個案資料
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Priority Management: Strategies for Survival during COVID-19
內容大綱
In June 2020, during the COVID-19 pandemic, the vice-president of sales and marketing at Priority Management, a hotel and resort management company, was overseeing the operations of two hotels. New England Hotel was a large corporate hotel that had successfully cultivated much of its business from corporations in the nearby corporate business park. After the outbreak of the COVID-19 pandemic, hotel occupancy plummeted, and the hotel’s general manager was resisting changing strategy to address heightened fears amid uncertainty from the hotel’s staff. A “business as usual” strategy would inevitably result in the hotel closing and all staff members being laid off. Midwest Hotel was a major branded full-service hotel located outside the downtown area. The hotel had undergone several changes in leadership and rebranding, which the outbreak of the COVID-19 pandemic exacerbated. The hotel manager was forced to drastically reduce the hotel’s staff and implement a new strategy before the hotel became unsavable.
學習目標
This case is suitable for both undergraduate and graduate students in courses such as organizational behaviour, leadership, and business strategy. The two hotels discussed in the case introduce students to the challenges of making decisions, motivating employees, and implementing change during a crisis. After completion of these two brief case exercises, students will be able to do the following:<ul><li>Evaluate the leadership competencies needed to successfully manage an organization through a crisis.</li><li>Determine the best approach to maintain and improve employee engagement and morale during a crisis.</li><li>Analyze complex problems and recommend feasible solutions, given the constraints and limitations evidenced during a crisis.</li><li>Identify the required components in an organization’s culture to enable the organization to pivot from a “business as usual” position to a “crisis” mode.</li></ul>