Organizational Structure and Strategy: Interclean Case Study

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Organizational Structure and Strategy InterClean has an organizational structure that is far more aligned to its business strategy than the hotel brand Marriott and much more like that of the Ritz-Carlton, at least prior to InterClean's impending shift in strategic focus. Marriott shifted its strategy and its structure several years ago, after an internal review revealed a basic lack of solid structural control when it came to sales and operations, and thus an non-cohesive, inconsistent and ineffective strategy when it came to generating revenue (Vetter, 2008). Even after this restructuring, however, Marriott's performance continued to plummet to the point that at least one company that owns Marriott properties sued for damages and for breach of contract based on management decisions made by the hotel company (De Lollis, 2011). The Ritz-Carlton, on the other hand, has a unique service strategy known as the "Ritz Carlton Mystique" that is employed at the operational level to retain customers and increase market share, which includes greater oversight yet greater latitude in decision-making at lower levels of operation than did Marriott (Robison, 2008; Hoagland-Smith, 2010). InterClean has been product-centered like Marriott but has been more successful; shifting strategy to being customer-focused liked the Ritz-Carlton must be accompanied by a shift in structure. Recruiting and Selection Alternatives Applying strategy and ensuring that values and objectives are

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