Essays on Managerial Qualities That Make a Successful Hotel and Hospitality Industry Coursework

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The paper "Managerial Qualities That Make a Successful Hotel and Hospitality Industry" is a good example of management coursework.   The hospitality diligence and in particular the higher segment hotels and restaurants provide the finest hospitality and enjoyment of fine quality foods and beverages. These services are regarded as a very special culture that governs the hospitality industry. The culture highly esteems and values hospitableness as a major central theme. Telfer, a renowned philosopher, explains hospitableness as a virtue that depends greatly on one’ s devotion and generous spirit than on proficiency.

While great rewards, moderate satisfaction and great opportunities hang on the manager’ s personal education and experiences, tremendous growth and optimum satisfaction for both customers and managers can only be achieved through substantive inherent values (Gehrels 2007: 37). Thus, the major concerns in the hospitality industry revolve around the managerial qualities that account for successful hotel and hospitality industry. In responding to this concern, this research material will explore various websites, books and journals that provide information regarding the management of the hospitality industry. The research method will rely entirely on questionnaires from managers, staff, and customers from a wide range of tourism companies, as well as market research. Literature Review Starting a hotel is not so much a difficult task as compared to finding the right and efficient resources to keep the business up and running.

In fact, an experienced manager oversees assets functionalities that range from guests’ absolute satisfaction to budget formulation, execution and monitoring to ensure the hotel prevails against stiff competitors. Subsequently, an average hotel manager must be involved in running the hotel operations, coordinating departments, attending to guests and ascertaining sufficient revenues as well as sales that afloat the business.

Hiring inexperienced and non-proficient staff exposes the business to hefty threats. It is therefore vital that a manager is capable of relating well with the guests and other staff members (Pathak 2014). Robert Rauch suggests that a manager with sturdy service leadership dexterities will easily allow the integration of the hotel’ s success plans to every management unit. If, supposedly, the most important items articulated on the list are to craft a vision, well-defined objectives and the right mindset. It then follows that such goals should be articulated particularly in writing for the whole staff and appropriate accountability for achieving every goal must be kept in place.

Equally important, when the manager exhibits positive approaches towards the achievement of every goal, success becomes more imminent (2014). An average general manager must be a people-oriented person exhibiting strong interpersonal and adequate skills in communication while maintaining a warming and patient attitude towards other employees and guests. They must possess leadership traits and an aptitude for understanding and resolving issues. Other important traits include; multi-tasking abilities, interpersonal skills, talents and financial proficiencies (Pathak 2014). Although studies on hospitality management are sparse and limited, a few types of research on other several branches of the hospitality industry present some important views.

In one of her writings on hospitality management, Kalargyrou identifies three essential traits that any successful manager should possess; innovation, inner values and stewardship. She further adds that in order for any industry to prevail against any antagonistic force during market shifts, a manager in the hospitality industry must be able to accurately interpret the changes around them and have the ability to effectively respond to these changes by executing the right and most profitable response.

Such capabilities are essential in fostering trust and confidence between subordinates and guests while creating an all-inclusive work environment (Kalargyrou 2009: 29).

Bibliography

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Ackrill, R. et al. (2010). General Considerations On Leadership In The Hospitality Industry.Conceptual Analysis And Practical Studies. Timisoara Journal of Economics, 3(4), p.216.

Al-Ababneh, M. (2013). Leadership Style of Managers in Five-Star Hotels and its Relationship with Employee’s Job Satisfaction. International Journal of Management & Business Studies, 3(2), p.94.

Gehrels, S. (2007). How Hospitality Industry Managers’ Characteristics Could Influence Hospitality Management Curricula. The Electronic Journal of Business Research Methods, 15(2), p.37.

Hinkin, T. (2011).Becoming a Leader in the Hospitality Industry.Cornell University School of Hotel Administration.

Jami, H. A., Ahanchian, M., Mahram, B., & Pakmehr, H. (2012). System of educational and qualification-based management: a meta-analysis about management models on the basis of competency. Procedia-Social and Behavioral Sciences, 46, 4751-4755.

Kalargyrou, V. (2009). Leadership Skills and Challenges in Hospitality Management Education. Ph.D. University of Nevada, Las Vegas.

Kim, Y., Kim, S. S., Seo, J., & Hyun, J. (2011). Hotel Employees' Competencies and Qualifications Required According to Hotel Divisions. Journal of Tourism, Hospitality & Cul-inary Arts, (3).

Martínez-Ros, E., & Orfila-Sintes, F. (2012). Training plans, manager's characteristics and innovation in the accommodation industry. International Journal of Hospitality Management, 31(3), 686-694.

Pathak, M. (2014). What Qualities Should a Hotel’s General Manager Possess? - Hotel Property Management System Software. [online] Hotel Property Management System Software. Available at: http://www.hotelogix.com/blog/2014/10/29/what-qualities-shloud-a-hotels-general-manager-possess/ [Accessed 15 Apr. 2015].

Sheppardson, C. and Gibson, H. (2011).Leadership and entrepreneurship in the hospitality industry. Oxford: Goodfellow Publishers.

Tracey, J. and Hinkin, T. (1994).Transformational Leaders in the Hospitality Industry.Cornell Hotel and Restaurant Administration Quarterly, 35(2), p.18.

Vogel, M., Papathanassis, A., & Wolber, B. (Eds.). (2012). The business and management of ocean cruises. Cambridge, MA: CABI.

Appendix

Alyson, J. (2015). Qualifications Required for Hotel Management. [online] Work -Chron.com. Available at: http://work.chron.com/qualifications-required-hotel-management-13163.html [Accessed 15 Apr. 2015].

BABAITA, C., SIPOS, G., ISPAS, A. and NAGY, A. (n.d.). Leadership style and culture for innovation in hotel industry. In: 5th WSEAS International Conference on Economy and Management Transformation. [online] Timisoara, Romania: West University of Timisoara, pp.526-527. Available at: http://www.wseas.us/e-library/conferences/2010/TimisoaraW/EMT/EMT2-16.pdf [Accessed 15 Apr. 2015].

Newman, D., Moncarz, E. S., & Kay, C. L. (2014). Factors Affecting Lodging Career Success: An Analysis of Management Philosophies. Journal of Quality Assurance in Hospitality & Tourism, 15(1), 1-18.

Rauch, R. (March 7, 2014). Hospitality Industry Service Leadership. - Friday, 7th March 2014 at 4Hoteliers. [online] 4hoteliers.com. Available at: http://www.4hoteliers.com/features/article/8207 [Accessed 15 Apr. 2015]

Tarí, J. J., Molina-Azorín, J. F., Pereira-Moliner, J., López-Gamero, M. D., & Pertusa-Ortega, E. M. (2014). Quality Management and Performance in the Hotel Industry: A Literature Review. In Action-Based Quality Management (pp. 1-12). Springer International Publishing.

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