It describes an organizational culture building in a hotel so that the managers to become more effective and efficient during their daily operation

1. Building a HotelBuilding a Hotel
Organizational CultureOrganizational Culture
Kefalas Soteris, Ph.DKefalas Soteris, Ph.D
Author – Research - EducatorAuthor – Research - Educator

2. CORPORATE CULTURECORPORATE CULTURE
• Intrinsic character of an
organization
• Sum of its customs and tradition
that make it unique, especially
when viewed by people outside of
the organization
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3. ORGANIZATIONAL CULTUREORGANIZATIONAL CULTURE
• Members’ shared attitudes, beliefs,
experiences, psychology and values.
• Controls interpersonal relationships
• Influences external relationships
• Organization’s internal workings
• Crucial in the hospitality industry,
especially in a hotel
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4. Organization has two meaningsOrganization has two meanings
1.1.TThe structure of a group of peoplehe structure of a group of people
showing the inter-relationships of theshowing the inter-relationships of the
positions they occupy.positions they occupy.
2.2.The procedures, metThe procedures, methods and ways in
which a structure operates.
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5. Manager
Assistant Manager
Deputy
Manager
Chief
Receptionist
Head Chef Head Barman
Hierarchical StructureHierarchical Structure
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6. Manager
Assistant Manager
Deputy
Manager
Chief
Receptionist
Head Chef Head Barman
Traditional StructureTraditional Structure
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8. 8Kefalas Soteris , Ph.D

9. Dynamic Organization –Dynamic Organization –
The Best SolutionThe Best Solution
People
Structures
Tasks Tools
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10. BUILDING A HOTEL ORGANIZATIONAL
CULTURE
• Lose the hierarchical structure
mentality
• Develop & manage your hotel as a
dynamic organization
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11. Hotel OrganizationalHotel Organizational
Culture - RequirementsCulture - Requirements
To develop our hotel culture requires
that
our values, procedures and
practices are matched with
guests’ expectations
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12. Hotel Organizational
Culture (Definition)
Basically, a hotel organizational
culture is:
•Statement of hotel’s philosophy
•Manager’s objectives
•Hotel’s values and beliefs
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13. Hotel OrganizationalHotel Organizational
Culture (Aims)Culture (Aims)
• Make the hotel unique
• Give it an identity
• This ultimately determines degree
of success
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14. Hotel’s ValuesHotel’s Values
May be implemented in many ways:
•Type of measurement gauging
performance
•Treatment of employees
•Allocation of compensation and benefits
•Performance is recognized and rewarded
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15. MISSION STATEMENT’SMISSION STATEMENT’S
SIX TARGETSSIX TARGETS
• People
• Product
• Profit
• Quality
• Value
• Sustainability
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16. PeoplePeople
• The most important asset of a hotel is
people.
• Employees are people; they work to
satisfy guests and make profits.
• Guests are people; they supply the
profit.
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17. People
The more contented and safe your
people feel, the more productive and
willing they are to provide guests
with a first class service.
For this basic reason, a hotel
organizational culture matters.
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18. ProductProduct
The service that satisfies the needs,
wants, and desires of guests.
• Needs are essential things.
• Wants are not-essential but
appreciated services.
• Desires are realizable dreams of
guests.
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19. Profit
• Measures degree of success
• Gauges how well and efficiently the
hotel satisfies its guests
• Essential for survival, growth, and
future protection
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20. QualityQuality
• Quality comes first
• Quality of the product and service must
create complete customer satisfaction
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21. Sustainability of the ValueSustainability of the Value
• The Hotel Stuff must not be content
with past standards but must strive to
maintain and where possible to improve
service and efficiency
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22. MANAGER’SMANAGER’S
OVERALL OBJECTIVESOVERALL OBJECTIVES
• To achieve the highest level of
service expected by guests
• To achieve the highest profitability
expected by hotel’s owners
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23. Manager’s Three MainManager’s Three Main
ConsiderationsConsiderations
• Commitment to guests
• Hands-on management
• Concern for employees
Each of these has three secondary
activities...
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24. Commitment to GuestsCommitment to Guests
• All units are clean, attractive, and
maintained in good order
• Being courteous and helpful
• Providing the best products and
service possible
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25. Hands-on ManagementHands-on Management
• Manager sets the pace
• Is involved in details of main
operations
• Follows through to ensure that
objectives are achieved
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26. Concern for EmployeesConcern for Employees
• Frequent communication with
employees
• Developing and recognizing
employees
• Meeting employees’ needs
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27. DEVELOPING THEDEVELOPING THE
ORGANIZATIONAL CULTUREORGANIZATIONAL CULTURE
• Organization Structure
• Delegating Responsibility
• Delegating Authority
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28. Hotel Organization StructureHotel Organization Structure
• The organization structure should
be built and organized by successful
hotel manager
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29. DELEGATION:DELEGATION:
Responsibility and AuthorityResponsibility and Authority
• Clear lines of responsibility and
authority
• Every employee must know what
has to be done, by whom, when,
and at what cost and expected
result
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30. Delegating ResponsibilityDelegating Responsibility
The subordinate:
• Accepts a task
• Creating a responsibility to do it
• Accepts authority
• States the aim
• and in turn may have to delegate
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31. Delegating AuthorityDelegating Authority
• Delegation is authorising someone
to do something that you would
otherwise have to do
• It is giving someone the authority to
act in your name
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32. MANAGER’S ROLE INMANAGER’S ROLE IN
SHAPING THE CULTURESHAPING THE CULTURE
• Bull’s eye Organization
• Management Style
• Goals Settings
• Putting Values into practice
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33. Bull’s Eye OrganizationBull’s Eye Organization
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34. Management StyleManagement Style
• In addition to overseeing the transmission of
orders and instructions down the hierarchical
structure of pyramids of named or titled boxes,
management style must communicate radially
from the centre outwards.
• Radial, cross-hierarchical communications is
fundamental in developing organizational
culture.
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35. Goal SettingGoal Setting
Goals are the objectives to be achieved.
They must be:
•Precise
•Realistic
•Achievable
•Understandable
•Measurable
•Agreed
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36. Specific GoalsSpecific Goals
• Hotel goals are important; they must be
realistic and measurable. The manager
must establish a time frame for
completion and provide regular feedback
on progress.
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37. Put Values into PracticePut Values into Practice
• Measurement
• Compensation
• Recognition and Reward
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38. MeasurementMeasurement
• All employees must be aware that
everything―labour, food, beverages,
inventory, time, space―is measured and
used to evaluate performance. This
establishes a control-oriented hotel culture.
• Frequency of measurement communicates
the hotel’s true values and impacts on the
organizational culture.
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39. CompensationCompensation
• To emphasize that service is the hotel’s priority, the
closer the contact that service employees ─
including chefs, waiters and chambermaids have─
with guests the more important should be their
remuneration.
• A hotel, intending to have an efficient and effective
service, must ensure that all employees working on
the service line are adequately compensated.
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40. Recognition and RewardRecognition and Reward
• Recognition and reward can be as important as
compensation. Employees who provide consistent,
peer-judged high quality of service should be
acknowledged and their achievements made public.
• Other employees seeing that good service is
rewarded, will realize what is important to the hotel
and what it takes to get ahead. This will stimulate a
competitive spirit among all staff to provide first-class
service to guests.
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41. BUILDING A STRONGBUILDING A STRONG
HOTEL CULTUREHOTEL CULTURE
• An investment of time and effort to focus on
a sound organizational culture will produce
many benefits
• Creating a strong culture is a good thing for
business human capital and makes good
business sense.
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42. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
• Attracts Talented
People
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43. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
• Retains Talented
People
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44. A Strong Hotel
Organizational Culture
• Gets People
Interested
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45. A Strong Hotel
Organizational Culture
• Creates Energy and
Momentum
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46. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
• Changes Employee’s
View of Work
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47. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
Creates synergy
2 + 2 = 5
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48. THANK YOU VERY MUCHTHANK YOU VERY MUCH
FOR YOUR ATTENTIONFOR YOUR ATTENTION
48Kefalas Soteris , Ph.D