The Regency Grand Hotel Essay

2391 words - 10 pages

Case Study 5

The Regency Grand Hotel

Group 6
Contributors:
Reza Maulana
Ridwan Adi Pramanto
Rivendra
Roberta Fifin Amandaningrum
Rully Feranta

Case Study 5
The Regency Grand Hotel

1. Latar Belakang
Regency Grand Hotel adalah salah satu hotel terbaik di Bangkok yang dimiliki dan di
operasikan oleh putera-puteri Thailand. Memiliki record kinerja yang sangat baik, Hotel
tersebut menghasilkan keuntungan dan sukses selama 15 tahun dengan semangat yang sangat
tinggi dalam hotel. Karyawan selalu dituntut untuk bekerja sesuai instruksi dan standard yang
ditetapkan manajemen. Suatu saat hotel ini dijual ke salah satu jaringan Hotel terbesar dari
Amerika Serikat. Akuisisi ...view middle of the document...

Masalahmasalah ini mencakup:

a. Kehilangan asset yang berharga yaitu General Manager yang memutuskan pensiun.
Karyawan sebagai asset karena atas pengetahuan yang dimilikinya. Hal ini tentu berharga
karena karyawan ikut membantu organisasi dalam menemukan peluang dan meminimalisir
ancaman eksternal, dan tidak dapat digantikan oleh mesin atau teknologi. Ketika orang kunci
meninggalkan organisasi, mereka juga turut membawa pengetahuan mereka yang membuat
organisasi efektif, ini sama ketika General Manager pada Regency Grand Hotel memutuskan
1 of 11

Universitas Indonesia

Case Study 5
The Regency Grand Hotel

untuk mengambil pensiun dini, ketika terjadi akusisi. Dengan modal 15 tahun pengalaman
operasi sebuah hotel yang terus menguntungkan. Mantan General Manager tersebut
mengetahui betul apa yang diperlukan untuk membawa sebuah hotel menjadi sukses seperti
saat itu, dia sebagai orang local Thailand juga memiliki pemahaman akan budaya yang
terbentuk pada Regency Grand Hotel. Ketika General Manager meninggalkan Regency
Grand Hotel, juga turut membawa semua pengetahuannya yang dimilikinya dalam
mengoperasikan sebuah hotel yang sukses di Bangkok dan tanpa berbagi ilmu tersebut
dengan John Becker.

b. Kesalahan dalam interaksi dan komunikasi
Salah satu kesalahan yang cukup penting pada kasus ini karena dalam berinteraksi dan
berkomunikasi sangat penting untuk memberikan feedback yang efektif kepada karyawan
dalam rangka mempertahankan tujuan dan meningkatkan motivasi, feedback yang efektif
tersebut harus spesifik, harus relevan, harus tepat waktu, dapat dipertanggung jawabkan, dan
harus sering dilakukan. Maka dari itu kami menilai kesalahan tersebut cukup penting karena
pada kasus ini kurangnya interaksi dan dukungan positif antar management, maka tidak
menstimulus rasa kepercayaan diri pada karyawan yang memungkinkan melanjutkan konsep
empowerment. Pada kasus ini dinyatakan “karyawan yang memberikan inisiatif dan membuat
keputusan yang baik dalam memenuhi kebutuhan para tamu jarang menerima feedback
positif dari supervisor mereka”, akhirnya karyawan kehilangan kepercayaan diri dan proses
pengambilan keputusan tetap bergantung kepada supervisor. Dengan tidak memberikan
dukungan yang positif terhadap karyawan yang berinisiatif untuk menjalankan konsep
empowerment tersebut, akhirnya meruntuhkan kinerja organisasi.

c. Ketidakpahaman perbedaan dalam dimensi budaya.
Problematika terakhir yang tergambar pada kasus, menurut kami adalah kurangnya
pemahaman terhadap perbedaan budaya antara orang-orang Thailand dengan orang-orang
Amerika Serikat. Seperti yang dideskripsikan di kasus bahwa orang Thailand cenderung lebih
patuh terhadap kekuasaan seseorang dan lebih suka menerima perintah dari atasan. Mereka
juga mengharapkan atasan yang memiliki otoritas untuk mengambil keputusan dalam
memecahkan suatu masalah. Sebelum akuisisi terjadi, para karyawan selalu bekerja dibawah
aturan ketat sesuai dengan instruksi...

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