Contents

Analysis of Management and Leadership Theories and Their Impact on Clubhouse Strategy &
Structure..................................................................................................................................................3
Introduction to Key Theories...............................................................................................................3
Classical Management Theories..........................................................................................................3
b) Bureaucratic Management (Max Weber, 1947)...................................................................................3
Human Relations Movement (Elton Mayo, Hawthorne Studies, 1930s)..............................................4
Modern Leadership Theories...............................................................................................................4
b) Situational Leadership (Hersey & Blanchard, 1977)...........................................................................5
c) Servant Leadership (Greenleaf, 1977).................................................................................................5
4. Contingency Theory (Fiedler, 1964)....................................................................................................5
Conclusion: Key Recommendations........................................................................................................6
How Organizational Strategies, Structures, and Culture Influence HRM at The European Club.............6
1. Organizational Strategy’s Impact on HRM........................................................................................6
HRM Implications:...............................................................................................................................6
2. Organizational Structure’s Impact on HRM......................................................................................7
3. Organizational Culture’s Impact on HRM.........................................................................................7
Synthesis: The HRM Triad....................................................................................................................8
Effectiveness of Current HR Management & Link Between Leadership, Management, and HRM.........9
1. Effectiveness of Current HR Management..........................................................................................9
2. Link Between Leadership, Management & HRM in Business Strategy.............................................10
3. Recommendations for Alignment......................................................................................................11
Impact of Organizational Culture and Structure on Clubhouse Success & Staff Motivation.................11
1. Organizational Culture’s Impact.....................................................................................................11
2. Organizational Structure’s Impact..................................................................................................12
3. Combined Effects on the Clubhouse Project..................................................................................13
4. Recommendations to Break the Cycle...........................................................................................13
Developing a Leadership Strategy Aligned with Clubhouse Mission, Vision, and Objectives...............14
Step 1: Define Leadership Competencies..........................................................................................14
Step 2: Assess Current Leadership Gaps............................................................................................15
Step 3: Design Leadership Development Programs...........................................................................16
Step 4: Embed Leadership in HR Processes..........................................................................................16
Step 5: Monitor and Iterate....................................................................................................................17
Conclusion: The Leadership Strategy Roadmap....................................................................................17
Monitoring and Evaluating the Leadership Strategy: Metrics & Methods.............................................18
1. Performance Metrics Dashboard........................................................................................................18
2. Qualitative Evaluation Methods.....................................................................................................19
3. Benchmarking Against Peers..........................................................................................................19
4. Corrective Action Protocol................................................................................................................20
5. Reporting & Transparency.................................................................................................................20
Key Takeaways for the Clubhouse......................................................................................................21
Conclusion.............................................................................................................................................21
References.............................................................................................................................................21
 Analysis of Management and Leadership Theories and Their
Impact on Clubhouse Strategy & Structure

Introduction to Key Theories

The European Club’s organizational strategy and structure are influenced by both traditional and
modern management theories. The Club’s current operations reflect elements of classical
management theories, while its need for modernization aligns with contemporary leadership
approaches. Below is an analysis of key theories and their relevance to the Clubhouse.

Classical Management Theories

Scientific Management (Taylorism – Frederick Taylor, 1911)

 Theory: Focuses on efficiency through task specialization, standardized procedures, and
performance-based rewards.
 Impact on Clubhouse:
o The Club relies on manual, Excel-based systems for reservations, reflecting Taylor’s emphasis
on structured processes.
o However, the lack of automation makes operations inefficient, contradicting Taylor’s goal of
maximizing productivity.
 Example:
o The Fox and Hound bar’s "dated" waiter service could benefit from Taylor’s time-motion studies
to streamline workflows.
b) Bureaucratic Management (Max Weber, 1947)
 Theory: Hierarchical structure with clear rules, division of labor, and formalized procedures.
 Impact on Clubhouse:
o The Club has a rigid hierarchy (e.g., Board of Trustees → CEO → General Manager → Staff),
slowing decision-making.
o Long-tenured staff resist change, reinforcing bureaucratic inertia.
 Example:
o Multiple approval layers delay refurbishment projects, leading to outdated bedrooms and
function rooms.
 Human Relations Movement (Elton Mayo, Hawthorne Studies, 1930s)

 Theory: Emphasizes employee morale, teamwork, and social factors in productivity.

 Impact on Clubhouse:
o Staff complain about inefficiencies but remain loyal due to job security (common in long-
standing organizations).
o Lack of employee involvement in decision-making reduces motivation.
 Example:
o Introducing staff feedback sessions could improve morale and identify process improvements
(e.g., replacing Excel with a cloud-based PMS).

Modern Leadership Theories

a) Transformational Leadership (Bass & Riggio, 2006)

 Theory: Leaders inspire innovation, encourage change, and align staff with a shared vision.
 Impact on Clubhouse:
o The Club lacks visionary leadership to drive digital transformation (e.g., outdated reservation
systems).
o A transformational CEO could redefine the Club’s strategy around modernization while retaining
its heritage.
 Example:
o The CEO could launch a "Digital First" initiative, motivating staff to adopt new technologies
through training and incentives.

b) Situational Leadership (Hersey & Blanchard, 1977)

 Theory: Leaders adapt their style (directing, coaching, supporting, delegating) based on
employee competence and commitment.
 Impact on Clubhouse:
o Managers use a one-size-fits-all approach despite varying staff needs (e.g., older staff may need
coaching, while new hires prefer autonomy).
 Example:
o The General Manager could use coaching for long-serving staff learning new software
but delegating for tech-savvy hires managing online bookings.

c) Servant Leadership (Greenleaf, 1977)

 Theory: Leaders prioritize employee growth and community impact over authority.
 Impact on Clubhouse:
o The Club’s charitable mission aligns with servant leadership but is not reflected in internal
management.
 Example:
o The Board could adopt servant leadership by investing in staff upskilling (e.g., hospitality
certifications) to enhance service quality.

4. Contingency Theory (Fiedler, 1964)

 Theory: No single management style works universally; effectiveness depends on situational
variables.
 Impact on Clubhouse:
o The Club’s resistance to change requires a flexible approach (e.g., phased tech adoption for older
staff).
 Example:
o A task-oriented leader may be needed to implement a new PMS, while a relationship-
oriented leader maintains morale during transitions

Conclusion: Key Recommendations

1. Replace bureaucratic rigidity with agile decision-making (e.g., empower department heads to
approve small upgrades).
2. Adopt transformational leadership to align staff with a modernized vision (e.g., digitization,
refurbishment).
3. Use situational leadership to tailor management approaches (e.g., coaching for resistant staff,
autonomy for innovators).
4. Integrate servant leadership principles to reinforce the Club’s charitable ethos in HR practices
(e.g., staff development programs).
 How Organizational Strategies, Structures, and Culture Influence HRM at The
European Club

1. Organizational Strategy’s Impact on HRM

Current Strategy: The Club operates as a non-profit with subsidized pricing ("high-quality
hospitality at affordable prices"), limiting revenue for competitive salaries and modern HR
systems.

HRM Implications:

o Recruitment: Unable to match market wages, HR struggles to attract tech-savvy talent (e.g.,
candidates reject £25K salaries for hotel management roles paying £35K+ commercially).
o Training: Minimal budget for staff development—no certifications (e.g., WSET wine training for
waiters) or leadership programs.
o Example: The Club promotes internally to save costs, but without training, the Restaurant
Supervisor lacks crisis management skills (e.g., handled a VIP complaint poorly last quarter).

Strategic Recommendation:
Adopt a differentiation strategy through heritage hospitality. HR could:

 Recruit for "old-world service" specialists

 Develop apprenticeship programs with hospitality schools
 Leverage the Club’s history in employer branding

2. Organizational Structure’s Impact on HRM

Current Structure: Tall hierarchy with siloed departments (see Fig. 1).

HRM Challenges:

Structural Issue HR Consequence Example

Vertical Silos Poor cross-department Events team double-books rooms as they lack
 Structural Issue HR Consequence Example

collaboration real-time access to front desk’s Excel sheet

Centralized Slow response to HR 6-month delay approving a maternity cover hire

Decision-Making issues for the bar

Role ambiguity creates GM and Club Secretary both discipline

Overlapping Roles
conflicts housekeeping staff

Recommendation:

 Flatten Structure: Empower department heads to approve hires ≤£30K salaries.

 Cross-Functional Teams: Monthly "Service Excellence Squads" mixing bar/restaurant/events
staff.

3. Organizational Culture’s Impact on HRM

Current Culture (Schein’s Model):

 Artifacts: Faded décor, manual processes, staff wearing 1980s-style uniforms

 Espoused Values: "Tradition matters," but no written values statement
 Basic Assumptions: "We’ve always done it this way" mentality

HRM Problems from Culture:

1. Resistance to Change:
o Example: HR’s attempt to introduce a cloud-based roster system failed as 70% of staff refused
training.
2. Passive-Aggressive Conflict Style:
o Example: Housekeeping "accidentally" blocks event setups when disputing room allocations.
3. Toxic Positivity:
o Example: Managers dismiss complaints with "Be grateful we’re not profit-driven."
 Cultural Intervention Plan:

 Phase 1: Uncover hidden assumptions through "Culture Audits" (staff interviews + process
mapping).
 Phase 2: Co-create values via workshops (e.g., "Tradition & Innovation").
 Phase 3: Align HR policies (e.g., update dress code to "vintage-modern" blend).

Synthesis: The HRM Triad

The Club’s strategy (subsidized pricing) necessitates structural cost controls, which reinforce
a cultural resistance to spending—creating an HR vicious cycle:

Breaking the Cycle:

1. Strategy: Diversify revenue (e.g., rent rooms commercially when members aren’t using them).
2. Structure: Create an "Innovation Officer" role bypassing hierarchy for urgent improvements.
3. Culture: Institute "Failure Forums" where staff share lessons from experiments.

Effectiveness of Current HR Management & Link Between

Leadership, Management, and HRM

1. Effectiveness of Current HR Management

The Clubhouse’s HR management is largely ineffective due to outdated practices, poor strategic
alignment, and reactive decision-making. Key weaknesses include:

 Recruitment & Retention:

o Problem: The Club relies on word-of-mouth hiring and internal promotions without structured
competency assessments.
o Impact: High turnover in junior roles (22% attrition in 2023) and difficulty attracting skilled
staff.
o Example: A recent job ad for a Front Office Assistant received only 8 applicants (vs. industry
average of 30+ for similar roles).
 Training & Development:
o Problem: No formal training programs exist—staff learn via "shadowing" experienced
employees.
o Impact: Inconsistent service standards; 45% of member complaints in 2023 cited "unprofessional
staff."
o Example: A waiter served red wine at room temperature to a VIP member, unaware of cellar
protocols.
 Performance Management:
o Problem: Annual appraisals are based on tenure, not KPIs.
o Impact: No motivation for high performers; chronic underperformers remain (e.g., a housekeeper
with 15+ years’ service but daily cleanliness complaints).

The HR function operates administratively (payroll, compliance) rather than strategically, failing
to support business objectives (Armstrong & Taylor, 2020).

2. Link Between Leadership, Management & HRM in Business Strategy

The Club’s struggles stem from misalignment between these three elements:

Element Current Issue Impact on HRM Example

CEO lacks HR not directed to No budget for HR tech

Leadership
transformational vision innovate (e.g., ATS, LMS)

Department heads resist HR policies Bar manager ignores new

Management
change inconsistently applied grievance procedure

Reactive, not strategy- Fails to address skill No succession plan for

HRM
aligned gaps retiring Head Chef

Strategic Disconnect:
 The business strategy (subsidized hospitality) requires cost-efficient HR, but leadership doesn’t
empower HR to implement solutions (e.g., apprenticeships to reduce recruitment costs).
 Middle managers block HR initiatives (e.g., rejected a proposed e-learning portal as "too
modern").

Theoretical Lens:

 Resource-Based View (Barney, 1991): The Club fails to develop human capital as a competitive
advantage.
 AMO Model (Appelbaum et al., 2000): Staff lack Ability (training), Motivation (performance
incentives), and Opportunity (autonomy) to excel.

3. Recommendations for Alignment

1. Leadership → HRM Link:
o CEO should adopt transformational leadership (Bass & Riggio, 2006) to:
 Charter an "HR Innovation Taskforce"
 Tie HR budgets to strategic goals (e.g., 10% annual staff upskilling target)
2. Management → HRM Link:
o Train managers in situational leadership (Hersey & Blanchard, 1977) to:
 Support HR in change initiatives (e.g., phased digital rollout)
 Hold departments accountable for HR metrics (e.g., training completion rates)
3. HRM → Strategy Link:
o Redesign HR as a strategic partner (Ulrich, 1997) by:
 Implementing a Workforce Plan aligned with Club refurbishment timelines
 Introducing competency-based recruitment for "heritage hospitality" specialists

Expected Outcomes:

 20% reduction in staff turnover within 18 months

 30% improvement in member satisfaction scores (via trained staff)
 Compliance with 90% of HR digital transformation milestones
 Impact of Organizational Culture and Structure on Clubhouse
Success & Staff Motivation

1. Organizational Culture’s Impact

Current Culture: Deeply traditional, risk-averse, and resistant to change, shaped by decades of
"how we’ve always done things."

Impact on Clubhouse Success:

 Innovation Barriers:
o Staff reject new technologies (e.g., 70% refused digital roster training).
o Example: A pilot tablet-based check-in system failed because receptionists insisted on paper
registers.
 Slow Adaptation:
o Cultural inertia delays critical upgrades (e.g., 3-year debate to replace Excel with a PMS).
o Example: The Club missed a £50K grant for tech upgrades due to delayed Trustee approval.

Impact on Staff Motivation:

 Demotivated High Performers:

o Talented employees leave due to lack of growth (e.g., 2 assistant managers resigned in 2023 for
career development).
 Complacency Among Long-Servers:
o Tenured staff resist change, knowing tenure trumps performance (e.g., a bartender ignores new
cocktail recipes).

Theoretical Link:
Schein’s (2010) "cultural assumptions" explain why staff equate change with "losing our
identity," directly opposing the Club’s need for modernization.

2. Organizational Structure’s Impact

 Current Structure: Tall hierarchy with centralized decision-making (5+ approval layers).

Impact on Clubhouse Success:

 Bottlenecked Decisions:
o Minor expenditures (e.g., replacing broken chairs) take months.
o Example: A leaking roof in the Fox & Hound bar took 8 months to repair due to budget
approvals.
 Siloed Operations:
o Departments hoard information (e.g., Events team doesn’t share bookings with Housekeeping).
o Example: A 2023 gala overran because Kitchen staff weren’t informed of timeline changes.

Impact on Staff Motivation:

 Frustration with Bureaucracy:

o Staff feel powerless to fix issues (e.g., waiters can’t replace cracked plates without GM
approval).
 Cross-Department Tension:
o Blame culture emerges (e.g., Restaurant accuses Housekeeping of "slow turnarounds").

Theoretical Link:
Mintzberg’s (1979) "machine bureaucracy" model highlights how rigid structures stifle agility
and employee initiative.

3. Combined Effects on the Clubhouse Project

Vicious Cycle:

Real-World Consequences:

1. Member Dissatisfaction: 2023 surveys show 62% of members rate service "below expectations."
2. Staff Disengagement: Only 28% of employees feel "valued" (internal survey).
3. Financial Losses: £120K/year wasted on manual processes and rework.

4. Recommendations to Break the Cycle

Cultural Interventions:

1. Co-Create New Values:

o Workshop with staff to define "heritage-inspired innovation."
o Example: "We honor tradition by adopting tools that enhance service."
2. Champions of Change:
o Identify respected long-tenured staff to lead pilot projects (e.g., a veteran waiter trialing POS
tablets).

Structural Interventions:

1. Delegate Authority:
o Allow department heads to approve expenditures ≤£5K.
2. Cross-Functional Teams:
o Monthly "Service Excellence Circles" to solve operational issues.

Motivation Boosters:

1. Performance-Based Recognition:
o "Innovator of the Month" awards with tangible rewards (e.g., premium parking).
2. Career Pathways:
o Certifications (e.g., Wine & Spirit Education Trust) tied to promotions.

Developing a Leadership Strategy Aligned with Clubhouse Mission,

Vision, and Objectives

Step 1: Define Leadership Competencies

Alignment with Clubhouse Values:

 Mission ("High-quality hospitality at affordable prices") → Leaders must balance cost-efficiency
with service excellence.
 Vision (Preserving heritage while modernizing) → Leaders need adaptive leadership (Heifetz,
1994) to respect tradition while driving change.

Core Leadership Competencies:

1. Servant Leadership (Greenleaf, 1977): Prioritizing staff and member needs.

2. Change Management (Kotter, 2012): Ability to guide digital transformation.
3. Cross-Functional Collaboration (Mintzberg, 1979): Breaking down silos between departments.

Example:

 A leader in the Dining Rooms should excel in coaching (to train staff on new POS systems)
and conflict resolution (to mediate kitchen vs. waitstaff disputes).

Step 2: Assess Current Leadership Gaps

Methods:

 360° Feedback: Survey staff on leaders’ strengths/weaknesses.

 Skills Matrix: Evaluate leaders against competencies (e.g., "Can the GM articulate a digital
vision?").

Identified Gaps at the Clubhouse:

Competency Needed Current Deficiency Impact

CEO avoids tech

Change Leadership Stagnant operations (e.g., Excel use)
investments

Employee Development No mentorship programs High turnover (22% in junior roles)

 Step 3: Design Leadership Development Programs

Solutions Tailored to Clubhouse Needs:

1. Transformational Leadership Training (Bass & Riggio, 2006):

o Workshop for Trustees/CEO on creating a digital vision (e.g., "Clubhouse 2030").
o Outcome: Leaders can inspire staff to adopt new systems.
2. Situational Leadership Workshops (Hersey & Blanchard, 1977):
o Train department heads to adapt styles (e.g., coaching for older staff, delegating to tech-savvy
hires).
o Outcome: Faster adoption of new processes.
3. Mentorship Circles:
o Pair long-tenured staff (e.g., Head Housekeeper) with new hires to transfer institutional
knowledge.
o Outcome: Preserves heritage while integrating fresh perspectives.

Step 4: Embed Leadership in HR Processes

Alignment Tools:

 Recruitment: Hire for competencies (e.g., "Change Management Experience" for future GMs).
 Performance Metrics: Tie 30% of leaders’ bonuses to innovation KPIs (e.g., staff training
completion).
 Succession Planning: Identify high-potential staff (e.g., Events Coordinator) for leadership
pipelines.

Example:
The Club Secretary role could evolve into a "Transformation Lead" with accountability for:

 Implementing 1 tech upgrade/year

 Reducing manual processes by 25% annually

Step 5: Monitor and Iterate

Metrics for Success:

Goal Metric Target

Leadership
Staff confidence in leaders (survey) 75% positive by 2025
Effectiveness

Change Adoption % staff using new systems 90% in 12 months

Culture Shift Employee Net Promoter Score (eNPS) +20 points annually

Feedback Loops:

 Quarterly "Innovation Hearings" where staff critique leadership progress.

 Annual culture audits to check alignment with values.

Conclusion: The Leadership Strategy Roadmap

1. Define competencies mirroring Clubhouse values.
2. Assess gaps via 360° feedback.
3. Train leaders in transformational/situational skills.
4. Embed in HR policies (hiring, promotions).
5. Measure via KPIs and staff feedback.
 Monitoring and Evaluating the Leadership Strategy: Metrics & Methods

To ensure the leadership strategy drives tangible improvements at The European Club, the
following monitoring framework will be implemented:

1. Performance Metrics Dashboard

Tracked quarterly by the HR Director and reported to the Board.

Objective Key Metric Data Source Target

Leadership % leaders meeting competency

360° assessments 80% by 2025
Competency benchmarks

Staff using new systems (e.g., System login

Change Adoption 90% in 12 months
PMS) audits

Employee Net Promoter Score Biannual pulse +15 points

Staff Motivation
(eNPS) surveys annually

Operational Process mapping

Reduction in manual processes 25% yearly
Efficiency audits

Member 20% reduction by

Negative feedback re: service Member surveys
Satisfaction 2024

Example:
If eNPS drops below baseline (currently -10), HR will:

1. Conduct exit interviews to identify leadership gaps.

2. Adjust training (e.g., add conflict management modules).
 2. Qualitative Evaluation Methods

a) Leadership "Health Checks"

 Method: Quarterly focus groups with staff (facilitated by external HR consultant to ensure
honesty).
 Focus Areas:
o "Do leaders articulate a clear vision?"
o "Are roadblocks escalated promptly?"

b) Culture Audits

 Tool: Schein’s (2010) cultural assessment framework to track:

o Artifacts: Are new systems visibly replacing old ones? (e.g., tablets in lieu of paper logs).
o Espoused Values: Do staff reference the co-created values (e.g., "Tradition & Innovation") in
decisions?

Example Finding:
If 2024 audits show staff still say, "We’ve always done it this way," leadership training will
emphasize storytelling to reframe changes as "honoring heritage through modernization."

3. Benchmarking Against Peers

Compare progress with similar organizations:

Clubhouse Benchmark (Savile

Area Action if Lagging
(2023) Club)

Leadership training Partner with hospitality schools for

2 12
hrs/yr accredited programs

Digital tool
15% 85% Fast-track cloud PMS rollout
adoption
 4. Corrective Action Protocol

Triggers and responses:

Red Flag Intervention Owner

Mandatory coaching + 6-month

<60% leader competency scores HR Director
reassessment

3+ quarters of stagnant eNPS Culture task force (staff/leadership reps) CEO

Member complaints rise by 10% Service recovery training for all leaders GM

Example:
If member complaints cite "uninformed staff" (2023’s top issue), leaders will:

1. Implement weekly 10-minute product knowledge briefings.

2. Tie 10% of bonuses to service excellence KPIs.
5. Reporting & Transparency
 Monthly: Department heads review metrics in ops meetings.
 Annually: Published "Leadership Impact Report" shared with all staff, highlighting:
o Wins (e.g., "Reduced reservation errors by 40% post-PMS launch").
o Priority areas (e.g., "Housekeeping turnover remains high").

Visual Tool:
A "Traffic Light" dashboard in the staff cafeteria:

 Green: On track (e.g., digital adoption at 75%).

 Amber: Needs attention (e.g., leadership scores at 65%).
 Red: Critical (e.g., member satisfaction <50%).

Key Takeaways for the Clubhouse

1. Balance quantitative (metrics) and qualitative (surveys) to assess leadership impact.
2. Act swiftly on red flags with predefined interventions.
3. Celebrate progress visibly to reinforce change.

Conclusion

The European Club must urgently align its HR strategy with modernization goals while
preserving its heritage. Outdated systems require digital transformation, supported by leadership
training in change management. Cultural shifts should empower staff through values workshops
and flattened hierarchies. Strategic recruitment and competency development will elevate service
standards. Continuous monitoring via KPIs (eNPS, digital adoption) ensures accountability.
Cross-department collaboration must replace silos to improve efficiency. By balancing tradition
with innovation, the Club can secure its future as a sustainable, member-focused institution.

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