In surviving inside today's highly competitive and challenging contemporary
business environment, it is extremely essential that all hospitality
organizations make use of their most valuable asset both efficient &
effectively, i.e., the 'organizational culture', in controlling its internal
environment and organizing their resources towards managing employee
engagement for providing excellent hospitality experiences towards its
external customers & thus, using these services for increasing the
profitability of their commercial enterprises' respectively. For instance, the
Langham hotel situated in Melbourne values their employees' inputs in
reaching the ultimate goal of exceeding guest satisfaction by knowing their
clients better than other hotel properties & building great memories through
delivering genuine and tailored customer service whilst continuously
improving their luxury touches and assuring its environmental, social &
economical unity.
Therefore, this essay will entirely focus on the organizational culture
concept & further explain the manner in which hospitality managers &
supervisors use this terminology in improving both the success of business
& the commitment of their employees by using the Langham Hotel,
Melbourne as its reference point.
The term organizational culture can be simply defined as a bunch-up of
'key values, beliefs, understandings and norms' that is respected & shared
by members pertaining to an organization incorporating the 'invisible' such
as expressing deeply desired 'values' and having the mutual
'understandings' among the organizational members & the 'visible' cultural
levels involving 'artifacts' through using 'symbols', 'stories', 'heroes',
'slogans' & 'ceremonies', whereby, the corporate culture should effectively
be adjusted with the organizational strategies & the demands of the
external surroundings (Samson & Daft 2015).
Moreover, Watkins (2013) states that there are several characteristics in
relation with the organizational culture, some of which includes having:
'innovation' in association with taking risks for constantly improving
employee performances with good attention span to details for maintaining
work accuracy, 'teamwork' and 'aggressiveness' with a much higher stress
in treating its employees with self-respect and focusing on achieving its
goals and objectives & finally, a 'stablized' culture often being bureaucratic,
, rule-orientated and predictable in its approach, which is greatly influenced
by good leadership skills and acts as a crucial factor in shaping
organizational behavior.
While the initial recognition of the Langham Hotels & Resorts goes right
back historically to London in the year 1865 with being crowned as
Europe's first 'grandeur property', the Langham in Melbourne too offers
classic luxury experiences to its customers with the four main pillars
incorporating 'elegance in design', 'innovation in hospitality', 'genuine
service' and 'captivation of the senses' alongside with its main signatures
integrating the 'pink taxi & roses', 'ginger flower fragrance', 'service stylists'
in their enchanted pink suits & the famous Langham afternoon high-tea
events (Langham Hotels & Resorts 2017).
Furthermore, their internal organizational culture revolves around taking
great care of its customers, colleagues, themselves and the overall
Langham hotel brand standards through surprising their guests, being
curious and staying forever young at heart, celebrating success through
employee recognition, maintaining an open communication cultural
environment for encouraging passion and creativity & finally, embracing
their one team, one dream value by collectively agreeing on a common set
of goals and accomplishing them on a truly global scale. Hence, the
Langham’s services can be truly defined by competence & friendliness,
especially when it comes to their banquets’ department arena.
It is equally important to understand that leadership and organizational
culture go hand-in-hand, whereby, managers and leaders are responsible
for 'planning', 'organizing', 'leading' and 'controlling' all management
activities using the available organizational resources for achieving
business goals & are held accountable in providing a proper 'structure' and
'facilitating' the team altogether by 'assuring' contributions through good
'information-flow' & 'work-balance' between all members for fostering the
vigor, determination and enthusiastic levels alongside building a sense of
'belongingness' & 'team-spirit' within the organization (Samson and Daft
2015 & Macaulay and Cook 1995).
It is ultimately these hospitality managers & supervisors who are
creditworthy in shaping the organizational culture through their 'actions' &
'behaviorism' patterns for maintaining the 'innovational' climate, 'trust' &
'commitment' & 'open-communication' channels among its team members
by paying attentive details to the 'allocation of resources' and therefore,
business environment, it is extremely essential that all hospitality
organizations make use of their most valuable asset both efficient &
effectively, i.e., the 'organizational culture', in controlling its internal
environment and organizing their resources towards managing employee
engagement for providing excellent hospitality experiences towards its
external customers & thus, using these services for increasing the
profitability of their commercial enterprises' respectively. For instance, the
Langham hotel situated in Melbourne values their employees' inputs in
reaching the ultimate goal of exceeding guest satisfaction by knowing their
clients better than other hotel properties & building great memories through
delivering genuine and tailored customer service whilst continuously
improving their luxury touches and assuring its environmental, social &
economical unity.
Therefore, this essay will entirely focus on the organizational culture
concept & further explain the manner in which hospitality managers &
supervisors use this terminology in improving both the success of business
& the commitment of their employees by using the Langham Hotel,
Melbourne as its reference point.
The term organizational culture can be simply defined as a bunch-up of
'key values, beliefs, understandings and norms' that is respected & shared
by members pertaining to an organization incorporating the 'invisible' such
as expressing deeply desired 'values' and having the mutual
'understandings' among the organizational members & the 'visible' cultural
levels involving 'artifacts' through using 'symbols', 'stories', 'heroes',
'slogans' & 'ceremonies', whereby, the corporate culture should effectively
be adjusted with the organizational strategies & the demands of the
external surroundings (Samson & Daft 2015).
Moreover, Watkins (2013) states that there are several characteristics in
relation with the organizational culture, some of which includes having:
'innovation' in association with taking risks for constantly improving
employee performances with good attention span to details for maintaining
work accuracy, 'teamwork' and 'aggressiveness' with a much higher stress
in treating its employees with self-respect and focusing on achieving its
goals and objectives & finally, a 'stablized' culture often being bureaucratic,
, rule-orientated and predictable in its approach, which is greatly influenced
by good leadership skills and acts as a crucial factor in shaping
organizational behavior.
While the initial recognition of the Langham Hotels & Resorts goes right
back historically to London in the year 1865 with being crowned as
Europe's first 'grandeur property', the Langham in Melbourne too offers
classic luxury experiences to its customers with the four main pillars
incorporating 'elegance in design', 'innovation in hospitality', 'genuine
service' and 'captivation of the senses' alongside with its main signatures
integrating the 'pink taxi & roses', 'ginger flower fragrance', 'service stylists'
in their enchanted pink suits & the famous Langham afternoon high-tea
events (Langham Hotels & Resorts 2017).
Furthermore, their internal organizational culture revolves around taking
great care of its customers, colleagues, themselves and the overall
Langham hotel brand standards through surprising their guests, being
curious and staying forever young at heart, celebrating success through
employee recognition, maintaining an open communication cultural
environment for encouraging passion and creativity & finally, embracing
their one team, one dream value by collectively agreeing on a common set
of goals and accomplishing them on a truly global scale. Hence, the
Langham’s services can be truly defined by competence & friendliness,
especially when it comes to their banquets’ department arena.
It is equally important to understand that leadership and organizational
culture go hand-in-hand, whereby, managers and leaders are responsible
for 'planning', 'organizing', 'leading' and 'controlling' all management
activities using the available organizational resources for achieving
business goals & are held accountable in providing a proper 'structure' and
'facilitating' the team altogether by 'assuring' contributions through good
'information-flow' & 'work-balance' between all members for fostering the
vigor, determination and enthusiastic levels alongside building a sense of
'belongingness' & 'team-spirit' within the organization (Samson and Daft
2015 & Macaulay and Cook 1995).
It is ultimately these hospitality managers & supervisors who are
creditworthy in shaping the organizational culture through their 'actions' &
'behaviorism' patterns for maintaining the 'innovational' climate, 'trust' &
'commitment' & 'open-communication' channels among its team members
by paying attentive details to the 'allocation of resources' and therefore,
