Rosenbluth And A His Very Original Management Of Organizations

1597 words - 6 pages

see the powerpoint document for better understandingRosenbluth Case1.Elements contributing to the development of Hal Rosenbluth's unique creative management style :Values of Hal RosenbluthPeople Focus : HR fosters an environment that encourages associates to develop and achieve their personal and professional goals.Trust : HR values each other's integrity, creativity, judgment, and opinions.Teamwork : according to HR, all people are interdependent and cooperate for the good of the whole.Sharing : HR shares responsibility for the company's successes and believes in sharing information and recognition.ContextThe Airline Deregulation : HR experienced revolutionary events that he both anticipated and used to formulate company strategy over the years. As lower fares and greater airline efficiency followed, so did a rapid increase in air traffic.Development of IT : computerization made information more accessible. The flow of information deeply increased and the company capitalized on the influx of technology in the marketplace.Contract with Du Pont : in 1984, DuPont decided to let Rosenbluth handle all of its travel business, which had previously been spread among numerous agencies. DuPont recognized that centralizing its business under one roof offered advantages: quicker and easier travel decisions and more effective negotiation with suppliers.1.Elements contributing to the development of Hal Rosenbluth's unique creative management style :Evolution of the role of travel agentsFrom order takers to information brokers : agents have gained in responsibility and decision-making power. Indeed, Rosenbluth International transformed the relationship between travel agent and client from a role of reservation facilitator and ticket processor to one of a travel advocate and consultant.Manager's partners : As a service company, Rosenbluth firmly believes in listening to customers and in empowering employees closest to the customer to make meaningful decisions. The company, by flattening the hierarchy and identifying employee strengths and leadership potential considers that its employees are its greatest asset.2.The risks of embracing deregulation :The need for a review of the managerial model : the turnover depends on the way employees work and no longer on the product sold because of a high competitive environment. The value of the employee becomes essential.If the hierarchy is too large the system can be jammed : in a context of deregulation decision must be made rapidly.Complex information to deal with for each agent : the abundance of information can slow the decision-making process.If the recruitment of new employees doesn't take into account the constraints of deregulation, new teams will not be adapted to this new environment.Vulnerability of the company's culture : the company has to find a way to communicate the new values and emphasize the worth of individual initiative within a new context.2. Benefits of embracing deregulation :Transparency and...

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