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Organisational culture has become a phenomenon increasingly demanding attention from responsible managers. This article provides a framework for understanding organisational culture, and describes three roles restaurant managers must perform in order to develop culturally sensitive and competent organisations: cultural spokesperson, cultural assessor, and facilitator of cultural modification. Extensive illustration of these three roles is provided from a study of restaurant chains.

Describes a study undertaken to assess how private club managers perceive the relative effectiveness of alternative training methods to attain specific types of training objectives. Data were obtained from 123 club managers who were members of the Club Managers Association of America. Participants rated the effectiveness of 16 alternate training methods for potential use in six different types of training situations. Training methods studied included case study, video‐tape, lecture, one‐to‐one, role play, games, computer simulations, paper and pencil, audiotapes, self‐assessment, movies/films, multi‐media, audio, computer and video conferencing and sensitivity training. Training objectives studied were knowledge acquisition, changing attitudes, problem solving, interpersonal skill development, participant acceptance and knowledge retention. Analysis of data indicated that one‐to‐one training is the preferred method to attain all objectives except interpersonal skill development.

This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five‐competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA).

A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list.

This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry.

This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings.

Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual‐creative, interpersonal and leadership competency domains for private club managers.

Compares the findings of two studies conducted to investigate the ranking of content domain areas of club management and management competencies necessary for success in private club management. A comparison is made between rankings for present and future success. The findings indicate areas for individual manager preparation and organizational program development.

The hospitality industry attracts a wide variety of workers from a number of different labor markets. Since the world is growing smaller with advanced technologies, finding required labor around the globe has become much easier than ever before. Therefore, considering only locals as a source of labor maybe an outdated recruitment strategy. Continued globalization of the free market economy will encourage the migration of international labor. This paper discusses international labor markets and the migration of labor forces in the hospitality industry worldwide. It proposes that current trends and patterns of worldwide population growth need to be accounted for in developing strategies for addressing labor shortages.

The purpose of this study was to update previous studies conducted on important managerial competencies used by private club managers by examining the importance and frequency of use of management competencies applied to the private club industry.

A sample of 800 randomly selected private club managers was used for this study. The study included only active members of the Club Managers Association of America (CMAA).

The results indicate a change in what club managers do between 2002 and today. Except the added competency domains, results are very similar to previous studies. Accounting and finance, human resources and food and beverage competencies remain highly important as well as the most frequently used. The overall importance rating of the leadership domain was categorized as an essential competency with a mean score over 4.50. The other competency domains/clusters overall ratings were categorized as considerably important managerial competencies with mean scores between 3.50 and 4.50.

This paper will help clubs provide appropriate training programs for management staff and also provide a basis for CMAA to develop new professional development programs that would meet manager needs for developing competencies needed for the future.

Managerial competencies are viewed as a snapshot in time in a sense that these studies must be updated over time to incorporate new roles and trends within the industry. The results of this study were compared to previous studies conducted on club manager competencies to see if important managerial competencies changed over time.

The purpose of this research paper is to describe the results and implications of the training professionals' competencies in the hospitality industry in the USA.

A qualitative implicit method, in‐depth interviews using pictures were conducted with ten training professionals, where metaphors were widely used and links between concepts were identified. The qualitative software Atlas ti was used in creating a consensus map: a display showing the required competencies of training professionals in hospitality.

The training competencies that resulted from the current study are imperative for the effectiveness of training and development such as teamwork, inspiration‐motivation, creativity, mentoring, keeping current, proactiveness, active listening, staying healthy, training measurement, consistency, and love and passion for the profession.

In‐depth interviews using pictures is an implicit research technique that attempts to reveal the unconscious thoughts and opinions of training professionals. The study took place in Las Vegas, Nevada, a unique tourist destination, and the interviewees were employed by large hotel‐casino corporations. Future studies need to research different sizes of hospitality institutions and different tourist destinations.

Human resources management can use the outcome of the study as a guide for compiling competency‐based job analyses for training positions, and consequently recruit and appraise training professionals based on these job specifications. Moreover, the outcome of the paper can be proven beneficial not only for hospitality executives, and future and current training professionals, but also for educators since training and teaching show‐case many similarities.

Improved and efficient training will result in lower employee turnover since employees will rate higher in job satisfaction and consequently that will result in better customer service and returning business for the company; a win‐win situation for all involved stakeholders in a hospitality company.

Both hospitality executives and future and current training professionals should find these research results most interesting as they reveal the necessary competencies that will enable them to best train and develop hospitality employees.

Concentrates on gender discrimination and sexual harassment in the restaurant industry. Outlines the definition of sexual harassment in law and the types of sexual harassment which can occur. Covers the Ontario human rights code and the Disability Discrimination Act. Gives some statistics to reflect the current state of the problem. Provides some examples of current good practices within the industry. Concludes with recommendations of policies which employers should adopt if they wish to avoid litigation.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Evaluates changes in the welfare system in Sweden, the UK and the USA over a decade, basing arguments on the divergence of economic globalization and domestic forces. Presents brief economic snapshots of each country, stating quite categorically that the welfare state is an impediment to capitalist profit‐making, hence all three nations have retrenched welfare systems in the hope of remaining globally economically competitive. Lays the responsibility for retrenchment firmly at the door of conservative political parties. Takes into account public opinion, national institutional structures, multiculturalism and class issues. Explores domestic structures of accumulation (DSA) and refers to changes in the international economy, particularly the Bretton Woods system (Pax Americana), and notes how the economic health of nations mirrors that of the US. Investigates the roles of multinationals and direct foreign investment in the global economy, returning to how economic policy affects the welfare state. Points out the changes made to the welfare state through privatization, decentralization and modification of public sector financing. Concludes that the main result has been an increase in earnings inequality and poverty.