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Research into the careers and salaries of financial controllers in the hospitality industry has shown continuing discrepancies between men and women. Analysis of the results of a survey indicates that the assumption that differentials are based purely on gender are somewhat simplistic and that it is in the nature of the work that men and women perform that the real reasons emerge. Women and men appear in general to undertake different types of job within hospitality financial management, those with higher status and hence pay being more likely to be held by men. Occupational segregation and educational level emerge as being major factors although ongoing social attitudes towards women’s employment have limited their progress. It is essential for these attitudes to change if the hospitality industry is to optimise the use of all skilled and trained financial managers to the benefit of the business.

This paper aims to explore the following question: does the industry context influence management attitudes towards being a professional?

Previous research has identified traits that define a professional. Using this framework, the features of a profession are explored from the perspective of hotel financial controllers. Primary research is used to further explore attitudes towards the achievement of these traits.

The characteristics of this particular industry do appear to impact on attitudes towards professionalism, from the perspective of organizations and the professional association, in comparison to more traditional professions. Although the industry desires to become more professional, there is unwillingness to promote career development and other approaches for hotel controllers. Individuals, however, wish to meet the desired traits and hence improve their personal status and careers.

This research has examined only one type of manager in hotels, and various contradictions have emerged. Other managers in hotels may also demonstrate certain characteristics influenced by the industry context that could be further explored, and further attitudes towards professionalism in the industry investigated.

Hotel companies must demonstrate commitment to their managers by investing in their development to improve levels of professionalism and hence profits. Professional associations can assist by providing appropriate courses at various levels, with a consequent increase in their own status as well as that of the industry.

Most previous research has focused on the profession rather than the industry context. This research raises questions as to the dominance of a particular industry on attitudes and hence on standards.

The purpose of this article is to investigate whether managers in hotels have sufficient financial skills to help them effectively manage their areas, within the context of a changing industry.

Additional findings from a series of recent research projects amongst hospitality financial controllers have been utilised to give an alternative viewpoint to those found from literature.

A review of literature identified a strong need for managers to have financial skills, but there is little recent evidence as to whether they actually hold these skills. Hotels are changing fast with pressure to maintain profits resulting in new approaches to management, but there is concern that the development of systems has meant an over‐reliance on these to control costs. Financial controllers consider that departmental and general managers do not have enough business skills – and finance skills in particular – to optimise costs and revenues and hence maintain profits.

The findings were based on a fairly small sample of respondents, utilising projects designed for alternative purposes. However, the findings raise questions as to the trust that hotel companies have placed in their systems and approaches.

If the concerns expressed by controllers are not addressed by hotels, then inevitably standards of control will suffer, costs will rise and hence profitability will be negatively affected

There has been little recent consideration of the realities and the impact of systems changes on management, the majority of earlier projects considering the need for skills rather than the actual possession of these amongst managers.

Recent reports focussing on the future of the global hospitality industry have identified that the key issues for management include the impact of new technology, a lack of availability of capital investment and increasing concern for the future of the environment. The hotel financial manager has emerged as being of major importance in maintaining the profitability of the unit and the company and plays an increasingly influential role as part of the management team. They must now identify the challenges for the future within their own working environment and develop the technological and personal skills necessary to manage in this new age.

Literature in the area of revenue (or yield) management concentrates largely on the operational issues of maximising revenues. The issues of profitability have been considered in recent years but practical attempts to implement an approach which recognises the profitability of different market segments have been problematic. This article considers the literature in the area of profitability and revenue management and then addresses the issues regarding its implementation. The need for accurate financial information is crucial and the provision of this relies on sophisticated systems which will analyse and predict appropriate data. Developments in technology are progressing rapidly and will provide the opportunity to expand the use of information for managers. Given the involvement of the finance function in the design and use of information systems their contribution to this development is now emerging as crucial to this process and the resultant increase in hotel profitability.

The hotel controller′s role has changed substantially over recent years, largely as a result of the economic recession, for which new skills and knowledge are required. Focuses on the lack of education and training for those currently in employment within the industry: current industry attitudes (as an effect of the recession) towards education; and training emphasizing expenditure on statutory items rather than on management development. Identifies a gulf between controllers and their head office superiors. Controllers indicated that their stated needs for training and education were not being met, whereas their superiors considered that the onus was on the controllers to be proactive in their own self‐development.

Hotel groups have expanded extensively over recent years, with key players now operating on a global basis. Presents a critical evaluation of the literature relating to the internationalization of hotel groups and previous success studies and prescriptive strategic management models in relation to multinational hotel groups. Addresses issues which include the measurement of internationalization, overreliance of profitability as a single measure of success and the dominance of western business cultures. Forwards proposals for a research framework designed specifically to investigate success in international hotel groups and to emphasize the need for “holistic” approach. Recognizes the need to research success using a multidisciplinary framework.

Thorough assessment of communication is of utmost importance for successful working with people with learning disabilities. Indeed, recent legislation now makes it incumbent on professionals working with people with learning disabilities to address issues of communication, both their own communication to clients and that of their clients. There are clear associations between learning disabilities, emotional, behavioural and psychiatric problems, and impaired communication. The nature of the communication impairments experienced by individuals with learning disabilities is likely to be complex, with cumulative and inter‐related features associated with the general developmental delay, the phenotypical presentation in a particular syndrome, the presence of specific linguistic impairments and the indirect impact of other difficulties on communication skills. A number of parameters need to be addressed in a communication assessment in order to take account of the complexity and dynamism of the communication process. They concern not only the underlying developmental and communication impairments affecting particular areas of functioning, but also many aspects of the wider context in which the communication takes place.