Please read the case study attached and answer the following question below.NOTE: This is NOT a research paper or essay. It is only Q&A1) Identify and describe the kind of culture at the Marriott. Provide an example from the case to support your answer. The 154th Marriott hotel was opened in the Caribbean in Port-au-Prince, Haiti; and its veryexistence is a testimony to Marriott's unusually strong commitment to its people. When theearthquake devastated the country in 2010, Bill Marriott, the company's executive chairman andits CEO for 40 years until 2012, wanted to do something to help. He built a hotel in Haiti whichwould give back in the form of jobs, economic activity, and opportunity for local suppliers. Theresult was a unique partnership with the Digicel Group and the Clinton Foundation. The hotel ispure Marriott but inside are local touches from signature metal works, papier-mâché skullshanging on the wall behind the check-in desk, traditional Haitian tin art, voodoo flags, tocontemporary photography and stone and wood sculpture; the deep, vibrant art culture of Haitiis on display.Like in Haiti, its unique culture and philosophy of taking care of employees is behind all ofMarriott's policies, procedures, and other management systems which guide behavior anddecision-making. "Culture is the life-thread and glue that links our past, present, and future saysBill Marriot. Marriott is committed to upholding its core values - Putting People First, PursuingExcellence, Embracing Change, Acting with Integrity and Serving Our World. These valuesresonate with its associates and support the company's vision to be "the world's favorite travelcompany." In this commitment, Marriott collaborated with Haiti's Ministry of Tourism to build theskills and training of Haiti's hospitality workforce. "Merci, merci." said Haiti's Minister of TourismStéphanie Villedrouin as two cultures meshed.Marriott maintains a multigenerational workforce. Their employees, called 'associates' arehappy; and they refer to each other as 'family.' Thirty percent of new hires are referred byexisting associates, and more than 10 percent of U.S. associates have more than 20 years ofservice. The Corporation offers competitive wages and salaries, bonuses and merit-basedpayment plans; dry cleaning services, a gym, daycare, and an array of wellness initiati ves.There's flexible scheduling, an employee assistance line available in English, Spanish andCreole, health care benefits and travel benefits where employees get discounts on room ratesfor themselves, family and friends. Employees worldwide are offered awards for outstandingperformance in one of the biggest events of the year: the Awards of Excellence - an Oscar-styleceremony that recognizes employees.Marriott's workforce is highly diverse with staff speaking some 80 languages and coming from awide range of backgrounds and educational levels. The Hotel's principle is 'hire friendly, traintechnically;' and recruits primarily based on personality and attitude using tests for a goodperson-job-fit and then train employees to perform their jobs. To this end the company has developed the 'Marriott Way'- First 90 days' corporate induction program where staff learns thetechnical part of the job along with the corporate culture and key aspects of customer service.Chairman and CEO J.W. Marriott Jr.'s management book The Spirit to Serve,' is requiredreading for all new hires. It covers everything from stories how his father bought his first A&WRoot Beer stand in 1927, to how to do just about anything involved with the hotel. 'The Spirit toServe' is also in every hotel room. All this may sound more cult than corporate culture. Andwithin the hospitality industry, Marriott does indeed come in for its share of teasing about itsalmost religious adherence to the tenets of the "Marriott Way." As part of the orientationprogram, new staff is invited to spend one night free at the hotel as a guest to experience first-hand the high quality of service. Marriott also cross-trains employees; one employee may trainto perform several jobs, to learn different aspects of the hotel and that makes the team efficient.wwwpMarriott prides itself on its informal culture, with senior managers walking about daily to speakand interact directly with staff to give direction. There is a strong emphasis on communicationand involvement especially to set specific goals to help team members maintain their focus onresults. Indeed this forms part of the Marriott philosophy which states that 'no manager is toobusy to talk to an associate'.With a culture that encourages long tem growth and development, the hotel group promotesfrom within; so the corporate culture is passed from one generation of managers to the next.Elevating veterans to positions of leadership helps pass on the soul of the business to others.Marriott offers an extensive mentoring and coaching program and an environment that fosters itto ensure that all managers possess the requisite skills to build strong working relationships withassociates. "In our leadership training," says Nancy Curtin Morris, Marriott's National Director ofTraining, "the key to successful leadership and communication in this complex hotelenvironment is self-awareness and awareness of others. Managers are exposed to how self-understanding and the ability to 'read' others can make a big difference. Communication can betailored to the recipients, and the communicators know when they are not getting through. Usingthe Myers-Briggs Type Indicator assessment and the Big Five Personality frameworks,managers also discuss how personality types and preferences may affect team effectiveness. |The result is improved teamwork - and that is where the payoff comes in."Like in Haiti, the corporate culture at Marriott has been strongly influenced by the principles ofits founder JW Marriott Sr. who repeatedly stressed the values associated with its corporateculture and management style today. Everything he did was based on his uncompromisingbeliefs in treating people fairly, working hard, paying close attention to details, and listening toand giving customers what they wanted. Collectively, these values and beliefs form Marriott'smanagement philosophy- the foundation on which the company was built and the superstructureon which its future growth depends. The current chairman and CEO, J.W Marriott Jr., his sonhas ardently followed these principles to this day.

Workplace culture can be defined as the character of the business and it varies from business to…

The 154th Marriott hotel was opened in the Caribbean in Port-au-Prince, Haiti; and its very existence is a testimony to Marriott's unusually strong commitment to its people. When the earthquake devastated the country in 2010, Bill Marriott, the company's executive chairman and its CEO for 40 years until 2012, wanted to do something to help. He built a hotel in Haiti which would give back in the form of jobs, economic activity, and opportunity for local suppliers. The result was a unique partnership with the Digicel Group and the Clinton Foundation. The hotel is pure Marriott but inside are local touches from signature metal works, papier-mâché skulls hanging on the wall behind the check-in desk, traditional Haitian tin art, voodoo flags, to contemporary photography and stone and wood sculpture; the deep, vibrant art culture of Haiti is on display. Like in Haiti, its unique culture and philosophy of taking care of employees is behind all of Marriott's policies, procedures, and other management systems which guide behavior and decision-making. "Culture is the life-thread and glue that links our past, present, and future says Bill Marriot. Marriott is committed to upholding its core values – Putting People First, Pursuing Excellence, Embracing Change, Acting with Integrity and Serving Our World. These values

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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