Search results

It is widely recognised that the small hotel sector of the British hospitality industry is an under researched area, even though small hotels dominate the business. While some internationally respected authors have considered the nature and extent of computing in small hotels, there is however a paucity of research in this important area. This paper aims to: critically evaluate the factors that determine the nature of computerisation – within the small Scottish hotels sector; understand how information technology/computing is used by these entrepreneurs; benchmark their usage with research undertaken with small Welsh, French and Greek hospitality entrepreneurs; and to establish the need for further research to understand variances.

This paper reports on the development of a general-purpose Eurocode-compliant component-based connection finite element for steel-to-steel joints in fire. The development begins by utilising the temperature-dependent connection component characteristics previously developed at the University of Sheffield to create a component-based connection finite element to model flush endplate connections. Subsequently the element was extended to a new connection type with high ductility, the reverse channel. The component models have been developed for the reverse channel under tension and compression. The element has been incorporated into the nonlinear global structural analysis program Vulcan, in which it has been used along with a static-dynamic formulation. The use of the element is illustrated by modelling a fire test at the University of Manchester in which reverse channel connections were used.

Fire hazards and full-scale structural tests have provided evidence that the beam-column connections of building frames are the weakest structural elements, which are vulnerable to fracture in fire. Connection fractures may lead to extensive damage or even progressive collapse. However, current design methods for connections are solely based on ambient-temperature behaviour, the additional forces and rotations generated in fire are not taken into account. The Structural Fire Engineering Research Group of the University of Sheffield is involved in a European-collaborative project which concerns the behaviour and robustness in fire of practical connections to composite columns. This includes two natural fire tests in a full-scale composite structure in Veselí, the Czech Republic. The Sheffield team was responsible for predicting the structural behaviour in the tests before they were conducted. This assessment was conducted using the specialist structural fire engineering FEA program Vulcan. This paper reports the results of this predictive analysis.

This paper details the results of research undertaken on middle management burn‐out in hotels within a 50‐mile radius of Cincinnati, Ohio, USA. The research explores the effect of variables such as gender, marital status, organizational and familial support on the degree of perceived burn‐out experienced by middle‐level managers associated with front‐line departments (reception, food and beverage service, housekeeping, etc.) in hotels. The study found that women experience a higher degree of burn‐out than men, as do single (unmarried) managers. Managers who perceive less family support also experience higher levels of burn‐out. A comparison of this study with similar studies undertaken in 1989, 1990 and 1993 shows that burn‐out has become more of a management problem. The 1999 figures show an average increase of 32 per cent from 1989 across the three dimensions of the burn‐out inventory used in this study.

Around 50 people a year commit suicide on London Underground by jumping in front of a train as it comes into a station. For the drivers involved, it is a shocking, and sometimes traumatic, event. Their employer has procedures in place to deal with the immediate aftermath of the event, but it also has an extensive structure in place to help the drivers deal with any feelings that come to surface in the days, weeks and months that follow.

In structural fire engineering, the importance of bolt assemblies is often overlooked. Connection design uses the temperature-dependent bolt strength-reduction factors prescribed in Eurocode 3, despite the existence of two distinct failure modes under tension; necking of the bolt shank, and thread-stripping. While literature exists to predict failure modes at ambient temperature, there is no method for failure mode prediction for elevated temperatures where ductility is critical to avoid collapse. Galvanised M20 structural bolt assemblies and bolt material from a single batch have been tested under tension at a range of temperatures and strain-rates typical of those experienced in fire. Turned-down bolt test data produced stress-strain curves characteristic of different microstructures at ambient temperature, despite a tempered-martensitic microstructure being specified in the standards. The failure modes of bolt assemblies were found to be dependent on the as-received microstructure at ambient temperature. At elevated temperatures, however, only thread-stripping was observed.

Since 1980, there has been an increasing interest in the area of innovation, entrepreneurship and economic development. While the role of educational institutions in the entrepreneurship/new venture creation process has been recognized, little research has been done, particularly outside the US, to identify the type and extent of involvement in this area by these institutions. Looks at the activities of European third‐level educational institutions in Western Europe, Sweden, Finland, Eastern and Central Europe, and some of the Republics of the former USSR. Universities in these geographic areas were surveyed regarding the extent (if any) of their activities in four primary areas of entrepreneurship: educational programmes; training programmes; research; and enterprise formation. There were 109 of the 227 institutions from 23 countries which responded ‐ a 48 per cent response rate. Institutions were more inclined to be involved in research than education, training and actual venture creation.

The purpose of this article attempts to portray the unique and complex role of library middle managers. This important and influential position can be a proving ground for new and old managers as libraries continue to evolve, adjust policies, introduce new services and meet the needs of their users. Circulation managers as influential middle managers are realistically depicted as busy, overwhelmed and isolated, but welcome the opportunity to provide leadership and enhance their professional development.

This viewpoint is solely based on the author's varied experiences and personal reflections as a circulation department head providing leadership alongside colleagues in a busy academic library.

Department heads as managers of circulation departments are pivotal positions in every library. Circulation heads performing as middle managers are responsible for a full range of administrative, managerial and organizational services. Circulation heads are well positioned as change agents simultaneously directing frontline staff members, policies and services while providing valuable insight to library administration. Yet, circulation managers experiencing constantly evolving responsibilities, are too often found to be caught in the middle negotiating inconsistencies. Successful circulation managers require an eclectic mix of essential skills initiating and deploying change, defining success, dealing with people, actively participating in professional development and providing leadership.

The study and research of library middle managers in public and academic libraries is practically nonexistent. As libraries increasingly create, adjust and reinvent library services, spaces and visions due to increasing digitization, in response to emerging online environments and new service models – middle managers and circulation librarians are excellent and proven pivots to negotiate and successfully implement this change.

As a crafted article written by a former head of a circulation department every staff member, student and librarian serving in access/borrowing/circulation departments should consult this article as required reading.

The voices of library middle managers are too often muted, not valued and rarely celebrated. This viewpoint article written in a conversational voice depicts circulation librarians as middle managers that bring value to all libraries and should be heard.

This paper depicts the opportunities and challenges faced by, as well as the skills and competencies required by librarians serving as circulation departments heads.

Over a two‐month period, the editor of this review has searched worldwide for the most interesting and useful media articles on the topic of strategic management for the July/August issue of Strategy & Leadership.

In addition to his own collection of finds, the editor sorted through suggestions by a team of veteran top managers and senior academics for new strategic concepts and actions.

The result is a surprisingly diverse set of media discoveries on such topics as market‐creating service innovation, service innovation, organizational DNA, Growth Champions, internal markets, innovation from internal markets, the brainstorming trap, an intellectual capital merchant bank, a new theory of scale, and Oracle's acquisition binge.

URL links and references have been provided for the articles so that managers can easily follow up this quick scan of the media by reading the articles in full.

Provides a snapshot of what managers are reading and a guide to trends and fresh thinking.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.