Organizational Analysis for Hilton Worldwide

“Organizational Analysis for Hilton Worldwide” Table of Contents 8.0. Information Technology and Control Systems. 3 8.1. Measures to Control Inventory Levels. 3 8.2. CIO at the Company. 4 8.3. Security Measures. 5 8.4. Use of Enterprise Management Software. 6 9.0. Organizational Size, Lifecycle, and Possible Decline. 7 9.1. Hilton’s Size. 7 9.2. Lifecycle and Possible Decline. 9 9.2.1. Description of Lifecycle. 9 9.2.2. Lifecycle Stages of Hilton Worldwide and Possible Decline. 12 10. Organizational Culture. 14 10.1. Defining Organizational Culture. 14 10.2. Hilton's Organizational Culture. 15 10.2.1. Prevailing Type of Culture. 15 10.2.2. Level of Social Capital 16 10.2.3. Integrating the Employees into Culture. 17 11. Ethical Values. 17 11.1.. Defining Ethical Values. 17 11.2. Culture at Hilton Worldwide. 17 12. Innovation and Change. 22 12.1. Strategic Aspects of Innovation and Change. 22 12.2. Innovation and Change at Hilton with Examples. 22 12.3. Key Obstacles to Innovation and Change Management 27 12.3.1. Size of the Organization. 27 12.3.2. Legacy. 28 12.3.3. Pull Factors. 28 12.3. Issues related to Stakeholder Management 29 13. Decision-Making Process. 30 13.1. Decision Making Authority and Control 30 13.2. Decision Making Strategy. 33 14. Conflict, Power, and Politics. 35 14.1. Conflicts and Conflict Management at Hilton Worldwide. 35 14.2. Power and Politics at Hilton Worldwide. 36 15. Recommendations. 39 15.1. Improving on Mission. 39 15.2. Introducing Robotic Technologies. 39 15.3. Slowing Down on Expansion and Speeding up Innovation. 40 15.4. Creating a Culture of Adaptability. 41 15.5. Improving on CSR Plan. 41 15.6. Introducing Formal Processes for Change Management 42 15.7. Keeping the Information Technology Infrastructure Upgraded. 42 15.8. Stakeholders Partaking in Decision Making. 43 References. 44   8.0. Information Technology and Control Systems   The information system is vital in hotel management, particularly for sizeable hotel chains. Hilton Hotel's operations present the need to manage information from its routine activities and transactions. For example, the hotel must keep and facilitate access (either selective or general) to information about reservations, orders, employees' activities, and several other considerations. Therefore, the hotel is to ensure that it has a robust information system, which ensures complementarity across the departments and consistency between the guests' needs and its provisions. It also plays a vital role in keeping records of its interaction and transactions with external stakeholders, such as suppliers, to optimally schedule its activities.   8.1. Measures to Control Inventory Levels   Hilton Hotel mainly relies on OnQ System to manage its inventory and supply chain. OnQ System is a data-oriented information system used to ensure centralized processing and storage of information. Proactive tracking functionality enables the system to decide which part of the information is to be shared with which particular department or person and which is to be accessible in general. OnQ enables the organization to manage its inventory, which involves keeping records of orders, keeping ...