The paper "Compare Different Management Styles within the Hospitality, Tourism and Events Industry" is a good example of a literature review on management. Management styles in the hospitality industry or elsewhere are best defined as the approach that managers adopt in motivating employees, providing direction, and implementing plans. The Hospitality industry, just like other sectors of the economy experience different management styles. Specifically, different factors affect the management style that individual managers adopt in their respective places of work. Among the influencing factors identified by Lucas (2004, p. 54) as having an impact on the choice of management style include the products or services being offered to the consumer market, the labor market, the status, structure, and the culture observed in the organization.
Ryan (1998, p. 31) on the other hand identifies the workplace size, operational constraints, market-based constraints, and personal beliefs and experiences as the main four factors affecting the type of management styles that managers in the hospitality industry adopt. Notably, managers are not entirely free to choose the management style that fits a particular scenario best; rather, they must consider how different factors in the internal and external environments will interact with different management styles before choosing the most ideal management approach. Among the factors that managers working in the hospitality industry have to consider include employees’ needs, consumer needs and demands, and the challenges posed by competitors.
This is in addition to the fact that different managers prefer or are naturally inclined to specific management styles. Just as individuals are different, so are their management styles. Notably, the type of style that a manager chooses to use affects the operational effectiveness witnessed in the hospitality establishment since it affects how employees respond to different situations in the workplace. According to Raguž (2007, p.
58), the hospitality industry has two main characteristics that affect the type of management styles adopted by managers: competition and guests. Competition affects the manager’ s willingness to adopt new hospitality products in order to attain quality and respond effectively to consumer needs.
Brookes, M. & Becket, N (2011) , ‘Internationalising hospitality management degree programmes,’ International Journal of Contemporary Hospitality Management, vol. 23, no. 3, pp. 241-260.
Erkutlu, H (2008), ‘The impact of transformational leadership on organisational and leadership effectiveness,’ Journal of Management development, vol. 28, no.7, pp. 708-726.
Gursoy, D., Maier, T. A., & Chi, C. G (2008), ‘Generational differences: an examination of work values and generational gaps in the hospitality workforce,’ International Journal of Hospitality Management, vol. 27, pp. 448-458.
Hunter, B., White, G. & Godby, J (2006), ‘What does it mean to be globally competent?’Journal of Studies in Higher Education, Vol. 10, no. 3, pp. 267-85.
Lee-Ross, D (2005), ‘Perceived job characteristics and internal work motivation,’ Journal of Management Development, vol. 24, no. 3, pp. 253-266.
Lucas, R (2004), Employment relations in the hospitality and tourism industries, New York, Routledge.
Mester, C., Visser, D., Roodt, G., & Kellerman, R (2003), Leadership style and its relation to employee attitudes and behaviour, SA Journal of Industrial Psychology, vol. 29, no. 2, pp. 72-82.
Nebel, E.C & Stearns, G. K (1977), ‘Leadership in the hospitality industry,’ Cornell University Quarterly, vol. 18, no. 3, pp. 69-76 (abstract), viewed August 26, 2011
Ogbeide, G, A. & Harrington, R. J (2011), ‘The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry,’ International Journal of Contemporary Hospitality Management, vol. 23, no. 6, pp. 719-738.
Raguž, I, V (2007), ‘The interdependence between characteristics and leadership style of managers in the hospitality industry in Burbrovnik-Neretva county: empirical research,’ Management, vol. 12, no. 2, pp. 57-68.
Ryan, R (1998), Managing to compete? Employment, work and labour relations in the hospitality industry in New Zealand, PhD Thesis, pp. 1-396.
Ryan, R (2006), ‘Action needed to reduce high turnover,’ Hospitality Magazine, viewed August 26, 2011< http://www.hospitalitymagazine.com.au/article/Action-needed-to-reduce-high-turnover/235037.aspx>
Somers, G., Cain, J., & Jeffrey, M (2011), Essential VCE business management units 1 and Amp; 2, Cambridge University Press, Cambridge.
Uhl-Bien, M., Marion, R., McKelvey, B ( 2007),’ Complexity leadership theory: shifting leadership from the industrial age to the knowledge era, The Leadership Quarterly, vol. 18, pp. 298–318.