Organizational Culture in the Ritz-Carlton, Tokyo

The desire to build a community that brings high value to those employed in an enterprise calls
upon a sense of inherent identification, novelty, innovation and engagement that is the key to the
overall viability and effectiveness of the services. The leaders and scientists of the organisation,
since they not only express the strategies developed, but also contribute innovatively to holistic
developments by long-time experience, agree that people are the most important elements. This
paper offers a thorough assessment of the hotel culture of the Ritz-Carlton, its problems and the
crucial insights other organisations can draw from it.
Although scientists continue to be split by the exact meaning of the word "organizational
culture," all organisations tend to accept that they develop new operating structures that are
adaptable to their own internal abilities and oriented towards their goals. Two subunits of the
Harrison-Handy model can better characterize the ethos of the Ritz-Carlton company. In a rather
hierarchical context, research states that power cultures represent the dominant position of
authority in which directives determine the desired goals on the basis of the objective
organisation.
The job culture, on the other hand, establishes rules and directives which do not allow staff to
participate in the management process. The roles and the culture of authority in the Aitken and
Higgs (2010, pp.109-111) and Campbell and Craig (2005, 491-493) are thus extremely rigid,
obscuring growth and bartering senior and junior management. Studies state that the hospitality
industry is one of the most sensitive areas and thus calls for increased attention when it comes to
crucial evaluations to contend with strong competition. The ethos of Ritz- Carlton Hotels is
important in a luxury hotel because it calls for improved teamwork and continuity in the delivery
of services.
References:
Warrick, D. D. (2017). What leaders need to know about organizational culture? Business
Horizons, 60(3), 395-404.