CEO of an Organization in Mexico--Global Recession and Economy Downfall (Research Paper Sample)

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The Portfolio Paper
Marriott Cancun Resort, or simply Marriott, is a five-star hotel in Mexico owned by Marriott International. Marriott has experienced a 35 percent drop in business over the last three years as a result of the global crisis and economy. Other major Mexican resorts are also hurting, but their losses are just 15-20 percent in comparison to Marriot's 35 percent. In addition to the economic hardships, the rest of the Mexico has been ravaged by drug cartel-related violence, which has alarmed Marriott's clients and employees. According to a recently conducted staff opinion survey, Marriott employees are growing more disengaged, and are not quite as satisfied or dedicated to the business as they were in 2009. Marriott's most trusted colleague has proposed that the CEO considers some organization development (OD) work in order to unearth the challenges and potential for the business to grow. The purpose of this assignment is to explain how the CEO would collaborate with the OD consultant to establish the best change strategy to use, stages to transforming the culture, how to engage Marriott's employees, and ensuring that performance management is at the desired level for the long term.
Internal or External OD Consultant
Marriott has been through a terrible recession, which has pushed the economy to undergo dramatic upheaval in the last three years. It has caused considerable harm to the business, and consequently a substantial decline in employee engagement, satisfaction, and commitment. It is critical that Marriot hires an organizational development consultant to evaluate the Marriott’s situation and recommend the best changes to make the resort more profitable in the long-term. Accordingly, the best choice is to contract an external OD consultant from a reputable consultancy firm to turn things around.
The external OD consultant can more readily help with the status quo going for the organization since they will be less inclination and treat the assignment in a serious way than an internal consultant who might be biased with the organization (Huffington, Cole, and Brunning, 2019). Albeit an internal consultant would know precisely what areas to target, they would not be as successful and work at a speed that is reasonable for the organization to excel and back in control. Despite the fact that both interior and outer consultants should adhere to the code of ethics that are set up to guarantee that they are managing their responsibilities, an outside advisor would be more appropriate in the part of them being much more credible.
An external consultant has a well-established reputation as well. Large consulting firms like Horvath-Group and Roland Berger have had a reputation for providing the best strategic consulting services for many years. Nevertheless, the competence comes at a high price, which Marriott might not be ready to pay. Despite this, their credible status follows them for good cause, having worked with a number of huge, powerful organizations. Regardless of cost, external consultants offer benefits that internal consultants can't always match, such as a long-standing reputation for quality work, whereas internal OD consultants are frequently gaining their credibility within firms (Huffington, Cole, & Brunning, 2019). To eliminate bias, Marriott would be better off hiring an external OD consultant than assigning the role to an internal one.
Agreement with the External OD Consultant
Contracting is the first step in any organizational development initiative. It establishes common goals for reaching an agreement on the OD remedy at hand. The contract must include the client who has authority to make decisions and take the contract through to completion. The contract is an essential element for both internal and external OD's since contract negotiations frequently bring to light those obstacles that must be addressed (Knapp, Crystal, & Prince, 2019). The agreement with the external consultant is a manageable process, and it should take a short time to complete and reestablish the organization as it was before the recession. The contractual agreement with the external consultant implies and explicitly denotes that all workers must be adequately taught and cross-trained in order to perform their job obligations in a way that benefits Marriot resorts. The external consultant should come in and train Marriott's staff a variety of approaches that will be beneficial in the business's reconstruction, as well as how to sustain these approaches. Marriott's staff will have access to all of the software and applications they need to be productive under the terms of the agreement.
Marriott will also have responsibility for all payments made to the external consultant for services delivered. A complete refund will be offered if the consultant fails to conform with the contractual agreement's terms. The agreement also stipulates that for the agreement's terms to be completely fulfilled, the organization must be capable of competing with other organizations in the Hospitality sector. A proportionate disbursement will be made back to the business in case of some progress that is not up to the organization 's standards. There is also a clause in the agreement for limitation of use or enjoyment. This provision states that anybody who isn't associated with Marriott shouldn't have access to anything that will help the resort rebuild. Written permission and authorization in writing can both be done through email for the purposes of this provision. The right to copy, reproduce, republish, replicate, or upload any or all of the services is not granted to the external OD consultant (Knapp, Crystal, & Prince, 2019).
Change Strategy
Marriott's organizational changes are expected to have a substantial influence on the business as a whole. The current state of disengagement, dissatisfaction, and inadequate commitment among employees demands a change. Remedial changes occur as a result of a reaction. When a problem is recognized and a remedy must be executed, this process of change happens. Because these improvements are intended to address a problem, they necessitate rapid action (Alase, 2017). Similarly, Marriott should make rapid changes, which, while not perfect, are unavoidable. The value of the restorative change for Marriott is that determining its performance is fast and easy. Marriott will enforce better incentives, redefine cultural norms, wield power, and shift the responsibility of change through the corrective management change method. They must implement incentives to keep staff motivated. Some of these incentives should include offering flexibility in working hours, fostering a culture of opportunity, fostering good health, and recognizing and rewarding – in addition to the financial payment ( Wood & Ogbonnaya, 2016).
Another element to consider about is how to take advantage of the recession to support organizational change. In the present age of economic reset in Mexico, Marriott should make key long-term economic recovery decisions. Before making long-term decisions in the hotel business, it is necessary to first assess internal corporate economic recovery measures (Wood & Ogbonnaya, 2016). Due to the prolonged uncertainty in the hotel sector as a result of the global crisis, now is an opportune time to take a step back and consider what Marriot may do to avoid making poor long-term economic choices.
Employee Engagement
Employee engagement is described as the level of motivation, enthusiasm, and investment in the work that employees do. Engagement also reflects an employee's dedication to the organization and emotional attachment to the co-workers (Ozenc, 2019). Marriott can instantly boost employee engagement by modeling its core values and reinforcing its mission, setting priorities in physical and mental health, promoting meaningful recognition of best performers and rewarding achievements, conducting assessments on a regular basis to fully comprehend what is functioning properly for Marriot, and fostering innovation (Ozenc, 2019). A highly engaged workforce will increase Marriot's profitability, productivity, and retention, as well as compensate for the losses caused by the 35% decline in business.
Performance Management System
A performance management system should be implemented to maintain track of the resort's progress and aid in the documenting of accomplishments. With a performance management system, the organization is able to set some goals and make them more feasible on the grounds that they have really been recorded and the workers realize what is generally anticipated of them dependent on the objectives that have been set. This system also gives the organization a cover of safety and the organization will actually want to retain a large percentage of their workers by the nature of work that they give since they have that system. Employee retention and engagement are related with employee perception of efficacy and security (Johnson and Pike, 2018).
Additionally, Automation will be possible once a performance system is in place. Marriot can create reminders and plan activities that will benefit the resort's future and support them in accomplishing their objectives. It will inform them the best way to reach their objectives and the amount of time required to achieve them (Helmold & Samara, 2019). The ability to track the goals over time will allow the consultant and resort to see the effectiveness and productivity of their new methods and whether anything else needs to be changed to ensure Marriott reclaim the 35 percent they lost over the last three years of operations. Nonetheless, the system increases the capacity of Marriott's management to make well-informed decisions about the...