or answer their questions or problems then the leader would have to go to the manager for management response. Environmental Proposal Baderman Island resort and spa has created a destination desired by worldwide travelers. The vacation atmosphere is visually created by the brick and mortar presence of the lighthouse, hotel, botanical gardens, and island. The vacation experience is created by Baderman Island employees.
Baderman Island management wants to create a corporate environment that acculturates supportive team function and learning while empowering sustainable innovation and creativity. To promote team-oriented behavior throughout the Baderman Island corporate culture several recommendations are presented. Each department within the organization will be considered a team. To begin, create recognition and reward systems highlighting and promoting the team. Suggestions and recommendations to innovate, develop, and improve services and systems throughout the organization will be recognized at the team evel. If a team’s suggestion results in an implemented policy or program, it will be named after the team that made the suggestion. The rationale for naming the policy or program after the proposing team is the elevated sense of contribution to the organization’s core function bestowed upon the team. Teams will enjoy worldwide recognition for suggestions implemented to improve organizational relations with the local community, organic farmers, or botanical organizations.
To create an environment that encourages and rewards innovation and creativity, any team suggestion implemented that create corporate efficiencies that can be calculated as a savings will be remunerated as a spiff to the suggesting team members as long as they are with the organization. The spiff will be 2% of the corporate savings to the team up to $50,000 annually, and 1% of corporate saving to the team if the spiff exceeds $50,000 with no maximum. To encourage individuals’ participation within team structures each team will be able to put individual members on probation, with cause.
Management will be required to review team members put on probation to make a move or remove determination. Teams will collectively have the discretion for individuals’ movement between teams to empower teams to elevate morale. The corporation’s international customers will be better serviced by employees who know French and Spanish. Employees will be encouraged to expand their individual repertoire and receive a $500 spiff for learning French or Spanish and pass a language test. Team participation will be encouraged with a $10,000 team spiff when all team members learn French and Spanish and pass a language test.
To build corporate buy-in and develop employee knowledge a $500 spiff will be given to employees learning two sister teams’ role, function, and responsibilities and passing a test. To encourage intra-team collaboration a $10,000 team spiff will be awarded when all team members learn two sister teams’ role, function, and responsibilities. Conclusion The alliance created between Baderman Island Resort, the employee, and their clientele are the key to success for the all-inclusive, luxury resort.
Baderman Island Resort will prosper in growth and revenues as a result of the satisfaction of all entities responsible. Throughout the recommendations, job satisfaction and customer satisfaction are the basis for success. When the entities believe they are a key to the success, they are more willing to participate in the recommendations. We have made several recommendations on how to improve the environment of Baderman Island Resort and these recommendations now lie within the decisions of the management team.