This document discusses developing a hospitality culture. It defines a service culture as one that supports customer service through policies, procedures, rewards systems, and actions. Leaders play a crucial role in developing and transmitting the culture. A supportive leadership climate fosters dignity, respect, pride and team cohesion among employees. Developing a strong service culture requires establishing clear benchmarks, goals, and objective measures of progress. Organizational culture encompasses shared values, beliefs, and behavioral norms within an organization. Developing and managing cultural diversity is an important part of international hospitality management.
This topic introduces the cultural diversity in tourism and hospitality industry. it also discusses the types of culture and the advantages of cultural diversity in the hospitality industry.
This topic introduces the cultural diversity in tourism and hospitality industry. it also discusses the types of culture and the advantages of cultural diversity in the hospitality industry.
Introduction of Tourism and Hospitality Marketing
Characteristics of the Tourism Industry
Tangible
Inseparable
Variable
Seasonal
Substitutable
High involvement
Micro Perspective on Tourism and Hospitality IndustryRubie Clavel
This course will cover the workings, operations and the integrative activities of major stakeholders in the Tourism and Hospitality Industry. The student will also gain knowledge on managing and marketing a service-oriented business organization. Apart from the scope and structure of travel organizations and planning of specific business of the nature and distinctive characteristics of each sector of the entire tourism industry, focusing on management, organization and planning of specific business strategies for the various entities in the local setting. This will also involve the analysis of the possible impacts of external factors and trends on the different tourism industry sectors and specific types of business. It will also look into client profiling such as travel motivations and influences as it relates to aligning strategic and tactical solutions to the business. The course also identifies the employment opportunities available in each sector and the corresponding qualifications for the jobs.
Career Opportunities in Hospitality IndustryEunice Parcz
Hospitality is an industry composed of wide-range businesses that cater guests away from their homes.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
This notes will gives knowledge on hospitality industry and the various sectors of hospitality division. Each hospitality sector classification and the scope of hospitality industry was explained in detail.
According to the World Travel & Tourism Council, the Travel and Tourism industry is currently among the largest and fastest-growing industries worldwide, forecasted to support 328 million jobs, or 10% of the workforce, by 2022.
Emerging markets - including the Middle East, Africa, Asia and the Pacific – are the new tourist destinations that are increasingly drawing crowds.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Introduction of Tourism and Hospitality Marketing
Characteristics of the Tourism Industry
Tangible
Inseparable
Variable
Seasonal
Substitutable
High involvement
Micro Perspective on Tourism and Hospitality IndustryRubie Clavel
This course will cover the workings, operations and the integrative activities of major stakeholders in the Tourism and Hospitality Industry. The student will also gain knowledge on managing and marketing a service-oriented business organization. Apart from the scope and structure of travel organizations and planning of specific business of the nature and distinctive characteristics of each sector of the entire tourism industry, focusing on management, organization and planning of specific business strategies for the various entities in the local setting. This will also involve the analysis of the possible impacts of external factors and trends on the different tourism industry sectors and specific types of business. It will also look into client profiling such as travel motivations and influences as it relates to aligning strategic and tactical solutions to the business. The course also identifies the employment opportunities available in each sector and the corresponding qualifications for the jobs.
Career Opportunities in Hospitality IndustryEunice Parcz
Hospitality is an industry composed of wide-range businesses that cater guests away from their homes.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
This notes will gives knowledge on hospitality industry and the various sectors of hospitality division. Each hospitality sector classification and the scope of hospitality industry was explained in detail.
According to the World Travel & Tourism Council, the Travel and Tourism industry is currently among the largest and fastest-growing industries worldwide, forecasted to support 328 million jobs, or 10% of the workforce, by 2022.
Emerging markets - including the Middle East, Africa, Asia and the Pacific – are the new tourist destinations that are increasingly drawing crowds.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources
Organizational Culture- Meaning, Characteristics, Developing and sustaining Culture, Types of Organisational Culture by Goffee & Jones; Handy; Cameron & Quinn, Impact, Role of organizational culture, Issue in Organisational Culture.
Chapter 9 Building a Culture of ImprovementObje.docxmccormicknadine86
Chapter 9:
Building a Culture of
Improvement
Objectives
• Understand the meaning of organizational culture
and indicators of organizational culture.
• Be able to describe at least one way of classifying
differences in national cultures.
• Describe common but essential values of
organizations in general and health organizations
in particular: diversity, safety, learning,
collaboration, and service.
• Be able to discuss key strategies for culture
change.
Outline
• Meaning of Organizational Culture
• Indicators of Organizational Culture
• Organizational Cultures in Health
• Strategies for Culture Change
Meaning of Organizational Culture
• Culture is “the way we do things around here.”
• Culture can be applied to groups,
communities, and entire societies.
• Culture encompasses the assumptions,
beliefs, values, and norms of an organization.
Components of Culture
• Values are the ideals, customs, and
institutions of an organization that its
members hold in high regard.
• Social norms are expectations about behavior.
• Assumptions and beliefs underlie an
organization’s culture and often include the
conviction that the organization is pursuing
worthwhile ends—what is good for the
organization is good for society
How to Recognize Culture
• Examine a range of activities, artifacts, and
behaviors.
• This provides insights into details of its
culture.
• Use multiple measures because culture is
broad and sometime internally inconsistent
within organizations.
Espoused Values
• Espoused values are stated in an organization’s
vision, mission, and value statements.
• Often the organizational values reflect the opinions
of decision-makers at the top of the formal hierarchy.
• Espoused values are often formalized in the ethical
guidelines of professions.
• Many norms are enacted and transmitted informally
through daily behavior.
• Norms about such issues as length of breaks, dress,
and attendance at social functions have to be
learned informally.
Symbols of Culture
• Indirect manifestations of norms, values,
beliefs, and assumptions.
• Examples include:
– Specialized language
– Rituals
– Ceremonies
– Physical artifacts such as logos
Stories as a Symbol of Culture
• Stories reflect important values.
• Stories about an organization’s founder or
past leaders are used to transmit important
guidelines for attitudes and behavior.
• Stories about heroic behavior, such as service
during emergencies or difficult times, may
promote the value of service to potential
clients or customers.
Four Types of Culture
• Four groups:
– Networked
– Mercenary
– Fragmented
– Communal
Four Types of Culture
• Classification is based on the degree to which
workers share goals (solidarity) and the
degree to which they are friends (sociability).
• Fragmented cultures are lowest on both
criteria.
• Communal cultures are highest on both.
• Managers can help cultures o ...
9. organisation culture and current trends.pptxravi shankar
Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is. A great culture exemplifies positive traits that lead to improved performance, while a dysfunctional company culture brings out qualities that can hinder even the most successful organizations.
Don’t confuse culture with organizational goals or a mission statement, although both can help define it. Culture is created through consistent and authentic behaviors, not press releases or policy documents. You can watch company culture in action when you see how a CEO responds to a crisis, how a team adapts to new customer demands, or how a manager corrects an employee who makes a mistake.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
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➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
Module 4 developing the hospitality culture
1. Developing the
Hospitality Culture
HRTM 122 TOTAL QUALITY
SERVICE MANAGEMENT
AIREEN Y. CLORES
DCHM, VSU
1
“Every organization of today has to
build into its very structure the
management of change.”
Peter Drucker (1909 - 2005)
Austrian-born U.S. management consultant.
Post-capitalist Society
THE HOSPITALITY MANAGEMENT PRINCIPLE:
Define and build a total service culture
2. Chapter content:
• Redesigning organizations for
quality
• Importance of leaders
• Culture and its importance
• Beliefs, values and norms
• Culture and the environment
• Total quality and organizational
improvement
• Communication and cultural
change
• Cultural behavior in organizations
After working through this chapter, you
should be able to:
Identify the context of international
hospitality management
Determine the roles of different
cultures in international hospitality
management
Explore the cultural dynamic for
organizations with national
cultures, organizational cultures and
touristic cultures
Examine the processes used in
managing cultural diversity
Consider the implications of
overlapping cultures in international
hospitality management
AIREEN Y. CLORES
DCHM, VSU
2
3. Developing and Leading an
Excellent Team of Workers
Managers get work done through people---and a manager’s
greatest challenge is to create a service team that delivers the
―service experience‖ consistently and well to the member
community.
Poor organization design can make be devastating to a company.
Team of workers can contribute to customer satisfaction and
continuous improvement .
AIREEN Y. CLORES
DCHM, VSU
3
5. Ritz Carlton: Known for its
fine Service
• Private bath in guest room
• Lighter fabrics in rooms
• White and black tie uniformed staff
• Fresh cut flowers in public areas
• Ala Carte dining / gourmet cuisine
• Intimate smaller lobbies
• Personalized guest experience
6. The Ritz Carlton
Culture
• The Gold Standards are the foundation of The
Ritz-Carlton Hotel Company, L.L.C. They
encompass the values and philosophy by which
they operate and include:
– The Credo
– The Three Steps of service
– Service Values
– The Employee Promise
• These Gold Standards are printed on a card
carried by all employees to insure flawless
service to their guests
7. Redesigning organizations for
Quality
• Moments of Truth
AIREEN Y. CLORES
DCHM, VSU
7
―[W]e could say that the perceived quality is realized at the
moment of truth, when the service provider and the service
customer confront one another in the arena. At that moment they
are very much on their own… It is the skill, the motivation, and the
tools employed by the firm’s representative and the expectations
and behavior of the client which together will create the service
delivery process.‖
Richard Normann
8. Creating centers of Excellence
• It is a process of bringing together key people from all areas
of the business and operations to focus on best practices.
• Provides a way for groups within the company to collaborate.
This group also becomes a force for change, as it can
leverage its growing knowledge to help different business
units learn from experience.
AIREEN Y. CLORES
DCHM, VSU
8
9. Internal marketing
…marketing aimed internally at a company’s own employees
o Enables employees to deliver brand promise
o Ensure consistently high service
o Four-step process:
• Establish a service culture
• Develop a marketing approach to human resource management
• Disseminate marketing information
• Implement reward and recognition system
o Too few organizations apply the concept
o No unified concept
o Corporate distraction (boost revenues, cut costs)
10. Link Between Internal Marketing
and Profits
INTERNAL
MARKETING
1. Service Culture
2. Marketing approach to HRM
3. Communication
4. Reward & Recognition
SERVICE
QUALITY
GAPS model
Measuring
Service Quality
CUSTOMER
SATISFACTION
LOYALTY
Relationship
marketing
PROFITS
Figure 4.1
12. Activity: The cultural
minefield…..identifying yourself
• Understanding and effectively interacting within the cultural groups to
which we belong is like walking through a minefield. Being culturally
aware means much more than just understanding the culture of other
groups or countries. It means understanding who you are and your own
cultural dynamic. Consider the following ―cultures‖, and the impact on
your life:
– Where you were born.
– Your nationality and heritage.
– How you were raised and your family life.
– The schools you attended.
– Your religious preferences.
– Your profession.
– Your company and its corporate culture.
– Your gender.
AIREEN Y. CLORES
DCHM, VSU
12
13. Teaching new values…
• Employees learn to get to know the cultural values
from day one
• Disney’s four cultural values: safety, courtesy, show
and efficiency
AIREEN Y. CLORES
DCHM, VSU
13
14. Beliefs, norms and values
• Beliefs
– Form of ideological core of the culture; how people in organizations
make sense of their relationships with the external world and its
influence on the internal organizations.
• Values
– Preferences of certain behaviors or outcomes over others; defines
what is right and wrong
• Norms
– it how people are expected to act
• Norms in advertising
• Norms in personal appearance
• Folklores and mores
AIREEN Y. CLORES
DCHM, VSU
14
15. Service culture
….a culture that supports customer service through policies,
procedures, reward systems, and actions
o Culture must support customer service
o Leaders crucial for transmitting, preserving culture
o Commitment from management
• positive attitude toward customers and employees
• time and money transmitting value system
• properly trained employees respond appropriately
• empowered to do so by the organization
o Establishing a service culture may have regional characteristics
16. 16
Leader Influence on Culture
• Much!
• Can manipulate or influence factors that determine
culture and therefore service culture.
• Cannot manage simply through guiding principles.
People do not automatically fall in line.
• Key: the leader’s behavior.
Continued next slide
17. 17
Continued
Culture strongly determined by:
• What leaders do during good times and bad times.
• How they do it.
• What they pay attention to.
• What they measure.
• How they reward.
18. 18
Quality Service Climate
• Establishes atmosphere for everyone.
• Climate is a subset of culture.
• Leaders set the tone, mood, and culture that set the
climate in an org.
• A positive service climate reinforces and supports
quality service.
• Climate is controlled by the leader(s).
19. 19
Characteristics of Supportive
Leadership Climate
• Service providers generally treat customers like they
are treated as employees.
• Dignity and respect.
• Feel like winners.
• Pride is fostered.
• Group cohesion among teams.
• During good and bad times!
20. 20
Four Leadership Imperatives
1. Leaders must allow a strong sense of personal
control over job outcomes and behaviors.
– Empower employees.
– Allow wide discretion to solve issues.
– Allow ees to create own schedules.
– Collaborate with ees about ways to improve conditions
and service.
21. 21
Continued
2. Instill a sense of meaning and contribution in
service work.
– Let ees know how they are doing.
– Allow task variety via job rotation.
– Job visitation—ees to other areas of the operation to
observe.
– Allow ees to work in area(s) of interest.
– Allow responsibility (and power).
22. 22
Continued
3. Ensure a strong sense of social connection.
– Create service teams.
– Allow job rotation.
– Encourage multiteam meetings.
– Informal social hours.
– Out-of-work sporting events (softball).
– Team-building activities.
23. 23
Continued
4. Allow employees to soar.
– Service provider development programs.
– Survey personnel skills and interests.
– Reward innovation and creativity.
Whole is Greater Than the Sum of
Individual Parts
A well integrated program using these concepts will
create an organization which is stronger than its
aggregate parts.
24. 24
Culture Plus
• In order to move to the next step in the process,
there must be a system, which fosters--
– Clear benchmarks (service standards).
– Concise goals and objectives.
– An agreed upon method for measuring progress.
• Objective versus subjective.
25. Culture across boundaries:
• Culture differences play a key role in the creation of
trust in multicultural teams.
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The Power of Diversity
Diversity is a term that describes a workplace that includes
people from various backgrounds and backgrounds – a
concept which we come across in international hospitality
all the time.
Employees who have cross-border responsibilities and/or
cross-cultural relationships need to be prepared to
effectively handle the inevitable intercultural tasks and
challenges involved.
26. Six fundamental patterns of
cultural difference
1. Different communication styles
– Language barriers
2. Different attitudes towards conflict
– Attitudes and perceptions of time as one element of complexity
3. Different approaches to completing tasks
– Cultural complexity or roles (religion, politics, practices)
4. Different decision making styles
5. Different attitudes towards disclosure
6. Different approaches to knowing
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27. Four cultural dimensions
1. Directness (get to the point versus imply the
messages);
2. Hierarchy (follow orders versus engage in
debate)
3. Consensus (dissent is accepted versus
unanimity is needed)
4. Individualism (individual winners versus team
effectiveness)
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28. Case study: Tipping
• Tipping is a sensitive topic in Asia, where breaches of social convention
are taken more personally than they would be in the West. Tipping
practices are widespread, and rewarding good service without causing
anyone to ―lose face‖ in Asia can be difficult. Tipping is not a Chinese
custom, but with British influence came the practice of tipping. Though
there is a 10% service gratuity added to most restaurant and hotel bills,
tips are still expected. Dewald’s research (2001) examined the tipping
habits of tourists from six distinct countries – three Asian and three
Western – while visiting Hong Kong. This study shows that even though
there is a slight adaptation to local tipping habits, those who tip more
often at home do the same while travelling abroad. Americans tended to
tip more often and in relation to service whereas British and Australian
tourists tipped less frequently. Mainland Chinese tipped the least often.
Furthermore there seemed to be a relationship between the level of
service quality and tipping frequency for some personal, one-on-one
services (Plate 4).
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29. Cont.
• This photograph taken recently in
a five-star hotel in China
underlines the differences in
practices and cultures. Not only is
the issue of tipping addressed
directly, but also explicitly
prohibited. Also of interest is the
way that the tip is represented
with a $ sign, underlining the
cultural differences at play in this
international meeting point.
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30. Organizational Culture
• Explains how people think and act at work;
• Comes from various directions inside or out of the
organization;
• May be weak or strong;
• Formal and informal guidelines, actually activities;
• Shared values and beliefs, behavioral norms
30
Robbins (2001) suggested that there are seven elements that define an
organization’s culture. These elements will be more or less present in all
organizations, but their specific alignment would allow you to explore the
nature of the organization (Figure 2.2).
31. Org Culture is Not:
• A technique.
• A gimmick.
• A how-to.
• A method.
• A solution.
31
33. Touristic Cultures:
1. Touristic culture is not
innate, but learned
(travel, interaction)
2. Various aspects of
touristic culture are
interrelated – meaning
that certain aspects of
touristic culture will
connect with aspects of
other cultures that can
influence the experience
such as religion and diet.
3. Touristic culture is shared –
when people visit there is an
exchange, no matter how
limited, with the other elements
of culture in a region or
organization, such as religion or
language.
4. Touristic culture defines
boundaries of different
groups both within and
without the tourist experience
– such as the distinction
between the host and the
guests or the paying customers
and their servants.
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34. Total quality and cultural
change
Types of change
• Cultural change
• Continuous improvement
(kaizen)
• Breakthrough
improvement
(benchmark)
• Organizational learning
Importance of change:
• Total quality
implementation towards
strategic advantage
• Reengineering
– Redesign service process
to provide high quality at
lower cost.
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Organizations can't change without people
changing first
35. Why organizational change?
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Triggering Conditions:
• Unstable and unpredictable world economic environment
• Speed in technological advancement that hastens product
obsolescence
• Rise of information technology and cybernetics shifting competition
towards intelligence, networking and strategic alliances.
• Capital rationing based on quality and security of investment
returns.
• Competitive advantage derived from lower cost and speed of
reaction to changing markets
• Move towards flatter, leaner organizations
• Doing more of the same no longer works
36. STRATEGIC CHANGE vs.
PROCESS CHANGE
• Strategic Change
– Organizational changes resulting from strategy
development and implementation
• Process change
– Organizational changes resulting from operational
assessment activities
37. STRATEGIC PROCESS PROCESS CHANGE
Theme to change Shift in organizational
direction
Adjustment of
organizational processes
Driving force Usually environmental
forces – market, rival,
technological change
Usually internal – ―How
can we better align our
processes?‖
How much of the
organization changes?
Typically widespread Often narrow – divisional
or functional
Examples Entering new markets
Seeking low-cost
position
Mergers and acquisitions
Improving informational
systems
Establishing hiring guide
Table 6.2
Strategic vs. Process change
40. Review Questions:
• Can you describe the levels of culture involved in
international hospitality management?
• How can cultural differences be made into positives
for an organization rather than being seen as
problems?
• Explore the tensions generated by intercultural
communications in at least one international setting.
• Why do you need to do more than understand other
cultures?
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Establishing a center of excellence is one way that your organization can improve a corporate culture that has become stagnant.You can use a center of excellence to explore corporate-culture issues, as well as to set an agenda for change to ensure that people at alllevels of the organization — from senior management to entry-level assistants, customer service representatives, and operations staffmembers — have a holistic view of the mission and goals of the organization.There is a need to recognize internal customers and create a team based organizations.
Culture in general is concerned with beliefs and values on the basis ofwhich people interpret experiences and behave, individually and ingroups. Broadly and simply put, “culture” refers to a group or communitywith which you share common experiences that shape the way you understandthe world. This has usually been seen at the national level and theorganizational level. We believe that it is now possible to talk of a touristicculture which exerts pressure on the hospitality industry, that is to say thedemands placed on the hospitality industry are themselves culturallydetermined. However the demands arise from a group – the tourists – thatexist within and beyond national cultural boundaries and share the commonexperience of travel, thereby forming a distinct culture of their own.
Thus, the same person can belong to several different cultures dependingon his or her birthplace, nationality, ethnicity, family status, gender, age,language, education, physical condition, sexual orientation, religion, profession,place of work and its corporate culture.Culture is the “lens” through which you view the world. It is central towhat you see, how you make sense of what you see and how you expressyourself.For example, consider what it means to say you are an American. Arecent search in Yahoo for “American Culture” pulled up 56 categories!America, once considered a global melting pot, is now viewed as a saladbowl filled with a large variety of ingredients.
Hofstede argued that an individual’s culture may have several levels: (1) national; (2) regional, ethnic, religious, linguistic; (3) gender; (4) generation; (5) socialclass; (6) organizational. We can see that this mixture provides an intriguingcocktail for anyone involved in organizational recruitment toattempt to disentangle for a performance assessor to misunderstand duringan appraisal a management consultant or trainer to “correct”. All inall, there is
Example: The cultural icebergCulture is like an iceberg. As everyone who has seen Titanicknows the problem with icebergs is not the part that you can see,as this represents only some 10% of the iceberg. The other 90%is hidden below the waterline but is most definitely still there.The tip of the cultural iceberg is easy to see. This includes thevisible aspects and do’s and taboos of working in other cultures.The remaining huge chunk of the iceberg hidden below the surfaceincludes the invisible aspects of a culture such as the values,traditions, experiences and behaviours that define each culture.Venturing into different cultures without adequate preparationcan be just as dangerous as a ship manoeuvring icy waters withoutcharts, hoping to be lucky enough to avoid hitting an iceberg.The difference is that the ship will know immediately whenit hits an iceberg.Unsuspecting companies may never realize they hit an icebergbut they will, nevertheless, feel the impact. It appears in the formof delayed or abandoned projects, misunderstood communications,frustrated employees and a loss of business and reputation.The costs of cultural myopia and the inability to adjust can bestaggering. By definition, cross-cultural awareness means notonly becoming culturally fluent in other cultures but also havinga solid understanding of your own culture.
The final element in our presentation of the dynamic surrounding the culturalunderstanding of hospitality deals with the tourist or the guest, whowe forget at our peril. It is becoming apparent that there are patterns ofbehaviour emerging that would allow us to consider them as a form ofculture. There are codes of dress and behaviour which are manifestly differentfrom the styles adopted by the same people in their own home orworking environments. There are also sets of expectations about the qualityof the service and increasingly of the experience as a whole that underpinthe consumption of hospitality. It is certainly still possible to identifythe national characteristics of groups of tourists, but within these nationalcharacteristics are some underlying elements that underpin the process.The level of demand is increasing and the knowledge base of the guests isincreasing.