The Comparative analysis of the cross cultural administration in international hotel management

SUMMARY Great amount of increase in the number of companies that has been operating internationally in the globalizing world, has come up with an intense stress of having to learn other cultures on company managers working in the international level. Meanwhile, this attitude has lead an effort in order to gainer values from different cultures to create a universal business-organization culture. Quick adaptation to changes, to affect people and to gather them within common values of business are the main properties of administrative success. Many researches have shown that organizational/managerial behaviors and implications can vary in different cultural environment. Especially researches made on hospitality industry, which stands to be the significant part of tourism, has clarified that national and ethnic cultures are the determining factor of human behavior and that national culture is incoherent with the managerial understanding would lead the business to fail. Managers, who have gone abroad to set up a superior organization culture, should make arrangements to adapt their own styles and understanding to the culture of hosting country. However, it is not an easy task. There are handicaps while adapting themselves to another culture. The first step should be to regard and have a common understanding of cross cultures. It is improbable to avoid them all. Moreover success comes out by respect and understanding the different values. This point of view is highly important in hospitality industry. As the hospitality industry involves an intense-labor industry and the main input is human, it is perceptive in human resources management. In this study, the directors of cross cultures managing, in the international hotels operating in Turkey and their managerial values and the changes on their understanding and visions are studied. The research findings shows that the work related value systems of managers from the different cultures are extremely distinguished than the national value systems. These values are suitable to the characteristics of the sector as well as the employees and are transformed into the value system that gives more significance to the rational solution.