Marriott International has grown from a root beer stand in 1927 to the largest hotel company in the world with over 7,400 properties across 130 countries. [1] The company is guided by both classical and modern organizational theories. [2] It follows classical principles like division of labor but treats employees as partners rather than machines. [3] Marriott also adapts to its environment, embraces change and innovation, and empowers a multicultural, diverse workforce reflective of modern theory. [4] Through balanced organizational planning and a focus on employees, Marriott has become an exemplar in the hospitality industry.
Marriott International has grown from a root beer stand in 1927 to the largest hotel company in the world with over 7,400 properties across 130 countries. [1] The company is guided by both classical and modern organizational theories. [2] It follows classical principles like division of labor but treats employees as partners rather than machines. [3] Marriott also adapts to its environment, embraces change and innovation, and empowers a multicultural, diverse workforce reflective of modern theory. [4] Through balanced organizational planning and a focus on employees, Marriott has become an exemplar in the hospitality industry.
Marriott International has grown from a root beer stand in 1927 to the largest hotel company in the world with over 7,400 properties across 130 countries. [1] The company is guided by both classical and modern organizational theories. [2] It follows classical principles like division of labor but treats employees as partners rather than machines. [3] Marriott also adapts to its environment, embraces change and innovation, and empowers a multicultural, diverse workforce reflective of modern theory. [4] Through balanced organizational planning and a focus on employees, Marriott has become an exemplar in the hospitality industry.
Marriott International has grown from a root beer stand in 1927 to the largest hotel company in the world with over 7,400 properties across 130 countries. [1] The company is guided by both classical and modern organizational theories. [2] It follows classical principles like division of labor but treats employees as partners rather than machines. [3] Marriott also adapts to its environment, embraces change and innovation, and empowers a multicultural, diverse workforce reflective of modern theory. [4] Through balanced organizational planning and a focus on employees, Marriott has become an exemplar in the hospitality industry.
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MARY PAULINE M.
ALINCASTRE August 17, 2020
DBAHTM Student Reflection Paper on Organizational Theory
MARRIOTT INTERNATIONAL: LEADING THE GLOBAL HOSPITALITY INDUSTRY
THROUGH THE YEARS
Being considered as the Hospitality Industry’s Giant, Marriott International continuously
improved throughout the years in its nearly century-old operations. From the way it started in 1927 as a root-beer stand to today’s 7, 400 properties in 130 countries having 30 brands, the globally acclaimed hotel chain is still on top of its game now leading the industry with its innovational management techniques and approaches. Through the years, Marriott has shown the world that achieving stability in the business required careful planning and execution with the help and cooperation of the people in the organization. A&W root-beer stand in 1927 is now consistently listed on the 100 Best Companies every year since Fortune first began publishing it in 1998 and continues to be one of the best global employers with more than 425,000 associates.
Marriott International on Classical Organizational Theory
Marriott International’s level of organization shows that the company is in one way or another being guided by the four key pillars of the classical theory. The organization clearly shows the (1) division of labor, (2) scalar and functional process, (3) structure and (4) span of control which can be reflected as the different subsidiaries in the organization and departments by having 9 subsidiaries and 231 executive in charge on the different aspects of operating internationally. But, in contrary to the common description in the classical theory that companies are being compared to a machine, Marriott International shows that its employees aren’t treated as machines, they are included in the decision-making procedures and planning stages of the organization.
Marriott International on Modern Organizational Theory
“A New Marriott—For All and By All” The hospitality giant once expanded by replicating its successes. Now it is growing through innovation—and its culture of fresh ideas is fueled by a commitment to diversity and inclusion. (Great Place to Work Aug 2019-2020)
Marriott’s organizational operation is taken in a much higher level of management.
Knowing that the company operates in 131 countries worldwide running 30 brands, it is really a serious matter when it comes to managing the whole organization. This leads us to the fact that the company is utilizing the modernist approach in its organization. Taking into consideration, the contingency approach, Marriott has adapted the factors that influences an organization such as (1) environment, (2) technology, (3) size of operation and (4) people. These four factors are evidently present in Marriott’s traces of success. Operating internationally leads them to subdividing the management of the hotel properties based on its region. They continue to focus on valuing diversity and fostering an inclusive environment by empowering associates, developing multicultural tools and resources, engaging with organizations that support and provide opportunities for veterans and people with disabilities and by focusing on the development of multigenerational workforce. The pillars of the organization continuously communicate to its stakeholders through blogging in their website. Another approach that shows how reachable and relatable its bosses are in its environment. “We embrace change” - this is the third core value of the company and innovation is always a priority. Marriott always considered technology as another powerful tool in its operation. In 1995, it was the first hotel company worldwide to offer guests the option to book reservations online, via the company's implementation of MARSHA (Marriott's Automatic Reservation System for Hotel Accommodations). As Debbie Harrison said “We’ve reinvented ourselves many times over during our 92 years”, this shows how flexible the company is when it comes to innovation and continuous improvement. Size of Operation is also being considered in managing the international brand. There were numerous departments assigned to manage the different areas of operation. There were also teams assigned to closely overlook how Marriott properties in different countries of the world operates and follow the standards of the international brand. First in their core values is “We Put People First”. As what J.W. Marriott said, “Take care of your employees, and they’ll take good care of your customers”. Treating people right lead one’s organization to success and this is what Marriott International is doing to its internal customers. They also empower people with disabilities, they have programs and initiatives for different stakeholders in different continents and countries, and consistently practices diversity and inclusivity in the way they run the organization. This culture is what they consider as part of their DNA which infer their second core value on pursuing excellence. The current CEO and Director, which is Arne M. Sorenson, is also the first person to hold the post without the Marriott family name. This is another initiative of the organization on offering bigger advancements and opportunities to its associates. In addition to their good example is the Serve 360 Program in addressing global responsibility and a unique opportunity to be a force for good. This has 4 Coordinates: Nurture our world, Sustain responsible operations, empower through opportunity and welcome all and advance human rights.
CONCLUSION:
It takes a lot of organizational planning and management for Marriott International to be
where it is today. They always mention the importance of the employees, or what they call as associates, in the continuing success of the company. Guided by the principles of classical theory and adapting the modernist approach, Marriott’s leadership is exemplary in the hospitality industry. All its stakeholders are benefiting from this strategy that they continue to improve and innovate throughout the years and the years to come. They live by what they believe that “Success is never final” and always looks for way on how they can help, improve and advance even more to achieve its vision to become the premiere provider and facilitator of leisure & vacation experiences in the world.
