The Relationship between Corporate Culture and Hotel Corporate Culture

At present, there are many high-rise hotels, with magnificent decoration and luxurious hardware, and hundreds of millions of investment and construction are nothing more than two or three years. This will definitely not affect the latecomers.

Generally speaking, shallow software can be imitated. Hotels above three stars should have no major problems if they are smiling, attentive and enthusiastic. When hotel products gradually tend to thunder, they will inevitably fall into the quagmire of alternative prices among hotel products, and the only thing that can make a fuss about is price. In the market competition, hotel operators gradually lose the initiative of price.

Hotel operators are puzzling over how to get out of the price war. Where is the way out? I think: price can only cure the symptoms, and corporate culture is fundamental.

First, the connotation of hotel corporate culture

Hotel corporate culture is the culture that takes place in hotels. It refers to the dominant position that a hotel or industry has gradually cultivated in its own historical development and long-term production, construction, operation and management practice. The * * * values, beliefs and assumptions recognized and observed by all employees are the sum of the hotel's spiritual culture (mind recognition system MIS), behavior culture (behavior recognition system BIS) and surface culture (visual recognition system VIS), which is called the hotel's corporate culture system engineering (CIS).

Hotel corporate culture is the sum of hotel material culture and spiritual culture, and it is the combination of hardware and software. It contains three concentric circles: (1) The outer concentric circle is material culture, including hotel facilities and equipment, hotel environment and cultural network. , such as hotel decoration, environmental greening and beautification, newspapers and periodicals, VOD system, souvenirs, standard words, standard colors, costumes, shop songs, shop flowers, etc. ; (2) The middle layer is institutional culture, including personnel system, accounting system, decision-making system, post specification, etc. (3) The inner layer is spiritual culture, including the hotel's goal, purpose, ethics, service concept, values and hotel spirit. If the spiritual layer is compared to the human heart, the physical layer is the face, and the institutional layer is like hands and feet.

Second, the importance of hotel corporate culture construction

(A), the cohesive function of corporate culture, can make enterprises have a strong forward force.

When corporate culture is recognized and accepted by employees, it becomes a kind of adhesive, which helps to form employees' group consciousness, improve interpersonal relationships and mobilize employees' enthusiasm for working hard to achieve corporate goals. Matsushita Electric Company educates its employees on "Seven Spirits" every day. Before going to work, all employees gather in the square to sing social songs and recite the "Seven Spirits": after work, check their words and deeds that day against the "Seven Spirits". A manager of Panasonic said that thousands of employees are reciting the value principles every day, as if everyone is one.

(B) The constraint function of corporate culture makes up for the lack and bias of hard constraints such as corporate rules and regulations.

The binding function of corporate culture is to bind, standardize and control the individual behavior of employees through the power of an idea, the influence of atmosphere, the norms of team behavior and moral norms. Corporate culture is not a hard constraint, but a soft constraint. Once an enterprise's corporate culture content such as team consciousness, internal atmosphere and fashion is innovated, it will cause strong team psychological pressure and motivation to make individual behavior conform to the crowd, so that individuals will produce * * * in the process of knowledge innovation, and then adjust themselves, control their behavior and consciously carry out knowledge innovation activities. To a great extent, this makes up for the deficiency and bias of hard constraints such as enterprise rules and regulations.

(C), the incentive function of corporate culture, so that employees have a passionate work mentality.

Corporate culture is based on humanism in economics, with respect as the core content and people-oriented management as the center of the whole management work. Its motivation to people is not external motivation, but internal motivation. Through the shaping of corporate culture, innovative ideas and codes of conduct are established in employees' minds, so that employees can understand the importance of their work, thus encouraging employees to exert their greatest potential and achieve corporate goals with the highest enthusiasm.

(d) The radiating function of corporate culture can make corporate culture widely spread.

Excellent corporate culture is not only cohesive to internal employees. But also can produce strong attraction and appeal to the outside of the enterprise, so that the enterprise can establish a good reputation and image in the interaction with other social and economic groups. Moreover, a good corporate culture can be recognized and learned by the outside world, so that its excellent corporate culture can be spread and publicized, which is more conducive to the development of enterprises.

(5), the infiltration function of corporate culture, so that all aspects of the enterprise are thriving.

As a manifestation of national consciousness, corporate culture has a strong penetration into the formation and function of management mode.

(6) The guiding function of corporate culture can guide the operation of enterprises and the behavior of employees.

Guiding function means that corporate culture plays a guiding role in the production and business activities of employees and enterprises, and guides employees to achieve corporate culture goals for a long time. Specifically embodied in: excellent corporate culture can guide employees' psychology and behavior towards the goals of the enterprise. For example, in order to improve competitiveness and cohesion, AT&T put forward the slogan of "first-class service" to push the whole company to work hard for this goal, and "first-class service" plays a guiding role.

Thirdly, the necessity of building hotel corporate culture in China.

Creating a first-class hotel puts forward high requirements for hotel culture construction. Looking at the ten-year course of hotel corporate culture construction in China, there are both the joy of success and the confusion in confusion. There are some questions worth pondering. Only by continuous thinking and exploration can the hotel's corporate culture construction be further improved.

(1) Inaccurate positioning of hotel cultural attributes leads to generalization and fuzziness.

In the process of corporate culture construction in China, there have been serious generalization and fuzziness. From an academic point of view, the concept of corporate culture alone has more than 260 explanations in existing books and periodicals, which cover up corporate culture layer by layer and make people feel at a loss. From the practical point of view of the industry, due to China's long-term planned economy as the leading factor, accustomed to doing things from top to bottom, political cadres are self-contained and pay attention to the construction of hotel culture, resulting in the phenomenon of "two layers of skin" between political work and economic work. As the saying goes, "corporate culture is a basket, everything is put in it." In fact, from the origin and theoretical summary of enterprise culture, it is not difficult to see that its attribute is enterprise management theory, which is a management thought and method. Without this, it deviates from its essential attribute and loses its foundation. Therefore, only when the hotel corporate culture construction is recognized and understood as a management thought and method, and it is down-to-earth and feasible, can we achieve results.

(B) Lack of research on the dynamic mechanism of hotel corporate culture construction.

Corporate culture is the product of market competition. Only in the competition can enterprises have pressure, motivation and strong desire for corporate culture construction. At present, the market economy has been established, and competition is both pressure and motivation. Only by combining corporate culture construction with this kind of incentive can we achieve real success.

(C), corporate culture lacks pragmatic spirit.

Corporate culture, including business philosophy, corporate values, corporate spirit, corporate image and other specific content, has specific requirements and standards. It is not an imaginary castle in the air. If you don't really work hard, there will be no effect.

(D) Hotel corporate culture is too superficial and easy to go to extremes.

Many hotels have no clear direction when establishing their own corporate culture, and the connotation is not rich, so they often can't form a cultural system and make superficial positioning of corporate culture, but they can't achieve the expected goal. First, purely regard culture as an enterprise decoration; The other is extremely vulgar, which completely turns culture into a technical means to drive enterprises, which is too utilitarian. Therefore, it is not so much "Tao" as "technique".

(5) Hotel corporate culture lacks tradition and historical continuity, and at the same time, it has not well digested and accepted western commercial civilization.

The cultural construction of hotels cannot be created out of thin air, nor can it be without a certain foundation. This requires our hotel managers to understand the cultural traditions of their own countries or hotels and undertake the construction of their own hotel culture. Only in this way can the hotel culture be more meaningful. In addition, when absorbing the corporate culture of foreign hotels, we should pay attention to selecting the best from the rough, so that the absorbed content can be well connected with the culture of our own hotel.

(6) Hotel corporate culture lacks a systematic and complete corporate culture system.

Without systematization, hotel culture has no motivation to move forward. Many hotels just make a big fuss about the form with the upsurge of hotel corporate culture construction. In fact, the content of their hotel culture is empty and has no system at all.

(7) Corporate culture lacks a high starting point, high-grade corporate culture support, and the concept of facing the whole country and the world.

Shaping the corporate culture model should face the times and the future. Because China's current productivity level still lags behind that of the United States, Japanese and some other developed countries, compared with the world's top 500 enterprises, there is indeed a big gap between China enterprises. However, in the future, enterprises will have a homogenization trend in science and technology, so the gap in "software" will be the strategic focus for China enterprises to participate in the competition.