The growing competitiveness in the hospitality market makes hotels reengineer themselves by creating products and services that are different and, thus, call the attention of the potential clients to choose them.
This reengineering is inherent to all change processes, and hotel businesses must pay special attention to the design of the change strategies so they be accepted, implemented and, therefore, consolidate the organization.
Every corporate change means a move from a previous stage to the new one through the creation and implementation of new concepts, procedures, operational flows, links and relations, among others. This transitional move requires a great consumption of energy which, at the business level, represents the sum of the individual energies of all its workers.
However, many enterprises remain stagnant even after having designed a valid change route because, in my opinion, they suffer from the Entrepreneurial Fatigue Syndrome ( EFS ) a key constraining factor to manage reengineering. The first symptoms of the EFS are warning signals that should not go unnoticed by the organization, because they are closely related to a decrease in the physical and mental capacity of the workers. Let us consider some of these signals:
1- Repetitive mistakes.
2- Procrastination of actions.
3- No attention paid to the mission and vision of the enterprisea.
4- Return to old solutions to surmount a new difficulty.
5- Slow operational flows.
6- Deterioration of interdepartmental relations.
7- Long-lasting conflicts.
8- Management stagnation.
10- Behavioral resignation.
11- Cognitive blindness.
13- Stagnation of creativity.
All these symptoms have a common denominator: the lack of energy of the staff due to the increasing and constant demand of physical and mental power to face the new scenarios characterized by:
1- Reification( ¨objectification¨) of the individual: the worker is no longer considered a human being and, instead, is only seen as a thing or object that generates income.
2- Non-edifying performance evaluations: based in terms of working hours and not on managerial outputs.
3- Ecologically dysfunctional emotional environments: built on highly demanding grounds.
4- Motivational malnutrition: due to a scarcity of sources of inspiration, encouragement, support and appreciation.
5- Low concentration of active listening spaces, thus piling up criteria and ideas that can become toxic.
6- Lack of activation factors for personal and professional growth.
Let us then think about how to prevent the EFS by the constant measurement of the energy values to hold them within the proper ranges, namely through:
1- Surveying the level of job satisfaction.
2- Stating the congruence indicators between the personal and professional goals of the workers.
3- Supply of increasing doses of motivation and encouragement.
4- Making emotional-homeostasis-oriented work schemes: to allow for adequate energy-recovery times.
5- Supply of a job diet rich in respect, understanding and mutual aid.
We can then state, without hesitation, that under the effect of the Entrepreneurial Fatigue Syndrome, there is an increase in the concentration of automatic behavioral processes and a decrease of the attention-related rates, thus creating a lack of creativity and innovation that will keep the enterprises in a state of dormancy and, consequently, will favor the emergence of amnesia in the market to which the hotel offers its products and services.
Osvaldo Torres Cruz
Experiential Hospitality Consultancy
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