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Organizational Behavior
Dr. Sheerly Nagy
“Marriot Hotel Case Study”
Presented by
Mostafa Gad Sakr: 22221037025
Marwa Ghoneima : 22221039007
Osama Abd El Ghaney Hamed: 22221037027
1. Abstract.

2. Introduction.

3. Definition of organization culture

4. Marriot Motivation strategies

5. impact of workforce diversification on the “Marriot Hotels &

Resorts” leadership style

6. The communication Barriers could face “Marriot Hotel and resort “

7. Conclusion
1-Abstract
Hospitality industry is a major employer. The industry includes service sector work like tourism
and food service. It suffers from more economic fluctuations compared to its peer industries.
The hospitality industry is major service sector in the world economy. The industry encompasses
an extensive variety of service industries that include food service, tourism, and hotels.
Hospitality industry suffers from fluctuations within an economy every year
2-Introduction
JW Marriott is one of the largest organizations in the world working in the field of hotels,
hospitality, and tourist resorts.
JW Marriott was founded in 1926 and operates in more than 100 countries
Marriott currently is one of the top three international brands in the world. They are operating
with 3300 hotels worldwide across 17 brands and some of the prominent being in India, like JW
Marriott, The Renaissance, The Marriott Signature Brand, Courtyards, Fairfield Inns and
Marriott Executive Apartments. These are the brands, which are currently in India. Some of the
brands they are planning to get into India would be top end brands like The Ritz Carlton,
Countryside Suites, and Bulgari… These are some of the other editions to be seen in the future.
JW Marriott believes that success begins with creating a strong work environment that helps
employees of different nationalities to develop and upgrade the work system to serve its
customers and maintain its position in the market.
3-Definition of Organization Culture
Marriott is a company whereby the employees are the basis of their success. The current
differentiation strategy of Marriott fits with their mission and vision and is implemented
successfully throughout the organization.
JW Marriott is always trying to create motivation for its employees, open clear channels of
communication between management and employees, pay attention to the promotion system
within the organization, and create a new generation of leaders of different nationalities, and this
strategy always requires review and development. JW Marion faces the problem of integrating
the different cultures of its employees and creating a clear way of communication
4-Marriott Motivation Strategy:
Most employees need motivation to feel good about their jobs and perform optimally. Some
employees are money motivated while others find recognition and rewards personally
motivating. Motivation levels within the workplace have a direct impact on employee
productivity. Workers who are motivated and excited about their jobs carry out their
responsibilities to the best of their ability and production numbers increase as a result.
As time goes by, the importance of internationalization and globalization has increased at a faster
rate where very few companies have successfully survived and maintained its position by
understanding the cross-cultural management.

Considering Marriott Hotels & Resorts, it is a perfect organization where every single objective
is accomplished and both the extrinsic and intrinsic rewards are considered as highly significant
(Hill, Jones & Schilling 2014).

Maslow’s “Hierarchy of Needs” and Marriott:

Abraham Maslow is regarded as one of the most established theorists in terms of employee
motivation. Maslow has founded his supposition on the needs founded motivation approach.
When a lower level need of an employee is being satisfied, he seeks to satisfy his next top level
need and ultimately the employee reaches to the self-actualization level.

The Maslow’s supposition consists of five different levels (Gary 2011):

(a) Physiological At Marriott Hotels & Resorts,

(b) Safety This is a general assumption at the Marriott Hotels & Resorts

(c) Social Interpersonal relationships are highly valued and encouraged at the Marriott Hotels
& Resorts.

(d) Self Esteem

(e) Self-Actualization.

Marriott authorities are completely aware of the fact that all of its employees want a really
demanding job, a chance to finish their education and autonomy to explain their personal
processes for accomplishing organizational goals. The managers at Marriott Hotels & Resorts
totally focus upon encouraging a work environment where a worker can easily meet his personal
needs of self-actualization.
Marriott’s Take Care Program:
The lifestyle brand powering Marriott’s commitment to an inspirational employee experience is
their global wellbeing program, Take Care. Founded on the three pillars of opportunity,
community and purpose, Take Care Program has three conditions for an inspirational culture of
success:
 1. Lead by Example: Live Your Company’s Core Values
2. Empower Your Employees to Animate Your Company Culture
3. Ensure Your Core Values and Culture Reflect Fundamental Human Needs 
Impact of Marriott motivation strategies on its employees:
88% of employees at Marriott International say it is a great place to work compared to 57% of
employees at a typical U.S.-based company.
5- Impact of Workforce Diversification on the “Marriot Hotels & Resorts” leadership style

Since its founding in 1927, Marriott has valued diversity and inclusion of all associates. This
legacy is now a fundamental operating principal and business imperative.

Since 2003, their Committee for Excellence has promoted the recruitment, retention, and
advancement of women and minority employees, and initiated efforts to develop an increasingly
diverse owner, guest, and supplier base. In 2005, the J. W. Marriott Diversity Excellence Award
was created to recognize a business unit or department for promoting diversity and building an
inclusive environment.

Their 10-member Board of Directors includes three minorities, including two women. Their
Regional Diversity and Inclusion Councils ensure that their diversity strategy is implemented in
local markets with strategic partnerships, targeted recruitment campaigns, diversity
communications, and other outreach to associates.

As Marriott grows and expands globally, they continue to broaden how they think about global
diversity and inclusion, reaching across cultural borders to embrace the unique gifts and talents
of the communities where they live and work.

Corporate Diversity

At Marriott, the foundation for diversity and inclusion is promoting “UNITY and Family.”
Through UNITY, we create an inclusive environment that supports the recruitment, retention,
and advancement of all employees, and actively engages in efforts to develop a diverse and
inclusive workforce, owner, guest, and supplier base.

There are many advantages to diversity:

-1Diverse companies have better reputations
Companies that make diversity and inclusion as part of their mission are seen as desirable,
socially responsible organizations leading to a better reputation with customers and investors.
-2Diverse workforces see reduced turnover

It’s simple: diversity and inclusion lead to engagement, and engaged employees stay longer.
When employees feel valued and respect, they are more likely to remain loyal

-3 Diverse organizations are more innovative and creative

Workplace diversity sparks innovation and creativity.

Having a diverse staff with different backgrounds, skills, and experience levels means that
people are more likely to have different and varied approaches to the same problems.

6. The communication Barriers could face “Marriot Hotel and resort “

Marriot is one of the leading organizations in the hotel service industry
So, it always faces a lot of challenges, one of its biggest challenges is communication barriers
The communication barriers have many connections, but the main three connections are
1- Employees
2- Customers
3- Vendors
And we will illustrate how these connections are related with communication barrier

Listening

- listening is often much more important than speaking. Yet, many companies still don’t
understand the importance of listening to employees, vendors and customer voice and the
value of their feedback.
- Those who drive and nurture the culture of open workplace communication enjoy a
happier, healthier, and more engaged workforce.

Wrong communications channels

- There are many different communication channels people use nowadays. The same is
true for companies, especially large enterprises. Such complexity in the communication
makes it hard for employers to make sure that they use the right channels to inform their
 people and deliver relevant information in a timely manner. This is also used with
vendors and customers as well
Demographic and cultural differences (employees, vendor & customers)

- The way people interact with each other can vary depending on the demographic and
cultural differences. If communicators are not aware of these differences, communication
barriers will arise.
- Hence, it is important to find a common ground for effective communication and adapt to
the work culture of the organization to communicate effectively.
Wrong communication technology (employees, vendor & customers)
- Communication technology can make or break any organization’s communication
strategy. In the sea of available technology, employers need to be able to find and
implement solutions that best fit their organizational needs and goals.

Clarity, consistency, and frequency (employees, vendor)

- Communications professionals need to understand the importance of clear, consistent,

and
communication. When messages across different channels are not consistent, trust gets hurt.
When messages don’t get delivered frequently or in a timely manner, employees, vendors miss
out on important information or updates.

7. Conclusion
The major conclusion after analyzing all the facts which are relevant for this report is that the
Marriott is a wonderful company whereby the employees are the basis of their success. The
current differentiation strategy of Marriott fits with their mission and vision and is implemented
successfully throughout the organization. After conducting research via various models it can be
concluded that there is no need to develop a new strategy, since they do reach all their goals with
the current strategy.
Reference
Marriott International. (2022b). Home page. https://www.marriott.com Reynolds, D., Rahman, I.,
& Bradetich, S. (2014). Hotel managers’ perceptions of the value of diversity training: an
empirical investigation. International Journal of Contemporary Hospitality Management, 26(3),
426–446. https://doi.org/10.1108/IJCHM-02-2013-007

Madera, J. M., Dawson, M., & Neal, J. A. (2013). Hotel managers’ perceived diversity climate
and job satisfaction: The mediating effects of role ambiguity and conflict. International Journal of
Hospitality Management, 35, 28–34. https://doi.org/10.1016/j.ijhm.2013.05.001

marriott. com/corporate-social-responsibility/corporate-responsibility. mi Pollitt, D. (2008).

Marriot

Hotels stresses the Spirit to Serve; Firm among best big companies to work for in UK. Human

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