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Company
Case Analysis of Organizational Culture
VISIBLE THINGS
VALUES
VIEW OF REALITY
Seidel, 1999, p. 40
Identity
Culture and identity are closely connected and the early literature on organizational
identity often struggled to explain how the two might be conceptualized separately
(Hatch & Shultz, 2002). Studies have led to the conclusion that the two constructs are
inextricably interrelated yet have distinct characteristics.
When we consider identity we speak of the collective aspect of the set of
characteristics by which a thing is definitively recognizable or known (American
Heritage Dictionary, 2000). Much of the research builds on the idea that identity is a
relational construct formed in interaction with others (Hatch & Shultz, 2002). The idea
of identity as a relational construct is encapsulated by Meads (1934) proposition that
identity arises in the process of social experience and activity, that is, develops in the
given individual as a result of his relations to that process as a whole and to other
individuals within that process (p. 135). Mead went on to claim that identity has two
distinguishable phases, one he called the I and the other the me. According to Mead
(1934): The I is the response of the organism to the attitudes of the others; the me is
the organized set of attitudes of others which one himself assumes. The attitudes of the
others constitute the organized me, and then one reacts toward that as an I (p. 175).
Commenting on Meads theory, Hatch and Shultz (2002) state:
A Splash Spa
Three restaurants
40,000 square feet of street-level restaurants and retail shops featuring the latest
designs from Italy and other countries
A 34,000 square foot Japanese garden with a cascading waterfall, bamboo
plants and willow trees
300-rooms in the hotel
Art valued at two million dollars
Highest thread count Egyptian cotton fabric for linens
Down comforters
Guest room bathrooms are designed with beige and white marble
Customers
High end market customers paying average daily rates of $202
Meeting event planners
Recognitions
Kuala, Lumpur hotel- 1998 Best Hotel in Asia-Pacific in the eighth Business
Traveler/Pacific magazine Travel Awards Subscribers Survey
Kuala, Lumpur hotel- Best Business Hotel in Malaysia presented by Business
Asia and Bloomberg Television for two consecutive years.
Malcolm Baldridge National Quality Awards
o 1992: First and only hotel to win the award
o 1999: First and only service company to win the award two times
AAA Five Diamond Awards
Conde Nast Traveler, Business Travel Awards
Conde Nast Traveler, 2000 Gold List
2000 Best of Florida Award, Florida Living Magazine
Mobil Travel Guide Five Star Awards
Travel and Leisure, Worlds Best Awards (1999)
Travel and Leisure, Worlds Best Service Awards (1999)
Words Related to Culture
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If they have the talent, and if they want to serve people, we can train them. We
can teach them the skills they need to perform any number of different functions.
As long as we make sure that we chose people who fit out culture, we can work
with them.
- Marie Minarich, human resources director
You are not servants. We are not servants. Our profession is service. We are
Ladies and Gentlemen, just as the guests are, who we respect as Ladies and
Gentlemen If we do what we do right, we become as important as they are.
- Horst Shulze, president and COO
We Are Ladies And Gentlemen Serving Ladies And Gentlemen
- company motto
The motto is a deeply believed feeling and demand on the organization. A
promise by the organization that everyone would be treated as ladies and
gentlemen. It is also a demand on all employees, especially managers and
leaders.
- Horst Shulze, president and COO
During the next few days, we will orient you to who we are- our heart, our soul,
our goals, our vision, our dreams- so you can join us and not just work for us
We will get a great hotel for our guests, but what about us? We should have a
great work environment, too.
- Horst Shulze, president and COO
Ive got to tell you that I love James McBride. James McBride is just fabulous.
Hes successfully opened up lots of Ritz-Carltons. But a year from now?
- Brian Collins, manager of hotels for Millennium Partners
I pushed James [McBride] to hire more people than the Ritz-Carlton staffing plan
would lead them to hire in Guest Recognition.
- Brian Collins, manager of hotels for Millennium Partners
We picked out all the art. You wont see one English hunting scene in this hoteland its been painful for the Ritz. Their competition is the Four Seasons, and the
Ritz has been resting on its laurels- Were an English kind of hotel- and thats
just not going to get it done in the 2000s. Its just not what people want.
- Brian Collins, manager of hotels for Millennium Partners
Theres all this construction activity going on around here, finishing floors,
testing the fire alarm system. And they have 400 people they have to convert to
Ritz-Carlton employees in the next seven days.
- Brian Collins, manager of hotels for Millennium Partners
Behaviors
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Individuals who applied for jobs but did not make the cut were treated the same
as everyone else during the job fair.
During the job fair everyone from McBride on down, pitched in to serve as
escorts, paperwork runners, and interviewers.
During the initial phase of the employer-employee relationship, new employees
were treated as customers with their own unique set of needs, and the hotels
managers were accountable for their satisfaction.
On the first day of the countdown, new employees joined other members of their
division outside the hotel for what can only be described as a pep rally. Carrying
signs and chanting (House-keeping, House-keeping), each division vied to be
the loudest, most enthusiastic group of new employees. Coming into the hotel,
the hotels managers lined both sides of the curved marble staircase and each
employee was sincerely welcomed as a new member of the Ritz-Carlton family.
This was followed by an enthusiastic and visionary address by Horst Schulze,
president and COO.
Training took place regarding the Gold Standards, the service philosophy,
leadership orientation, vision, and skills.
2. Values
These are values that have become beliefs in the organization conjectured from the
data and review.
Quality is job one
Heavy emphasis is on human resources (Employees matter)
The customer is the single most important focus of the company everything
revolves around customer satisfaction
Teamwork and camaraderie is highly valued
Employees are respected and to be developed professionally
Resources are allocated to the Ritz-Carlton target market; money is spent
aggressively to sustain their market share
Its not enough to have a good hotel. With the ownership of Millennium Partners
condominiums are an important part of the business and concessions must be
made for this reality.
The Ritz-Carlton must compete with their rival The Four Seasons
3. Basic Assumptions
These are the basic taken for granted assumptions (or views of reality) believed to be
a part of the Ritz-Carlton culture
Work and life are not mutually-exclusive. Life, meaning and self-actualization are
accomplished through work.
All human beings are to be valued and have inherent worth.
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