4 season goes to paris
Case Analysis- Four Seasons Goes to Paris This case demonstrates how Four Seasons effectively creates, cultivates, and sustains its organizational culture throughout every place the company expands its business to. In 1999, Four Seasons took over the Hotel George V in France and reopened it as the Four Seasons Hotel George V Paris (F.S. George V) leading the company to cope with cultural difference issues. Research showed that a strong organizational culture correlates with the firm’s high performance (Sorensen, 124). Therefore, it is vital for managers, whose work deals with international aspects, to realize the importance of corporate culture and know how to help their companies maintain the culture. In this paper, I will discuss about organizational culture of Four Seasons, French culture related to the hospitality industry, possible conflicts and resolution between Four Seasons and France employee regarding organizational culture.
Four Seasons’ culture centered on providing customers with an exceptional service and giving its human resources high value. In terms of service, the company blended uniform service standards with local ingredients resulting in a customized hotel that goes hand in hand with its host country. To elaborate, the company ensured that every employee adopts the service standards and put them into practice. This is because sharing the same standard helps bond the employees to one another. Consequently, these bonds lead to creating corporate culture. The company put emphasize on its valuable human resources by introducing “The Golden Rule,” highlighting dignity and respect throughout the organization (Hallowell, Bowen, and Knoop, 4). The company created a strong culture through selection and socialization procedure (Sorensen, 125). First, the company recruited people based on their attitude fit to the organizational culture. For example, all potential job candidates at the F.S. George V were interviewed four times. Four Seasons was
Four Seasons’ culture centered on providing customers with an exceptional service and giving its human resources high value. In terms of service, the company blended uniform service standards with local ingredients resulting in a customized hotel that goes hand in hand with its host country. To elaborate, the company ensured that every employee adopts the service standards and put them into practice. This is because sharing the same standard helps bond the employees to one another. Consequently, these bonds lead to creating corporate culture. The company put emphasize on its valuable human resources by introducing “The Golden Rule,” highlighting dignity and respect throughout the organization (Hallowell, Bowen, and Knoop, 4). The company created a strong culture through selection and socialization procedure (Sorensen, 125). First, the company recruited people based on their attitude fit to the organizational culture. For example, all potential job candidates at the F.S. George V were interviewed four times. Four Seasons was
Cited: Hallowell, Roger, David Bowen, and Carin-Isabel Knoop. "Four Seasons Goes to Paris: "53 Properties, 24 Countries, 1 Philosophy" 1." Harvard Business School. (2003): n. page. Print. Sorensen, Jesper B. "NOTE ON ORGANIZATIONAL CUTURE." Stanford Graduate School of Business. (2009): 123-127. Print.