Four season goes to paris Essay

This case demonstrates how tetrad Seasons effectively creates, cultivates, and sustains its organizational goal throughout any place the company expands its business to. In 1999, four Seasons took over the Hotel George V in France and reopened it as the 4 Seasons Hotel George V capital of France (F. S. George V) leading the company to cope with heathen difference issues. Research showed that a strong organizational assimilation correlates with the trus devilrthys high surgical process (Sorensen, 124).Therefore, it is critical for managers, whose work deals with international aspects, to realize the importance of corporate finish and know how to help their companies maintain the flori grow. In this paper, I will handle about organizational enculturation of 4 Seasons, French culture relate 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 dish and giving its humane resources high value.In terms of service, the company blended unvarying service amounts with local ingredients resulting in a customized hotel that goes hand in hand with its server 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 unmatchable another. Consequently, these bonds lead to creating corporate culture. The company put strain on its valuable human resources by introducing The Golden Rule, highlighting self-regard 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 nation base on their posture fit to the organizational culture. For example, all potential chew over keepdidates at the F. S. George V were interviewed four tim es. Four Seasons was convinced that an employee with the right attitude could adapt to its culture. Second, the firm strengthened its culture through rules implementation and auditing achievement helping to increase cultural persistence. Consequently, persistence contributed to maintaining the companys culture.Third, the firm sustained its belief through association with symbols (Sorensen, 126). For example, when his uniform gets dirty, an employee is supplied with a uniform to castrate. This symbolizes and reminds the employee of dignity according to The Golden Rule. Differences between French culture and Four Seasons culture can create potential conflicts when both cultures collide. On unrivaled hand, French culture is indirect and subjective. French raft are non confrontational. give saving and dignity are vital in employee evaluation. French people are proud of their nationality.They are emotional and take honor into calculate when providing services. The working style of French people is polychronic (Hallowell, Bowen, and Knoop, 7). They regard personal consanguinity more important than fixed appointments. On the other hand, Four Seasons northbound American culture is more direct and objective. An employee feels comfortable to talk openly to his manager. In turn, the manager can give the employee sincere feedback on his performance. It is vital to follow business schedule strictly. This section talks about cultural conflicts and resolutions.Cultural differences between Four Seasons and France employee can bring about conflicts when the two collaborate. Especially, when the company has to embrace employees from the Hotel Gorge V. This means the hotel has to deal with an existing culture that is different from its own. The companys confrontational style in managing people can be ineffective and considered insulting in France. French employee with monochronic culture may not know that attend meeting late is unsatisfactory for Americans with polyc hronic culture (Hallowell, Bowen, and Knoop, 7).Also, French people are emotional which is good in providing exceptional service to impress guests. However, being too emotional can result in inconsistency of service. For example, a concierge may treat one guest better than the other according to his own preference. This disrupts harmony in organizational culture in that the service standards require employees to treat every guest equally. To solve cultural difference issues, the company gradually replaced the existing culture with a new one aiming at employees who were willing to change and adopt the company culture.When the majority of employees embraced corporate culture, which prioritizes service standards, the company could adjourn service inconsistency issue. The firm also hired Le Calvez, a truly French man as a F. S George V general manager. His experience in dealing with union in new-sp guide ong(prenominal) York facilitated him in reducing gap between its employees and th e union. Then, the hotel assigned the task powerfulness to the F. S. Gorge V to make sure that the opening will run smoothly. This task force helped building Four Seasons culture.Also, it symbolized the companys unity worldwide. Realizing that French employees are indirect and avoid confronting with their boss, Four Seasons used direct line to encourage them to speak up and contribution their concerns comfortably. In conclusion, this paper presents Four Seasons culture, National culture of France, main conflicts when the two cultures collide, and the approaches Four Seasons took to resolve such conflicts. The company created and cultivated its corporate culture through communication, implementation, and symbolization.