Analyzing Culture Diversity Management Strategies at Holiday Inn

This case study analyzes Holiday Inn's approach to managing cultural diversity within its global operations. It highlights the company's history, core values centered around consumer satisfaction and quality services, and organizational strategies focused on meeting customer needs. The study emphasizes Holiday Inn's commitment to employee care, development, and creating a discrimination-free work environment. By prioritizing these aspects, Holiday Inn has achieved high employee retention, consumer satisfaction, and overall business development. The case concludes by referencing the importance of strategic human resource management in fostering a positive and effective working environment. Desklib provides access to this and other solved assignments for students.

MANAGING CULTURE DIVERSITY
LO:3

INTRODUCTION
 Globalization has developed the economy significantly by
connecting business practices to analyse, create and meet global
demand.
 Culture diversity refers to developing different cultures and
practices within an organization and respecting the differences
prevailing to enhance employee welfare and organizational
development.
 Managing cultural diversity within the business helps in handling
internationalization, heterogeneity and diversity dimensions
regarding age, sex, age, ethnicity etc. efficiently.
 This creates a participative and loyal perception for business thus
developing team working, process of information sharing and
decision making for the business.

COMPANY ANALYSIS
HOLIDAY INN
 Subsidiary of Intercontinental Hotel Group (IHG)
 Operates globally at more that 3400 locations
 Has global reputation for quality services, comfort, value and
location
 Focuses on offering high quality services by enhancing
consumer satisfaction
 For easy access it also provides online booking, lend rooms for
meetings, conferences and many other such facilities for more
comport and ease of customers.

History
 The organization was established in 1952
 Was initially developed to provide low cost accommodation
facilities to families
 Developed dominant position in the global market till the
year 1978 by developing 1500 chains of hotels
 1988 the franchise was bought by Bass Brewers, which
would later become the InterContinental Hotels Group
 In the year 2007 company changed its value from low cost
services to delivering consistently best in class service and
physical quality levels, including a redesigned welcome
experience.

VALUE OF COMANY
The core factors that develops an effective value for the comany
are :
 Consumer satisfaction
 Modernity
 Contemporary hotels
 Quality services
 Comfortable and friendly environment

ORGANZATIONAL STRATEGY
Targeting normal people by prioritizing their needs and
requirements helps the business in developing high and
influential brand image within the market

Conti...
Positioning:
What Matters most, really matters. And, Holiday Inn understands
that.
When you’re away from the support of home and office, Holiday
Inn is the place that lets you
reconnect to what really matters most. We give you a casual
atmosphere where you can be
yourself, share in good times with others, and unwind in
whatever way you choose. An environment
that lets you do what you need to do -- on your own terms..

MESSAGE
Holiday Inn is a well known hotel which changes according to
traveller's need. It has made ease for every customers with online
reservation facilities. The good HR policy will not only be the
policy which only considers HR function with care but consider
them as a culture of hotel policy.
 Employee care and development is priority of the company
 Developing friendly working environment helps the company in
managing effective system of working
 Minimum discrimination regarding age, gender, colour, nationality,
disabilities etc. is practiced within the enterprise

STRATEGIES ADOPTED

BENEFITS TO THE COMPANY
 High rate of retention
 High rate of consumer satisfaction
 Effective working environment
 High rate of motivation and development of employees
 High rate of commitment

REFERENCES
Mello, J., 2014. Strategic human resource management. Cengage
Learning.
Rothwell, W. J. and Kazanas, H. C., 2003. Planning & Managing
Human Resources: Strategic Planning for Human Resources
Management. Human Resource Development.