Business Report in Hilton Hotels Assignment Example | Topics and Well Written Essays - 2250 words

Business Report in Hilton Hotels - Assignment ExampleWith the increasing reliability upon the group effort by the society and the increment in the arrange groups, it has been found that the task of the managers has been increasing in importance and complexity. Since then the focus theory has underpinned the way managers manage complex organisation. Therefore, it can be said that management is the process of designing and upholding the environment where the individual who are working collectively in groups efficiently accomplish their aims. There are various objectives of the management. One of them is to envision that the organisational goals and targets are being met in the lowest possible cost and without any kind of wastage. There are primarily five management functions. They are planning, organising, staffing, direct and controlling. There are various management theories such as the scientific management school, the management science school, the classical organisational theo ry school, the behavioural school, and the new-fashioned development in management theory such as systems approach, team up building theory contingency or stational theory and chaos theory. The contingency or situational theory is linked to the Hilton hotels as the main take exception for the hotel is to take its hotels to a greater height and expand its operation in international marts. It needs to incur the growing competition that are providing better facilities and hence are increasing their efficiencies in the service industry. There is a close link between the challenge of Hiltons and the contingency theory. The situational or the contingency theory tries to explain that whenever the decision is taken by the management they must take into consideration all the aspects of the current situation and must instantly act upon those aspects that are important to the situation (Olum, 2004). 1.1 The Competing Values Framework The framework evolved out of the research in order to d etermine the light upon factors of the organisational effectiveness. The theory was processed by Quinn and Rohrbaugh in the year 1983. There are two lay outs of dimension comprising four major quadrants that represent opposite and competing assumptions. The first set of dimension ranges from flexibility and discretion on one hand to stability and control on the other hand. The second dimension consists of internal focus and consolidation to external focus and differentiation. According to Quinn and Cameron, the quadrant has been labelled as Clan, Adhocracy, Hierarchy and Market cultures. The clan culture is similar to an extended family. This type of organisation focuses upon the employee involvement, empowerment, cohesion, participation, team work, corporate commitment to the employees and self managed teams. The adhocracy culture focuses on the dynamic, creative and entrepreneurial organisation. These kinds of organisations thrive in an ambiguous, turbulent and uncertain enviro nment. In case of hierarchy culture, it is fake to be a formalised and structured bureaucracy. It values reliability, predictability, efficiency and standardisation. The market culture is goal oriented and intensely competitive. It tries to put more emphasis upon the market share, profitability, penetration, productivity and wining (Lincoln, 2010). Source (East Carolina University, n.d.).