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BUS60010 Management Analysis And Problem Solving

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BUS60010 Management Analysis And Problem Solving

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BUS60010 Management Analysis And Problem Solving

0 Download6 Pages / 1,300 Words

Course Code: BUS60010
University: Swinburne University Of Technology is not sponsored or endorsed by this college or university

Country: Australia


Identify two issue can be anything, some past examples are – declining sales or revenue and team restructure, From memory discussing why the other frames are less relevant is a ‘nice to have’.
The workplace issues report is an individual assignment task that requires you to select an issue/situation for analysis. This issue may be drawn from current or past experience in an organisational or other setting.


Exploring the issue using some theoretical concepts 
The Four Frames theory can be utilised for the exploration of the business related issues that have been the primary reason for the depreciation of the revenue of the company and the shutting down of the potential supply lines, providing sources and the losing out of the potential customer bases one by one. After the organisation had spotted the issue of immense market competition coming their way they should have spotted that some basic organisational restructuring is urgently required for the addressing to the changes. This is why the political frame among the four frames theory have been selected by the researcher.
The political framework leaves space for the making a deep delved research regarding the primary sources of decision making in the organisation. Besides, then ways in which the human, capital or the physical resources are allocated can be analysed under the scope of the political frame Besides, that is also an evident fact that if the organisation have not been able to come up with some substantial alternative even after the shutting down of 15 to 20% of the revenue channels, it is evident that some internal or external conflict lay at the basis of this hindrance. In the light of studying the alliance as well as the interest groups associated with the organisations, as Boje, Haley and Saylors (2016), states, the political frame leaves a scope for the analysis of the conflicts that exist to reduce the organisational growth.
Other frameworks like the symbolic frame analyses the core values, history or the regulatory frameworks in the hotel. These postulates are not sufficient or appropriate when considering change management in an entity in the context of some external business issues like increase of market competition. Similarly the HR frame is irrelevant because it only speculate what are the issues regarding the HR of the company. There is no scope of overall organisational analysis. The next most competitive frame among the 4 frames is the structural frame. However, the political frame is best suited to analyse and recommend the strategies for implementation of future changes in the company.
Analysis of the issue: Development of action opportunities and steps. 
The management in the company do not take the decisions based on their own judgement. The regional executives who have discretionary power over the branches of the hotels exercise managerial authority according to their own. There is a centralised team for market research in the company. The reports provided by the team to the central management had indicated that the overall customer attraction rate of the luxury hotels in specific parts of Australia would descend. As per Hosking and Anderson (2018), this is owing to the dramatic rise in popularity of the boutique hotels and the recent innovative strategy of shared living spaces. The company in the second quarter of the 2017-2018 fiscal year had apprehended that customer visit rate would fall by 18 to 25% by the end of the fiscal year. Accordingly, the upper management had indicated that some innovative and entrepreneurship based changes should be introduced to almost all the branches.
However one major flaw on the part of the company had been that no particular change management and change evaluation committee had been formed by the company to invigilate changes. Furthermore resource allocation by the executive manager of the branches have been highly unjustified. Some of the branches were recommended to reduce the booking prices as some of the big hotels in that area were introducing the same strategy. Furthermore, the upper management also suggested 3 branch heads in Sydney to introduce additional premium service elements which the boutique hotels would be able to afford to provide. However, interest groups like potential investors and two or three big brands associated with the hotel did not allocate the necessary budget for the implementation. Hence, at the prime pint of the crisis situation, the hotel management was forced to break ties with 5 old partner groups and tie up alliances. This potential source of conflict severely affected change management in the hotel. This took away a time span of one fiscal quarter and by the end two quarters of 2017-2018 fiscal year, the company was in a position where did not have enough resources to implement the necessary change management strategies.
In the latter period, absolute liberty was given to the branch executive heads to make maximum possible implementation of the feasible strategies identified by the upper management. In this phase, the executives put excessive pressure up on the employees to fulfil orders related to fulfilment of the strategies. In this context, the service providers in the hotel failed to provide prompt and fair service to the customers. As an obvious outcome, the customers’ dissatisfaction rate increased and the company lost approximately 40% of their loyal customer base.




Assigned ToOwner







The upper management do not have highets discretionary power over all individual branches


within 2 fiscal quarters


Failure of the undertaken change management strategies

A representative cmmittee have to be formed

Work In Progress


change of business alliance


as fast as possible


The investent rate would reduce if potential aliance is not found quickly

Market allies hve to be searched for with zero liability rate to start for



Excessive labour pressure and resukting out of it poor customer satisfaction rate


Within 3 quarters


The potential customer be lost of the service quality is hampered owing to poor service by the providers

Negotiation with labourers and service providers



Low promotional rate compared to boutique hotels ad excesive reliance on the brand strength


within 1 year


High rate of promotional activities and giving out of onlin promotional offers can attract huge number of customers

Adding social media content and employinga qualifed and experienced SEO team.

In the first place, the company have to engage a finance analyst agency to prepare a master budget of the firm. Based on the budget the best and worst grossers have to be identified. At the present situation, it is not possible to equally drag all the branches of the company. Hence, to master the current crisis, the company have to formulate a plan whereby they have to identify three .to four outlets which they would temporarily close down. This is needed for streamlining expenditure and make proper resource allocation. Secondly the senior management have to fane team of managerial representative who would visit each branch and chalk out the core development plan.
The company should also consider making social media promotional activities. In Australia, approximately 70% of hotel bookings are done over the online hotel booking websites. The company can consider giving a flat 35% to 40% discount to the customers booking their hotels over or also. As Bolman and Deal (2017), puts it, online promotional activities are observed by 30 to 40% more customers and return rate of the implemented promotional policy is also much higher.
Reference List and Bibliography
Boje, D.M., Haley, U.C. and Saylors, R., 2016. Antenarratives of organizational change: The microstoria of Burger King’s storytelling in space, time and strategic context. human relations, 69(2), pp.391-418.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Grewatsch, S. and Kleindienst, I., 2018. How organizational cognitive frames affect organizational capabilities: The context of corporate sustainability. Long Range Planning, 51(4), pp.607-624.
Hosking, D.M. and Anderson, N., 2018. Organizational change and innovation: Psychological perspectives and practices in Europe. Routledge.
Krantz, J., 2018. Dilemmas of organizational change: A systems psychodynamic perspective. In The systems psychodynamics of organizations (pp. 133-156). Routledge.
Manning, K., 2017. Organizational theory in higher education. Routledge.
Suddaby, R. and Foster, W.M., 2017. History and organizational change.

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