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Cover Sheet of the Assignment

RESULT RESULT

STUDENT NAME WORD COUNT PROGRAMME MODULE TITLE MODULE TUTOR ASSIGNMENT TITLE HANDOUT DATE 20 February 2011 PENALTIES FOR SUBMISSION

GARGI GUHA

3000

Master of Business Administration

C3 Management of Human and Organisational Resources

Dr Gilbert Lo

SUBMISSION DATE 25 July 2011

CONTRIBUTION TO OVERALL MODULE/UNIT ASSESSMENT % 100 %

LATE Up to one week late: Pass maximum grade awarded Over one week late: Fail grade awarded

Appendix 1: Sample Declaration

Master

of

Business Administration

: YOU MUST PRINT ON PAGE 2 OF YOUR ASSIGNMENT AS THE FOLLOWING:

I certify this work is the result of my own investigations, except where otherwise stated. All references have been duly cited

Signed

List of Contents

Executive Summary Purpose of research Key Findings Concise summary of whole proposal Introduction Overview of the Marriott Philosophy Renaissance Brand of Marriott Renaissance Harbourview Hongkong Literature Review Management Dilemma Management Question Research Questions Research and Discussion Research Objectives Background of the hotel industry Brands Recent trends - Rise of a new trend of Lifestyle hotels Creating an outward atmosphere of relaxed chic and inward culture of employee engagement Culture sweep - change management at Renaissance Harbourview by Human Resources. Conclusion and Recommendations References

Executive Summary As organizations extend their reach beyond national boundaries, leaders of global

organizations need to deal with greater diversity in terms of workforce, consumers, legal systems, and institutional frameworks. A deep understanding of cultures around the world becomes imperative for effective leadership. Earley, Ang, Tan(2006), 1st Edition, Stanford University Press. With the continuous evolving of the organizational world, companies are continuously called upon to become more focused on customer demands and respond to rapid changes. In this paper, we will examine the restructuring of the organizational culture of the Renaissance Hotel in Hongkong, one of the brands of the prestigious Marriott group. With a view to rebrand the property as an intimate, lifestyle hotel, closer to the guest needs, Renaissance Harborview undertook a clever culture sweep strategy to align the employees with the new branding. Some of the key findings were that despite the changed marketing tools and introduction of two new restaurants, it was the internal culture change that brought about a whole new shift in the perspective of the guest as they viewed the hotel. It would be safe to state that the human resources side of the management was privy to most of the re-structuring process decisions with consistent and continuous inputs from senior management. With guidance from the human resources leaders of the company, employees were able to gain clear directives and implement those changes while re-inventing the culture and approach to modern day needs of the traveler. Introduction In the present scenario of changing dynamics, one of the major challenges experienced by companies in both developed and emerging economies is to reengineer companies as more flexible and adaptable to changing customer needs and new challenges. What is organizational culture? The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. (Drafke, (2009), 10th Edition, Pearson Prentice Hall) Often it is noted, that organization to de-centralise decision-making is the first step to usher new cultural change. Decision-making authority enables those closest to the customer more responsive and prompt. This is the basis of the Marriott philosophy that acknowledges that staff who are referred to as "associates", are the bedrock of the company. This translates itself into an enhanced customer base and community network and participation.

The Marriott group has different brands that appeal to different market segments. While the JW Marriott brand, the flagship brand is more luxe and for the discerning traveler, packed with gleam and glamour, the Courtyard by Marriott brand is more functional and ideal for business travelers. But, in step with the needs of todays intrepid traveler who seeks out the refreshing new, the Renaissance brand reaches the mark as an intriguing and rejuvenating destination in itself. With a strong flavor and identity of its own, it looks to emerge as market leader with a vibrant, individual and fresh culture within. Acquired by international hotel management group Marriott International in 1997, the Renaissance Harborview Hongkong started operating under the Renaissance brand umbrella the following year. But in 2011, it is truly re-inventing itself with a wide spectrum change in the organizational culture. Literature Review One of the objectives for our recent re-branding exercise was therefore to give Renaissance a unique, more vibrant, individual identityone that responds to the kind of service required by sophisticated pleasure seekers who look for novel ideas and exciting experiences during their stay at our hotel - Gary Siu, Director of Human Resources http://www.careertimes.com.hk/english/article/show_article.asp? category_id=1019&article_id=13875&title=identityexploration&listby=date&listby_id= Management Dilemma Getting a new makeover for an established brand operating in Hongkong since 1998. Management Question How to market the rebranding internally and externally? Research Questions - What do guests want in the changing hotel landscape? - How to physically or tangibly change or enhance the existing image so guests would perceive it differently? - How to align existing staff with the wind of change? - Does organizational culture help to enhance employee performance? Major industries have ascertained that an effective organizational culture has a definite positive impact on employee performance and productivity. In the hotel industry, this rings truer than true as it is majorly a people driven industry, with customer needs and demands revolving around basic elements of shelter, food and other basic human amenities.

Interlinked Elements of an Organization - Rubicons model of


integrated development

Fig 1. (Robbins,(1997), 4th Edition, Prentice Hall) The diagram shows how the key elements of an organization are interdependent. Structure, Culture and Process are embedded into each others end and start terms and thus comprise of an organizations existence and make-up. Internal Influencing and getting a general buy-in on culture change The most crucial angle in the rebranding of organization culture drive is the selling of the concept internally. In fact, it might be classified as the basis of the success of a certain organizational culture. Impacting and influencing the existing fabric of done things in an operating hotel proved to be the most interesting facet of this project. It is important to remember that no matter where you are in the organization, you are trying to influence people. If you are managing you use both position power and personal power to influence the people who report directly. When attempting to influence your supervisor, senior executives and associates however, you must depend almost exclusively on personal power. Hersey, Blanchard, Johnson (2001), Pearson Prentice Hall. The following figure(Figure2) depicts Selling up/Managing Down from Paul Hersey, Situational Selling (Escondido, CA: Centre for Leadership studies, 1985)

Selling

Leadership=Influence
Managing

The purpose of the research therefore, is to help ascertain the major areas of organization culture and how the Renaissance Harborview took the project seriously with a view to impact the industry with lasting changes. Marketing the culture concept internally To provide alignment, Renaissance Hong Kong staff members are now guided by 20 meticulously defined "R-ways". With a view to inculcating this R-way culture and adding more zing to the corporate campaign, the hotel invited all its associates to an R-way cocktail reception cum celebration party in its grand ballroom where managers hit the catwalk with key principles of the 20 R-ways. http://www.careertimes.com.hk/english/article/show_article.asp? category_id=1019&article_id=13875&title=identityexploration&listby=date&listby_id We may like to note that the R-way corporate campaign was first introduced to the staff through a cocktail reception. This may be likened to a soft opening of a hotel thereof, where the concept is softly, inadvertently and cleverly marketed to the audience and their acceptance sought. For an organizational culture to gain acknowledgement and general acceptance it has to be launched or introduced in a proper fashion. This marks the start of a change period, informally whereby employees have a sense of what is to follow within the organization. "Part of the objective was to create a buzz and the rest was to have some fun," says Mr Siu, whose football-themed rendition of "R-way 18being a team player" gave the very concept additional meaning. http://www.careertimes.com.hk/english/article/show_article.asp? category_id=1019&article_id=13875&title=identityexploration&listby=date&listby_id

Consistent stirring in of the new culture trends After employees warmed up to the new idea, they were briefed and each one run through his/her job duty and the rationale behind the rebranding. As the hotel tweaks its external repositioning as an individual, distinct and vibrant hotel, it must not forget that this message would be first imparted to the guest by the front line staff who, if not in sync with the new style of operation would negate the impact of the reinvention altogether. Using Motivation as a tool The Human Resources and management team of Renaissance Harborview Hotel also saw this as a chance to up the ante of the staff while congratulating them for their dedication. Staff morale was pumped up and a general upbeat feeling of recognition saw the embers of staff buying into the vision seamlessly. This is also the hallmark of the Marriott contributive culture and a reason for the success and popularity of the group through its guests. The Marriott Culture Marriott Culture is the experience we create for our customers, which is demonstrated by the behavior of our associates. It is people serving people Marriott's strong corporate culture and inspiring core values are keys to our continued growth and associate satisfaction. http://www.marriott.com/corporateinfo/culture/default.mi For decades, the Marriott culture and the spirit to serve has been fostered by its deeply entrenched values of creating the right atmosphere, work conditions, core values within its hotels spanning locations and spreading across its varied brands. This transcends into the society at large and creates a community of sharing and harmony. Positioned in between this, is the satisfied customer who returns with business and thus increases market share. One of the core principles of the Marriott culture is its focus on diversity. Across the globe, the Marriott culture of inclusion lends its dynamism to a contributive work atmosphere, whereby associates add value to the process simply by being themselves and doing their functions in an engaged manner. Employees are rewarded on merit and calibre and a clear career path is offered for every employee based on performance and the spirit to shine their potential. On a Social level, the Marriott culture spreads through values of partnership with local communities and significant importance in placed on conserving the fabric of society while improving upon any areas that fall short of basic level of human existence. Marriotts social responsibility commitment blends corporate financial contributions with in-kind giving and the volunteer service of our employees around the world.

Marriott serves its communities through these signature issues: Shelter and Food Environment Readiness for Hotel Careers Vitality of Children Embracing Global Diversity and Inclusion http://www.marriott.com/corporateinfo/culture/default.mi Research and Discussion Research Objective Primarily the main objective of this paper is to establish the pattern of organizational culture within Renaissance Harborview Hongkong Hotel, a hotel that has been operating since 1998 and bracing itself to the challenges of the new dynamics of a fast changing hotel industry. A re-branding and repositioning organizational culture within the company has been engineered since the start of 2011. Our aims will be to ascertain The organizational culture of the company How organizational culture translates into enhanced service and employee performance Shining the organizational culture through guest perceptions Background of the Hotel Industry Creating Brands Brands play a big role in our decision making and identification process. But just what IS a brand? A collection of images and ideas representing a company; more specifically, it refers to the descriptive verbal attributes and concrete symbols such as a name, logo, slogan, and design scheme that convey the essence of a company, product or service. (www.wikipedia.com) Brands in the hotel industry signify a lifestyle and most essentially its people. Therefore, we may safely assume that the Organizational culture of a hotel most certainly lends to its branding. Recent trends - Rise of a new trend of Lifestyle hotels The evolution of internet has given rise to a phenomenon where travelers are becoming ever more demanding and discerning. A shift of such a sort means that travelers are seeking more for an authentic experience by way of small, intimate lifestyle hotels rather than luxury large five size star properties. The emphasis then turns solely on creating that experience for the guest where

he/she can experience a home away from home feeling within top-notch surroundings with a spin on living the local culture. Lifestyle hotels cater to guests seeking a heightened travel experience, which they deliver by offering distinctivesome would say avant-garde, or even outrageous architecture, room design, amenities, and entertainment. In this respect, lifestyle hotels share some of the attributes of boutique hotels, but boutique hotels are usually smaller, independently owned one-offs, which is not necessarily the case with lifestyle hotels. ( http://www.bdcnetwork.com/article/lifestyle-hotel-trends-around-world) Creating an Outward Atmosphere of relaxed chic and Inward Culture of employee engagement More and more hotels are feeling the pressure of matching up their software with the uber chic hardware that modern architecture and design facilities command. A service industry like the hospitality industry stands on the pillar of the human experience gleaned from human interface. Lifestyle hotels have upped their service standards and employee training to get into the heart of the guests so that it compliments the delectable cuisine and contemporary design to make for a complete heightened cool experience. How Renaissance Harborview has changed the Culture Introduction of the changed culture concept

The hotel invited all its associates to an R-way cocktail reception cum celebration party in its grand ballroom where managers enacted a football themed skit to imbibe team spirit. This created a buzz and also served as a fun, interactive event. Employer Branding

At the cocktail event, 90-minute briefing session was held which associates learnt the rationale behind the new brand position as well as features of the hotel's clientele and job requirements among other things. The day concluded with an exhibition where the same 20 managers set up booths to further promote the R-way concepts and get the associates' general understanding of the new concept.

Recruitment

Recruitment of new candidates will assess attitude alongside technical competence and those who pass an online assessment will be invited to a behavioral interview session to gauge if they fit in with the culture. A two-day orientation explains to new joiners the hotel's cultural attributes and impacts essential knowledge. Another twoday session is arranged a month later to measure the level of cultural alignment. R-Ways service card for constant reinforcement of the culture

Renaissance employees carry with them a pocket-sized R-way card as a reminder. This is reinforced on a daily basis via daily morning briefings and 15-minute training sessions. The hotel's HR team also runs a daily broadsheet to inform associates of major news items such as VIP guest arrivals. Culture changes in greetings/cuisine/technology

Local and diverse cultural nuances are regarded, so greetings are now made by front office staff in Cantonese, Japanese, Mandarin, and English. The hotel's buffet breakfast now also includes local delicacies such as egg tarts and fish balls. A dedicated concierge called the navigator has been established to help guests with choice of local activities and places of interest. Recommendations Creating a culture for a hotel is one of utmost importance. The primary reason for this is that it not only adds to the branding of the hotel, it is the quintessential element of a human driven service industry. It has become increasingly popular to differentiate between strong and weak cultures. A strong culture is characterized by the organizations core values being both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values, the stronger the culture is. One specific result of a strong culture should be low employee turnover. It demonstrates high agreement among members about what the organization stands for. (Robbins,(1997), 4th Edition, Prentice Hall) The Human Resources leaders at Renassaince Harborview Hotel have a hugely daunting task of recreating the culture of an established hotel. Some recommendations to create a strong culture are Review organizational structure: changing the physical structure of the hotel to align it with the desired organizational culture may be necessary. Redesign approach to rewards and recognition: Motivation should be the driving force and there should be a platform to encourage the behaviors vital to the desired organizational culture Practice effective communication at all times and all levels: keeping all employees informed about the organizational culture change process and expectations ensures commitment and success.. Create value and belief statements by way of employee focus groups, by department, to put the mission, vision, and values into words that state their impact on each employee's job Conclusion As the hotel's brand campaign blows up into action, full-on, there are reasons to be optimistic about a range of HR issues. Staff has been aligned, their buy-in received and culture concept communicated through continuous training and development. Recruitment strategies have been streamlined post a well thought out Employer

branding Moreover the brand image has escalated to another level and guests can expect a consistent level of service from the hotel. Human Resource initiatives have been well structured on an ongoing basis.

REFERENCES Paul Hersey, Ken Blanchard, D.E. Johnson (2001), 8th Edition, Management of Organizational Behaviour, Pearson Prentice Hall. http://news.marriott.com/renaissance-hotels.html Michael Drafke, (2009), 10th Edition, The Human Side of Organizations, Pearson Prentice Hall.

P. Christopher Earley, Soon Ang, Joo-Seng Tan(2006), 1st Edition, Developing Cultural Intelligence at Work, Stanford University Press. Stephen P Robbins,(1997), 4th Edition, Essentials of Organizational Behavior, Prentice Hall. http://www.careertimes.com.hk/english/article/show_article.asp? category_id=1019&article_id=13875&title=identityexploration&listby=date&listby_id= Selling up/Managing Down from Paul Hersey, Situational Selling (Escondido, CA: Centre for Leadership studies, 1985) The Marriott Culture http://www.marriott.com/corporateinfo/culture/default.mi www.wikipedia.com Lifestyle Hotel Trends http://www.bdcnetwork.com/article/lifestyle-hoteltrends-around-world