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Hospitality Operations Analysis Ch 04: Quality Service Culture. Dr. Edward A. Merritt The Collins Endowed Chair of Management California State University (Cal Poly Pomona). Organizational Culture. Explains how people think and act at work.
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Hospitality Operations AnalysisCh 04: Quality Service Culture Dr. Edward A. Merritt The Collins Endowed Chair of Management California State University (Cal Poly Pomona)
Organizational Culture • Explains how people think and act at work. • Comes from various directions inside or out of the org. • May be weak or strong.
Org Culture is Not: • A technique. • A gimmick. • A how-to. • A method. • A solution.
Defining Culture • The glue that binds an organization. • Unique quality or character that affects how people act. • Sum of how people interact. • The values people espouse, creed, notions of right and wrong. • Culture is intangible.
Leader Influence on Culture • Much! • Can manipulate or influence factors that determine culture and therefore service culture. • Cannot manage simply through guiding principles. People do not automatically fall in line. • Key: the leader’s behavior. Continued next slide
Continued Culture strongly determined by: • What leaders do during good times and bad times. • How they do it. • What they pay attention to. • What they measure. • How they reward.
Quality Service Climate (80) • Establishes atmosphere for everyone. • Climate is a subset of culture. • Leaders set the tone, mood, and culture that set the climate in an org. • A positive service climate reinforces and supports quality service. • Climate is controlled by the leader(s).
Characteristics of Supportive Leadership Climate (80) • Service providers generally treat customers like they are treated as employees. • Dignity and respect. • Feel like winners. • Pride is fostered. • Group cohesion among teams. • During good and bad times!
Maintaining Dignity of Service Four components for dignity: • Amount of work autonomy. • Meaningfulness of work. • Connectiveness to others. • Availability of personal growth opportunities. Figure 4-1 (83) compares healthy and unhealthy org climate.
Four Leadership Imperatives • Leaders must allow a strong sense of personal control over job outcomes and behaviors. • Empower employees. • Allow wide discretion to solve issues. • Allow ees to create own schedules. • Collaborate with ees about ways to improve conditions and service.
Continued • Instill a sense of meaning and contribution in service work. • Let ees know how they are doing. • Allow task variety via job rotation. • Job visitation—ees to other areas of the operation to observe. • Allow ees to work in area(s) of interest. • Allow responsibility (and power).
Continued • Ensure a strong sense of social connection. • Create service teams. • Allow job rotation. • Encourage multiteam meetings. • Informal social hours. • Out-of-work sporting events (softball). • Team-building activities.
Continued • Allow employees to soar. • Service provider development programs. • Survey personnel skills and interests. • Reward innovation and creativity.
Whole is Greater Than the Sum of Individual Parts • A well integrated program using these concepts will create an organization which is stronger than its aggregate parts.
Culture Plus • In order to move to the next step in the process, there must be a system, which fosters-- • Clear benchmarks (service standards). • Concise goals and objectives. • An agreed upon method for measuring progress. • Objective versus subjective.
