DOCSLIB.ORG

Xxxxxxxxxxxxxxxxxxxxxx

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Xxxxxxxxxxxxxxxxxxxxxx DOCUMENT RESUME ED 298 282 CE 050 785 AUTHOR Burgess, Charles; Zhu, Guangli TITLE The Marriott Philosophy at Work: A Study of Corporate Success with the Handicapped. Project TROPHY. Transition Research on Problems of Handicapped Youth. INSTITUTION Washington Univ., Seattle. Coll. of Education. SPONS AGENCY Department of Education, Washington, DC. PUB DATE 88 CONTRACT 300-85-0174 NOTE 80p.; For related documents, see CE 050 783-784. PUB TYPE Information Analyses (070) -- Reports - Descriptive (141) EDRS PRICE MF01/PC04 Plus Postage. DESCRIPTORS Business Responsibility; Career Education; *Corporate Support; *Disabilities; *Education Work Relationship; *Employment Practices; Employment Programs; *Job Development; *Job Training; Mental Retardation IDENTIFIERS *Marriott Corporation ABSTRACT This monograph examines the Marriott Corporation, which has won numerous awards for its involvement in creating employment situations for the handicapped. Part 1 examines the Marriott Corporation in its wider economic, political, and religious contexts, including its founding by a Mormon family. Part 2 addresses centre/ features of the Marriott handicapped employment program, with a focus on the mentally retarded worker. A discussion of work in the "least dependent environments considers hiring the handicapped, training the handicapped, and the individual worker approach versus the enclave approach. The benefits of the system for everyone involved are also highlighted. Appendixes include a description of the Marriott Corporation Handicapped Employment Program, a list of awards the corporation has received, and a listing of over 50 selected sources. (YLB) / XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX*XXXXXXX3MMX3MX X Reproductions supplied by EDRS are the best that can be made M N from the original document. M XXXXXXXXXXXXXXXXXXXXX*MX*30000000(XXXXXXXXXXXXXXXXX300000(XXXXXXXXXXXXXXM US DEPARTMENT OF EDUCATION (Mice of Educanonai Research and Improvement UCATIONAL RESOURCES INFORMATION CENTER sERICI Tha document has beenreproduced as treceived from the person ororganizallon ongmating (1 C Minor changes nave beerrase to improve reproduction quality, Ns docu. Points of view or opinions staled ,n tofficial ment do not necessarily represent OERI posdron or policy Al- THE MARRIOTT PHILOSOPHY AT WORK: A STUDY OF CORPORATE SUCCESS WITH THE HANDICAPPED CHARLES BURGESS AND GUANGLI ZHU FOREWORD BY WILLIAM J. SCHILL University of Washington Seattle, Washington, 1988 BEST COPY AVAILABLE 0 efrM.S1==., TRANSITION RESEARCH ONPROBLEMS OF HANDICAPPED YOUTH Contract Number 300-85-0174 RFP 85-107 William J. Schill, Principal Investigator THE MARRIOTT PHILOSOPHY ATWORK August 1988 Transition Research on Problems of Handicapped Youth University of Washington 300 Miller Hall, DQ-12 Seattle, Washington 98195 (206) 543-1836 , Li FOREWORD Much of the effort to place handicapped youth in jobs can be considered supply side effort. Educators worry about what skills and abilities youth need to acquire in order to be acceptable to employers. Demand side effort to place handicapped youth concerns itself with encouraging employers to consider the giandicapped when searching for new hires. Tax inc-ntives are an attempt by the federal government to increase demand. This monograph examines a corporation which haswon numerous awards for its involvement in creating employment stations for the handicapped. The hope is that this examination will provide insights into ways concerned citizens and educators can approach employers to increase demand for handicapped employees. The activities that led to this monograph were supported in part by the U. S. Department of Education (Contract 300-85-0174). However, the opinions expressed herein do not necessarily reflect the position or policy of the U. S. Department of Education andno official endorsements by the Department should be inferred. Additional copies of the monograph in printed form or on MS/DOS floppy discsmay be obtained from the address below. William John Schill Principal Investigator Project TROPHY 300 Miller Hall, DQ-12 University of Washington Seattle, Washington 98195 r- i D -..1.1R. INTRODUCTION The Marriott Corporation enjoys a well-deserved reputationas one of the strongest and best managed companies in two related businesses: the food and lodgingindustries. Its 97,000 hotel rooms make it a leader in the hotel field. Its postcrash market value, estimatedat $4 billion, is ten times its value in 1979. The Corporation is also a national leader among employers of handicappedpersons. Its handicapped hiring programs stand as models ofsuccess. Other employers have promoted "sheltered workshops" and have found that, in enclzvesapart from the public and separated from "normal" workers, the handicappedare a productive force.But the Marriott Corporation's work with the handicapped--includingeven the severely mentally retarded- - has regularly made them a part of the integrated workforce. Much ofthe work in food service and hotel maintenance is low-level skill work, called "secondarylabor" by the economists and "dead-end work" by the laity. The employeeturn-over rate is notoriously high. The Marriott Corporation has found the handicappedto be a dependable and stabilizing factor within the company. Handicapped employees,managers will point out, usually find satisfaction with jobs that are reputedly dull.They take pride in their employment. There is said to be a mutual profitabilityto the handicapped program: benefits accrue to the Corporation and to the employee alike. Why is the Marriott Corporation so far ahead in its handicappedhiring program? It is only a partial answer to note that the Corporation is a government contractor subjectto Section 503 of the Rehabilitation Act of 1973 and Vietnam Era VeteransReadjustment Assistance Act of 1974, which require "government contractorsto take affirmative action to employ and advance in employment qualified individuals withdisabilities and Vieatnam era veterans." As a government contractor Marriott is requiredto have a handicapped program; but the government does not require thatprogram to be of any special size or intensity. Rather, the Corporation has takenfa special stand. The handicappedprogram has become part of what we have called the Marriott philosophy. Theprogram remains effective even while the Corporate headquarters gives Directors of Human Resourcesat each property a long leash with which to develop theprogram. Our profile of the Marriott Corporation seeks to examine some of the premisesupon which the program is built. Before we begin, a word is in order about the development of the Marriott enterprise. Sixty Years of Growth In 1927, what was to be the Marriott Corporation beganas an A&W root-beer stand in Washington, D. C. run by a young man fresh from Utah, J. Willard Marriott. To makeup for the seasonal lag in trade that year, Marriottwon an unusual concession from A&W that permitted him to sell food as well as drink. Twoyears later, tireless work by Marriott and his wife Alice resulted in the incorporation, under Delaware law, of hisenterprise known as the Hot Shoppes. The new business not only survived the crash of 1929 but continued to prosper throughout the depression years. Soon there were six Hot Shoppes ingreater Washington. D. C. and iicw shops were opening in Baltimore and Philadelphia.Drive-in service was added. To insure profits, Marriott implemented strict finarcialcontrols over INTRODUCTION his operations, organized food preparation with standardized menus, and supplied his restaurants from a central commissary. By 1937, the Marriott enterprise had expanded into the commercial airline trade. Marriott began serving the first airline meals on a regular basis. With his box lunches he literally started the airline catering business. In 1957, Marriott attached 360 guest rooms to his Hot Shoppe adjacent to National Airport and created the Marriott Twin Bridges Motor Hotel. Not only did the Twin Bridges offer drive-up registration, free parking, and swimming facilities among other amenities, it also provided a meeting and convention center, thereby pioneering in the modern hotel convention-trade business. Marriott was now in the hotel business as well as the restaurant business. And in 1953 Marriott went public. The business underwent some major changes in the 1960s. In 1964, the name of the business was changed to Marriott Hot Shoppes, Inc. and J. Willard Marriott, Sr., soon curtailed his daily role in the company by appointing his son, J. Willard ("Bill") Marriott, Jr., to the presidency of the corporation.Three years later, under the even more aggressively ambitious leadership of Bill Marriott, the company became simply the Marriott Corporation. The senior 'Marriott's skepticism of the stock market no longer guided the company's fortunes. J. W. Marriott, Sr., died in 1985, at the age of 84. His older son, Bill Marriott, born in 1932, continues as chairman of the board and president of the corporation. His mother, Alice Sheets Marriott, is a vice-president of the corporation.Bill Marriott's brother, Richard Edwin Marriott, meanwhile, is vice-chairman and executive vice-president of the Corporation. The sense of the Marriott enterprise as a family operation continues.It constitutes the Marriott philosophy. Much of the success of the Corporation in integrating the handicapped, including the mentally retarded, in its regular workforce is a tribute to this philosophy. Accordingly, our study has two parts. In Part One we examine the Marriott Corporation
Load more

Recommended publications
  • Marriott: Creating and Succeeding-And Giving Back to the Community
    Marriott: Creating and Succeeding-and Giving Back to the Community By Alan S. Horowitz A man whose family's net worth is about $2 billion, whose employees number more than 130,000, whose last name is prominently displayed on hundreds of buildings and whose business interests literally span the globe, would seem likely to make his company his top priority. Not so with J. W. (Bill) Marriott Jr., chairman of the board and CEO of Bethesda, Maryland-based Marriott International Inc., one of the world's major hotel management companies. And why his company isn't his top priority helps explain his record of taking care of his people and giving back to the community. Marriott is a religious man who devotes 15 to 20 hours a week to work related to his church. His father, J.W. Marriott Sr., when asked by strangers the key to his success, would respond by saying, "Work and prayer." "There's no substitute for hard work," says Marriott of his father's view of success, "and he felt prayer was an important part of his success." Marriott's family upbringing and his religious beliefs have helped him establish clearly defined values and priorities. Business, while important, has its place. When asked how he achieves a balance between his personal and business lives, he says: "I don't have a problem with it. I set my priorities, and I say, 'Family comes first.'" This isn't just talk. When he learned some of his grandchildren (he's got 11) had a Christmas program at school that conflicted with a company board meeting, he was able to move the time of the board meeting and attend both it and his grandchildren's program.
    [Show full text]
  • Hotel Leader Bill Marriott Surveys His World
    Hotel Leader Bill Marriott Surveys His World J.W. Marriott, Jr. Chairman and Chief Executive Officer Marriott International, Inc. November 19, 2009 SOUND BITES FROM MR. MARRIOTT’S REMARKS State of the Economy: We’ve got some green shoots out there; they’re small, they’re coming up….We found during the summer there was a lot of activity in the leisure segment….The business travelers weren’t on the road, so they didn’t take advantage of the lower rates. This fall, we’re seeing a little bit of return to business travel, and leisure travel remains strong. Group business is pretty strong on the association side, but not very strong on the corporate side. We need to get corporations out of the bunker, out and moving again around the country, and holding meetings and traveling. And that’s going to come as the economy recovers and as corporate investment starts to take hold. What Government Can Do: The government is passing – if it hasn’t passed already – the Travel Promotion Act, which is an opportunity to promote America abroad to international travelers, and it’s not going to cost the government anything; they’re going to put a surcharge on visa countries that come into this country that can pay a little more at the airport. But it would be a great opportunity for us to promote our country. We’re the only country in the world that doesn’t promote travel, and we haven’t had any increase in international visitors since 2000, and it’s really ridiculous because travel around the world has been growing to 6% a year, and we haven’t been growing.
    [Show full text]
  • Winter 1987 Brigham Young University School of Management
    DEAN'S REPORT The School of Management has redirected some of its programs in order to place an increased emphasis on entrepreneurship and small business. This redirection has come about because of a growing interest on the part of current students and recent graduates. (We are finding that many SOM alumni have left corporate life to enter entrepreneurial activities while others, at the outset of their careers, established their own small businesses.) The School, with the support of the National Advisory Council, has taken several steps to augment its activities in entrepreneurship. Special conferences were held in the spring of 1985 and again in 1986. Men and women actively involved in entrepreneurial ventures met on campus to discuss relevant skills and academic preparation. They discussed successes and failures, they evaluated each others suggestions and ideas, and they made positive contributions to the development of the School's plan. (A conference report appears in this issue of EXCHANGE.) As a direct result of the first conference, the Entrepreneurship Lecture Series-an SOM credit course-was initiated. Approximately 350 students have attended the series each of the past three semesters. Conference participants have become guest lecturers or have sponsored other guest speakers. The students have had opportunities to question these men and women on the hows and whys of entrepreneurship. In addition, two related courses have been added to the curriculum. The undergraduate course, taught by Richard Galbraith, has proved to be very successful, as has Keith Hunt's second-year MBA course. Faculty involvement has gone beyond the classroom, with several undertaking major entrepreneurship research projects.
    [Show full text]
  • IV. CORPORATE HISTORY 1927 • at Age 27, J. Willard Marriott Enters
    IV. CORPORATE HISTORY 1927 • At age 27, J. Willard Marriott enters business with the opening of a nine-seat root beer stand in Washington, DC. Hot food later added and name changed to The Hot Shoppe. 1929 • Marriott officially incorporated in the state of Delaware as Hot Shoppes, Inc. 1937 • Marriott pioneers airline catering at Washington’s old Hoover Airfield (current site of the Pentagon) serving Eastern, American and Capital Airlines. 1939 • Beginning of food service management business with account at the U.S. Treasury building. Other accounts soon followed at government defense plant cafeterias. 1953 • Company stock first offered to the public at $10.25 per share. Offering sold out in two hours of trading. 1955 • Highway division begins with several shops on the New York State Thruway. 1957 • Marriott opens first hotel, the Twin Bridges Marriott Motor Hotel, in Arlington, Virginia. 1964 • Company name changes to Marriott-Hot Shoppes, Inc. and J.W. Marriott, Jr. elected president at age 32. 1966 • Marriott becomes international, acquiring airline catering kitchen in Caracas, Venezuela. 1967 • Marriott acquires 22-unit Big Boy restaurant chain from founder, Bob Wian. • Corporate name changes from Hot Shoppes, Inc. to Marriott Corporation at annual shareholders meeting. 1968 • Marriott begins Roy Rogers fast food restaurant division with first location in Falls Church, Virginia. • Stock first listed on the New York Stock Exchange – ticker symbol MHS. 1972 • J.W. Marriott, Jr. succeeds his father as chief executive officer 5 IV. CORPORATE HISTORY (continued) 1979 • Company moves to new international headquarters in Bethesda, Maryland. 1982 • Marriott acquires Host International, and becomes the country’s largest operator of airport terminal food, beverage and merchandise facilities.
    [Show full text]
  • CUSTOMER EXPERIENCE INDUSTRY LEADERS Nonprofit: Luxury: UNICEF Rolls-Royce Motor Cars NA Henrietta H
    The Quarterly Publication by CEOs for CEOs $19.95 Insurance: Hotels: Direct-to-Consumer: Consulting: National Life Group Marriott International Modere Deloitte Consulting LLP Mehran Assadi J.W. 'Bill' Marriott Jr. Asma Ishaq Dan Helfrich Chairman, CEO & President Executive Chairman CEO Chairman & CEO 10 CUSTOMER EXPERIENCE INDUSTRY LEADERS Nonprofit: Luxury: UNICEF Rolls-Royce Motor Cars NA Henrietta H. Fore Martin Fritsches Executive Director President Entertainment Retail: Digital Transformation: Entertainment: Women Innovators: Brian Rolapp Build-A-Bear Workshop Kaon Interactive NFL Springboard Enterprises NFL Sharon Price John Gavin Finn, PhD Chief MediaBrian & BusinessRolapp Officer Kay Koplovitz President & CEO President and CEO Chief Media & Business Officer Founding CEO USA Networks March 2020 theceoforumgroup.com v Today’s challenges demand tomorrow’s partner. Your global business design partner. IBMiX.com 2 The CEO Forum www.theceoforumgroup.com ceo_mag_cust_exp_ads.indd 1 1/25/19 3:05 PM Table of Contents THE INTERVIEWS 5 From the Desk of Robert Reiss 6 Companies in this Issue 8 Mehran Assadi 32 CEO Library Chairman, CEO & President, National Life Group J.W. “Bill” Marriott Jr. 16 CEO INSIGHT Chairman of the Board, Marriott International 14 Remember Who You Wanted to Be? 24 Asma Ishaq Lawrence B. Benenson, Principal Owner, Benenson Capital CEO, Modere 22 Gypsies, Tramps and Thieves? You’re Thinking It Wrong. 33 Dan Helfrich Nancy May, President and CEO, BoardBench Companies Chairman & CEO, Deloitte Consulting LLP 30 Real Estate
    [Show full text]
  • 2020 Annual Report
    2020 ANNUAL REPORT Tour our interactive Annual Report at https://marriott.gcs-web.com/ Letter to Stockholders J.W. “Bill” Marriott, Jr. Anthony Capuano Executive Chairman and Chairman of the Board Chief Executive Officer Dear Stockholder, Arne Sorenson 2020 was an extremely difficult year. We started off For more than 25 years, we had the privilege of working with tremendous strength and momentum globally. closely with Arne and watching as he successfully grew But by early March, it became clear that COVID-19 was the business and tackled seemingly insurmountable going to spread around the world. We’ve seen chal- challenges from 9/11 to COVID-19. Arne was a mighty lenges before; this company was founded just before tower who embraced life with zest. He loved Marriott the Great Depression and in our 93 years of operation, International and all of its wonderful associates. He we have weathered significant business slowdowns — adored the travel industry and he treasured his role as after the 1990 recession, 9/11 and so many other world CEO, understanding that what came with the big title events. But 2020 was something else again. The impact was great responsibility and an expectation to be a of COVID-19 — as we all know now — turned out to be global voice for change and all that is good. unprecedented. In Arne’s honor, The J. Willard and Alice S. Marriott Arne Sorenson, our President and Chief Executive Foundation together with Howard University estab- Officer, steered us through the year. Then, on February lished the Marriott-Sorenson Center for Hospitality 15, 2021, Arne unexpectedly passed away from pancre- Leadership.
    [Show full text]
  • J. W. Marriott, Jr.: the Spirit to Serve by Reginald Foucar- Szocki, Ed.D.; Ronald J
    J. W. Marriott, Jr.: The Spirit to Serve by Reginald Foucar- Szocki, Ed.D.; Ronald J. Cereola, J.D.; and Stephen D. Welpott he “Marriott Way” is built who have worked directly with Mr. J. W. “Bill” Marriott, in order to provide a quality guest Ton fundamental ideals of Jr. confirming much of what has been written about his experience has lead to numerous service to associates, customers, and “hands-on” management style and the service culture he list, not the least of which are the 66 community. These ideals serve as the fostered at Marriott International. steps for cleaning rooms at Marriott cornerstone for all Marriott associ- properties (Girard, 1991). The Man - Personal ates who pledge to fulfill “The Spirit Bill Marriott and his wife Donna “I don’t always get the suite. I don’t need a suite to Serve”. <http://marriott.com/ have four children. They enjoy usually. I just like a nice, quiet room away from the el- corporateinfo/culture/coreValues.mi spending time as a family going to evators” (Frey, 20003). accessed October 29, 2004> movies or to one of the company’s If you enter the name “J.W. J.W. Marriott, Jr. speaking in an interview with the Farrell’s Ice Cream Parlors. Like Bill, Marriott” into Google you will be Seattle Post-Intelligencer Reporter described his room who rotated through all the job sta- presented with over 501,000 “hits”. preferences when traveling round the world checking tions at the HOT SHOPPE restaurants No one article can claim to capture on the cleanliness of rooms, the courtesy of Marriott as- started by his father, the Marriott the essence and spirit of the man sociates and satisfaction of his guests.
    [Show full text]
  • Marriott International, Inc.; Rule 14A-8 No-Action Letter
    January 10, 2017 Elizabeth A. Ising Gibson, Dunn & Crutcher LLP [email protected] Re: Marriott International, Inc. Incoming letter dated December 9, 2016 Dear Ms. Ising: This is in response to your letters dated December 9, 2016 and January 6, 2017 concerning the shareholder proposal submitted to Marriott by Myra K. Young. We also have received letters on the proponent’s behalf dated December 12, 2016, December 16, 2016, January 2, 2017 and January 8, 2017. Copies of all of the correspondence on which this response is based will be made available on our website at http://www.sec.gov/divisions/corpfin/cf-noaction/14a-8.shtml. For your reference, a brief discussion of the Division’s informal procedures regarding shareholder proposals is also available at the same website address. Sincerely, Matt S. McNair Senior Special Counsel Enclosure cc: John Chevedden ***FISMA & OMB Memorandum M-07-16*** January 10, 2017 Response of the Office of Chief Counsel Division of Corporation Finance Re: Marriott International, Inc. Incoming letter dated December 9, 2016 The proposal relates to director nominations. We are unable to concur in your view that Marriott may exclude the proposal under rule 14a-8(h)(3). Accordingly, we do not believe that Marriott may omit the proposal from its proxy materials in reliance on rule 14a-8(h)(3). Sincerely, Brigitte Lippmann Attorney-Adviser DIVISION OF CORPORATION FINANCE INFORMAL PROCEDURES REGARDING SHAREHOLDER PROPOSALS The Division of Corporation Finance believes that its responsibility with respect to matters arising under Rule 14a-8 [17 CFR 240.14a-8], as with other matters under the proxy rules, is to aid those who must comply with the rule by offering informal advice and suggestions and to determine, initially, whether or not it may be appropriate in a particular matter to recommend enforcement action to the Commission.
    [Show full text]
  • National Press Club Luncheon Address by Bill Marriott, Chairman of the Board, Marriott International
    NATIONAL PRESS CLUB LUNCHEON ADDRESS BY BILL MARRIOTT, CHAIRMAN OF THE BOARD, MARRIOTT INTERNATIONAL SUBJECT: ISSUES FACING THE HOSPITALITY INDUSTRY MODERATOR: JONATHAN SALANT, BLOOMBERG NEWS LOCATION: NATIONAL PRESS CLUB, WASHINGTON, D.C. TIME: 1:00 P.M. EST DATE: THURSDAY, JANUARY 17, 2008 (C) COPYRIGHT 2005, FEDERAL NEWS SERVICE, INC., 1000 VERMONT AVE. NW; 5TH FLOOR; WASHINGTON, DC - 20005, USA. ALL RIGHTS RESERVED. ANY REPRODUCTION, REDISTRIBUTION OR RETRANSMISSION IS EXPRESSLY PROHIBITED. UNAUTHORIZED REPRODUCTION, REDISTRIBUTION OR RETRANSMISSION CONSTITUTES A MISAPPROPRIATION UNDER APPLICABLE UNFAIR COMPETITION LAW, AND FEDERAL NEWS SERVICE, INC. RESERVES THE RIGHT TO PURSUE ALL REMEDIES AVAILABLE TO IT IN RESPECT TO SUCH MISAPPROPRIATION. FEDERAL NEWS SERVICE, INC. IS A PRIVATE FIRM AND IS NOT AFFILIATED WITH THE FEDERAL GOVERNMENT. NO COPYRIGHT IS CLAIMED AS TO ANY PART OF THE ORIGINAL WORK PREPARED BY A UNITED STATES GOVERNMENT OFFICER OR EMPLOYEE AS PART OF THAT PERSON'S OFFICIAL DUTIES. FOR INFORMATION ON SUBSCRIBING TO FNS, PLEASE CALL JACK GRAEME AT 202-347-1400. ------------------------- MR. SALANT: (Gavel sounds.) Good afternoon and welcome to the National Press Club. I'm Jonathan Salant, a reporter for Bloomberg News, and the immediate past president of the Club. I'd like to welcome Club members and their guests in the audience today, as well as those of you watching on C-SPAN. We're looking forward to today's speech, and afterwards I will ask as many questions from the audience as time permits. Please hold your applause during the speech so we have time for as many questions as possible. For our broadcast audience, I'd like to explain that if you hear applause, it is from the guests and the members of the general public who attend our luncheons, not from the working Press.
    [Show full text]