The document analyzes the culture and history of Marriott International, emphasizing its commitment to customer service, employee care, and innovation in response to customer needs. Founded by J. Willard Marriott in 1927, the organization has expanded from a root beer stand to a global hotel management company with over 3,800 hotels, driven by core beliefs of integrity, teamwork, and proactive hospitality. Moreover, it discusses various organizational theories and identifies factors that sustain and promote change within the company's culture.

1. Introduction - 1 paragraph
Provide a brief introduction that explains the purpose of the
paper and introduces the organization that you will be
analyzing.
Culture – 1 page
Culture
Marriott is an international luxury hotel that has an
individually distinctive and collectively powerful culture. They
are operates and franchises more than 2600 hotels and resorts,
totaling approximately 425,900 rooms and 6,300 vacation
ownership villas worldwide. They have 15 brand and hotels in
70 countries. Marriott has a special treatment that it takes
people who truly love that they do to create a truly
extraordinary experience. For the social events, such as
weddings, the event planners available that will help customers
plan that special occasion. They also have technology support,
global conferencing, small to grand scale conferencing centers.
Marriott have an unique beliefs that are most important to them
stay the same—putting people first, pursuing excellence,
embracing change, acting with integrity and serving our world.
Being part of Marriott International means being part of a proud
history and a thriving culture.
The Marriott has a different culture than other hotel, because
they concern for all employees, hands-on management, and the
hotel associate with corporate culture and management style.
They would like to use unrelenting commitment to meeting
customer needs through excellence in quality, service and
hospitality. They did was based on their uncompromising
beliefs in treating people fairly, working hard, paying close
attention to details, and listening to arid giving customers what

2. they wanted.
Although competitors such as Starwood and Hilton could
have an advantage over Marriott in upgrading rooms because
they own a larger proportion of their properties. Marriott have
some unique culture are do whatever it takes to take care of the
customer, pay extraordinary attention to detail and use their
creativity to find new ways to meet the needs of customers.
Development – 1 page
John Willard Marriott started to open a root beer named
Marriott in Washington, D.C. with his wife in 1927. John
Willard Marriott said, “Culture is the life-thread and glue that
links our past, present, and future”. And Marriott’s original
culture is to treat their customers, associates, and employee in a
good way in order to make Marriott successful. The company
provided good foods and service to its customer, and John
Marriott found that the residents in the city needed a place to
get a cold drink in summer, he later expanded their root beer
business into restaurant and hotels.
By discovering new ways to meet the needs of customers,
Marriott developed their culture from treating their customer in
one single stage to all stages, so they acquire Courtyard in
1983, and then they acquire Ritz - Carlton in 1995, and build
different gradation of levels of hotels to meet the needs of
customer from different backgrounds. In addition, Marriott
found that some customers want to have a long stay, so they
acquire Residence Inn in 1987 and build a brand new hotel
called Marriott suits, with is a good place with multiple
facilities for customer who wants to have longer stay. Thus
Marriott’s culture improved the hotel from single stage to all
stages and multiple forms.

3. As the track of culture development in Marriott’s. The culture
of the company helps Marriott to become one of the most
successful hotels in the world, and it still influence Marriott to
improve over the tim
Change - 1 page
Marriott has 10 successful organization theory. First they
practice teamwork and treat each other with the same respect,
they have a Marriott’s belief that: if we take care of each other ,
we will be able to take better care of our guests. Second is
genuine care and comfort their guests to ensure their return is
our highest mission. Display genuine and enthusiastic interest in
the guest and always pay complete attention. Third is smile and
greet every guest. Speak to the guest in a warm, friendly and
courteous manner. Use their name as often as possible. Always
use appropriate vocabulary. Avoid slang and hotel jargon. Forth
is thank the guest for their business and bid them a fond
farewell. Make their last impression of the hotel warm and
positive. Fifth is Anticipate guest needs and be flexible In
responding to them. Practice "Proactive Hospitality". Pick up on
nonverbal cues to initiate personalized service and delight all
guests. Sixth is Be knowledgeable about your job. Attend all
training courses required for your position. Seventh is any
associate who receives a guest complaint "Owns" the complaint.
Use the L.E.A.R.N. process to do everything in your power to
never lose a guest. Follow guest response procedures to ensure
that the guest is delighted. Eighth is it’s everyone’s
responsibility to learn and honor our guests’ preferences so we
can personalize their stay. Ninth is it is the responsibility of
every associate to report defects in the hotel, including
shortages of equipment and supplies. Tenth is uncompromising
standards of cleanliness are everyone’s responsibility. Clean as
you go. Both the Front of the House and the "Heart of the
House".
Marriott International is the world's premier hotel management
company with 3,800 hotels, 19 hotel brands and a diverse
workforce of 3,800 managed and franchised hotels around the

4. world. Founded by J. Willard and Alice Marriott and dominated
by the Marriott family of hoteliers for more than 80 years, the
company is headquartered in Bethesda, Maryland, with revenues
of nearly $ 12 billion in FY12. they pursue this strategy, people
serve people, through this long time they change the room, size,
and so on, in order to make more comfortable environment to
customer, and make customer “come home”.
Conclusion - 1 paragraph
Analyze the factors that sustain the organization’s culture
(restraining forces) and factor’s that promote change in the
culture (driving forces). You may use the Force-Field analysis
model on page 129.
Models of Health
Throughout history, society has entertained a variety of
concepts
of health (David, 2000). Smith (1983) describes four distinct
models of health in her classic work:
Clinical Model
In the clinical model, health is defined by the absence and
illness
by the conspicuous presence of signs and symptoms of disease.
People who use this model may not seek preventive health
services or they may wait until they are very ill to seek care.
The
clinical model is the conventional model of the discipline of
medicine.

5. Role Performance Model
The role performance model of health defines health in terms of
individuals’ ability to perform social roles. Role performance
includes work, family, and social roles, with performance based
on societal expectations. Illness would be the failure to perform
roles at the level of others in society. This model is the basis for
occupational health evaluations, school physical examinations,
and physician-excused absences. The idea of the “sick role,”
which excuses people from performing their social functions, is
a
vital component of the role performance model. It is argued that
the sick role is still relevant in health care today (Davis et al.,
2011; Shilling, 2002).
Adaptive Model
In the adaptive model of health, people’s ability to adjust
positively
to social, mental, and physiological change is the measure of
their
health. Illness occurs when the person fails to adapt or becomes
maladaptive to these changes. As the concept of adaptation has
entered other aspects of American culture, this model of health
has become more accepted. For example, spirituality can be
useful in adapting to a decreased level of functioning in older
adults (Haley et al., 2001).
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib20
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib20
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib58
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib58
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_def0155
https://jigsaw.vitalsource.com/books/978-0-323-09141-

6. 1/content/id/B9780323091411000012_def0155
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib21
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib21
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib21
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib21
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib56
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib56
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_def0010
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_def0010
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib29
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib29
Eudaimonistic Model
In the eudaimonistic model exuberant well-being indicates
optimal
health. This model emphasizes the interactions between
physical,
social, psychological, and spiritual aspects of life and the
environment that contribute to goal attainment and create
meaning. Illness is reflected by a denervation or languishing, a
lack of involvement with life. Although these ideas may appear
to
be new when compared with the clinical model of health,
aspects
of the eudaimonistic model predate the clinical model of health.

7. This model is also more congruent with integrative modes of
therapy (National Institutes of Health, National Center for
Complementary and Alternative Medicine [NIH/NCCAM],
2011),
which are used increasingly by people of all ages in the United
States and the world. In this eudaimonistic model, a person
dying
of cancer may still be healthy if that person is finding meaning
in
life at this stage of development.
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_def0025
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_def0025
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib45
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib45
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib45
https://jigsaw.vitalsource.com/books/978-0-323-09141-
1/content/id/B9780323091411000012_bib45