Reference no: EM131175488 , Length: word count:2000

Based on your understanding of the 4 case studies and B628 related concepts and theoriesanswer the followings questions in an essay form:

Question 1 (Related to case -1) (500 word)

Using what you have learned from studying the various motivation theories, what do you think is Google's biggest challenge on keeping employees motivated? If you were managing a team of Google employees, how would you keep them motivated?

Question 2(Related to case 2)(500 word)

Using information from case, describe the culture at the Ritz-Carlton. Identify and explain challenges you think the Ritz-Carlton faces in changing the culture.

Question 3(Related to case 3) (500 word)

Explain why teamwork in Arab companies is more challenging. Discuss alternatives and propose recommendations that administrators should take to make teams building and work more productive.

Question 4(Related to case 4) (500 word)

Evaluate Arla's statement in terms of whether they succeeded in overcoming barriers in this one-way communication. Suggestfurther steps that the company could take to improve their communication.

Case 1: Paradise Lost ... or Gained?

A swimming pool and spa, laundry facilities, access to a message at the office, free delicious gourmet meals. What more could an employee want? Sounds like an ideal job, doesn't it? However, at Google, many people are demon-starting by their decisions to leave the company that all those perks (and these are just a few) are not enough to keep them there. But Google is making money, it has a hugely creative workforce, and it is widely considered to be a great place to work. So what is the problem? Why are so many employees quitting?

Google has been named the "best company to work for "by Fortune magazine for two years running. But make no mistake, Google's executives made the decision to offer all those fabulous perks for several reasons: to attract the best knowledge workers it can in an intensely competitive, cut-throat market; to help employees work long hours and not have to deal with time-consuming personal chores outside work; to show employees they are valued; and to have employees remain Googlers (name used for employees) for many years. But a number of Googlers have given up these fantastic to go out on their own.

For instance, Sean Knapp and two colleagues, brothers Bismarck and BELSASAR Lepe, came up with an idea for handling online videos. They left Google in April 2007, leaving all the free gourmet meals and spa facilities behind them, to set up their own company. When the threesome left the company, Google did their best to keep them and their project, and even offered them unlimited financial support to develop their idea. But the three young entrepreneurs realized they would be putting in all the effort, and they wouldn't even own the product themselves...it would belong to Google. So instead off they went, for the excitement of a start-up.

If this were a one-off, it would be easy to ignore. But it is not. Other talented Google employees have done the same thing. In fact, so many of them have left that they have even formed a club of ex-Googlers who have set up their own entrepreneurial ventures.

Sources: A Lashinsky,"Where Does Google Go Next?CNNMoney.com,May12,2008;KHafner,"Google optionsn Make Masseuse a Multimillionaire," NewYork Times online www.nytimes.com,november12,2007.

Case 2: Making You say WoW

When you hear the name of the Ritz- Carlton hotels, what words come to mind? Luxurious, elegant, formal, or maybe beyond my budget constraint? Formal, or maybe even stodgy ? Ritz-Carlton won the Malcolm Baldrige National Quality Award 1992

Ritz management is studying the possibility to expand in Paris and Cannes (France). To do so management decided to assign an outside consulting firm to study the feasibility for such moves. The consulting firm has to study the internal process and culture of Ritz hotel. In a meeting they summarized the following:  

"Three words that the company hopes to mind are exemplary customer service. Ritz Carlton is committing to treating its guests like royalty. It has one of the most distinctive corporate cultures in the lodging industry, and employees are referred to as "our ladies and gentlemen." Its motto is printed on a card that employees carry with them: "We are Ladies and gentlemen of the Ritz have been trained in very precise standards and specifications for treating customers. These standards were established more than a century ago by founders Caesar Ritz and August Escoffier. . Employees at Ritz have been trained in very precise standards and specifications for treating customers. These standards where established more than a century ago by founders Ritz employees are continually schooled in company values. Every day at a 15 minute line up sessions at each hotel property, managers reinforce company values and review service techniques. These values are the basis of all employees training and rewards. Nothing comes to chance when it comes to provide excellent customer service. Potential hires are tested both for cultural fit and traits associated with in innate passion to serve. A company executive says, "the smile has to come naturally".

Ritz employees are continually schooled in company lore and company values. Every day at 15-minute "lineup" sessions at each hotel property, managers reinforce company values and review service techniques. These values are the basis for all employees training and rewards. Nothing is left to chance when it comes to providing exemplary customer service. Potential recruits are tested both for cultural fit and for traits associated with an innate passion to serve. A company executive says, "The smile has to come naturally". Although staff members are expected to be warm and caring, their behavior toward guests had been extremely detailed and scripted. That is why a new customer service philosophy implemented in mid-2006 was such a radical departure from what the Ritz had been doing.

The company's new approach is almost the opposite from what the company had been doing: do not tell employees how to make guests happy. Now they are expected to figure it out. Says Diana Oreck ,vice president, "We moved away from that heavily prescriptive, scripted approach and toward managing to outcomes." The outcome didn't change, though. The goal is still a happy guest who's wowed by the service received. However, under the new approach, staff member interactions with guests are more natural, relaxed, and authentic rather than sounding like they are recited lines from a manual.

References:  Patricia A. Galagan, "Putting on the Ritz," Training and Development, December 1993, p. 41- 45; Margaret Loftus, "Up-Front Care:  Touch of Class," U.S. News and World Report, May 19, 1997, p. 71;

Case 3: Team-Building Skills

How well are Arab workers skilled in working with teams that include diverse members from different cultures and nationalities? Studies indicate that Arab workers, in general, are more comfortable working with people with whom they share many commonalities such as language or nationality. But today, that is insufficient; business requires people to work with others who come from many different backgrounds. In a 2010 conference in Bahrain, it was reiterated that working effectively in teams is a skill that direly needs to be developed among Arab workers. The inability to work as part of a team is causing people to leave their jobs and causing companies to lose millions of dollars in employee turnover. Mark Andrews, MENA regional director for the company that organized the conference, Edexcel, said that, "Attitude and in-work behaviors play a crucial role in building a long term relationship between andemployers. Key skill gaps exist in the areas of leadership, teamwork, innovation and creativity." Among the other skills that were found lacking is the ability to resolve conflict in a team environment.

Many companies in the Arab region have understood this problem and are taking measures to overcome it. The Saudi telecommunication company, Mobily, was the first company to receive the Dale Carnegie "Leadership Award" in HR. Among the reasons for such an award were Mobily's ability to instill a culture based on values of openness, respect, energy, and progressiveness. Mobily was credited for its ability to foster an environment of teamwork and a unified culture that governed their business operations. In its annual report Mobily was very in the importance of teamwork for its success." Management experts often stress the value of teamwork" but at Mobily we go a step further: we are a family" where members work together, help each other, and share a common goal. More than any single factor, this deep-rooted culture of cooperation and mutual support has contributed to the outstanding progress that Mobliy has made in a relatively short space of time.

Our people feel they belong; they feel appreciated; and consequently they are committed to successfully implementing their operational responsibilities. "Such emphasis on teamwork has helped the company become one of the leading telecommunication companies in the region.

Reference: www.pearsoned.co.uk/awe/robbins

Case 4: Arla Foods and the Cartoon Crisis

Swedish-Danish cooperative Arla Foods has had a strong historical presence in the Arab world for almost half a century. In September 2005, a Danish newspaper published 12 cartoons depicting Prophet Muhammad (PBUH), which sparked a sharp controversy and outrage among Muslims. This resulted in a boycott starting from Saudi Arabia and then spread into other Arab and Muslim countries. In response to consumer pressures, supermarkets started removing Danish products from their shelves. It was reported that the company was losing about DKK 400 million a year when the boycott was active. The company started to respond with an aggressive communication campaign through an advertisement posted in several newspapers across the Middle East region that reads as follow: Statement from Arla Foods:-

Arla Foods believes that it is our duty to convey our opinion about the unfortunate events of recent months. We will also set out our position for the conference for International Support for the Prophet in Bahrian from March 22-23, 2006. To clarify where we stand.Arla Foods has distanced itself from the Danish newspaper, Jyllands-Posten's actions in publishing caricatures of the Prophet Mohammad. We do not agree with the newspaper's reasons for publication.

On the backdrop of our 40-years history in the Middle East and as an active and integral part of society here, we understand why you feel insulted. Our presence in the region has given us an insight into your culture and values about Islam. This  understanding has, over many years, enabled us to supply high quality products which meet your preferences. Through your confidence in our products, we have succeeded in building up brands such as Lurpak, Puck, The Three Cows and Dano. Therefore, we understand and respect your reactions that have led to a boycott of our products following the Danish newspaper's irresponsible and unfortunate action.

We would also like to take this opportunity to give you some important information about our company. Arla is a Danish-Swedish co-operative which is owned by farmers. Our business in the Middle East has attracted investors and business partners from across the Arab world. Arla employs around 1,000 Muslims in the Arab and Islamic world as well as more than 250 Muslims in Europe. They have felt insulted by these cartoons. However, Arla's business in the Middle East has been affected not by its own actions, but because of the actions of others.

Esteemed citizens, the year that we have spent in your world have taught us that justice and tolerance are fundamentals values in Islam. We wish to co-operate with Islamic organizations to find a solution to the boycott of Arla's products. We would simply ask you to reflect on this in the hope that you will reconsider your attitude towards our company.Now you know more about who we are, about our attitudes and beliefs. We leave the rest to you.Arla Foods      

Soon after the advertisement was published, the boycott ended but the direct relationship between the above communication and the halt of the boycott could never categorically establish.

Reference: www.pearsoned.co.uk/awe/robbins