Summary for West Indies Yacht Club Resort: When Cultures Collide

West Indies Yacht Club Resort was facing challenges in 1994.

There were three primary areas of concern. First, the resort failed to retain expatriate waterfront, food and beverage directors. Second, the guest complaints had increased. Third, the level of tension between expatriate and local staff members increased. What's more, there were two major challenges: and occupancy cycle with high peaks and low valleys and changing market demographics.

There were mainly four general government restrictions and policies exacerbated the challenge of hiring and managing staff. First, organizations were granted only a limited number of work permits to attract more experienced service employees from foreign countries. Second, organizations were not permitted to lay off staff during slow seasons. Third, policies restricting the conditions under which an employee could be fired severely limited an organization's ability to retain only the best workers. Finally, organizations were under extreme pressure to promote BVI locals into management positions whenever possible.

In addition, there were mainly four types of management styles could influence, which were Laissez-faire (behind the scene) style that sets target but allows others do the work, Democratic (hands on) style where the leader works with others, Autocratic (controlling) style which positions the leader to be involved in every decision and instructing others what to do, Paternalistic (semi controlling) style is controlling but includes a deeper social level where the leader shows concern.

Therefore, some changes were needed at the resort for better employee management.

West Indies Yacht Club Resort was facing challenges in 1994.

There were three primary areas of concern. First, the resort failed to retain expatriate waterfront, food and beverage directors. Second, the guest complaints had increased. Third, the level of tension between expatriate and local staff members