Various studies reveals that sharing of a common vision is essential to effectively and efficiently achieve organizational goals. The shared vision objectively realizes the roles of every individual corresponding to the type and character of an organization.
On the other hand, the effects of inferior conciliation and resolution to critical issues within an organization consequently deteriorate individual relationships and become an organizational problem that threatens the growth and success of the business. This paper will discuss the conflict management theories parallel to the organizational performance of Marriott Vacation Club.
What is conflict management?
A concise discussion on the topic is derived from the electronic journal on 'Basics of Conflict Management' by Carter McNamara (2008). In brief, conflict management is the principle of acknowledging and managing conflict in order to diminish, prevent and manage the potential intensification of conflict within an organization. As explained by McNamara, although conflict is unavoidable, the effects can be determined and applied with necessary “mitigating measures”.
To cite, there are key mitigating measures as “preference” in conflict management, namely (1) regular review of employees’ job descriptions, (2) capacity building to develop employer-employee relationships on work issues, (3) conduct of educational-development and interpersonal training on work delegation, (4) procedural routine tasking or revamp, (5) regular meetings focus at program implementation, and (6) provision of employee suggestion box (McNamara, 2008). Reflective of McNamara’s finding, conflict management is cognizant to maintaining organizational dynamism and upholds the “structured” flow of management system to the overall performance of the organization.
Marriott’s organizational life
A review of Marriott Vacation Club year ‘2008 Corporate Information’ expresses the character of its business, indicative of its organizational growth, achievements, equity and satisfaction. As cited, Marriott embraces a distinctive business philosophy of “spirit to serve”, in which Marriott’s top management believe in “everyone’s role in the lives of others”, whether a fellow associate, a customer, a business partner or a competitor (Marriott, 2008).
Marriott’s growth performance is indicative of its “global diversity” employment program of 151,000 multi-racial workforces varying from 68 countries. As cited, Marriott’s 80-year business culture is dedicated in achieving multi-racial skills to develop and retain a dynamic workforce through providing (1) continued opportunities, recognition and benefits, (2) skills development, and (3) life-living in a work environment supportive of their distinctive contributions.
As quoted from Marriott’s founding Chairman John Willard Marriott, "a man should keep on being constructive and do constructive things”, of which Marriott is dedicated to equal management of associates (workforce) by providing continued development-training and opportunity advancement for everyone. Thus, Marriott’s achievements for the minimum annual revenue of $11.6 billion have expanded its “par excellence” in corporate governance through socio-community involvement and environmental stewardship (Marriott, 2008).
Equity and satisfaction
The critical focus on quality-assured client services and social investments highlight the equity and satisfaction as the “business brand” of Marriott. This “social equity” reaches out the community, wherein upholding Marriott’s business culture towards socio-community development has demonstrated objective impact to foster consumerism.
The organizational performance of Marriott may be said to have developed and achieved an efficient and effective Cmanagement by way of nurturing diversity of business culture from the realms of developing a dynamic multi-racial workforce.
As indicated by its continuing expansion or diversification process, these developments “blends” in winning the hearts and minds of the overall organizational elements and assimilate across business conflicts, endures the external business competition. Thus, getting the competitive edge [dealing with both internal and external conflict of interest] in business venture has linked “core competency” through social investments, wherein stewardship in community development has won twofold patronization.
It may be then concluded that McNamara’s theory on conflict management is perfectly indicating Marriott’s “core system” and values, being essentially integral to its business culture and organizational preference having the “spirit to serve” and conscientious application of what they believe in “everyone’s role in the lives of others”.
Marriott (2008). ‘Corporate Information’. Marriott Timeshare Ownership.
Retrieved 02 August 2008 from
McNamara, C. (2008). 'Basics of Conflict Management'. Field Guide to Leadership and
Supervision (Copyright 1997-2008), Free Management Library.
Retrieved 02 August 2008 from http://www.managementhelp.org/intrpsnl/basics.htm.