Managing Organizations/Hotel Management Managing Organizations The Marriot Essay

Length: 10 pages Sources: 5 Subject: Business - Management Type: Essay Paper: #32299056 Related Topics: Event Management, Management Control, Management Course, Time Management
Excerpt from Essay :

Managing Organizations/Hotel Management

Managing Organizations

The Marriot Corporation

A look at Six Sigma and the 7S McKinsey Framework

The Marriott Hotel Chain is a global brand offering resort and luxury hotel furnishings at popular vacation and business destinations. As the Events & Kitchen Management for global operations, my responsibility includes the overseeing of banquet operations including the process management of the cooking and serving efficiency. I receive complaints from hosts and others that contract our services. Whether the meal is cold or late, or if the order was wrong, there are a number of complaints that I must address as a leader and business manager.

The Event and Kitchen operations must flow seamlessly as an efficient engine that everyone loves because no one notices that it is running. When demand on the system steps up, so does performance. This can be said when the event is in full swing and drinks are being served at any one of our tables. We need to be more reactionary to demand such that preparation is undertaken to address the need to serve more drinks to clientele and for them to waste less time waiting for drinks to spend more time mingling and making contacts.

A system that enables process management coupled to a management leadership style will produce the results expected by our somewhat demanding clients. Indeed, the job of our staff is difficult, as they have to create and operate at 100% effectiveness and excel when clientele are in demand of our services. The process management methodology of Six Sigma and the leadership framework is that of The McKinsey 7S Framework (Leadersphere, 2009).

The six sigma process management is defined by Hayler & Nichols (2004), as a "Methodology that is a practical approach that focuses the tools and rigor of Lean Six Sigma on your critical processes in order to help you identify the most strategic and customer-focused properties for Lean Six Sigma projects in your organization. They suggest that it embodies the following concepts, which are universally accepted under different lists and acronyms such as;" (Kohnen, 2006)

Create compelling new products and service offerings

Provide service delivery as defined by customers

Generate attractive returns for shareholders

Be the best place to work for employees

Operate mutually value-creating partnerships with third-party suppliers

Other constructs have been proposed for this concept such as: define, measure analyze, improve, and control (DMAIC). The authors clearly state that "The most important thing is not to get 'hung up' on these labels, but, to stay focused on what it is we're continually trying to achieve."

Source: Kohnen, (2006). What is six sigma: Process management? The Quality Management Journal (2006).

With regard to the 7S McKinsey Model, "The seven variables include structure, strategy, systems, skills, style, staff, and shared values. Structure is defined as the skeleton of the organization or the organizational chart. The authors describes strategy as the plan or course of action in allocating resources to achieve identified goals over time. The systems are the routinized processes and procedures followed within the organization. Staff are described in terms of personnel categories within the organization (e.g., cooks), whereas the skills variable refers to the capabilities of the staff within the organization as a whole. The way in which managers behave in achieving organizational goals is considering to be the style variable; this variable is thought to encompass the cultural style of the organization. The shared values variable, originally termed superordinate goals, refers to the significant meanings or guiding concepts that organizational members share." (Leadersphere, 2009)

Vision of the Professional Development Plan

The vision is to entice new clients by providing marketing literature displaying highlights of our past events and comments/letters from our guests and hosts of their guests whom patron our banquet and utilize our entertainment staff. Such a vision is a commitment to a system of process management and a leadership style that is consistent with achieving the end result. When our literature shows clients engaging one another at our events rather than waiting online with a rather unhappy and inpatient look, we believe our halls will be books when we throw an additional 15% discount for first time clients.


Each event seeks to create synergies at each level of interaction and engagement. This means we do not want our staff multi-tasking if we can avoid it. Should then need to multi-task, we want it performed functionally by focusing and completing one task quickly and effectively before moving onto the next task.

When these synergies exist and are exploited, the level of service increases significantly and increases the effectiveness of our services when assessed by our guests. The word of mouth regarding the effective management of our event and kitchen staff will enable growth within this cash cow niche market our corporation has increased market share in. By growing our event and kitchen management business, we create greater demand for services in a very strategic market that ostensibly can survive as a stand-alone business rather than apart of broader hotel chain.

To obtain these results, the process management is seen as the enabler to employees that informs them to target delivery times and real-time information regarding demand for services. By communicating with our staff we can facilitate the supply for demand for services and avoid any headaches or complaints from our guests. My vision is to have perfect events, every time. If our staff is committed to the vision of continuous process improvement then there is no doubt we can perform well above the industry standard and thus facilitate more demand for our services.

The reason behind the choosing of six sigma continuous process management control and the McKinsey 7S Framework is due to the proven ability of Kaizen style management theory to the employ that yield tremendous bottom line results to Japanese corporations. I see the management of our event and kitchen staff much the same way. By investing in ways to enable greater communication between our staff, including waiters, hosts, cooks, servers, and bartenders, we can create a seamless and fun environment were mingling and activity becomes the norm.

This particular approach addresses the critical nature of event driven management as a crux to facilitating satisfying services to a diverse and complex guest list. We have no knowledge regarding the particulars of the tastes of each of our guests and therefore, we use our ingenuity to create dishes that will please just about any palate. The understanding is our staff can just add salt to a meal should we think such a measure will satisfy our guests however, we understand that to err on the side of lower salt is to enable process management control to 'spice' up the meal rather than have to replace the whole meal due to providing too much 'spice'.

The McKinsey Framework is chosen for its managerial effectiveness regarding multiple staff and their responsibilities and how their efforts are related to the effectiveness of the organization as a whole. As my staff cannot be bothered with a leadership style that forces them to change how they think or act, the McKinsey Framework adjusts how my staff works such that their efforts are now maximized toward producing our desired end goal. We understand that although such metrics as time are important, if our staff takes a minute out to speak to our guests, we understand how that experience will positively impact our organization and therefore we choose manage the operation accordingly.

Leadership Development Plan, Goals and Outcomes

The Leadership Development Plan involves a top-down understanding of our needs and resource requirement subject to achieving our goals within our specified budget. We enable a 'champion' who will report to corporate with the results of our plan. The champion is responsible for ensuring that all directives are met and that, at the end of the day, our guests are happy with their event and that we have exquisite photo-ops of the success of our event management efforts and of the culinary creations from our chefs and culinary staff.

I do not feel that our efforts can change the broader framework of which we operate, such as the type of organizational structure, our overall strategic mission and vision, and the core implementation of our systems management. However, adjusting these components to enable the Leadership Development Plan is the ideal of my vision.

"The authors have concluded that American companies tend to focus on those variables which they feel they can change (e.g., structure, strategy, and systems) while neglecting the other variables. These other variables (e.g., skills, style, staff, and shared values) are considered to be "soft" variables. Japanese and a few excellent American companies are reportedly successful at linking their structure, strategy, and systems with the soft variables.…

Sources Used in Documents:


Feurer, R., & Chaharbaghi, K. (1997). Strategy development: Past, present and future. Training for Quality, 5(2), 58. Retrieved from

Journal of Management. (2002). Raytheon Six Sigma.

Kohnen, J.B. (2006). What is six sigma: Process management? The Quality Management Journal, 13(1), 60. Retrieved from

Leadersphere (2009). HR Intelligence Report Organizational Diagnostic Models A Review & Synthesis.

Cite this Document:

"Managing Organizations Hotel Management Managing Organizations The Marriot" (2011, April 16) Retrieved August 1, 2021, from

"Managing Organizations Hotel Management Managing Organizations The Marriot" 16 April 2011. Web.1 August. 2021. <>

"Managing Organizations Hotel Management Managing Organizations The Marriot", 16 April 2011, Accessed.1 August. 2021,

Related Documents
Hotel, Strategy the Impact and
Words: 3540 Length: 10 Pages Topic: Recreation Paper #: 88077015

As tourism would surpass rice exports, in being the number one product or service that the nation provides. This has helped the industry to grow, with various tourists from around the globe going to these destinations and then talking about their trips when they return home. Over the course of time, this has caused many of these new travel destinations to increase dramatically in popularity. The information from this

Asia Hotel Chain V United States Hotel Chain
Words: 1334 Length: 4 Pages Topic: Transportation Paper #: 77751753

Hotel industry is one of the major sectors in the leisure industry across the globe that accounts for a significant percentage of the global Gross Domestic Product and a huge portion of jobs across the globe. The global hotel industry has experienced tremendous growth and development in the recent past despite various economic challenges across the world. As this industry becomes more geographically diverse, its projected revenue by 2012 was

International Strategic Management in the
Words: 3460 Length: 12 Pages Topic: Business Paper #: 94036522

The following Table labeled Table 1.0 shows the Direct Competition Comparison in the industry sector of Marriott International, Inc. Table 1 Marriott International is known for being creative and especially so in relation to the IT dollar. In a report entitled "The Keys to Marriott's Success" stated is that "Marriott and its IT department have documents and system, policies and procedures and even history and philosophy to guide their decisions frees

Shangri La Hotels the History,
Words: 1966 Length: 6 Pages Topic: Business Paper #: 52267497

This is designed to take various personal goals of the individual and combine them with those of the organization. At which point, everyone is motivated to go the extra mile for: the customers and will take pride in the company that they work for. As they are benefiting from, the increased levels of customer satisfaction through: various bonuses and other incentives. This is important, because it shows how this

Jw Marriot Jr. Type the
Words: 3564 Length: 10 Pages Topic: Business Paper #: 80190438

Between the 1980's and the early 2000's Marriot Inc. would purchase 18 different brands of hotels the most notable include:, Renaissance, Bulgari, the Ritz-Carlton, Courtyard, Residence Inn, SpringHill Suites, TownePlace Suites and Fairfield Inn. This is important, because it would allow the company to be able to increase what they were offering to consumers and become a dominate player in a number of markets around the world. ("JW Marriot

Hyatt Hotels the Hotel Industry
Words: 3885 Length: 14 Pages Topic: Recreation Paper #: 40031522

High-road competition focuses on service quality (Working for America Institute 2004), which means developing property in prime locations and the regular upkeep and upgrade of property. Hotels using high-road competition charge high room rates but provide top-class amenities, satisfying customer service and on-site attractions, such as restaurants, lounges, conference sites, gift shops and concierge service to attract customers and incline them to spend. Upper segments are likelier to engage in