Management Consultancy and Toolkit

Question: Discuss about the Management Consultancy and Toolkit. Answer: Introduction The modern world has provided business organization with scopes of expansion as well as confronted its growth with several management issues. In addition to developing competencies, companies now focus on ensuring a safe and sound degree of performance as well. According to Desai (2013), it is noted that every other firm is now confronted with an extensive competition and is thereby forced to actively indulge in solving existing issues. It is noted that a positive change in the market conditions has allowed enterprises to concentrate on serving the people in a much better manner, but also secure long term sustainability. In addition to focussing on adding value to a brand name, the management system also considers problem management. Moreover, in order to develop competencies, the managers also tend to work in collaboration with the taskforce (Sloan, Legrand and Chen 2013). A rise in the abilities significantly contributes towards solving problems of a brand. Concerning the United Arab Emirates, it is recognized to be the world`s one of the most rapidly developing nation`s across the globe. In the words of Cortese and Sahli (2015), with a diversity of resources, the country has successfully ensured its optimum utilization and has further provided the business firms to maximize capabilities not only at the domestic but also at the international level. However, it is noted that the hospitality industry is faced with several issues that has significantly affected profitability. There has been a noticeable fluctuation in the internal management of hospitality brand over UAE in the last few years. It is noted that a downfall of abilities has consequently affected developmental levels. The widespread develop of the nation has attracted visitors from all around the world (Morris and Kazi 2016). It is noted that a significant rise in the tourism industry has led to a consequent rise in the hospitality sector as well. For this particular project, UAE`s well known organization named Abu Dhabi National Hotel has been taken into consideration. Being founded about four decades ago, the brand now runs successfully in the nation and is also known as one of the most recognizable hotel in the world. It is noted that the hotel runs as a joint venture with a UK based Compass Group PLC (Adnh.com. 2016). Like every other business firm, the ADNH is also confronted with several issues that affect business development process. Being an attention grabbing aspect, there has been a identification of several problem solving aspects that has acted as helping hand towards dissolving issues (Adnh.com. 2016). Additionally, the report tends to analyze the existing issues in the brand and lend a hand towards solving them. In addition to several conceptual models, problems solving approach and analysis of the intervention, the project also includes a detailed insight of the problem and its degree of impact. Literature Review According to Assaf and Barros (2013), United Arab Emirates is known for its widespread hotel and accommodation business sector. Being one of the most famous tourist destinations, the nation has provided brands with various growth opportunities. The cosmopolitan natured country is also known for the several rapidly progressing brands. In addition to hotel reports, studies conducted by experts reveal the extensive range of operational activities. Like every other company performing in the country, the hotel firms are also confronted with various external and internal issues (Kolb 2014). Apart from mitigating the negative externalities, the internal problems are also a huge concern for the highly experienced team of enterprises. It is noted that hospitality companies unlike the other business sectors have a diversified concept, which ultimately gives rise to several individual issues (Ahmad and Saber 2015). Moreover, the industry in UAE has been experiencing increased number of management issues that has become the concern of the managers. The recent report of the Abu Dhabi National Hotels (ADNH) infers that the company has been struggling with the organisational performance since 2012. The performance of the company has fallen drastically that has further reduced the profitability of the company. As stated by Cortese and Sahli (2015), in order to gain an entry into the organisational management issues and its impact, a thorough analysis of the organisation including its financial status, market analysis is performed. Business Management Issues and Effect As stated by Ahmad (2015), there has been a noticeable fluctuation in the internal management of hospitality brand over UAE in the last few years. It is noted that a downfall of abilities has consequently affected developmental levels. Most of the organisations in the hospitality sector face some of the common issues of management that hampers the organisational performance and the sustainability of the organisation in the market. There involves conflict in the accountability of the organisation which are difficult and unpleasant to handle by the managers. Moreover, other issues that the organisations face is the issue related to the effective establishment of clear and measurable objectives for the employees to work on. In the opinion of Sternberg and Frensch (2014), optimising the objectives of the employees are a common issue as well as a partial answer to the accountability of the organisation. In the recent times, Abu Dhabi National Hotel has been going through a number of managerial issues that are a result of various factors and managerial decisions. Being one of the well-known companies in the hospitality sector of UAE, the company is managed by a line of managers (Carnmarata, McArthur and Steeb 2014). The major decisions that the organisation considers has a significant impact on the business activity of ADNH. The company had announced that the former IHG and Accor senior executive Ignace Bauwens would be appointed as the new CEO of the company. The new CEO aimed to increase the value of the brand and the stakeholder of the company under his leadership and guidance. As the organisational position was unstable, the new CEO tried to strengthen the commitment of ADNH with the people, quality, strategy and the development of the company. As opined by Dekker et al. (2013), the main issues that Abu Dhabi National Hospitals is facing are the lack of labour and the skills in the organisation. There is a growing shortage of the skilled and qualified employees in the organisation. Therefore, the productivity of the employees reduces along with the organisational productivity as a whole. Furthermore, the construction and renovation cost of the company has increased at a steady pace that lead to the decline in the profit margin. Even if the sales revenue of ADNH remained nearly constant, the increased expenses of operation brought down the profit margin of the company (Adnh.com. 2016). According to R. Huscroft et al. (2013), the failure of the management system to identify the new technology available in the market also adds to the management risk as the competitors of the company go ahead of ADNH. Concerning the human resource management, the psychographic and behavioural aspect also tends to be affecting performance levels of the taskforce. Further, interpersonal conflicts tend to affect business conditions as well. A decrease in social concepts often leads to a downfall in motivation, morale and engagement levels of employees. Additionally, an opaque communication between the management levels also acts as a hurdle in developing capabilities (Hoque 2013). Further, the employee development is a huge neglected area in the organisation (Heizer, Render and Munson 2016). The employee satisfaction level within the workplace indicates that the managers of ADNH do not effectively meet the development needs. This further leads to disengagement of the employees into the organisational activities and employee retention issues. Based on the public produced reports, it can be understood that labour shortage, construction costs and financial aspects has been in an unstable conditions over the last few years. Robin Hansons theory of consultancy The theory argues on the fact that why the firm does seeks the assistance of the big consultancy firms for business management when most of the effective ideas and strategies are obtained from young generation. The consultancy firms take the help of these youth to collect data on the best practices. As per the theory, the firms have misallocations of resources that cause most of the employees working for the company to get an idea about the issues of the organisation and the workable situation. The issues in the organisation increases when the individuals of the organisation who have the high status are likely to remain resistant to the changes. One of the reasons behind remaining resistant is that they observe lowering of their individual status by adapting to those changes. Furthermore, most of the consultants underestimates the firms and considers them to be dysfunctional. The managers of the organisation are able to identify the needs but are usually unable to address those needs . The coalition can therefore play an effective role in blocking the initiative of the managers. Problem Addressing In order to detect internal problems the management of ADNH tends to develop a free flow of communication between the heads and their staff members. Further, a service desk also used to learn about the stakeholders (Park and Allen 2013). The system of automated detection has also been fruitful in locating problems. The topic of problem management in the hotel industry has evolved to be one of the most concerning issues. Additionally reactive and proactive generation of service operation has also been taken into consideration by the supervisor. Problems can be detected in the following ways: Communication : According to Kotas (2014), a two way channel is emphasized by the manager of hotels. In addition to providing targets, orders, and every other necessary information to the employees, a transparent connection requires a feedback. Additionally exchanges of data with the external world and learning about the competitor or the market as a whole also have a detecting problem. Production reports: It is often that managers refer to the production quality and target reports to learn about the prevailing situation of the brand. Moreover the departmental supervisor is also kept under a continuous monitoring system which not only guides them but also helps in identifying areas of gap. Comparing the achieved the production it the previous years and the forecasted results proves to be helpful. Financial reports : Hotel business tends to function and carryout operational activities within a plan and mutually accepted financial budget. Also, the seals and profit statement are used to identify pitfalls in an organization (Lockyer 2013). When compare with the earlier physical reports the present situation helps the management to understand the areas of problem. Customer feedback : Among all other methods the customer feedback are considered to be the most impacting and beneficial aspect for detecting issues. Additionally it is inferred that the clients form the most important take holders of a company. Hotels in UAE tend to prioritize the visitor`s individual concern and feedbacks for improvement. According to Wang, Chen and Chen (2012), it is noted that hotel brands maintain a continuous check on progress levels to ensure a smooth and secured growth area. Further, the aspect of problem management has evolved to be one of the most impacting and decision affecting factors in the business world. Apart from the mainstream issues, hotels are also confronted with several security concerning aspects. In addition to focussing on a well planned training and development of the stakeholders, managers also tend towards securing legal and lawful constraints. Further, it is noted that safety minded customers also noticeably contribute in addressing the prevailing issues (Hicks 2013). Identification of problems is a great concern for the well reputed Abu Dhabi National Hotel. As compared to the small scaled problems in the daily functioning of the hotel, the management issues tend to be a concerning area for the brand. Collecting Information Like every other business firms, the ADNH also focuses on collecting information to learn about the internalities of the brand. It is noted that the managers work in collaboration with the employees to monitor growth and further check on pitfalls. Additionally, there lay several methods in which information can be collected. Being a largely expanded firm, the hotel have access to expertise and skilled experts who not only help in gathering information and identifying lacking areas, but also concentrates on restoring situations (Abe and Kudo 2016). The various ways in which data can be collected are the following: Surveys: The mail assessment of internal stakeholders help in understanding areas of pitfalls. As stated by Egan (2013), being a non time consuming aspect and covering a large number people at a single time, the process tends to be fruitful for business. Additionally, the objective interpretation and standardization also helps the managers to detect internal problems. It is noted that the surveys are often mail bases, group oriented and telephonic. Interviews: The departmental interviews provide managers with individual perspectives and more detailed insights. Further, the well panned and organized enquiry also tends to identify gaps in the business framework. Despite of being a time consuming and expensive method, the interviews contribute towards developing conditions as well. Focus Groups: The management of ADNH often tend to set up individual groups that help in interpreting interviewed forms (com. 2016). In addition to the cooperative method, the responses of an individual tend to guide decision making of others as well. Moreover, the time consuming process also noticeably contributes towards developing situations (Egan 2013). Observation: A close framed monitoring of gains and performance levels helps the management of the brand to provide necessary information. With a motive to identify areas of gap and fill them up, the supervisors opt to observe the functional areas as a whole. Being a diversified subject, problems in ADNH are monitored by the management team. Further, the taskforce are also monitored by the managers of the firm not only to provide them with a proper guidance, but also to check on their growth levels. Additionally, the team problems and organization based issues are a subject to the automated monitoring systems as well. In the words of Koripadu and Subbaiah (2014), it is noted that an integration of technology has allowed the hotel to successfully check functioning of the tracking systems as well. Consultancy Process and Approach As opined by Stoverink et al. (2014), the individuals in the organisation are often blamed for the ineffective work and the inefficiency although the issues are mainly caused due to the poor work processes in the organisation. The flaws in the management system can thus be held responsible for the poor work process of the organisation. The implementation of the consultancy process and the approach is useful in the scenario as the goal of the process is to minimise the mistakes made by the individuals while working in the organisation, reduce the miscommunication and increases the focus of the stakeholders on their particular roles and its requirements. The consultancy process is thus beneficial for the organisation as it allows the managers to achieve diverse benefits beyond cost savings and increasing the value of the stakeholders. According to N. Torres and Kline (2013), the process and the approaches of consultancy reduces the time to market the new products or services offered by the company and boost up the morale and productivity of the employees. According to Wolfe, Phillips and Asperin (2014), the consultancy process and the approach that the managers of ADNH can implement in order to deal with the issues in the management system of the company and thereby increase the organisational development include four basic models. The four basic consultancy models are expert model, medical model, process model and the emergent model. The Expert model: The expert model is one of the most used models in the organisation among the other consultancy models. As stated by Sturdy, Wylie and Wright (2013), the model mentions that the managers of the organisation decides to involve some internal or external individual into the organisation in order to deal with the needs of the company and fulfil those needs. The individual plays an important role, as it is their responsibility to draft a report recommending solutions to fix the issues faced by the organisation. The expert model is effective as it can be used to fix issues related to technical issues such as engineering, financial, mechanical and the managerial issues of the company. The success of the model depends on various factors such as whether the internal or the external individual responsible for recommending solutions and strategies to the company has been able to understand the needs or issues appropriately. The effective communication of the need or issues of the company to the consultant also play an important role. The assessment of the capabilities of the consultant is also one of the factors. It is further to be noticed that the approaches, strategies and the actual recommendation considered by the expert fits the organisation, the culture, internal and the external structure of the organisation. Jeston and Nelis (2014) further added that the model gives the expected outcome only when the organisation is ready to support the recommendation and implement that recommendation into the workplace. It is important to ensure whether the formal and the informal political dynamics create hindrance for the company or support the organisation in the process of development. As stated by Davenport (2013), despite of being an interdependent aspect, the expert model tends to gather a lot of attention from the management of the firm. The expert help not only helps in developing competencies, but also lends a hand towards supporting individual ideas and initiatives. Moreover, it is noted that there is a smooth process of decision making in presence of the aspect in the hotel framework. The additional knowledge and understanding significantly helps in developing competencies. As compared to the other methods, managers emphasize on the use of the expert model due to its practical and real approach. The Medical Model: As per the medical model, the managers of the organisation consider to bring in a consultant into the workplace who will keep a check on the organisational activities to ensure whether the stakeholders of the company are working effectively or not. The consultant is responsible for carrying out both diagnosis and prescription for the organisation. The model is appealing to the managers as the responsibilities lies with the consultant and not with the management for the success. The tools and the methods that are known to the consultants are only used in the process. As per the assumptions of the model, the consultant itself can carry out the accurate information about the diagnosis. The tools that are used in the process that effectively fit into the situation and the culture of the organisation are the standard, prescribed, and off-the-shelf assessment tools. Moreover, the model considers that the stakeholders of the organisation will not exaggerate, distort or withhold information from the consultant, as doing so will cause faulty diagnosis by the consultant. However, the model confidently assumes that the stakeholders of the company will automatically accept the diagnosis done and the recommendations provided. This is one of the loopholes as it is not the scenario always. While, it is also noted that the external or internal consultant often tends to look forwards towards locating issues and helping the management in taking decisions concerning its health regaining. Acting as a doctor, the expert frames perceptions and ultimately helps the ho tel mangers to develop conditions. The Process Model: In the opinion of Jeston and Nelis (2014), the process model of the consultancy process is a part of activities that supports the managers of the organisation to perceive, understand and act on the events of the process that takes place in the organisation so as to enhance the situation. The process includes a chain of micro-processes that are interconnected to each other and helps in the development of readiness and ownership. In order to create the required degree of responsibility and the accountability in the process of change and development so that the profitability of the on-going success is improved, the ownership is developed. Being a series of processes that help a consultant in solving issues, problem management and developing business conditions, the model tends to facilitate decision making as well. Despite of being an inter-related aspect, the management of the hotel form several assumptions, organize a separate expertise team and regularly learn about consultancy. The necessary assumption of the model is that one of the main functions of the model is to pass on the diagnosis skills and the skills to resolve the problems of the organisation effectively. This helps the managers of the company to deal with the issues even in the future times. The model focuses on the joint diagnosis and it supports the managers to understand what the information infers to the organisation. The change in the development process can be designed according to the organisation and as per the strategic focus, issues, and dynamics, driving factors, culture, critical success factors and the external environment of the company. Furthermore, Stoverink et al. (2014) supported the model by stating that the organisation can obtain more effective results if they diagnose the issues on their own and lead their individual intervention to address the issues. The company can develop new competencies by mutually engaging and forming partners with the Process consultancy consultant. The Emergent Model: There are two elements that are discussed in the emergent model of the consultancy approach are the chaos theory and the complex adaptive system. The chaos theory studies the behaviour of the dynamic system within the workplace that is too sensitive to the initial conditions. According to Barber and Deale (2014), the theory explains that a little difference in the initial condition results in diverging outcomes for the chaotic system. It is noted that the ongoing process not only holds up a differentiation between the functional processes, but also unfolds openness, discovery and invention. Further, the practice of the model significantly helps in developing new work patterns, power technologies, set up social engagement, promote creativity and further solve problems. The complex adaptive system of the approach is adaptive networks that are influenced by the internal and the external factors in an systematic manner. The network constantly evolves in the dynamic, fluid and chaotic environment. The metaphysical postulant assumes that there exist two things in the same place and the time. The system consists of different heterogeneous agents and each of these agents creates decisions regarding how to behave. The model further states that the decisions in the organisation evolve over the time. The agents in the model interact with one another and the interaction leads to real way where the overall system is higher than the sum of the parts. The skills that are required in the consultancy process are the sales skills, communication skills, analytical skills, ability to synthesize, capability to take up initiatives, computer skills, creative ability and the skills to give effective labour. These skills are very necessary to so to achieve the expected results from the implementation of the consultancy process and approach in the organisation. Intervention Analysis The management issues that ADNH faces needs to be effectively addressed so that the impact of the issues can be minimised and the profit level of the company is improved. In order to do so the consultancy process is required to be conducted appropriately. The consultancy process thus involves five phases that are implemented within the organisation. The relationship-based consulting model follows a logical progression of the activities and the behaviour of the organisation. The first phase of the process refers to the entry and contracting. Hicks (2013) opined that the step begins as there is a establishment of relation between the consultant and the organisation. This relationship helps to understand whether the skills of the consultant are appropriate to address the needs and the issues of ADHN or not. The process of clarifying the expectations of the efforts and the characteristics are also a part of the process. The second phase of the consultancy process includes the discovery and the dialogues. Discovery can be considered as a systematic approach that can be used to gain the required information about the organisation (Proctor 2014). The dialogue is a process that includes the collaboration between the consultant and the members of the organisation in order to gain the information from the information that are gathered in the overall process. The third phase of the process is the feedback and the decision to act. The managers of the company and the consultant come into mutual understanding regarding the meaning of the analysis and the areas that are to be focused for the upcoming activities. Thereby, the managers of ADHN decide on how to act with the help of the consultant. The fourth phase of the process is the engagement and the implementation of the recommendations. In the organisation, certain activities in the service of the goal are carried out. The activities can be either performed or guided by the consultant. The last phase of the process is the extension, recycle or the closure of the process. Once the activities are completed, the managers of the company and the consultants review the progress of the activities according to their intentions. If the work is completed, the consultant might close the complete process. However, if some other actions are to be performed, it is the phase where the negotiation about the contract needs to be done. The intervention or the evaluation of the process can be effectively performed if the effective implementation of the individual skills, team skills and the approaches used (Goetsch and Davi 2014). Conclusion Analyzing the several aspects of the project it can be inferred that firms in the hospitality industry greatly depend on their internal aspects. In addition to serving the people with a extraordinary experience, the management of the brand tends to fill up gaps in the business framework. Concerning, UAE the nation has achieved a diversified growth over the last few years. Moreover, it is also seen that a growth in a company has lead to an additional rise in several high impacting issues. The Abu Dhabi National Hotel (ADNH) being one of the most reputed brands has largely taken to fill up pitfalls. It is often that the managers of the firm work in collaboration with experts not only to implement several advanced techniques, but also to seek help in areas that require betterment concern. Moreover, it is noted that the firm also tends to collect necessary information that help in understanding areas of lacking. With a diversification of methodologies, the managers are likely to opt for the most benefitting ones that help in developing prevailing conditions. Furthermore, flaws of the management system and taskforce are often recognized as the root cause to problems in an organization. A study of the internal aspects of ADNH helps to understand the implementation of problem solving ways and its impact. Also, the goal and objectives are often regarded as the most basic medium that act as a backbone in decision making areas. In addition to the requirements of stakeholders, especially the customers, managers seek to focus on an optimum use of available resources that mitigate issues. Regarding the process model, the brand concentrates on adapting to the dynamic internal and external conditions. The virtuous circle that focuses on driving the future of brands is also referred to as the one of the most consultancy aspect. Among the various methods, communication, transparency, and development of mechanism help in improving situations. Moreover, a change in the functional attributes of an hotel`s business framework contribute towards enhancing problem solving and societal welfare. In addition to dissolving problems, the management of ADNH also tends to maximize sustainability concerns. It is only through a diagnosed problem solving which allows the firm to successfully integrate developmental measures. It can also be seen that a problem`s intervention into the hotel`s framework is also considered by the management. 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