Organizational Culture

1
Organizational Culture

• As Related to
• Quality Service Systems
• (Chapter 4)

2
Culture

• An organizations way of behaving, thinking
  acting
• that is learned shared by organization members
• Shared philosophies, ideologies, values,
  assumptions, beliefs, attitudes, etc.

3
How organization relates..

• to the outside world
• Guest they can ask very odd questions
• internally
• Internal customer who is?
• How to deal with problems
• Externally
• Internally
• What is right what is wrong
• Beliefs to make sense with what they do

4
Policies and Procedures

• What is
• Written?
• Unwritten?
• Can not have a policy for everything
• Q What does your staff refer to when they have a
  question that is not answered in a policy?
• Emphasis interpersonal relationships

5
Teaching values

• Begins day 1
• orientation
• Sooner
• interview????
• Sooner advertising??
• Happy faces, excited employees working for you??

6
Teaching values cont.

• Standards of excellence
• Before you hire some one
• what does the guest expect??
• Smiling friendly staff
• Hire for that
• Well groomed
• Hire for that
• Get pain out of way 1st / early
• Piercing?? other???

7
Service excellence

• must be in company culture
• All employees
• need to buy into the culture.
• must have support of company to produce service
  excellence.

8
Folkways -customs / habits

• How are the handshakes?
• How do they address guests?
• please thank you
• sure and thanks
• you guys
• move out of way for a guest?
• run to get their bags?

9
Sub - Cultures

• Management challenge..
• Part time staff
• Long-timers vs. short-timers
• Not there long enough
• Different departments
• Communication Silos
• FOH vs. BOH
• Age groups
• Heritage
• Do as I say, not as I do?

10
Sub - Cultures

• Different also by hospitality type
• Restaurant culture
• 86
• Chef is king
• Hotel culture
• G.M.
• Concierge

11
Sub - Culture

• Some are tolerated
• Some are trainable
• Some re-trainable
• Some are terminated

12
Culture

• What manager values
• Celebrate success??
• Employee of year??
• Pins of distinction??
• Special privileges??
• MBWA
• Look for problems??
• MBWA and .
• Announces them
• Not positive with comments

13
Leaders teach culture

• 5 mechanisms to help define culture
• 1. What leaders
• pay attention to,
• measure
• control
• 2. Leaders reaction to critical incidents and
  crisis
• 3. Deliberate role modeling, teaching, coaching
• 4. Criteria for allocation of rewards and status
• 5. Criteria for
• recruitment,
• selection,
• promotion,
• retirement and excommunication

14
Ritz Credo

• The Ritz-Carlton Hotel is a place where the
  genuine care and comfort of our guests is our
  highest mission.
• We pledge to provide the finest personal service
  and facilities for our guests who will always
  enjoy a warm, relaxed yet refined ambiance.
• The Ritz-Carlton experience enlivens the senses,
  instills well-being and fulfills even the
  unexpressed wishes and needs of our guests.

15
Ritz Culture A Benchmark

• Gold Standards
• The Credo
• Motto
• 20 Basics
• 3 Steps of Service
• Employee Promise
• Continuous Improvement
• A Clear Vision
• The Pyramid

16
Ritz Culture A Benchmark

• Total commitment to the company culture is
  imperative.
• Every action should be moving towards achieving
  our primary goals.

17
Ritz Motto

• The Motto applies as much to the employees
  interaction with one another as it does to our
  interaction with our guests.
• We are Ladies and Gentlemen, serving Ladies and
  Gentlemen!

18
Ritz 3 Steps of Service

• Step One
• A Warm and Sincere Greeting.
• Use the guest name, if and when possible.
• Step Two
• Anticipation and Compliance with guest needs.
• Step Three
• Fond Farewell.
• Give them a warm good-bye and use their names, if
  and when possible.

19
Ritz Basics

• Be able to describe the
• basic standards
• our problem solving processes
• grooming
• housekeeping
• safety and efficiency standards.
• Create consistency throughout all of our
  Ritz-Carlton Hotels around the world
• Ensure that we meet our customer service
  standards and expectations.

20
Employee Promise

• At The Ritz-Carlton, our Ladies and Gentlemen are
  the most important resource in our service
  commitment to our guests.
• By applying the principles of trust, honesty,
  respect, integrity and commitment, we nurture and
  maximize talent to the benefit of each individual
  and the company.
• The Ritz-Carlton fosters a work environment where
  diversity is valued, quality of life is enhanced,
  individual aspirations are fulfilled and The
  Ritz-Carlton Mystique is strengthened.

21
Communication

• Daily Lineup
• Commitment to Quality
• Annual Meetings by Discipline
• Conference Calls

22
Employee Involvement and Decision-making

• Basic 10
• Each employee is empowered. For example, when a
  guest has a problem or needs something special,
  you should break away from your regular duties to
  address and resolve the issue.
• Basic 13
• Never lose a guest. Instant guest pacification
  is the responsibility of every employee.
  Whoever receives a complaint will own it, resolve
  it to the guests satisfaction and record it.

23
Mindset Select as opposed to Hire

• Talent and Talent
• Fit
• Recruiting
• Retention
• Bottom Line
• If you get the right people in the right roles in
  your organization, you will absolutely increase
  the odds of retaining them

24
Orientation is a significant Event

• Asked to Join
• Day 21
• Day 365
• Annual Certification
• Training, Training, Training

25
Recognition of Excellent Behavior

• Rewards should match employees needs and wants
• Caution
• If an employee expects it, it may no longer be
  viewed as a

26
Ritz Philosophy

• Ones philosophy is not best expressed in words
  its expressed in the choices one makes. In the
  long run, we shape our lives and we shape
  ourselves. The process never ends. And the
  choices we make are ultimately our
  responsibility. (E. Roosevelt)
• If you put good people in bad systems you get
  bad results. (Covey)

27
Management Culture

• Manage the day-to-day operations
  URGENT THINGS
• Scheduling
• Inspection/Inventory
• Complaint Handling
• Implement the Pyramid IMPORTANT THINGS
• Gold Standards, I.e., Create a culture where
  efficiently satisfying customers is every
  employees goal
• Process Improvement, I.e., Design and maintain a
  system where employees drive the improvement
  process

28
Employee Involvement

• Basic 7
• To create pride and joy in the workplace, all
  employees have the right to be involved in the
  planning of the work that affects them.

29
Mr. BIV

• M istakes
• R ework
• B reakdowns
• I nefficiencies
• V ariation

• Basic 8
• Each employee will continuously identify defects
  (MR.BIV) throughout the Hotel.

30
How to Handles Challenges

• Sporadic
• An irate guest with a confirmed reservation who
  cannot be accommodated
• The mysterious disappearance of property or money
• The breakdown of the hotels automated systems
• A threat to human safety or health

• Chronic
• Problems which have existed for some time
• Problems that we have learned to live with
• Key Production Processes

31
How to Handle Challenges

• Step 1 Identify and Select the Problem
• Step 2 Analyze the Problem
• Step 3 Generate Potential Solutions
• Step 4 Select and Plan Solution
• Step 5 Implement Solution
• Step 6 Evaluate Solution

32
Assessments

• Gallup
• Individual Guest Satisfaction
• Meeting Planner Satisfaction
• Catering Satisfaction
• Employee Satisfaction
• Service Quality Indicators
• Profit Loss Statement
• ..Balanced Scorecard

33
Ritz Culture

• The real risk is to do nothing
• Dennis Waitley