MANAGEMENT, LEADERSHIP AND CULTURE

Management, Leadership and Culture

Executive summary

The hospitality industry has a unique and specific culture when compared to other industries. Because of this, not everyone will want to make this industry a career, as evidenced by the high turnover. Yet, the hospitality industry needs to attract and keep motivated and dedicated employees. This study set out to discover attributes that are unique to hospitality organizations as well as the characteristics and values of a person who would be successful in a work environment that exhibited this culture. This includes determining if a person is a match to the culture of the hospitality industry. In order to identify the variables of hospitality culture, an extensive review of the literature and a panel of industry experts were consulted. The items identified from both groups were used to establish the constructs for a scale, which is called the Hospitality Culture Scale. Seven hundred and forty one hospitality professionals rated the attributes. Principal component analysis determined the final factors for the organizational culture and personal attributes. These constructs included: management principles, customer relationships, job variety, job satisfaction, principles, propitiousness, leadership, risk taker, accuracy, and composure. Firstly, this report introduces transnational corporations, and leadership management of multinational corporations. Secondly, it forms in different periods and their characteristics in business, aiming to explore and analyze the findings and examines the impacts of the leadership, cultural diversity on management practices and employees preferred management style in Hilton Hotels Corp.

Table of Content

INTRODUCTION4

LITERATURE REVIEW5

METHODOLOGY7

Introduction of Hotel Hilton7

The “cultural web”8

RESULTS14

Rituals and routines15

Stories16

Symbols17

Power structures18

Organisational structure19

Control systems19

DISCUSSION20

CONCLUSIONS23

REFERENCES27

APPENDIX29

Management, Leadership and Culture

Introduction

The concepts of leader and leadership development are to a large extent used interchangeably with no evident distinction made between them in literature. Most of the studies speak of leadership development, when in fact they refer to leader development and the reasons and the means through which organizations are able to develop the leadership skills of their executives. However, leadership development holds a broader meaning than simply developing the leadership skills of individual leaders, although leader development still remains a critical aspect for organizations. The hospitality industry is complex, dynamic, and global; as a result it becomes challenging for the firms of the industry to sustain their competitiveness on a continuous basis. Given the forces of change that have impact on businesses within the hospitality industry, it is essential to identify firms' leadership characteristics that help in sustaining competitive advantage in a dynamic global/local environment. This paper is an attempt to highlight the organisational leadership characteristics of one such successful firm in the hospitality industry, which will help in identifying and setting the standards of organisational leadership globally.

Literature Review

The notion of leadership has been developed at the micro level, i.e. in context of employees and managers; however, it is important to note that the same concept can be extended to the organisation as a whole in terms of its posture with respect to the environment. For instance, the top management of a firm may seek to be proactive with respect to the ...