The Process of Aging in Up a Movie by Carl Fredricksen

Life is a chronological process filled with transitions and relationships. The purpose of this paper is to delineate an understanding of an older man’s journey through later life from a gerontology perspective and define real-life learning of an older adult as it was presented in the film â€Å"Up†. By reviewing the life events of the main character Carl Fredricksen a retired balloon salesman and how he fulfills a lifelong dream of a great adventure to South America. The animated film is a comedy adventure about a 78-year-old balloon salesman named Carl Fredricksen who reflects on his childhood dream to pursue his hero an explorer named Charles F. Muntz on a great adventure to South America. As children we experience carefree events that we memorialize throughout our life. Do we dictate our life pursuing these emotions in order to attain happiness, probably not? People live their lives with many transitions, good or bad they provide us with experiences and knowledge. The life experiences we endure provide insight and wisdom to share with others. In life we are continuously looking for fulfilling experiences such as happiness, success, love or contentment. The thing people tend to forget is that these experiences that bring happiness is a basic mood or emotion not a purpose or an endpoint. Reflection provides self-awareness by improving oneself can present a sense of purpose that provides direction to how we live our life. There are moments of re flection that focus on theShow MoreRelatedAnalysis Of The Movie Up 1367 Words   |  6 Pagesof the movie â€Å"Up† viewers are quickly exposed to a transformation of Carl Fredricksen from childhood to old age. For the duration of the movie, Carl remains a 78-year-old man, who at first appears grumpy, sad, and guilty at times, and surely missing his late wife. Carl is often shown in a scene talking to his deceased wife as if she were really there, reminiscing of memories spent together, and admiring old photographs of the two of them. Being a widow took a definite toll on Mr. Fredricksen, and he

Motivation and Control The Police Supervisor’s Dilemma Free Essays

Is there a relationship between the amounts of control desired in a police organization and the ability of police officials to create a motivating environment among rank-and-file officers? If so, how is balance arrived at between these two apparently opposite concerns in police organizations? I believe that the relationship between the control which is desired and the ability to create a motivating environment. It is not a clear cut relationship and it can cause problems within the organization and for the employees. The problem with this relationship is that while the people in charge of the organization want a specified amount of control, they cannot accomplish this without some repercussions. We will write a custom essay sample on Motivation and Control: The Police Supervisor’s Dilemma or any similar topic only for you Order Now The difficulty lies within how to gain this control without completely alienating every employee who works within the organization. The important part of the relationship is to compromise and understand that the officers have needs which must be addressed. An example of how important that these two needs are met shows in Maslow’s Needs Theory. (Stojkovic, Kalinich, and Klofas, 2003). Maslow asserts that the officers have the â€Å"need to feel safe in their environment and free from and threat of attack by aggressors. † (Stojkovic, Kalinich, and Klofas, 2003). The relevance of this to the relationship in question is with Captain Frebe’s new strategy to micromanage the officers. This also forces the hands of the sergeants’ to take the lead as the overseer’s of the micromanagement. The officers and sergeants believe that they are being attacked by an aggressive force, and therefore, their lower needs are not being met. This causes the higher needs to decrease. A balance will not be found with the current strategy that Frebe is using. It makes the officers believe that they cannot be trusted to do their jobs. While there were a number of officers who were not doing their jobs, the changes impacted those who were doing their jobs. The system is too complex. Instead of fixing the situation, it only made it worse. The employees believed that they were unable to do their jobs because they were being micromanaged. The sergeants were angry because the fact that they were being pulled away from their duties to watch the officers and write reports about the officers performance. This was a noble idea, but it was demanding an excessive solution for the situation. If Frebe had requested that the reports were written on a less frequent basis it may have been easier to deal with. For instance a compromise could have been reached if Frebe had solicited feedback before the situation became out of hand. It would have been helpful if Frebe asked the Sergeants and the officers for their input to solve this problem. How could have Captain Frebe instituted the mechanisms for officer accountability without alienating officers? What role do officers have in creating a motivating environment within police organizations? Captain Frebe‘s first mistake was to not ask for advice or for input before implementing such strict changes. The mandatory odometer readings and the quotas for tickets seemed to be an excessive change to implement. There were some officers who were not doing their jobs, but most of the officers were doing a good job. There were other methods that should have been researched before this was implemented. One method could have been the use of the reflection of their â€Å"work performance in their pay raises. With this technique the â€Å"low ratings will hit him in the wallet† (Stojkovic, Kalinich, and Klofas, 2003). Many people are motivated by money, and for those who choose not to do their job up to standard would be paid accordingly. The other option would be to use positive feedback for a job well done. The use of positive feedback can bring and officer a† personal sen se of accomplishment (Stojkovic, Kalinich, and Klofas, 2003). Officers are either going to be motivated or not motivated. â€Å"There is no such thing as motivation† (Stojkovic, Kalinich, and Klofas, 2003). A saying that comes to mind is â€Å"I can not motivate my guys, the only thing I can do is provide them the opportunities and the environment to become motivated. † While it is not only up to the officers to be motivated, they must have others around them who encourage them in their endeavors, and appreciate the hard work that they do. The main concern is that the needs are being met of the officers, and of the organization. There is a dire need of safety and security within the environment of the policing organization. With the dangerousness of the job, officers should at least have the guarantee that while they are in the station and out doing their job that they can do it in the safest manner possible. With the added stress of monitoring so many aspects such as odometer readings and quotas, it could cause any good officer to become seriously stressed out. The officers may also take part in groups such as â€Å"Quality Circle groups† (Stojkovic, Kalinich, and Klofas, 2003). These are groups which enrich the officers and their work experience. It is an organization that promotes the â€Å"well being of the workers. These are beneficial groups who meet on a regular basis with non management members to â€Å"identify, analyze, and recommend solutions to problems within the agency. † These types of groups can make the employees feel that they have a safe haven within their reach to address concerns. Is it true that you really cannot motivate persons in organizations? If this statement i s true, then is there any role for administrators and managers in the motivation of their employees? Are there unique concerns that face police supervisors that make motivation of employees difficult? If so, what are they, and how would you address them? According to the text, there is â€Å"no such thing as a motivation. † (Stojkovic, Kalinich, and Klofas, 2003). I do believe that people who are motivated are that way because they want to do their best, this is regardless of the circumstances. It would take a great deal to cause a self motivated person to become a quitter, there is room for managers and administrators within the organizations. However the managers and administrators are not there to motivate, they are there to make money, sell a product, or maintain the organization. It does not mean that they aren’t concerned with the employees but the bottom line of getting the job done seems to be the priority. There are definitely concerns within the responsibilities of a police supervisor. They are ever-changing, with time, and with the type of employees. By this I mean that the supervisors may work better with some employees than others. However, in this type of position there cannot be favoritism, you must work and deal with everyone, regardless of whether or not you cannot stand them. The trick is how you approach the situation, hence, the employee. If you remain objective and fair, by removing yourself from a personal relationship with the subordinates it will be easier to see them on an equal level. I think that the biggest issue overall is getting your employees to do what you want without firing everyone and starting over! This is a huge obstacle. I have heard many times of organizations doing what is sometimes referred to as â€Å"cleaning house. † I believe that this should be a last resort tactic. I personally like to believe that most people want to do what is right, and given the right opportunity and environment they can learn how. I personally hate micromanagers, and I would most likely never use this tactic. I figure that if I have to micromanage an employee that they are causing problems, they do not know their job, or do not care about their job. The first option would be to offer the employee more training, not more of my micromanaging services. There is always the possibility that the employee is unsure about a procedure and needs extra help. I would try several techniques before I gave up. There are many ways that a situation like this could be addressed. I would pull the employee into a meeting so that he or she could discuss the issues, and possible solutions. I would do everything on my end to make sure that I addressed all the issues. I do not believe that people should be given up on. I know that there are many other situations a person in this position could be faced with. However, my solution would be to analyze the situation, ask questions, offer help or fins assistance, and take it from there. I believe that people should be treated as people, not just another number. How to cite Motivation and Control: The Police Supervisor’s Dilemma, Papers

International Management On Hospitality of Mandarin Oriental assignmen

Question: Describe about the Critical assessment on satisfaction of customer in hotel Mandarin Oriental in Singapore? Answer: Introduction It is to be noted that the term hospitality management is both intellectually and ironically problematic. It is ironic for the fact that it the term has emerged globally, but it does not apparently confer to its meaning. It means the process of managing and providing the provision for the accommodation, food as well as other related services in both non commercial and commercial contexts as well as voluntary services (Brotherton and Wood, 2015). The term is now more used as a descriptive label for the hotel management, restaurant management etc. it can be said that the hospitality management is a energetic business and are changing as the way to include more external issues. The business has greatly been successful as well as aggressive than it was before. According to the global Council of Travel Tourism, tourism and travel accounted for nearly about $3,575 billion (10.8% of global GDP) and provided more than 200 million jobs worldwide during 1999. There was a great impact of the I ndustry due to the economic crisis in Asia around 1997, where reducing arrival of the visitor resulted in vicious price competition. Due to the globalization the competitiveness for the industry has strengthened. It has also increased the competition of the companies that are in this hospitality industry. The companies have to become large and have to incorporate innovations so as to stay aggressive in the business (Bradi, Kosar and Kalenjuk, 2015). There are many companies that are who cut on their expenditure to save money while providing customer satisfaction. It is important to note that the effect hospitality management has on the people and the society at large. Hospitality management has a number of problems that a part of the business (Enz, 2015). They are the human resources management, the problem relating to the satisfaction of the customers and whether the people are committed to the company or whether they will remain loyal to the company is a big question. Todays hospitality business are governed totally by the technology be it in the form of new machines that aid in the process of the service being delivered or the computerized mode of services. There are various challenges that are faced by the hospitality industry today. Gathering the data for the preferences of the customers so as to serve them in a better way is essential for the business (Foss and Stone, 2015). How the industry can integrate and implement new customers? This is a very common challenge faced by the companies in this sector. The use of the social media is a big way that the companies can to draw more and more customers. How the demanding needs of the customers are met? How the companies are able to generate more revenue and lower the cost? These are some of the few challenges that the companies face in the hospitality sector. With more and more companies emerging it is making the market place more competitive (Grigoroudis and Siskos, 2015). The companies need to co nstantly innovate and improve their performances so as to draw more customers as well as retain the customers. An overview of the Hotel: Mandarin Oriental Hotel was first built in the year 1963 in Hong Kong. The hotel was previously called the Mandarin. By the year the company employed 6000 employees and operated 12 hotels worldwide. The Mandarin Oriental Hotel is a brand that always looks up to the traditional values, elegance and runs on the concept of delighting the guests (2012 Sustainability Report, 2015). It needs to be seen that with the rising in the competition, the hotel needs to customize and differentiate it from the others so as to meet the customer satisfaction. The oriental charm of the hotel, along with the use of the improved technology, the good food and beverages and the Mandarin Oriental Spa, have always tried to meet the needs and the demands of the customers. There are two big ball rooms in the hotel, special boardrooms for significant meetings, 14 suites and a quantity of changeable sized purpose rooms. Furthermore, the hotel is also facilitated with Business Center accessible to its visitors. The customer feedback and the guests are vital for the success of the organization. Mandarin Oriental Hotel uses a third party company to survey the customers or the guests to find whether they are satisfied with their stay in the hotel or not through a structured questionnaire which they provide the customers after their stay via online. It is seen that the Mandarin Oriental Hotels overall satisfaction rating was 87 % in 2013 and it was consistent to the 2012s result. The hotel has an annual footfall of 35000 guests and each of the guests is evaluated to find whether they like the services provided by the Mandarin Oriental Hotel (2013 SUSTAINABILITY REPORT, 2015). Delighting the guests Mandarin Oriental has the vision that it will provide guests more than their expectations on a regular basis. The hotel is aimed at providing personalized services to the guests on a regular basis. There is an innovative method that the people of the hotel have adopted, that is they allow the staffs and the colleagues to know their guests and by doing so, the staffs can delight the customers as well as surprise them. It is good to know that the Mandarin Oriental Hotel maintains some quality measurement process so as to monitor as well improve the performances of the people in the hotel in terms of the delivery of the services. Some of the measurement standards that the company uses are Leading Quality Assurance, the Forbes Travel Guide, American Automobile Association (AAA), and the Michelin Guide. Last year Mandarin Oriental has achieved the Five Star status given by Forbes, and the restaurants were given 13 Michelin stars, which was more than any other group of hotel in the world. Customer satisfaction and its importance in the productivity of the business It is to be noted in the context of the hospitality industry and in case of Mandarin Oriental, customer satisfaction is very necessary. The increased customer satisfaction leads to a greater loyalty of the customers. It is also an important aspect that through the increased customer satisfaction, there is more chance that the companies will earn more revenues since the loyalties of the customers will remain with the hotel (Ashton and Sung, 2015). The more the customers are satisfied the more there is chance that the products and the services of the company will be more sold in the market. There is a chance that the satisfied customers will generate more customers for the company by means of reference. Once a customer is satisfied with the services of the hotel, he or she will refer the name of the hotel to others who will seek advice from him or may he may convey this by himself (Cribbin and Kennedy, 2015). There arises a question that whether it is possible that the companies may pr ovide lesser customer satisfaction and yet have a higher level of productivity? Though it can be said that the companies may generate more productivity but their customer base will gradually decrease if they do not find anything innovative or tempting in the services that the hotel provides (Holjevac, Markovi and Raspor, 2015). Service quality and loyalty of the customers The quality of the products and the services are the most important aspect in the delivery of customer satisfaction. Services of the company are becoming an important aspect not only nationally but also globally (Inc.com, 2015). The companies have to innovate the way they are providing the services, moreover they need to remain ahead of the competitors in the market. Then only the companies will survive in the fierce competition. Caruana (2002) argues that the behavior of the people is an important aspect to measure the loyalty of the customers. Behavior of the people towards a service is important for the company to identify whether the people is loyal to the companys products and services (Hospitality, Travel, and Tourism: Concepts, Methodologies, Tools, and ..., 2015). It is the first experience of the customers that is the most important in building a relationship with them. The more the people or the staff of the hotel associate with the customers or the guests, the more they wi ll be successful in providing better services to the people, and hence derive more customer satisfaction (MANDARIN ORIENTAL HOTEL GROUP, 2015). Not only the products and the services, but the attitudes, behaviours and the way of con duct of the employees of the hotel has also a influence on the guests and they feel secure, homely and an atmosphere they can associate with. Services of the Hotel Mandarin Oriental Mandarin Oriental Hotel has six eating and dining choices as well as a lounge and bar. Of all these, Dolce Vita, Cherry Garden, and MELT ~ The World Caf have both been acknowledged for cooking brilliance. This hotel Mandarin Oriental, Singapore has an outsized ballroom along with fourteen assembly rooms (Mandarin Oriental Annual Report, 2013). The Oriental Club The Oriental Club Lounge, situated on the crest floor of the hotel lodge, is a meant for personal use for visitors who resides in 21st and 19th floor. The entry to the lounge consists of panoramic vision of the marina, complimentary blend, and conference place. The club oriental is the biggest lounge in hotel throughout Singapore (Hotel mandarin, 2010). The Spa The Spa at the hotel consists of six management rooms, along with pair of two groups, a segment for split manicure and pedicure section, a tea loaf for free time and one-to-one conversation region and a rubdown area (Mandarinoriental.com, 2015). Bars Restaurants Dolce Vita: This is an Italian restaurant which is headed by Michelin celebrity Executive cook Marco Pedrelli. Morton's, The Steakhouse: a conventional steakhouse bought from abroad i.e. the United States Cherry Garden: This is a restaurant which serves Cantonese cuisine MELT ~ The World Caf: This is a restaurant contributing a dramatic dining understanding by method of "show kitchens" Axis Bar and Lounge: This is a cocktail lounge neglecting Marina Bay Wasabi Bistro: This is a restaurant presenting a menu which is encouraged by Japanese and Californian cooking style. Some of the guiding principles on which Mandarin Oriental works Delighting the guests- the hotel strives to deliver to the people world class services. they try to listen to the needs of the guests as well as their requirements, an d they try to respond to the needs of the customers in timely and accurate manner (Mohg.snaphire.com, 2015). They make sure that the services that they provide to their guests are according to their needs. Moreover they are committed to deliver more than the expectations of the people. Cooperation with the colleagues- the management of the Mandarin Oriental believes that the employees will be able to deliver efficiently if they are work together as a team. The employees need to have mutual respect in order to serve the guests. This will in turn lead to the overall productivity of the group rather than the growth of an individual (Mandarin Oriental Annual Report, 2013). Performance appraisal- Mandarin Oriental always tries to maintain the fairness, integrity and honesty in the business. The employees try to maintain internal as well as external relations with the guests so that they are able to live up to their expectations. Moreover the employees are rewarded if their performances are up to the expectations. They try to bring out the best from their employees so that they are able to deliver their best. The various activities that the hotel initiated to deliver customer satisfaction The Hotel of Singapore makes a thorough attempt keep contact with their clients through their reviews and feedback, quick replies to each admiring comment or criticism they achieve and client focus gatherings. The hotel then merges this contribution with other statistical input to generate a bulletin Service Performance Index that is very familiarly seen all the way through the hotel (Hotel-online.com, 2015). Mandarin Oriental encourages every hotel of their group to influence the local and the sustainable suppliers for the products and the services so that that they are able to engage the local people in their activities thus in a way they are trying to look at the satisfaction of the customers. It is so because the local people are aware of the needs and the cultural influences that the people have. Thus they are able to serve the people much better. The company employed 12,095 employees in the various hotels throughout the world. They try to employ people from diverse culture from across the world and promotes that there are equal opportunities for the people in the workplace. There are people in Mandarin Oriental who are independent of race, nationality, ethnicity and gender. This is done so as the employees feel that they are equal in the company and thus they treat their customers with equality and respect. Moreover if the employees are satisfied, they will look at the fact that that the guests are also satisfied (Linking Employee Satisfaction with Productivity, Performance, and Customer Satisfaction, 2015). The main aim of Mandarin Oriental is to look at the customer satisfaction as they keep the interest of the customers at their heart no matter what they do. Thus the employee motivation and the benefits will eventually lead to the satisfaction of the customers (McKay, 2015). There are 41% women employees among the total workforce. It is to ensure that the women feel free to interact with the hotel staff without any fear. Moreover the employees are provided state of art training so that they are able to serve the guests better. Recommendation The company should maintain and build relationships with the guests in order to provide an experience for the people which are problem free. The hotel wishes to provide the guests a personal recognition by providing a problem free experience. The company should build these personal relationships so as to tie the business together along with providing customer satisfaction (Intelligent Resort Management, 2015). The study indicated that the workers are significant to all features of processes. This commonality of critical success factors is somewhat unusual, as it could have been expected that different hotels had different success factors that were unique to their own operation. The manpower and planning of the talent plays an important role and it needs to be executed; so as to create success for the company. The people should be well trained and motivated in order to generate customer satisfaction and grab more people with their services (Seals, 2015). The hotel is planning to make a Guest History network so that the company is able to look at the history of the customers of any one of the hotel of the group. It is done so as to seek the experience of the customers even if it is the first time experience of the customers in a new hotel. This is an innovative experience foe the people as they can expect their favorite drink which they had tasted in Oriental Bangkok being served to them in Oriental Singapore. This are some of the ways that the company needs to maintain so that the customers feel satisfied and have a pleasant stay in the hotel. Moreover the hotel Mandarin uses telephonic follow up of the guests who have stayed in the company. Mandarin Oriental should make the people feel special and lat them know that their opinions are valuable for the success of the company. Moreover these opinions are assets for the company in improving their services towards the people. Mandarin Oriental believes that whatever changes that the company makes will ultimately lead to the customer satisfaction in the future. In conclusion as it is the employees that provide the superiority of the goods and services in hotels, the staffs have been acknowledged as a significant accomplishment issue across all the hotels in the main study (Szulanski, 2015). All the way through this survey the hotel also seek the consumers views on some anticipated products or services which the hotel is considering to introduce. Conclusion One thing needs to be kept in mind that unable to meet the customer satisfaction does not necessarily mean that it is customer dissatisfaction. It is essential to believe that the services to the people are the only source by which the hospitality sector will be able to generate profit and at the same time customer satisfaction. It is obvious from the study that the hotel workers are making incomplete links among significant achievement factors and performance extent even although the hotel operators do calculate some significant achievement factors such as client satisfaction and worker performance and standard other factors such as standard of service, property, and goods with their contestants. This imperfect deliberation of significant success issues is apparent to the impact on trade achievement. This may be due to the difficulty of the extent of a number of these factors; on the other hand, it is also probable to be another expression of the unsophisticated approach to routine measurement that has been recognized by this study (Mandarinoriental.com, 2015). It must be noted that the training provides the staff of the hotel self confidence to perform much better. The communication process needs to be well managed so that the staffs are able to communicate with the guests and also act according to the situation without seeking the guidance or the approval of the actions that they do (Mandarin Oriental International Limited Annual Report 2012, 2015). The staffs are trained to so that they are able to solve the problems of the customers and are able to serve them better. With the improvement in the technology and modern techniques they are able to provide the people with better services to ensure that the customers or the guests get a life time experience during their stay in the hotel. one more thing that the staffs need to ensure is that the people or the guests are followed up so that they are able to record their experience and keep them loyal to the company. References 2012 Sustainability Report. (2015). 1st ed. [ebook] mandarin oriental hotel group. Available at: https://files.mandarinoriental.com/sustainability/2012-1/files/inc/458adc1220.pdf [Accessed 22 Mar. 2015]. 2013 SUSTAINABILITY REPORT. (2015). 1st ed. [ebook] Mandarin Oriental Hotel Group. Available at: https://files.mandarinoriental.com/sustainability/2013/files/inc/fb08f4529f.pdf [Accessed 22 Mar. 2015]. Ashton, D. and Sung, J. (2015).Supporting Workplace Learning for High Performance Working. pp.40-42. Bradi, M., Kosar, L. and Kalenjuk, B. (2015).Business Guests Satisfaction in the Hotel Industry: A Case Study of North American Hotel Chains. 1st ed. [ebook] Available at: https://dgt.pmf.uns.ac.rs/turizam/arhiva/vol_1702_2.pdf [Accessed 22 Mar. 2015]. Brotherton, B. and Wood, R. (2015).Key Themes in Hospitality Management. 1st ed. [ebook] Available at: https://www.uk.sagepub.com/upm-data/19056_5047_Brotherton_Ch01.pdf [Accessed 22 Mar. 2015]. Cribbin, J. and Kennedy, P. (2015).Lifelong Learning in Action: A Life's Work. Enz, C. (2015).Hospitality Strategic Management: Concepts and Cases. Foss, B. and Stone, M. (2015).Successful Customer Relationship Marketing: New Thinking, New Strategies .... Grigoroudis, E. and Siskos, Y. (2015). Customer Satisfaction Evaluation: Methods for Measuring and Implementing ... By. Holjevac, I., Markovi, S. and Raspor, S. (2015).Customer satisfaction measurement in hotel industry: content analysis study. 1st ed. [ebook] Available at: https://bib.irb.hr/datoteka/397335.PAP039.pdf [Accessed 22 Mar. 2015]. Hospitality, Travel, and Tourism: Concepts, Methodologies, Tools, and ... (2015). Management Association, Information Resources. Hotel-online.com, (2015).Mandarin Oriental Hotel Group Continues Rollout of IDeaS Revenue Management Solution / Aug 2001. [online] Available at: https://www.hotel-online.com/News/PR2001_3rd/Aug01_IDeaSMandarin.html [Accessed 22 Mar. 2015]. Inc.com, (2015).7 Ways to Improve Employee Satisfaction. [online] Available at: https://www.inc.com/guides/201105/7-ways-to-improve-employee-satisfaction.html [Accessed 22 Mar. 2015]. Intelligent Resort Management. (2015). 1st ed. [ebook] Available at: https://buildingsolutions.honeywell.com/en-US/newsevents/resources/Publications/honeywell-hbs-integrated-resorts-brochure.pdf [Accessed 22 Mar. 2015]. Linking Employee Satisfaction with Productivity, Performance, and Customer Satisfaction. (2015). 1st ed. [ebook] Available at: https://www.keepem.com/doc_files/clc_articl_on_productivity.pdf [Accessed 22 Mar. 2015]. Mandarin Oriental Annual Report. (2013). 1st ed. [ebook] Available at: https://photos.mandarinoriental.com/is/content/MandarinOriental/corporate-13arMOIL [Accessed 22 Mar. 2015]. Mandarin Oriental Hotel Group. (2015). 1st ed. [ebook] Available at: https://www.hkma.org.hk/qa/past_winner/summary_pdf/mandarin_oriental.pdf [Accessed 22 Mar. 2015]. Mandarin Oriental International Limited Annual Report 2012. (2015). 1st ed. [ebook] Available at: https://photos.mandarinoriental.com/is/content/MandarinOriental/corporate-12arMOIL [Accessed 22 Mar. 2015]. Mandarinoriental.com, (2015).Our Company | Mandarin Oriental Hotel Group. [online] Available at: https://www.mandarinoriental.com/about-us/ [Accessed 22 Mar. 2015]. McKay, L. (2015). Anywhere Is Everywhere. [online] Available at: https://www.destinationcrm.com/Articles/Editorial/Magazine-Features/Anywhere-Is-Everywhere-72089.aspx [Accessed 22 Mar. 2015]. Mohg.snaphire.com, (2015).Careers | Mandarin Oriental Hotel Group. [online] Available at: https://mohg.snaphire.com/home [Accessed 22 Mar. 2015]. Seals, T. (2015). Mandarin Oriental Investigates Data Breach Incident.Infosecurity Magazine. [online] Available at: 2012 Sustainability Report. (2015). 1st ed. [ebook] mandarin oriental hotel group. Available at: https://files.mandarinoriental.com/sustainability/2012-1/files/inc/458adc1220.pdf [Accessed 22 Mar. 2015]. [Accessed 22 Mar. 2015]. SuccessFactors supports Mandarin Oriental Hotel Group global growth Strategy. (2015). 1st ed. [ebook] Available at: https://www.successfactors.com/static/docs/Mandarin_CaseStudy_final_art_CRAIG_approved_JM_0121.pdf [Accessed 22 Mar. 2015]. Szulanski, G. (2015).Mandarin Oriental Hotel Group. 1st ed. [ebook] Available at: https://www.insead.edu/facultyresearch/faculty/documents/Mandarin_Oriental-A-w.pdf [Accessed 22 Mar. 2015].