Marriott hotels are a large hotel owner and management company with large part of its portfolio being in management of hotels. Primary challenge faced by Marriott across the world and in Asia is multiculturalism and integrating its diverse culture into its global context (Wang and Wang, 2009). It has been expanding steadily in Asia, but with a large cultural distance between its principles, core values and Asian values of conservativeness, it faced a challenge of growth. The hotel company found it hard to mix with the Asian culture and find suitable candidates to integrate into its culture. This was the prime issue in its global expansion, because the values, principles and method of operations it followed in the western nations were completely different from the Asians. For example, many Marriot hotels in the west do not offer specialized services of luggage transfer, which in some nations in Asia, is required as the most negligible service. In addition, language was another barrier for the hotel company in Asia, China in particular, where English speaking employees were difficult to be found (Jackson and DeFranco, 2005).
The challenges were met with rigorous top management intervention, which strategically identified the challenge before it could rise and pose a threat, and faced it upfront with strategic decisions and diversification plans. The company’s core value of “keeping employees happy who will then keep the customers happy” stands amazingly incontestable (Walker, Miller and Davey, 2012). The core value resonates with all hotel managers who are ever eager to follow this principle. Diversification is the primary strategy utilized by the company in integrating its large global and diverse workforce.
Marriott’s core principle of integrating its diverse workforce and at the same time keeping its diversity intact as its biggest strength was implemented by utilizing its internal core principle of keeping the employees happy, involved, engaged and always belonged. Marriot understood and accepted that for a globally emerging brand like itself, and with a globally diverse customer coming from varied culture, there requires a strong diversification process (Madera and Kapoor, 2011). Marriott, having understood the emerging issue in advance, took note of its challenges in Asia and integrated it with its core strategy of building a diverse workforce and maintaining their well-being and personal importance. It realized that every employee, however, different culturally, have similar needs and worries. For example, Marriott qualified all its employees for full term insurance when they were not eligible in many occasions due to the global financial crisis (DuBois, 2013). Marriott diversified its outreach to include local residents in distant properties, giving them employment and teaching them the core values of the hotel. It also amplified its strategy of diversifying its workforce in each hotel, which helped it to gain more power over other brands, because employees speaking different languages and managing to keep up with culturally diverse guests were an important requirement.
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