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Question: Discuss about the Management Issues in Wiycr. Answer: Introduction: The report aims to discuss about the various issues emerging in a popular resort situated in The British Virgin Islands. The basic problems hampering the growth of West Indies Yacht Club Resort are regarding the expatriate manager turnover. It resulted in grievance in the guests as well as local employees (McNulty Selmer, 2017). The report contains identification of the problems, detailed analysis of their reasons and few recommendations that may help the resorts progress. Discussion: In order to identify the emerging problems in West Indies Yatch Club Resort a detailed interview of all the expatriate employees as well as the local employees was taken. The local employees who were supposed to be responsible for this unmanageable situation, added a lot more information to understand the reason of these problems (Medlik, 2016). As the higher authorities had experienced, the main problems center round the actions of the expatriate employees and their perspectives. The main problem lies in the fact that the expatriates were not been able to gel with the locals. Some of the problem lies within the organization itself. These led to poor room services and affecting water sports which is the chief tourist attraction of the resort. Therefore, the guests were complaining about the resorts services. The situation became more problematic because of the governments regulations forbidding the resorts to have lay off local staffs. Even if the government has given plenty benefits and opportunities so that the local people can learn the executive works, they are not interested in learning this kind of course and less enthusiastic about working hard and earn more money. They have taken their jobs for granted and feel no commitment with their service. The problems are not only ignited by the locals but also for the internal governance of the organization. The President of WIYCR Joe Kimball has left the habit of visiting the resort in peak seasons. He remains busy with his other organizations and knows very few of his employees. Marketing and Special Promotions Director Tom Fitch stays few days in peak seasons and is an expatriate. Most of the higher authorities remain busy in meetings and behind the curtain therefore do not maintain any public relations. After visiting the spot, the problems became more understandable. From the executives point of view, the locals are incompetent due to the high illiteracy rate in that region therefore unable to understand the verbal instructions and need physical demonstration (Dumas, 2016). According to the Rooms Division Manager Kristin Singiser, the guests are not satisfied with the room services not only because of the inattentive employees but also for the imprudence of the higher authorities in Chicago Office who book 20% of rooms in the peak season without letting the manager know anything. Therefore, the concerned manager is compelled to beg for inconvenience and the staffs face angry guests. The interview with some local employees reveal the fact that they do not intend to serve as managers as it needs more efforts which may compel them to leave their comfort zone as well as relaxed behavior (McGarry O'leary, 2013). They are not willing to sacrifice their happy, sloth life instead of earning little more money. However the interview also reveals that from a local employees point of view, even if he intend to mingle with an expatriate and take interest in the work he is assigned with, the expatriates do not take it seriously. Moreover, the managers allow some senior employees to avoid their tasks. It is because fitting with the employees is more important than good impression (Csikszentmihalyi, 2014). The interview with the guests discloses the facts that they are very much disappointed with the services and responses of the staffs. They have spent dollars for enjoyment, relaxation and surprising experiences. Instead, they feel very irritated standing long for a drink or waiting for staffs to fix the problems of room amenities. They do not even get assistance in the water sports for the kids, one of the chief marketing strategies of the resort. The complaints are about the incompetence, inappropriate behavior and unresponsiveness of the local staffs (Sawyer Gomez, 2012). Therefore, the tourists prefer expatriates who are passionate and skilled in their works. The guests feel there is a lack of innovativeness in the planning and execution of the resort authority. They completely ignore the seasonal celebrations as Christmas or Easter celebrated in winter when most of the guests visit Caribbean for its alluring weather. At the time of interview, the tourists could name the staffs t hat had helped them in their problems. Recommendations: The information from the interview with the expatriate employees, local staffs and the resort guests has helped in understanding the deep-rooted problem of West Indies Yacht Club Resort (WIYCR). It is clear that the resort authorities need to bring some changes in their policies to resolve the problems concerning expatriate turnover, growing guest dissatisfaction, and the level of anxiety between the expatriate managers and the local staffs. First, the resort authority must take care of the internal governing policies that largely depend upon the decisions taken in the head office in Chicago. The higher executive officers need to engage themselves in increasing public relations by visiting the guests more often and ask for feedback. They also need to be well connected with the employees by asking for reports, spending more time in peak season and feeling the employees work pressure. Secondly, as the idea of tourism and hospitality go hand in hand, the management must recruit the staffs that are more presentable and can interact with the guests. In order to solve this issue, the expatriate staffs need to replace some of the local staffs who seem to be inattentive to the guests. Thirdly, the resort authority needs to understand the culture of the local employees and use the workforce prudently. Instead of engaging them in housekeeping or guest management, the locals should be given those tasks with which they can connect more easily. It includes taking the tourists in jungle hikes, sea turtle conservation, exploring less inhabited islands, organic cooking and underwater snorkeling (Apostolopoulos et al., 2013). The authorities can celebrate native cultural programs or carnivals on Ash Wednesday or the days leading up to Lent which will attract tourists. The authority can give responsibilities of arranging these carnivals on the local employees, as they are the best people to handle. They can arrange exhibitions where the local villagers can sale handicrafts or local cuisines and entertain the guests. This will increase the connection between the natives and the expatriates as well as the organization will not incur any cost. Fourthly, in order to solve the problems between the locals and the expatriates, originated from the cultural gap, the expatriates should understand and empathize with the culture and religion and the place; they have to come to work. It includes learning local dialects, cooking local cuisines, visiting the natives places and village fairs more often and encouraging the fellow employees and appreciating them (Mason, 2015). Finally, the idea of changing resorts within a year leaves an effect on the emotions and behaviors of the local employees. The resort authority should be stricter about the employees behavioral traits and encourage them to work passionately. Following these possible methods, the resort can regain the top most position that it one occupied. Conclusions: Therefore, from the above analysis it can be concluded that the issues that hinder the growth of the resorts business, are center around the communication gaps and lack of strategy. In order to run any organization, there must be a peaceful co-existence among the employees. Both the expatriates and the locals need to be cooperative and supportive to each other. However, planned and innovative changes will be able to change the picture and help West Indies Yacht Club Resort to reach its desired position. References: Apostolopoulos, Y., Leivadi, S., Yiannakis, A. (Eds.). (2013).The sociology of tourism: theoretical and empirical investigations(Vol. 1). Routledge. Csikszentmihalyi, M. (2014). Society, culture, and person: A systems view of creativity. InThe Systems Model of Creativity(pp. 47-61). Springer Netherlands. Dumas, P. E. (2016). Introduction. InProslavery Britain(pp. 1-8). Palgrave Macmillan US. Mason, P. (2015).Tourism impacts, planning and management. Routledge. McGarry, J., O'leary, B. (Eds.). (2013).The politics of ethnic conflict regulation: Case studies of protracted ethnic conflicts. Routledge. McNulty, Y., Selmer, J. (Eds.). (2017).Research Handbook of Expatriates. Edward Elgar Publishing. Medlik, S. (Ed.). (2016).Managing tourism. Elsevier. Sawyer, S., Gomez, E. T. (Eds.). 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