CHAPTER4. DEVELOPING THE HOSPITALITY CULTURE: EVERYONE SERVES

Get Started. It's Free
or sign up with your email address
CHAPTER4. DEVELOPING THE HOSPITALITY CULTURE: EVERYONE SERVES by Mind Map: CHAPTER4. DEVELOPING THE HOSPITALITY CULTURE: EVERYONE SERVES

1. STRONG CULTURE

1.1. It directs behavior- provides employee guidance in uncertain situation

1.2. It give employees a sense of purpose and makes them feel good about their company - employees know what their company is trying to achieve and how they are helping the company achieve the goal everyone's clear

2. WEAK CULTURE

2.1. Few or n common values and norms

2.2. Emloyees are often bounded by policies ( even these may make no sense)

2.3. No established values-> employees do not know how the company wants them to act, and they spend time trying to figure out how to behave

2.4. Everyone's confused

3. THEORY X

3.1. People inherently dislike work

3.2. People must be coerced or controlled to do work to achieve objectives

3.3. People prefer to be directed

4. THEORY Y

4.1. People view work as being as natural as play and rest

4.2. People will exercise self-direction and control towards achieving objectives they are commited to

4.3. People learn to accept and seek reponsibility

5. BELIEFS

5.1. Form ideological core of the culture

5.1.1. Fundamental assumptions (levels of organizational culture

6. VALUES

6.1. Preferences for certain behavior or outcmes over others

6.1.1. right and wrong

6.1.2. desirable and undersirable behavior (levels of organizational culture)

7. NORMS

7.1. Standards of behavior how people are expected to act in the organization

7.1.1. eg.norm of apperance, folways, etc.

8. SUBCULTURE

8.1. Can be good or bad

8.2. Arises from a larger culture

8.3. Harder to stay in communication

8.4. Less interaction with other organizational units

8.5. Subcultures behavior, beliefs, and norms may vary somwhat from the org.culture

8.6. Organization wants to ensure the subcultures are mainly consistent with the overall cutural values

9. ORGANIZATION'S LEADER

9.1. Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those person's formal(position) authority alone

9.2. Define the culture (or redefine if necessary), teach it and sustain it

9.3. Role models for the whole organization

9.4. The utimate definers of each organization's cultural value

10. CREATING A STRONG CULTURE

10.1. Publicity, celebrate the service achievement of their emplyee

10.2. Send a strong message to everyone else about what the organization believes in and what its culture values

10.3. Leaders redefine, recreate or sustain the culture through modifications

10.4. Can be a core competency- provides organization with competitive advantage

11. SERVICE EXCELLENCE CULTURE

11.1. Focuses on serving and satisfying the customer

11.1.1. supported and system, training programs, amd measure of achievement

12. " CULTURE" IMPORTANCE FOR GUEST SERVICE ORGANIZATIONS

12.1. The guest experience is intangible

12.2. Each moment during the experience is critical to determining guest satisfaction

12.3. Every customer and each experience is different

12.4. Guest contact employees are often involved in decision making