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The nature of the hospitality industry makes particular demands upon its managers. Studies of personality characteristics provide little help in their education and development. It is more constructive to place emphasis on the balance of general attributes required of the successful manager. People are both a major resource and part of the finished product that the customer is paying for. This emphasises the importance of the social and human skills as a central focus of education and development of hotel managers.
The success of any organisation inevitably depends very largely on the staff it employs. The article sets out requirements for effective training – as assessment of needs, clear training policy, support of the management, co‐operation of the managers and adequate finance and resources. The results of a study of \ill\ organisations are reported, from which four levels of training were identified ‐output, task, performance and strategic. For most organisations, training was a low \ill\ low status activity, not an integral part of the business plan.
In hospitality operations customer satisfaction relies heavily ongroup‐based activities and the need for different departments to workclosely together. It is particularly…
In hospitality operations customer satisfaction relies heavily on group‐based activities and the need for different departments to work closely together. It is particularly important therefore to develop an organizational culture which encourages group motivation, harmonious working relationships and good teamwork. Culture is developed over time and is shaped in response to a complex set of factors. Raises a number of important questions relating to the culture of short‐life hospitality organizations.
An integrated model of management and managerial behaviour linked to the process of management development is presented. A conceptual base is provided for understanding…
An integrated model of management and managerial behaviour linked to the process of management development is presented. A conceptual base is provided for understanding relationships among areas of general management theory. The contrasting ideas of various writers are rationalised in terms of both organisational and social responsibilities of management. A useful framework for discussion and adaptation, and for identifying future areas of research is provided. Studies can concentrate on both the importance of each area of the model and on their interrelationships.
Based on the first‐hand experiences of two university lecturers who each spent a year lecturing at universities in the USA, starts with an overview of the US educational…
Based on the first‐hand experiences of two university lecturers who each spent a year lecturing at universities in the USA, starts with an overview of the US educational system including both high schools and universities and then concentrates on the differences in assessment strategies between UK and US higher educational institutions. Highlights the strengths and weaknesses of the two systems and assesses what the UK can learn.
Management is seen as a process common to all functions of an organisation. Clarification of objectives, planning, organising, directing and controlling Theory X and Theory Y as two extremes of management style are examined. The Blake and Mouton Managerial Grid, as a means of comparing styles, is discussed, as is Likert's four‐fold model of management systems. It is concluded that attention should be focused on the people‐organisation relationships.
Corporate Social Responsibility is a crucial element of today's company strategies. Today's heightened interest in the proper role of businesses in society has been…
Corporate Social Responsibility is a crucial element of today's company strategies. Today's heightened interest in the proper role of businesses in society has been promoted by increased sensitivity to environmental and ethical issues (http://en.wikipedia.org/wiki/Corporate social responsibility) . CSR is said to be good for society and good for business. Better understanding of the potential benefits of CSR for the competitiveness of individual companies and for national economies can help encourage the spread of CSR practice. Business and society are interdependent. The wellbeing of one depends on the wellbeing of the other, (http://www.societyandbusiness.gov.uk/html) Especially in big companies and corporations it's seen as a vital tool to promote and improve the public image. Companies are called “corporate citizens”. This study concentrates in three companies in Finland: forest industry, banking and market. This paper is a part of a dissertation about company values. Data is gathered by interviewing personnel in the head office and at the local level in companies with multiple hierarchial levels.
– Strategic Management and Corporate Finance.
Strategic Management and Corporate Finance.
Higher undergraduate and graduate levels.
The case demonstrates how a company can be able to manage corporate restructuring successfully and recover from receivership. Uchumi is a company incorporated in Kenya and listed on the Nairobi Securities Exchange (NSE). The case examines how Uchumi successfully recovered from receivership in 2006 owing to previous mismanagement and regained profitability after years of continued losses. A review of the company's management style and the role of the management in turning around the company are presented.
Expected learning outcomes
The case demonstrates how financially and operationally troubled corporations can be managed effectively, illustrates how corporate managers can manage corporate restructuring and receivership successfully, shows the applicability of Kotter's eight stages of leading changes successfully and other leadership approaches/theories and demonstrates the differences between the performance of a corporation before and after the restructuring process.
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