MNGT 5590 ORGANIZATIONAL BEHAVIOR. TEAM PAPER

[MNGT 5590 ORGANIZATIONAL BEHAVIOR. TEAM PAPER] July 1, 2015
Vivek Adhikari Ahmed Kamal Julian Warden 1
Organization Behavior Study and Proposal. Windsor Suites and Convention.
1.1 Executive Summary
This paper reviews problems related to organizational behavior management at the Hotel Windsor
Suites and Convention and offers a number of strategies that management can employ to improve
employee performance. Data was collected through meetings with senior management and subsequent
follow up communication by email. It was found that employees in customer driven departments were
unable to effectively manage communication with customers resulting in misunderstandings, ineffective
use of resources and loss of competitive market position. In order to narrow the gap in employee skills
and behavior from actual to envisaged, a number of strategies have been recommended including
establishment and cascading of corporate vision, setting of departmental objectives and dashboard,
market research, employee motivational techniques and improved English language training facilities
and enriched learning environment.
1.2 Business Profile
With 26 years in the industry, Hotel Windsor Suites and Convention is a four star hotel located in the
center of Bangkok, within walking distance to Sukhumvit Road and Bangkok Mass Transit and
Metropolitan Rapid Transit systems. Facilities include 458 rooms, ten large function rooms, three
restaurants, a swimming pool, Clark Hatch Fitness Centre and a full service Neva Spa.
The strength of the business model lies in catering to foreign tours and the MICE industry, both overseas
and local, with government contracts making up a large percentage of local MICE business. Competitive
advantage lies with the ability to offer complex meeting, accommodation and conference packages (1).
The hotel can be described as ‘busy’ with 400 staff employed on-site. Customer facing personnel are
organized into three divisions; Front Office with a headcount of 5, Food and Beverage, 80, and
Housekeeping,30. Other divisions include Engineering, Sales and Security.
Management described the working environment as ‘challenging’ (2) with customers originating from a
diverse geographical range including China, Hong Kong, the Americas, India, Europe and the Middle East.
Hotel management seeks to differentiate the hotel from competitors by ‘aiming to be in the top ten
hotels of Bangkok with consistent, high standards of service’ and by ‘giving each customer more than
they expect’ (3).
1.3 Medium of Collecting Data
Data was collected by personal interviews with:
 Mr. Burath Mangalakiri. Resident and Training Manager.
 Mr. Paul Philippou. Assistant Resident Manager.
 Ms. Boonchaluay Jomdej Director of Sales (MICE)

1.4 Review of Stated Challenges
In the exploratory meeting on Friday 12th
June, the below issues were stated by senior management as
areas that need attention in order for the hotel to improve its competitive position.
 Staff unable to solve individual customer problems though inability to identify and clarify
customer expectations.
 Staff unable to differentiate between customer opinions and real issues that, unsolved, would
result in the customer having a negative experience.
 Staff not pro-actively engaging customers in an attempt to provide superior service.
 Staff not being able to recognize how to manage individual customers.
 Misunderstandings between staff and customers resulting in extra time and unnecessary
resources being employed to solve issues.
From analyzing the above examples, underlying causes could be mainly attributed to:
(i) English Language ability. With such a diverse customer base, English proficiency is
quintessential in addressing any and all issues relating to hospitality. Lack of English
language ability and clarifying skills in customer facing roles could be attributed to the vast
majority of easily avoidable issues.
(ii) Motivation to learn a foreign language. When there is no clear incentive tied to English
proficiency, the majority of employees feel little need to improve their skills, especially if
this is not clearly identified as a job requirement or a measurement of job performance.
(iii) Vision. Without a clear and structured vision that all employees can identify with, it is highly
unlikely that far reaching company goals can be met. Without incorporating vision into the
company culture and making it core to all employee activities, staff may lack direction and
remain unsure of behavior in terms of expectation.
With the prominence of Bangkok in terms of effectively positioning itself as a regional hub for ASEAN
business, coupled with the increasing number of Chinese who now choose to travel overseas
(5,6,7,8,9,10), the number of visitors to Bangkok reached 28.5 million in 2015 and continues to grow,
providing additional investment and opportunity for both the tourism and MICE market. However
increased opportunity brings steep competition with 4,857 additional rooms expected to enter the
Bangkok hotel market by 2016. The majority of new facilities are destined for Sukhumvit Road,
Windsor’s current playground (11). With the potential increase in number of hotels with modern
facilities and English speaking staff, unaddressed issues at Windsor Suites further reduces their
competitiveness. To expedite change, it is essential that Windsor differentiates on areas which are
easily addressable in order to improve the guest experience.
The issues seen at Windsor Suites fall very much into the category of Organizational Behavior due to the
fact that the issues related to fundamental strategic change address issues of personnel competencies
and behavior. In the hospitality and tourism industry, competency connects deeply with interpersonal
skills, responding to globalization and the increasingly diverse customer base and the need for changing
corporate culture and environment. To improve its competitive position, hotel management need to

control and direct a diverse workforce, assess employee job satisfaction and engagement, emotions and
attitudes, employee values, decision making capability and autonomy and job empowerment and staff
motivation.
2.0 The following recommendations have been made based on information received and analysis of
potential challenges.
2.1 Vision and Strategy
Lack of visible communicable vision could very much contribute for the large number of issues at
Windsor Suites. Not having a clear vision that all staff can understand and align to, can result in
ambiguous behavioral expectations, fragmented decision making, inequalities between departments
and the company being seen as directionless. As described previously, for Windsor Suites not to retain
its competitive advantage could result in loss of market share and brand equity as prospective guests
and intermediate agents turn to competitor facilities.
In order to successfully achieve the goal that Windsor has set for itself, to become one of the top ten
hotels in Bangkok, there needs to be standard setting to ensure that customers who stay in Windsor
Suites have a quality experience that matches or exceeds expectation. Therefore, the vision, and
mission statement need to be written in a language that all employees can understand. One course of
recommendation could be to explore and clearly define what the ‘Windsor Experience’ means. Upon all
employees understanding the message, each department would be instrumental in determining their
individual reason for creating value to the business and how they can define and drive the change in
expectation to meet the overreaching corporate vision. There is no evidence to show that allowing
employees to set their own goals results in less risk of non- achievement. However, an advantage of
participation in goal setting may be that it increases both acceptance and ownership of the goal and
greater understanding of purpose and importance.
The below case study (12) demonstrates that incorporating a strong vision statement can achieve
powerful sales results:
“According to Jay Witzel, CEO, Carlson Hotels Worldwide (CHW), the “journey of transformation” began
for Hotels in 1996, when they restructured the organization. Carlson Companies, Inc. had adopted a
long-term growth plan based on five strategic imperatives/attributes: To be customer focused, global,
knowledge-based, strategically-integrated and best in class. Their goal: to become the “most respected
private company on earth.”
Full Circle Group helped them think through and plan their strategy for execution, leading the executive
team through Mission, Vision and Values sessions and helping them identify their intended results, the
key behaviors driving results, operational alignment driving behaviors and leadership direction. Full
Circle Group’s Whole Systems Approach SM change management model provided the framework for
making decisions. CHW created a “road map for change” that served as a communication tool to engage
the hearts and minds of all employees and to increase understanding and deal with the natural

resistance to change and fear of losing jobs. In aligning Hotels with the corporate vision of One Carlson,
one of the most important concepts was “customer centricity”— thinking first and foremost about the
customer and what they are getting out of their experience with Carlson.
What were the direct results of their transformation efforts? In 2001, CHW’s overall operating margin
was 11%; in quarter 2 of 2004, it was 19.4%. In 2001, CHW’s franchised operations margin was 15% in
quarter 2 of 2004, it was 29.6%. In 2001, CHW’s managed and franchised operations combined
operations margin was 13.7%; in quarter 2 of 2004, it was 28.8%.”
Competitor visions, such as for Hilton Worldwide (13), Sofitel (14), Four Seasons (15) and Swissotel (16)
are clearly displayed on their homepages. Lack of prominent vision is noticeably missing from Windsor’s
homepage.
The management of staff to reach company headline goals through cascading of objectives down
through company divisions is well documented (17). However, as Windsor Suites would be undergoing
transition it might be well advised to put together a company dashboard to both show employees how
working towards their own objectives can enable the larger, company goal to be reached, and to raise
awareness of the increase in performance standards through openly tracking them (18). Dashboards
have been shown to be effective in enabling employees to track progress towards goals, and the
immediate feedback, generated from results or the task process itself, is more powerful than externally
generated feedback handed down from management.
There are many examples of dashboards in use. Author Patrick laPointe, in his book ‘Managing by the
Dashboard Light’ details an example by Hilton Hotels that includes measuring scores relating to mystery
shoppers, customer surveys and team member performance. Upon implementation of a company
dashboard in 2007, Oxford University Press, Japan, a company of 37 employees, built a ‘Dashboard
Room’ where monthly meetings were held, the latest publicity and products displayed and charts
showing divisional and individual progress to date, covered the walls (19). It must be noted that in this
case the initial Dashboard was not effective in the first instance as the language and concepts were too
technical to be understood by the majority of employees.
When goal setting, evidence strongly suggests that specific goals improve performance and that difficult
goals, when accepted by employees, lead to higher performance than do easy goals as they get
attention and help employees focus. In addition difficult goals have been shown to energize employees
as they have to work harder to attain them.
2.2 Mystery Shopper Strategy
Though enforcement of improved standards and behavior can be lead and managed though supervisors,
it is essential to check what the actual customer experience is and to assess if Windsor is consistent with
performance and customer experience targets. Lack of consistency can give a mixed message to
customers and lessen brand impact therefore it is highly recommended that a mystery shopper strategy
is incorporated to assess specific customer touch points. Mystery shopper strategies are employed at a

number of companies including British Waterways (20), Hilton Hotels and Seven Eleven (21). Activities
include assessing performance related to telephone and email enquiries, internet bookings and problem
solving skills.
In 2010, Home Depot's newly elected president, in an attempt to figure out the reason behind slumping
sales, decided to become a mystery shopper himself and shopped at various Home Depot's locations.
After visiting several locations and evaluating the stores on certain predefined criteria such as store
cleanliness, attentiveness of staff and transaction time he decided to make these following changes that
brought Home Depot back into profitability.
 Get in, Get out (Lower transaction time)
 Less stocking, More selling (No point in stocking more than you can sell)
 Smaller is Better (Customers usually got lost in megalithic stores)
These changes that were incorporated, although minor, would eventually bring Home Depot back in the
game and increase efficiency (40).
2.3 Gamification
Identified previously were areas of motivation related to English proficiency. As an absolute key area to
address in enabling Windsor Suites to move closer to its vision, employees need to feel instrictly
motivated to become proficient in English. Taking into context the region Windsor is operating in, Thai
employees have been shown to be very status conscious (22). Individual visual measures could trigger
intrinsic motivation as employees feel peer pressure and drive to achieve. One method is to award
recognition badges to employees for successful completion of English program, similar to the concept
employed at MacDonald’s Corporation. Please see more details below as quoted from mcdonalds.co.uk:
The stars represent four different modules of training: Quality, Service, Cleanliness, and Operational
Excellence. Our crew members work and train in various areas of the restaurant – they're the people you
see most, working behind the till and in the kitchens. They gain skills that are rewarded with the star
once a level of clear understanding and application has been reached.
Having all four stars demonstrates a competent knowledge in all areas of the restaurant operations, such
as operating a till, preparing products, working in the dining areas and hygiene and safety knowledge.
The stars displayed on each employee's uniform reflect their progress through our internal training
scheme. We also offer all our employees the chance to gain nationally-recognized qualifications while
they're working with us, so many of the crew members you see will also be studying towards
an apprenticeship or for maths and English qualifications
Everett Clinic in Washington State uses a combination of initiatives to recognize employees. Managers
give out “Hero Grams” and “Caught in the Act” cards to colleagues for exceptional accomplishments at
work and employees can ‘cash in’ cards to enter price draws to receive prizes (32).
Another example where gamification has worked in boosting motivation and employee engagement is
at T-Mobile (41). The rapid evolution of mobile devices makes the jobs of customer service

representatives at T-Mobile extremely challenging. Reps must be deeply engaged with the company and
the product line just to keep up. In an effort to drive exceptional customer service, T-Mobile completely
redesigned its "T-Community" social business environment — a peer-to-peer collaboration tool that
helps customer service and in-store reps quickly and efficiently respond to customer queries. The key
challenges identified are below:
 Ensuring knowledge sharing and collaboration within the customer service community
 Keeping service reps apprised of rapidly changing products and complex mobile technology
 Providing exceptional service in an industry where quality and speed has a severe impact on
customer loyalty
In 2013, T-Mobile incorporated gamification from Bunchball within their employee collaboration
platform as part of the initiative to continuously improve service levels. They handed out badges and
tokens that symbolized achievements and or courses/games completed. The results included 96%
increase in participation, 583% increase in contributions, 31% improvement in customer satisfaction
scores and month-on-month improvement of call resolution rates and customer satisfaction scores
2.4 Strategic use of Human Capital
In the exploratory meeting, the Assistant Residential Manager gave an example about how a simple
misunderstanding can lead to a bad customer experience. In particular, one example focused on how
staff are able to change customers perceptions though pro-active interaction, therefore mitigating
potential issues and problems. Should staff not be able to improve performance to meet this
requirement the hotel will lose customers as competitor hotels employ more competent staff.
Though it is understood that, given the available labor pool and benefits available, costs must be tightly
controlled, it is recommended that Windsor strategically employee staff with a high standard of English
ability at all key customer touch-points. This will include Front Office, service staff in restaurants,
recreational areas, front lobby and major phone operations, for example, housekeeping and enquiries.
This strategy ensures that company vision cascades down to the whole organization and initially
improves the customer experience where it is most impactful.
We can look at how companies are paying particular attention to the matching of skills to key customer
touch-points looking at HEI Hotels & Resorts who own and operate more than 40 upscale properties
throughout the US under brands like Marriott, Hilton, Westin, Le Méridien and Sheraton (23). With an
expanding portfolio of properties under its management, and unique staffing needs at each of those
properties, HEI needed to reach more quality candidates, including people from outside of the
hospitality industry.
"Internal advancement is a priority at HEI and our goal is to fill the majority of our positions from
within," said Anne Nguyen, Manager of Talent Acquisition at HEI Hotels & Resorts. "But we also need to
continue to attract exceptional people externally." Nguyen also states, “Quality of hire is important to
us. You only get that if you have an ample volume of great candidates to choose from…”

HEI sponsored its jobs on Indeed.com to source hires for numerous job types in multiple locations, all
from a single recruitment source. "Indeed is just as effective at delivering applicants for our corporate
sales positions as it is for our housekeeping positions," Nguyen said.
HEI also wanted to recruit relevant candidates from outside the hospitality industry. "Many of the
people who may be a great fit for our jobs don't have a background in hospitality and won't think to visit
niche industry job sites," Nguyen said. " The reach of Indeed and its publisher network ensured that
HEI's jobs were seen by the most relevant candidates across the Web. "Quality of hire is important to us.
HEI received more applicants and hires from Indeed than any other external recruitment source and
reduced its recruitment costs dramatically. "Rather than being locked into a one size fits all advertising
contract, Indeed lets us allocate budget to specific titles and markets as needed," Nguyen said. "This
flexibility is especially beneficial for hard-to-fill positions."
Using a professional recruitment company called Indeed, HEI recruited 52% of its employees based on
the specific skill sets that the roles required. Employing the right kind of capital in the right position
helped HEI increase its efficiency, productivity and also assisted in aligning the employees with its larger
vision.
2.5 Training for Skills
Senior management of Windsor Suites have taken initiatives to address gaps in employee skills through
the incorporation of training sessions and workshops. Topics include English language training, resolving
customer issues, ‘service mind’ training and instructions on how to solve specific problems, as these
problems will most likely re-occur (2). Though informal on-the-job training is effective in allowing
management to share their experiences and expectation with employees, the opportunity cost of not
outsourcing more structured training, particularly English language training may be high when the most
effective use of senior management time and resources is considered.
To explore what a tailored course to Windsor could consist of, Marco A. Brazil, the founder and
executive training director of the Institute of English Teaching to Children (IETC) and associate of
International Teacher Development Institute (iTDi) was asked to propose a program specifically for the
employees of Windsor Suites (See Appendix I). Marco, who holds a Master's degree in Child Psychology
and a degree in Development Communication, has been teaching children and training teachers in Japan
for over 18 years.
Marco’s philosophy is that learning and teaching English should be fun and relaxed for both non-native
learners and non-native teachers and shares a similar methodology to David Paul, author of Teaching
English to Children in Asia, who believes in utilizing cognitive psychological approaches to learning,
essentially, encouraging students to ‘fill in the gaps’ and take a more proactive approach to working out
the language problems themselves.
The objective of the training program is to replicate working conditions but to set the scene so that
students challenge themselves and practice in a ‘safe environment’. Students should be encouraged to

go beyond their comfort zone and pro-activity work to understand the ‘building blocks’ of language
through role plays, simulations, information gap activities and communicative games. Equally important
are clarifying tools enabling students to proactively manage discussions to limit miscommunication,
clarify exact issues and causes, and build and add to the skills they have learnt.
Language not used, is quickly forgotten, as can be seen by Ebbinghaus’ Forgetting Curve (24). Therefore,
wherever possible, employees should use English in meetings, conversations with management and
during work activities. Language ability should also be tested during yearly performance evaluation. In
addition, to set expectation and demonstrate the high standard of English language used at Windsor
Suites, the English written on the Windsor Suites webpage, menus, signs, instructions and forms should
be checked by a native English speaker for quality and substandard English removed and corrected. To
aid communication, where possible, information, such as menus, should show the appropriate
photographs or visuals.
2.6 Staff Selection and ‘Fit’
From discussions with Windsor Suites management about the need for employees to step up and ‘close
the gap’ it would be necessary to address the issue of employee role and fit. Until an effective
assessment and hiring procedure is in place, it is likely that, even with training, challenges with some
employees will remain to the detriment of departmental goals and company vision.
In hiring, an effective interview will replicate the role itself and assess employees for attitude, skills and
‘fit’. In order for an effective evaluation to take place, it is recommended that the below areas be
assessed for all open positions in the recruitment process.
(i) Role specific technical or specialist skills
Performance simulations can test for a number of core competencies that are required for the job.
Austin Merritt, COO of Software Advice, uses role plays to replicate a sales call for software analyst
candidates and mentions that role plays are “very effective in hiring” (25). Retail giant Marks and
Spencer implement role plays in candidate interviews, especially for customer service and customer
facing roles (26). It is common practice for chefs to prepare dishes as part of the interview process.
In simulations, employers can not only score individual candidates equally in terms of their
performance in the role plays, they also give opportunity to assess the quality of the post-simulation
conversation and evaluate the candidate’s attitude to acceptance of feedback and potential level of
‘coach-ability’.
English language ability tests may also be incorporated through involvement in role plays or through
the setting or acknowledgement of the results of standardized tests. The TOEIC® test is popular in
Japan for setting minimum language requirements for candidates (27). Someone applying for the
position of legal manager, would need a score of >800 (28) where a score of 735 would suffice for a
project manager position at NTT Corporation (29).
(ii) Interpersonal skills

It is recommended that Windsor Suites pay particular attention to employee and candidate
interpersonal skills for two reasons. Firstly, a recent survey of hundreds of workplaces and more
than 200,000 respondents, showed the social relationships among co-workers and supervisors were
strongly connected to overall job satisfaction in addition to lower stress and lower intentions to
leave the position (30). Secondly, in order to overcome many of the challenges highlighted in 1.4,
interpersonal skills play a key part in resolving real and perceived issues and negating potential
issues with customers. People who know and control their own emotions are good at reading
emotional cues in others and can capitalize on this to handle social interactions. Therefore, as
several studies show that Emotional Intelligence (EI) plays a key role in job performance (31), it is
recommended that Windsor Suites utilize the Mayer-Salovey-Caruso Emotional Intelligence Test
(MSCEIT) or the Emotional and social Competency Inventory – (ESCI) by Hay Group for key customer
facing roles. Alternatively, Windsor may prefer to produce an in-house test to cover the five
essential components that make up emotional intelligence; empathy, social skill, self-awareness,
self-regulation, and motivation.
(iii) Problem solving skills
With the environment at Winsdor suites being described as ‘challenging’ (2), it is important that
staff are capable of making effective decisions to improve the guest experience. One study using
fMRI technology found that MBA students who performed best on strategic decision making tasks
were more likely to incorporate emotion centres of the brain into their choice process (28) and one
simulation study showed that students who were able to identify and distinguish among their own
feelings were able to make more profitable investment decisions. Therefore, as stated in (ii) above,
it is recommended that candidates are tested appropriately in IE for key customer facing roles.
In order for recruitment to be conducted effectively, it is recommended that all job descriptions and
hiring documentation are assessed and possibly revised to align with the vision and goals of the hotel.
2.7 Field Trips
Field trips can be effective and are recommended for the below reasons (33). Field trips can:
 Attract employees to become part of learning that would not otherwise become involved.
 Allow opportunities for sharing different perspectives and views on important topics.
 Increase knowledge and broader understanding of the industry.
 Help organizations create loyalty and loyalty and improve performance.
 Provide opportunity to apply previous knowledge, opportunity to be involved physically with
real situations and view real examples
 Allow employees to get deep understanding and ability to recall experience and information
later as needed.
For Windsor Suites to become one of the top ten hotels in Bangkok, it is important that employees
understand the competitive environment they are working in. In an industry such as the one Windsor is
operating in, competition is fierce. Companies are forever introducing and implementing new measures

to improve customer experiences. Also there is a flip side to this, as when there is a greater degree of
service offered, an even greater degree is expected by the customer. In order for Windsor to remain
competitive in its service offering, it needs to find out what its strengths and weaknesses are and where
it can needs to focus on to improve.
An audit of the internal strengths and weakness of the company can be done internally, but for
assessment of competitiveness, and standard of service in the industry, it needs to look at its
competitors.
Of particular value could be:
(i) Visits to Competitors
To enable employees to experience firsthand the standards and expectations set by Windsor Suites
management and establish benchmarks themselves, visits to key competitor hotels to understand
the use of English, level, speed and quality of service and attentiveness of staff are recommended.
(ii) Corporate events
To attract participants, corporate events and seminars hold workshops in which industry experts from
all over the world share their experiences and present relevant techniques. For select employees to
participate in the Food and Hotel Thailand Festival, the 2015 Global Hospitality, Tourism Marketing
& Management Conference and the 16th
Hospitality Industry Congress will enable management and staff
to both gain a greater understanding of the competitive environment and develop ideas in how the
business can be further improved.
2.8 Employee Tools
To reduce misunderstanding and to expedite problem solving capabilities, it is recommended that
employees be given reference tools that contain both language and other useful information. Barclays
Bank Plc has replaced the traditional cashier system with personal banking machines and created
‘community bankers’, free roaming branch staff who utilize ipads to solve the more complex customer
problems (34). Sales staff in Dune London, the popular shoe retailer, utilize ipads in conversations with
customers to check stock, sizes and pricing information. Many restaurants, such as Heng Bao Plaza in
Guangzhou, China, have replaced traditional paper menus with ipads allowing customers to browse, see
photographs of the food and translations in their own language (35).
A less expensive alternative is to provide housekeepers, who are often working alone, with small
handbooks containing key vocabulary with pictures, simple conversations and answers to frequently
asked questions and sample answers. For instance a housekeeping handbook should have a picture of a
hair dryer along with its translation in English, Chinese and Thai to create better understanding and to
enable the staff to remember easily.
In common rooms and staff cafeterias, management can provide access to books, videos, handbooks
and e-learning materials to encourage and enable learning for staff.

Using the handbook from AB&B resources as an example (37), the handbook gives tips to solving guest
problems as shown below:
“Our Guest*Pride Mission is “Building Relationships That Last”. It begins with two steps to controlling a
guest’s perception and their goals: Selling Image and Selling Attitude. It continues with five steps to a
successful guest encounter:
 Rapport – Get the guest to like you
 Discovery – Discover the guest’s general needs
 Anticipate – Anticipate the guest’s special needs
 Solution – Create the right solution
 Act – Take personal responsibility and immediate action”
2.9 Supervisors to lead by example
“Great Workplaces Arise From Great Leaders” (38)
To sustain change in employee behavior, the leaders or supervisors in housekeeping, front office and
food and beverage divisions are recommend to build an encouraging atmosphere by talking in English,
greeting staff in English, and initiate this culture throughout the department. It is the responsibility of
the superior to become the change that they want to see in their employees.
It is important that department heads believe in the change and display the required energy and
enthusiasm to drive the change required in employees. As a role model the success of the project very
much depends on the ability of supervisors to lead their subordinates effectively.
So it the duty of Windsor Suites to direct their managers of specific departments to take responsibility
for the success of this program and incorporate a culture that enables and motivates employees to
adopt English as a medium of communication. We can look to Apple CEO and co-founder Steve Jobs as
an example when he emerged from medical leave to introduce the second generation of ipad (39).
2.10 Fun Events
It is well document that people learn more effectively when they are relaxed. Creating a fun working
environment and implementing learning techniques can enable employees to internalize new content
quickly. For this reason it is recommended Windsor Suites organize fun events which lead to new
learning experience for staff incorporating activities such as role plays, painting competitions, watching
English movies and speech competitions.
When TD Bank decided to prioritize employee engagement around its environmental program,
management launched an internal initiative called Green Pledge to raise awareness of all employees and
encourage them to engage in discrete sustainability activities (42). TD Bank introduced the spirit of
friendly competition by implementing visual dashboards that enabled branches to compare their
performance and provided toolkits describing how easy it is to make an impact. Only a year after
launching the program, over 12,500 employees (almost 50%) had committed to reducing their CO2 and

paper usage as part of The Green Pledge. “By participating in environmental programs through their
work, employees gained awareness which will spread into their personal lives and communities as well,”
says Diana Glassman, head of TD Environment for the US operations of TD Bank Group.”
3M held a sustainability power pitch across the company that challenged employees to pitch their best
idea for a sustainable product to a panel of judges and fellow employees (43). To provide motivation,
the employee with the winning idea was offered a research grant to bring the product to life.
“Employees, especially younger ones, want to feel that their contributions are respected,” says 3M’s
Heather Phansey. “If you show them that, you’ll be surprised by the novel ideas people are capable of.”
As a final example, at Patagonia, employees have the opportunity to take leave from the company up to
two months to work full-time at an environmental nonprofit, with continued salary and benefits.
Patagonia’s Lisa Myers is quoted as saying, “By empowering employees to take time off to contribute to
an environmental issue they care about, they return more passionate, connected and committed to our
company’s environmental mission. An employee who’s had the opportunity to stretch will pay off in
leaps and bounds.”
3. Conclusion
To address the key challenges identified in 1.4, it is recommended that Windsor Suites prioritize
establishing a corporate vision, clear to both management and staff, that can be shared both externally,
with potential customers, and internally, with employees. Divisional objectives, established by middle
management and supervisors, are subsequently agreed with employees to ensure all work processes
and standards align with the vision. For the vision to be sustainable, managers and supervisors must
‘become the change they want to see’, and take ownership of qualities and standards that need to be
represented throughout the business. Employees can be focused on achieving measurable goals and
real-time feedback provided through the incorporation of a company-wide Dashboard.
Required Industry standards can be researched though field trips to competitor hotels and industry
conferences, which also provide opportunities for training and increased employee motivation. In
addition, mystery shopper strategies can provide feedback on actual performance versus expectation.
Strategic placement of employees in key roles, that align with skills and expectation, is encouraged to
ensure a high standard of service is employed at key touch points. Training is key, especially English
language competency, and a number of strategies have been recommended to both sustain and
improve competency, such as the use of gamification methods, and to provide a proactive learning
environment through the introduction of initiatives, incentives and competition. Tools, such as the
implementation of ipads and pocket manuals have also been suggested to provide support for staff and
to negate miscommunication with customers.

Appendix I – English Language Training Program
Course Title: How May I Help You In English marcobrazil143@yahoo.co
Learning a second language – English for that matter, requires constant and exclusive use of English
language and direct association of perception and thought with the sound of English and speech.
The means of attaining this end are:
 the teaching of concrete concepts by visual demonstration through fun activities and dramatization,
 the teaching of abstract concepts by association of ideas,
 the teaching of grammar by means of examples and analogy.
From the first lesson the student hears and speaks only the language he wishes to learn. What cannot be
taught by means of demonstration and dramatization is made clear in accordance with the
mathematical principle which reveals the value of the unknown X through its relation to the known
quantities A and B. This is the basis of the “building block” approach, which is central to this English
program.
How May I Help You in English is designed for the beginner student of English to be used in connection
with face to face instruction in a live classroom. The objective of the program is to build practical
conversational fluency in the shortest possible time.
The program is divided into 12 Units. As the student progresses through the program impromptu role-
playing of scenes and situations related to his/her job are done at random.
The Program (Six out of twelve units will be discussed here)
Unit 1
Objective. Employees are able to activity engage with customers and recognize feelings.
(Dialogue) Hello Sir/ Mam
(Text) My name is .. / May I have your name please?
Exercise 1 Welcome to Thailand.
Exercise 2 How may I help you?
(Dialogue) How do you do?
Exercise 3 Feelings
Unit 2
Objective. Employees are able to approach customers and respond effectively to service requests (i).

(Dialogue) Coffee, Please!
Exercise 4 This/that Here/there
Exercise 5 What/which
Unit 3
Objective. Employees are able to approach customers and respond effectively to service requests (ii).
(Dialogue) Cream and Sugar?
Exercise 6 Me/ you/ him/ her
Exercise 7 only little/ only a few
Unit 4
Objective. Employees are able to manage telephone conversations
(Dialogue) Telephone
Exercise 8 What number is it?
Exercise 9 My/ yours/ his/ her
Exercise 10 Clarifying language ‘Can you speak more slowly/ repeat that please/ say that in a different
way”
Unit 5
Objective. Employees are able to approach customers and respond effectively to service requests (iii).
(Dialogue) May I help you?
Exercise 11 Plural forms
Exercise 12 These/those
Unit 6
Objective. Employees are able to approach customers and respond effectively to service requests (iv).
(Dialogue) How many, please?
Exercise 13 Opposites
Exercise 14 They/ their/them
Exercise 15 We/ our/us

Teaching Methodology
The activities and games in this course are communicative games, that is, the emphasis is on successful
communication rather than on correctness of grammar point. Each activity is written within a specific
functional area and based on:
 Information gap principle, in these activities Student A has access to some information which is not
held by Student B. Student B must acquire this information to complete a task successfully. The
games may be played in pairs or small groups, where all members of the group have some
information.
 Guessing games, players with the information deliberately withholds it, while others guess what it
might be.
 Search games, involving the whole class, in these games everyone in the class has one piece of
information. Players must obtain all or some information available to fill in a questionnaire or to
solve a problem. Each student is thus simultaneously a giver and a collector of information.
 Matching games, these games are based on a different principle, but also involve transfer of
information. These games involve matching identical pairs of cards or pictures, and may be played
as a whole class activity, where everyone must circulate until they find a partner with the same card
or picture; or as a pair work or small group activity, where players must choose pictures or cards
from a selection to match those chosen by their partner from the same selection.
 Matching-up games are based on a jigsaw principle. Each player in a group has a list of opinions,
preferences or possibilities. Only one of these is shared by everyone in the group. Through
discussion the group must decide on a common preference, in order to agree on something.
 Exchanging and collecting games are based on the ‘barter’ principle. Players have certain articles or
cards which they are willing to exchange for others in order to complete a set. This may be played as
whole class activity, where players circulate freely, exchanging cards or articles at random, where
players agree to collect certain set of articles as a group and then exchange articles between groups.
 Combining activities are those in which the players must act on certain information in order to
arrange themselves in groups such as families or people living in the same building.
All the above activities may include elements of puzzle-solving, role-play, or simulation. Players are given
name and some characteristics of a fictive character. However, these are not role-playing in the true
sense, as the role-play element is always subordinate to the game for the purposes of language use. It is
an indispensable element in those games requiring an exchange of personal information, or social
interaction.
Simulation Activities
The imitation in the classroom of a total situation, where the classroom of a total situation, where the
classroom becomes a front-desk, a coffee shop, a restaurant, a shop, or a hall are also used in the
program, particularly in those games which practice interaction between the individual and services
such as managers, staffs, costumers, tourists, etc. These activities are simulation-games rather than true

simulations since the outcome is ‘closed’; students have a specific task or series of tasks to complete
within the context of the simulation.
There are three main types of activity in this program: pair work, involving two partners; small group
work, involving groups of four or six; and the whole class activities, where everyone moves freely around
the room. All these activities require some flexibility in the construction of groups and organization of
the classroom. Activities are best set up, by demonstration rather than lengthy explanation. The
instructor/teacher would explain briefly the game involves, hand out the photocopied cards, giving the
students a little while to study them, and then demonstrate the activity with one of the students in front
of the class. It will be found that the idea of the game is probably easier for students to grasps from
seeing how the game played than from verbal explanation.
The teacher’s role in these activities is that of monitor and resource center, moving from group to
group, listening, supplying any necessary language, noting errors, but not interrupting or correcting as
this impedes fluency and spoils the fun atmosphere. The inclusion of games as an integral part of the
program provides an opportunity for intensive language practice, offers a context in which language is
used meaningfully and as a means to an end. One of the most important reasons for using games is
simply that they are immensely enjoyable for both teacher and student.
References
1. Quote. Sales Director. Exploratory Meeting (12th
June)
2. Quote. Assistant Resident Manager. Exploratory Meeting (12th
June)
3. Quote. Assistant Resident Manager. Exploratory Meeting (12th
June)
4. Organizational Behavior 16E (Robbins, Judge) 2015. Page 353.
5. http://www.bangkokpost.com/business/news/441057/haier-picks-thailand-as-asean-hub
6. http://www.bangkokpost.com/business/news/300729/us-parts-supplier-makes-thailand-its-
asean-hub
7. http://www.prnewswire.com/news-releases/thailand-showcased-on-world-stage-as-mice-
education-hub-of-asean-300101226.html
8. http://www.bangkokpost.com/business/tourism/538195/tat-in-drive-to-attract-wealthy-
chinese
9. Thailand Business Newshttp://www.tatnews.org/thailand-organising-road-shows-to-draw-
more-visitors-from-china/
10. http://skift.com/2015/01/27/chinese-tourists-spent-a-record-165-billion-abroad-last-year/
11. Jll.co.th
12. https://fcg-global.com/case-studies/carlson-hotels/
13. http://www.hiltonworldwide.com/about/mission/
14. http://www.accorhotels-group.com/en/brands/brand-portfolio/sofitel.html
15. http://www.fourseasons.com/about_four_seasons/
16. http://www.swissotel.com/about-swissotel/
18. https://en.wikipedia.org/wiki/Dashboard_(business)

19. Author’s own experience. Julian Warden. Sales Manager, Oxford University Press, Japan
2007-9.
20. British Waterways Mystery shopper
21. Seven Eleven Mystery Shopper
22. Working with the Thais. Holmes/ Tangtontavy. 2003. Page 26
23. http://www.indeed.com/hire/case-study/hei
24. https://en.wikipedia.org/wiki/Forgetting_curve
25. http://new-talent-times.softwareadvice.com/role-playing-during-interviews-0513/
26. http://careers.marksandspencer.com/
27. http://www.japantimes.co.jp/community/2009/08/18/issues/toeic-where-does-the-money-
go
28. http://th.jobsdb.com/th/en/job/legal-manager-for-japanese-firm-300003000952656
29. https://www.nttdata-gsl.co.jp/en/recruit/
32. L. Shepherd, “Special Reports on Rewards and Recognition: Getting Personal, “Workforce
Management (September 2010), pp. 24-29.
33. http://www.sierracollege.edu/ejournals/jscnhm/v4n1/importance.html
34. http://www.theregister.co.uk/2014/07/15/barclays_roving_community_bankers_with_ipad
s/
35. http://www.dunelondon.com/
36. http://www.chinahush.com/2011/04/28/using-ipad-as-menu-to-order-food-restaurant-
becomes-hot-topic/
37. http://www.abshr.psu.edu/abshr/Resources/Hospitality-Services-Employee-Handbook.cfm
38. http://www.forbes.com/sites/erikaandersen/2012/09/12/great-workplaces-arise-from-
great-leaders/
39. http://fortune.com/2011/05/09/inside-apple/
40. https://hbr.org/2011/11/office-depots-president-mystery-shopping-turnaround
41. http://www.bunchball.com/customers/t-mobile-success-story
42. https://netimpact.org/research-and-publications/td-bank-where-going-green-is-going-viral
43. http://www.sustainablebrands.com/news_and_views/employee_engagement/liz-
maw/advance-sustainability-go-beyond-traditional-employee-eng

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