Novotel: A Case Analysis

The problem that does provide the focus of this case analysis, however, is identified in the following section. Once this problem has been identified, it is subjected to analysis and evaluation. The analysis and evaluation of the problem then is followed by the presentation of conclusions drawn from the analysis and evaluation of the problem. Lastly, recommendations for Novotel management based on the conclusions drawn are presented.

In the early 1990s, the senior management at Novotel recognized that the business environment within which the company operated was in a state of transition. A further recognition by top management at the firm was that the organization needed to change if it was going to remain competitive in the future. After much sole

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. Rather than focusing on supporting a single functional department or specializing in a single technology or platform, these centers now do reengineering on a project-by-project basis. TI also invested heavily in training for workers" (Moad, 1993, p. 25). The contracting of cultural anthropologists by Novotel management to identify key elements of the firm's organizational culture that both were and were not consistent with Les Recontres de Futur reflected the fact that top management did recognize the important role that would be played by organizational culture at Novotel in the future. This action by top management at Novotel was an important step toward a competitive future for the firm. At TI, the company also focused extensively on what is referred to frequently as change management techniques to support reengineering (Moad, 1993). Change management means, among other things, adjusting the way workers are evaluated and rewarded to get them to support changes. This procedure "means evaluating workers on their breadth of technical knowledge and giving bonuses based on their performance on specific reengineering projects as measured in business results" (Moad, 1993, p. 25). TI has improved its reengineering suc
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Les Recontres, Astonish Guests, Evaluation Reengineering, ANALYSIS Introduction, les recontres, recontres de futur, les recontres de, de futur, recontres de, Public Manager, Business Week, Northey Southway, moad 1993, top management, Futur Management, References Farrell, Industry Week, hyde 1995, business process, hotel managements, business travelers, firm's employees, automated check-in check-out, business process re-engineering, moad 1993 25,
Approximate Word count = 2533
Approximate Pages = 10 (250 words per page)

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