In today’s economic environment, enterprises need some effort to survive. The necessary conditions for the survival of the company are flexibility, adaptability to rapidly changing market conditions, increased labor productivity, and the ability to develop creatively. The team method of work is more effective in managing an organization in a modern economy, as opposed to hard administrative management. The transition to a new management method requires a restructuring of thinking, behavior, decision-making methods, which are the requirements of a market economy, and a chance for a qualitative change in the enterprise management system. The humanistic principles of management, on the basis of which new management technologies have been developed, allow organizations to master new team management approaches. In modern conditions, they are becoming the best basis for developing group and organizational goals and solving production problems. The unification of employees into a single whole and the creation of a management system that is characterized by a unity of goals and actions, a commonality of corporate values and interests is possible only on the basis of an effective team organization.
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Teamwork and Productivity
There are a number of factors that affect working relationships, collaboration, and productivity in the SPA environment. The main ones are the lack of communication barriers and accessible conflict resolution techniques. For instance, it is critical to allow the employees to speak up and share their thoughts on the current state of the working environment (Kamata & Misui, 2015). The organization of the team is based on the thoughtful positioning of participants who have a common vision of the situation and strategic goals and own well-established interaction procedures. The process of forming teams in an organization is laborious and lengthy. Teamwork does not always justify the costs associated with its construction and maintenance. Cooperation often generates a sense of individualism of its members, a decrease in creativity, conflict. However, the teams that went through the formation process with all stages of the development of group dynamics undergo a high level of organization and teamwork skills with leadership sharing (Harris, 2015). Team members are able to set goals, achieve them creatively, revealing the personal potential of each participant.
The process of team building can be spontaneous as well as focused. The automatic method is characterized by the emergence of informal leaders and solidarity around common activities, which becomes the goal: travel, sports, music (Shiu, 2018). A focused approach to the team-building process requires the manager to clearly understand the reasons for major changes in the management system. Needs for the team’s activities arise in the context of rapid changes and various structural changes, with the emergence of new areas of work, global goals, programs. It is critical to work together on real tasks, when a fresh look at problems and collective decision-making is needed, maintaining or creating friendly relations in a team, overcoming conflict situations, tense emotional atmosphere. In addition, it is important to increase the level of coherence, trust, and mutual assistance between employees (Shiu, 2018). The ways of working to form teams in each situation will be different.
The team has common features with the group, but then it has more permanent staff, a more rigid distribution of roles, a more clear and formal goal. From the side, they are also perceived as teammates. Team members understand participation in it as a reward. The team is committed to a common goal. They act the same way in relation to the environment, and everyone is proud that together, they can achieve more than alone (Valk, 2016). The team satisfies the needs of the individual for involvement, respect, success, even if progress is joint.
Furthermore, it is important to be able to manage stocks and resources in a highly efficient manner. The primary methodologic approach is to make a deliberate effort to automate the procedures through various inventory monitoring applications and programs. It should be emphasized the methodological status of logistics, a specific logistic approach to the functions and methods of solving various business problems related to identifying needs and their satisfaction through the modern spa industry (“Spa education academy,” 2018). The emergence of logistics as a management methodology in business processes means the advent of non-classical management methods that characterize modern culture as a whole and are expressed in synergistic thinking.
Any SPA business at any stage of its development, with any financial situation, has a certain potential. However, this potential becomes productive only when its size and qualitative characteristics are consistent with the strategic objectives of the enterprise. Otherwise, the potential and changes occurring in it, that is an increase or decrease in the estimates of its individual components. In the best case, they do not contribute to the growth and purposeful development of the enterprise, and in the worst, they limit the positive shifts in its functioning as a business entity. Situations are possible when, in the absence of coordination of the potential capabilities and the goals of the SPA, its current state not only does not inhibit its development but also helps it. However, such situations are random in nature and cannot be considered as an example of a positive experience of the lack of potential management.
It is important to consider resource management in its first historical forms – at the level of individual commodity monitoring. As you know, craft production was a system that is characterized by systemic integrity, the unity of goals, means, and results. This production was implemented in the form of a single individual producer in its structure and organization. Monitoring of the number of goods, supply, marketing, and other components was controlled most appropriately (Shiu, 2018). Naturally, such management was characterized by low productivity, efficiency, and other indicators, and therefore, was replaced by a more progressive form – the regulatory one.
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Despite the shortcomings noted above, handicraft production had one vital feature, which represented the undoubted advantage of this type of production and later became the main idea of the logistic approach. Since the management of resources was carried out in one person, this provided a holistic vision of the whole process (Smith & Puczko, 2018). In modern language, the unity of the production and management processes ensured its systematic nature and adaptability of the economic system to the external environment. The production process acted in essence as a process of managing resources, materials, information, and other means to obtain the optimal result.
HR and Working Practices
It is essential for the SPA and salons to make sure that the staff is motivated and work according to the company’s standards. This can only be achieved through correctly targeted hiring and recruitment processes. The main motivator of the staff is their salaries and other benefits, such as being able to use the SPA’s services with a large discount. When developing the organizational and economic mechanism of personnel management, it is important to remember that the nature of employment and personnel requirements are largely determined by the characteristics of certain types of activities (Valk, 2016). However, it must be understood that the subject of influence and the participant in the creation of the product is the person – the client. He or she acts not only as a consumer but also as the creator of problems for the company.
Clients often violate established rules, ignore the offered goods or services, and may demonstrate increased expectations, which requires a certain reaction from the organization’s staff. Based on these circumstances, it necessary to lay the factor of the usefulness of an economic benefit for the consumer as the basis for developing an organizational and financial mechanism for personnel management (Valk, 2016). It is proposed to develop a multi-attribute model of the entire organization, which will include all the components of the staff’s work that somehow influence the opinion of the consumer.
Moreover, it is critical to focus on staff development through various training events and appraisal systems. For example, the wall of “the best employee of the month” can be one of the many approaches, which will motivate the staff. There are also a lot of job opportunities in the SPA industry, such as massager, skin therapist, administrator, SPA manager, and other beauty-related professions. SPA needs to focus on continuously increasing the revenue by deliberately improving the management of all operational activities in order to ensure the success of the business (Kamata & Misui, 2015). The effective functioning of the enterprise is possible provided it is profitable since profit is the main source of further development. In other words, the given idea means it gives the opportunity for successful adaptation to changing conditions, increases financial stability and investment attractiveness.
The greater the profit, the more real is the achievement of the goals facing the enterprise. Increased revenue ensures business continuity, which in today’s conditions is one of the priority areas of strategic and operational management. The problem of increasing profitability is especially relevant in the states of the economic instability of market relations in the world (Harris, 2015). A protracted financial crisis significantly depreciates the amount of profit received, therefore, the task of maximizing profits is a paramount necessity for enterprises.
In conclusion, the main task that any manager of the salon business has to solve is the constant work with the staff, the creation of a single team working on the development of the enterprise as a whole. The director of the beauty salon should be able to evaluate the importance of each employee for the SPA, its contribution, and return for the prosperity of the common cause. Human resources management consists in the fact that the director of a beauty salon should dictate the working conditions, not the master. Customers serviced in a beauty salon are clients of the salon, not clients of the master. In order to quickly own information, the manager needs outstanding resource management or a system that will provide any analytical information on personnel at any time. To simplify the work of the director of the beauty salon, in the framework of personnel management, it is critical to set up the correct motivating factors and proper salary. The given managerial framework can be achieved by increasing the overall revenue.
Harris, P. (2015). The soothing patients’ anxiety ‘Spa’ experience. Journal of Perioperative Practice, 25(6), 97-100.
Kamata, H., & Misui, Y. (2015). Why do they choose a SPA destination? The case of Japanese tourists. Tourism Economics, 21(2), 283-305.
Shiu, J. Y. (2018). Individual rationality and differences in Taiwanese spa hotel choice. Tourism Economics, 24(1), 27-40.
Smith, J., & Puczko, L. (2018). Health hospitality tourism. London, England: Thompson Press.
Spa education academy. (2018) Web.
Valk, R. (2016). Interview with Sharda Fonia, complex director of Human Resources and Training at the Westin Gurgaon New Delhi and the Westin Sohna Resort & Spa. South Asian Journal of Human Resources Management, 3(1), 84-90.