IZVORNI ZNANSTVENI RAD ORIGINAL SCIENTIFIC PAPER UDC/UDK 640,412:65.01 JEL classification: L89M14 Zdcnko Cerovié* Amelia TomaSevié** KOGNITIVNII SIMBOLICKI ELEMENTI ORGANIZACIJSKE KULTURE HOTELA COGNITIVE AND SYMBOLIC ELEMENTS OF THE ORGANIZATIONAL CULTURE IN HOTELS SA¿ETAK: Organizacijska kiiltura odredena je formom, jaCinom i obimom razIiCitih elemenata, prvenstveno kognitivnih i simboliôkih te kao takva utjeée na iispjcänost poslovanja i jedna je od poluga uspjeánosti menadímenta. U hotelijerstvu su ti elementi od izninine vaínosti, jer se na njima u vecoj mjeri gradi prepoznatljivost. Slijedom toga predstavijaju konkurentskii prednost na temeiju koje ce gost hotela donijeti odlukii o izboru hotela. U radu se istraáuje razina vaznosti pojedinih elementa organizacijske kulture prema percepciji anketiranih hotela. U obradi podataka dobivenih iz provedcnih anketa medu europskim i brendiranim gradskim hoteiskim organizacijama koriátene su statisticke i matematiéke metode kako bi se dokazaia osnovna teza da su kognitivni i simboU¿kÍ elementi vazan element u postizanju boljih i na turistiCkoni tríiatu prepoznatijivih hoteiskih sadriaja, u pravilu u hotelima s pet i Cetiri zvjezdice, ato je i potvrdeno kroz kIjuCne nalaze empirijskog dljela rada. KLJUCNE RJJECI: organizacijska kultura, hotel, kognitivni elementi, simboliCki elementi SUMMARY: Organizational eulture is determined by form, strength and the volume of certain elements, primarily cognitive and symbolic ones, and as such, it has an effect on company performance. It is one of the comer stones of management's success. In the hotel industry, these elements are of key importance, since recognition is largely based on them. As a result, they represent competitive advantage on the basis of which a guest makes a decision on the choice of hotel. This paper is going to look into how important certain elements of the organizational culture are, according to the polled hotels. In the analysis of the collected data from European and branded city hotel companies, statistical and mathematical methods were used in order to prove the basic thesis that cognitive and symbolic elements are key in developing better hotel facilities and services for mostly five and four-star hotels, recognized by the tourism market. This has been proven by the key fmdings in the empirical part of this paper. KEYWORDS: organizational culture, hotel, cognitive elements, symbolic elements Professor. Faculty of Tourism and Hospitality Management, University of Rijeka Profesor na Fakultetu za turizam i hoteLskJ menadiment, Sveu£ili£te u Rijecí " dr. sc. direktorica TurisliCkog ureda Grada Zagreba Ph.D., Managing Director of Zagreb Tourist Board
Transcript
IZVORNI ZNANSTVENI RAD ORIGINAL SCIENTIFIC PAPER
UDC/UDK 640,412:65.01
JEL classification: L89M14
Zdcnko Cerovié*Amelia TomaSevié**
KOGNITIVNII S I M B O L I C K I E L E M E N T IORGANIZACIJSKE KULTURE HOTELA
COGNITIVE AND SYMBOLIC ELEMENTSOF THE ORGANIZATIONAL CULTURE IN HOTELS
SA¿ETAK: Organizacijska kiiltura odredena je formom, jaCinom i obimom razIiCitih elemenata,prvenstveno kognitivnih i simboliôkih te kao takva utjeée na iispjcänost poslovanja i jedna je odpoluga uspjeánosti menadímenta. U hotelijerstvu su ti elementi od izninine vaínosti, jer se na njima uvecoj mjeri gradi prepoznatljivost. Slijedom toga predstavijaju konkurentskii prednost na temeiju kojece gost hotela donijeti odlukii o izboru hotela. U radu se istraáuje razina vaznosti pojedinih elementaorganizacijske kulture prema percepciji anketiranih hotela. U obradi podataka dobivenih izprovedcnih anketa medu europskim i brendiranim gradskim hoteiskim organizacijama koriátene sustatisticke i matematiéke metode kako bi se dokazaia osnovna teza da su kognitivni i simboU¿kÍelementi vazan element u postizanju boljih i na turistiCkoni tríiatu prepoznatijivih hoteiskih sadriaja,u pravilu u hotelima s pet i Cetiri zvjezdice, ato je i potvrdeno kroz kIjuCne nalaze empirijskog dljelarada.
K L J U C N E RJJECI: organizacijska kultura, hotel, kognitivni elementi, simboliCki elementi
SUMMARY: Organizational eulture is determined by form, strength and the volume of certainelements, primarily cognitive and symbolic ones, and as such, it has an effect on companyperformance. It is one of the comer stones of management's success. In the hotel industry, theseelements are of key importance, since recognition is largely based on them. As a result, they representcompetitive advantage on the basis of which a guest makes a decision on the choice of hotel. Thispaper is going to look into how important certain elements of the organizational culture are, accordingto the polled hotels. In the analysis of the collected data from European and branded city hotelcompanies, statistical and mathematical methods were used in order to prove the basic thesis thatcognitive and symbolic elements are key in developing better hotel facilities and services for mostlyfive and four-star hotels, recognized by the tourism market. This has been proven by the key fmdingsin the empirical part of this paper.
KEYWORDS: organizational culture, hotel, cognitive elements, symbolic elements
Professor. Faculty of Tourism and Hospitality Management, University of RijekaProfesor na Fakultetu za turizam i hoteLskJ menadiment, Sveu£ili£te u Rijecí
" dr. sc. direktorica TurisliCkog ureda Grada ZagrebaPh.D., Managing Director of Zagreb Tourist Board
46 Aeta turistica. Vol 21 (2009), No I, pp 1 -122
1. UVOD
Organizacijska kultura se najsnaznijeoôituje kroz simbolicke elemente koji su od-raz kognitivnih elemenata jedne te iste kul-ture. Simbolicki dementi su vrlo izrazeni uhotelijerstvu gdje ulaze u kategoriju konku-rentske prednosti, a osobito su prisutni uhotelima visoke kategorije. Simbolicki i ko-gnitivni elementi organizacijske kulture uposlovanju svakog hotela imaju vazan utje-caj. Dozivljaj hotela i njegovih usiuga pose-bno su vaíni u defmiranju organizacijskekulture, koja posredno ili neposredno utjecena poslovni uspjeh hotela tj. hotelske korpo-racije. U knjizi "In Search of Excellence",Peters i Waterman postavljaju tezu da jeuspjeh kompanije moguce pripisati odluinojorganizacijskoj kultuH koja je okrenutaprema klijentu i zaposlenicima i koja nje-guje kulturu oviastenja.' Aktualnost teme ipostavljenog stava proizlazi iz zelje da seistraze potencijalni i pretpostavljeni utjecajikognitivnih i simbolickih elementa organi-zacijske kulture na poslovanje hotela, kva-litetu rada Í uspjeSnost hotelskog menadz-menta te da se ustanovi razina razumijeva-nja vaznosti kognitivnih i simboliCkih ele-menata u hotelima.
Cilj istrazivanja je dokazati koliko sukognitivni i simbolicki elementi organiza-cijske kulture prisutni u percepciji ispitanikai koja vaznost im se pridaje u formiranjukonkurentske prednosti. Organizacijskakultura dio je ukupne ponude i kvalitetekoja se nudi gostima hotela, a koje oni pre-poznaju i na koje odgovaraju boravkom uhotelu sto neposredno utjece na uspjesnostposlovanja hotelskog poduzeca i hotela.Dozivljaj gosta odreduje posebnost hotela tese tako iz dozivljaja dolazi do spoznaje ovaznosti kognitivnih i simbolickih eleme-nata u formiranju organizacijske kulture
1. INTRODUCTION
Organizational culture most strongly mani-fests itself through symbolic elements whichare the reflection of cognitive elements ofthatculture. Symbolic elements arc very clearlynoticeable in the hotel industry, in which theyare categorized as competitive advantages.They are especially present among high-endhotels. Symbolic and cognitive elements of theorganizational culture significantly influenceany hotel's business activities. The way inwhich a hotel and its services are perceived isespecially important in defining the organiza-tional culture, which directly or indirectly af-fects a hotel's performance or the performanceof a hotel corporation. In their book "In Searchof Excellence", Peters and Waterman presenta thesis that a company's performance can beascribed to a defined organizational culture,which is directed towards customers and em-ployees, and which facilitates the culture ofempowerment.' The topic of this paper and itsthesis is the result of the wish to look into thepotential and assumed effect of the cognitiveand symbolic elements of the organizationalculture on hotel performance, on the qualityand success of a hotel management, and todetermine the level of understanding of howimportant cognitive and symbolic elements fora hotel are.
The research has the aim of proving towhat extent cognitive and symbolic elementsof organizational culture are present in re-spondents' perceptions and what the level ofimportance ascribed to them is, in terms offorming a competitive advantage. Organiza-tional culture is part of the services and levelof quality offered to guests. These are recog-nized by guests and are the reason that theychoose to stay at a particular hotel, which, inturn, has a direct etïect on the hotel's per-formance. The guest experience determinesthe way in which a certain hotel differs from
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Zdenko Cerovic. Amelia Tomaaevié: Kognitivni i simboliCki dementi organizacijske kulture hotela 47
svakog hotela. U radu se zeli utvrditi Í ko-relacija vaznosti kognitivnih i simbolickihelemenata s kategorijom tj. kvalitetom ho-tela. U til svrhu poslani su upitnici u 280gradskih hotela s tri, cetirí i pet zvjezdica,od kojih je stigao 121 valjani odgovor.
U radu autori primjenjuju statistiike imatematicke metode kojima zele dokazatipostavljeni cilj istrazivanja cime se dolazido relevantnih rezultata i dostatnih podlogaza izvodenje zakljucaka.
Elementi organizacijske kulture u hote-lijerstvu posebno su zanimljivi glede sus-tavnosti dozivijaja hotelskog objekta sasvim njegovim sadrzajima i uslugama kojenudi. Dozivijaj i prepoznatljivost hotela zagosta je vaznija od njegove formalne kate-gorije i istaknute kvalitete. Gost hotela sastavovima o sustavu kvalitete usluge utjecena formiranje organizacijske kulture hotelakao i na elemente organizacijske kulture uhotelskoj korporaciji. Kognitivni i simbo-liôki elementi determiniraju vaánost eleme-nata organizacijske kulture u cjelovitom su-stavu kvalitete hotelske ponude. Hoteli kojiimaju viáe od prosjeCne kvalitete, a to su onisa cetiri i pet zvjezdica, moraju posebnu pa-znju posvetiti kognitivnim i simbolickimelementima kako bi na turistiôkom trziátupostali jos konkurentniji, a menadzmentudoprinijeli u povecanju poslovnih uspjeha.Vaznost kognitivnih elemenata defmira se snaglaskom na hotele koji imaju brendiranuponudu i trzisnu prepoznatljivost. Brendi-rani odnosno hoteli sa turistiCko trzisnommarkom Iakse deflniraju svoje trzisne nise,u ccmu im pomazu njihovi kognitivni i sim-bolicki elementi.
others, and this experience reflects how im-portant cognitive and symbolic elements arein forming the organizational culture of everyhotel. This paper is going to determine thecorrelation between the importance of thecognitive and organizational elements andthe hotel categoiy i.e. hotel quality. For thisreason, questionnaires were sent to 280 cityhotels (three, four and five stars). 121 com-pleted questionnaires were sent back.
Authors of this paper used statistieal andmathematical methods with the aim of prov-ing the deflned aim of the research. In thisway, relevant results were obtained and thereis a basis to draw conclusions.
Elements of the organizational culture inthe hotel industry are particularly importantin terms of the systematic quality of the ex-perience connected to a hotel and all the fa-cilities and amenities it has to offer. Experi-ence and recognition of a hotel is more im-portant for a guest than its formal categori-zation and level of quality. Hotel guests andtheir attitudes towards the quality of servicesystem, influence the forming of the organ-izational culture of a hotel, and also the ele-ments of the organizational culture of a hotelcorporation, Cognitive and symbolic ele-ments determine the importance of the ele-ments of the organizational culture in theoverall quality of the hotel offer. Hotelswhich provide more than average quality,four and five-star hotels, must pay specialattention to cognitive and symbolic elementsin order to be more competitive on the tour-ism market, and to ensure better performancefor the management. The importance of cog-nitive elements is defined with special stressbeing placed on the hotels with branded ser-vices, which are recognized by the market.Branded hotels much more easily define theirmarket niche, a process facilitated by thecognitive and symbolic elements.
48 Aclatiirislica, V o l 2 l (2009), N o l . p p 1-122
2. VAZNOST ORGANIZACIJSKEKULTURE U HOTELIJERSTVU
Organizaeijska kultura je viseslojna i vi-sedimenzionalna sto je vrlo uocljivo krozkomponente koje se smatraju elementimasadrzaja organizacijske kulture. Najcescinadin odredivanja organizacijske kulture jepodjela na kognitivnu i simbolièku kompo-nentu. U kognitivne elemente kulture ubra-jaju se vjerovanja, ocekivanja, vrijednosti,pretpostavke. etika, osjecaji, znacenja, ne-formalna pravila, norme ponasanja, nacinmisljenja i pogled na svijet, a u simbolickeelemente kulture ubrajaju se jezik, ¿argon,priöe, mitovi, legende, heroji, rituali, logo-tip, fiziôki izgled itd. Kognitivni elementi suone kategorije koje eine da situacije, stvariili pojave u organizaciji imaju isto znacenjeza sve njene clanove, a simbolicki eiementikulture nose i manifestiraju ta zajedniökaznacenja. Kognitivni elementi obuhvacajukategorije koje kreiraju zajednióko misljenjei ponasanje ijudi u jednoj organizaciji, asimboliôki sadrzaj kultiu^e obuhvaca sve onosto nastaje kao rezultat ili posljedica zajed-nickog misljenja i ponaSanja. Kognitivnielementi se nalaze u razmisljanjima i nemogu se direktno otkriti, nevidljivi su, asimboii su vidljivi u svakodnevnom zivotuorganizacije. Organizacijska kultura je re-zultat kompleksnog procesa uíenja koje jedjelomicno uvjetovano ponasanjem vode."'
Razlozi uspjeànosti nekog menadimentai hotelskih poduzeca mogu biti razliôito tu-madeni, jer na uspjesnost utjeóu mnogi cim-benici koji se ¿ak razlikuju i prema pojedi-nim gospodarskim granama, no postoje ka-rakteristike koje su uocljive kod svih uspje-Snih kompanija.
Pocetkom devedesetih istraèivanje kojesu proveli Adler i Bartholomew pokazalo jeda 70% svih medunarodnih Ôlanaka o orga-nizacijskom ponaáanju i upravljanju Ijuds-
2. THE IMPORTANCE OF THEORGANIZATIONALSTRUCTURE IN THE HOTELINDUSTRY
Organizational culture is multilayered andmultidimensional in its nature, which can beseen from the components considered to bethe content elements of the organizationalculture. The most frequent way of determiningan organizational culture is to divide it intocognitive and symbolic components. Cogni-tive elements of the culture are beliefs, expec-tations, values, assumptions, ethics, feelings,meanings, informal rules, behavioral norms,ways of thinking, and world view, whereassymbolic elements of the culture are language,jargon, stories, myths, legends, heroes, rituals,logos, physical appearance, etc. Cognitiveelements are those categories which givesituations, things or occurrences in an organi-zation the same significance for all its mem-bers, whereas symbolic elements of the cultureare those that carry and manifest these sharedmeanings. Cognitive elements comprise thosecategories which create the shared opinionsand behavior of people within a particular or-ganization, whereas the symbolic content ofthe culture comprises all those things whichare the result of shared opinions and behav-iors. Cognitive elements can be found in peo-ple's minds and cannot be revealed directly,they are invisible, whereas symbols ean beseen in an organization's everyday life. Or-ganizational culture is the result of a complexlearning process, which is, in part, conditionedby the behavior of the leader."
Reasons for the sueeess of a managementteam or a hotel company could be interpretedin different ways, since there are many fac-tors which determine the performance, whichdepend on a particular industry. However,there are certain features which are shared byevery successful company.
Schein, H.E.: Organizational Culture and Leaúership, Jossey-Bass, A Wiley Company, San Francisco, 1992., str.5.
Zdenko Cerovi¿, Amelia Tomaacvié: Kognitivni i simboüfikí elementi organizacijske kulture hotela 49
kim resursima ukljucuju i koncept organiza-eijske kulture. Gotovo svi clanei koji su go-vorili o kulturi (93,8%) zakljuóili su da jekultura vaina. Godinama teoreticari ras-pravljaju o utjecaju kulture na menadzment,dok jedna grupa smatra da menadzersko po-nasanje u svijetu danas postaje sve sliènije.^
O organizaeijskoj kulturi ovisi nacinobavljanja menadzerskih ñinkcija. korpora-tivni imidz, i u konacniei efikasnost i profit.Organizacijska kultura i poslovanje su me-dusobno vezani, ato pokazuju öimbeniei us-pjesnosti kao sto su prihod, obim prodaje,udio na trzistu i cijena dionica.'' Organi-zacijska kultura moze biti izvor kon-kurentske prednosti poduzeca, jer kreiranjegov korporativni imidz, a predstavlja itemelj za izgradnju zeljenog imidza. Izrazitojaka kultura koju je tesko imitirati je konku-rentska prednost organizaeije*. Pri tome netreba zaboraviti da postoje paralelno for-malna i neformalna organizacijska kultura okojoj treba posebno voditi racuna, jer nefor-malna kultura moze kroz sirenje glasina(unutar i izvan poduzeca) loSe utjeeati naimidz kompanije. Kako bi prenosenje gla-sina bilo liseno svrhe potrebno Je primjenji-vati kulturu otvorene komunikacije.**
Organizacijska kultura odredena Je for-mom, Jacinom i obimom razlicitih eleme-nata, prvenstveno kognitivnih i simbolickih.U hotelijerstvu su ti elementi od iznimnevaznosti, Jer se na njima u vecoj mjeri gradiprepoznatljivost. Slijedom toga predstav-IJaJu konkurentsku prednost na temeiju kojece klijent donijeti odluku o izboat hotela.^
In the early 1990s, research carried out byAdler and Bartholomew showed that 70% ofall articles dealing with organizational be-havior and human resources managementmentioned the concept of organizational cul-ture. Almost every article on culture (93,8%)concluded that culture was important. Theo-reticians have been discussing the efíeet ofculture on management, while one group ofthem thinks that various managerial beha-viors are becoming more alike in globalterms.
The way in which managerial tasks arecarried out, corporate image, and in the end,efficiency and profit, all depend on organiza-tional culture. Organizational culture and per-formance are intertwined, and factors such asrevenue, sales volume, market share andstock price prove that.'' Organizational cul-ture can be the source of the competitive ad-vantage of a company, since it creates itscorporate image, and it represents the basisfor creating a specific company image. Anexceptionally strong culture which is difficultto imitate is a competitive advantage of anorganization.*. One should not forget thatthere is a formal and informal organizationalculture existing at the same time. Informalorganizational culture deserves special atten-tion, since it could serve as a means forspreading rumors (within and outside com-pany), whieh could have a negative effect oncompany image. In order to make spreadingrumors pointless, open- communication cul-ture should be encouraged.''
Organizational structure is deñned byform, strength and volume of different ele-ments, primarily cognitive and symbolic ones.All of these elements are extremely importantin the hotel industry, since the level of
Kotter, J.P. & Heskelt, J.L.: Corporate Culture and Performance, New York, 1992, Free Press, str. 209.
Barney, J.B.: Organizational culture: can it be a source of sustained competitive advantage? Academy ofManagement Review 11, 1986,656
Babió, M.: Korporalivni imid2, Adamic. Rijeka, 2004., str. 206.
Galieic V. i Ivanovié S., "Menadimcnt zadovoljstva gosta", Fakultel za menad^ment u turizmu i ugostiteljstvu",Opatija, Opatija 2008., str. 119.
50 Acta turistica. Vol 21 (2009). No I, pp 1-122
Izreceni stavovi navode na daljnje poja-Snjenje sustava nastanka organizacijskekultiire u hotelu u svijetlu sagledavanja us-pjeSnosti poslovanja hotcia kao posljediceuspjesnosti menadznienta hotela, kao i dc-taljnije sagledavanje elementa organizacij-ske kulture u hotelijerstvii kao sustava kojitezi ispunjenju potreba i occkivanih razinausiuga od strane gosta hotela.
2.L Nastanak i razvojorganizacijske kulture uhotelijerstvu
Organizacijska kultura nastaje kao re-zultat zajedniCkog iskustva clanova organi-zacije. Prema nekim teorijama, kultura nekeorganizacije stvara se brzo: vise od cetirizaposlenika koji zajedno rade viáe od dvamjeseca tvore organizacijsku kulturu.^ Uprocesu stvaranja organizacijska kulturaprolazi kroz nekoliko faza. Stovise, smatrase da je organizacijska kultura u stalnomprocesu izgradnje i oblikovanja te stoga imasvoj zivotni ciklus.^
U prvoj fazi (to je faza rodenja i ranog iubrzanog rasta, 'djetinjstvo') organizacijskakultura ima osnovnu funkciju kreiranjaidentiteta organizacije. Stvaraju je osnivaciorganizacije i tcmeiji se na njihovim uvjere-njima i pretpostavkama. Kultura je jo§ ne-dovoljno izgradena i formirana; to je periodu kojem poduzece tck uCi kako rje§avati os-novne problème. Procès stvaranja kulture jeprocès trazenja identiteta ôlanova organiza-cije. U ovoj je fazi naglasak na diferencira-nju od ostalih slicnih organizacija i jednomuspostavljena kultura tesko se mijenja jerjesvojevrsna stabilnost potrebna clanovimaorganizacije. Na kraju te prve faze obiCnodolazi do krize liderstva, jer jedan lider vise
recognition greatly depends on them. Thesefeatures, in turn, represent the competitive ad-vantage that will be the basis of a customer'sfinal decision when choosing a hotel.
All of the above prompt us to ftirther ex-plain the process of creating the organizationalculture in light of analyzing hotel performanceas the result of the hotel management's levelof success. This paper is going to give furtherinsight in the elements of the organizationalculture in the hotel industry as a system whichstrives to fulfill the guest's needs and providethe expected level of service.
2.1. The Creation and Developmentof Organizational Culture inThe Hotel Industry
Organizational culture is the result of theshared experience among members of aparticular organization. According to sometheories, the culture of a particular organi-zation is created very quickly: more thanfour employees who have been working to-gether for more than two months make theorganizational culture.^ In the process of itscreation, the organizational culture goesthrough several stages. Moreover, the or-ganizational culture is considered to bepassing through an ongoing process of de-velopment and formation, and for that rea-son, has a life cycle of its own.'
In the first stage (the birth and early andfast growth stage, "childhood" stage) the ba-sic function of the organizational culture isto create the identity of the organization. Uis created by the founders of the organiza-tion and it is based on their beliefs and as-sumptions. The culture is not sufficientlydeveloped and formed, and this is the periodin which a company is still learning how todeal with basic problems. The process of
* ww-w.alliesconsHltinij.com/resources/articles/idinficult.html - Giles, R.: Identifying and Influencing Organizatio-nal Culture, 2006.
' Schein, E.H.: ' Organizational Culture and L-eadership', Jossey.Bass, A Wiley Company, San Francisco, USA,1992, stf.303.
Zdenko Cerovié. Amelia Tomaäevic: Kognitivni i simbolicki elementi organizacijske kulture hotela 51
ne moze efikasno upravljati narasiom orga-nizacijom. Ukoliko inzistira na dotadasnjemnacinu vodenja kompanije - "jedan Ôovjek",postaje glavna prepreka razvoju poduzeca.
U drugoj fazi kultura sazrijeva zajednos ílanovima organizacije. Stvoren je iden-titet, izgradene su osnovne pretpostavke,vjerovanja i vrijednosti. Pojavljuju se prvadmgacija miSljenja koja se kasnije razvijajuu supkulture. Ukoliko su one vrlo jakc,mogu dovesti do krize poduzeca. U ovoj sufazi kulture realnije. Cesto je to situacija ukojoj sc inicijalna kultura polako napusta istvara nova, drugacija. To je prijclaz odkulture osnivaca na kulturu druge, trece iliôetvrte generacije voditeija organizacije.
Treéa faza u ¿ivotnom ciklusu organi-zacijske kulture predstavlja zrelost. U ovojfazi poduzcce postaje inertno i nefleksi-bilno, a organizacijska struktura sc birokra-tizira. Organizacijska kultura u ovoj fazimoze postati glavni koönicar razvoja podu-zeca jer onemogucava neophodne promjene.U toj se fazi promjene dogadaju ili dolazi dopropasti poduzeca. Ukoliko dolazi dopromjena, to znaéi i promjenu organiza-cijske kulture poduzeca. Kroz ¿ivotni ciklusmijenja se i sadrzaj organizacijske kulture.Ukoliko je konflikt izmedu stare i novekulture jak, i prijelaz onemogucen prihva-canjem potrebe za promjenama, moèe docido potpune promjene kulture kroz Skandalei destnikciju iz kojih se rada nova kultura.
U prvoj fazi razvoja zaposlenici se sna-zno identificiraju s poduzecem, u drugojfazi joá uvijek je duh poduzeca dominantan,ali zaposlenici sebe pronalaze u supkultu-rama, dok se u trecoj fazi pojavljuje ego-ccntrizam i osobni se Ínteres stavlja íspredinteresa kompanije.
Svako poduzece ima svoju vlastitu, je-dinstvenu kulturu koja je u interakciji s for-malnom organizacijskom strukturom.
creating the culture is the process of lookingfor identities of the organization members.At this stage, the focus is placed on differ-entiating itself from similar organizationsand the culture which has been establishedin this way is diftlcult to change because acertain level of stability is what the organi-zation members require. At the end of thefirst stage, a leadership crisis usually occurs,since one leader alone is not able to elll-ciently manage the organization which hasgrown. In case the leader insists on carryingon with the previous way of managing thecompany - "one man", he or she become themain obstacle to company development.
In the second stage the culture maturesalong with the organization members. Theidentity has been created, the basic assump-tions, beliefs and values have been devel-oped. This is the stage when different opin-ions appear for the first time, which leads tothe development of subcultures. If thesesubcultures are strong enough, they couldlead to a company-crisis. At this stage thecultures are more realistic. Very often, thisis a situation when the initial culture isabandoned and it makes way for a new,different culture. This is a transition fromthe founder's culture towards the culture ofthe second, third or fourth generation of theorganization leaders.
The third stage in the life cycle of theorganizational culture represents maturity.At this stage, the company becomes inertand inflexible, and the organizationalstructure is marked by bureaucracy. At thisstage, the organizational culture could be-come the main obstacle in the company de-velopment, since it precludes the necessarychanges. If changes do not occur at thisstage, the company will cease to exist. Ifchanges do occur, they entail a change inthe company's organizational culture. Thecontent of the organizational culturechanges throughout the company's life cy-cle. In case the conflict between the old andthe new culture is strong, and the transitionis precluded due to the rejection of the need
52 Acta turistica. Vol 21 (2009), No I, pp 1-122
Murray Johannsen pise o pet faza orga-nizacijskog zivotnog ciklusa koje povezuje sorganizacijskom kulturom ":
1. poCetak ili rodenje
osnivaô organizacije stvara poslove, m-kovodecu grupu i poslovni plan
2. rast (dijeli se na ranu ili brzu fazu rasta ¡na fazu zrelosti - spori rast ili nedostatakrasta)
organizacija se razvija, povecava se brojzaposlenih, programira se kontinuiranirast, pojavljuju se prve naznake prob-lema
3. propadanje iz kojeg se organizacijarazvija
(organizacije koje nastavljaju poslovatina isti nacin, a oöekuju drugacije rezul-tate predodredene su za ozbiljne prob-lème, gubitak profita, poslova, rast du-gova)
4. obnovu ili
nije neophodno da se propadanje nas-tavi, nego je moguce promijeniti tajtrend kroz primjenu novih znanja i vjeá-tina. Uvodi se takoder i rigorozni prog-ram promjene i transformacija organiza-cijske kulture.
5. smrt
organizacija koja nije u moguinosti us-postaviti i uspjesno primijeniti sustavobnove nece moci opstati.
Ove faze organizacijskog ciklusa odra-¿avaju se na faze organizacijske kulture. Uietvrtoj fazi, u kojoj se postavlja raskrsnica"uspjeti ili propasti", organizaeijska kulturamoze imati presudnu ulogu.
to change, a complete overhaul in the cul-ture could occur through scandals and de-struction, which give birth to a new culture.
In the first stage of development, employ-ees very strongly identify with their company;in the second stage, the overall company spiritis still present, but employees flnd themselvesin subcultures, whereas the third stage ismarked by the emerging egocentrism andcompany interest takes a backseat to personalinterest.
Every company has its own, unique cul-ture which interacts with the formal organiza-tional structure.
Murray Johansen writes about five stagesof the life cycle of an organization, which heconnects to the organizational culture'":1. the beginning or birth
the founder of the organization createsjobs, manages the group and the businessplan
2. development (consists of the early or quickstage of growth and the maturity stage -slow growth of lack of it)organization develops, the number of em-ployees grows, continuous growth is pro-grammed, first signs of problems occur
3. decline from which the organization grows(organizations which continue to do busi-ness in the same way whilst expecting dif-ferent results are determined to face seri-ous problems, loss of profits, business, in-crease of debt)
4. recovery orthe decline doesn't necessarily need tocontinue. It is possible to change this trendthrough implementation of new skills andknowledge. A new program of changesand transformation of the organizationalculture is introduced
5. deathorganization which is not able to come upand successfully implement a recoverysystem is not going to be able to survive.
; Johannsen M.: Five Phases of the Organizational Life Cycle
Zdenko Cerovic, Amelia TomaSevií: Kognitivni i simbolifiki elementi oryanizacijske ktiltiirc hotela 53
2.2. Elementi organizacijske kultureu hotelijerstvu
Organizacijska kultura je visedimenzio-nalni pojam i moze se promatrati na neko-liko nacina. Raziiöite definicije organizacij-ske kulture obuhvacaju i razlicite elemente,no moguce je odrediti zajednicke kljucneelemente koji se nalaze prisutni u svim ob-jasnjenima pojma organizacijske kulture.Ovi kljuíni elementi koji se koriste za odre-divanje korporativne kulture su, prije svega.njen sadrzaj u smislu znacenja koja stvarimaili dogadanjima pridaju ölanovi organiza-cije, socijalni karakter sto znaèi da postojina razini organizacije, a ne na individualnojrazini, zatim efekti koje ima na organizacijui njene ¿lanove i naCin postanka - jerorganizacijska kultura nastaje kroz zajed-nicko iskustvo ílanova organizacije. Stabil-nost organizacijske kulture u nekom odre-denom vremenskom periodu, kao i odrzava-nje, odnosno ukijudivanje novih clanova tejedinstvenost (svaka organizacijska kulturaje jedinstvena i neponovljiva) takoder suelementi organizacijske kulture."
Pri odredivanju organizacijske kulturepotrebno je razmotriti niz elemenata kojiukijucuju osnovne elemente kao sto su sadr-zaj kulture, socijalni karakter, efekte, odno-sno posljedice, zatim nacin nastanka, emo-cionalno dozivljavanje, stabilnost i odrzava-nje i jedinstvenost ili specifiCnost koja raz-likuje neku organizaciju od dnige, a zatimostale elemente koji su nelzostavni dio kor-porativne kulture - materijalna i simbolickaponasanja i karakteristike, osnovne pretpo-stavke i vjerovanja, zatim rituale, jezik,priíe, misiju i motivaciju.'^ U organizacij-skoj kulturi moguce je razlikovati deklari-ranu kulturu i kulturu u praksi. Deklariranakultura je nacin na koji bi rukovoditelji nekeorganizacije zeljeli predstaviti se javnosti i
These organizational cycle stages are re-flected in the stages of the organizationalculture's development. In the fourth stage,which represents the "sink or swim" turningpoint, organizational culture could have adecisive role.
2.2. The Elements of OrganizationalCulture in the Hotel Industry
Organizational culture is a multidimen-sional term and can be viewed in severalways. Various definitions of the organiza-tional culture entail various elements. Nev-ertheless, it is possible to identify commonkey elements existing in all definitions of theorganizational culture. The key elementsused for determining corporate culture areprimarily the following: its content, in thesense of meanings that the members of theorganization ascribe to the objects or events,social character, which exists on the level ofan organization, and not on the individuallevel, and then there are effects that the or-ganizational culture has on the organizationand its members and the way it is created -since the organizational culture is developedthrough the shared experience of organiza-tion members. Stability of the organizationalculture at a certain time period, includingboth its sustention, i.e. involvement of newmembers, and its uniqueness (every organ-izational culture is unique and singular), arealso elements of organizational culture."
In determining the organizational cultureit is necessary to consider a number of ele-ments whieh entail basic elements such asthe content of the culture, social character,efîects, i.e. consequences, the way in which itwas created, emotional experience, stabilityand reflection as well as the uniqueness orspecial features which distinguish a eertainorganization from others. There are other
" Janiíijevié, N.: Organizaciona kultura, Ulixes, Novi Sad i Ekonomskifaktiltet, Beograd. 1997.. str. 40.
' Chen, R. J.C. "Comparing forecasting models in tourism", Journal of hospitality & [otirism research. Interna-tional Chrie, Sage, volume 32., No. 1. February 2008 Hong Kong 2008., str.6.
54 Acta turistica. Vol 21 (2009) . N o l , p p 1-122
iskazuje se u izjavama o misiji, godisnjimizvjestajima, govorima visih rukovoditeija.Kultura u praksi opisuje kulturne norme skojima se zaposlenici u stvamosti sazivlja-vaju.'"' Razlikuju se kognitivni i simboliíkielementi kulture kao sustav koJim Je mo-guce klasificirati sadrzaj korporativne kul-ture. Simbolicki elementi su vidijivi, jer seocituju kroz svakodnevni rad zaposlenika,dok se kognitivni elementi generiraju u nji-hovim razmisljanjima i stavovima. Bez tihelemenata ne moze se govoriti o korporativ-noj kulturi niti pristupiti analizi korpora-tivne kulture nekog poduzeca. Takoder jezanimijiva razlika izmedu dekiariranih kul-tura i kultura u praksi. U nekim hotelskimlancima i na odredenim lokacijama desavase raskorak izmedu te dvije kulture. Uocijivisu utjecaji i refleksije Jakih i slabih kultura,pri Ôemu se smatra opcenito da ce hotelskapoduzeca s jakom kulturom bolje poslovati iimati bolje rezultate od onih sa slabom kul-turom. U hotelijerskoj korporativnoj kulturiveliki znaôaj imaJu semanticki, bihevioris-tiiki i materijalni simboN te se Ôesto razli-ôite korporativne kulture dokazuju upravona tim elementima. Promjene nekih od tihsimbola mogu ozbiljno narusiti odnoseunutar organizaeije, kao sto Je vidljivo izprimjera uniformi jednog luksuznog hotelau Zagrebu, (izradene su nove uniforme zaejelokupno osobije, potpuno identicnoglü-oja, s vrlo diskretnom razlikom u bojiprsiuka; osobije se pobunilo jer Je smatraloda gost po odjeci mora prepoznati funkcijuosobija i hijerarhijske razine). a raziiôitost uusvojenom vremenskom koneeptu, kao di-Jeiu korporativne kulture, moze uzrokovatiproblème u hotelima gdje Je strani menadz-ment donio i prinijenjuje monohroni vre-menski koncept u oknizenju koje prihvacapolihroni pristup. Monohroni koncept setemelji na stavu da se vrijeme trosi i odiazinepovratno (Amerika, Kanada, zapadna isjevema Europa), a polihroni promatra vri-
indispensable elements of the corporateculture - material and symbolic behaviorsand characteristics, basic assumptions andbeliefs, rituals, language, stories, missionstatement and motivation.'^ In organizationalculture it is possible to distinguish between adeclared culture and the culture in practice.Declared culture is a way in which themanagers of a certain organization wouldlike to present themselves to the public andthis type of culture can be found in missionstatements, annual reports or heard inspeeches made by senior management. Inpractice, this culture describes the culturalnorms employees identify with in reality.'^We can differentiate between cognitive andsymbolic elements of the culture as a systemwhich can be used to classify the content ofthe corporate culture. Symbolic elements arevisible, since they can be identified from theemployees' everyday activities, whereascognitive elements are generated throughtheir opinions and attitudes. Without theseelements, it is impossible to either talk aboutcorporate culture or start with the analysis ofthe corporate culture of a certain company.Another interesting thing is the ditïereneebetween declared cultures and cultures inpractice. In some hotel chains and on certainlocations there is a discrepancy betweenthese two cultures. Effects of strong andweak cultures can be identified, and it isgenerally considered that hotel companieswith a strong culture will have a betterperformance than those with a weak culture.In the hotel industry, corporate culture's se-mantic, behaviorist and material symbolshave great importance, and the strength ofdifferent corporate cultures is identified bythose exact elements. The changes in some ofthese symbols can seriously undermine therelations within a particular organization. Anexample of this is the case of unitbrms at aluxury hotel in Zagreb, (when new identicaluniforms were issued tor the entire staff, witha slight difference in the color of the waistcoat.
Guerrier, Y.: OrganIzíHional Behaviour in Hotels and Restaurants, John Wiley & Sons. Ltd. Chichcster, 1999.,slr.94.
2^enko Cerovié. Amelia TomaSevié: Kognitivni i simbcliCki elementi organizacijske kiilture hotela 55
jeme na cikliöki naöin, vrijeme putuje ukruznom putu i uvijek se vraca (Azija,Bliski Istok, Latinska Amerika)'''. Razlici-tosti u shvacanju prostora takoder mogu do-vesti do nesporazuma i losih odnosa u istojsituaciji kada se radi o suprotstavljenimkulturama menadzmenta i zaposlenika. Je-zik kao element korporativne kulture odre-duje ponekad i kategoriju hotela kao i pri-padnost specificnom hotelskom sustavu, aza hotele od osobitog znacaja su price i mi-tovi na kojima se ponekad gradi konku-rentska prednost. U odredivanju korpora-tivne kulture izuzetnu ulogu ima menadz-ment Ijudskih potencijaia kroz koji se pro-nalaze i educiraju kadrovi koji ce se uklopitiu postojecu kultuni i koji ce je nastavitigraditi. U svom periodu poslovanja svakopoduzece prolazi kroz odredene promjene, ada bi promjene bile kvalitetno realizirane,namece se kao potreba na prvom mjestupromjena korporativne kulture. Ne postojipoduzece koje ima jedinstvenu, monolitnukulturu, nego pored dominantne, prevlada-vajuce i vidijive kulture prema javnosti, po-stoji i niz subkultura, koje se stvaraju na ra-zliéitimprincipima.'^
Na kraju iznesenog mo2e se zakljucit dao organizacijskoj kulturi ovisi nacin obav-Ijanja menadzerskih funkcija. korporativniimidz i, u konaCnici, efikasnost i profit. Or-ganizacijska kultura moze biti izvor konku-rentske prednosti poduzeca, jer kreira nje-gov korporativni imidz, a predstavlja i te-melj za izgradnju zeljenog imidza. Elementiorganizacijske kulture u hotelijerstvu su diosustava koje stvaraju zaposlenici svojimstavovima i odnosima koji se preñóse nagoste hotela i tako utjecu na uspjesnost i tr-zisnu prepoznatijivost hoteiskih usluga.'*'
the staff complained because they consideredthat a guest should be able to know what eachmember of staff does and their position in thehierarchical structure from their clothes), anddifference in the acquired time concept as apart of corporate culture can cause problems inhotels where management has passed and im-plemented a monochronic time concept in anenvironment which has accepted a poly-chronic approach. A monochronic concept isbased on the attitude that time is spent irre-versibly (America, Canada, Northern andWestern Europe), whereas a polychronic con-cept views time cycles, which means that timealways comes back (Asia, the Middle East,Latin America)'''. The differences in the wayspace is perceived could also lead to misun-derstanding and bad relations in the samesituation, when opposed cultures of managersand employees are involved. Language as theelement of corporate culture can sometimesdetermine the hotel category as well as a spé-cifie hotel system. Another thing of great im-portance for hotels are stories and myths,which can be a basis for competitive advan-tage. In determining corporate culture humanresources management play a special role.Human resources search and train employeeswho will become a part of the existing struc-ture, and who will, continue to develop thatstnicture. Every company goes through certainchanges, and for the changes to be efficientlyimplemented, there is, above all, a need forchanges in the corporate culture. There is nosuch thing as a company with a unique mono-lithic culture. Apart form the dominant,prevalent culture seen in the public, there isalso a number of subcultures which are cre-ated on different principles.'^
From all of the above one can concludethat the way managerial tasks are carried out,corporate image and efficiency and profit all
'•* Yu, L.; The international Hospitality Business - Management and Operations, The Haworlh Hospitality Pres.t.New York, 1999. str. 73.
' Kimm B.& George R.T., The relationship betwen leader-member exchange study. Journal of hospitality &Tourism research,vol 29. No.4. 2005., str. 468.
"• Rutherford, D.: Hotel Management and Operations, Van Noslrand Reinhold, New York, 1995., str. 45.
56 Acta turistica. Vol 21 (2009), No 1. pp 1 -122
3. OBILJE¿JA KOGNITIVNIH ISIMBOLICKIH ELEMENTA
NajCeséi naCin odredivanja organizacij-ske kulture je podjela na kognitivnu i sim-boiiiku komponentu. Janicijevic donosishemu podjele kognitivnih i simbolickihelemenata kulture (tablica 1).
depend on the organizational culture. Organ-izational culture can be the source of a com-pany's competitive advantage, because it cre-ates its corporate image, and it represents thebasis for creating the desired image. Elementsof the organizational culture in the hotel in-dustry are part of the system created by em-ployees' attitudes and relations. Those are, inturn, transferred onto the guests and have aneffect on the performance and market recog-nition of hotel services.'^
3. THE FEATURES OF COGNITIVEAND SYMBOLIC ELEMENTS
The most common way to determine theorganizational culture is to divide it intocognitive and symbolic components.Janicijevic gives a schematic diagram of thecognitive and symbolic elements of aculture (Table IJ.
Tablica I, Elementi organizacijske kuiture / Table I: Elements of organizational culture
Cognitive elements of the culture /Kognitivni elementi kultureAssumptions / PretpostavkeAttitudes / StavoviBeliefs / YjerovanjaAtmosphere / KlimaDedication / PosvecenostEthics/EtikaShared expectations / ZajedniÉka oíekivanjaFeelings/ OsjecajiIdentity/ IdentitetMeanings / ZnaCenjaIdeology / IdeologijaNorms / NormeValues / VrijednostiInformal rules / Neformalna pravilaCompany spirit / Duh firmeThe way of thinking / Naiin miSljenjaVision / Vizija
World view / Pogled na svijet
Symbolic elements of the eulture /Simboliiki elementi kultureCommunication paitems / Obrazac komunikacijeBehavior models / Modeli ponasanjaCeremonies / CeremonijeAnecdotes / Anegdote
Customs within an organization / ObiÔaji u organizacijiThe way tasks are carried out / Nacin obavljanja poslovaHabits/NavikeHistory/ PovijestLanguage / JezikJargon / ZargonPractice / PraksaPhysical objects / FiziCki objektiInteraction models / Modeli interakcijaRituals/RitualiStories and legends / Price i legendeSymbols/ SimboUTradition / Tradicija
Myths / Mitovi
Source: Janicijevic, N. : Organizaciona kultura, Ulixes, Novi Sad iEkonomskifakuitet, Beograd, 1997, p. 48
Zdenko Cerovió, Amelia Tomaaevié; Kognitivtii i simboliCki elementi organizacijske kulturc hotela 57
Janicijevic navodi veliki broj elemenata,no osnovni kognitivni elementi organizacij-ske kulture su pretpostavke, vrijednosti inorme ponasanja i oni se nalaze u temeijimasimbolickih elemenata, koji su u stvarnostivanjska forma zbira kognitivnih elemenata,kao sto je prikazano na slici 1.
Slika I: Organizaeijska kulturakao santa leda
Janicijevic lists a large number of ele-ments, but the basic elements of the organ-izational culture are assumptions, valuesand behavior norms. These can be found inthe basis of symbolic elements, which are,in reality, the external form of the sum totalof cognitive elements, as can be seen fromthe figure 1 ;
Figure 1: Organizational cultureas an iceberg.
NORMS
VALUES
AniTUDES
NORME
VRIJEDNOSTI
PRETPOSTAVKE
Izvor : Janicijevié, N.: Organizacionakultura, Ulixes, Novi Sad i Ekonomski fa-kultet, Beograd, 1997., str. 49.
Source : Janiéljevió, N.: Organizacionakultura, Ulixes, Novi Sad i Ekonomski fa-kultet, Beograd, 1997, p. 49.
Da bi se analizirao kognitivni sadrzajorganizacijske kulture, prethodno treba pro-uöiti pretpostavke simboliökog interakcioni-zma, kao osnovu socijalne i kognitivne psi-hologije, koje su pretpostavkarazumijevanja kognitivnih elemenataorganizacijske kulture. Osnovna je teza daIjudi ne reagiraju na socijalne situacijekakve u stvari jesu, vec na osnovu znacenjakoje za njih imaju. PonaSanje Ijudi daklenije odredeno samom situacijom, vecznacenjem koje ta situacija ima za njih. Uodnosima se ukljucuje i procès interpretacijekao medu faza izmedu akcije i reakcije.
In order to analyze the cognitive contentof the organizational culture, the premises ofthe symbolic interactionism need to belooked at, as the basis for social and cogni-tive psychology. These premises are the pre-condition for understanding the cognitiveelements of the organizational culture. Thebasic thesis is that people do not react to so-cial situations as they really exist, but ratherto the basic meaning they have for them.Therefore, a person's behavior is not deter-mined by the situation itself, but the meaningthat the situation has for them. The Interpre-tation process is also included in the relationsas a mid-stage between action and reaction.
58 Acta (uristica, Vol 21 (2009), No !. pp I -122
3.1. Ciljevi j metodologija istra£ivanja
Cilj istrazivanja je pokazati koju vaznostpojedinim kognitivnim Í simboliCkim ele-mentima u stvaranju organizacijske kulturepridaju ispitani hoteli. Organizacijska kul-tura dio je ukupne ponude i kvalitete koja senudi gostima hotela, a prema kojima gostibiraju hotel sto neposredno utjeCe na uspje-ánost poslovanja hotela. Malo je literaturevezano iskljuöivo uz hotele te je stoga, uzrelevantne izvore za potrebe rada, izvedenoi anketiranje. Od 280 gradskih hotela u Eu-ropi s tri, cetiri i pet zvjezdica srednje veli-cine (150-200 soba) i s punom usiugom nakoje je anketa poslana obradeni su dobiveniupotrebljivi podaci iz 121 hotela. Od ispita-nika je trazeno da ocijene razinu vaznostipojedinih kognitivnih i simbolickih eleme-nata kulture za stvaranje cjelovite organiza-cijske kuiture s ocjenom od 1 (najniza vrije-dnost) do 5 {najvisa vrijednost). Predlozenoje pet kognitivnih elemenata (vjerovanja,etika, duh firme, natïn misljenja i vizija) ipet simbolièkih elemenata (ceremonije,price i legende, simboli, navike i tradicija).U nastavku teksta obraduje se vaznost poje-dinih kognitivnih i simbolickih elemenata ustvaranju korporativne kulture hotela i sus-tav konaànih stavova i rezultata kojima sedokazuje vaznost utjecaja trzisne prepozna-tljivosti hotela upravo po imenima, kvaliteti,marki, ali koje je uvijek vezano za ukupnostkvalitete hotelske usiuge. Kvaliteta hotelskeusiuge veca je u brendiranim nego u neb-rendiranim hotelima. Anketa je upucena di-rektorima hotela, a odgovori koji su dobi-veni dolaziii su iz ureda generalnih direk-tora.
Statistiôki je obraden ukupno 121pristigao valjan odgovor, od kojih 56 nepripada niti jednom brendu, a 65 je u nekomod medunarodnih hotelskih sustava. U ana-lizi su prikazani rezultati ankete prema ka-tegorijama hotela, prema odredenju pripad-nosti nekom brendu i u medusobnoj korela-ciji.
3.1. The Aims and Methodology ofthe Research
The aim of the research was to show howimportant certain cognitive and symbolicelements are according the polled hotels. Theorganizational cultuie is part of the overallhotel offer and quality of service on the basisof which guests choose a hotel, and it directlyaffects hotel performance. There is not a lotof literature written on the topic, therefore,along with the relevant sources, an opinionpoll had been carried out for the purposes ofthis paper. The questionnaires had been sentout to 280 three, four and five-star mid-sized(150-200 rooms) European hotels offeringfull service. 121 questionnaires had been re-turned. The respondents were asked to evalu-ate the level of importance of certain cogni-tive and symbolic culture elements requiredfor the creation of the organizational culture,and give them a mark from 1 (the lowestvales) to 5 (the highest value). The respon-dents could choose between five cognitiveelements (beliefs, ethics, company spirit, theway of thinking, vision) and five symbolicones (ceremonies, stories, legends, symbols,habits, tradition). This paper is going to ana-lyze the levels of importance given to certaincognitive and symbolic elements in the proc-ess of creating hotel corporate structure, andthe system of final attitudes and results, usedto prove how important a hotel's market rec-ognition by name, quality and brand is, andhow this market recognition is always con-neeted to the quality of service a hotel offers.The level of quality of service is higher inbranded hotels than in non-branded ones. Theopinion poll was carried out among hotelmanagers and the completed questionnaireswere sent back by CEOs.
121 questionnaires which had been re-turned were statistically analyzed. 56 ofthese were sent back by non branded hotels,and 65 by one of the international hotelcompanies. The analysis shows the resultsof the poll according to hotel category andbrand, which are correlated.
Zdenko Cerovié, Amelia TomaSevià: Kognitivni i simboIlCki elementi organizacijske kulture hotela 59
Tri zvjezdii
Cetiri zvje2
Pet zvjezdi'
Tablica 2.
Table 2:
11 Three star
lice/ Four star
i / Five star
Ukupno / Total
: Kategorija hotela
Hotel Categories (
Frekvencija /Frequency
45
38
38
121
(broj zvjezdica)
star numbers)
%
37.2
31.4
100.0
Kumuiativni % 1Cumulative %
11.2
«S.6100.0
Iz Tablice 2. vidljivo je da je obradenukupno 121 hotel razlicitih kategorija odkojih je bilo 45 s tri zvjezdice, 38 s cetirizvjezdice i 38 s pet zvjezdica, odnosno37.2% hotela s tri zvjezdice i 31,4% hotela scetiri i pet zvjezdica.
Table 2 shows that data from 121 hotelswere analyzed. These hotels belong to dif-ferent categories: 45 hotels were three-starhotels, 38 were four-star and 38 five-starhotels, ln other words, three-star hotelsaccount for 37, 2% and four and five-starhotels account for 31,4% each in the totalnumber of hotels analyzed.
Tablica 3.: Pripadnost hotelskom brendu
Table 3: Brand affiliation
Nc pripoda bre idu / Non branded
Pripada brendi / Branded
Ukupno / Total
Frekvencija/Frequency
56
65
121
%
46.3
53.7
100.0
Kumuiativni % /Cumulaiive %
46.3
100.0
Od obradenih hotela (121) 56 hotela sunezavisni hoteli. odnosno nisu pripadalinikakvom hotelskom sustavu, a 65 hotela jebilo unutar nekog brenda. 46,3% nije pripa-dalo brendu, a u sustavu je bilo 53,7% an-ketiranih hotela (bilo menadzmenta, kon-zoreija ili fransize). U nekim analizama za-jedno su razmatrani hoteli s cetiri i pet zvje-zdiea. jer se tako u nekim multivarijantniminferencijalnim statistickim analizama (dvo-smjema analiza varijance s interakeijom)postize dovoljan broj jedinica analize pogrupama koje se usporeduju.
Out of 121 hotels that participated in theresearch, 56 were independent hotels, i.e.they did not belong to any kind of hotelsystem, while 65 hotels belonged to one ofthe brands, 46.3% did not belong to a brand,and 53.7% of the surveyed hotels were apart of a hotel system (management, con-sortium or franchise system). In someanalyses, four and five-star hotels wereanalyzed together, because in some multi-variate inferential statistic analyses (two-way analysis of variance with interaction) asufficient number of per-group-units ofanalysis is achieved, which are then com-pared to each other.
60 Acta turistica, Vo! 21 (2009), No 1, pp 1-122
3.2. Kognitivni i simbolièki elementiorganizacijske kulturenebrendiranih hotela
U Tablici 4, prikazani su stavovi svihanketiranih hotela o pojedinim kognitivnimi simboliíkim elementima organizacijskekulture.
3.2. The Cognitive and SymbolicElements of the OrganizationalCulture of Non Branded Hotels
Table 4 shows the attitudes of all sur-veyed hotels concerning certain cognitiveand symbolic elements of organizationalculture.
- Hoteli s tri zvjezdice/Three star hotels4 - 5 - Hoteli s éetiri i pet zvjezdica / Four & five star hotels
Zdenko Cerovit, Amelia Tomaäevic: Kognilivni î simboüSkí elementi organizacijske kulture hotela 61
Usporeduju li se hoteÜ razlicite katego-rije i ugradnja kognitivnih i simbolickihelemenata u njihovu kulturu, moguce je za-kljuciti da hoteli vise kategorije statistickivécu vaznost pripisuju viziji, navikama itradiciji, dok hoteü nize kategorije vécu va-z;nost pripisuju ceremonijama.
Iz Tablice 4. u kojoj su istaknuti statis-tiôki veci rezultati (bold) moze se zakijucitida hoteli ukupno najvecu vaznost pridajunavikama (aritmeticka sredina 4,07) i tradi-ciji (4,01). Vizija se nalazi na trecem mjestuvaznosti (3,76).
Temeljem iznesenih prikaza i tablicamoze se zakijuôiti da se etika smatra neátomanje vainim (3,12), a vjerovanja najmanjevaznim kognitivnim elementom (kurziv2.66) potrebnim za stvaranje organizacijskekulture. Simboli se smatraju neáto manjevaznim, a priôe i legende te ceremonijenajmanje va¿nim simbolickim elementompotrebnim za stvaranje organizacijske kul-ture. Moguce je takoder zakljuCiti da hotelivise kategorije statisticki znacajno vécu va-znost pripisuju viziji (4,39), navikama(4,20) i tradiciji (4,64) od hoteia nize kate-gorije (vizija 2,69, navike 3,84, tradicija2,93) dok hoteli nize kategorije vécu vaz-nost pripisuju ceremonijama (3,39) negó lihoteli viâe kategorije (2,83).
Statistióka analiza razliöitosti unutargrupa hotela s tri zvjezdice i hotela s cetiri ipet zvjezdica prikazana je u Tablici 5.
Procjene vaznosti kognitivnih i simbo-lickih elemenata za formiranje organizacij-ske kulture razlikuju se u hotelima s trizvjezdice od procjena u hotelima s Cetiri ilipet zvjezdica. Sve razHke prikazane su uTablici 5., s ciljem provjere statisticke zna-ôajnosti navedenih razlika i generalizacijerezultata s uzorka na populaciju provedenaje analiza varijance.
Razlicitosti se iskazuju i u hotetima kojipripadaju nekom brendu te su u nastavkupodrobnije analizírani hoteli koji su brendi-rani.
When hotels of different categories arecompared to the way cognitive and symbolicelements are incorporated into their culture, itcan be concluded that hotels of higher cate-gory give much more importance to vision,habits and tradition, whereas hotels of lowercategory consider ceremonies to be more im-portant.
The conclusions tbat can be drawn IromTable 4, showing statistically higher results(bold), are that hotels generally consider habits(arithmetic mean of 4.07) and tradition (4.01)to be the most important. Vision is in the thirdplace (3.76).
The figures from the table show that ethicsare considered slightly less important (3.12),while beliefs are the least important cognitiveelement in the process of creating the organ-izational culture (italics 2.66). Symbols areconsidered to be slightly less important, whilestories and legends along with ceremonies arethe least important symbolic elements in theprocess of creating the organizational culture.It can be concluded that statistically, hotels ofhigher category consider vision (4.39). habits(4,20) and tradition to be more important thanit is the case with hotels of lower category (vi-sion 2.69, habits 3.84, tradition 2.93). Hotelsof lower categories give more importance toceremonies (3.39) than hotels of higher cate-gory do (2.83).
Statistical analysis of differences betweengroups of four and five-star hotels is shown inTable 5.
The levels of importance given to sym-bolic and cognitive elements in the process offorming the organizational culture are differ-ent for three-star hotels in comparison to thosefor four and five-star ones. All differences areshown in Table 5, and an analysis of variancewas carried out with the aim of verifying thestatistical significance of the differences, andof generalizing the results from sample topopulation.
There are differences among branded ho-tels as well. The more detailed analysis ofthese hotels will be looked at in the followingpart of this paper.
62 Acta turislica. Vol 21 (2009), No I, pp 1 -122
Tablica 5: Statisticke znacajnosti razlika (analiza varijanee) izmedu bótela s tri zvjezdicei hotela s cetiri i pet zvjezdica
Table 5: The statistical significance of differences (analysis of variance) betweenfour-star hotels and Jive-star hotels
Zdenko Cerovic, Amelia TomuSevic: Kognilivni i simboliöki eletnetiti organizacijske kulture hoteia 63
3.3. Kognitivni i simboliíki elementiorganizacijske kuiturebrendiranih hoteia
U nastavku se zeli detaljnije istraziti ko-like su razlike u kategorijama hotela i kakona njih utjeôu kognitivni elementi u obilje-zavanju organizacijske kulture hotela s na-glaskom na hotele koji su brendirani (bran-ded hotels). Posebna pozornost se pridajeusporedbi hotela koji pripadaju i koji nepripadaju brendu prema prosjecnim rezulta-tima na mjerama kognitivnih i simbolickihelemenata kulture.
Prema predvidanjima, analiza je pokazalada hoteli koji pripadaju nekom brendustatistidki vécu vaznost pridaju etíci (3,52),naíinu misljenja (3,98), duhu firme (3,91),viziji (3,97) i vjerovanjima (2,80) od hotelakoji ne pripadaju brendu - etika (2,64), nacinmiâljenja (3,45), duh firme (3,46), vizija(3,52) i vjerovanja (2,50). Vrijednosti ovihpet elemenata za hotele koji pripadaju brenduprikazane su u bold formatu. U ostalimelementima razlika je manja.
Procjene vaznosti kognitivnih i simbo-liökih elemenata za formiranje organizacij-ske kulture razlikuju se u hotelima koji pri-padaju nekom brandu od procjena u hote-lima koji ne pripadaju brandu. Sve su raz-like prikazane u Tablici 8.
3.3. The Cognitive and SymboiicElements oí the OrganizationalCulture of Branded Hotels
The following part of this paper is goingto look more closely at differences betweenvarious categories of hotels and how thecognitive and symbolic elements of the or-ganizational culture affect these differences.The focus is put on branded hotels. Specialattention will be given to the comparison ofbranded and non-branded hotels accordingto the average results of measuring cognit-ive and symbolie elements of the culture.
According to predictions, the analysisshowed that, statistically, branded hotelsconsider ethics (3.52), ways of thinking(3.98), company spirit (3.91), vision (3.97)and beliefs (2.80) to be more important thannon branded hotels do - ethics (2.64), waysof thinking (3.45), company spirit (3.46),vision (3.52) and beliefs (2.50). The valuesgiven to these five elements for brandedhotels are shown in bold. The difference issmaller for other elements.
The levels of importance given to cog-nitive and symbolic elements in the processof forming the organizational culture aredifferent for branded hotels and non-branded ones. The differences are shown inTable 8.
64 Acta turistica. Vol 21 (2009). No 1, pp M 22
Tablica 6.: Usporedba znacaja kognitivnih i simbolickih elemenatau brendiranim i nebrendiranim hotelima
Table 6.: A comparison of the significance of cognitive and symbolic elements withinbranded and non-branded hotels
VjerovanjaBeliefs
EtikaEthics
Duh firmeCompany spirit
Naiin misljenjaThe way of thinking
VizijaVision
CeremonijeCérémonies
Pride i legendeStories and legends
SimboliSymbols
NavikeHabits
TradicijaTradition
Nc pripada brentliiNun-brandeJ hotelsPripuda brenduBramleJ fwlets
tkupnoy Total
Ne pnpLidu brenduNoii-hrandetl hotelsPripuJa brenduBraniletl hotels
Ukupno/ Tolal
Ne pripaUa lirenduS'uii-hranileil hotelsPripjdu brenduBramled hotels
Ukupno/ Total
Ne pripadu brenduNun-brandeil hotelsPripuil:] brenduBranded hotels
Ukupno / Total
Ne pripada brenduNoii'branded hotelsPripadci brenduBranded hotels
Ukupno/ Total
Ne pripadii brenduNon-branded hotelsPripada brenduBranded hotels
Ukupno/ Total
Ne pripada brenduNon-branded IlutéisPripada brenduBranded holels
Ne pripada brenduNon-branik'd hotelsPripada brenduBranded hotels
Ukupno/ Total
Ne pripada brenduNon-branded hotelsPripada brenduBranded hotel-:
Ukupno/ Total
N
56
65
121
56
65
121
56
65
121
56
65
121
56
65
121
56
64
120
56
65
121
56
65
121
56
65
121
56
65
121
Aritmetidkasredina
Arithmeticmean
2.50
2.80
2.66
2.64
3.52
3.12
3.46
3.91
3.70
3.45
3.98
3.74
3.52
3.97
3.76
3.05
3.02
3.03
3.07
3.14
3.11
3.55
3.71
3.64
3.96
4.15
4.07
3.95
4.06
4.01
StandardnadevijacijaStandarddeviation
.603
.592
.613
1.017
1.133
1.163
.631
.631
.666
.829
.673
.793
1.044
1,015
1.049
1.017
.882
.943
.850
.846
.845
.913
.861
.885
.808
.690
.750
1.052
1.088
1.068
Zdenko Cerovié, Amelia TomaSevió: Kognitivni i simboliCki elementi organizacijske kulture hotela 65
Tablica 7.: Statisticke znacajnosti raziika (analiza varijance) izmedu hotelakoji ne pripadaju hrendu i hotela koji pripadaju hrendu
Table 7: The statistical significance of the differences (analysis of variance)between branded and non-branded hotels
1
VjerovanjaBeliefs
EtikaEthics
Duh firmeCompany spirit
Nacin misijenjaThe way ofthinking
VizijaVision
CeremonijeCeremonies
Priöe i legendeStories andlegends
SimboliSymbols
NavikeHabits
TradicijaTradition
li meet 11 grupaBetHven /¡roupsUtiuiar gnipaIf'ithin groups
Ukupno / Tutiit
Izmedu grupyBetween groupsUnutar grupaWithin groups
Ukupno/Tu/a/Izmeilu grup iBetween groupsUnutür griipi:!Within aroup.s
Ukupno/ TotalIzmedu grupuBetween groupsUniilur grupuWithin groups
Ukupno/ Total
Izmedu grupaBetnven groupsUnutar gnipuWithin groups
Ukupno/ Total
Izmedu gnipaBetween groupsUnuiai grupaWithin groups
Ukupno / Total
Izmedu grupaBetween groupsUnutar grupaWithin groups
Ukupno/ TotalIzmeitu grupaBetween groupsUmiiar grupaWithin groups
Ukupnp/ Totat
Izmedu grupaBetween groupsUniitur grupaWithin groups
Uknpno/ Total
Izmedu grupaBetween groupsUnuiar gnipaWithin groups
Ukupnu/ Total
Sumakvadriranihodstupanja
Sum ofsquared
deviation
2.707
42.400
45.107
23.308
139.073
162.380
5.915
47.375
53.289
8.713
66,824
75.537
6.129
125.921
132.050
-043
105.824
105.867
.135
85.468
85.603
.715
93.285
94.000
1.031
66.390
67.471
.399
136.593
136.992
Stupnjevislobode
Degrees offreedom
1
119
120
1
119
120
1
119
120
I
119
120
1
119
120
1
118
119
I
119
120
I
119
120
1
119
120
1
119
120
Prosjecnokvadfiranoodstupanje
Averagesquared
deviation
2.707
.356
23 ..308
1.169
5.915
.398
8.713
.562
6.129
1.058
.043
.897
.135
.718
.715
.784
1.081
.558
.399
1.148
F
7.599
19.944
14.857
15,517
5.792
.048
.188
.912
1.938
.347
P
.007
,000
.000
.000
.018
.827
.665
.342
.167
.557
66 Acta turistica. Vol 21 (2009), No 1. pp 1-122
Tablica 8.: Procjene vaznosti kognitivnih i simbolickih elemenatakuiture prema kategoriji i pripadnosti brendu
Table 8: The estimates of the level of importance of the culture's cognitive andsymbolic elements according to category and existence as brand or non-brand
Zdenko Cerovic, Amelia Tomaaevié: Kognitivni i simboÜoki elementi organizacijske kulture hotela 67
Analiza je pokazala da su kognitivni isimbolicki elementi izrazeniji u hotelima söetiri i pet zvjezdica, bez obzira pripadaju librendu ili ne, od hotela s tri zvjezdice. Takonpr., hoteli s cetiri i pet zvjezdica koji nepripadaju brendu iskazuju aritmeticku sre-dinu od 4,59 za tradiciju, a oni koji pripa-daju brendu 4,69, dok hoteli s tri zvjezdiceiskazuju aritmeticku vrijedtiost od 2,95 bezobzira pripadaju li ili ne nekom hotelskomsustavu.
Pojedini su elementi izrazeniji u hote-lima u sustavu nego li u hotelima van sus-tava, kao npr. etika: hoteli s cetiri i pet zvje-zdica koji pripadaju brendu iskazuju arit-metiíku sredinu od 4,19, dok hoteli iste ka-tegorije van brenda svega 3,26. Razlika jeuocijiva i kod hotela od tri zvjezdice: arit-metiíka sredina kod brendiranih hotela je2,27, a kod hotela van sustava svega 1,68.
Etika je u velikim hotelskim kompani-jama dio ustaljenog sustava kadroviranjakoji ukljucuje treninge i obrasce ponasanjau koje je ugradena etika. EtiÔka pitanjacesto se spominju u misijama Íli u uputamao kodeksu ponasanja za zaposlenike, dokvecinom manji, nezavisni hoteli, osobitoniie kategorije.. niti nemaju pravila ponasa-nja za zaposlenike. Razvojem hotelijerstvaza oíekivati je da ce se svi standardi pove-cati. ukljucujuci i ova pitanja.
Na temelju svih relevantnih íinjenica istavova te iskazanih dokaza moze se zaklju-ôiti da u hotelima postoji saznanje o vaz-nosti pojedinih kognitivnih i simboliíkihciemenata u stvaranju organizacijske kulturekoja je vazan cimbenik uspjesnosti poslova-nja hotela i hotelskih korporacija. Evidentnoje da se shvacanja vainosti organizacijskekulture i njenih kognitivnih i simbolickihelemenata razlikuju u hotelima vi§c katego-rije od hotela s tri zvjezdice, kao i da se raz-likuju u hotelima koji pripadaju nekombrendu ili ne. Ta íinjenica se objaànjava su-stavom izobrazbe i razradenom poslovnomfilozotljom hotelskih korporacija koje nje-guju vlastitu organizacijsku kulturu i na njoj
Analysis showed that cognitive and sym-bolic elements are present more in four andfive-star hotels, regardless of whether theybelong to a brand or not, than in three-starhotels. Four and five-star hotels that are notbranded assign the arithmetic mean of 4,59 totradition, whereas non branded ones assign it4.69. Three-star hotels assign to tradition thearitlimctic mean of 2.95, regardless ofwhether they belong to a hotel system or not.
Certain elements are more present in ho-tels which are branded than in those whichare not. An example of this are ethics:branded four and five-star hotels assign it thearithmetic mean of 4.19, while non-brandedhotels of the same category assign it merely3.26. The difference can easily be seen whenthree-star hotels are compared: the arithmeticmean within branded hotels is 2.27 and it ismerely 1.68 for non-branded ones.
In big hotel companies, ethics are part ofa settled staffing system which involvestraining and behavior patterns in which ethicshave been incorporated. Ethical issues areoften mentioned in mission statements andpersonnel's code of conduct manuals,whereas mostly smaller, independent hotels,particularly those of lower category, do noteven have defined rules of conduct for thepersonnel. It can be expected that further de-velopment of the hotel business will result ingenerally higher standards, including stan-dards for the above issues.
On the basis of all relevant facts and atti-tudes shown in the tables, it can be concludedthat hotels are aware of the importance ofcertain cognitive and symbolic elements inthe process of creating organizational culture,which is an important factor in the perform-ance of hotels and hotel corporations. It isclear that the level of importance given to or-ganizational culture and its cognitive andsymbolic elements is different for highercategory hotels than for the lower categoryones. These levels also depend on whether ahotel is branded or not. This ean be explainedby the training system and the developedbusiness philosophy of hotel corporations,
68 ActaUiristica.Vol2! (2009). No I, pp 1-122
temelje svoje prednosti. Vjerovanja, duhfirme, price i legende, simboli i ceremonijeprepoznatljivi su elementi koji stvarajujedinstvenost hotelskog brenda koji nijeneophodno vezan uz koncept hotelskekorporacije. Primjeri hotela koji su sami zasebe brendovi s izrazitim organizacijskimkulturama su hotel Ritz u Parizu, (osnovaoga je veliki hotelijer César Ritz'', CocoChanel je zivjela u hotelu), hotel Burj alArab u Dubaju (duh prvog hotela u svijetuod sedam zvjezdica), hotel Savoy u Lon-donu (legenda o skulpturi od ebanovine ma-Oak Casper koji je gost na svakoj vecerikada ima trinaest uzvanika kako bi se izbje-gla zla sreca'*) itd. Simbolicki i kognitivnielementi su dio konkurentske prednosti.Prema rezultatima provedene ankete hoteli stri zvjezdice Í hoteÜ s cetiri i pet zvjezdicarazlikuju se u shvacanju i pridavanju vaz-nosti pojedinim kognitivnim i simbolickimelementima, Sto proizlazi iz razliöite katego-rije, organizacije i povezanosti s medunaro-dnim sustavima brendiranja tj uvodenja me-dunarodnih standarda (hotelskih marki).Hoteli koji pripadaju brendu imaju detaljnorazradene Í trzisno verificirane simboüoke ikognitivne elemente. Svoju organizacijskukulturu neke od velikih hotelskih korpora-cija udvrscuju i aire kroz vlastite sustaveizobrazbe (akademije, fakultete, institute,edukativne eentre) kako bi stvorili globalnuprepoznatljivost Í postigli standarde kvali-tete. Organizacijska kultura podlo¿na je ut-jecaju nacionalne ili regionalne kulture''*, alikod jakih kultura taj je utjecaj pod kontro-lom i rezultira integracijom raziiôitih svje-tova u razumljivu i prepoznatljivu globalnuviziju. * Ocekivana je raziicitost u procjenivaánosti kognitivnih i simbolickih eleme-nata za formiranje organizaeijske kulture u
which foster their own organizational cultureand base their advantage on it. Beliefs, com-pany spirit, stories and legends, symbols andceremonies are recognizable elements whichcreate the uniqueness of a hotel brand, notnecessarily connected to the concept of hotelcorporation. Examples of hotels which arebrands in themselves are the Paris Ritz hotel,(founded by the great hotelier César Ritz",Coeo Chanel lived in the hotel), Burj al Arabhotel u Dubai (the spirit of the first seven-starhotel in the world), the London Savoy hotel(legend of the ebony sculpture - Casper thecat, who is the guest at every dinner attendedby 13 people in order to avoid bad luck"*)etc. Symbolic and cognitive elements are partof the competitive advantage. According tothe findings of the opinion polls, there is adifference between three-star, four-star andfive-star hotels in understanding and impor-tance of certain cognitive and symbolic ele-ments. This is the result of the different cate-gories these hotels belong to, the organiza-tional stmcture, and the relation to interna-tional branding systems, i.e. implementationof international standards (hotel brands).Branded hotels have well-detlned symbolicand cognitive elements, which have beenverified by the market. Big hotel corporationsstrengthen and expand their organizationalculture through their own education systems(acadeniies, colleges, institutes, educationcenters) in order to create global recognitionand achieve standards of quality. Organiza-tional culture can be infiuenced by nationaland regional cuIture'^ but within strong cul-tures this kind of influence is under controland it leads to the integration of differentworlds into an understandable and recogniz-able global vision.^° The findings regardingthe ditïerenees in the levels of importance of
' Chastonay, A.: César Rílz, Life and Work, César Ritz Foundation Niederward/HotekonsuU "César Ritz" Col-leges,^úg, 1997.,str.9
'* Augustin, A. Williamson, A. Tenison, R.: The Savoy London, The Most Famous Hotels in the (for/í/,London,2002, Str. 135.
" Jafari, J.: Encyclopedia of Tourism. Routledgc, London, str. 128.
Zdenko Cerovié, Amelia TomaSevié: Kognitivni i simboliíki elementi organizacijske kulture hotela 69
hotelima koji pripadaju brendu i u hotelimakoji ne pripadaju brendu.
4. Z A K L J U C A K
Kognitivni i simbolicki elementi organi-zacijske kulture hotela vaian su cimbeniktrzisnog identiteta koji hoteli ostvaruju naturistickom trzistu. Vaznost simbola s kojimhotel nastupa na trzistu vazan je kao i do-zivljaj koji ce gost hotela dozivjeti u vrijemeboravka ili konzumiranja nekih od ponude-nih hotelskih usluga. Kognitivni i simbo-licki elementi osnovni su íimbenici organi-zacijske kulture. Organizacijska kulturamoze biti izvor konkurentske prednosti po-duzeca, jer kreira njegov korporativni imidz,a predstavlja i temelj za izgradnju zeljenogimidáa. U svom periodu poslovanja svakohotelsko poduzece, ali i hotel, prolazi krozodredene promjene. Da bi promjene bilekvalitetno realizirane, nameée se kao pot-reba, na prvom mjestu, promjena korpora-tivne kulture. Namece se zakljucak da nepostoji hotelsko poduzece ili hotel koje imamonolitnu kulturu, nego postoji i niz sup-kultura koje se stvaraju na raziicitim prin-cipima. Organizacijska kultura moze biti iz-vor konkurentske prednosti hotelskog podu-zeca, jer kreira njegov korporativni imidz, apredstavlja i temelj za izgradnju zeljenogimid¿a koji je vazan element uspjesnog po-slovanja svake hoteiske korporacije.
Organizaeijska kultura hotela ili hoteiskekorporacije se najsnaznije oCituje kroz sim-boliCke elemente koji su odraz kognitivnihelemenata jedne te iste kulture. Simbolickielementi su vrlo izrazeni u hotelijerstvu gdjeulaze u kategoriju konkuretske prednosti, aosobito su prisutni u hotelima visoke kate-gorije. U hotelijerstvu se, prema rezultatimaprovedene ankete, razlikuju hoteli s tri zvje-zdice i hoteli s Cetiri i pet zvjezdica u shva-canju i pridavanju vaznosti pojedinim kog-nitivnim i simbolickim elementima, stoproizlazi iz razlicite kategorije. organizaeijei povezanosti s medunarodnim sustavima
cognitive and symbolic elements in the proc-ess of creating the organizational culturewithin branded and non-branded hotelsproved what was expected.
4. CONCLUSION
Cognitive and symbolic elements of ahotel's organizational culture are importantfactors of hotel identity on the tourism mar-ket. Symbols which a hotel presents itselfwith on the market are as important as theexperience a guest of a hotel has during hisor her stay at the hotel or while consumingservices it offers. Cognitive and symbolicelements are the basic factors oí" the organ-izational culture. Organizational culture canbe the source of a company's competitiveadvantage, since it creates its corporate im-age, and it is the basis for the creation of thedesired image. Every hotel company andevery single hotel goes through certainchanges during their lifetime, and for thechanges to be successfully implemented thereis, above all, a need to change the corporateculture. A hotel company with a monolithicculture does not exist. What exists is a seriesof subcultures, and these are based on differ-ent principles. Organizational culture can besomething that gives a certain hotel companyits competitive advantage, since it creates itscorporate image, and it is also the basis forthe creation of a desired image, which is animportant element in the performance ofevery hotel corporation.
Organizational culture of a hotel or hotelcorporation is most evident in symbolic ele-ments which are the reflection of cognitiveelements of that culture. Symbolic elementsare prevalent in the hotel industry, in whichthey are considered to be a competitive ad-vantage, and they are particularly presentamong hotels of high category. According tothe results of the opinion poll which had beencarried out, there is a difference betweenthree-star hotels and the four and five-onesregarding the understanding and level of im-
70 Acta tur ís t ica . Vol 21 ( 2 0 0 9 1 , N o l . p p 1-122
standarda tj. robnih hoteiskih marki ilibrenda koji odredene elemente imaju de-taljno razradene. Gradski hoteli, kojiukoMko posluju s nekom medunarodnopriznatom hotelskotn markom, pruzaju boljekognitivne elemente i stvaraju pozitivnijutrzisnu simboliku kojom povecavajuuspjesnost poslovanja u odnosu na onehotele koji nemaju standarde tj. brendiranehotelske usluge. U relativno skuôenimuvjetima istrazivanja dokazana je ocekivanarazlicitost u procjeni vaznosti kognitivnih isimbolickih elemenata za formiranje orga-nizacijske kulture u hotelima koji pripadajubrendu kao i u hotelima koji ne pripadajubrendu, kod kojih se vidi i razlika u ele-mentima organizacijske kulture. Hoteli kojinemaju standarde tj. medunarodno priznatuhotelsku marku, isto ovise o simboliôkim ikognitivnim elementima koje stvaraju sami,ali ostvaruju slabije trzisne pozicije inajvjerojatnije slabije poslovne rezultate.Hoteli s markom imaju snazniju or-ganizacijsku kulturu i time pojacavaju po-zicije za snaznije formiranje pozitivnih sta-vova kod potencijalnih gostiju o odabiruhotela kao mjestu boravka tj. konzumiranjahotelske usluge. Tako kognitivni i simbo-licki elementi kulture u hotelskom poslova-nju utjecu na uspjesnost menadzmenta kojidjeluju u hotelima s poznatom markom.Preporuca se, za nastavak istrazivanja u do-kazivanju navedene teze, posebno nastavitiistrazivati rezultate poslovanja hotela koddobro definirane i standardizirane organiza-cijske kulture koju definiraju najvaznijielementi, a to su simbolicki i kognitivnielementi organizacijske kulture.
Daljnja istrazivanja bi mogia biti usmje-rena prema hrvatskim hotelima, kompara-tivnoj analizi percepcije o vaznosti organi-zacijske kulture u hotelima koji pripadajunekom medunarodnom hotelskom sustavu iu nezavisnim hotelima L! Hrvatskoj. Predmetdaljnjeg istrazivanja mogIa bi biti iusporedba postojanja osmisljene organiza-cijske kulture u malim obiteljskim hotelimai velikim hoteiskim kompleksima. Rezultati
portance of certain cognitive and symbolicelements. These difterences are the result ofvarious hotel categories, their organizationalstructure, and the connection to the interna-tional system of standards, i.e. hotel brands,with certain elements well-defined. City ho-tels which operate under an internationallyrecognized hotel brand provide better cogni-tive elements and create a more positivemarket symbolic, which they use to achievebetter performance in comparison to thosehotels which do not have the same standards,i.e. branded hotel services. Relatively small-scale research managed to prove the expecteddifference in the level of importance given tocognitive and symbolic elements in the proc-ess of forming the organizational culturewithin branded hotels, as well as non-branded ones, which exhibit differences inelements of the organizational culture aswell. Hotels which do not have standards, i.e.internationally recognized hotel brands, alsodepend on symbolic and cognitive elements,which they create on their own, but they haveweaker market position and most probably,weaker performance. Branded hotels have amuch stronger organizational culture, whichis used to strengthen their position in order toestablish positive attitudes among potentialguests when they choose a hotel. In this way,cognitive and symbolic elements of a hotel'sculture affect the performance of manage-ment in branded hotels. In order to prove theaforementioned thesis, further research isrecommended into performance of hotelswith well defined and standardized organiza-tional culture, defmed by the most importantelements, i.e. symbolic and cognitive ele-ments of the organizational culture.
Further research could deal with Croatianhotels, corporate analysis of the perceivedimportance given to organizational culturewithin hotels which belong to one of the in-ternational hotel systems, and within inde-pendent Croatian hotels. Further researchcould also deal with the comparison of theorganizational culture within small familyhotels and that of big hotel compounds. The
Zdenko Cerovié. Amelia TomaSevié: Kognitivni i simboliCki elementi organizacijske kulture hotela 71
takve analize mogli bi odrediti pravce raz-voja hrvatskog hotelijerstva i razinu trzisneprepoznalljivosti.
results of such analysis could define the di-rection in which the Croatian hotel industryshould develop, as well as the level of itsmarket recognition.
LITERATURA - REFERENCES
1. Augustin, A. Williamson, A. Tenison,R.: The Savoy London, The Most Fa-motis Hotels in the World, London,2002.
