Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
Developing the Hospitality Culture: Everyone Serves!
Transcript of Developing the Hospitality Culture: Everyone Serves!
THE IMPORTANCE OF LEARDERS
CULTURE AND REPUTATION
MANAGER'S MOST IMPORTANT RESPONSIBILITY
THE IMPORTANCE OF CULTURE
STRATEGY AND EMPLOYEE COMMITMENT
CULTURE AS A COMPETITIVE ADVANTAGE
MANAGEMENT BY CULTURE!
CULTURE AS A COMPETENCY
CULTURE AND THE OUTSIDE WORLD
CULTURE AND THE INTERNAL ORGANIZATION: X and Y
TEACHING THE NEW VALUES
BELIEFS ,VALUES and NORMS
LEARNING THE CULTURE, LEARNING FROM THE CULTURE
SUBCULTURES OF NATIONS
COMMUNICATING THE CULTURE
STORIES,LEGENDS, and HEROES
SYMBOLS and RITUALS
LEADERS TEACH THE CULTURE
GUESTS TEACH THE CULTURE
CULTURE AND PHYSICAL SPACE
CULTURE AND LEADERSHIP SKILLS
CHANGING THE CULTURE
> Why a hospitality organization's culture is so important to service seccess
> Why the organization's leaders are so important to defining, developing, teaching, and maintaining its culture.
> What essential roles the organization's beliefs, values, and norms play.
> How the organization communicates its culture to its employees - through laws, language, stories, legends, heroes, symbols, rituals.
> How the organization can accomplish the difficult task of changing its culture, if that becomes necessary.
> What research reveals about organizational cultures.
Walt Disney, Herb Kelleher of Southwest Airlines, and Horts Schultz of Ritz-Carlton
- Spend their personal time and energy necessary to create and sustain the organizational culture that still defines the corporate values for which their organizations are famous:
- They also got their employees and managers to believe in the culture.
- Managers must not only consistently walk the walk and talk the talkof excellent service; they must constantly remind all employees that they supervise to do the same.
Isador Sharp - Founder of four seasons, says "Employees are natural boss watchers. Everything their bosses say and do tells employees their real concerns, their goals, priorities, and values"
A company's culture, like person's character, drives its reputation. Companies whose culture honor customers, employees, and shareholders usually have excellent reputations with all three groups.
Managers of effective hospitality organizations, on the other hand, understand the value of a strong culture and do what ever they can to reaffirm and support what the organization values and believes.
1. Look Everyone in the Eyes and Smile
2. Speak First and Last
3. Look Sharp
4. Know your Stuff
5. Discover and Delight
6. Make it Right
How excellent managers communicate culture to employees.
Fred cerrone - Card with company's missions and values.
The organization's strategy must be connected to its culture.
Structure,service,market niche,employees,training,reward,promote and evaluate those people.
- Understanding,commitment and support
Knowledge,skills and abilities are not enough. employees must have high levels of motivation to deliver hospitality experience consistently.
An organization's culture can be significant competitive advantage if it has value to its members, is unique, and cannot be easily copied by others.
example, Southwest Airlines has a thriving culture that others can use as a benchmark for their own. "Living the Southwest Way" which means"displaying a Warrior spirit" (work hard, desire to be the best, be courageous, display a sense of urgency, persevere, and innovate) "Servant's Heart" (follow the golden rule,adhere to the basic principles,treat others with respect,put others first,be egalitarian,demonstrate proactive customer service.)
The stronger the culture, the less necessary it is to rely on the typical bureaucratic management controls policies,procedures, and managerial directives found in traditional industrial organizations.
Five core values and tells them to use them instead of a rule book in making their decisions. Safety, Integrity,Caring, Fun and Passion
If an organization's culture is strong, it becomes another core competency. The organization that seeks to do something incompatible with its culture is likely to fail.
Culture helps an organization's members deal with two core issues that all organizations must resolve: how to relate to the outside of the organization, and how the organization'smembers should relate to another.
calls culture a "pattern of basic assumptions -invented,discovered, or develop by a given group as it learns to cope with its problems of external adaptation and internal interaction that has worked well enough to be considered valid and, therefor, to be taught to new members as the correct way to percieve, think, and fell in relation to those problems"
"Theory X and Theory Y Management styles" two theories represent two different sets of assumptions managers can make about how people behave.
- managers assume that people like to work, derive real satisfaction from their work, and want to do a good job.
- managers assume that people will work only as hard as they made to work.
Since everyone brings to a new job the cultural assumptions of past experiences, managers of excellent hospitality organizations know they must start teaching new cultural values to employees from day one.
Gaylord Hotels is a good example,they orient new employees about values as soon as they join the organization.
Culture-driven organizations seek to define the beliefs, values and norms of the organization through what their managers do, say and write as well as by who they reward, recognize, and promote.
- form the ideological core of culture. Beliefs define the relationships between causes and effects for the organizational members. A belief is how people in organization make sense of their relationships with external and internal organizations.
- are preferences for certain behaviors or certain outcomes over others.Values define for the members what is right and wrong, preferred and not preferred, desirable and undesirable behavior.
- are standards of behavior that define how people are expected to act while part of the organization.
Most outstanding organizations have norms of greeting a guest warmly, smiling, and making eye contact to show interest in the guest.
KINDS OF NORMS
norms in advertising
- Many hospitality organizations use advertising as a means to sell their services, to show the guest visually what the guest experince should look like.
norms of appearnce
- most hospitality organizations have norms of appearance and standards of personal grooming:
folkways and mores
- folkways are the customary,habitual ways in which oraganizational members act or think, without reflecting upon them.Shaking hands (or not shaking hands), addressing everyone by first or last name, and wearing or not wearing tie would all be examples of folkways.Mores require certain acts and forbid others. By indicating what is right and wrong, they form a basis of the organization's code of ethics and accepted behaviors.
As new people join the organization, they learn the culture from both formal company practices such as training and reward systems and informal social interaction with fellow employees, supervisors, and subordinates.They learn the right way and the wrong way to do things in that particular culture. The point is that culture is an important influence on how people inside organizations behave while performing their jobs, how they make decisions, how they relate to other, and how they handle new situations.
A sign frequently seen in customer-focused organizations says:
: The customer is always right.
: If you think the customer is wrong, re-read Rule 1.
Cultures can often split into subcultures. Usually, the more people involved in the culture and the harder it is for them to stay in communication with one another,the more likely it is that the organization will see some subculture form.
Subcultures can be good or bad, supportive or destructive, and consistent with or contrary to the larger corporate culture.
Just like subculture in organizations, organizations themselves can be thought of as subcultures of ethnic populations,nations or even entire geographic regions.When an organization seeks to open a branch or start a business in a cultural setting it is not accustomed to, it canoften have unexpected challenges.
Culture is communicated to those inside and outside the organization in variety of ways, including
LAWS, LANGUAGE,STORIES,LEGENDS,HEROES,SYMBOLS, and RITUALS.
The laws of an organization are its rules,policies and regulations, the norms that are so important that they need to be written down so everyone knows exactly what they are.They tell the members what behaviors are expected within the culture and also detail the consequences of violating the norm.
Each organization develops a language of its own, which is frequently incomprehensible to outsiders. The special language is an important vehivle both for communicating the common cultural elements to which the language refers and in reaffirming the identity with the culture that those who speak this language share.
Stories,legends, and heroes are another way of transmitting cultural beliefs, values and norms. They communicate proper behaviors and the and wrong way to do things. The best at building culture use stories extensively.
A symbol is a physical object that has significance beyond itself, a sign that communicates an unspoken message. Cultural symbols are everywhere in organizations. A window office, an office on the top floor, or a desk and office in a particular location communicate information about the status and organizational power of the person within that transcends the mere physical objects involved.
Rituals are symbolic acts that people perform to gain and maintain membership of identity within organization.
Rituals are mainly informal: new employees learn the organizational basics and cultural heritage. But ,like military boot camp or initiation into a sorority, it also has ritualistic significance because everyone goes through the experience upon entry into the company to learn and share the common culture.
Managers of effective hospitality organizatios constantly teach the culture to their employees, reinforcing the values, mores and laws.Ed Schein suggest that the ONLY THING of real importance that leaders do is to create and maintain the organization's culture.
Bill Marriott Jr.
provides a good example of how a leader can help to sustain the culture. he is famous for dropping in at a hotel and chatting with everyone he sees.This intense commitment to personal contact with each and every Marriott employee and visible interest in the details of his operations have become so well known among the marriott organization that his presence on any Marriott property serves as a reminder of the Marriott commitment to service quality.
Hospitality organization often have the help of guests in teaching and reinforcing the values, beliefs and norms expected of the employees.
The layout of physical space is another secondary mechanism that can send a cultural message.
For example , office size and location are traditional symbols of status and prestige. By putting the executive chef in the big office out front, the leader tells the rest of the organization that the chef plays the important role in the organizational culture and that producing food of high quality is an important organizational function.
The success with which leaders use the mechanics discussed above to convey cultural values is a good measure of their leadership skills.When they concentrate on using them together in a holistic way, they can ensure that all mechanics convey to employees a consistent set of cultural beliefs,values and norms.
Consistency is important as a powerful reinforcer of the culture.The more consistenly these mechanisms are used, the more powerfullu reinforced the culture will be.
Leaders must take care about what they do,say and write to ensure that the messages they send are what is intended and explicit.
The world changes and the people inside the organization change. The culture must also evolve to help members cope with the new realities that the organization faces. Even a culture that starts out with a strong customer orientation may change over time as the managers,customers and employees change.
The most difficult task of all is changing an entire culture that is not service oriented.When a negative culture is pervasive throughout an organization, it can be very challenging to make a change to a positive culture, even when the culture is causing major problems.