Introduction: The Royal Thai Hotel is one of the prestigious 5 star hotel located in Bangkok. The hotel is having the manpower of around 7000 satisfied employees. All the employees of the Thai hotel were paid as per the market rate salary with the job security and with the yearly bonus of around four salaries in spite of the company’s overall performance during the year. The company was further purchased by an American Hotel chain for its business expansion in the Thailand. Brett Williamson was selected as the General Manager of the Hotel, who is an American and is having an experience of the management for the last 10 years. Williamson is known for his success in the previous work and helps in growing the business that is in losses and with the low morale. In the case study, Brett Williamson applied the employee empowerment in the Thai hotel and to go beyond the guidelines and standards for servicing the hotel guest as per their needs. He also empowered the employees to take a decision at their own level for the minor issues. Williamson also changed and reduced the administrative control which in turn resulted in to the bureaucratic procedures which are to be followed by the Thai Hotel. According to Williamson the implementation of the empowerment practice is to increase the performance of the Hotel whereas it has resulted in increased complaints of the consumers and also deteriorates the performance of the hotel. This increased the stress among the employees and increased absenteeism and pointing the other employees mistake with least cooperation among the employees. Answer no 1: In the case, Williamson focused on the empowerment which will empower the employees with the certain degree of responsibility and autonomy for taking a decision in the certain task of the organisation. This allowed the lower level employees of the Thai hotel to take decisions at their own level where there is a unique view about the issues and the problems which the organisation is facing at a certain level. In the case, the employees are given the power to task certain decision for the minor issues at their own level and can come to him for discussing the major issues which are not good for the organisation. While giving the employees with the decision making power Williamson has to ensure that the employees have the access to taking such decision at their own level (Sawchuk, 2001). The employees are not having the clarity which are the major issues and which are the minor issues which created a lot of conflicts among the employees and the supervisors. Williamson brought certain changes in the administrative and bureaucratic procedures of the organisation. Williamson delegated the decision making process to abut at times when the employee visited him for the suggestion, and said to approach him on the major issues only such as when the hotel is on fire. With providing the decision making at a lower level, he must have the watch on the decision making of the employees and is to provide the feedback related to their work at regular interval of times (Miller, 2003). The feedback must have helped the employees to know what they are doing and to guide them in the right direction if something wrong is happening. The employees taking good decisions at times in satisfying the guest needs are not even recognised and rewarded for their work which also created a sense of dissatisfaction among the employees. Due to the increased level of stress, there is the environment of pinpointing the people which are not to happen whereas Williamson has to focus on what is wrong within the work system which resulted in the failure of the employees in the work in spite of finding wrong within the employees (Miller, 2003). There was a gap in the communication, in spite of getting frustrated from the questioning of the managers he must have listened to them and ask questions how such issues can be resolved (Miller, 2003).  References Miller, P. (2003). Workplace learning by action learning: a practical example. Journal of Workplace Learning, 15(1), pp.14-23. Sawchuk, P. (2001). Trade union‐based workplace learning: a case study in workplace reorganization and worker knowledge production. Journal of Workplace Learning, 13(7/8), pp.344-351.