Georgiana Stoian

TLH 343 Leadership and Management

Term 3
Contents
Introduction......................................................................................................................................2
Company background......................................................................................................................2
1. A critical understanding of the role of Leadership and Management Development...................2
2. A critical understanding of leadership and management approaches when managing an
industrial workforce.........................................................................................................................4
Ethical and Unethical Practices....................................................................................................5
3. The ability to discuss equality and diversity issues which can occur across industries..............6
4. The ability to critically analyze challenges experienced in the industrial workforce..................7
5. Women managers and the challenges to face them.....................................................................8
6. Green managers and the development of sustainable managers.................................................9
8. Difficulties when leading and managing across cultures..........................................................10
7. Pay inequalities between the sexes of managers (gender pay gap)...........................................10
Hourly wages pay gap................................................................................................................11
The proportion of women in each pay quarter...........................................................................11
Bonus pay gap............................................................................................................................11
9. Challenges to face BAME managers.........................................................................................12
10. Challenges to face managers within the 21st century..............................................................13
11. How technologies are changing management style and growth of virtual leaders..................15
Conclusion.....................................................................................................................................16
References......................................................................................................................................17
Introduction
The way managers practice their workplace expertise to ensure that their priorities are

accomplished management or leadership. It explains how managers prepare, coordinate and deal

with their colleagues and team members, particularly in their area of responsibility. Attitudes and

behaviours, including the manager's words; how they say; the example he provides, his body's

language; and his overall behaviours and action, are important aspects of management and

leadership. The company that has been chosen to analyse the hospitality and tourism industry's

leadership and management development is Marriott International.

Company background
Marriott International, Inc. is a diversified American multinational lodging business owning and

franchising a broad range of hotels and associated accommodation facilities. By J. Established.

Willard Marriott, his uncle, Executive Chairman Bill Marriott, and President and Chief

Executive Officer Arne Sorenson are now in charge of the company. According to the number of

rooms available, Marriott International is the largest hotel chain in the world. It has 30 brands of

7,484 properties in 131 countries and territories worldwide, more than 1,400,693 rooms (as of 30

June 2020), including 2,104 operated with 573,043 rooms, 5,314 franchised or approved with

812,006 rooms, and 66 owned or leased with 15,644 rooms, plus an additional 510,000 growth

pipeline rooms, including 230,000 under planning (Marriott, 2015).

1. A critical understanding of the role of Leadership and Management

Development
Management and leadership are concepts often viewed as interchangeable. Leadership is an

important aspect of good management. It is necessary to comprehend. A remarkable leadership

aspect of management is the development of an environment in which everyone learns and

excels. Leadership is described as the ability to control community activities and push them
towards achieving objectives. This influence may come from formal outlets, such as the

acquisition of management roles in a company. A manager must possess the attributes of a

manager, i.e., he must be leader. Leaders develop and initiate strategic advantage-building

tactics. For maximum operational performance, organizations need rigorous leadership and

robust management.

The franchising corporation Marriott International is operating in various countries worldwide.

This factor impacts the type of management that the business practices. This encourages top

management to serve as transition leaders who support the vision of the organization.

However, central and lower leaders are inclined to serve as alliances and change-oriented leaders

in many hotels and restaurants worldwide (Marriott management philosophy, 2015).

Consequently, Marriott International's prevalent leadership is distinct from hierarchy and

tradition.

The unique style of leadership in the company is aligned with the work of J. The company's

chairman, Willard Marriott, and his son J.W. Marriott, Jr., new CEO and President of Marriott

International Board. Marriott, Jr.

In supporting a family business, Mr. Marriott began improving his leadership skills and later

became Chief Executive of one of the leading hospitality multinational businesses (Marriott,

2015). He is known today for his style of transformative leadership. Arne M. Sorenson, Marriott

International Chair and CEO (Marriott, 2019), is another significant business boss.

Mr. Sorenson also follows Mr. Marriott's transformative management philosophy's ideals as it is

based on the creativity, drive, and innovation concepts that the organization values.

Transformational leaders put together behavioural leadership benefits geared towards

transformation and partnerships while intellectually stimulating their workers. They often

concentrate on individualization or workers' preferences and desires relevant to the organization's

purpose (Zopiatis & Constanti, 2012, p. 87).

In the 80s, transformational leaders connect and work to promote the feeling of faith and respect

in followers according to the transforming leadership theory suggested by Bass (Yukl, 2013).

The example of transition leaders is Mr. Marriott and Mr. Sorenson, who consider designing

policies to empower workers to work in the best interests of their society, diversity and values.

Bass's theory notes that successful transition leaders often serve as transactional leaders, focused

on management and incentives (Yukl, 2013). Besides, Mr. Marriott developed realistic

organizational philosophies and focused on empowering managers and staff frequently.

2. A critical understanding of leadership and management approaches

when managing an industrial workforce
Leaders are more important than managers in terms of ethical behaviour. Management does not

have clear spiritual and ethical aspects and is based primarily on human groups and their desires

and is concerned solely with the survival process, which entails preparing, coordinating, guiding

and steering. Therefore, if leadership has no principles, the remaining part is administration.

While leadership and management are two distinct concepts and are independently taught, they

are interrelated. J.W. Marriott follows the style of Democratic leadership.

The type of Democratic leadership is where the party as a whole relies more on influence. Before

making any decision, this style requires greater interaction within the community. The manager

is part of a team and leadership roles are exchanged by community members (Mullins and

Christy, 2013).
Its core values and history drive Marriott tenants. They believe that people are the primary asset

to any decent company. They say, "Treat your staff the way you want to be treated-give them

every avenue to success." Gain their trust and appreciation. Did they like and engage in their

jobs?' Marriott International has a "Guarantee OF Fair Treatment" program that deals with

workers and their concerns. This approach guarantees that their complaints are heard and that a

solution is issued (Marriott, 2015).

Ethical and Unethical Practices

The philosophy of ethical management demonstrates that good leaders can affect employee

attitudes and promote ethical activities and the creation of principles relevant to the

organization's mission and its general vision of morality. Conversion leaders also create codes of

ethics to discourage immoral conduct and practices (Thunderbird International Business Review,

2012).

Ethical principles such as fair treatment of all workers have listed in Marriott International;

consideration for stakeholder rights and adherence to ethical standards. Transparency, dignity

and fairness (Marriot) are the ideals and beliefs advocated.

In Marriott hoteliers, managers are often connected to unethical practices. The relationships are

not valued and where efficiency, productivity and work fulfilment are the centres of concern

while causing needless stress and emotional complications for employees (The Leadership

Quarterly, 2013).

As a result, employee productivity declines considerably. The extreme stress at work is a product

of management's disruptive leadership and inadequate negotiation methods. In U.S. installations

and workplaces, management takes care to establish emotionally positive electronic and personal

contact (Marriott, 2015)

3. The ability to discuss equality and diversity issues that can occur
across industries
Equality and diversity can be described as "the promotion, by diversity, of equal opportunities

for all, which helps all meet their potential free from harm and discrimination.

Several laws in the UK help ensure that people are entitled to equal protection independent of

ethnicity, faith, genre, sexual identity, disability, childbirth and age.

Requires unique acts;

 Equality Act

 Sex Discrimination Act

 Disability Discrimination Act

 Race Relations Act

 Human Rights Act

The concern with organizational inclusion plans is that they will increase inequalities within the

different "females" groups, which benefit White women compared to Black or ethnic minority

women, for example. There is proof that organizations gain cost from women's abuse and

expertise (Dex & McCulloch, 1995).

Marriott's diversity and incorporation have been respected since 1927. Built on our staff's well-

being and satisfaction, our reputation as the biggest hospitality business with an ever-growing

global portfolio depends on differences. In our key values and strategic business priorities,

diversity and inclusion are important. It is in the company's DNA and most important cultural

heritage to take care of people and place their health before all else. Marriott identified three
foundations of our associates' health: everyone wants to feel positive about themselves, the

environment and the role of our business in society.

4. The ability to critically analyse challenges experienced in the

industrial workforce
The emphasis on successful leadership practices such as transformational leadership and

relationship-oriented leadership cannot ensure that Marriott International faces no leadership

challenge. Not all mid-level executives are in the relationship-oriented management style suited

for dealing with a variety of workers.

While managers and employees of many Marriott hotels have to target relationship-based

leadership with the elements of an evolving leadership, the preference of management style also

depends on various countries' cultures (Zopiatis and Constanti, 2012). Consequently, the

proportion of directors adopting the authoritative and mission-driven leadership models is

strongest in those hotels in which the top management is presented only by nationals.

Despite the emphasis on workers' cultural-relevant experiences, the dialogue related to these

management models is typically inefficient in that employees' needs are overlooked and

performance outcomes are prioritized. There are several Marriott hotels in numerous countries in

which only Americans or nationals show the top management.

Although all approaches can enhance job satisfaction regarding different individuals and

communities or support the business's mission, such approaches can raise problems (Zopiatis &

Constanti, 2012, p. 87). The concerns relate to diversity management, cultural sensitivity and a

unique vision (Knani, 2014).

After summarizing the leadership concerns related to Marriott International's operations, the

following problems can be solved that require further solution: (1) appearance in global Marriott

International Hotels of inefficient leadership styles; and (2) inadequate contact between

Americans in Marriott International hotels.

5. Women managers and the challenges to face them

Some of the challenges for women managers and employees are:

 Sexual assault.

 Penalty for Unemployment.

 Ethnicity and Race.

 Discrimination in Pregnancy.

 'That Time of the Month

 Pay Gap for Gender

The management of equal opportunity at the workplace needs serious thought in terms of gender

equality. The inclusion of women in the economy in the last 50 years has contributed to major

economic shifts (Bennett, 2014). In terms of recruiting, redundancy decisions and the right to

flexible working, childcare and part-time jobs, UK and other European countries have developed

guidelines for tackling sex discrimination (Annesley & Gains, 2013). This regulation is also

known as AA edicts, which governments of multiple countries have proposed to deal with

diversity and inclusion problems in the workplace.

While most organizations have different ways of coping with diversity problems, their attempts

to moderate management bias through diversity preparation and reviews have not been

successful (Kalev, Dobbin, & Kelly, 2006). The Federal Equal Employment Opportunity (EEO)
law and AA law became active in the early 1970s. The AA policy is in line with the American

fairness ideal and is an essential policy for groups who want to handle different workers and

increase their performance (Crosby, Iyer, Clayton, & Downing, 2003).

The Regional Diversity and Inclusion Committees of Marriott support the Excellence

Committee's efforts to ensure that they are incorporated in the local markets with their diversity

and inclusion policy. Many of the Councils' activities are structured to recruit, grow and retain

managers by networking and women's and minority leadership conventions, engage with

campuses, offer classroom lectures, participate in conferences and affiliate meetings and assist.

Other main activities include creating language programs, the launch of work-life services, the

promotion of diversity initiatives between suppliers, and the procurement of research bonds.

Visitors may note that a 31-year-old woman is the general manager of Marriott, a novelty in an

industry where an average of 20% of GMs are female, and even fewer are young.

6. Green managers and the development of sustainable managers

Green management is a concept that involves the enhancement of environmental consciousness,

the utilization of energy supplies and eco-friendly technology, waste reuse and recycling

practices, ranging from corporate development to packaging and customer distribution.

For the development of sustainable management sufficient resources are needed. Despite

adequate resources, due to a shortage of marketing skills, a lack of professional marketing

personnel and a lack of qualified management, many businesses do not build new products

according to consumer expectations and industry trends. The relevance of intangible knowledge,

intellectual skill, financial literacy and corporate expertise in the creation of innovative products

that contribute to sustainable competitive success is great.

Marriott is continually searching for ways for its global presence to grow and extend. Marriott is

no exception to the problems it faces with climate change issues. Marriott will be impacted by

the threats associated with climate change through 1) policy reforms, 2) changes in physical

climate parameters, and 3) changes in customer behaviour driven by carbon footprint reductions

(Marriott’s Take on Climate Change - Technology and Operations Management, 2021).

Marriott actively looks for ways to expand its worldwide existence. Marriott is no exception to

the problems it faces with climate change issues. Marriott will be impacted by the threats

associated with climate change through 1) policy reforms, 2) changes in physical climate

parameters, and 3) changes in customer behaviour driven by carbon footprint reductions.

8. Difficulties when leading and managing across cultures

Cross Cultures' management incorporates resource management ideas, strategies and activities in

various socio-economic, political and cultural contexts. Some of the challenges while managing

cross-cultures are:

 Expression and Communication

 Gaps in Information.

 Style of Work.

 Influences.  

 Factors for Motivation.

Marriott runs its hotel company internationally, but inside there are difficulties. Marriott recently

bought Starwood to make them the best entertainment business in the world. Marriott introduces

a new Bonvoy program for changing the entire website. Bonvoy, the 125 million participants of

the combined incentive scheme, was more than any other hotel loyalty program. A new
combined incentive scheme was struck by issues, including users who did not get improvements

to room or free nights. Many faithful consumers have lost the points they won (Must Reads: An

unhappy Marriott rewards points the customer is leading a revolt, 2019). In 2018, thousands of

workers declined to go to major cities to mention increasing anger at stalled pay and protection

agreements, unwanted employment termination, and no compensation after a contract was

concluded.

Marriott International is working fictitiously to offer good customer service and to serve the

community and volunteer work. I would like to note, though, that they can be enhanced.

First and foremost, around the globe, there are numerous hotels not run directly by Marriott. 55%

of Marriott Hotels were authorized in 2017 before the level rose by at least 4% annually (Annual

report, 2017, p-24).

7. Pay inequalities between the sexes of managers (gender pay gap)

Only because they are men, men should not be paid extra for doing a specific task. The 1963

Equal Pay Act made it a federal standard that pays rates be the same for equivalent jobs,

regardless of whether the worker is male or female. She is entitled to fair pay if a woman serves

the same hours, does the same roles, and is expected to achieve the same goals as her male

equivalent.

 In the sample, there is a 2:1 ratio of female to male supervisors. This represents the

overall 2:1 ratio in the study of female to male workers.

 In the CFI 2017 report, the overall average gender pay difference for management grades

is 16.7%, i.e., women pay 83% of the overall male wage. This number is up from the 14.2

percent found in the 2015 CFI survey. 20.8 percent is the overall gender wage difference.
  In mega businesses (21.2%) and companies with the highest level of profits, the gender

pay gap was the greatest overall (19.3 percent).

In Marriott-

Hourly wages pay gap

By considering median hourly earnings in this company, women earn 98p for every £ 1 that men

earn. Their median pay per hour is 2.5 percent smaller than that of men ("MARRIOTT HOTELS

LIMITED gender pay gap data for 2017-18 reporting year - GOV.UK", 2021).

The proportion of women in each pay quarter

In this company, 46% of the highest-paid workers and 53.2% of the lowest-paid positions are

filled by women ("MARRIOTT HOTELS LIMITED gender pay gap data for 2017-18 reporting

year - GOV.UK", 2021).

Bonus pay gap

By comparing median bonus pay in this company, women earn £ 1.08 for every £ 1 that men

earn. Their median bonus pay is 7.7% higher than that of men ("MARRIOTT HOTELS

LIMITED gender pay gap data for 2017-18 reporting year - GOV.UK", 2021).

9. Challenges to face BAME managers

It is known that people from black, Asian and ethnic minority backgrounds (BAME) play a

crucial role in the treatment of persons in our communities, accounting for 1 in 5 of England's

elderly social care workers. Though, many BAME professionals undergo prejudice and

inequality in the workplace and face challenges to advancement (Skills for Care, 2020; Public

Health England, 2020).

Three key issues arose from the investigation:

  Racism — the respondents' biggest problem was cultural prejudice and systemic racism

from and within companies, management and customers, and biases from service users.

There were suggestions that inequality and prejudice were not noticed or seen by

respondents and that the participants had a sense that their companies may not have the

same voice.

 Progress and representation – strongly correlated with bias, the respondents thought

that there are obstacles to BAME workers' progress, particularly in leadership and

management roles. They became disappointed by their shortage of opportunities for

growth and education and BAME's absence of senior workers.

 Health concerns – respondents were worried that BAME workers are at greater risk

from COVID-19 and often felt they were not properly covered at work. Via anger and

indignation at the bigotry and fear about the danger COVID-19, mental health conditions

were also of concern.

Marriott is one of the most diversified staff in the US; 19 employees in America speak in more

than 50 languages and come from hundreds of countries. More than 60% of workers are blacks

and over half women. The Committee of Excellence, founded by J.W in 2003, is guiding

diversity and inclusion activities in Marriott. Marriot, Jr., Chairman and CEO, and chairman and

Chairman and Chief Operating Officer of Marriott. The committee works primarily on the

internal and external expansion of diversity and provides an open working atmosphere that

values individuals with diverse identities, perspectives and cultures.

10. Challenges to face managers within the 21st century

As the 21st Century progresses fast, the hospitality industry faces the obstacles created by a very

peculiar phenomenon, the desire to keep in touch while leaving them all behind. Moving away
from anything does not need to be a long ride to an exotic location. At the end of a busy business

day, it can involve withdrawing from discomfort while remaining in the safety and boundaries of

your hotel space. The use of recreation and amusement services, an important part of the hotel

where you stay, can even contribute to escaping from the troll, actions and future dangers of a

foreign destination.

While looking to the 21st century, it takes on an ever-larger context to keep in touch. The entire

idea of keeping in contact will radically change in the coming years, which will affect every

form of hospitality service facility. Some of the challenges that managers face in the hospitality

industry are-

 Customer preferences are continually evolving.

 Technological advances ongoing and continuous innovation

 Challenges in politics and safety

 Trained job scarcity, turnover of employees and inconsistent working hours

 Challenges in booking and revenue

 The hospitality industry's seasonality

 Again, the most severely affected by the global COVID-19 pandemic is, without

hesitation, the hospitality sector. Aircraft remained grounded from April to May, hotels

closing down, restaurants acting as dream kitchens to take-outs. Moreover, only when

things got rolling again did we encounter a second wave and reached lockdown 2.0.

Marriott International is mindful of the strong connection between consumer loyalty and its

management's willingness to inspire their frontline customer service partners. Thus the
preparation of new management directly impacts the repetition of business and brand loyalty in

an organization.

In the latest analysis in the North American Hotel Guest satisfactory index by J.D. Power and

Associates, two Marriott brands were the highest in their segments: The Ritz-Carlton Hotel

topped the Luxury Category, and ranked the lowest in the entire sample. In comparison, the

Renaissance Hotels and Resorts, Courtyard by Marriott, and Residence Inn by Marriott are the

second most important brands in their categories. In six divisions, Power divided up the sector,

Marriott's brands ranked first or second.

This success relies critically on customer service partners in the front line and how they are

treated. All new managers attend a rigorous preparation session stressing clients' happiness.

Combined with 9/11 and the 2008 financial crisis, the COVID-19 pandemic has a harder and

longer-term financial impact on Marriott's business. The company took numerous steps to adapt

and strengthen its business from the early warning signs of this unprecedented event, including a

significant cut in costs and an improvement in liquidity (Statement on Marriott International’s

COVID-19 Update to Associates, 2021). Currently, Marriott informed its partners that, because

of the increasing probability of lodging demand and RevPAR recovery, the company would need

to implement additional measures.

11. How technologies are changing management style and growth of

virtual leaders
In every sphere of human life, technology has a strong influence. It has changed our way of

communicating. How we do our business and how we handle our everyday affairs. Technology

can be one of the most valuable methods at a high management level to help you become the
boss. It is clear: technology is the driving force behind the modern leadership model. A

leadership that includes transformation, schooling, connectivity and diversity (2021).

The world's best-known leaders are those who understand how much technology can help them

control people. To enable them to build teams and track their work through all platforms and

across the globe.

Marriott International addresses the training initiatives with an approach of 80/20. The team

strives to achieve a balanced approach between task, purpose and business unit when

personalizing learning for its employees. A customized learning portal, called the Digital

Learning Zone, was recently introduced by the team, which serves as a central point of entry to

Marriott's content. It helps workers interpret preparation based on their work role and their

ability to learn something different. For one thing, the Digital Learning Zone has received

extremely positive reactions in recent months, notably when COVID-19 has influenced it to

deliver individual learning programs.

Marriott Irvine Spectrum is a testing ground for innovative concepts from accessible,

customizable lobby layouts to rooms fitted with voice-activated assistants. It is still a strong

indicator of how the enterprise has

In recent years, the course has been shifted. Over the last decade, Marriott has moved from being

a business that replicates to rising to innovates to expand. Guests may not see the reservation

system being tested, but they can order lunch through a pilot program called Mobile Dining.

Marriott, mindful that travellers are constantly using offerings such as Uber Eats and Seamless as

alternatives to room service, developed a smartphone service that allows them to dine from the

lobby to the rooftop lounge anywhere hotel (2021).

Conclusion
Finally, Marriott International has proven its dominance in all facets of the organization. It is true

that the founding choice of transformational leadership is effective and is right for large,

dominant companies such as Marriott. The focus is, however, on the managers and the director in

Marriott hotels worldwide. Therefore, it is mandatory for Marriott since they have many

franchised hotels worldwide to develop and improve a new approach to the situation.

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