The Passage of Globalisation Over Time Essay Example

of leaders instead of mental qualities or internal states. Contingency theories of leadership emphasize specific variables related to the environment that can determine which particular leadership style is most suitable for the situation."

Participative leadership theories propose that the ideal leadership style is one that considers the input of others. One of the most commonly cited theories of motivation is Abraham Maslow's hierarchy of needs theory. Maslow viewed human needs in a hierarchical manner, progressing from the lowest to the highest, and he concluded that once one set of needs is fulfilled, that particular need no longer serves as a motivator. According to his theory, these needs are as follows:

1. Physiological needs:
2. Security or Safety needs:
3. Social needs:
4. Esteem needs:
5. Need for self-actualization:

McGregor asserts that there are two ways to manage people within an organization.

The text discusses two different approaches to motivation. The first approach, known as class X, is characterized as fundamentally negative. The second approach, known as class Y, is described as fundamentally positive. Elton Mayo believed that workers are not solely motivated by money, but also by having their social needs met at work. Frederick Herzberg, who had connections with Maslow, developed a two-factor theory of motivation. He argued that there are certain factors, called motivators, that can directly motivate employees to work harder. In contrast, there are also factors called hygiene factors that, if not present, can demotivate employees but do not actually motivate them to work harder. The Trait Approach emerged from the "Great Man" theory and aims to identify the key characteristics of successful leaders.

The belief was that employing this strategy would permit the identification

of crucial leading characteristics and facilitate the enlistment, choice, and placement of individuals with such traits in prominent positions. This approach was commonly utilized in the military and continues to be used as a criterion for selecting candidates for committees. However, the issue with the trait attack arises from the fact that an equal number of traits were identified as there were studies conducted. After extensive research over several years, it became evident that consistent traits could not be definitively identified. While certain traits were found in a significant number of studies, the overall results remained inconclusive. The absence of these specific traits did not automatically indicate that a person was not a leader even if some leaders possessed them.

The trait studies revealed several conclusions about the measurement of traits. For instance, it is challenging to measure traits such as honesty, integrity, loyalty, or diligence. However, in this leadership theory, it is evident that the leader's behavior is crucial. The leader's intelligence or education level is not significant; instead, what matters is their behavior and personality in this context.

This leadership style is often seen in South Asian or Third World countries. In my view, it is based on idealism. Behavioral theories offer some guidance to managers in developing specific leadership behaviors, but they do not provide clear direction on what constitutes effective leadership in different situations. I believe that there is no universal leadership style that works for all managers in every circumstance. Instead, contingency-situational theories propose that the appropriate leadership style depends on factors such as the situation, individuals involved, task at hand, organization, and other environmental variables.

The participative theory of leadership is more

beneficial to directors than other theories. This theory involves distributing power among team members, allowing them to participate in decision-making processes. By involving all team members, better decisions can be made and everyone feels valued and motivated.

Transferring power to an incapable member can have a negative impact, contrasting the positive effects of effective leadership. The validity of Maslow's theory is challenging to ascertain due to the complexity of the subject matter. The program or purpose lacks clear definition and only covers certain aspects, such as distinguishing between love/respect and physical/safety needs. According to Maslow, individuals lacking fulfillment in their physiological, safety, love, and respect needs will prioritize satisfying their hunger above all else. To illustrate this point, Maslow describes a person consumed by thoughts and desires for food: constantly dreaming about it, remembering it, thinking about it, expressing emotions solely related to food, being conscious solely of food, and desiring only food.

According to Maslow, individuals who have experienced extreme deprivation of basic needs in society, whether emotionally or physically, early in life may suffer long-term damage in terms of their social standing, self-esteem, and fulfillment of their talents and potentials. These individuals develop coping mechanisms to deal with ongoing stressors. In cases of chronic deprivation, they may disconnect from higher needs as they might seem unattainable and cause despair.

As adults progress up the hierarchy of needs, with lower needs being fulfilled, they criticize theories that rely heavily on specific details of human behavior in exceptional circumstances. They argue that attention should be given to human behavior in typical situations to avoid errors and dangers when dealing with unfamiliar situations or emergencies.

Maslow strongly asserts that those

who attempt to assess the goals of humanity based solely on behavior during extreme physiological need are neglecting many important factors. It is crucial to study human behavior in more normal circumstances to develop a universally applicable theory that is not distorted by extreme environments.

Maslow's theory of the hierarchy of human needs attempts to provide a framework for understanding the persistent feeling of hunger or constant satisfaction.The theory's structure lacks flexibility to accommodate extreme levels of satisfaction or the absence of essential material benefits in society. Additionally, it overlooks the typical experiences of the general population.

This passage presents McGregor's The Human Side of Enterprise and his Theory X and Y, highlighting the advancement of managerial thinking. McGregor challenges the dominance of Theory X in the workplace, emphasizing that traditional organizational theories assume that authority is the key means of managerial control. In response, McGregor proposes an alternative view, represented as Theory Y, which acknowledges that individuals not only need to work but also have a desire to work. McGregor's contribution showcases the evolution and exploration of different perspectives in management theory.

According to Theory Y, workers perceive mental and physical exertion at work as natural and equally important as leisure or rest. They believe that authority and threats are not effective means of control in a company. Instead, they learn to accept and actively seek responsibility. Additionally, most individuals possess the capacity to generate innovative ideas and solve problems efficiently. McGregor's two contrasting theories cannot be fully achieved in any organization, as even the largest corporations retain elements of human nature, while the most creative firms require organizational structures. McGregor recognized this reality and was working

towards a combination of organizational and human efforts known as Theory Z before his passing. Mayo's motivation theory emphasizes the importance of treating individuals as humans in the workplace. Providing them with self-respect and recognition is an effective tool for managing employees within an organization.

The negative aspect of this theory is that Mayo has overlooked the basic needs, such as money. Merely focusing on people's self-esteem is not enough; other factors also matter. In my opinion, Mayo's motivation theory is comparatively less effective than other theories. Herzberg discusses two factors: hygiene factors prevent job dissatisfaction, such as company policies that truly matter - are they helpful to the workers? How is the administration functioning? What leadership style do they have? If both company policy and administration are worker-friendly, it truly benefits and motivates the workers. There are other factors that are also important, such as supervision, interpersonal relationships, working conditions, salary, position, and security.

These are the factors that can truly motivate employees if they are included in company policies. The Motivation Factor includes work status related to the satisfaction of psychological growth, job enrichment, and improved performance and effort. Organizations worldwide recognize that cultural diversity within an organization is not contradictory, but rather can contribute to its pursuit of glory. However, managing employees with different cultural backgrounds is not easy. There are, however, policy guidelines that can simplify this task. From a broad perspective, cultural diversity can be managed through communication (creating awareness among all employees about the diverse values of their peers through communication), cultivation (facilitating recognition, support, and encouragement of every employee's success by all other workers), and capitalizing (linking diversity to every

business aspect and strategy such as succession planning, restructuring, employee motivation, performance management and review, and reward systems). Top British companies are focusing on staff members with culturally diverse backgrounds as potential assets in performance teams.

According to psychologists, teams with diverse cultural backgrounds perform better and display more creativity compared to teams composed of individuals from similar backgrounds. However, their performance is often compromised. In a study analyzing 65 companies among the top 200 British companies, researchers found that implementing a "diversity management" policy did not necessarily result in a significant increase in employees with diverse backgrounds. Surprisingly, the top management positions in these companies were still predominantly held by white males, accounting for 86% of the positions, which was almost identical to companies without a diversity policy (87%).

Companies that have active diversity policies are more likely to offer flexible work agreements, assistance with childcare and parental leave, and support for career interruptions. These companies prioritize managing diversity alongside other business tasks such as Investors in People, improving efficiency, and implementing total quality management. They also engage in campaigns that promote the rights of minorities.

On the other hand, companies without specific diversity policies cite reasons such as limited financial resources, managers not recognizing the importance of diversity as a business issue, some companies not seeing the need to focus on being a fair and equitable employer, and even some companies intentionally avoiding adopting diversity policies.

The benefits of cultural diversity include cost-effective competitive advantage in achieving desired outcomes, enhancement of a minority-friendly reputation among progressive employees, access to a diverse customer base, increased creativity and efficiency in problem-solving among diverse groups of employees compared to homogeneous

groups, and improved adaptability and flexibility in response to environmental changes.

The past decade has seen a rise in international trade, cultural exchange, and the utilization of global telecommunication systems. This globalization trend has resulted in schools, organizations, and communities becoming more globally connected. However, this increased globalization also presents several challenges. These challenges encompass the necessity to design efficient multinational organizations and select appropriate leaders for them. Furthermore, managing organizations with employees from diverse cultures is another challenge that arises from globalization. Additionally, there is now a demand to comprehend how cultural differences impact leadership performance due to globalization. Moreover, globalization has necessitated leaders to acquire proficiency in cross-cultural awareness and practice.

The text expresses a highly dictatorial tone and rigid instructions with an excessive number of directives. It highlights that the organization is highly bureaucratic and centralized, with power and authority concentrated at the top. The relationship within the organization is uncertain and the environment is ill-defined and unpredictable. Additionally, there are informal control mechanisms in place to check daily performance, but there is a lack of a reliable performance evaluation system.

The text highlights the heavy reliance on personal contacts and the acquisition of the "right social beginning" to fill major positions. It states that leadership style influences motivation, which is further influenced throughout a person's lifetime by changing aspirations and the leadership style they work under or socialize with. It suggests that command-and-control leadership

diminishes aspiration while increasing worker responsibility. The text also presents a list of standards for the hotel and tourism industry, emphasizing the importance of employees knowing the organization's primary purpose, removing obstacles to performance, motivating staff through various means such as financial rewards, recognition, and competition, using a participative leadership style, and avoiding demotivating factors such as redundancies or recruitment freezes. Lastly, it suggests conducting a survey to identify the most motivated individuals and reasons for their motivation.- What lessons can employees learn from spots of high and low motivation within the company?
- It is important to align company goals and employee goals, as some employees may be highly motivated but focused on the "wrong" priorities.
- It is important to acknowledge to employees that they feel secure, loyal, valued, and cared for. Ask them how their loyalty and commitment could be improved.
- Involve employees in the development of the company.
- The company must ensure that its internal image matches its external image.

Your Company, known as a forward-thinking engineering 'family hotel concatenation, presents itself to the world. When employees join your company, they are influenced by this image and their outlooks are shaped accordingly.

By equipping employees with coaching tools and motivation rules, we can make the act of leading others or assisting them in doing the same a more joyful and rewarding experience. Instead of spending all your time and energy trying to force or persuade others (under the belief that motivation must come solely from you), you will be able to focus on leading your team and empowering them to reach their full potential on their own.

About Hyatt: Hyatt is a global hospitality company with

widely recognized and industry-leading brands. With over fifty years of history, Hyatt has a tradition of innovation. Their mission is to make a difference in the lives of the people they interact with on a daily basis through providing reliable hospitality.

Hyatt is focused on the goal of becoming the most preferred brand in every segment they serve, for their associates, guests, and owners. They support this mission by adhering to a core set of values that define their culture. Hyatt manages, franchises, owns, and develops hotels, resorts, and residential and vacation ownership properties worldwide. As of March 31, 2010, their global portfolio included 434 properties.

The history of Hyatt Hotels ; Resorts began in 1957 with the opening of its first property, a small motor hotel at Los Angeles International Airport. Over the next 10 years, Hyatt rapidly expanded its portfolio to include several other modest hotels on the West Coast and in Chicago. In 1967, Hyatt unveiled its first major hotel designed by John Portman, Hyatt Regency Atlanta, in Georgia. This landmark hotel featured a space-age design with a striking 21-story atrium lobby. The innovative architecture of this hotel led to the creation of many atrium lobbies worldwide, revolutionizing the hospitality industry and transforming the Hyatt brand into a forward-thinking and influential global leader. By 1969, there were 13 Hyatt hotels operating across the United States.

In the same year, Hyatt International Corporation was established with the launch of Hyatt Regency Hong Kong. Within the next 10 years, the company rapidly expanded and diversified its portfolio of hotels. In 1980, the Grand Hyatt and Park Hyatt brands were introduced, and the company further solidified its

presence in the luxury resort market with the opening of Hyatt Regency Maui Resort & Spa in Hawaii. Hyatt Regency London - The Churchill offers a wide range of services that are guaranteed to satisfy even the most discerning guests. The fully equipped Business Centre provides business operations support.

Motivational Tools Used by Hyatt

Employee motivation is given a special emphasis at Hyatt.

The hotel's top management strongly believes in the theory of Z (Nipponese school of thought). At Hyatt, employee wages are not as high. This is because the motivation to maintain enthusiasm and dedication among employees stems from the fact that they work alongside their family members. In order to keep motivating their employees, some managers also work with the employees themselves. During our visit to the laundry section, we noticed that the laundry manager was working at a similar level as the lowest or middle-tier employees. The management at Hyatt takes great care of each employee's family affairs and tries to assist them because they understand that employees who have personal issues cannot work effectively. Hyatt typically promotes internally based on an employee's past performance.

Promotions are given based on the performance of employees. This performance basis encourages employees to work diligently and achieve the objectives, which are realistic and attainable for most employees. Managers have a crucial role in motivating employees by providing them with timely feedback on their daily work. They also assist them in resolving various issues, whether they are job-related or personal problems. The working environment and challenging targets are significant factors in motivating employees at Hyatt.

The hotel offers a system of wages that includes monetary awards such as the Employee

of the Month award and Employee of the Year award.

Training and Development

At Hyatt, on-the-job training is given extreme importance. They have a performance evaluation system where they assess employees' jobs, personalities, and performance. Job evaluations are conducted by immediate managers and approved by senior management. They also have discussions with employees about areas where improvement is needed. Based on these evaluations, they identify the areas where employees are lagging behind and make recommendations for development. They use a performance assessment form and have different criteria for evaluating performance.

As the market leader, it is important for us to have skilled and well-trained staff. All of our servers and room waiters learn Asian languages because many of our guests are from other countries. We are committed to embracing diverse cultures.

COMPENSATION AND BENEFITS

We have a regular system for analyzing and assessing performance. Our commissions meet monthly to discuss the performance of all employees. We also conduct performance assessments twice a year for new employees and once a year for existing ones, providing them with salary increases and benefits.

• Bonuss
• Annual Increases

Rules and Regulation Policies

Wages:

• Payday is last twenty-four hours of every month.
• Overtime is dual the hourly rate of wage

Work Agenda

• 9 work hours in one displacement
• One twenty-four hours off during the hebdomad

BRTESKS AND MEAL PERIODS

• 1 repast and 2 tea interruptions in one displacement
• 30 min for lunch/dinner.
• 15 min for each tea/breakfast
• Meals in staff cafeteria merely.

Leave

• Casual ( Maximum 3 )
• Sick ( Medical certification for 3 or more )
• Earned ( Minimum 7 )

EMPLOYEE SATISFACTION SURVEY

Hyatt Hotel conducts an Employee Satisfaction study on one-year footing. The Survey marks lasting employees of Hyatt with a position to find

their current satisfaction degree on assorted classs. This study chiefly focuses on the undermentioned aims:

• To step, learn and better the organisation public presentation
• To guarantee that the employees are moving in the right way in order to suit in the hereafter
• To listen and construct upon the feedback from all employees
• To guarantee that we are making a successful working environment in which invention can boom

Committedness of the top direction to follow up on the employee satisfaction degree.

In this year, the study outcome has exceeded an 80% satisfaction level.

Hyatt conducted this study with the help of a private house. The top management of Hyatt believes it is important to keep employees motivated and take initiatives to increase their satisfaction level.

LEADERSHIP STYLE

The Hyatt general manager holds the highest position in the organizational hierarchy. Although not directly involved in operations, they are responsible for making major company decisions regarding policy and operations. Departmental managers are responsible for leading and controlling their subordinates, focusing on their respective fields.

• Increasing employee efficiency
• Empowerment
• Resolving conflict
• Providing facilities
• Motivating minimum-wage employees
• Guiding them effectively

Motivation

At Hyatt, employees are encouraged to give new ideas to enhance customer satisfaction. There is a high level of delegation and participation at Hyatt, and democratic leadership style is employed across all departments.

Subordinates are treated with fairness and respect, making them feel like valued members of the family. The management at Hyatt is supportive and treats subordinates as equals, fostering strong communication. They encourage employee participation in decision-making through group discussions. However, both financial and non-financial rewards are used to increase employee engagement, especially at lower levels. Here are some guidelines to excel in your role:
- Always wear a smile.
- Treat all

guests as VIPs.
- Prioritize the needs of guests, no matter how busy you are.
- Address guests by their name.
- Remember that the guest is always right.
- Maintain cleanliness and ensure that your appearance is presentable.

Here are some things to avoid that could lead to trouble:
- No smoking, eating, drinking, chewing gum, whistling, or singing in the lobby or any public area.
- Avoid standing in groups and engaging in casual conversations with colleagues.
- Refrain from crying or speaking loudly in public areas.
- Do not allow personal friends to visit you at the hotel.
- Do not spit in any area.
- Avoid making negative comments about the hotel.
- Do not enter other departments, public areas, or guest floors unless necessary.

Hyatt's Diverse Kitchens Teach Lessons Daily In my personal meeting with the Senior executive chef, who has dedicated 23 years to Hyatt's kitchens, he shared his experiences and the valuable lessons he has learned about the benefits of diversity. These lessons include its ability to enhance productivity, make the workplace more engaging and fulfilling, and ultimately improve service to our customers.

He was fortunate to find his calling in a diverse environment at the Hyatt Regency London. London is a true melting pot where Japanese, Chinese, and Filipino residents are raised to value and appreciate the differences each brings to Hawaii's culture. The hotel's staff reflected this diversity, providing valuable lessons in embracing diversity on a daily basis. Working in the kitchen posed unique challenges, as they not only prepared themed banquet menus that showcased a variety of cuisines, but also provided meals for our employees in the cafeteria. This tested our ability to cater

to the changing tastes of our staff, demonstrating our appreciation for diversity.