to a few databases but little else in terms of information technology.
② The library has never engaged in strategic planning.
③ There have been no staff meetings at the library for years.
④ It seems that the past library director ran the PSU library in an autocratic fashion, and its staffs are used to being told how to do everything.
⑤ Staffs are certainly not used to changes.
on eggshells”
“I really hate going to the dentist – it’s not you, but I just done want to be here.”
Involving thestaff in decision-making process and empowering thestaff gave them incentive to improve service quality
Gave opportunities to update their skills
Attractive compensation
Happier in their work
Provide higher quality, customer-pleasing service
Ⅰ. Hotel structure
1. Chain hotel
Hong kong-based Mandarin Oriental traces its history from 1926 when its first owner, Hong kong Land, acquired the Gloucester Hotel in Hong Kong. In 1974, the group expressed its intention to expand into the rest of Asia with hotels that reflected the Hong Kong Mandarin Oriental's standard. The group went though various corporate changes. Eventually part o
③ System
Informailer system(CRM)
They provide information to customers through email channel and various on-line services. That is an informailer system which is linkage with Dominos web system for communication. On the perspective of the customer, they are served and received necessary information in real time. On the other hand, through Dominoes staff’s perspective, they can prov
Ryan`s management style
1.Relationship
He wasn`t really friendly with anyone, he had no real friends in the team.
He didn’t seem to trust his staff.
2.Communication
He hated people disagreeing with him. He also never said what he required of thestaffs’ work.
3. Set clear goals
He didn’t set clear goals. This can create ambiguities and staff can make mistakes in their work.
4.Imm