Sherwood Forest Center Parcs village Case Study Questions
1. What is centre Parc doing to support creation and effective functioning of teams? How well do you think they are managing the processes and what else do you think they could be doing?
2. How can Sherwood Forest Center Parcs village apply the six markets model to achieve an integrated approach to the customer relationship marketing?
Q3 Centre Parks have a safe working practices seminar as part of their initial face-to-face, classroom-based induction programme. They are now introducing a compulsory programme of refresher training using e-Learning. Choose two organisational change models and highlight their strengths and weaknesses in managing the change.
4. Which of the six main approaches to marketing communications have Center Parcs used for their properties? What else could they have used and how can they evaluate the effects of their communication strategies and techniques?
Q5 Describe the Sherwood Forest Center Parcs supply chain for goods and services. Which services do you think they are likely to have outsourced?
Q6 The section ‘Employment in Central Park’ on page 6 explains about the Centre park’s employees’ requirement. Identify 5 costs from this section and classify them into variable, fixed or semi-variable. Give reason for your classification.
Q7 What is Centre Parks doing
to support the creation and effective functioning of teams? How well do you
think they are managing the processes and what else do you think they could be
doing?
Sherwood Forest Center Parcs village Case Study Solutions
The Center Parcs
provide short breaks in the forest, bringing families together and back to
nature with high quality accommodation, a range of outstanding leisure
facilities and more than 200 indoor and outdoor activities, all set within a
protected and enhanced woodland environment. Each village is set within around
400 acres of natural woodland, with trees, streams and wildlife surrounding
apartment and lodge accommodation. At the heart of each village is the
Subtropical Swimming Paradise, an extensive range of restaurants, cafés and
retail outlets, as well as the Aqua Sana Spa.
Setting up Sherwood
Forest began with thinning the forest. Over 500,000 trees and shrubs were
planted, and selected grass and wildflower species were sown. A network of
lakes and waterways was created to form a key element of the village. Plants
and trees introduced to these areas provided a new habitat that has attracted
new life forms. This allows guests to relax amongst a variety of native flora
and fauna.
It offers a blend of
woodland, lakes and wild meadows that create an exquisite environment to
explore with friends and family. Nottinghamshire short breaks don’t often
feature a beach, but there is a sandy beach in the property in which visitors
can relax and soak up the sun.
All accommodation features
the essentials you’ll need, such as pots and plates, glasses and cutlery, as
well as bed linen and towels. We have free Friendly wifi across the village and
there’s hundreds of acres of forest and miles of woodland paths to explore in
your own time.
From adrenaline-fuelled
challenges to family adventures to indulgent spa days, at Center Parcs there is
something to suit everyone, whatever the weather. Each lodge is nestled in its
own piece of natural forest, giving you space and seclusion to soak up quality
family time.
Constructing the project injected income and generated local jobs. The company spent around £22 million and the local economy benefited by about £12 million from this ‘one off’ expenditure.
• Around 1,000 highly
varied jobs have been created on site injecting over £7 million each year in
wages and salaries into the local economy.
• Center Parcs’ policy
is to purchase locally wherever possible.
• Many Center Parcs’
visitors either visit local businesses on their way to or from the Center Parcs
village or visit other attractions outside the village.
• Economists estimate
that the existence of Center Parcs has created a further 1,400 jobs over and
above the people employed at the centre itself. Because Center Parcs is open
all year round, these other jobs are all year round jobs too. The development
has avoided the seasonal nature of many jobs associated with tourism and
leisure.
2. centre parc have a
safe working practices seminar as part of their initial face to faceclassroom
based induction program. they are now introducing a compulsory program of
refresher training using E learning. Choose two organisational change models
and highlight their strength and weaknesses in managing the change.
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Relationship marketing
can be utilized to develop outright bond between producer and consumer in the
business without neglecting others key stakeholder’s relationship. It can also
improve competitive advantage and bring the business into success. A model proposed
to examine relationship marketing is the six markets model which takes into
consideration all stakeholders of business which can play an important role in
improving customer relationship in the market. It includes internal markets,
supplier markets, recruitment markets, referral markets, influence markets and
customer markets.
It refers to
application of marketing internally within the firm. Center parcs can utilise
relationship marketing attributes like collaboration, loyalty and trust to
determine internal customers' words and actions. Since an employee, team and
department in the company is simultaneously a supplier and a customer of
services and products ; they obtain service at a point in the value chain and
then provides a service to another employee further along the value chain. If
internal marketing will be made effective, every employee who provides and
receives exceptional service to and from other employees will understand the
significance of their roles and how their roles relate to others'. If
implemented well, it can encourage every employee to see the process in terms
of the customer's perception of value and the organization's strategic mission.
Referral marketing is
the development and implementation of a marketing plan in order to stimulate
referrals. The referral markets are referred to under various names within
different industry sectors, including: intermediaries, connectors, multipliers,
third-party markets, agencies, networks and referral sources. Although it may take months before the effect
of referral marketing is noticeable, it is often the most effective part of an
overall marketing plan and the most efficient use of resources. Center Parcs
can identify present and likely future importance of these referral sources and
a specific plan can be developed to determine the appropriate levels of
marketing resources that should be devoted to each of them. Centre Parcs can
launch a highly focused pilot scheme to determine from where the greatest
benefit can be obtained and emphasize the development of relationships with
them.
Marketing to suppliers
is aimed at ensuring a long-term conflict-free relationship in which all
parties understand the others' needs and exceed their expectations. There is
mounting evidence of a movement from the traditional adversarial relationship
between suppliers and their customers towards a new form of relationship based
on cooperation. This emphasizes a long term very close relationship and a win-win
philosophy rather than the win-lose philosophy inherent in adversarial
relationships. Centre park should view suppliers as their collaborators and they
should be given recognition to establish greater partnership in the marketing
channel between center parc and its suppliers. This new attitude to supplier
market and such a strategy can reduce costs and improve quality.
Increasingly, companies
are finding strong competition in their efforts to attract a sufficient number
of suitably motivated and trained employees into their ranks. Many firms are
today learning that the limiting factor to their success is far more predicated
on the availability of satisfactorily skilled people to work in their
organizations than the availability of other resources such as capital or raw
materials. Centre Parc needs to pay
attention to this market in order to recruit, build and keep the most
professional staff that are able to create sustainable relationships with
clients and other business partners.
Influence markets
involve a wide range of sub-markets, including government regulators, standards
bodies, lobbyists, stockholders, bankers, venture capitalists, financial
analysts, stockbrokers, consumer associations, environmental associations and
labor associations. These activities are typically carried out by the public
relations department, and centre parc can set up public relationship department
to maintain good relationships with them so that they can get benefit out of it
in terms of needs.
There is no doubt that the primary focus of marketing was and remains on the customer. More recently there has been a changing emphasis in the focus of marketing from transactional marketing that emphasizes the individual sale to relationship marketing which emphasizes long-term lasting relationships. For Centre Parc while keeping a focus on gaining new customers is necessary to the development of all businesses it is also essential to ensure that ongoing marketing activity is directed at existing customers. By placing too much focus on marketing activities directed at new customers, Center Parc can experience the ‘leaking bucket’ effect.
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Lewin’s Change Management Model
This change management
model was created in the 1950s by psychologist Kurt Lewin. Lewin noted that the
majority of people tend to prefer and operate within certain zones of safety.
He recognized three stages of change:
1. Unfreeze -
Most people make an active effort to resist change. In order to overcome
this tendency, a period of thawing or unfreezing must be initiated through
motivation.
2. Transition -
Once change is initiated, the company moves into a transition period, which may
last for some time. Adequate leadership and reassurance is necessary for the
process to be successful.
3. Refreeze -
After change has been accepted and successfully implemented, the company
becomes stable again, and staff refreezes as they operate under the new
guidelines.
While this change
management model remains widely used today, it is takes time to implement. Of
course, since it is easy to use, most companies tend to prefer this model to
enact major changes.
Strengths:
The Lewin’s
Change Management Model is easy to understand and provides visual
language that excellently displays the actions leaders should take. This also
allows leaders to think past quantitative analysis, and take into account
qualitative means of working through change.
Weakness:
Lewin´s model is very
rational, goal and plan oriented. The change looks good on paper, as it makes
rational sense, but when implemented the lack of considering human feelings and
experiences can have negative consequences. This model does not discuss ways
that leaders can deal with people who are resistant to changes and are
reluctant to change their positioning. It assumes that through enough
motivation and encouragement everyone will come around, and this is not always
the case. This model is rational and sounds great, but implementation may not
mirror this, and it does not list ways to overcome that.
The McKinsey
model was created in the 1980s by consultants who worked for McKinsey
and Company. This model emphasizes the importance of leaders assessing every
component of their organization before jumping into the action of change. It is
characterized by seven primary factors:
1. Strategy
The first step in the plan is the identification of problems that need to be
addressed and creating a plan to meet goals and objectives associated with
them.
2. Structure
Leaders then acknowledge the unique challenges and opportunities the structure
of their organization brings to change, as well as the way that different
departments interact with one another.
3. Systems
Assessing the day-to-day activities and the effect the transition would have on
them.
4. Shared
Values
The core values by which the organization runs.
5. Style
The way in which leaders adopt and implement changes, and the overall cultural feel
of the group.
6. Staff
The makeup of the workforce and their capabilities and roles within the
company.
7. Skills
The core competencies and skills of workers operating within the company.
This model is meant to
take all of the above factors into account when creating a change management
plan.
Strengths:
The McKinsey 7S Model is holistic and requires leaders to take
an in-depth look at all parts of an organization that can have a positive or
negative effect on transitions. It offers a lot of different ways and
perspectives on how companies can view change. Each factor (strategy, structure, systems, etc.)
are a lens through which leaders can assess the differences. Another helpful
part of this model is that each component is given equal weight in importance
to the transition. It offers an effective method to diagnose and understand an
organization. It provides guidance in organizational change.It combines
rational and emotional components.
Weakness:
One of the most significant disadvantages of this model is the fact that all
seven different factors being considered are interrelated. This means that if a
part of the plan fails in one, other areas can also become impacted. Because of
this, the model brings complexity to leaders. Companies using this model have
been known to have a higher incidence of failure.
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4. Which of the six main approaches to
marketing communications have Center Parcs used for their properties? What else
could they have used and how can they evaluate the effects of their
communication strategies and techniques?
Six main approaches Center Parcs have used for their properties include:
Advertising can be defined
as ‘any paid form of non-personal communication about an organisation, product,
service or idea by an identified sponsor.
Advertising decisions
include those relating to:
- The use of
the various media (TV, radio, newspapers, magazines).
- How
advertising can be developed for a specific target audience.
- The use of
rational and/or emotional appeals; in particular the use of fear appeals
to transmit messages.
Whereas advertising is
traditionally associated with long term brand building and can reach a wide
audience, particularly with the growth in global media, sales promotion is more
often considered a short-term approach to generating sales. Promotional tools
include introductory offers, competitions and point of sale promotions.
Similar to advertising,
publicity is a non-personal form of communication, but here there is no direct
payment and no identifiable sponsor. Consequently publicity may also be
negative, or adverse, since the organisation, group or individual may not be
able to control it. Media advocacy’, which is a term derived from public
health, refers to situations where the media are encouraged to cover particular
issues and consequently communicate these to the public and/or specific target
markets. When
Center Parcs first set up in Britain, the English Tourist Board dubbed it 'the
most important innovation in British tourism since the war'.
There is a wide range of
stakeholders who are involved in social marketing programmes. These include a
number of individuals and organisations who will be responsible for providing
information and communicating with target audiences. As with all communication
there is an issue of source credibility, and the credence which consumers, or
potential consumers, give to a particular source is of paramount importance.
The role of professionals in many social marketing campaigns is an important
one.
This involves direct
selling, direct response advertising, telemarketing, etc. and is a rapidly
growing medium in the commercial world.
6. Interactive/internet marketing
A distribution channel
and communications medium that enables consumers and organisations to communicate
in radically different ways through internet. Improvements in technology have
dramatically changed the nature of communications and the ways of reaching
target markets.
What else could they have used-
Centre parc can use
Social networking sites such as facebook, twitter as a forum for discussion and
feedback. They can even run multiple campaigns to brand their products by
offering incentives to the users of social media. Interest is growing in
‘mobile marketing’ (marketing on mobile phones), as marketers recognize the
potential of this medium. Centre Parc can increase the engagement of consumers
with its brand by running a campaign offering mobile phone users access to a
free gaming where they can allow games to be downloaded so that players can
play the game under company’s name logo or highlighting features of their
products and services. Viral marketing can be put into picture where consumers
can be encouraged to share the games with their friends and relatives by
offering incentives and benefits and other rewards. Communications must be
developed for distributors/intermediaries as well as the internal market
(employees ) and other stakeholders by Centre Parc to grab more opportunities
and generate more profit.
How can they evaluate the effects of their communication strategies and techniques:
Approaches to communications evaluation
Centre Parc can use some
of the suggested models to evaluate their communication strategies and
techniques:
1. The AIDA (attention,interest, desire, action) model
This model can be used
by Centre parc in identifying how and
when to communicate during each of the stages as consumers will be using
different platforms, engaging at different touch points and requiring different
information throughout the stages from various sources.
2. The DAGMAR (defining advertising goals for measured advertising results)
This model can help
Centre Parc to provide communications tasks that are specific and measurable
using a four-stage approach – awareness, comprehension, conviction and action. The
DAGMAR approach involves setting up of specific and measurable objectives for
the advertising campaign to check if all objectives are met.
3. ‘Hierarchy of effects’ model (awareness, knowledge, liking, preference, conviction and purchase) is based on the idea that advertising will guide potential consumers through a number of stages that are essential if purchase (or other required behaviour) is to result. The hierarchy represents the progression of learning and decision-making consumer experiences as a result of advertising. This model can help Centre Parc to set up and evaluate a structured series of advertising message objectives for a particular product, to build upon each successive objective until a sale is ultimately made. The objectives of a campaign are (in order of delivery): awareness, knowledge, liking, preference, conviction, and purchase.
There are many issues to
consider when thinking about how advertising and other forms of communication
works. There are also other factors to consider such as the role of memory and
the level of involvement with the product. However, a sequential or stage
approach can help Centre Parc to evaluate the role of marketing communications.
When evaluating communications it must be remembered that it is the combination
of elements of the ‘marketing mix’ and relationship building, working together,
that will achieve the overall marketing objectives. Approaches to measuring
advertising effectiveness include
Post-tests, such as
advertising recall (based on the audience’s memory as to which advertisements
they have seen and what they remember about them) and
Recognition, where the
audience is asked, typically for print advertisements, what they have read.
Other approaches are
longitudinal, such as tracking studies that measure consumer awareness of
advertisements over time as well as any changes in consumer attitudes and
preferences.
Sales promotion is easier
to evaluate because of its short-term nature and more direct impact on sales.
Other approaches to
evaluating advertising, promotions and other appeals are commonly asked in
questions at point of sale or enquiry, for example, ‘Where did you hear about this
organisation, product, etc.?
Sales-force evaluation has become increasingly
contentious, particularly in relation to its links with bonuses. Bonuses that
are based on levels of sales can also have a negative impact on long-term
relationship building and thus on organisational image. Consequently,
sales-force evaluation measures and related rewards should be considered in the
light of organisational objectives, ensuring that both long-term and short-term
measures are used. This might include frequencies or ratios relating to number
of calls made; orders (value or volume); new business; related expenses;
customer satisfaction; and relationship development. As with all
communications, the external environment – for example, recessionary pressures
and competitor activity – will influence whether objectives are achieved.
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‘Supply chain’ involves
the flow of materials from original supplier to end customer. supply
chain management integrates all the activities performed in purchasing,
materials management, physical distribution, logistics and customer service, in
order to direct them towards satisfying customer needs. The goals of supply
chain management are to provide customers with outputs that are right the first
time and delivered quickly and punctually at the lowest possible cost.
Sherwood Forest Supply Chain for Goods and Services:
The Center Parcs provides short breaks in the
forest, bringing families together and back to nature with high quality
accommodation, a range of outstanding leisure facilities and more than 200
indoor and outdoor activities, all set within a protected and enhanced woodland
environment. The 700 villa Sherwood Forest site and a total of 900 units of
accommodation; from apartments and penthouses to Lodges and Tree houses along
with at the heart of each village is the Subtropical Swimming Paradise, an
extensive range of restaurants, cafés and retail outlets, as well as the Aqua
Sana Spa. Setting up Sherwood Forest began with thinning the forest. Over
500,000 trees and shrubs were planted, and selected grass and wildflower
species were sown. A network of lakes and waterways was created to form a key
element of the village. Plants and trees introduced to these areas provided a
new habitat that has attracted new life forms. This allows guests to relax
amongst a variety of native flora and fauna. Resources being used in the form
of input include infrastructure facilities such as accommodation, restaurants,
retail outlets, café, staffs Raw materials and inputs for indoor and outdoor
activities. Most of the resources are being purchased locally. Staffs are being
trained and hired locally to provide comfort to customers. Customers either
visit local businesses on their way to or from the Center Parcs village or
visit other attractions outside the village.
In Central Parc,
purchasing is a separate department or function. The activities involved in
acquiring material inputs are usually performed by purchasing, which may also
be responsible for acquiring other transformed and transforming inputs,
information and services. Central parc ensure that inputs are of the right
quality, are available when needed and have an appropriate cost. They often
deal with suppliers who are located close by or who can themselves demonstrate
excellence in supply chain management. Purchasing responsibilities are
generally considered to end once the purchased inputs have been delivered.
In Central Parcs,
Operation heads are responsible for the activities that take place between the
delivery of materials by suppliers and their use in the transformation process.
They manage the receipt of incoming materials, their storage and handling and
their provision to the transformation process. Once the transformation process
has taken place, they conduct testing, packaging and storing finished products
before they are served to customers.
Outputs of the
production process go directly to customers in case of central Parc.
Physical distribution and logistics
Physical distribution is
the area concerned with transporting the organisation’s physical outputs,
managing the movement of goods and services to customers and clients.
Logistics is an
extension of physical distribution management and includes all of the processes
involved in the physical distribution, both into (inbound logistics) and from
(outbound logistics) the organisation, as well as associated services such as
credit and insurance.
Central Parc can
outsource its infrastructure and engineering works in terms of construction of
apartments, lodges, penthouses, swimming pools, plantation of herbs and shrubs
and so on. They can focus on their core activities in terms of providing best
possible services to its customers to meet their expectations. Interior and
designing work of forests should not be outsourced.
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Q6
The
section ‘Employment in Central Park’ on page 6 explains about the Centre park’s
employees’ requirement. Identify 5 costs from this section and classify them
into variable, fixed or semi-variable. Give reason for your classification.
1. Profit share and management bonus schemes
This cost is variable in
nature as it depends upon the profit generated in the business. This cost will
depend on actual profit earned and on that basis it will be decided and shared
among the employees. If profit does not reaches to the predetermined target no
sharing will take place.
It is a fixed cost to
the company which company needs to deposit on monthly basis in group pension
scheme.
3.
Discounted breaks – It
is variable in nature as it will incur only when employees will take benefit of
it.
4. Village discounts -
It is variable in nature as it will incur only when employees will take benefit
of it or buy products.
5. Day visitor passes - It is variable in
nature as it will incur only when employees will take benefit of it.
6. Free use of Village
facilities - It is variable in nature as it will incur only when employees will
take benefit of it.
7.
A Health Cash Plan
Scheme - It is variable in nature as it will incur only when employees will
take benefit of it.
8.
Life insurance cover –
it is semi variable in nature since 2 times is fixed and to make it 4 times
there are certain conditions imposed and 4 times cover will be provided only
when those conditions will be met.
Central Parc is
performing following functions to support creation and effective functioning of
team:
Conducting (Thinking directed to the
outer world)
Central Parc allows
organisation and a logical structure into the way things are to be done. It is
establishing appropriate plans, identifying and implementing the correct
procedures, and then endeavouring to make sure they are followed. It is
ensuring that roles and responsibilities are properly defined and that
appropriate resources or skills are available to undertake the work assigned.
Clarifying (Sensing directed to the
inner world)
Central Parc has brought
clarity to the inner world of information, ideas and understanding. It has expanded
its knowledge and collection of experiences, and also looked to the future by
envisaging clear goals and clear pathways to achievement of those goals.
Activating (Sensing directed to the
outer world)
Central Parc is fulfilling
its objectives by getting things done, and getting them done on time. It is
action oriented dealing with whatever tasks the current situation presents, and
spurring others into action as well. It is using its experience and utilising
tools or processes as per their knowledge. It is creating an immediate impact
on things, injecting a sense of urgency, and aiming to achieve clear goals and
tangible results.
Exploring (Intuition directed to
the outer world)
Central Parc is
promoting exploration of new and better ways of doing things, to uncover hidden
potential in people, things or situations. It is break new ground, and is often
looking one step beyond the current situation to pursue unexplored avenues,
until all the possibilities have been exhausted. It is challenge the status quo
and experiment with the introduction of change, to see if the situation can be
improved or new potential can be uncovered by opening for whole yearlooking at
the British climate.
Harmonising (Feeling directed to
the outer world)
Central Parc is creating
harmony in the world around them, by building rapport with people, creating a
positive team atmosphere, looking after people’s welfare, motivating people
and/or providing a service to the satisfaction of others. It is valuing
people’s contributions, seeking to develop the role that others play, and
investing a lot of effort in building positive relationships.
Analysing (Thinking directed to the inner world)
Central Parc has provided
explanation of how and why things happen. It has brought structure and
organisation into the inner world of ideas and understanding. It has analysed
things, formulated hypotheses and explanations of how they will function, and
gather evidence to assess how true those explanations are. It has produced
mental models that replicate how particular aspects of the world works, and it
has tried to understand the full complexity of any situation.
Central Parc should also
perform:
Campaigning (Feeling directed to
the inner world)
It should also Campaign
for thoughts, ideas, and beliefs. It should make sure that urgency and priority
is understood.
Innovating (Intuition directed to
the inner world)
Central Parc should use
its imagination to create new and different ideas and perspectives. It should
develop long-term vision and demonstrate an apparent understanding of what
cannot be clearly known.
1. Describe the
following and explain how the Sherwood Forest Center Parcs village STEEPLE and
stakeholder analysis (Page 4, 46-52) affected the decisions related to each one
of the following:
a.the marketing mix –
Marketing book Page 26-28
b.the organisational
culture and key values – Page 33-45
c.the sources of power
top management would need to base the development and nurturing of the chosen
organisational culture
Marketing mix refers to
putting
the right product or a combination thereof in the place, at the right time, and
at the right price. Components of marketing mix includes
1. Product
A product is an item
that is built or produced to satisfy the needs of a certain group of people. Center Parcs UK offers weekend, (Friday to Monday)
or midweek (Monday to Friday) breaks. It offers accommodations, retail outlets,
café, spa, swimming pools and multiple indoor and outdoor activities to keep
their customers engaged and give them maximum level of satisfaction. Services
have been designed and developed in such a way that it suits the needs of the
customers. They have
created the right product mix by expanding and diversifying the depth of their
product line.
2.Price
The price of the
product is basically the amount that a customer pays for to enjoy it. Pricing
always help shape the perception of product in consumers eyes. Low pricing
usually means an inferior good in the consumers’ eyes as they compare it to a
competitor. Consequently, prices too high will make the costs outweigh the
benefits in customers’ eyes, and they will therefore value their money over the
product. Centre Parc has considered and examined the perceived value that the
product offers. Accordingly, they have set its pricing for various products and
services they are offering.
3. Place
Placement or
distribution is a very important part of the product mix definition. Center
Parc has chosen forest land to render its services which are located in rural
areas. Lush green forests increase the visibility of its tourism services to
its clients where it offers breaks in jungle area in socially ecological and
viable environment.
4. Promotion
In order to promote its
products, Parc has followed Integrated marketing communication approach to make
people about its services and attract more and more people to become their
customers and enjoy its offering in their short breaks.
5. People
Employees at centre
Parc is locally hired people who have knowledge of forest areas and nearby
localities. Less or no transfer policy is being adopted to avoid discomfort to
customers and to employees.
II. Organisational Culture and values
Organisational Culture
is the pattern of shared beliefs and values that give members of an institution
meaning, and provide them with the rules for behavior in their organization. It
plays a powerful role in supporting missions and strategies. Edgar Schein's
model underlines three types of culture within an organization. The basic
premise behind this model is that artifacts, values, and assumptions integrate
into a comprehensive whole that is organizational culture. These three types
represent different aspects of an organization's culture, growing less tangible
and more complex as it moves from the top-down.
Artifacts:
refers to the tangible artifacts that reveal specific cultural predispositions
such as the type of people employed (personalities, levels of education, etc.),
traditions and rituals, technology, architecture, logos, heroes, stories,
myths, and so on. Central Parc hires Local people, train them to perform jobs,
offers them multiple benefits in terms of profit and gain sharing, pension
plans and other discounts and offerings. It creates sound socio ecological
environment where customers can relax and enjoy their breaks.
Values:
pertain largely to the ethics embedded in an organization. What does the
organization believe and stand for? These values are usually openly
communicated with the public and demonstrated internally by employees. For
example, a non-profit organization that aims to mitigate poverty has the values
of charity, understanding, empowerment, and empathy deeply ingrained within the
organization. Central parc work culture as described by it is:“Center Parcs'
employees have one thing in common: we come together to work hard and with a
sense of purpose, bringing the best of ourselves to create wonderful and
memorable experiences for our guests in the great outdoors.
Assumptions:
is more difficult to deduce through observation, according to Schein. These
describe the tacit assumptions that infect the way communication occurs and
individuals behave. They assumptions are often unconscious. For example,
employees may act on a cultural assumption to avoid risk wherever possible
without receiving any directives to do so. High power distance is another
example, where employees believe they should show a high degree of deference to
their superiors, even though they were not told to do so specifically. In
Central Parcs local people are hired with the main motive to keep the values,
rituals and norms of that place intact and participate in decision making in
order to improve the quality of services and offerings to its customers.
The Center Parcs
business is managed in the UK by the Board of Directors, which comprises of two
executive directors (the Chief Executive Officer and the Chief Financial
Officer) and representatives of its principal shareholder. The Board provides
leadership and sets the strategy. It is also responsible for overseeing
implementation of the strategy, risk management, financial performance and
corporate governance. Operational oversight is the responsibility of the
Operating Board, which is made up of the two executive directors and four
members of senior management (the Development and Construction Director, the
Sales and Marketing Director, the HR and Commercial Services Director and the
Operations Director). The Operating Board is the main day-to-day
decision-making forum. It implements the
strategy and has responsibility for ensuring that the business complies with
all applicable statutory, regulatory and governance requirements. To allow the Board of Directors and the
Operating Board to operate effectively, they have delegated authority to the
Risk Committee, the Fire, Health and Safety Steering Committee (FHSSC) and,
following new data protection laws, the Data Protection Governance Committee.
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