Common sense tells us that if you want to build a successful business, you need to put your customers first. When companies focus on employees first, “effectively, in the end shareholders do well, the customers do better, and your staff remains happy.
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”Consider the company’s history: Just a few years after co-founders J.W. and Alice Marriott started their enterprise, the Great Depression hit. In response, J.W. and Alice hired a staff doctor to make sure their people had health care. The reason for this was two-fold. They cared for their employees and they also wanted a reliable, healthy workforce. They believed that if their employees had access to good medical care, they would be able to provide the level of service they wanted for their customers.
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”Consider the company’s history: Just a few years after co-founders J.W. and Alice Marriott started their enterprise, the Great Depression hit. In response, J.W. and Alice hired a staff doctor to make sure their people had health care. The reason for this was two-fold. They cared for their employees and they also wanted a reliable, healthy workforce. They believed that if their employees had access to good medical care, they would be able to provide the level of service they wanted for their customers.Marriot’s people-centric approach has continued despite facing some strong social headwinds that could have otherwise stalled its progress. After the publication of “Theory of the Firm” in the Journal of Financial Economics, which argued that companies were owned by – and responsible to – shareholders before anyone else, shareholder wealth has steadily become more important than employee health. This change has had a significant impact on both companies and societies, but there are two primary problems with “shareholders first” thinking. The first is a widespread focus on short-term results at the cost of long-term benefits. The second is a lack of incentive for corporate social responsibility. Both problems tend to come at a cost for the general employee. This is in direct opposition to the idea of fostering people-centered corporate cultures.
Answers & Comments
Answer:
Common sense tells us that if you want to build a successful business, you need to put your customers first. When companies focus on employees first, “effectively, in the end shareholders do well, the customers do better, and your staff remains happy.
Explanation:
i hope i helped you
Answer:
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”Consider the company’s history: Just a few years after co-founders J.W. and Alice Marriott started their enterprise, the Great Depression hit. In response, J.W. and Alice hired a staff doctor to make sure their people had health care. The reason for this was two-fold. They cared for their employees and they also wanted a reliable, healthy workforce. They believed that if their employees had access to good medical care, they would be able to provide the level of service they wanted for their customers.
Companies are increasingly realizing the power of creating people-centric organizations that value the happiness of employees as much as the bottom line. In my interviews with the leaders of hundreds of organizations, one company stands out as the epitome of a people-centric corporation: Marriott International. From its origins as a nine-stool root beer stand in Washington, D.C. to the global, Fortune 200 business that it is today, its leaders have striven to stay true to its mission: “If we take care of our people, they will take care of our customers, and the customers will come back.”Consider the company’s history: Just a few years after co-founders J.W. and Alice Marriott started their enterprise, the Great Depression hit. In response, J.W. and Alice hired a staff doctor to make sure their people had health care. The reason for this was two-fold. They cared for their employees and they also wanted a reliable, healthy workforce. They believed that if their employees had access to good medical care, they would be able to provide the level of service they wanted for their customers.Marriot’s people-centric approach has continued despite facing some strong social headwinds that could have otherwise stalled its progress. After the publication of “Theory of the Firm” in the Journal of Financial Economics, which argued that companies were owned by – and responsible to – shareholders before anyone else, shareholder wealth has steadily become more important than employee health. This change has had a significant impact on both companies and societies, but there are two primary problems with “shareholders first” thinking. The first is a widespread focus on short-term results at the cost of long-term benefits. The second is a lack of incentive for corporate social responsibility. Both problems tend to come at a cost for the general employee. This is in direct opposition to the idea of fostering people-centered corporate cultures.
Explanation:
PA BRAINLIST AND PA FOLLOW
THANKS^•^