There are 2 main types
of team the hotel developed: Cross functional team and self-managed team.
terms of cross functional team, it includes members from different functional
teams gathering together to create new and non-routine products and services.
To be more specific, in different events, employees are
assigned different tasks. For example, one employee may be given the task of a
food runner in an event, but in other events, he/she may be in charge of other
Regarding room service, because Ramana is a 4 star hotel,
room service department and restaurant are merged into one. Therefore, people
work as a restaurant server sometimes may work as a room service waiter. In addition, rotated shift is also a
way to change tasks. In evening shift, employees seldom do buffet while morning
shift staffs always in charge of breakfast buffet. In contrast, evening shift
specializes in a la carte and tourist set menu.
With the cross
functional team, Ramana gains many advantages. Firstly, the diversity of the
team allows members to share ideas and skills to reach the objective of the
team, which leads to the increase in interaction,
cooperation among employees. In addition, while working in different roles,
employees can learn new skills and are acquainted with those roles. Therefore,
in the situation of lacking of people, the existing employees can substitude
for the absent ones. Also, employees are interested in learning new things.
Thus, changing tasks prevent them from being weary of same old work every day,
which increases their commitment in the organization as well as reducing
Another type of team
developed is self-managed
team, which is a self-organized
group of employees who are responsible for a set of
reduced or no supervision. Sometimes in the situation of lacking of supervisor,
Mr. Minh allocates the senior waiter to be responsible for the important
dining. The amount of delegation varies in different situations. In the
situation of lacking of people, employees are delegated authority or high
management position, which means they are given enough power to make quick
decisions when problems happen. For instance, arranging and planning for the
event can be delegated to experienced waiters. Besides that, sometimes old
employees train new ones but still verified again by supervisor. In that case,
employees are delegated responsibility or lower management position.
self-managed team brings the organization many benefits. Firstly, it reduces
cost. When members work in a self-managed team with accountability, the
management costs reduce substantially. Regarding the team members, they have
more motivation to work because they share equal responsibility in reaching the
team’s objective. In addition, once employees are directly involved in the
operation, they have more satisfaction from developing new decision-making and
problem-solving skills as well as working as part of a close-knit team.
Moreover, they become more confident to speak out their ideas and contribute
innovation in systems and processes. Finally, teams which work responsibly
towards a common goal can be more productive than other types of team.
Mr. Minh uses two types of power to lead
the team, including expert power and referent power.
to his huge experienced skills and knowledge in working for a long time, he
adopts expert power to influence a person’s behavior in a team. By using that
power, he gains trust and respect from other employees.
the other hand, Mr. Minh uses referent power to maintain personal relationship
with others. He often tells jokes to make working environment more comfortable
for the employees. It is an effective tactic that he inspires subordinates to
be committed to their jobs as well as creates good working relationships and
collaboration among them.