CASE OF MARRIOTT INTERNATIONAL

Case of Marriott International

Case of Marriott International

Vision/Mission

Managers at Marriott inns normally worked more than 50 hours a week. The current idea was that the more hours one put in, the better. “See and be glimpsed” were the watchwords. But by the mid-1990s, the business was having expanding difficulty employing gifted people. Some of its best managers were leaving, often because they liked to spend more time with their families. Munck describes how Marriott thus presented a six-month navigate scheme at three of its inns in north-eastern USA, to help managers to hit a better balance between their dwelling and employed lives. An out-of-doors conferring firm, WFD, undertook a sequence of focus-group meetings with all 165 managers at the three hotels involved. The meetings assisted to recognise some inefficient procedures. For demonstration, front-desk managers' moves were arranged to overlap by an hour, when only 15 minutes were required to bring the next supervisor up to date. All managers at one inn would meet monthly for a financial reconsider, despite of if the substantive discussions concerned them exactly. Managers also highlighted new tools - such as Internet access - which would enable them to do their jobs more efficiently. They furthermore felt that on-site IT support would be useful, instead of having to rely on help from business headquarters in Washington.

Inefficient procedures and wasteful meetings were effortlessly identified and scrapped. But the company had more adversity getting managers to think less about hours worked and more about jobs accomplished. peak managers set an example in this, making a concerted effort to depart early when they could and ensuring that other employees were cognizant they were doing it.

Regular reconsiders were held all through the navigate scheme. Managers described that they were spending about 11.7 hours a week on low-grade work before the navigate program, and only 6.8 hours throughout it. general, each supervisor was working about five hours a week less. Before the navigate, 77 percent of managers sensed that their occupations were so requiring that they could not take adequate care of their individual and family responsibilities. By the end of the navigate, that number had fallen to 36 percent. The percentage of managers who sensed that the focus at Marriott was on hours worked and not on work accomplished dropped from 43 per hundred to 15 per hundred. Managers furthermore described feeling smaller stress levels.

According to Munck, neither the economic presentation, neither the service to visitors, endured at the inns taking part in the navigate. Extra expending on supplying computers and Internet get get access to to to certain managers was more than counteract by productivity gains. workers are more forthcoming with suggestions about how methods can be farther improved. connection has become much more open. Marriott Hotels is now applying the scheme in inns across the western, south-central and mid-Atlantic regions, and designs to broaden this farther in the future. Perry decribes professional-services firm PricewaterhouseCoopers as a knowledge-driven ...