C/B/670. Marriot Hotel: introduction of the formalised learning and development strategy (Report and Reflective Statement)

The present report assessed the strategic implications for Marriot Hotel of the introduction of the formalised learning and development strategy. The primary issue of concern was the impact of this key event on the stakeholders and their respective response. The report outlined that formalised learning and development strategy was designed to improve the company's service staff capability to deliver high quality consistent services. The analysis of the rich picture indicated that there are various group of internal and external stakeholders whose interests are directly and indirectly affected by the key event. On the basis of the in-depth analysis of stakeholders' stance against the degree of influence and criticality to success the force-field was drawn. This model mapped the primary and secondary driving and restraining forces. Stakeholders' stance and degree of influence as well as the possible impact on other stakeholders were considered to introduce the influence strategies. The major objective of the all influence activities was to change the force-field fro negatively balanced to positively balanced. This was suggested to be done through reframing the stance of resisting stakeholders and securing the involvement of supportive stakeholders.