Overview Of Hotel Marriott Tourism Essay

Overview Of Hotel Marriott Tourism EssayMarriott International, Inc.is a worldwide operator and franchisor of a broad portfolio of hotels and link lodging facilities. Founded by J. Willard Marriott, the company is now led by son J.W. (Bill) Marriott, Jr. Today, Marriott International has ab appear 3,150 lodging properties located in the United States and 67 other countries and territories.Marriott International was formed in 1992 when Marriott Corporation split into two companies, Marriott International and Host Marriott Corporation.In 2002 Marriott International began a major restructuring by spin around off many Senior Living Services Communities (which is now part of Sunrise Senior Living) and Marriott Distribution Services, so that it could focus on hotel ownership and management. The changes were completed in 2003.In April 1995, Marriott International acquired a 49% interest in the Ritz-Carlton Hotel Company LLC. Marriott International owned Ramada International Hotels Res orts until its sale on kinfolk 15, 2004 to C mop upant. It is the branch hotel chain to serve nourishment that is completely free of Trans fats at all of its North American properties.In 2005, Marriott International and Marriott Vacation Club International comprised two of the 53 entities that contributed the maximum of $250,000 to the second inauguration of President George W. Bush.On July 19, 2006, Marriott announced that all lodging buildings they operate in the United States and Canada would become non-smoking beginning September 2006. The new policy includes all guest rooms, restaurants, lounges, meeting rooms, public space and employee employ argonas.Marriott International announced today the signing of four additional hotels for its portfolio in India, bringing the total to 29 properties now under construction or in planning in India. When all are opened by the end of 2013, Marriott International bequeath have 40 hotels under management in the country today, Marriott man ages 11 hotels in India represented by five denouncesMarriott International will introduce its moderately-priced Courtyard by Marriott brand in Vietnam, under a management agreement announced today with CY Ham Tan Resort restrain Company. When opened in 2012, the property will be the first high-quality, internationally-branded mid-tier hotel in the area.ORGANIZATION CULTUREHandy suggests that we can classify organisations into a broad contrive of four cultures. The formation of culture will depend upon a whole host of factors including company history, ownership, organisation structure, technology, critical business incidents and environment, etc.The four cultures he discusses are Power, Role, Task and People. The purpose of the analysis is to assess the degree to which the predominant culture reflects the real needs and constraints of the organisation.Strong CultureCulture is the life-thread and glue that cogitate our past, present, and future. J.W. Marriott, Jr.Fair treatmen t of associates and to providing advancement opportunitiesDo Whatever it Takes to Take Care of the CustomerActively supports community and volunteerismPay extraordinary attention to compass pointCreativityPride in their physical surroundingsOur people are the most historic assetEnvironment that supports associate growth soulfulnessal cultureReputation of employing caring, dependable associates, who are ethical and trustworthyHome- give care atmospherePerformance-reward systemPride in name, accomplishments, successCourtyard is a very popular brand in India and is expanding rapidly, said Rajeev Menon, area vice president for India, Pakistan, the Maldives and Malaysia. It offers excellent value in the mid-tier market that is currently underserved. The hotels adapt well to the lifestyle needs of both its domestic and international guests.COMPARISON WITH HOTEL INDUSTRYIn the world of hospitality the customer reigns supreme. In format to remain competitive it is essential for hotel iers not totall(a)y to meet consumer expectations, but also to exceed them. Hilton International the hotel part of The Hilton Group plc that also includes betting and gaming, and Living Well Fitness Centers realized that in order to deliver the quality service associated with the brand, it needed to invest in the discipline and emergence of stave who are essential to ensuring that guests have a high-priced start out during their stay.ORGANIZATION complex body part SUITABLE TO ITS CULTUREThe overall structure of the Marriott is tall, howeverinside from each one different plane section there are both tall and flatstructures.Marriott finds that its own properties are often a source of innovative new practices. As a result, the company has adopted formal and informal intercourse channels to encourage employees to share best practices. For example, through a quarterly curriculum called the Worldwide Business Forum, managers in Poland can learn from practices in Peru. depute 3 gentle ResourcesThis plane section in a business ensures that the associates have acomfortable relationship with their managers, so that they are moremotivated in their jobs. This involves providing the staff with theprofessional abilities to take on more jobs. Staff are encouraged tostudy for non work related subjects. This means that the managementallow each member of staff to have a variety of responsibilities, sothat they can improve in different areas. Staff training is viewed asvery important and large amount of money is put into the training anddevelopment project. It tries to motivate subordinates to work inviolableer,this charters the job security effective for that individual. Therefore,the staff provides excellent customer service. The human race resourcesdepartment is considered to spend more money to provide facilities forstaff personnel development and training, in order to make staff moreefficient. However as the human resources department has a low staffturnover rate of 9%, this means that enlisting costs are much lowercompared to departments like the food and beverage.Human resources makes sure that each member of staff is treatedfairly, and advices the staff on the certain things they can do and beinvolved in to improve themselves. This department ensures the healthand safety of each individual, guaranteeing that the environment theywork in is not dangerous. This department looks for the well being ofall the associates in the hotel. Human resources gives training, whichtries to cast up staff motivation and loyalty within the organisationso that they will become more efficient in what they are doing.DEPARTMENTAL STRUCTUREThe overall structure of the Marriott is tall, howeverwithin each different department there are both tall and flatstructures. the human resources department has remote fewersubordinates (only 6 people) and therefore it does not have manymanagers, assistant managers and supervisors compared to the food andbeverage depar tment. Therefore it can be said that the human resourcesdepartment is a flat structure. Within the Marriott organizationstructure every member of staff has a detailed job description, knowshis/her manager. It is a formal structure with out-of-doors lines ofcommunication.THE DISTRIBUTION OF POWER AND AUTHORITY WITHIN DEPARTMENTThere is a line of command from top to bottom of the hierarchy withinan organization. Information is communicated from each managing heador director, and any orders are passed through this chain. Orders passthrough many different people within the hierarchy. For example amanager sends learning to an assistant manager within a certaindepartment, and then it is sent to a supervisor. Then they wouldsend the various messages to the player in that department. This isan example of how messages are sent down the chain of command with adepartment in the Marriott. This type of structure can be effective asit helps give a clear understanding to staff to whom he/she is responsible.STYLE OF LEADERSHIP OF THE HEAD OF FUNCTIONAL DEPARTMENTThis is the number of subordinates directly supervised by one person(manager). A narrow sweep up means tight supervision, less discretion andtherefore less chance of making mistakes. A narrow span whitethorn mean morelevels in the hierarchy and therefore a greater chance of promotions.A wide span of control reduces supervision and leads to greaterdelegation. The span of control can change depending upon certaincircumstances. These can be seen below* The more difficult the supervision tasks as checking work can behard and time consuming, the smaller the span of control. Anotherreason why supervisiontasks can be challenging maybe because the subordinates are notspecialised in their job.* A small span of control maybe necessary if communication withsubordinates is time consuming.* The better the supervisor, the more people he or she can superviseand as a result there will be a wide span of control.It can be seen from the organizational structure of the Marriott thateach department manager has some sort of span of control. It can besaid that the overall structure of the Marriott has both narrow andwide spans of control, for example in the food and beverage departmentthere is a wide span of control as there are several restaurants andtherefore the number of people the worker controls is much more.However within the human resources department there is a much narrowerspan of control as there are only sestet people in the department.PROPOSALSThe longer the chain of command within an organization themore difficult it can wedge for messages to get sent across. Messagescan get lost or distorted as they travel across the chain of command.This problem has been prevented within the Marriott by having dailymeetings with departments so that each member of staff knows whathe/she is doing.TASK 4MOTIVATIONAL THEORIESTheory M Motivating with moneyHourly workers are not motivated by programs designed to increa se their enthusiasm and loyalty-they are motivated by being paid what theyre worth. Here is a motivational program that establishes a direct link between productivity and payMarriott recognizes and rewards loyalty and writ of execution over time. Virtually all promotions are from within and transfers and special assignments go to those who have clearly earned them with their consistent performance in serving the guests interests. Various perks, benefits and compensation are awarded to those who consistently demonstrate a guest obsession. Tuition reimbursements are used to attract the best workers good health benefits are aimed at attracting and keeping those with families and dozens of timely smaal perks are used to add to personal thank yous, which leaders at all levels make a point of giving.GOAL-SETTING THEORYGoal-setting theory refers to different types of goals motivate us differently.Using a massive, five-year database of its own employment history, Marriott found that the c ost of certain rewards was starting time by lower turnover. And so it took a comprehensive look at its entire rewards program to align compensation and benefits with its associates needs improve attraction and property enhance productivity and increase its return on the billions of dollars it invests annually in people and achieve its required goals. It did this while demonstrating the bottom-line impact of the resultant strategy.EMPLOYEE COMMITMENT superior businesses actively manage their talent, matching the right people with the right jobs and hiring for fit rather than for specific skills. As a result, these companies are rewarded with engaged, productive and creative workforces.From recruitment to training and support to retaining employees, Marriott stands out because it focuses on the entire talent development chain. Hiring by gut instinct is frowned upon instead, hiring managers use a quantitative, predictive model that combines an opinion of candidates job skills with an evaluation of their attitudes and values-attributes that Marriott considers more important than specific skills or experience.Marriotts success with employees at all levels makes for great press. The company regularly appears on lists of best companies to work for-for example, in the top 100 rankings for both Fortune (eight consecutive years) and Working Mother (15 years). And the companys voluntary turnover rates are among the lowest in the industry. bump of the reason can be found in Marriotts benefits and compensation packages. Our largest group of employees is housekeepers-largely women with families, explains Keegan. Weve found that medical benefits are a critical driver of retention-it keeps our turnover low. barely thats only part of the story. Training, career opportunities and the cultivation of emotional ties all play important roles in helping Marriott retain employees in an industry marked by high turnover.Once it makes a hiring decision, Marriott devotes considerable resources to training and developing its people at every level. Senior managers attend a four-week, in-house executive development program designed to help them cultivate a broad, externally focused point of view. For hourly workers, the emphasis is on structured, task-driven, on-the-job learning. The company even incorporates a training budget requirement into its contracts with franchisees and managed-property owners. Career-growth opportunities are another key to high retention rates. Nearly half of the companys managers were promoted from within the ranks of hourly workers.Marriott keeps its managers engaged by providing many opportunities for development and advancement. Senior executives have spent an average of 22 years with the company, while their direct reports have an average tenure of 15 years. The company prefers to promote from within and provides cross-functional opportunities for key senior managers as a way to cultivate its future leaders.Another reason for employee loyalty-and another important intangible-is the emotional connection workers have to the company. Marriott conducted interrogation that showed that this connection was based largely on employees belief that Marriott treats them fairly. Marriott found that its survey results surpassed industry benchmarks, leading company executives to believe that their employees trust the organizations leadership to look out for their best interests. HR Khief Keegan Hiring managers use a quantitative, predictive model that combines an assessment of candidates job skills with an evaluation of their attitudes and values-attributes that Marriott considers more important than specific skills or experience.