The Good Aspects of Marriott Hotels
Even the most successful enterprises experience different times when they should behave accordingly. Sometimes, the decisions may vary, influencing the overall company’s indicators. For example, Marriott Hotels is a corporation that has a positive attitude toward its employees on each level, helping them in various ways (Marriott & Brown, 2012). It fosters workers to treat guests properly and politely. However, the CEO does not claim that every associate receives needed help, but the firm is one of the leading players who applies such an approach (Marriott & Brown, 2012). As a result, the business’s brand and financial stability progress, and the atmosphere inside the organization is practical and professional.
The OK Outlook
Another aspect that should be outlined is an ordinary and conventional situation, which is common for any institution. In Marriott Hotels, it is the CEO’s desire and eagerness to create and maintain strong teamwork (Marriott & Brown, 2012). In this analysis, it is called the “OK” factor, which is justified by the fact that every comparatively successful business is built on good and smooth teamwork. The company cultivates ethical communication and cooperation inside the teams (Marriott & Brown, 2012). On the other hand, it is an integral condition for the good flow of activities and capital growth. It means that even the smallest entrepreneurships pay specific attention to the aspect of healthy and progressive relations between coworkers.
The Negative Situation
The negative sides are presented in Marriott Hotels, too, focusing on the business’s inability to overcome it in the early stages. The so-called “ugly thing” about the organization is that due to its fast progress, rivalry is observed between executives (Marriott & Brown, 2012). For instance, the book describes a case when the corporation was experiencing restructuring, and several principals received an opportunity to be in command (Marriott & Brown, 2012). It led to a negative impact on workers and overall productivity, harming the project (Marriott & Brown, 2012). Conclusively, the CEO missed the fact that sharing responsibilities on the administrative level should be done meticulously, considering possible risks.
The Good Point of the Salvation Army
Another institution is the Salvation Army, which can be a good example of showing their strong and weak sides. According to the book, the organization reached great results in rehabilitation programs compared to others (Watson & Brown, 2001). The difference is tremendous: the average measure is 20% of recovered clients who remained sober and clean after programs in other establishments, contrasting 85% of successful cases in the Salvation Army (Watson & Brown, 2001). Such a great indicator was acquired through profound and scientific approaches applied by professionals in business. The workers showed their devotion to each patient, perceiving their life situations closely and finding the best solutions (Watson & Brown, 2001). They aimed to find a specific angle for every customer and to attain permanent outcomes.
The OK Points
The aspect that is common for any institution with similar directions should be mentioned to highlight the core features that create stable functioning. For the Salvation Army, it is a creation of VIP groups for customers in high need (Watson & Brown, 2001). It is a normal procedure for each rehabilitation center to have the programs focused on more “complex” instances. As a result, the company introduced approaches in this program where the patients could be engaged in pleasant errands to achieve positive outcomes (Watson & Brown, 2001). Consequently, such a program ensured good indexes for many clients, enrolling them into continuous useful work in their communities.
The Negative Side
Unfortunately, as with any other establishment, the Salvation Army had negative cases. Even though the organization had numerous successful results and overcame its competitors, problems with bed shortages appeared (Watson & Brown, 2001). For a company with great indicators, it was an unacceptable situation. Considering the high volume of patients who trusted the institution and wanted to receive help, the executives missed this point and struggled with the problem of space unavailability (Watson & Brown, 2001). Conclusively, many people suffered long waiting times to acquire a place in one of the facilities.
References
Marriott, J. W. Jr. & Brown, K. A. (2012). Without reservations: How a family root beer stand grew into a global hotel company. (12th ed.). Diversion Books.
Watson, R. A. & Brown, B. (2001). The most effective organization in the U.S. Leadership secrets of the Salvation Army. Crown Business.