Posted: May 22nd, 2015

employee retention techniques

employee retention techniques

Each group is to give a presentation on their chosen organization to include:
I.    An introduction including: (20%)

•    Background of the organization: What kind of organization is the focus organization? (Area of hospitality, geographical location, strategic purpose incl. mission and vision fits well in here). Is “your” organization a part of a larger corporation, if yes: what kind of corporation (size, locations of its subsidiaries etc.)
•    Cultural Analysis: (brief)
o    Values (vision and mission)
o    Beliefs
o    Behaviors (control systems, rewards to employees, monitoring, training)
o    Paradigm
•    Historical Analysis: (brief)
o    Anchor Points such as year of origin, when your organization came into being. Special characteristics of your organization (brief). Refer to their cultural background (brief)
o    Governance Chain (Organisational Map)
o    Strategic Purpose (corporate social responsibility: environment/society)
•    Aim and objectives of the report:
“The aim is to analyze the various approaches to strategic planning and activities of [your hospitality unit].”

“This aim will be realized through the fulfillment of the following X objectives:
•      To examine the organizational environment using…,
•      To evaluate the strategic capacity of the organization by using….
•      To…”

II.    Evidence of knowledge and understanding – A main body including: (50%)

•    PESTEL environmental analysis and building scenarios based on key drivers for change (environmental positioning). (15%)
o    This definitely includes a PESTEL figure/table (brief, in bullet points), the Key drivers – choice of key drivers need to be carefully discussed and justified, key drivers need to be explained inside the text, a figure for the Scenario. Each concept needs to be introduced and explained/defined!
•    Examination of industry attractiveness (Porter’s Five Forces) of the industry in which the organization finds itself (environmental positioning).(15%)
o    The concept, including its parts (“the forces”), needs to be introduced and explained/defined!
o    Remember to draw a conclusion when you have discussed each force: Is the power of buyers high/moderate/low – the conclusion of course needs to be logical in relation to the discussion and contain some justification.
•    Identification of the organization’s strategic capabilities and competitive advantage including a SWOT ?TOWS analysis. (20%)
o    Start by identifying the organizations resources and competences. Thereafter divide them into:
Resources    Competences
Threshold capabilities    Threshold resources    Threshold competences
Distinctive capabilities    Distinctive/unique resources    Distinctive/Core competences

o    Based on the organizations capabilities, what is its competitive advantage(s)?
o    Go on to make a SWOT analysis: research the Strengths, Weaknesses, Opportunities and Threats (remember that this is the tool to connect environmental analysis (O & T) with the analysis of strategic capabilities (S & W).
o    When you have completed the SWOT go on and discuss how to further develop the strategic capabilities of the organization in accordance with the environmental threats and opportunities; look at how the various factors can be used to take advantage of strengths and opportunities and overcome weaknesses and threats (i.e. the TOWS).

III.    Conclusions and recommendations: (10%)

•    Return to the theme or themes (the objectives) in the introduction. Make sure to relate back to research aim and objectives!
o    Synthesize, don’t summarize: Include a brief summary of the presentation’s main points, but don’t simply repeat things that were in your project. Instead, show your audience how the points you exposed and the support and examples you used fit together.
o    So what? What is the meaning of your findings?
o    Propose a course of action, a solution to an issue, or questions for further study.
o    How the organization is competing and present two strategic options for the organization (new customer segments, new businesses, new products and services, new sales channels, changes in the value chain, new geographic segments)
o    Point to broader implications.

Each group member must contribute equally in the presentation of material.

In addition to an oral account of the organization and its strategic position, slides and handouts are to be prepared by the group and handed to the module coordinator before the presentation. The slides and handouts must contain information about all references used.

Students must carry out ADDITIONAL secondary research into the brand(s) of the organization in their chosen case study and the larger industry sector within which this organization is found. Securing the Annual Reports andother relevant information on the chosen company is essential. In addition, at least 5 contemporary andrelevant (either in relation to the case or the theories and concepts applied to the case) academic articles are required.

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