Case Study Analysis

Case Study Analysis

1. Why did Japan Airlines Development Company decide to develop a hotel company in the mid-1980s?

The main purpose of Japan Airlines (JAL) Development Company developing a hotel company in the mid-1980s was to strengthen the company’s financial and marketing position. The company embraced the opportunity of having many travellers who would make the hotel expand in its sales and revenues. Still, the company wanted to stay ahead of its competitors. With this, JAL focused on establishing a worldwide network of a hotel that would attract many clients.

1. Why did Nikko Hotels International choose the Essex House in New York City as its first property in the United States?

The decision was to boost Nikko’s reputation and identity in the competitive and large U.S travel market. The Essex House in the New York City would help the company achieve its future growth. Nikko Hotels International believed that if they could excel well in the competitive New York market, then they could flourish well in other markets within the United States. Nikko’s executives recognized that New York City was competitive in the hotel industry, and thus, building the first property there would determine how the company would perform in other states.

1. Can you describe the cultural diversity of the management team at the Essex House?

The cultural diversity of the management at the Essex House strengthened the company’s workforce. The increasing cultural diversity in management helped the company to embrace every culture and community and developed an employee cultural mix that worked hard to satisfy customers’ needs. The company embraced cultural diversity in their leadership such that the six directors of different departments were from different cultures. As a result, this presented a highly and a strong cultural workforce of managers.

1. What was the purpose of the executive retreat?

The purpose of the executive retreat was to develop an executive building program that would include an overview of the hotel’s development and what would be done to increase growth. Still, the end result of the retreat was to formulate a Nikko’s mission statement that would guide the company from achieving its intended goals and objectives. The executive retreat was a great experience for the managers and executives to find a common ground of the company in terms of what is expected.

1. When did Miura join the managers at the executive retreat?

Yasuyuki Miura, the president of the company did not participate in the group work to discuss the hotel’s issues and mission statement. After the group session, the team presented their final discussion results. At the time of discussion, Miura joined the managers and commented on the presentations and discussion results submitted.

1. How did he annoy the non-Japanese managers during their presentations?

The entire team criticized Miura for not having a mission statement that could guide the company to achieve its set goals and objectives. The managers assumed that Miura was treating them like students and his presence was not important at all. The executive team believed that it was their time to formulate the mission statement since Miura had failed to do so (Yu, 1999).

1. Why was Miura shocked to hear complaints from his managers? What did he do after he regained control of himself?

Miura was shocked to hear his managers complaining because he believed that he had experiences and aspiration to be the best president of the company. To some extent, Miura believed that it was not his fault for the company to lack a mission statement. It took him a few minutes before he could control himself on the sharp criticisms from his subordinates. After gaining control, Miura worked hard to formulate a speech to the executive team.

1. What happened the next day?

In the next day, Miura shared with the executive team his 27 years experience with JAL and pleaded for cooperation. After his speech, Miura joined the executive team in developing the Nikko’s mission statement. They all worked hard and established a common ground of having mission statement for Nikko Hotels (Yu, 1999).

1. What is the mission statement for Nikko Hotels?

The mission statement for Nikko Hotels was that the guests always find dedicated employees, quality facilities and attentive services together in harmony.

1.  Can you explain what cultural blunder Miura committed during the executive retreat and how he ridged the cultural gap and brought the team together?

The Cultural blunder Miura committed during the executive retreat was that he did not participate in the group work. However, Miura offered his suggestion when the teams presented their discussion results in a manner that non-Japanese executives found irritating. With this, managers felt that Miura was wasting their time and playing with their minds. However, Miura ridged the cultural gap by presenting a speech that conveyed his life experience in JAL. Thereafter, he joined the group and motivated them to work together to find a common ground of the company. This helped the entire team to come up with a mission statement (Yu, 1999).

 

 

Personal Opinion

Based on the above analysis, it is important for organizations to embrace opportunities that strengthen financial and marketing position. An organization must evaluate ways that the business can prosper and attracts many clients. A perfect example of a company that embraced opportunities is Japan Airlines (JAL) Development Company, which developed a hotel company in the mid-1980s to strengthen the company’s financial and marketing position. In my opinion, New York was the best city for Nikko Hotels International to choose the Essex House. Nikko Hotels understood that an organization must succeed first in areas where there is stiff competition to flourish well in the global market. The cultural diversity of the management at the Essex House is a perfect example of how cultural diversity promotes a strong workforce. In summary, cultural diversity helps an organization to embrace every culture. Leaders must ridged cultural group and promote team work in their management. In the above case study, Miura is a potent illustration of how leaders can be frustrated and criticized for their lack of strong leadership that enhance growth. Based on this analysis, leaders must understand that they are responsible of formulating a mission statement that guides an organization on what to do.

 

Reference

Yu, L. (1999). The international hospitality business: Management and operations. New York:      Haworth Press.