The Nirvana Group's new management will encounter several challenges as they implement their expansion strategy. This section specifically examines the monitoring and control approach that can improve the capacity and capability of the Nirvana management team.
The Nirvana management team must assess the expansion process, taking into account factors such as business requirements, profit leverage, and competitiveness in the hotel industry. It is crucial to oversee and manage the expansion plan from its inception to meet the company's needs. This entails establishing objectives, communicating them to regional headquarters, and implementing any necessary additions. Milestones should be regularly monitored to ensure timely achievement of goals. Secure sponsorship or administrative support to facilitate coordination for planning and scheduling expansion activities. Additionally, management should monitor the progress of regional and local executives responsible for expansion and make criti
...cal decisions to stay on course.
The expansion of the Nirvana Group requires careful consideration of costs and savings. The implementation plan will include various activities such as expansion initiatives, change management, workforce training, legal review, data privacy, and reporting. It is also important to understand the autonomy and cultural needs of the regions where more outlets will be planned. The support system provided by the company will boost confidence and provide valuable assistance to the workforce. Performance based management can be utilized to monitor and control the new core management team in order to improve employee performance through objective setting, performance measurement, and rewards or appraisals. Performance based evaluation serves multiple purposes and benefits for the group's expansion.
The procedure helps assess the involvement and contribution of each individual and department of the Nirvana Group. It also assists in making judgments, meri
scales, and promotions. The procedure effectively aids in converting divisional/regional objectives into individual objectives. It also sheds light on the performance of individuals, identifying their weaknesses and strengths. This information helps the administration create more efficient strategies.
References
- ALEXANDER, D. A. H. ELIZABETH. (2003).
- THE RISK MANAGERS' HANDBOOK: A COMPREHENSIVE GUIDE TO CURRENT THEORY AND BEST PRACTICES (1ST ED)
- GORED, M. (2003). RISK MANAGEMENT SYSTEMS: PALGRAVE MACMILLAN.
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; Building Adaptation; (2002) Butterworth Heinemann Bridger.
Altering Houses ; Small Scale Residential Development; (1998) Architectural Press Others: 5.
Farmer J. ; Green Shift – Towards a Green Sensibility in Architecture; (1996) Butterworth Heinemann
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