The Caesars Tahoe 1. The areas that affect the Caesars Tahoe Company Shareholders Customers HRD Advisors Competitors The Caesars Tahoe Finance Sales Team Employees Infrastructures Local Vendors Government Policy

Attitude toward Change 2. Diagnostic Method and Process for the Caesars Tahoe Attitude toward Change : The organization and Attaway is very open and aware of the need to change. Purpose : The organization has a clear goal to make the Caesars Tahoe meet the aggressive financial goals by achieving increased profits in sales. environment Attitude toward Change Purpose Organization al Relationships : The organization needs to build up more employee engagement. There is low morale and low motivation in employees. Also, they need to work together with locals (considering business is greatly influenced by locals in rural areas). Structure : The organization needs to focus on a recruiting system since there are high turn over rates (60% annually). Also, training and development is needed to increase employees’ morale. Structure Relation -ships Process Indivi -dual level Rewards Leader -ship Rewards : The organization needs to increase the payment for employees. Employees get only $6 per hour. Leadership : The organization needs a firm leadership building. The leaders do not closely communicate with employees. Figure 1 Diagnosis Model for the Caesars Tahoe (The Six-Box Weisbord’s model )

3. The SWOT Analysis and Interventions for the Caesars Tahoe * O: Organization Level, I : Individual Level, P: Process Level Context Content Intervention* Output Strength Natural environment A good brand image Located at beautiful lake Tahoe Customers are loyal to Caesars brand image Advertise the natural beauty of lake Tahoe to potential customers (P) Offer outdoor activities for customers (P) Increase in sales and boost tourism industry in lake Tahoe Weakness Lack of cultivating locals Low employee morale Unclear business goals Decrease in sales Caesars did not cooperate with locals High turnover rate Aggressive sales goals Create joint business opportunities with locals (P) Training employees (I) Redefine business goals with the mother company (P) Synergy creation with locals High employee engagement Clear objectives will help to target the same goals efficiently Opportunity Need strategic goals to meet financial goals The general manager is aware of the need of assessment Closely communicate with HRD professionals and the mother company (P) The initiatives for change and improvement will be implemented Threat Government Policy Constraint Las Vegas and Reno’s development Lack of gambling in young generation Declination of convention and hotel business High turn over rate Tourism regulations exist Large numbers of customers visit Vegas or Reno, losing Caesars market share Be more environmentally aware (Going green) (O) Develop good package deals and events (P) Redesign hotel rooms and other facilities to attract younger generations (O) Recognize employees’ success and contributions (I) Added value services will attract potential customers with unique experiences Reduce employees’ turnover rate

Reference Preziosi, R. C. (1980). ORGANISATIONAL DIAGNOSIS QUESTIONNAIRE (ODQ). The 1980 annual handbook for group facilitators, 112-120.