本文是留学生酒店管理assignment代写范例，题目是“Marriott International Leadership Style and Problems（万豪国际领导风格及问题）”，美国万豪国际集团(Marriott international Inc.)是一家享誉全球的多元化酒店服务公司，在酒店业已有90多年的历史。万豪国际集团已建立了以质量、服务卓越、现代技术、创新的信誉。在全球127个国家和地区拥有6500多家酒店，近70万名员工，拥有30个品牌以满足不同的旅游需求。在2017财政年度，该公司的收入超过220亿美元，这意味着一个伟大的公司与惊人的领导风格。此外，公司创始人Willard Marriott对员工的声明是“照顾好员工，他们也会照顾好客人”，这意味着员工在这里更重要。
Abstract 摘要
Marriott international Inc. is a reputed and leading diversified universal hospitability company which has more than 90 years of involvement in hotel industry. Marriott Int. has built a reputation for the quality, service excellence, modern technology, innovation. With more than 6,500 properties in 127 countries and territories having almost 700,000 employees all over the world has 30 brands to suit for every travel preference. In fiscal year 2017 this company made a revenue more than $22 billion which means a great company with prodigious leadership style. Moreover, company Founder J. Willard Marriott’s statement for the employee was “Take care of the employee, they will take care of the guest” which means employees are more important here (Marriott.com, 2019).
Marriott business practices and organizational structure, when invented, departed from the standard hierarchy of leadership. Marriott is worldwide operator, franchisor, and licensor of hotel and timeshare properties under numerous brand names are different price and service points. Their organizational structure can be divided into five categories. One, formalization where work of the organization closely follows guidelines and procedures. Two, specialization means dividing jobs and activities into departments e.g finance and marketing. Three, decentralization where all major decisions come from head office to general manager maintains control over the business. Four, hierarchy of authority each department will take orders from the manager as written documents then present to the team member (Investing M, 2016).
万豪的商业惯例和组织结构在创立之初就脱离了标准的领导层级制度。万豪是全球范围内的酒店和分时度假物业的运营商、特许经销商和许可方，旗下众多品牌均有不同的价格和服务点。他们的组织结构可以分为五类。第一，组织的工作严格遵循指导方针和程序的形式化。第二，专业化意味着将工作和活动划分为不同的部门，如财务部和市场部。第三，权力下放，所有的主要决策都是由总部交给总经理，以保持对业务的控制。第四、权力层次，每个部门将接受来自经理的命令作为书面文件，然后提交给团队成员(Investing M, 2016)。
1.Current Culture of Marriott Int.万豪国际当前的文化
The name of Marriott is come from the chairman’s surname. J.W Marriott who is the global chairman of the Marriott, use red in hotels logo for his wife’s request. Also, the color of red can be seen in all Marriott lobbies (Our Story, Marriott.com).According to Fortune magazine Marriott named 100 best companies to work for. However, this achievement does not come automatically and beyond the business culture makes Marriott best.
万豪的名字来自于董事长的姓氏。万豪国际集团的全球总裁万豪根据妻子的要求，将红色作为酒店标志。此外，所有的万豪酒店大堂都是红色的(Our Story, Marriott.com)。根据《财富》杂志评选的100家最适合工作的公司。然而，这一成就并不是自动产生的，超越了万豪的商业文化。
David Rodriguez, executive vice president of Marriott says, our vision is put people in top of everything, pursuing excellence, embracing change, acting with integrity and serving our world resonates with its associates, anywhere in the world you go will get the same service quality (Net, 2019).
Culture makes the business difference. when staffs feel good about their conditions, they are more enthused to give back to others. Marriott prospers on many levels, equally with its customer service and with its community participation, because employees feel a sense of well-being that they want to share with others (Morgan, 2017).
2.Current Leadership Style当前的领导风格
Marriott is a family owned business was founded by j. Willard Marriott in 1927. Started as a small business later stretched their businesses in a chain of restaurants and hotels. J.W. Marriott, Jr. is current Executive Chairman effective March 31, 2012, having relinquished his position as Chief Executive Officer. He served as Chief Executive Officer of the Company and its predecessors since 1972. He joined Marriott in 1956, became President and a Director in 1964 (Marriott, annual report, 2019, p-90). The main philosophy of his leadership style specified that people were the main asset of any prosperous company. J. Willard Marriott appreciated his employees and treated them as the members of his family.
万豪是一家家族企业，由 j. Willard Marriott于1927年创立。一开始是做小生意，后来扩展到连锁餐馆和酒店。万豪辞去首席执行官一职，自2012年3月31日起担任执行董事长。自1972年以来，他担任本公司及其前身公司的首席执行官。他于1956年加入万豪，1964年成为总裁兼董事(万豪，2019年年度报告，p-90)。他的领导风格的主要哲学明确指出，人是任何繁荣企业的主要资产。J. Willard Marriott非常感激他的员工，并将他们视为自己的家人。
Mr. J.W Marriott is well known for his charismatic leadership and his ability to drive modernization and inspire those around him to change the hospitality world. We have seen many leaders possess this attribute in both successful and unsuccessful companies. One of the main abilities of a charismatic leader is that they are very skilled communicators (Riggio, 2012).
Arne M. Sorenson is President and Chief Executive Officer of Marriott. Mr. Sorenson became the third CEO in the Company’s history in 2012. Before that, he served as Marriott’s President and Chief Operating Officer. He has held a number of positions since joining Marriott in 1996 (Marriott, 2019).
Marriott International one of the diversify company all over the world. It’s not easy to portray overall company culture because of its diversity. I have discussed on my previous paper how their culture is different than nation to nation. However, it is proven that employees working within the organization are very cheerful and average employees working year is higher compare to many other companies. Marriott has been awarded best company to work for numerous times according to Fortune magazine, Glassdoor and other news portal. Therefore, as a current employee of Marriott I can outline corporate culture and leadership style of Marriott is well designed. Marriott always take care of their employees offering them great benefit, better future career and relevant job opportunities.
In 2016 Marriott has acquired Starwood became world largest hotel chain. After that their organizational structure has been reformed. Marriott changed their structure into three level. In level one the CEO is contemporary. In previous structure CEO looks after all major activities of the hotels. Now in the same level the board of executives are presents which includes different executive directors of the leadership team. The next level comprises of different leaders/presidents for example, the financial officer, public affairs president, sales and marketing leaders, HR president, group presidents and additional presidents/heads for different positions. The third and last level consists different subdivisions such as control and accounting, stockholder relation, brand marketing, treasurer etc.
To talk more about leadership model of Marriott topmost managers followed is distinctive leadership. J. W. Marriott the founder, his son and current executive follow this leadership to promote their family business. Today, Mr. Marriott is well recognized for multiplying transforming leadership style. Another noticeable leader is Arne M. Sorenson President also follow the same leadership style (Marriott, 2019).
Mr. Sorenson also conforms the philosophies of transformational leadership encouraged by Mr. Marriott because its constructed-on beliefs vision, motivation appreciated by the company itself. Exceptionally this leadership style combines with maintain good relationship and change oriented manners while encouraging employees to keep good works. They also provide coaching and training for employees to achieve company mission (Zopiatis & Constanti, 2012, p. 87).
Marriott network is more than 350,000 employees not only in the US but also globally. So, the hierarchy of executives are very complex. If directors or top-level executives of the company display social and emotional proficiencies typically for transformational leaders, middle level executives should relation-based leaders who create and run diverse workplace, support cooperation and grow optimistic employee relation (Marriott management philosophy, 2015, p. 3).
3.Problem Statement问题陈述
Marriott operates its hotel business all around the world but there are some problem existing inside. Recently Marriott acquired Starwood makes them world largest hospitality company. Marriott introduce new program Bonvoy to change their whole website. Bonvoy, the combined reward program has 125 million members, more than any other hotel loyalty operation. New combined reward program has been plagued with problems, including members who haven’t been able to get room upgrades or free nights they’d earned. (Hugo, Martin, 2019) Lots of loyal customers missed their earned points.
万豪的酒店业务遍及全球，但内部存在一些问题。最近，万豪收购了喜达屋国际酒店集团，使其成为世界上最大的酒店公司。万豪推出了新的程序Bonvoy来改变他们的整个网站。联合奖励计划Bonvoy拥有1.25亿会员，比其他任何一家酒店的会员服务都多。新的联合奖励计划一直存在问题，其中包括会员无法获得客房升级或免费住宿。(Hugo, Martin, 2019)许多忠实客户错过了他们赢得的积分。
Back in 2018 thousands of employees refused to work in major cities citing mounting frustration over stalled negotiations for higher wages and safety measures, unwanted job termination and not getting benefits after finishing contract. (Alexia Fernández Campbell, 2018).
Marriott International is doing whimsical work on providing decent customer service and serving society and voluntary work. However, there are some point I want to mention that they can improve.
First of all, there are many hotels around the world which is not directly operate by Marriott. In 2017, 55% Marriott hotels were franchised till now the percentage increased by minimum 4% every year (Annual report, 2017, p-24).
Most of the case franchised hotels services & facility compare to the owned hotels are not same. Hotel guest are also complained about customer service quality is not impressive on franchised Marriott hotel brands (Hockeyinsider, 2017). On the other hand, from my personal experience I can also state that there is unquestionably difference between owned and franchised. From my last family vacation, we been one of the franchised Marriott brand and the service was terrible compare to directly own and operate by Marriott. So, in that case Management should be cautious about how their franchise hotels complying Marriott rules and regulations.
4.Identified Leadership Problem领导问题的确定
I have discussed lot about transformational leadership and relations-based leadership for Marriott which does not mean they don’t face any leadership problem. From my research I discovered some strong negative point that Marriot has been practicing and they need to work on it. The spotlight is over 4,000 properties around the globe in around 80 countries, and not all mid-level leaders practice relationship-based leadership style to motivate employees.
我已经讨论了很多关于万豪的变革型领导力和关系型领导力的问题，但这并不意味着他们不面临任何领导力问题。从我的研究中，我发现了一些万豪一直在实践的强烈的负面观点，他们需要改进。我们关注的是全球约80个国家的4000多家酒店，并不是所有中层领导都采用基于关系的领导风格来激励员工。
In spite of that relation-based leadership with transformed oriented leadership is the target for the top executives in most of the Marriott hotels. However, the choice of selecting leadership style is based on different culture and countries (Zopiatis, A, 2012). As a result, the top management from those hotels where leaders are presented by only nations are failed to follow the lead from the founder.
On the other hand, where leaders focus on culturally fitting collaboration, communication with employee are typically ineffective leaders because they ignore employee interest and decision and highlighting only performance output. Many Marriott hotels around the world where high level executives are presented only by nations.
Although equally these two strategies can lead optimistic results into the organization linked with admiring different workforce, culture and indorsing company mission and vision therefor can also create problem. The matter is related to realize different culture, dealing diversity and generate exclusive company’s mission & vision (Knani, 2014).
So far so good, I didn’t find any other areas that could be improved by Marriott International, but as of now with its status and the range of operations it has been performing, except the area mentioned before along with that I would like to suggest focus more on customer benefits and customer centric activities. Although it is performing excellently well in such terms focusing more on CRM would obviously result in even a better management of their customers.
5.Solutions to the Problems解决问题的方法
To solve those problems of following unproductive leadership style of mid-level and lower level managers can be done by providing strong guidelines and rules for afresh appointed leaders followed by Marriott vision and mission, selected communication style follows everywhere. Thus, the applicant of recently joined leaders should be verified and permitted by the associates of superior committee.As a result, the process of hiring applicant for management positions in various location will be enhanced and newly hired leaders will get the idea what leadership style need to follow to satisfy the employee and also achieve the company mission.
为了解决中层和下层管理者的低效领导方式的问题，可以通过为遵循万豪愿景和使命的新任命的领导提供强有力的指导方针和规则，选择的沟通方式随处可见。因此，新加入领导的申请人，应经上级委员会下属机构审核同意。因此，在各个地方的管理职位招聘申请人的过程将得到加强，新聘用的领导者将得到什么样的领导风格需要遵循，以满足员工，也实现公司的使命。
Another problem that need to be solved that is ineffective communication method used by the leaders with the employee when these individuals have different background and culture. The solution depends on the modified method of hiring to top executives/leaders in Marriott hotels. The company needs to review the importance of selection leaders from different backgrounds, nationalities, applicant having working experience from different locations including United States and other countries.
The best effective approach to spreading the best leadership practices with all managers and leaders would be advance the current leadership coaching program. Currently, Marriott international offers tons of opportunity for the managers and directors to get necessary leadership training such as how to improve leadership skills and communication, manage people and diversity. Still, those leadership programs need to be enhanced with highly diverse situations. Thus, the usefulness of the change can be dignified by assessing leader’s communication style based on face to face personal interview and questionnaires.
6.Recommendations建议
Marriott leadership team has strong organizational structure to lead company from the front. That is why Marriott is one of the largest hotel chains in the world. Throughout my whole paper I have discussed various leadership style practice by Marriott managers and the difference leadership varies place to place. Although in one point I agreed that within the organization there are conspiracy of practicing leadership. I also believe that not only leaders can improve the situation but also employees play significant role here.
万豪的领导团队拥有强大的组织结构，从最前面领导公司。这就是为什么万豪成为世界上最大的酒店连锁之一。在我的整篇论文中，我讨论了万豪酒店经理的各种领导风格实践，不同的领导风格因地而异。尽管在某一点上我同意在组织中存在实践领导的阴谋。我也相信，不仅领导者可以改善这种情况，员工也可以发挥重要作用。
However, when I see their management philosophy and structural dimension, I consider some changes need to be done to accelerate the company.
In conclusion, Marriott international successfully demonstrate its leadership superiority in all aspects of the organization. I am also agreed with the founder choice of transformational leadership is effective and right to dominant large company like Marriott. However, the spotlight is the managers and director showed different leadership skill in Marriott hotels internationally. Therefore, it is compulsory for Marriott to enhanced and develop a new approach to handle the situation since they have many franchised hotels worldwide.
综上所述，万豪国际成功地在组织的各个方面展示了其领导优势。我也同意创始人对变革型领导的选择是有效和正确的，以主导像万豪这样的大公司。然而，引人注目的是，在万豪国际酒店中，经理和总监表现出了不同的领导能力。因此，由于万豪在全球拥有众多特许经营酒店，因此必须加强和开发新的方法来应对这种情况。
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