A Study of Cross Cultural Communication Strategy:

Case of Marriott Hotels & Resorts

QUESTION: READ THE CASE ON MARRIOT TO UNDERSTAND THE REASONS WHY THIS
HOTEL IS SUCCESSFUL IN ATTRACTING CULTURAL TRAVELLERS AND CHOOSE ANOTHER
HOTEL WITH SIMILAR CROSS CULTURAL STRAGEY. DEFEND YOUR CHOICE IN 6 PPT SLIDES.

Abstract

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 their position by understanding the cross cultural management. Even if
organizations or businesses are working within the country with a culturally diverse
workforce, it is a challenge for them to identify growth opportunities by working
collaboratively. This is because working with a diverse cultural workforce increases
work exposure as new methods that are used in other cultures to do the same task
are introduced. Moreover, by working in a cross-cultural environment, it is important
for the business organizations to be aware of how different cultures and people from
that culture influence the organization. In addition, the organizations must pursue an
effective leadership approach to motivate employees. The organizations as leaders
must have the ability to understand the actual definition of diversified cultural
co-workers so that they could practically implement it well. This paper discusses
Marriott Hotels & Resorts’ cross cultural management as it is an international
organization and deals with people across cultures on a routine basis. The paper
initially provides an overview of the Marriott Hotels & Resorts. Then the paper
discusses leadership, motivation and management at Marriott Hotels & Resorts.
Finally, the paper concludes and proposes a few recommendations.

Keywords: Company, Motivation, Marriott Hotels & Resorts, leadership, Service

quality

Introduction

Marriott Hotels & Resorts is one of the leading chains in the hospitality industry
globally. The Marriott Hotels & Resorts operates in more than 500 locations globally
and serves its customers with excellent quality services. Marriott Hotels and Resorts
serves culturally diverse customers by its culturally diverse workforce. The company
is based in Washington D.C. Marriott Hotels & Resorts is continuously selected in the
Forbes Best Companies to Work.

Leadership at Marriott Hotels & Resorts

Basically, motivation can be described as an action of encouragement to make

individuals achieve an act, which the individuals would not have executed normally.
Considering Marriott Hotels & Resorts, it is a perfect organization where every single

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 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, the physical needs of all the employees are
considered as highly important and the management tries its best to provide
shelter, money, food and several other benefits like life insurance, health benefits
and retirement plans to its employees.

(b) Safety:
This is a general assumption at the Marriott Hotels & Resorts is that the only way
to make a worker more productive for an organization is by providing him job
security and Marriott Hotels & Resorts also by making sure that several other
workers as well as the workplace follow secure enactments while on the work
site.

(c) Social:
Interpersonal relationships are highly valued and encouraged at the Marriott
Hotels & Resorts. Effectual interpersonal associations are considered as really
essential by the management and here, the managers form an environment
where cooperation among the staff members is being highly rewarded. The most
encouraging point is that, at Marriott Hotels & Resorts; continuous managerial
communication regarding operational issues is an essential component of
satisfying a worker’s social needs.

(d) Self Esteem:

It is a basic need of an employee to be able to learn several other duties and
tasks and expand his tasks in some way or the other. The Marriott Hotels &
Resorts management uses some popular techniques like job enrichment, cross
training and special assignments for making duties more rewarding. Here, the
employees are also allowed to take part in the organization’s decision making
processes.

(e) Self-Actualization:
A worker will show much more interest in personal development and growth with
self-actualization. Marriott authorities are completely aware of the fact that all of

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 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.

Douglas McGregor and Marriott

Theory X supposes that every worker is lazy and will avoid working if provided
with an opportunity. Generally most of the managers across the world subscribe
to this concept. On the other hand Theory Y supposes that employees want to
perform an excellent job and will perform their duties in an extremely good
manner, if managers allow them to do so. Relatively a smaller number of
managers agree with this supposition and even a smaller number of jobs are
suitable for its execution (Miroshnik 2013).

Now considering the work environment of Marriott Hotels & Resorts, its
managers across the globe execute both theory X and Y according to the culture
of the country in which they are operating. A manager working in an Asian
environment will probably make use of Theory X, in order to maintain the
reputation of his organization (Kumar 2010). This is because there is a high
likelihood that Asian people tend to avoid their duties and liabilities, so the
manager thinks that his job is to vitalize the employees and to organize the work.
The manager of Asian environment believes that the mere purpose of the
worker’s interest in the duty is money. Here, one drawback is that the manager
will probably blame the individual first, without interrogating the fact that whether
the fault may be due to the policy, lack of employees’ training or system that
deserves the criticism.

On the other hand, Marriott Hotels & Resorts operating in the Western
environment will probably have theory Y in execution. This is due to the reason
that Western people are believed to be enjoying their physical and mental work
tasks. So the manager of a Marriott Hotels & Resorts operating in a Western
culture assumes that workers are self-motivated and ambitious (Cameron &
Quinn 2011). Western workers possess the capability of innovative problem
solving. Hence, given appropriate circumstances; the manager of Theory Y
believes that workers will learn to accept duties and they can execute
self-direction and control in achieving the Marriott Hotels & Resorts goals to
which the workers are committed.

Motivation at Marriott Hotels & Resorts

The style of leadership can be defined as a process of interaction between the
groups of individuals that consists of restructured or structured situations,
perceptions and expectations of members (Flamholtz and Randle 2011). This

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 can also be explained as the behavior pattern that leaders go along with during
job with and via others, as they discern it.
The three essential factors that decide the kind of leadership style are
characteristics of leaders, characteristics of subordinates and the environment of
an organization. Therefore, the styles of leadership can be categorized in
accordance with the power of the leader and his behavior as democratic,
autocratic and laissez faire; where leadership styles are differentiated by the
impact of leaders upon their juniors. More distinctively, dictatorial or autocratic
style of leadership is implanted in leaders possessing complete organizational
control and decision making authority in their hands (Hartman and Werhane
2013). Normally such leaders do not share this kind of authority with their juniors,
while participative or democratic style of leadership suggests that leaders
dispense their workers’ power of decision making and assignment, and ultimately
Laissez-faire style of leadership describes that leaders provide their workers with
much power of decision making.

Effectual leadership is extremely important in present day’s competitive trade

circumstances and obviously the hospitality business cannot be excluded from it.
Instead the requirement for effective leadership in this industry is even more
significant, especially in the context of Marriott, which is a globally famous luxury
hotel. Marriott provides its customers with the highest quality standards of
service and customer care (Werner, Schuler and Jackson 2012). The managers
at Marriott are recognized with distinctive professional and personal
characteristics and charisma compulsory to be a productive hotel manager.

Globally, Marriott Hotels & Resorts managers have got the ability to head from
the front by establishing an example for their workers to follow. They have the
capability to push their employees towards the success and have the charisma to
impact the staff in a creative and a positive way (Flamholtz and Randle 2011).
Managers at Marriott clearly understand the requirements of the workers as well
as of the customers and have got the capability to solve the different issues and
motivate employees in some of the most challenging situations. Rage for
success, intelligence, personality and resilience are some of their other important
attributes.
The prosperous leadership manner implemented at the Marriott hotels is the
perception provided by its originators who were born leaders (Meier & Liker
2005). Contemporary Marriott Hotels & Resorts depict the extensive journey of
prosperity that its founders had got a vision, which was being interpreted into
reality. Furthermore, the contemporary leadership of Marriott Hotels & Resorts
has also nurtured itself in accordance with the similar values and vision laid by its
originators.

It is an undeniable fact that in the past, the hospitality industry had few of the
most dictator style leaders and most of the activities and decisions were

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 conducted by a single individual, having complete emphasis upon the generation
of profit by means of conventional norms of hospitality. But as time passes by,
the hospitality industry has also seen a great deal of alterations and as an
outcome of those changes; present day hospitality industry is much more
autonomous and it reflects aspirations of the employees both in the worker
welfare and services (Hartman and Werhane 2013).

At Marriott Hotels & Resorts, the management is indicated as a ‘hands-on’ style,

which imparts intervention, stress and control of interactions and operations
among the employees at all ranks in the hotels. This ‘hands-on’ or ‘being there’
style is regarded as a common style of leadership at the Marriott Hotels &
Resorts, such style can be much more effectual than other types of leadership
styles to acquire workers’ job satisfaction; as the Marriott Hotels & Resorts
administration work regularly with their workers and thus administration is
showing more interest in the problems of the employees at work (Kumar 2010).
But this cannot be considered as a preferred style of leadership at the Marriott
Hotels & Resorts. In contrast, it appears difficult to embrace participative style of
leadership. But this absolutely does not mean that the autocratic leadership style
is better, but it is essential to be applied at the Marriott Hotels & Resorts.

Management Style at Marriott Hotels & Resorts

Hay-McBer has defined six key management styles that includes coaching,
pacesetting, participative, affiliative, authoritative and directive. The directive
style is also referred to the Coercive as it has a main objective that requires quick
compliance from employees. This type of management style is effective when
deviations are of risk or there is a crisis; whereas it is ineffective when the
workers are highly skilled (as it makes them resentful and frustrated) and
workers are underdeveloped (Ashkanasy, Wilderom, & Peterson 2011). The
second management style is authoritative which is also known as the visionary
style. This management style’s basic objective is to provide long term vision and
direction to employees. Authoritative style is effective when the leader is credible
and there are clear standards and directions to perform a particular task;
whereas it is ineffective when leader is not credible (subordinates does not follow
visions if they are not cleared with it or believe it) and workers are
underdeveloped (subordinates needs guidance to proceed with the task). The
third style of management is affiliative. The basic objective of this style is to
create harmony between manager and employees and among employees. this
style of management is effective when the leader or manager counsels,
manages conflicts, tasks are of routine basis and performed adequately;
whereas it is ineffective when there is a crisis and the employees need proper
direction or when the overall performance is inadequate. The fourth style of
management is participative or democratic (Werner, Schuler and Jackson 2012).

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 The basic objective of this style is to create consensus and build commitment
among employees. This style is effective when there is a steady work
environment, staff has credibility and experience and employees work together;
whereas it is ineffective when employees have poor coordination, organization is
facing crisis and there is a lack of competency. The fifth management style is
pacesetting. The main objective of this style of management is to accomplish
tasks at high standards to deliver excellent performance (Kodama 2009). This
style is effective when experts are to be managed, little coordination or direction
is required and the people are competent and highly motivated; whereas it is
ineffective when there is much work load that requires help from others and
coordination, coaching and developing is required. Last management style is
coaching. The primary objective of this style of management is employee’s
long-term professional development. This style of management is effective when
employees are motivated and want development, and the employees need to
develop their skills; whereas it is ineffective when the organization is in crisis, the
performance inconsistency is too great and the leader or organization lacks
expertise (Hartman and Werhane 2013). Marriott Hotels and Resorts follow a
coaching and affiliative style of management in their organization that has
enabled its employees to work in teams as their activities are monitored and they
are guided by their managers. Moreover, the use of these two types of
management styles helps to reduce conflicts among team members that ensure
smooth flow of operations that delivers customer satisfaction.

Managing and Building Teams with a Culturally Diverse Workforce at

Marriott Hotels & Resorts
It is important for every organization to manage and build teams to collectively
achieve the organizational targets and goals. Each member of the team,
irrespective of the culture they belong to, must contribute to the achievement of a
common goal. At Marriott Hotels & Resorts, team building and team working is
highly encouraged and appreciated. The hotel itself also promotes team building
at all its regions of operations (Bouchikhi & Kimberly 2008). Moreover, team
building with culturally diverse people is also encouraged within an organization.
Although it is difficult to manage teams at all levels, as the company follows an
autocratic style of leadership, it easily manages and handles culturally diverse
workforce teams at all its hotel locations.

Performance Management
Performance management refers to the activities that help an organization to
ensure that their objectives/targets are consistently being met by the employees
in an efficient and effective manner. Moreover, it also focuses on the
performance of an employee, organization, department, or processes to create
the best service or product (Kumar 2010). As Marriott Hotels & Resorts is a
service organization, therefore it continuously monitors performance of its team
and individual employees by using various tools and methods of evaluation. This

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 enables Marriott Hotels & Resorts to ensure that the team is delivering their best
productivity to satisfy customers. However, Marriott Hotels & Resorts needs to
monitor the team’s performance more closely at all its locations.
Cross Cultural Training
Cross cultural training means offering different training courses that aims to
create awareness in teams with culturally diverse cultures. Marriott Hotels &
Resorts is good at team building as it offers different courses to its senior
managers at all regions and middle and lower level managers in some regions
where there is a culturally diverse workforce within a particular hotel (Werner,
Schuler and Jackson 2012). However, the organization needs to provide further
training to its managers and employees such as cross cultural training for team
building, management, negotiation, diversity and specific culture training.

Role of International Managers

The international managers have high responsibility as they are the one to lead
the particular hotel on behalf of the top or home country management (Bouchikhi
& Kimberly 2008). Therefore, it is important for them to perform all the functions
in the best way they can as they are accountable for this. Mainly, the
international managers at Marriott Hotels & Resorts are responsible for planning
regional expansion and hotel management, coordinating activities, controlling
and monitoring activities, staffing right people for the right job, organizing routine
activities, directing staff on regular basis, reporting to corporate head and many
other similar activities (Werner, Schuler and Jackson 2012). Although the
international managers are performing their roles well, they need to be more
accountable so that Marriott Hotels & Resorts could maintain its high standards
internationally.

Employee Welfare and Benefit

Employee welfare refers to the different facilities, benefits and services offered
by the employers to the employees. It is not necessary that the employee welfare
and benefits are in monetary form but it could be in any form (Ashkanasy,
Wilderom, & Peterson 2011). The different welfare and benefits offered include
transportation or house allowances, food and medical insurance, improving
working conditions, employee safety etc. Marriott Hotels & Resorts believes that
employee welfare is one of the most important factors to motivate employees as
it develops a sense of belongingness in employees towards organization and
also increases job satisfaction. Marriott Hotels & Resorts offers many benefits to
its employees and teams on their superior performances. However, the hotel
should focus more on non-monetary rewards as it increases employee and team
productivity.

International Human Resource Development

The functions of international human resource management are somewhat
similar to local human resource management, however, international human

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 resource management requires greater responsibility and accountability as they
have to manage the workforce across different cultures. Therefore, it is important
to focus on the development of international human resources. For this, effective
training and development seminars must be arranged internationally so that all
the employees grow and develop together (Ashkanasy, Wilderom, & Peterson
2011). Although Marriott Hotels & Resorts is so far successful in developing its
human resource, more effective training to perform local functions and activities
must be provided to all the employees across the hotel’s global chain.

Organizational Culture and Strategies for Change

Culture refers to the essence that is present in the operating environment of an
organization. It includes implicit patterns of attitudes, activities and behavior that
are shaped by the set of beliefs and values which shows the way the employees
work together. The culture at Marriott Hotels & Resorts is aligned with the goals
of the company (Kumar 2010). The cultural environment is friendly that enables
all the employees to work collectively irrespective of the differences of their
culture and values. Although the Marriott Hotels & Resorts does not need any
major change for its organizational culture, it is recommended that the company
should train its employees to welcome people from different cultures and train
their new and existing employees to work according to the single culture.

Cross Cultural Business Ethics and International Sustainability

The Marriott Hotels & Resorts believes in practicing the cross cultural business
ethics to ensure its successful operations globally. Moreover, the compliance of
ethics in all regions it operates has also contributed to its international
sustainability (Nelson & Quick 2012).

Meeting Different Needs and Expectations of Culturally Diverse Guests at

Marriott Hotels & Resorts
Being a service organization, Marriott Hotels & Resorts is responsible to deliver
utmost satisfaction to its customers or guests that come to the hotel. Most of the
guests arriving at the Marriott Hotels & Resorts belong to other cultures as they
visit different countries for business purposes (Bremer & McKibben 2010). Thus,
the hotel manages its culturally diverse guests well that is evident from its
standards and quality of services that is consistent at all Marriott Hotels &
Resorts.

Host Guests Relationships

Host guest relationships refer to the state where the host serves their guests well
or the company is successful in delivering customer satisfaction. As Marriott
Hotels & Resorts is a service organization, it is important to maintain strong
guests and host relationships. Marriott Hotels & Resorts maintains good
relationships with its customers by delivering them superior quality services
(Werner, Schuler and Jackson 2012). Moreover, the guests are welcomed to give

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 their open comments and feedback on the services that have helped the hotel to
improve. Moreover, to encourage its guests to visit the Marriott Hotels & Resorts
repeatedly, the hotel also offers loyalty cards. This has enabled the guests to
become lifetime customers of Marriott Hotels & Resorts. However, Marriott
Hotels & Resorts need to take more effective measures to improve its host and
guest relationships.

Managing Expectations
Managing expectation refers to the state when a company meets the
expectations of its stakeholders. It is important for Marriott Hotels & Resorts to
manage expectations of all its customers or guests (Griffin & Moorhead 2009).
Although Marriott Hotels & Resorts manage expectations in service delivery, the
company must ensure that the service expectations of guests must be met in all
areas as their dissatisfaction will result in refund, loss of customer value and
brand poor image.

Service Gaps
The service gap helps to measure quality of services in five different ways.
Firstly, it measures the gap between management perception and consumer
expectation. Secondly, it measures the gap between service quality specification
and management perception. Thirdly, it measures the gap between service
delivery and service quality specification (Gary 2011). Fourthly, it measures the
gap between external communication and service delivery. Lastly, it measures
the gap between experienced service and expected service. Marriott Hotels &
Resorts regularly monitors all these service gaps so that they do not lag behind
in any aspects in delivering high quality hotels and resorts services. However, it
is recommended that the company must monitor these service gaps strictly at
regular intervals.

Service Policies, Practices and Procedures and their Application

Every organization has its own policies, practices and procedures that depend
upon the type of organization and the industry it belongs to. The service policies
and practices of Marriott Hotels & Resorts reflects that they give first priority to its
guests or customers. Moreover, the hotel emphasizes a uniform procedure that is
followed by all the employees throughout the organization to conduct any specific
activity (Kumar 2010). Moreover, the application of these procedures are also
common at all the hotel and resort chains of Marriott hotels; however, this could
be different on the basis of cultural and regional differences. Thus, it is
recommended that Marriott Hotels & Resorts must encourage its employees to
comply with the service policies, practices and procedures in all regions.

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