Amanda Selburg
Ashley Groen
Corris Brooksby
Kat Herfurth
Kyle Boudreau
Megan Staley
Patrick Miller
Topic Assigned: Organizational
Culture and the Environment
Omnipotent View
The view that managers are directly
responsible for an organization’s success or
failure.
Symbolic View
The view that managers have only a limited
effect on substantive organizational outcomes
because of the large number of factors
outside of their control.
Dimensions of
Organizational Culture
 Attention
to Detail
 Innovation and Risk Taking
 Stability
 Aggressiveness
 Team Orientation
 People Orientation
 Outcome Orientation
The “Marriott Way”
 Strong Culture
 “Culture is the life-thread and glue that links our past,
present, and future.” – J.W. Marriott, Jr.
 Fair treatment of associates and to providing
advancement opportunities
 “Do Whatever it Takes to Take Care of the Customer”
 Actively supports community and volunteerism
 Pay extraordinary attention to detail
 Creativity
 Pride in their physical surroundings
“Spirit to Serve”
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Our people are the most important asset
Environment that supports associate growth &
personal development
Reputation of employing caring, dependable
associates, who are ethical and trustworthy
Home-like atmosphere
Performance-reward system
Pride in name, accomplishments, & success
The Environment
Specific
Direct and immediate impact
General
Broad external conditions
Environmental Uncertainty
Degree of change
Degree of complexity
Marriott Brands
Work Specialization
 Accounting & Finance:
 Controllership, corporate and project finance,
treasury, investor relations, tax, risk management,
financial planning and analysis, internal audit, asset
management, financial and operational analysis and
reporting, capital investments.
 Administrative & Support:
 You'll find we offer the widest variety of
administrative and clerical opportunities (full-time,
part-time and temporary) at locations worldwide.
Work Specialization
 Architecture & Construction:
 Architectural and interior design, estimating,
construction management, engineering, procurement
and project accounting related services for
acquisitions, conversions, renovations and new
construction both domestically and internationally.
 Facilities Management:
 We rely on a talented team of associates to manage
the operation of Marriott's corporate headquarters
and satellite offices.
Work Specialization
Food & Beverage:
Culinary, restaurant, lounge and
catering/banquets.
Human Resources:
Human Resources supports value creation at
Marriott by providing the systems, processes,
and tools that enable managers to attract,
develop and retain exceptional talent.
Work Specialization
 Information Systems & Technology:
 Come join the team that is leveraging the use of technologies
that not only drive a multibillion-dollar international corporation,
but also enable a global customer base to conduct business and
travel more effectively than ever before.
 Rooms Operations & Guest Services:
 Front office, housekeeping, guest relations, conference services,
golf operations, retail, laundry, recreation, and loss prevention.
 Sales & Marketing:
 Inside and outside sales positions in our lodging properties and
Marriott businesses. In addition, we frequently offer a variety of
marketing positions for experienced professionals at our
corporate headquarters.
Who are the Competitors?
Lodging companies ranging from small bed and
breakfasts to enormous hotels such as the MGM
Grand in Las Vegas.
 Main competitors include other chain hotels with
many of the same amenities to offer such as the
Hilton, Westin, or Sheridan Hotel chains.
 Marriott competes with other hotel chains for
money, loyal employees, a first rate name in the
industry, and a strong customer base.
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Who are the Stakeholders?
Internal
Employees
Owners/Stockholders
External
Other lodging businesses
Stockholders
Travelers (business, leisure, vacationers, VFR
etc…)
Suppliers
Here’s How it Relates to You!
 Marriott’s decision to change 628,000 beds worldwide in
2005 has actually caused a shortage in cotton!!
Marriott’s demand for so much cotton has raised the
worldwide prices of cotton.
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Airports
Taxi/transportation services
Attractions
Extended stay alternatives
 If they went out of business many apartment complexes would get
more business and experience tremendous growth
 Resort alternatives
 If they went out of business all other resort-type hotels would
benefit in sales, employees, and cheaper supplies.
Market Operations
 With nearly 2,800 operating units in the United
States and 69 other countries and territories,
Marriot has a wide variety of brands, with
something for every type of traveler.
 Low-budget travelers,
 Fairfield Inn by Marriott, which offers the basics- great sized
rooms, excellent service, a swimming pool and continental
breakfast.
 Business/conference travelers, from one of the
newest Spring Hill Suites originally geared towards
the female market, to the Marriott Conference
Centers.
Market Operations
 Extended stay guests
 Residence Inn, Marriott Execustay, Marriott Executive
Apartments, and Towneplace Suites.
 Resort vacationers
 Marriott Resort and Hotels, JW Marriott Resort and
Hotels, Renaissance Hotels and Resorts, Marriott
Vacation Club International.
 The High class Ritz-Carlton Club even offers
highly desired locations in areas such as St.
Thomas, USVI, and Aspen, Colorado, to
members for three to five week ownership
fractions.
Current Leadership
 Done by the Marriott family.
 Mr. Marriott, J.W. Marriott Jr.
 Chairman for nearly 50 years.
 Worked his way up the company ladder starting as
the manager of the first Marriott hotel.
 Going from there to his current position as Chairman
and Chief Executive Officer of Marriott International,
Inc.
 He has done great things with the Marriott Company,
making it into the global lodging company that it is.
Current Leadership
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Mr. Marriott Jr. is known for his hands on management
style.
Stresses the importance of the people that work for
Marriott and what they bring to the company.
Their motto is “ take care of the associate, and they’ll
take care of the guest.”
The “Marriott Way” as it is called is built on the premise
that if you serve the associates, customers, and
community then your associates with fulfill the “Spirit to
Serve” and your customers will have the best care.
Marriott has guidelines for how the “Spirit to Serve”
should be carried for their associates, customers, and
their community.
The Spirit to Serve our Associates
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The unshakeable conviction that our people are our most
important asset
An environment that supports associate growth and
personal development
A reputation for employing caring, dependable
associates who are ethical and trustworthy
A home-like atmosphere and friendly workplace
relationships
A performance-reward system that recognizes the
important contributions of both hourly and management
associates
Pride in the Marriott name, accomplishments, and record
of success
A focus on growth-managed and franchised properties,
owners, and investors
The Spirit to Serve our Customers
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Evident in the adage, "the customer is always right"
A hands-on management style, i.e., "management by
walking around"
Attention to detail
Openness to innovation and creativity in serving
customers
Pride in the knowledge that our customers can count on
Marriott's unique blend of quality, consistency,
personalized service, and recognition almost anywhere
they travel in the world or whichever Marriott brand they
choose
The Spirit to Serve our Community
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Demonstrated every day by associate and corporate
support of local, national and international initiatives,
and programs
An important part of doing business the "Marriott Way“
The leadership style of the Marriott Company is further
emphasized in their management philosophy. The
company spells out exactly how they expect every
manager to lead and manage their company.
Marriott Management Philosophy
CONCERN FOR EMPLOYEES
Communicate With Employees
Meet Employee Needs
Develop And Recognize Employees
 HANDS-ON MANAGEMENT
Set The Pace
Be Involved In Details
Follow Through
 COMMITMENT TO CUSTOMERS
Keep Units Clean And Attractive
Be Courteous And Helpful
Provide Best Products Possible
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Guideposts to Management
Keep physically fit, mentally, and spiritually
strong.
2. Guard your habits -- bad ones will destroy you.
3. Pray about every difficult problem.
4. Study and follow professional management
principles. Apply them logically and practically to
your organization.
5. People are No. 1 - their development, loyalty
interest, and team spirit. Develop managers in
every area. This is your prime responsibility.
1.
Guideposts to Management
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Decisions: Men grow making decisions and assuming
responsibility for them. a. Make crystal clear what decision each
manager is responsible for and what decisions you reserve for
yourself. b. Have all the facts and counsel as necessary – then
decide and stick to it.
Criticism: Do not criticize people but make a fair appraisal of their
qualifications with their supervisor only (or someone assigned to
do this). Remember, anything you say about someone may (and
usually does) get back to them. There are few secrets.
See the good in people and try to develop those qualities.
Inefficiency: If it cannot be overcome and an employee is
obviously incapable of the job, find a job he can do or terminate
now. Don’t wait.
Manage your time. a. Short conversations to the point. b. Make
every minute on the job count. c. Work fewer hours – some of
us waste half our time.
Guideposts to Management
10.
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Delegate and hold accountable for results.
Details: a. Let your staff take care of them. b. Save your
energy for planning, thinking, working with department heads,
promoting new ideas. c. Do not do anything someone else can
do for you.
Ideas and competition: a. Ideas keep the business alive.
b. Know your competitors are doing and planning. c. Encourage
all management to think about better ways and give suggestions
on anything that will improve business. d. Spend time and
money on research and development.
Do not try to do an employee’s job for them – counsel and
suggest.
Think objectively and keep a sense of humor: Make the business
fun for others and yourself.