Organizational Culture at Shangri-La Hotels Case Study by Pico

A discussion of the organizational culture and strategic competitiveness of Shangri-La Hotels and Resorts.
# 146626 | 3,797 words | 5 sources | APA | 2011 | BD
Published on Jan 06, 2011 in Business (Companies) , Business (Management) , Business (Human Resources) , Tourism (General)


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Description:

The paper explains how the organizational culture of Shangri-La Hotels and Resorts is based upon a five-tier organizational design. The paper goes on to discusses how the critical success factor in the organization culture at Shangri-La hotels is the delegation of authority that encourages the employees to take initiatives on their own. The paper examines how in China, employees were reluctant to make decisions on their own, and so the management of the company focused upon continual training and communication to impress upon the employees the importance of taking initiatives on their own. The paper demonstrates how this has given the company a sustainable competitive advantage. The paper also provides recommendations to the company regarding future strategies and technology systems.

Outline:
Introduction
Critical Review
Recommendations
Conclusion

From the Paper:

"Shangri-La Hotels and Resorts had been established in Singapore by Malaysian-Chinese tycoon Robert Kuok. Soon after its founding, the company quickly differentiated itself from competition by uniquely positioning on distinctive Asian standards of service and hospitality. By 2006, the company had diversified its operations into four main areas: hotel ownership and operations, property development, hotel management and spas. By this time the company had also become the largest hotel chain in Southeast Asia. This position had been built based on the intangible resource of it service model which was to delight the customer each and every time. Shangri-La hospitality was built around five core principles: respect, humility, courtesy, helpfulness and sincerity. These core principles formed the basis for the company's service model (http://www.shangri-la.com/)."

Sample of Sources Used:

  • Armstrong, M 2005. Strategic human resource management. New York: Prentice hall.
  • Gottfredson, M & Aspinall, K 2005, 'Innovation vs. complexity', Harvard Business Review, vol. 83, pp. 62-71.
  • Greenley, G E 1999, 'An understanding of marketing strategy' European Journal of Marketing, vol. 19, pp 12-16.
  • Luxury hotels and resorts. Official site Shangri-La Hotels and Resorts 2010. http://www.shangri-la.com/
  • Sirkin, H L, Keenan, P & Jackson, A 2005, 'The hard side of change Management', Harvard Business Review, vol. 83, pp. 108-118.

Cite this Case Study:

APA Format

Organizational Culture at Shangri-La Hotels (2011, January 06) Retrieved February 21, 2020, from https://www.academon.com/case-study/organizational-culture-at-shangri-la-hotels-146626/

MLA Format

"Organizational Culture at Shangri-La Hotels" 06 January 2011. Web. 21 February. 2020. <https://www.academon.com/case-study/organizational-culture-at-shangri-la-hotels-146626/>

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