References Maling Beview View Teline A ... 1 A AaBb Part 11 - Read the article (In the Face of Pandemic, Marriott lens en is Values) below and prepare an organidan well written pense to each question in essay for your written response se desate your knowledge of management concepts studied throughout the une questi-10% In the Pace of a Pandel, Marriott Lens se los Values The hypothes COVZD-15 rup de primelickich gewung pple While the COVID-19 yine is welcome my handsfree "What many people wale www. owner support the local crisis den homes every day pick up the other Sito wedingwe they depende dependent This last Me dowe new COVID-19. party within with replies court taleyhing back be." Kingway Now we in Your Own Alte COVIDI Much April Maria rengi wa . Marie DNA Lash weaturing Decode concen charleppes We wie comprar Yeti wowote hulle Merabad MacBook Air A & - % 5 L 9 3 4 8 0 E R T Y 1 O P D F G H J L c V B N M V. 92 Command MGMT2020FILMOMTEINALEXAM 01072021 Mailings Review View References Tell me en Layout 21 Aalbora Albcode AaBCCD! AasbeDate AaBb Amber Aa diz nie - A A A A OA- Normal Heading No Spacing "Like many companies in the travel sector, we had to furlough associates. It was the hardest thing I've ever done in 30 years in the business, because the impact on associates was due to something completely outside their control," King recounts. "Marriott is a global company that's made up of bellmen, housekeepers, desk derks, and line cooks. At the core of our DNA is providing opportunity to help people build Careers with our company. Getting our teams back to work is priority No. 1." Yet, in this situation, there was no simple path forward. "There was no playbook for dealing with a pandemic at a global scale," King says. "But if you start with just the balance sheet and not the human sheet," I don't think you're leading." Marriott began to lead with a focus on the human short, establishing a Marriott alunni network to help current and former employees remain connected. The Marriott HR team quickly worked with large companies that were hiring and created regionalized websites to help direct associates to part-time and full-time employment opportunities. Marriott also moved quickly to repurpose its assets to assist in the fight against COVID-19. The company used its meeting spaces to host more than 150 blood drives during a critical period this spring and summer, when access to traditional sites was unavailable. "Because we shrunk very quickly, we all had to become lacks and kills of all trades," King says. "We were throwing people at tasks they'd never done before and upskilling them in days, not weeks. Decisions were made rapidly and ideas evaluated with an eye for quick deployment. Many ideas did not work, so we just scrapped them and moved on. You can't be navel-gazing at a time like this." Hospitality in the Next Normal With a growing list of contactless initiatives including keyless room entry and room service accessible via text message, Marriott is positioned to be trusted during the pandemic and after. The entire end-to-end guest joumey is made up of hundreds of digital and physical touchpoints for a customer during a typical hotel stay, according to King, so responding to what item will become hotel guests' new expectation has required a cross-functional approach. I "As we rethought contactless experiences, we brought together a team of digital, operations, and finance experts," he says. "Each of these hotels is a small business. They work as a cross-discipline team, and that percolates up to how corporate works. By being reflective of field operations, we can help support our hotels from an R&D perspective." MGMT2020Fall_MGMTFINALEXAM 01072021 Review Mailings out References View Tell me AaBbc Date Abbcode AaBbCcDc AaBbccde AaBb Aalb Ced 2) a A Aav Ay ADA Title Subtitle Normal Heading 2 No Spacing Heading 1 19 "As we rethought contactless experiences, we brought together a team of digital, operations, and finance experts," he says. "Each of these hotels is a small business. They work as a cross-discipline team, and that percolates up to how corporate works. By being reflective of field operations, we can help support our hotels from an R&D perspective." At the same time, digital contactless solutions in this industry can call into question the core definition of "hospitality." "The heart of a lodging company is being hospitable and connecting with customers no matter what the circumstance. So, what does it mean to be hospitable in a contactless environment?" says King. "I've always said that digital is hospitable when done right. Right now, we're rushing to clinical, rational solutions to ensure there is no transmission of the virus, but ultimately, those solutions may be less user-friendly. As soon as possible, we have to circle back and make sure they have emotional resonance with the customer too." A Core Mission To help mitigate the number of furloughs, King worked with Deloitte to help transition Marriot call center employees to assist the State of New York with its exploding number of unemployment calls. (During a six-week period in the spring, New York received over 1.4 million claims.) Within seven days, Marriott associates who had previously been handling reservation cancellations were retrained and successfully began processing unemployment claims for New York. King remains optimistic about the future for Marriott, despite the pandemic's outsized impact on the travel industry, in part because of the company's value system "We have 30 trusted hotel brands, but the most important one is our employer brand," he explains. "Hospitality is about people, nor buildings. One of the reasons I think we're going to weather this storm is because of our culture. It comes down to the smart approach of our founder, JW Marriott, St: 'Take great care of your associates, and they'll take great care of the guests, and the guests will come back time and time again." Questions (1) According to Brian King, global Officer at Marriott International, if you start with just the balance sheet and not the human sheet, then you are not leading. What did Marriott do to demonstrate that people are a priority for the organization? How did Marriott's core values and organizational culture support its actions? What is your assessment of leadership at Marriott International? (15%) 1 (2) How does Marriott use technology to address unique concerns in the hospitality industry as the organization prepares itself for the next normal? What recommendations would you make to improve the customer experience? (15%) English wted States) Focus