UNIVERSITY OF TEG INTERNATIONAL

SUNDERLAND COLLEGE

Student Name/ID Nguyen Truong Dieu Trinh

Number: ID number : B200011

Unit Number and Title: Unit 12: Organizatioanl Behaviour (H/508/0525)

Academic Year: 2020

Unit Assessor: Dr. Willibeth C. Candol

Assignment Title: A1: Organizational Cultures and Workforce Motivation

Issue Date: October 07, 2020

Submission Date: November 20, 2020

ORGANIZATIONAL BEHAVIOUR

1|PAGE
Contents
.......................................................................................................................................................0
INTRODUCTION........................................................................................................................2
I. What is organizational culture?...................................................................................4
III. Organizational cultural applied in the Marriott International......................7
John says that Marriott is a business that is more about people than service, and "if you
treat your employees nicely, they will be happy to serve your guests thoughtfully." If the
employee feels dissatisfied or stressed, it is the client who feels the consequences.The
employee-first policy may seem like a cliché, but Marriott really pursued this vision
when it created the profit-sharing benefit programs in place in the early 1960s................7
The company even hires consultants to answer the employees' problems outside of
work. This secret, along with a culture of "listening" to employees at all levels of the
company, makes Marriott one of the 50 best companies to work for by Fortune
magazine...................................................................................................................................7
Even with a chain of leading stores and hotels in America, John Willard Marriott still
regularly visits the business areas, visits employees, and customer satisfaction. “If the
job is going well, don't hesitate to give praise to the employees. Or if the job gets tough,
explaining and giving encouragement so they can do better is what I would do,
”Marriott once shared..............................................................................................................7
CONCLUSION............................................................................................................................18
REFERENCES https://businessteacher.org/assignments/marriott-international-leadership-style-
and-problems.php..........................................................................................................................19

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 INTRODUCTION
According to the topic data, in this report, the author will explain to readers about the
factors influencing the internal, behavior and attitude of a company with a multinational
culture such as culture, power, and politics, motivation. The company name mentioned
by the author is Marriott Company. The article will define and analyze in-depth the
segments within each element and it affects companies such as culture, power, and
politics, and the motivation factor, the internal components, and how it affects Marriott.

In 1927, J. Willard Marriott and

his wife, Alice, came to
Washington D.C to open a low-
alcohol beverage shop. The
business criterion in this period
was "good food, good service,
the affordable price has partly
become the foundation for the
operating principles of Hot
Shoppes and Marriott International later. Based on the store's previous growth, Marriott
founded the Hot Shoppes restaurant chain. That is a successful step even though this
restaurant chain was born during the period of the severe economic crisis in America
(1929-1933). In 1937, when it was acutely aware of the customer's food needs on flights,
Hot Shoppes began distributing canned lunches to passengers at Hoover Airport, south of
Washington, D.C. After that cooperate with the government on military open cafes and
then a catering deal to factories, including General Motors and Ford, helped Marriott
grow rapidly.

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In 1957, the first Marriott hotel was founded, marking a significant development in the
history of the company. At the time,
Marriott's son Bill Marriott had just
finished school and also started
joining the family business. It was
Bill who saw the potential in the
hotel business and suggested
expansion. Young and enthusiastic,
Bill was ambitious, "someday, we can be as successful as the Howard Johnson hotel
chain, a rival appearing all over America." The first hotel, Twin Bridges Marriott opens
in Arlington, Virginia. Their second hotel, the Key Bridge Marriott hotel in the Rosslyn
district of the same city, is Marriott's long-running, continuous hotel and celebrates its
50th Anniversary 2009. JW Bill Marriott brought The company grew to spectacular
worldwide growth during its 50 years career.

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LO1 Analyze the influence of culture, politics and power on the
behavior of others in an organizational context.

CULTURE
I. What is organizational culture?

Organizational culture includes an organization’s expectations, experiences, philosophy,

as well as the values that guide member behavior, and is expressed in member self-image,
inner workings, interactions with the outside world, and future expectations. Culture is
based on shared attitudes, beliefs, customs, and written and unwritten rules that have been
developed over time and are considered valid (The Business Dictionary)

II. Types of Organization Culture

There are four types of organizational culture that are

1) The Clan Culture

Very friendly working environment, where everyone has many similarities like in a large
family. Leaders or heads of departments are seen as sponsors, even likened to the "father"
image. The corporate organization is tied together by loyalty and corporate traditions.
Business success is explained as welcoming the needs of customers and paying attention
to people.

2) The Market Culture

The end result-oriented organization, with the greatest concern, is focusing on getting the
job done efficiently. Human resources with a competitive spirit towards the goal. These
cultural leaders are both the leader, the producer and the competitor at the same time.
They are very drastic and demanding. The material that holds the organization together in
companies like this is victory. Reputation and success are of the utmost importance to
this culture. Success is defined here as the company's dominant market share and market.
Price competition and market leadership are very significant.

3) The Adhocracy Culture

A dynamic and creative working environment. Everyone is willing to go outside and take
risks. The binder for this cultural activity is a commitment to work, experimentation, and
innovation. Focus on creating trends for the market. This culture defines success as new
products and services, and being a pioneer is very important. The company promotes
initiative and individual freedom

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 4) The Hierarchy Culture

A working environment is structured and organized. Processes are the tools that lead
people to work. Leaders often pride themselves as good result-oriented organizers and
coordinators. Maintaining a healthy organization is the most significant thing in this
culture. Strict policies and regulations are what holds the company together. The
organization aims to achieve long-term efficiency and stability tasks are executed
smoothly and fully. These culturally defined organizations define success as conveying
trustworthiness, good work plans, and low cost. Human resources managers must ensure
job certainty and nothing unexpected happens.

Organizational's culture effect employee

- Attract and retain talent in the business: Employees will be loyal and stick with the
business for a long time when they are interested in the business environment.

- Managing principles and regulations will be reduced: When employees are aware of
their ole in the team, understand the values of the company, then they will voluntarily
abide by the principles.

- Impact on working productivity: Enterprises have a good working environment, they

will always be encouraged to give ideas, ideas to improve work efficiency.

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Organizationl’s Culture effect company

- Help distinguish one business from another: Each business has its characteristics and it
is the culture that makes that difference.

- Being a resource that creates a competitive advantage for businesses: A good culture
helps businesses attract and retain talented people, reinforce loyalty to businesses. So
creating a competitive advantage with competitors in the market.

Organizational’s Culture effect customer

- Create the attitude of business, help distinguish one business from another: Corporate
culture includes many parts and constituent elements: Business philosophy, customs,
rituals, habits, training, education. All those factors, create style, style, and distinguish it
from businesses, other social organizations.

- Create a common afferent force for the whole enterprise: A good culture helps
businesses attract talent and reinforces employee loyalty to the business.

- Encourage innovation and invention: In enterprises with a better working culture

environment, every employee is always encouraged to give ideas, ideas. This
encouragement will contribute to promoting the creative dynamism of the staff. On the
other hand, the employees' successes at work will motivate them to stick with them in the
company for a longer-term and positively.

Conclusion

The cultural environment within the organization determines the success of the company
and directly affects the organization's development plan, sets the organization's values of
standards, and provides principles for activities. For members of the business to
understand their role, understand the working environment and business position in the
market. Organizational culture will affect the effectiveness of the strategy. Because a
strong culture will create uniformity and seriously obey the rules, creating the trust of
members in the company. So building culture is a priority that every business needs to
work towards

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 III. Organizational cultural applied in the Marriott International

John says that Marriott is a business that is more about people than service, and "if you
treat your employees nicely, they will be happy to serve your guests thoughtfully." If the
employee feels dissatisfied or stressed, it is the client who feels the consequences.The
employee-first policy may seem like a cliché, but Marriott really pursued this vision
when it created the profit-sharing benefit programs in place in the early 1960s.

The company even hires consultants to answer the employees' problems outside of work.
This secret, along with a culture of "listening" to employees at all levels of the company,
makes Marriott one of the 50 best companies to work for by Fortune magazine.

Even with a chain of leading stores and hotels in America, John Willard Marriott still
regularly visits the business areas, visits employees, and customer satisfaction. “If the job
is going well, don't hesitate to give praise to the employees. Or if the job gets tough,
explaining and giving encouragement so they can do better is what I would do, ”Marriott
once shared.

 Marriott is committed to offering uniform care of team members and to offering

coaching, training and development opportunities to all. Marriott’s status for
tremendous guest service rises out of a long history that began with J. Willard
Marriott’s exclusive goal was “Good Food and Decent Service at a Reasonable
Price”
 Always smile and do everything to make customer happy
 Pay attention to detail try not to make any mistakes. Because dissatisfied
customer never come back again.
 Take pride in their physical surroundings
 Constantly take customer feedback to provide better service in future. Count guest
as family member.
 The company enthusiastically supports the community and inspires associate
volunteerism through a diversity of organizations. At Marriott, the perpetuation of
a company’s culture has a proven constructive financial impact.

In keeping with David Rodriguez, the chief vice chairman and Chief Human Resource
Officer of Marriott International, once team member feel smart concerning their things,
they’re a lot of galvanized to present back to others. Marriott succeeds on several levels,
each with its client service and with its community involvement, as a result of staff feel a
way of well-being that they require to share with others.

Focusing on well-being could be a property thanks to do business as a result of it

helps staff feel valued and builds goodwill each within and outdoors the organization.

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 Well-being is commonly unnoted at several firms. However, its goal very comes back
to people when staff are taken care of and have the tools to require care of
themselves, they will focus a lot of energy on contributive to the company’s culture,
reputation, and bottom line. this can be particularly necessary within the industry,
wherever most staff come back face to face with clients daily and pay their days line
to customer wants, however the principles apply to each business that wishes to make
a culture of happy and property staff (Jeffrey Pfeffer, 2018).

Anyways corporate culture demonstrates a huge significant role on employees

positive experience and employees well-being making sure that they feel positive, and
taking care of the guest which brings a great rewards for organization in future.

POWER
I. What is Organizational Power
The ability of a person or group of people to overcome the opposition of others to achieve
a desired goal or outcome. Conflict and power are closely related. Conflict is caused by
the existence of different individuals or groups that need to cooperate to achieve an
organization's goals but
compete with each other by
the organization's resources.
When a conflict situation
arises because groups
compete for resources. When
the issue is important enough,
individuals and groups use
their power to influence
decision-making and achieve
results that benefit them.

II. Sources of Organizational Power

Authority : The cultural bases on which an organization is based are the foundations of
power within the organization.

 The CEO has the power to give authority to senior managers in the organization and
these managers have the power to give it to their subordinates.

 Distributed rights based on organization setup.

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 Superiors hold power due to limited information when they give to subordinates to
make a decision.

 Empowerment: The division of power to encourage subordinates to take responsibility

in organizing business activities. The goal of delegation to subordinates is to expand the
scope of decision-making and motivate them to make the best use of their skills to create
value.

Control over resources :

The more and more a company controls the resources in its environment, the more power
a company has, and the more it comes from enterprise resources. Resources are of special
importance to the organization, the individuals or the member units must have full control
over those resources with considerable strength

Control over information : Access to strategic information and control over information
are significant sources of power.

 The control of information is the power source of many people or of the member units
in the role of experts.

 All affiliates possess some information and expertise, however, the functions or parts
with which it controls most of the important information.

 They are the ones who can bring about change, especially the change in things that
benefit their own interests, although this does not guarantee that the changes will benefit
the entire organization. This is the danger associated with the use of power in the process
of organizational change: how to ensure the change will increase, rather than decrease the
performance of the organization.

Nonsubstitutability :

If the task of a person or a group of people cannot be performed by anyone else, that
person or group of people is considered irreplaceable right.

Centrality :

Groups that focus most of their resources are less likely to deal with uncertainty with
other groups.

Control over uncertainty :

A group of people who can truly control the primary sources of uncertainty has
considerable power

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Unbtrusive power:

Control over the premises of decision-making. Implicit power: Uses power from the
ability to control the premises behind decision-making. The power of coherence is the
ability to control the rightly recognized, goals, standards, or values that managers use to
judge chosen solutions to problem-solving

III. Power in Leadership and Management

Leaders through the power to perform their labor role. When real power is not in the
hands of a leader, there is only a nominal leadership role or will face opposition from
many sides. Only when they have the power to perform in their hands can they be able to
persuade and influence others, can they attract people to contribute to the realization of
the overall goal of the whole enterprise.

IV. Type of Power in Leadership and Management

Reward Power :

Reward leaders to motivate employees. However, if used incorrectly, it can create serious
work morale problems, not timely reward the worthy person, reward more for the favored
person.

For example: Salary increase, bonus money, Training opportunities, praise…

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On the other hand, using rewards is if you want them to be motivating - they need to get
bigger each time. Even then, if rewards are given regularly, people may feel satisfied
with the rewards, so that it loses its motivational efficiency.

Coercive Power :

In a higher position, the leader has the power to order the employees to comply. Abuse of
this right can quickly lead to leadership discrediting, creating opposing thoughts among
employees.

For example: Layoffs, Discipline, Salary Reduction, Criticism…

Legitimate Power :

A manager is generally a person with this authority because the position of the manager
allows them to impose their authority on a certain group of people and that group of
people is obliged to accept.

For example: President, Prime Minister, Director, Head of Department…

Referent Power :

A leader with personal power is someone who is loved and admired by the staff for his
personality and influences those around him. Employees will actively change their
behavior according to the will of the leader This is sometimes seen as charisma, charisma,
admiration, or enchantment. The power of personal worth comes from loving and
respecting a person

Expert Power :

The leader can instruct the subordinates on how to do the work. Employees observe and
decide for themselves whether or not they can do so. Competence and the ability of
experts are the sources of power. An incompetent leader will not remain in power.

When you have the knowledge and skills to help you understand the situation, propose
solutions, and perform better than others - people will listen to you. When you show your
expertise, people will tend to trust you and respect what you say. As an expert, your ideas
will be more valuable, and others will follow you in that area. Expert power doesn't
require position strength, so you can use it to go further

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 V. Organizational Power appied Marriott International

It is proven that employees working within the organization are very cheerful and
average employees working year is higher compare to many other companies. Marriott
has been awarded best company to work for numerous times according to Fortune
magazine, Glassdoor and other news portal. Therefore, as a current employee of Marriott
I can outline corporate culture and leadership style of Marriott is well designed. Marriott
always take care of their employees offering them great benefit, better future career and
relevant job opportunities.

In 2016 Marriott has acquired Starwood became world largest hotel chain. After that their
organizational structure has been reformed. Marriott changed their structure into three
level. In level one the CEO is contemporary. In previous structure CEO looks after all
major activities of the hotels. Now in the same level the board of executives are presents
which includes different executive directors of the leadership team. The next level
comprises of different leaders/presidents for example, the financial officer, public affairs
president, sales and marketing leaders, HR president, group presidents and additional
presidents/heads for different positions. The third and last level consists different
subdivisions such as control and accounting, stockholder relation, brand marketing,
treasurer etc.

To talk more about leadership model of Marriott topmost managers followed is

distinctive leadership. J. W. Marriott the founder, his son and current executive follow
this leadership to promote their family business. Today, Mr. Marriott is well recognized
for multiplying transforming leadership style. Another noticeable leader is Arne M.
Sorenson President also follow the same leadership style (Marriott, 2019).

Mr. Sorenson also conforms the philosophies of transformational leadership encouraged

by Mr. Marriott because its constructed-on beliefs vision, motivation appreciated by the
company itself. Exceptionally this leadership style combines with maintain good
relationship and change oriented manners while encouraging employees to keep good
works. They also provide coaching and training for employees to achieve company
mission (Zopiatis & Constanti, 2012, p. 87).

Marriott network is more than 350,000 employees not only in the US but also globally.
So, the hierarchy of executives are very complex. If directors or top-level executives of
the company display social and emotional proficiencies typically for transformational
leaders, middle level executives should relation-based leaders who create and run diverse
workplace, support cooperation and grow optimistic employee relation (Marriott
management philosophy, 2015, p. 3).

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POLITICS
I. What is Organizational Politics
Activities that take place within the organization that achieves, develop, and use power
and other resources to achieve better results in a situation where there are uncertainties or
disagreements in options.

II. Organizational Politics in Business

1. The difference between "positive" and "negative" politics :

Positive politics : For the benefit of this group, one must not ignore the interests of others
and always must put the interests of the organization first. Any person's contributions
should receive organizational recognition. In these places, understanding, good
connection, socialization of ideas, management

Negative politics : Everything happens sneakily, intentionally harming others for

personal gain.

2. Types of Organizational Politics in Business

Social astuteness : That is the ability to read other people and realize what others are
thinking about you. It is not introspection, but rather " other-awareness " which means
knowing how others are recognize you, and behaving in a way that affects them.

Interpersonal influence : Persuasion ability affects the way and what others think. To do
this, you must first understand other people, understand their work schedule, their
priorities. From there, change your message (such as email, text messages, and verbal
conversations) based on the above factors.

Networking ability : the ability to create mutually beneficial relationships, regardless of

personality diversity. but to have a significant influence on the other parties often requires
the support of a coalition.

Apparent sincerity : You need to be seen as an honest person, acting honestly, openly,
and frankly is not enough, because your sincerity is due to the judgment of the other
person. No matter how honest you think you are, it is not as important as judging your
honesty by others.

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 III. Using Power Organizational Politics
1. Tactics for playing politics

In order to understand the political composition of organizational life, we need to

consider the political tactics and strategies that individuals or affiliates use to increase
their chances of winning in political execution.

Example : Influencing decision making , bringing in an outside expert

2. Increasing indispensability

A political tactic that an individual or unit can use to increase power is essential in the
organization.

3. Increasing Nonsubstitutability

Develop specialized skills or knowledge for which one element can control the possible
major surprises the organization faces

IV. Costs and benefits of organizational politics

◦ To manage political strategies and gain benefits from it, an organization must establish
a balance of power at which intertwining views and solutions can be formulated and
considered. Between members and disagreements can be absorbed.
◦ The balance of power should be flexible at all times, towards the member who can best
manage the uncertainties and surprises that the organization encounters.
◦ If the balance of power does not encourage the distribution of resources where value is
created, the organization will suffer.

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◦If power managers can suppress opinions that are against their interests, the debate will
narrow, gradually lose constraints and equilibrium, negative conflicts increase, and
persevere Organizational stagnation increased.

V. Organizational Politics appied Marriott International

Employees with such personal resources are confident about their capabilities, are proud
of the work they do and are likely engaged in their work. Furthermore, work engagement
is a critical determinant of hotel employees' intention to provide superior service and
satisfy customers because engaged staff members are more inclined to exert extra efforts
to meet customer expectations. Accordingly, job resourcefulness may enhance work
engagement. Such individuals have positive work-related attitudinal and behavioral
outcomes, such as high performance, satisfaction, organizational commitment and low
turnover. Therefore, retaining engaged frontline employees is necessary for
organizational survival and success ... Furthermore, staff members are more inclined to
perform harder by increasing the degree of the discretionary efforts undertaken than
disengaged employees are. Previous studies have indicated that engaged frontline
employees are willing to satisfy clients by exceeding formal role expectations, and invest
their time and energy for the superior performance.
LO2: Evaluate how to motivate individuals and teams to achieve a goal.

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MOTIVATION
I. What is Motivation ?
The process that initiates, guides, and maintains goal-oriented behaviors. Motivation is
what causes us to act, whether it is getting a glass of water to reduce thirst or reading a
book to gain knowledge.

II. Maslow’s Hierarchy of need

Physiological needs :  these are biological requirements for human survival e.g. air,
food, drink, shelter, clothing, warmth, sleep.
If these needs are not satisfied the human body cannot function optimally. Maslow
considered physiological needs the most important as all the other needs become
secondary until these needs are met.
Safety needs - Once an individual’s physiological needs are satisfied, the needs for
security and safety become salient. People want to experience order, predictability and
control in their lives. These needs can be fulfilled by the family and society ( e.g. police,
schools, business and medical care )
Love and belongingness needs - after physiological and safety needs have been fulfilled,
the third level of human needs is social and involves feelings of belongingness. The need
for interpersonal relationships motivates behavior
Examples include friendship, intimacy, trust, and acceptance, receiving and giving
affection and love. Affiliating, being part of a group (family, friends, work).
Esteem needs are the fourth level in Maslow’s hierarchy - which Maslow classified into
two categories: esteem for oneself (dignity, achievement, mastery, independence) and
the desire for reputation or respect from others (e.g., status, prestige).
Self-actualization needs are the highest level in Maslow's hierarchy, and refer to the
realization of a person's potential, self-fulfillment, seeking personal growth and peak
experiences. Maslow (1943) describes this level as the desire to accomplish everything
that one can, to become the most that one can be.

III. Maslow’s Hierarchy of need applied Marriott International

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 1. Help employees as you would guests. 
Treat your employees exactly how you want them to treat customers, and you're likely to
get positive feedback from both parties. Massive companies like Marriott International
chiefly trust their brand reputations to desk clerks, housekeeping staff, and other frontline
employees. If those employees aren’t having a good experience at work, they’ll have
little incentive to make guests feel any better.
While hotel guests may be quick to ask for what they want, employees won’t always do
the same. That’s why it’s important to provide positive, meaningful feedback to keep
them motivated and to make sure their needs are met. Gallup's research shows that
employees who believe their managers have employees’ success in mind are far more
receptive to criticism, compliments, and advice. Thus, they’re far more likely to adjust
their approach to work in response to helpful feedback. 

2. Align employees around your purpose.

You have a vision for your business's future. You won’t be able to bring that vision to life
without your employees, but they won’t be much help if they don’t know what your
vision is. A 2019 survey from PwC found that only 28% of employees from around the
world felt connected to their company’s purposes; more than half weren’t even
“somewhat” excited or passionate about their jobs. However, at companies that
communicate the value, they provide to customers, at least 63% of employees feel some
excitement, motivation, and even pride in their work. It goes to show that a sense of
purpose and job satisfaction are deeply related.
After a recent acquisition and other major organizational changes, Marriott wanted to
ensure its marketing team of more than 300 staff members was aligned on purpose. It
partnered with Mitchell, a public relations firm, to organize a multi-day conference aimed
at empowering the team with a clear purpose, resources to help drive their performance,
and positive interactions with leadership. The experience gave the team a better
understanding of the hotel business and its core business objectives, setting the stage for
the next phase of growth. 

3. Prioritize employee well-being.

David Rodriguez, Marriott’s global chief HR officer and 2019’s HR Executive of the
Year, says the future success of the hotelier’s business is completely dependent on its
ability to foster a sense of well-being among employees. That philosophy has been
ingrained in the company’s DNA since the 1930s when its founders hired a company
doctor to care for employees as the business expanded.
Today, employee well-being looks like leadership salary cuts to get the company through
the COVID-19 crisis, and the hospitality company is still providing furloughed
employees with health insurance. Crisis aside, Marriott is a leading employer of veterans,
ethnic minorities, workers with disabilities, and other segments often underrepresented in

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the modern workforce. The company also makes sure work-life balance meets employee
expectations by giving birth mothers up to 15 weeks of paid parental leave and eight
weeks to fathers and adoptive parents. 

CONCLUSION
In conclusion, to structure a well-functioning organization, it is necessary to understand
the principles of Culture, Power, Politics, and Motivation to best control and bring the
best benefits to the people. members, companies, and organizations After the author
completes the list, as well as the definitions and content in each section, the author
himself, has realized many new and worthwhile things to learn more at first glance. It will
be easy but quite. Complex, if we do not understand the true nature, it will be easy to
make mistakes as well as lose control in running the organization, especially for
companies with cultures from many countries like Marriott International. Not only
analyzing culture, power, and politics to find the direction of development for the
company, the author also learns more about how to motivate each of his employees
through theories and motivational needs like Maslow. The author also realized that
through this detailed report can help the author better understand the relationship
between culture, power, politics, and motivation in a company is extremely important as
well as how to use and operate them.

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