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华美达贾维斯伊林酒店文化网络的概念

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:2161

论文字数:2000论文编号:org201704191950245664语种:英语论文 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。

在目前的经济气候与竞争激烈的市场在酒店业,选择组织的战略,在这样的环境中生存和进步的组织可以有一个显着的影响他们的表现。在一个组织中的文化可以有重要影响这些战略和他们的成功。然而,这往往被忽视或忽略的管理人员必备的工具。
使用华美达贾维斯伊林酒店为例,本文将重点研究:
文化网络的概念,帮助了解酒店业的组织文化。
“文化网”的不同元素在组织中存在的程度及其对组织绩效的影响。

In the current economic climate with a highly competitive market in the hospitality industry, the choices made by organisations in selecting their strategies to survive and progress in such an environment can have a significant impact on their performance. The culture in an organisation can have an important influence on these strategies and their success. However, this can often be overlooked or ignored by managers as an essential tool (Dwyer et al., 1999, 2000).

Using Ramada Jarvis Ealing Hotel as an example, this paper will focus on:

The concept of cultural web to help understand the culture of organisations in hospitality industry.

The extent to which different elements of the ``cultural web'' are present in the organisation and the influence they have on organisational performance.

Analysis
There are various definitions of culture. According to Sathe (1983) culture represents a set of important understandings that members of a community share in common. Deal and Kennedy (1982) define culture as ``the way we do things around here''.

In this case study, culture and the main elements of culture will be defined with the help of Johnson's cultural web as a framework. The six interrelated elements help make up what Johnson and Scholes call 'The Paradigm' which helps to analyse the bigger picture of an organisation - to see what is working, what isn't working and what needs to be changed. The cultural web has been applied to The Ramada Jarvis Hotels in order to explain how cultural influences on behaviour within an organisation come about and their impact on the organisation.

1 Routines & Rituals

Routines, in the context of hotels, can be associated with the welcoming or farewell of guests i.e. check in or check out, serving guests food & beverage in the restaurant/bar etc. The use of jargon in day to day operational activities of the hotel forms part of the routines. At Ramada Jarvis Ealing Hotel, jargon such as multi skilling - training staff in other areas of the hotel and buddy system - assigned experienced employee to help new starters, promote the culture of team work where the unique culture and shared understandings of everyone working together towards fulfilling guest requirements is emphasised.

On the other hand, rituals include formal & informal organisational processes. Examples of formal processes include employee induction programmes, staff training & development workshops etc. Informal process may take shape in the form of socialising after work for drinks, morning tea/coffee breaks etc (Robbins, 1994).

Rituals also include activities that maintain cultural values and beliefs. At Ramada Jarvis, rituals such as the staff consultative meeting which is held monthly helps ensure that all staff members are informed of any important events, operational decisions and key changes. The meeting is also open to taking new ideas from staff for improvements as well as engaging employees in decision making activities. Rituals also take form of ceremonies which are thought of as celebration of organisational culture which remind and reinforce cultural values (Brow论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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