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

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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&A

1) 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 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
resonate with its associates and support the company's vision to be "the world's favorite travel
company." In this commitment, Marriott collaborated with Haiti's Ministry of Tourism to build the
skills and training of Haiti's hospitality workforce. "Merci, merci." said Haiti's Minister of Tourism
Stéphanie Villedrouin as two cultures meshed.
Marriott maintains a multigenerational workforce. Their employees, called 'associates' are
happy; and they refer to each other as 'family.' Thirty percent of new hires are referred by
existing associates, and more than 10 percent of U.S. associates have more than 20 years of
service. The Corporation offers competitive wages and salaries, bonuses and merit-based
payment 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 and
Creole, health care benefits and travel benefits where employees get discounts on room rates
for themselves, family and friends. Employees worldwide are offered awards for outstanding
performance in one of the biggest events of the year: the Awards of Excellence - an Oscar-style
ceremony that recognizes employees.
Marriott's workforce is highly diverse with staff speaking some 80 languages and coming from a
wide range of backgrounds and educational levels. The Hotel's principle is 'hire friendly, train
technically;' and recruits primarily based on personality and attitude using tests for a good
person-job-fit and then train employees to perform their jobs. To this end the company has
Transcribed Image Text: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 resonate with its associates and support the company's vision to be "the world's favorite travel company." In this commitment, Marriott collaborated with Haiti's Ministry of Tourism to build the skills and training of Haiti's hospitality workforce. "Merci, merci." said Haiti's Minister of Tourism Stéphanie Villedrouin as two cultures meshed. Marriott maintains a multigenerational workforce. Their employees, called 'associates' are happy; and they refer to each other as 'family.' Thirty percent of new hires are referred by existing associates, and more than 10 percent of U.S. associates have more than 20 years of service. The Corporation offers competitive wages and salaries, bonuses and merit-based payment 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 and Creole, health care benefits and travel benefits where employees get discounts on room rates for themselves, family and friends. Employees worldwide are offered awards for outstanding performance in one of the biggest events of the year: the Awards of Excellence - an Oscar-style ceremony that recognizes employees. Marriott's workforce is highly diverse with staff speaking some 80 languages and coming from a wide range of backgrounds and educational levels. The Hotel's principle is 'hire friendly, train technically;' and recruits primarily based on personality and attitude using tests for a good person-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 the
technical 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 required
reading for all new hires. It covers everything from stories how his father bought his first A&W
Root Beer stand in 1927, to how to do just about anything involved with the hotel. 'The Spirit to
Serve' is also in every hotel room. All this may sound more cult than corporate culture. And
within the hospitality industry, Marriott does indeed come in for its share of teasing about its
almost religious adherence to the tenets of the "Marriott Way." As part of the orientation
program, 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 train
to perform several jobs, to learn different aspects of the hotel and that makes the team efficient.
wwwp
Marriott prides itself on its informal culture, with senior managers walking about daily to speak
and interact directly with staff to give direction. There is a strong emphasis on communication
and involvement especially to set specific goals to help team members maintain their focus on
results. Indeed this forms part of the Marriott philosophy which states that 'no manager is too
busy to talk to an associate'.
With a culture that encourages long tem growth and development, the hotel group promotes
from 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 it
to ensure that all managers possess the requisite skills to build strong working relationships with
associates. "In our leadership training," says Nancy Curtin Morris, Marriott's National Director of
Training, "the key to successful leadership and communication in this complex hotel
environment 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 be
tailored to the recipients, and the communicators know when they are not getting through. Using
the 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 of
its founder JW Marriott Sr. who repeatedly stressed the values associated with its corporate
culture and management style today. Everything he did was based on his uncompromising
beliefs in treating people fairly, working hard, paying close attention to details, and listening to
and giving customers what they wanted. Collectively, these values and beliefs form Marriott's
management philosophy- the foundation on which the company was built and the superstructure
on which its future growth depends. The current chairman and CEO, J.W Marriott Jr., his son
has ardently followed these principles to this day.
Transcribed Image Text:developed the 'Marriott Way'- First 90 days' corporate induction program where staff learns the technical 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 required reading for all new hires. It covers everything from stories how his father bought his first A&W Root Beer stand in 1927, to how to do just about anything involved with the hotel. 'The Spirit to Serve' is also in every hotel room. All this may sound more cult than corporate culture. And within the hospitality industry, Marriott does indeed come in for its share of teasing about its almost religious adherence to the tenets of the "Marriott Way." As part of the orientation program, 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 train to perform several jobs, to learn different aspects of the hotel and that makes the team efficient. wwwp Marriott prides itself on its informal culture, with senior managers walking about daily to speak and interact directly with staff to give direction. There is a strong emphasis on communication and involvement especially to set specific goals to help team members maintain their focus on results. Indeed this forms part of the Marriott philosophy which states that 'no manager is too busy to talk to an associate'. With a culture that encourages long tem growth and development, the hotel group promotes from 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 it to ensure that all managers possess the requisite skills to build strong working relationships with associates. "In our leadership training," says Nancy Curtin Morris, Marriott's National Director of Training, "the key to successful leadership and communication in this complex hotel environment 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 be tailored to the recipients, and the communicators know when they are not getting through. Using the 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 of its founder JW Marriott Sr. who repeatedly stressed the values associated with its corporate culture and management style today. Everything he did was based on his uncompromising beliefs in treating people fairly, working hard, paying close attention to details, and listening to and giving customers what they wanted. Collectively, these values and beliefs form Marriott's management philosophy- the foundation on which the company was built and the superstructure on which its future growth depends. The current chairman and CEO, J.W Marriott Jr., his son has ardently followed these principles to this day.
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