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Human Resource Management in the Hospitality Industry, 2004.
Critical appraisal of the historical development and future direction of human resource management in the hospitality industry.
5,050 words (approx. 20.2 pages), 30 sources, APA, AU$ 137.95
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Abstract
This paper emphasizes the importance of integrating business strategy and human resource management and then identifies three different aspects of their integration. The paper goes on to look at how the integration of business strategy and human resource management applies to the hospitality industry and looks at the different strategies that have been used in this industry.
From the Paper
"The practices of people management have received additional importance due to the present emphasis on the renewed interest in human resources. Traditionally, there has always been a dividing line between operational managers and personnel managers who are now called human resource managers. In the United States the function of personnel management has been a recognized function since the National Cash Register Company had opened their personnel office in the 1890s. The American personnel managers have always closely identified themselves with the objectives of the organization and this may be considered as a unitary tradition. With this tradition, it was natural that Human Resources Management emerged in a very smooth manner. Some of us had however felt that personnel management also insisted on being called as human resources management by some companies was not really a relevant management function and served only to throttle the natural flair, initiative and creativity of the people. (The Independent, 12 May, 1994)."
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Management in the Tourism and Hospitality Industries, 2002.
Analyzes the use of operations management in the hospitality and tourism industries.
1,686 words (approx. 6.7 pages), 15 sources, APA, AU$ 58.95
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Abstract
This paper defines the term "operations management" and explains how this type of management came about. It talks about how operations management, at one time applied only to products, now applies to services as well. This change has allowed the tourism and hospitality industries to rely on operations management, even though its original concept of derived from production environments. The paper goes on to discuss the way operations management is utilized in the tourism and hospitality industries and why it is so important to these industries. The case of Marriott International is used to illustrate the points made by the paper.
From the Paper
"During the 20th century, management was considered to be the domain of those at the top of the company making decisions and strategizing for the short and long term. With the emergence of the scientific management school of Frederick Taylor and Henry Ford, a new breed of managers became dominant in organizations. Over the years, the trend changed to give rise to a new school of management that would allow the top management to oversee the staffs while they are working as well as resolve problems and issues on the spot. The basic premise had been to allow decision makers to interact with staffs in their day to day activity and be able to fully realize the implication of their decisions."
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Entrepreneurial Management in the Hospitality Industry, 2006.
An analysis of entrepreneurialism within rooms division management.
2,180 words (approx. 8.7 pages), 9 sources, MLA, AU$ 72.95
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Abstract
This paper studies the role of entrepreneurialism within the hospitality industry, particularly the rooms division management. The paper argues that despite the current success of the industry, entrepreneurialism and initiative are essential to its continued growth. The paper begins with an overview of the field of rooms division management, which includes responsibilities over revenue management, profitability, front office operations and the lodging and guest cycle. The paper then defines entrepreneurial management as building sustainable business through a continuous process. Included in this, according to the paper, is a reliance on management teams. The paper demonstrates how these operations require an entrepreneurial mindset based on the ability to "think outside the box". Examples focus on traditional financial management and yield management.
Introduction
Entrepreneurial Thinking
Leadership vs. Management
Traditional Financial Management
Yield Management
Conclusion
From the Paper
"Entrepreneurial thinking offers ways of looking for different and new solutions. For Rooms Divisions Managers, this means looking past the traditional needs for hospitality-related services and finding proactive ways to secure higher revenues both now and in the future. People in management positions must think entrepreneurially in order to improve profitability, enhance guest relations, and strengthen the establishment's position in the community (Carwright, 2002).
It takes entrepreneurial thinking to overcome obstacles before they become problems. The Rooms Divisions Manager must have superior business as well as personal strengths such as good communication skills, the ability to promote teamwork and a sense of confidence and authority (Carwright, 2002)."
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Trust between Management and Physicians in Hospitals, 2005.
A look at the need for, yet lack of, trust between physicians in hospitals and hospital management.
882 words (approx. 3.5 pages), 2 sources, MLA, AU$ 33.95
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Abstract
This paper describes the conflict between the inherent objectives of hospital administrators and hospital physicians and how this conflict is the source of the erosion of trust between the two groups. The paper explains that the administrators' goals of conserving resources and containing hospital costs conflict with those of the doctors. It explains that the doctors' goal is to provide their patients with the highest quality care possible and that methods for dealing with this conflict have thus far been inadequate and may even compromise patient care. The paper then suggests that the best way to deal with the problem would be to hire high-quality trainers to conduct world-class, trust-engendering seminars for management and doctors, since none of the current methods for creating trust between doctors and management seem to be effective.
From the Paper
"As for administrators, their sense of trust with physicians, Succi asserts, boils down to one area - "cost/quality management." When alluding to costs of providing services to patients, therein lies a very important factor in running a hospital, and there is little doubt that administrators are keenly interested in keeping costs from rising out of sight. And since hospital administrators are "rewarded for conserving resources and containing hospital costs" and physicians are gaining credibility for offering ever-higher levels of care, Succi believes these two conflicting concepts create an erosion of trust."
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Management Strategies for Hospital Mergers, 2006.
A research paper looking at the best management strategies to implement when large corporations merge or acquire small hospitals.
7,216 words (approx. 28.9 pages), 12 sources, MLA, AU$ 172.95
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Abstract
This paper explains that hospital mergers can only be successful if the employees left to handle the healthcare are productive and that this requires the use of successful management styles. The paper further explains that there are several management theories used in business but some are more productive than others depending upon the type of organization to which they are applied and how they are applied. Finally, the paper examines these theories in an effort to promote a better understanding of the vital role management plays in employee motivation.
Table of Contents
Research
Competition
Privatization
Successful Management Styles
Information Systems
From the Paper
"As early as 1989, the issue of hospital mergers was widely debated, and mergers were taking place at a rapid rate. The overall goal of these mergers was to lower costs while maintaining quality and accessible medical care, using health care cost controls such as voluntary rate setting, the use of professional standards review organizations and state run certificate of need legislation. At that time it was felt that the market approach was working because of the emergence of free standing urgent and ambulatory care centers as a direct response to the requests of consumers and insurers. As of 1986, 40 percent of hospitals in the United States were considering merges."
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Managing Hospitality Employees' Customer Service Stress, 2000.
4,900 words (approx. 19.6 pages), 18 sources, AU$ 133.95
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Abstract
A lengthy and detailed examination of employee stress, particularly in the hotel and food industries. Includes a physiological explanation of stress, an analysis of the various types of stress, and several techniques for stress-management.
From the Paper
"Customer Service in any industry is not easy. Everyday interaction with people addressing their needs, wants and frustrations requires the skills of tact, diplomacy and a positive attitude combined with knowledge and flexibility. As a primarily service-based industry, this is very obvious in the hospitality industry. It presents an ongoing challenge based in the fact that every situation is different because each customer is different, and the employee has virtually no control over what attitudes, needs, expectations and experiences any one guest may bring to the situation."
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Hospitality Management, 2002.
An introduction and summary of hospitality management.
13,100 words (approx. 52.4 pages), 0 sources, MLA, AU$ 267.95
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Abstract
This paper examines the hospitality industry, one of the largest industries in both global and national contexts. It looks at how the industry is composed of fifteen segments including lodging (hotels), commercial food service (restaurants and catering), institutional food service, casinos, cruise lines, travel agency services, event services, convention hosting, arena services, sport complex management, resorts, parks, clubs, tourism and transportation services related to the other segments of the industry. It show how this complex industry accounts for more jobs, sales and tax revenues than any other single industry in most countries and how the segments of the hospitality industry are interdependent and rely on one another for overall success.
Outline
Introduction
Defining Hospitality
Importance of Industry
Structure of Text
Tourism, Travel and the Hospitality Industry
Status of the Industry
Importance to Hospitality
Agency Relations Trends
Property Development
Development
Design
Acquisition and Financing
Creating Value
Brand Management
Franchising
International Operations
Tourism, Travel and the Hospitality Industry
Status of the Industry
Importance to Hospitality
Agency Relations
Trends
Property Development
Development
Design
Acquisition and Financing
Creating Value
Brand Management
Franchising
International Operations
Strategic Management
Industry Relationships
External Environment
Importance of Change
Planning
Finance Management
Revenue Control
Yield Management
Cost Control
Financial Statement Analysis
Balance Sheet
Income Statement
Cash Flow Statement
Legal Issues
Contract Law
Liability Exposure
Diversity Issues
Discrimination Law
Employment Law
Information Management
Computer Systems
Data Management
Data Analysis and Application
Operational Technology
Check-In and Check-Out
Security Technology
Guest-Oriented Technology
Guest Room
Technology
Special Facilities
Operations Management
Security and Loss Prevention
Sanitation Issues
Maintenance Management
Energy Management
Organizational Management
Organizational Structure
Organizational Behavior
Organizational Communication
Organization of Work
Human Resource Management
Functions
Recruitment and Retention
Compensation Management
Marketing Management
Planning
Strategy Development
Promotion
Sales Management
Developing Customer Value
Lodging Management
Food and Beverage Management
Casino Management
Event Management
Conventions
Conferences
Resort Management
Professional Standards
Codes of Conduct
Best Practices
Benchmarking
From the Paper
"In 1988, tourism once again began a rise. This time, however, the crisis in the Middle East that eventually erupted into the Gulf War brought tourism to a screeching halt. When the Gulf War ended, tourism was once again expected to begin a growth phase. By that time, however, the United States had entered into another economic recession, and economic activity in most of the other industrial nations had begun to slow. At that time, recovery in the travel industry was not expected to occur until the mid-1990s."
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Affirmative Action and Hospitality Management, 2004.
An exploration of several aspects of affirmative action and how they impact the field of hospitality management.
1,716 words (approx. 6.9 pages), 13 sources, MLA, AU$ 59.95
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Abstract
This paper examines how affirmative action trends are changing the way management in the field is handled, as well as the way decision makers work in their field. Affirmative action is a program by which companies and schools are mandated to encourage and promote diversity. In particular, it discusses how, because of the impact the industry has on the world economy, it is important to follow the affirmative action trends in the hospitality management field closely. It shows how affirmative action trends within this industry continue to promote diversity in both hiring practices and the decisions to promote from within and how affirmative action is a positive element in this field due to the diversity it deals with on a daily basis throughout the world.
From the Paper
"There are several aspects to affirmative action programs that have been developed over the years. The trends have driven the changes and the changes have driven the trends until today, there are several aspects of affirmative action that are used consistently. One can accept at this point in history that there are different races and cultures in almost all work place situations including the field of hospitality management. There are other things however that continue to encourage affirmative action in the field. One of the things that continues to support affirmative action is the concept of the golden rule. Treating others as one would like to be treated is one way that affirmative action continues to be supported today."
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Hospitality Management Education, 2004.
This is a research paper to determine if preparation at a hospitality school or participating in an educational program for hospitality may better prepare students for a first full-time job in the industry.
6,830 words (approx. 27.3 pages), 9 sources, APA, AU$ 166.95
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Abstract
This paper explains that the explosive growth in the hospitality industry demands highly-qualified people trained in hospitality management to fill rapidly opening positions. The author points out that the research indicates that attributes are not the key to selecting a career in the hospitality industry. The paper concludes that the "graduate image" was not always accepted as being valuable, and often students felt they had to prove themselves more because they had an education.
Table of Contents
Statement of Objectives
Hypothesis of Study
Scope and Delimitations
Introduction
Background
Methodology
The Study Model
Literature Review
Summary
From the Paper
"Clearly with these companies and many others, certification is becoming a requirement for practice. Maintaining and enhancing the industry's professional certification programs have one central purpose according to Karen Giles, the Vice President responsible for certification programs, "To increase the value of certification so that in turn, certification raises the professionalism of the entire hospitality industry and everyone who works within it. Certification and the standards of competency it brings will help the hospitality industry become recognized as the profession it is. By defining a body of knowledge necessary for each hospitality position, certification gives everyone, from housekeepers to general managers, concrete goals to strive for and a way to benchmark their personal successes.""
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Hospital Management, 2002.
A study of hostiptal managers' techniques in increasing employee moral.
2,450 words (approx. 9.8 pages), 6 sources, AU$ 80.95
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Abstract
This paper examines the challenge of hospital mangers to maintain employee morale while restructuring their organization. It offers techniques for managers to understand their specific hospital's situation. The paper looks at the dwindling financial support as a result of the slowing economy that forces mangers to lower their human resource budget, and illustrates the need to motivate the remaining staff as they have a heavier work load.
From the Paper
"What are the different ways that hospital managers can increase employee morale after downsizing or "restructuring"? To understand how to increase employee morale, we need to first understand the reason behind hospital downsizing. In the past few years, hospitals have received less funding, due to the rest of the slowing economy. That is the bottom line. So, in order to keep operating, hospitals have had to decrease the work force and other costs. But, they didn't decrease the workloads...in fact, workloads have increased because the work force has decreased, which left more work for the surviving employees. And, when there is less staff to admit patients, patients suffer by not getting the care they need right away while waiting to be admitted."
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Hospital Management Case Study, 2005.
This paper is an analysis of a critical thinking case study: "Let It Pour - My First Assignment as Executive Assistant".
2,325 words (approx. 9.3 pages), 6 sources, APA, AU$ 76.95
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Abstract
This paper states that the position of the hospital is that it lacks skilled management. The author points out that the organization seems no longer to believe in the premises for which it was established as reflected in the differences in the opinions of various people on the Board of the organization and in the inability of the CEO to control these differences. The paper relates that the CEO is not able to manage the differences in opinion among the hospital staff and there is a laxity in not fixing the rules under which the staff has to operate in terms of medical and financial operations especially in the area of medical insurance.
From the Paper
"The thinking of the CEO is clear from his statement saying "I report directly to the Board of Directors of the Faith Foundation. Its diversity alone represents a kaleidoscope of thinking and decision-making. The grand point of commonality among the Board members is their support of the purpose, values, and survival of Faith Hospital." (Let It Pour: My First Assignment as Executive Assistant) The problem is thus not only in the hospital but goes even further and it goes to the Board. The Board embers do not have identical opinions about the method of running the hospital and this means that the differences of opinion will percolate down. At the same time, they all want the hospital to continue operating, but this is difficult if they do not have unanimity in thinking or decision making."
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Hospitality Human Resources Management, 2006.
A discussion regarding issues with human resources in the hospitality industry.
900 words (approx. 3.6 pages), 1 source, AU$ 37.95
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Abstract
This assignment involves several questions and answers regarding hospitality human resources management issues. The questions include developing a career plan and developing talent. A third question involves writing a case study. This case study involves a general manager of a hotel who has issues with the night manager. The night manager, Todd, might be using the Internet, which is against company policy.
From the Paper
"James must first determine his current strengths and weaknesses, in terms of both knowledge and ability. This step requires that James engage in critical thinking and honest assessment. If he does not possess information to do so immediately, it would be helpful for him to learn more by taking some restaurant management or restaurant development courses to develop more theoretical knowledge. He might also interview several restaurant owners in regard to the steps that they took to open and to maintain their establishments. If he does so, it would be most helpful for him to interview people outside of his preferred restaurant type, as well as those who operate similar restaurants to what he wishes to open, in order to determine what skills are considered universal."
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Information Management for UCLA Neuropsychiatric Hospital, 2002.
This paper develops a knowledge management strategy for the UCLA Neuropsychiatric Hospital to be implemented by the hospital IMS department.
1,785 words (approx. 7.1 pages), 14 sources, APA, AU$ 61.95
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Abstract
This paper states that knowledge management involves the management of data in a way that transforms data into useful knowledge. This paper declares that almost all of the information developed by a hospital organization will relate in some way to specific patients. The author provides tables which illustrate the recommended logical and designs for the information system to support the knowledge management strategy for the UCLA Neuropsychiatric Hospital.
Table of Contents
Introduction
Developing a Knowledge Management Strategy
Designing the Knowledge Management Strategy
Information Requirements
Designing the Information Technology Support System
Implementing the Knowledge Management Strategy
Evaluating the Proposed Knowledge Management Strategy
From the Paper
"The soft systems analysis framework will provide the basis for the implementation of the knowledge management strategy for the UCLA Neuropsychiatric Hospital. This framework has nine stages. The stages of the implementation will be as follows: (1) systems analysis, (2) systems design, (3) equipment selection and acquisition, (4) programming, (5) testing and conversion, (6) installation, (7) operation, (8) maintenance and enhancement, and (9) follow up evaluation. The basis for soft systems analysis framework is a standard approach to problem solving."
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Management of Metropolitan Public Hospitals, 2004.
This paper discusses various aspects of the management of metropolitan public hospitals.
2,260 words (approx. 9.0 pages), 7 sources, APA, AU$ 85.95
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Abstract
In this article, the writer looks at various aspects of the management of metropolitan public hospitals. The writer discusses that many of the public hospitals are in a state of crisis. The writer also discusses that there are many threats in the health care industry that can have a negative effect on the viability of public hospitals.
From the Paper
"Many of the nation's public hospitals especially those in urban areas are in a state of crisis. Some have been or will be privatized, some are being sold to for-profit companies and others have simply been closed, as funds disappear and staff exits for more lucrative positions elsewhere. In the health care industry of today, numerous threats exist that can negatively impact upon the viability of public hospitals in metropolitan areas where they often represent the primary source of service ... "
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Performance Management in Human Resource Management, 2002.
Examines the issue of HRM and how it applies in the field of hospitals. Looks at how performance management (PM) is directly linked to HRM.
4,215 words (approx. 16.9 pages), 26 sources, MLA, AU$ 120.95
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Abstract
This paper examines the various functions of HRM. Issues examined include the overall importance of PM in strategic HRM, the rationale for implementing PM, the advantages, disadvantages, tasks and goals of PM and the relevance of PM in the specific environment created by hospitals. The literature examined demonstrates that performance management has evolved as one of the critical tasks of human resource management in this particular work setting.
OUTLINE
Introduction and Purpose
Description of Performance Management (PM)
Role of Human Resources Management (HRM) in PM
Purpose of Study: Centered in Hospital
PM and Quality
Standards of JCAHO
Goals of PM in Hospitals
PM in Hospitals and Health Care
Standards and Scope
Purpose and Goals
A Blueprint for PM in Hospitals
Issues in Hospital HRM/PM
Role of HRM
Appraisals
Education
Rewards/Incentives
PM. HRM. Training and IT
Information Technologies (IT) and their Impact
Continuous Quality Improvement (CQI)
Patient Care
Deficits and Challenges
Summary and Conclusions
Restatement of HRM Role
References
From the Paper
"Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement.
Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and to inform those affected by the standards about them (Katz & Green, 1997). It requires the judicious deployment of fiscal, human, and material resources. It speaks directly to issues related to quality and such traditional quality-oriented tasks as quality assurance, quality control, and continuous quality improvement (CQI). In such disparate settings as sales organizations, hospitals, automobile and other manufacturing facilities, and schools, PM is a vital element of a cross-sectional, organization-wide strategy for coping with uncertainty, managing change, and "growing" an organization while satisfying client and customer needs (Skinner & Mabey, 1997)."
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The Hospitality and Tourism Industry, 2004.
This paper discusses operations management in the hospitality and tourism industry.
1,710 words (approx. 6.8 pages), 16 sources, APA, AU$ 59.95
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Abstract
This paper defines operations management as the design, operation, and improvement of the systems that create and deliver the firm's primary products and services; the tourism or hospitality industry utilizes operations management techniques to increase efficiency. The author points out that operations management has become important in the hospitality industry because organizations in this sector are largely dependent on per-unit cost incurred and the resultant profit margins. The paper states that operations strategies may include reengineering processes, integration of better equipments, installation of electronic means of operations, enterprise resource plans, or simply revising the organizational operations strategy, such as supply chain management.
From the Paper
"A survey of the work environment at the different hotels indicate that operations constitute of management of occupancy; assessment of profitability based on current client traffic as well as from future traffic; it is about the management of the inventory through controlled monitoring; but most importantly it is about the management of the staffs who make the whole service process possible. Thus operations management in the hospitality industry put more emphasis on the relationship of the staff with the management and the clients. The correlation between is high as they are the variable that ultimately lead them to the achievement of organizational objectives."
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