November 10, 2006

Schedulinggggg

I am currently at a crossroad. Scheduling for next semester is just around the corner, yet I might not even be taking classes next year. I would love to take the next sequence of classes like MGMT 251 and MGMT 351 however, there is a possibility that I will be doing a practicum for next semester. I am currently still debating whether I should do the practicum or not. The pros and cons are obvious. Something does not feel right. I do not know what it is.

Day 21 - Dreams

Dreams can be defined as the experience of envisioned images, sounds, or other sensations during sleep. On the other hand, the activity called dreaming is a process functioning in our subconscious mind almost constantly. The interpretation of dreams is also a very intriguing subject. However, I can not recall any of my dreams in the last two months. It came as a shock when I realized in class that I have not been entering into "deep sleep". This renders the whole discussion of dreams pointless.


I just murdered the subject of this blog entry.

Feeback and Coaching

Coaching takes feedback and builds on it. It focuses on developing collaborative relationships and mutually supportive partnerships in the work environment. Whereas feedback is often a one-time event related to a specific issue, coaching is an ongoing process.

Communication is key to performance management. The effectiveness in giving and receiving feedback will be enhanced if we are aware of our communication style and that of our feedback recipient. By understanding our communication style and that of our employees, a more positive relationships in the work environment can be fostered.

Thursday's Class

Thursday was a beautiful day. The weather was so nice that it prompted Professor Piderit to hold the latter half of class outside. The first half of class was dominated by a fun activity of writing down your wishes and fantasies. My wishes and fantasies consist of three categories: Material Matters, Supernatural Powers, and Things To Accomplish. Some of these ideas have the word “CENCORED” written all over, therefore I will not mention them in this blog. The fantasies that I have written down are quite violent and scandalous at times. Nevertheless, they offer a hint as to how life can be spiked-up.

Quarter Results

The third and fourth quarter results of the HR simulation are a little disappointing. Most of our outputs seized to hold industry-leader status. Why is this happening? For one, miscalculation in the company budget occurred. Secondly, other teams seemed to have caught on to our second quarter outputs.

Had this been a real life scenario, Bill Gates and Saudi Prince Alwaleed Bin Talal would have already bought out the Four Seasons hotel chain as of last week.

October 13, 2006

Team Functions

After three weeks of working in concert, member functions within my HR simulation team has finally begin to take shape. Within the five team members, there are four defined roles. I, as group leader, am responsible for the overall organization, direction, and execution of team meetings and team projects. Moreover, I am in charge of the incident reports. Martin, as the consultant, is accountable for the rules and procedures of each assignment. Mark, who has taken up the number-crunching job, calculates and reconciles the numbers on our industry reports and decision sheets. Byron is delegated the task of explaining the rationales behind our decisions that dictates those numbers. Aside from the definite roles, Jimmy is reserved as the aid-member that supports any of the four roles.

We have found this role-play system to be both efficient and powerful in terms of generating work productivity. Nevertheless, the most important aspect regarding this new team structure is its ability to adapt to any future organizational change.

- Samuel Lee

Team Success

To the class of MGMT 250 – Section 3:

On behalf of my group, I would like to take a moment to indulge in the success of our so-called “HR Simulation” game. Representing the Four Seasons, we have continually dominated the hotel service industry for the last two quarters. We have out performed industry averages in every single output segment. We are also the majority leader for all of the industry segements.

In the most recent Quarter, we have lead the industry in Quality Index (54), Productivity of Level 1 (210), Turnover this Co. % (5.052), Morale (66), and Absteeism-days (406). This is the second time in which we have led the industry in these areas.

This team will continue to exceed expectations by not only out-performing our competitors, but we will strive to raise the the benchmark bar.

- Samuel Lee