The document examines the negative work culture at Imperial Hotel in London, highlighting issues like high rates of sick leave, poor attendance, and unethical behaviors fostered by management practices. Solutions proposed include improving communication, fostering a positive organizational culture, and implementing effective attendance policies. The report concludes that addressing these cultural issues is crucial for enhancing employee morale and productivity.

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INTRODUCTION TO
MANAGEMENT

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TABLE OF CONTENTS
INTRODUCTION .........................................................................................................................3
Negative work culture in Imperial hotel .....................................................................3
High levels of sick leave ...................................................................................................4
Poor attendance ..................................................................................................................5
Solutions for the problem................................................................................................. 6
CONCLUSION .............................................................................................................................7
REFERENCES...............................................................................................................................8
Sample Report on Introduction to Management
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INTRODUCTION
Work culture is sum of beliefs, thoughts, attitudes of workforce
towards and during work procedures. It is that organisational element which
decides and determines the manner in which staff communicates with each
other and the way an organisation functions. Culture of a company has a
significant impact on the ethical behaviour of workforce (French and Holden,
2012). If the organisational culture of a company is positive, it inspires staff
to behave in a responsible and ethical manner. This type of culture lead to
happy workplace, collaborative teams and empowerment of employees
(Chhokar Brodbeck and House, 2013). The present report is prepared to
highlight the negative culture in context of Imperial Hotel in London. The
reasons of this type of culture is discussed in the report along with some
solutions.
Negative work culture in Imperial hotel
Negative organisational culture in Imperial hotel encourages unethical
behaviour which causes several problems. If managers are unethical
employees also try to imitate their behaviour. For instance, when managers
of cited hotel takes credit for subordinates performance, other employees
may begin to emulate this kind of behaviour. Honest workers can start to
prevent themselves by hiding their work from their peers and superiors
(Bock and et. al., 2012). This will result in lack of team spirit and
collaboration which will restrict the potential of the quoted hotel. Lack of
corporate culture in chosen hotel will lead to foster unethical behaviour. If
some quick action for this problem is not taken, then this will spread like an
infectious disease in the entire hotel (Welford, 2016). The management of
cited hotel should understand its responsibility regarding maintaining order
in the organisation by making discipline in the employees who are behaving
in an unethical manner. There are some salient features of negative culture
which are described below:

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 This type of culture is highly formal. It happens when each perspective
of work is define and prescribed highly.
 High rates of employee turnover is also one aspect of negative work
culture. It occurs when employees leave their jobs because they are
not satisfied with their jobs.
 Resistance to change is also one feature which promotes negative
work culture in the mentioned hotel (Popovič and et. al., 2012).
 Rigorous rules and stiff policies and procedures also lead to negative
organisational culture.
The key elements of negative work culture in Imperial hotel are elaborated
here:
 Poor communication: The chosen hotel has to assure that leaders at
all hierarchical levels communicate values, norms, objective, vision
and key modifications in an effective manner and on a regular basis to
make the employees fully understand the procedures which are taking
place in the hotel (Ruiz-Palomino and Martínez-Cañas, 2014).
 Emphasis on profits: If the hotel pay more attention on profit figure
rather than human resources, this encourages unethical behaviour in
staff. They develop a belief or feeling that if organisation is not
concerned about their development and career growth, then why
should they behave in an unethical manner. They prefer immoral ways
and measures to achieve success (Alvesson, 2012).
 Toxic workforce: Lot of competitiveness and toxic work atmosphere
results in reduced knowledge sharing, growth in politics and shift of
devastating norms. Workers who are exposed to a toxic employee are
more promising to be thrown out for unethical behaviour. This results
in a spread of toxic behaviours in the entire team. This usually happens
when a person is having a position of authority.

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 Performance management: Performance management system of
chosen hotel can also be held liable for negative impact on the culture.
When employees are given ranks against each other, the performance
management system produces a fright of non-accomplishment (Hilman
and Siam, 2014).
High levels of sick leave
The Imperial hotel of London is facing problem of negative culture due
to the reason employees are taking sick leaves in high number. Sick leave
for employees, whether it is taken for legal or not-so-legal ground is a major
problem in chosen hotel. It costs a heavy amount of loss to the hotel (Huijs
and et. al., 2012). If there are a few sick leaves in a year then it may not
seem to be a very big matter for an individual employees, but if they are
combined they have a significant influence on the bottom line of business.
These kind of leave leads to delays in work and stress for other employees
also, as they have to make up for the productivity which is lost which in turn
leads to negative culture in the hotel. Other employees may also require to
do overtime to make up for the time which is lost, this adds to extra time
bills (Dørheim Bjorvatn and Eberhard‐Gran, 2013). On the contrary, some of
employees do not get a sick pay. If they are given pay just for their working
hours, they develop a feeling that they are not able to afford to stay in their
house when they fall ill. But if they attend the office, they may spread their
sickness to their colleagues. This leads to a more worse situation in the
chosen hotel (Merrill and et. al., 2012). Sick pay polices are usually designed
for giving fair and just treatment to every employee and discourage
maltreatment, but most of the workforce in the cited hotel does not take use
of it in a proper manner (King and et. al., 2012). This happens due to several
reasons:
 Real physical or mental sickness
 Unhealthy lifestyle

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 Requisite of caring for family
 Individualised emotional problems.
 Issues at the workplace which leads to avoidance or stress associated
sickness (Nielsen and et. al., 2012)
 Inadequate understanding and knowledge of sick leave policies.
 Lower job contentment and low involvement mostly results in lower
level of control on work or decision-making (Bierla Huver and Richard,
2013).
 Insufficient appreciation which gives obligation and rewards both.
There are many ways to view the sick leave problem in the quoted
hotel. To find out a standard solution which works in all kind of situation is
not practical as each case has its own individual nature (Consiglio and et. al.,
2013). Therefore, the chosen hotel should begin by doing an investigation
into the causes of high number of sick leave. This will be helpful in designing
the interventions which will probably be a success.
Poor attendance
Employees who develop a habit of being absent in the workplace are a
burden on the Imperial Hotel. They are also a fiscal burden on the hotel as
there is a drop in productivity, cost of hiring temporary substitution and
additional work given to other employees impacts their morale. If the chosen
hotel understand how employees who are having a bad attendance
influences the workplace, it will encourage to design and implement strict
guidelines (Branham, 2012). The organisational culture which has high rate
of labour turnover leads itself to short term relationships, not only with
superiors and management, but also with peers (Mayhew, 2017). If
employees in chosen hotel does not gives much time on their jobs, then
there is absence of congenial relationships and friendships in the
organisation. As a consequence, phenomenon of high absenteeism will result
in making teamwork infeasible. Also, the management will avoid to make

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investment in time and resources for training and development of staff as it
will only add in the already high cost of substitute employees (Cocker and et.
al., 2013). The poor attendance of employees in quoted hotel will make
impact on the organisation in terms of:
 Resentment: If an employee is not present on a regular basis, other
employees still have to do their jobs. This leads to bitterness for that
absent employee who is working as his replacement. They get irritated
and enraged when they have to perform in their own job and
somebody else also (Mowday and et. al., 2013). This in turn results in
lower morale.
 Poor performance: When an employees is regularly absent on his job,
he is not aware of the changes which takes place in the hotel. When he
or she gets back to work, their performance is affected as they are not
aware of the modifications. Other people have to help them to give the
updates which in turn causes more delays (Gangai16, 2014).
 Reduced productivity and quality: If the employees who is absent
form many days and is critical for the organisation, the work is to be
rearranged. This gives impact on overall productivity of employees.
When there are less people to perform the jobs, someone is definitely
going to suffer (Kocakulah and et. al., 2016).
 Conflicts: When employees who do the job of absent employees for a
long time, frustration begins to develop. With the passage of time, this
frustration lead to open conflicts and disputes amid staff members. The
stress which is created by unfinished confrontation can lead to uneasy
work atmosphere, steady productivity and high labour turnover
(Rathod and Reddy, 2012).
Solutions for the problem
1. Smooth, clear-cut, efficacious and efficient channels of communication
should be made between structures and staff.

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2. Developing openness, honesty, trust, accountability and confidence for
assuring higher contentment among workforce.
3. Enhancement of individual responsibilities should be done (Cucchiella
Gastaldi and Ranieri, 2014).
4. New, out-of-box, creative and innovative ideas should be encouraged
in the hotel via intentional policies and plans.
5. To improve this type of situation, chosen hotel can take use of some
management principles along with the below provided guidelines
6. Hotel can provide rewards to those employee who have zero
absenteeism per month. This will be a motivating factor for the
workforce and the attendance can be increased.
7. A comprehensive sick leave policy should be designed by quoted hotel.
This policy should also be monitored for whole staff (Tenhiälä and et.
al., 2013).
8. Offer training to managers and superiors so that they are able to
handle the employees who are engaging more in unexplained sick
leave in an perceptive and effectual manner.
CONCLUSION
From the present report it is concluded that problem of negative
culture in Imperial hotel makes a significant impact on the
productivity,morale, performance of employees. It is determined that this
problem has arose in the chosen hotel along with the issues of high level of
sick leaves and poor attendance. With the above report it is ascertained that
these problems are making a broad influence on the career growth and
development of staff and organisational culture of cited hotel. Furthermore,
some effective solutions to solve the problem of negative culture are also
advised in the report which will be beneficial for the hotel.

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REFERENCES
Books and Journals
● Alvesson, M., 2012. Understanding organizational culture. Sage.
● Bierla, I., Huver, B. and Richard, S., 2013. New evidence on absenteeism
and presenteeism. The International Journal of Human Resource
Management, 24(7).pp.1536-1550.
● Bock and et. al., 2012. The effects of culture and structure on strategic
flexibility during business model innovation. Journal of Management
Studies, 49(2). pp.279-305.
● Branham, L., 2012. The 7 hidden reasons employees leave: How to
recognize the subtle signs and act before it's too late. AMACOM Div
American Mgmt Assn.
● Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and
leadership across the world: The GLOBE book of in-depth studies of 25
societies. Routledge.
● Cocker and et. al., 2013. Psychological distress, related work attendance,
and productivity loss in small-to-medium enterprise owner/managers.
International journal of environmental research and public health,
10(10).pp.5062-5082.
● Consiglio and et. al., 2013. Does self-efficacy matter for burnout and
sickness absenteeism? The mediating role of demands and resources at
the individual and team levels. Work & Stress, 27(1).pp.22-42.
● Cucchiella, F., Gastaldi, M. and Ranieri, L., 2014. Managing absenteeism
in the workplace: the case of an Italian multiutility company. Procedia-
Social and Behavioral Sciences, 150.pp.1157-1166.
● Dørheim, S.K., Bjorvatn, B. and Eberhard‐Gran, M., 2013. Sick leave
during pregnancy: a longitudinal study of rates and risk factors in a
Norwegian population. BJOG: An International Journal of Obstetrics &
Gynaecology, 120(5).pp.521-530.