华美达贾维斯伊林酒店文化网络的概念 [4]
论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2017-04-19编辑:cinq点击率:9228
论文字数:2000论文编号:org201704191950245664语种:英语 English地区:英国价格:免费论文
关键词:酒店管理留学生作业文化网络
摘要:本文是留学生酒店管理专业作业,主要内容是围绕华美达贾维斯伊林酒店的文化网络的概念进行阐述与分析,并且讲述如何帮助了解酒店业的组织文化。
he behaviour of team members. Behavioural control is exercised in the form of training. This is done from the commencement of an individual's employment via induction where staff are educated how they should greet all guests with a smile. This is also followed up as part of refresher training for all staff members constantly reminding them that a simple gesture such as smiling is imperative in providing guest's quality service and is also an important aspect of the company audit benchmarking, to check if each hotel follows the Ramada culture to the core.
Only recruiting people who can align themselves with the corporate objectives at Ramada Jarvis ensures further control. For example, the front of house staff across Ramada Jarvis Hotels are under 30, youthful, pleasant with outgoing personalities. They have been carefully selected with the intention to make them feel that they are wanted and that they have a significant contribution in the success of the organisation. This is done by highlighting the importance of the job role to the organisation and scope for career progression with Ramada Jarvis Hotels. This results in a team of staff members who are not only committed and loyal to the organisation but who are also career driven and want to progress within the company. Care is also taken to ensure that there are no tight controls regulated in any areas of the business. All employees are encouraged to take initiatives and be creative in solving guest problems and exceeding their expectations.
From the above discussion it is evident that culture has a strong role in the operational activities at Ramada Jarvis Hotels which shapes the employees responses to guests. Robbins et al. (1994) suggests that culture conveys a sense of identity for the organisation's team members facilitating commitment larger than one's own self-interest and providing a 'social glue' which holds the organisation together and shapes the behaviour and attitudes of employees.
Conclusion
The key features at Ramada Jarvis Hotels that appear to explain the success of the organisational culture are flat hierarchy structures, shared goals of the organisation and staff members and planning that includes the costs of implementing and maintaining the culture of the hotel. This has resulted in efficiency, effectiveness and behavioural consistency across all staff members. With practises such as multi skilling and participative decision making staff members share a strong awareness of the organisations objectives and goals.
However, the organisational culture does have some limitations. Firstly, the amount of time and cost involved to implement an organisational culture can be very high. Second and more importantly, an organisational culture can create a very strong organisational identity among employees which may well become a handicap. For example, at Ramada Jarvis, attempts to introduce change outside of the agreed boundaries cause resistance amongst the teams. Management at Ramada Jarvis are very aware that in order to maintain a firm commitment from staff to the organisations goals and objectives, any changes made need to be in line with the organisational culture.
Thus, although dimensions of organisational culture are infused across all functional areas of the business, it is fair to say that management discretion is difficult to be exercised in its entirety in such an organisational cul
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