Ritz-Carlton Hotel Organisation Culture

Ritz-Carlton Hotel Organisation cultivationIntroductionThe ability to establish a last that elevates utmost cling to for the flock functional in an organization invokes unalien adequate to(p) aesthesis of identity, innovativeness, creativeness and commitment that forms the main recipe for ultimate sustainability of function and positivity. Organizations leaders and scholars match that people argon the most important elements in an organization because they not however articulate the open up policies but innovatively contribute to their holistic changements by sustained experiences. This stem provides an in-depth evaluation of The Ritz-Carlton hotel s abstractping point, challenges in changing it and key littleons that poop be learned by other organizations.i) Harrison-Handy work of organization refinementthough scholars place divided over the numeralual definition of the border organization last, they tend to agree that all organizations create unique in o peration(p) placements that fit with their internal capacities and guided towards their objectives. The Ritz-Carlton organization elaboration can shell be described through two subunits of the Harrison-Handy model. To begin with Mullin (2008, p. 21) explains that power culture reflects centrality of authority in a risquely bureaucratic outline where orders shape the expect targets ground on the organization objectivity. On the other hand, the affair culture creates a condition of rules and guidelines that do not give employees the postulate room for contributing to the worry. Therefore, role and power culture as Aitken and Higgs (2010, pp. 109-111) admit with Campbell and Craig (2005, 491-493) provide a exceedingly rigid mode of operation that obscures re sensitiveal while establishing barrier between the top instruction and junior staff.ii) repress servant orientationThe Ritz- Carlton Hotel depicts a culture strongly based on master servant carnal knowledgeship wher e employees argon expected to strictly ac telephoner the established code of ask for the hotels. While expounding on Harrison-Handy model, Laurie (2007, p. 66) explains that though its application whitethorn be employed to create a less authoritative tone, the resulting cultural impacts bear on unchanged. The notion of ladies and gentlemen serving ladies and gentlemen is a working slogan but a principle that employees cannot fully associate with. The disposal of very precise standards for treating consumers makes the employees a form of puppet that must(prenominal) play along specific set and guidelines without deviating from them. owe to the long period of victory, the management in the hotel has solidified strict demand for person-to-person traits that one should have for success in such an industry. The code of behavior in the hotel is well create verbally down and managers cover no chance in enforcing it (case). For instance, the smile is expected to come by nature (case).iii) Discourages individual innovations and creativityThe Ritz- Carlton Hotels culture not only lacks the necessary room for innovation and creativity but strongly discourages their application. The aforementioned(prenominal) master servant relationship creates the cyclorama of inferiority to the employees a regard that largely discourages their voluntary input outside the management demands. The established values that have culminated to scripting expected behavior in the hotel, limits employees from introducing new concepts, ideologies or relative connotations for improvements. Though the management has established a rewarding system, it tycoon not invoke the necessary innovation ascrib fit to lack of enough elective space for them. As Harrison-Handy model of organization culture postulates, going against the established guidelines is often interpreted by the middle level managers to be a threat to them and therefrom often scattered before considering it for implem entation (Mullin, 2008, pp. 36-37). The managers in the hotel take nothing to chance and then emphasize on a fifteen minutes daily reminder of the expected code of shoot by the employees.iv) Reduced capacity to initiate and propel change. correspond to Mullin (2008, p. 31), organizations should apprehend change that press forwards adoption of new management outsets to gather a competitory advantage over others and hit the expected sustainability. The Ritz-Carlton Hotel has restrained the key management and operation values that founders located about a century agone (case). Though the hotel has been doing well, assimilation of change could have roused its current profitability to higher levels. Power culture in the Harrison-Handy model as William (2009, p. 541) indicates, fails to invoke the detailedity of extended reference for change agents. As a result, the management becomes the sole source of visionary focus which reduces the overall ability to improve change strategi es and creating identity with new propositions for all. It is from this consideration that the proposed changes in the year 2006 were seen to be a major deviation from the normal non-responsive operation mechanism in the hotel (case).a) Why do you think this type of culture might be important to a opulence hotel?Hospitality industry as Severt and Curtis (2008, pp. 121-122) explain, carcass one of the most sensitive sectors and therefore demands greater care with critical assessments to beat the high competition. The Ritz- Carlton Hotels culture is therefore critical in a luxury hotel because it invokes better monitored coordination and maintenance of consistency in serve delivery. By articulating strict rules and regulations that are unit-lined to customers contentment, luxury hotel is able to guarantee consumers the ask high quality services. Unlike in other sectors such as education, Severt and Curtis (2008, p. 125) chalk up that cordial reception industry require the luxur y assurance taken to an notwithstanding higher level.Creating a strong central authority in the cordial reception industry forms particularistic trends in the management and therefore avoiding the uncertainties brought about by change application. Though change articulation in an organization is project towards improvement, Sinha (2008, p. 63) concurs with Chenhall and Euske (2007, p. 634) conclusion that its articulation may culminate to key discontinuities in services delivery. Indeed, to inculcate new ideologies, it may require an external change agent, excess costs and assimilation of new code of conduct which may take time before being fully assimilated.Owing to the high esthesia of hospitality industry, maintaining the power and role based culture reduces the possibility of creating more centers of authority experienced in other cultures. As a result, luxury hotels are able to maintain a highly responsive system to satisfy their clients and therefore sustain their repute a nd profitability.b) What might be the drawbacks of such a culture?Though the culture of power and role appear to work in luxury industry, it lacks the needed force for improvement. Most employees are en unlikable in the roles procedures and within the established authority that suppress their personal contribution. The culture therefore lacks the needed checks that come inform of propositions for improvement every through comparison or visionary considerations. As Aitken and Higgs (2010, pp. 116-117) indicate, the culture lacks all in all commitment of the employees since they do not identify with the authority, the institution or the rules laid for them. As a result, people under such cultures mostly act under pretense and therefore do not have the needed good willing for the company. In such situations, Campbell and Craig (2005, p. 497) explain that they mostly contemplate devious to other related occupations that appreciate them.In power and role based culture, one evident prob lem is that people do not run their full potential. The Ritz- Carlton Hotels management has maintained a scripted behavioral conduct that is often reminded to the employees every day (case). The emphasis of such orientation creates the sense that the advocated methods are the best and therefore achieved results could not have been any better.Campbell and Craig (2005, p. 490) urge that this culture is a key recipe for direct and indirect guard by people in the organization. Though they might not straightway indicate it due to fear of punitive measures, occurrence of trigger factors may be catastrophic. Particularly, simple conflicts may easily provide an outlet to the amass dis mirth a consideration that could easily result to negative publicity and diminution in the overall profits.a) Challenges in implementing the cultural changeFollowing a long time application of power and rule model in the company, the new culture might have encountered strong resistance to change. Accor ding to Kurt Lewins theory of organization change management, the freezing of the existing systems presents the existing managers governing with a sense of loss as more autonomy is tending(p) to the lower level employees (Sinha, 2008, pp. 69-70). To the middle level managers, they resist this change to safety device their roles (foreseeing application of the rules and supervising scripted behavior) because employees would have greater link with the top management while behavioral outsets would not require supervision.To articulate the new model of management at The Ritz- Carlton Hotels, the employees lacked the needed skills to implement the needed changes. Owing to the long time application of the old power and role model, galore(postnominal) employees might have lacked the expected expanded view in relation to the new autonomy. According to contingency theory, the internal and external environment interacts to derive the needed focus for higher profitability (Laurie, 2007, pp. 36-37). However, most employees in the hotel might have coiled and stuck to the old methods not due to resistance, but due to lack of immediate alternatives after being in a closed model for along time.Unlike the old well scripted behavioral expectations, the new culture was hard coordinate and monitor at the low gear due to the high autonomy exercised by the people. According to Chenhall and Euske (2007, pp. 625-626), transformational leadership requires eonian link and intercourse between the management and junior staff to maintain the needed bonding for greater cohesion. However, these bonds are built on blaspheme, commitment and rewards in a system. Taking into consideration that this structure takes a business deal of time to establish, changing the culture might have experienced overtone discontinuity as teams and their trading operations, new reward schemes and communication modes were established.b) Maintaining the new cultureIn his view, William (2009, p. 537-539) e xplains that though changing an organization culture is the harder part of assimilating a new culture, its maintenance is very critical in that it determines the holistic sustainability of the company. The Ritz-Carlton Hotel maintained the better elements of the old system such as a quick-witted guest driven by the services provided. As a result, the hotel was able to articulate the changes without negatively affecting the services provided to the consumers. In addition to that, the company increased the employees decision making autonomy and therefore encouraged naturally relaxed and innovative interaction with clients. According to transformation leadership theories, this autonomy and chemical bond to the management and operating system creates the needed identity for all a consideration that invokes high creativity (Mullin, 2008, pp. 58-59).According to Robert Maslows theory of motivation, people will always struggle to get to the next higher level in the hierarchy of needs and ultimately, to self actualization (Gomez-Mejia, David and Robert, 2008, p. 88). The Ritz-Carlton Hotel therefore created this upward metamorphose by articulating a highly motivating environment for employees. According to cardinal (2008) the management has solidified the employees involvement in decision making and therefore creating the sense of stability and satisfaction to them. As a result, customer satisfaction becomes easy to link with higher sustainability of the monetary and other benefits that employees derive from the system. mavin common aspect evident with new cultures that are people lie is consideration for continued improvement. The Ritz-Carlton Hotel conducts frequent trainings to its employees to enrich their skills by creating new insights that are critical in maintaining high quality services to clients. According to American management Association (2008), The Ritz-Carlton Hotels management seeks highly experienced coaches and trainers in hospitality industry to impact new skills and therefore raisin the employees ability to make jog decisions in their duties.The case of The Ritz-Carlton Hotel brings out the critical role played by an organization culture in defining and guiding its overall operations for sustaining of its profits. Employees were brought out to be a key element when defining the culture of an organization and must be involved at all levels. Though the power and role cultures saw the company reap high profits, it was a major obstacle towards achievement higher level customer satisfaction and profitability. Employees could not go beyond the scripted behavioral demands.The Ritz-Carlton Hotels case nurture brings out the need for continued improvement in an organization as a critical cultural facet towards remaining relevant and therefore ahead of other competitors. Through cooperation of employees and management it is possible to maintain high level services for the clients. When employees get the sense that their managem ent has bestowed high trust on them, they take greater responsibility oriented towards surpassing the set goals in a companys objectives. From the case, The Ritz-Carlton Hotel services remained unchanged even after withdrawing the highly authoritative culture.In any change articulation, organizations must recognize that there will always be some resistance and therefore must be effectively prepared to counter it. To concur with Severt and Curtis (2008, pp. 121-123) view, it is critical that organizations facilitate the change orientation in a manner that brings all the people aboard and therefore creating a highly acceptable final product. In a freezing-refreezing model, organizations must create the roadmap largely based on communication that facilitates addressing inherent concerns. Besides, organizations must take change to be a demonstrate and therefore expect it to take time before the actual results are identified.Though changing the culture is the ultimate choice, organizati ons must seek to hold the necessary ideals while creating a room for later improvement. The assimilated change model must be able to place the organization in a mobile note where both the employees and the management do not view the achievement of the positive results to be the end, but establish considerations to take the achievements mistreat higher. Through professional training, teamwork and comparative orientations, organizations can be able to remain highly competitive and thereby maintaining high profitability.ConclusionFrom the above conclusion, this paper concludes by supporting the thesis statement, the ability to establish a culture that invokes high value for the people working in an organization invokes intrinsic sense of identity, innovativeness, creativity and commitment that forms the main recipe for ultimate sustainability of services and profitability. It came out from the discussion that though The Ritz-Carlton Hotel had high returns, its power and role culture poorly invoked innovativeness and creativity. By effectively addressing the challenges evidenced by change application, The Ritz-Carlton Hotel was able to achieve the same results it achieved previously. Organizations seeking to change their cultures should therefore seek to bear peoples contribution to create the sense of continued improvement and thereby raise their profitability and sustainability.