www.quality.nist.gov/law.htm). The Baldrige Award, usually given to only three or four companies a year, has understandably become an extremely sought after distinction. Many companies would be ecstatic to win such an honor even once. The Ritz-Carlton Hotel Company has gone one step farther. To date, the Ritz-Carlton is the only two-time recipient of the award in the service category. Some may look at such a feat with amazement and surprise. Not only has the Ritz-Carlton won two of the eleven Baldrige Awards ever given in the service category, but also it is the only hotel chain to win the award even once. However, to those who have studied the organization, the only surprise might be that they have not won more often. The Ritz-Carlton is unique, it is revolutionary in approach, and it is innovative in nature. In fact, every aspect of the Ritz-Carlton business is structured around improving the service it provides its customers, and every decision is made not on the basis of economic cost, but operational quality. Through our examination of the organization in depth, we have concluded that there are three specific organizational aspects that make the Ritz-Carlton unique; three ideas and actions, indigenous to the Ritz-Carlton, that have allowed it to become what it is today. They are employee empowerment, organizational leadership, and customer customization. In 1983 when the Ritz Carlton started the strong new program of excellent driven leadership it led to the ultimate recognition as recipient of the prestigious Malcolm Baldrige National Quality Award, one of the most prominent awards offered to corporations of high stature an award that was accomplished more than once and never before had a recipient in the hospitality industry. Their motto “We are Ladies and Gentlemen Serving Ladies and Gentlemen.” Says it all, as from all areas of the corporation from Housekeeping to The Board of Directors, the motto is stringently followed. The organization believes strongly in promoting from within and providing an employment opportunity for leadership where one can be recognized for their efforts and feel a sense of pride and joy in the job that one performs. Every employee of the Ritz Carlton carries a copy of the company’s business plan in their pocket at all times while employed. Individuals from every aspect of employment are given formal leadership to influence other organizational members to achieve its organizational goals. The Ritz Carlton emphasizes the promotion of individual ideas and ways to do things better. It in essence is a team looking for optimal performance by respect encouragement and tradition. The model of leadership clearly follows our organizational pyramid with Vision, Values and Strategies at the top with the vision being the ultimate experience for the client, values of carrying out business with the client on an interpersonal level and strategy representing the internal Gold Standard program stringently carried out. Organizational competencies and capabilities are represented through the many leadership workshops and programs initiated to bring out the leader from within. Leadership competencies are carried out through interpersonal contact such as behavioral reinforcement and peer pressure. Through the valiant efforts of tenacious leadership the Ritz Carlton grew from one hotel in 1983 to 30 hotels by 1993. The organization if evaluated by the Michigan studies would clearly be labeled one that is about job centered leader behavior the main concern being paying attention to the job at hand and of utmost importance the client. Under Fiedler the Ritz Carlton follows a task oriented leadership style where the first priority is getting the job done and the second being developing solid relations with co-workers. With concern to the Hersey Blanchard Leadership Model the leadership style is one of selling where leadership provides d

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