Report for West Indies Yacht Club Resort

Report for West Indies Yacht Club Resort
To: Jim Johnson

From: Hayley

Date: 30th December, 2000

Subject: Analysis and recommendation report of West Indies Yacht Club Resort

After intensive investigating WIYCR issues during three Christmas holiday weeks, internal weaknesses were exposed which would probably harm the operation and development of the resort. In this report, I would like to indicate the main problems followed by analyzing the causes of them. Then, several solutions would be provided and finally recommendation would be given in choosing the most suitable ones for improvements.

To begin with, the existing problems of WIYCR can be summarized as follows:

4 main areas of concern

l High turnover rate of expatriate managers

l Low motivation of local staff
l Tension between expatriates and local staff

l Rising number of guest complaints



Findings and analysis:

l High turnover rate of expatriate managers

The causes of this problem can be originated to the inappropriate management styles of the managers. Since the understanding of locals is limited among some of the managers, they do not manage to enforce their right styles. For instance, laid-back and behind-the-scene are less effective than supportive and participative in managing the local staff. The wrong styles make the expatriate feel depressed since they cannot motivate the local staff to work probably. Thus, expatriates lack their enthusiasm to work in the resort after a short period.



l Low motivation of local staff
This is caused by the over-protection from the government labour policy guaranteeing the jobs and salary of the locals. Besides, BVI locals are nourishing-oriented; they cherish friendships between co-workers and better lifestyles. Thus, solely monetary reward is not effective at all. Therefore, according to Maslow’s Needs Hierarchy Theory, belongingness should be developed and also drive to bond which is in the Four-drive Theory should also be emphasized in order to boost their working spirit.



l Tension between expatriates and local staff

This is caused by the cultural difference. Different cultures shape different values and perspectives, for example, managers emphasize individualism, adopting to low power distance, low uncertainty avoidance and achievement orientation whereas BVI locals emphasize collectivism, adapting to high power distance, high uncertainty avoidance and nourishment orientation. The discrepancy leads to misunderstandings make lots of conflicts and disagreements. And tension is therefore built.



l Rising number of guest complaints
Obviously, it is initiated by the main 3 problems mentioned above. Internal weaknesses combining with ineffective operating the resort (e.g. insufficient staff in Peak seasons) results in poor services provided. That’s no wonder lots of dissatisfaction from the customers were created.

In fact, these problems can be linked up since they are related to each other. The crux of these issues is emanated from the cultural difference of expatriates and local staff. In an attempt to ease the problem, this brings to the suggestion part.



Suggestions:

l Informal gatherings ( e.g. Festival party)

l Formal meetings ( Instruction Days)

l Training program

Informal gatherings

They act as a bridge between locals and expatriates to build up Friendship and Team Spirit. To locals, they are encouraged to speak up and give their opinions for improvements which can satisfy their drive to bond. To expatriates, gatherings can help to create a harmonious relationship between expatriates and locals, and tension between them can be reduced.

Besides, managers can adapt to the local environment better in order to achieve their best management styles and satisfy their drive to acquire in order to have a lower turnover rate. The gatherings can be held in form of birthday parties or festival parties. However, extra operating cost are involved doing so.

Formal meetings (Instruction Days)

These help them know the difficulties of both sides and thus establish mutual understanding.
They should be held regularly giving clear instructions to reduce uncertainties as well as matching the effort with performance in the expectancy aspect. In addition, demonstrations can be done by managers to increase their awareness of the diary job of their subordinates and show their willingness to work with them. Apart from these, rooms were given for locals to ask questions, which in turn help them to get a clearer direction in the work processes and higher motivation of locals can be seen.

Training program

For locals, the training workshops should focus on 3 areas: Foreign culture, language and hospitality. Not only let them understand others culture and break the language barrier, but also teach them soft skills in order to treat the customers in appropriate ways helping reduce the guest complaints.

For expatriates, the training workshops should emphasize both BVI culture and management skills. Not only let them enjoy the goodness of the culture, but also teach them to communicate the staff in an effective ways and thus adjust to the best management styles.

Conclusion

To sum up, all problems rooted from the large cultural gap. The remedial measures listed above aim at facilitating mutual communication and thus establishing better understanding and trust to deal with the cultural clash. Managers and local staff are important assets which help to run the resort smoothly. Any disputes and conflicts make unnecessary loss to the resort. Therefore, creating harmonious environment is essential before coming to various solutions.

Recommendations

Since Christmas has already gone, the slow season is approaching. Originally, it should be the best time to organize various training workshops. However, they should be well-organized and planned thoroughly before gradually implemented. Therefore, in short-term, formal meetings and informal gatherings can be held first. Meanwhile, managers should take the lead to be the initiator and encourage locals to be participative and take the active roles.

Changing ones’ culture seems impossible but accepting and respecting others differences make possible. Therefore creating a big-family culture should be at the top of agenda before all feasible measures are implemented. Hopefully, WIYCR will enter the milestone of success.