Market Leader - English Studies | Đại học Ngoại ngữ - Tin học Thành phố Hồ Chí Minh

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Môn: English Studies (ES1)

Trường: Đại học Ngoại ngữ - Tin học Thành phố Hồ Chí Minh

Thông tin:

3 trang 2 tháng trước

Tác giả:

Profile Mai Nguyệt
Meeting Minutes
Date 4 January
Venue Room A47, HUFLIT
Present N, V, O, T
Agenda
1. Background: Staff Resistance to Changes
2. Evaluation of New Management's Mistakes
3. Practical Actions for Improvement
Meeting Minutes:
1. Background: Staff Resistance to Changes: The meeting began with a
discussion on the background of staff resistance to changes following the
merger with Asia Entertainment. It was highlighted that the resistance is
primarily due to the absence of a clear plan and consistent action. The
high staff turnover was acknowledged as a significant indicator of the
current challenges.
2. Evaluation of New Management's Mistakes: The group examined the
mistakes made by the new management, particularly focusing on the
swift implementation of changes without a well-defined strategy. It was
noted that most management members are Australians, possibly
contributing to a lack of understanding of the local culture and workforce.
Key mistakes include the absence of an overall strategy, unclear duties
and reporting structures, and a disregard for employee considerations.
Additionally, concerns were raised about the quality of the provided
meals, highlighting issues with the menu variety and freshness of
ingredients.
3. Practical Actions for Improvement: The discussion then shifted to
practical actions that can be taken to address the current challenges:
19:30 10/8/24
Market Leader - BT Moodle
about:blank
1/3
Practical Actions for Improvement
Action By
a. Effective Communication:
Emphasized the need for transparent and consistent
communication from the management regarding the
changes. This includes regular updates on the merger
progress, strategic direction, and any forthcoming
adjustments.
T
6
January
b. Clearly Expressing Benefits:
Highlighted the importance of clearly articulating the
benefits of the changes to the employees. This can help
in fostering a better understanding and acceptance of
the new direction.
O
10
January
c. Involving All Employees:
Discussed the significance of involving all employees
in the decision-making process, where applicable. This
can range from seeking feedback on operational
changes to including representatives in planning
discussions.
V, N
17
January
Next Steps:
The management team will work on a comprehensive communication
plan to keep the staff informed and address concerns.
An evaluation of the current strategy will be conducted, with a focus on
incorporating employee considerations.
Efforts will be made to diversify the management team to ensure a more
inclusive approach to decision-making.
Immediate steps will be taken to address concerns related to the quality of
meals provided, including an assessment of the catering service and
potential alternatives.
Next Meeting 18 January
Venue Room A47, HUFLIT
19:30 10/8/24
Market Leader - BT Moodle
about:blank
2/3
19:30 10/8/24
Market Leader - BT Moodle
about:blank
3/3
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19:30 10/8/24 Market Leader - BT Moodle Meeting Minutes Date 4 January Venue Room A47, HUFLIT Present N, V, O, T Agenda
1. Background: Staff Resistance to Changes
2. Evaluation of New Management's Mistakes
3. Practical Actions for Improvement Meeting Minutes:
1. Background: Staff Resistance to Changes: The meeting began with a
discussion on the background of staff resistance to changes following the
merger with Asia Entertainment. It was highlighted that the resistance is
primarily due to the absence of a clear plan and consistent action. The
high staff turnover was acknowledged as a significant indicator of the current challenges.
2. Evaluation of New Management's Mistakes: The group examined the
mistakes made by the new management, particularly focusing on the
swift implementation of changes without a well-defined strategy. It was
noted that most management members are Australians, possibly
contributing to a lack of understanding of the local culture and workforce.
Key mistakes include the absence of an overall strategy, unclear duties
and reporting structures, and a disregard for employee considerations.
Additionally, concerns were raised about the quality of the provided
meals, highlighting issues with the menu variety and freshness of ingredients.
3. Practical Actions for Improvement: The discussion then shifted to
practical actions that can be taken to address the current challenges: about:blank 1/3 19:30 10/8/24 Market Leader - BT Moodle
Practical Actions for Improvement Action By
a. Effective Communication:
Emphasized the need for transparent and consistent
communication from the management regarding the 6
changes. This includes regular updates on the merger T January
progress, strategic direction, and any forthcoming adjustments.
b. Clearly Expressing Benefits:
Highlighted the importance of clearly articulating the
benefits of the changes to the employees. This can help 10 O
in fostering a better understanding and acceptance of January the new direction.
c. Involving All Employees:
Discussed the significance of involving all employees
in the decision-making process, where applicable. This 17
can range from seeking feedback on operational V, N January
changes to including representatives in planning discussions. Next Steps:
The management team will work on a comprehensive communication
plan to keep the staff informed and address concerns. 
An evaluation of the current strategy will be conducted, with a focus on
incorporating employee considerations. 
Efforts will be made to diversify the management team to ensure a more
inclusive approach to decision-making. 
Immediate steps will be taken to address concerns related to the quality of
meals provided, including an assessment of the catering service and potential alternatives. Next Meeting 18 January Venue Room A47, HUFLIT about:blank 2/3 19:30 10/8/24 Market Leader - BT Moodle about:blank 3/3