The paper “ Intercontinental Hotel Group - Power and Politics, Organizational Culture and Structure, Conflict and Negotiation” is an inspiring example of coursework on management. The hotel and hospitality industry is among the largest industries that employ a large number of people from various social and racial backgrounds. The industry has over 200 million in the workforce worldwide (Ethical Corporation, 2006). The success of any company in the industry lies largely in how well the company manages its people as well as how it resolves and manages conflict. Organizations in the industry that have a deeper understanding of their own organizational structure, organizational culture, power and politics, and conflict and negotiation have better chances of understanding the culturally diverse market where they operate. Intercontinental Hotel GroupIntercontinental Hotel is a large syndicated hotel network that operates on a global scale.
IHG operates more than 125 hotels in 2008 and is planning to expand on a much larger scale to pursue its aggressive dominance in the industry (“ Cultural Revolution” , 2005). The number of hotels it owns and the geographically diverse locations of its hotels signifies that IHG is constantly exposed to various conflicts or to power struggles (Clark, 2005).
Since IHG operates on such a large scale, it is more exposed to people from different cultural backgrounds with little or no understanding of how other cultures operate. In order for IHG to be able to be effective and efficient in what it does, it needs to be able to understand the principles of organizational culture, organizational structure, power and politics, and conflict and negotiation. An organization that understands the implications of these issues on its internal affairs is more likely to manage efficiently the same issues externally. Aim of the StudyBecause of the nature of business operations of IHG and because of the internal struggles that can easily arise from the cultural or behavioral differences within the organization, understanding the interplay of organizational culture, organizational structure, power and politics, and conflict and negotiation becomes interesting.
Child, J. (1975). Managerial and organizational factors associated with company performance--part II: A contingency analysis. Journal of Management Studies, 12: 12-27.
Duarte, F. (2010). Social Responsibility as Organizational Culture in a Brazilain Mining Company: A Three-Perspective Narrative. Journal of Organizational Culture, Communications and Conflict. 14(1). 13-32
Hofstede, G. (1997) Cultures and Organizations: Software of the Mind, http://www.geert-hofstede.com/
Johns, G. (2006). The essential impact of context on OB. Academy of Management Review, 31, 386-408.
Kerr, S. (1975). On the folly of rewarding A, while hoping for B. Academy of Management Journal, 18, 4, 769-783.
Mallinger, M. (1999). The Endowment Decision: An Exercise in Negotiation and Conflict Management. Journal of Management Education. 23. 607 -619
Mowday, R.T., And Sutton, R.I. 1993. Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44, 195-229
Salas, E., Stagl, K.C., and Burke, C.S. 2004. 25 years of team effectiveness in organizations: research themes and emerging needs. In C.L. Cooper and Ivan T. Robertson (Eds.),International Review of Industrial and Organizational Psychology, 19, 47-91.
Weidner, C. & Purohit, Y. (2009). When Power has Leaders: Some Indicators of Power-Addiction among Organizational Leaders. Journal of Organizational Culture, Communications and Conflict.13(1). 83-101
Yi, H. & Kim, L. (1988). Determinants of Organizational Structure of Small Business Enterprises: Evidence in a Rapidly Developing Country. International Small Business Journal. 6(45). 45-57