Managerial Areas of the Hospitality Industry

Order Number	636738393092
Type of Project	ESSAY
Writer Level	PHD VERIFIED
Format	APA
Academic Sources	10
Page Count	3-12 PAGES

Instructions/Descriptions

Managerial Areas of the Hospitality Industry

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528 Part VI Managerial Areas of the Hospitality Industry

Coordination of various functions and areas is critical in exceeding guest expectations. Room service requires the coordination of a variety of people, including those who take the order from the guest, kitchen personnel who cook the food, and, of course, those who deliver the meal and later retrieve the tray and dishes. Contingency Plan

Top managers give a lot of thought to designing an appropriate structure. What that appropriate structure is depends on the organization’s strategy, size, technology, and degree of environmental uncertainty. Structure should follow strategy and be closely linked.

An organization’s size generally affects its structure. Larger organizations tend to have more specialization, departmentalization, centralization, and rules and regulations than do small organizations. If there are 30 associates at one hospitality company and 300 at another, then the one with 300 will have more departments and be more mechanistic.

Every organization has some form of technology that relates to structure. Consider a hotel company that has a central reservations center. It can hold the inventory of all the hotels in the chain and be far more efficient in offering available rates and rooms to callers and also make the inventory available to travel agents and Internet travel organizations. A central reservations center can also do a better job of controlling and maximizing revenue for the available rooms than many decentralized centers.

Technology has enabled restaurant chains to transfer data and store menus and operations and training manuals via the Internet. In some cases this has led to a change in organizational structure. In the hospitality industry, technology has tended to help the existing structure perform better—sometimes with fewer associates. A convention center may have the latest software program for reserving and allocating space, but it will not significantly change the organization’s structure; someone must take the guest requests and enter them into the program.

Contingency factors deal with what hospitality organizations refer to as the wbat-ifs. What if such-and-such happens? The company plans and organizes for several possible outcomes. After the terrorist attacks on September 11, 2001, many hospitality companies immediately planned and organized for a drastic drop in business. Departments were greatly reduced, reorganized, or even closed in an effort to reduce the losses.

Contemporary Organizational Designs

Team-Based Structures

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In response to competitive market demands for organizations that are lean, flexible, and innovative, managers are finding creative ways to structure and organize work and to make their organizations more responsive to guest needs. The first of the contemporary designs is a work team structure; either the complete organization or a part of it is made up of teams that perform the duties necessary to delight

Centralization

Decentralization

530 Part VI Managerial Areas of the Hospitality Industry

Matrix Structure

Chapter 16 Organizing 531

Team-Based Structure

^M^m ^mo^r

528 Part VI Managerial Areas of the Hospitality Industry

Coordination of various functions and areas is critical in exceeding guest expectations. Room service requires the coordination of a variety of people, including those who take the order from the guest, kitchen personnel who cook the food, and, of course, those who deliver the meal and later retrieve the tray and dishes. Contingency Plan

Top managers give a lot of thought to designing an appropriate structure. What that appropriate structure is depends on the organization’s strategy, size, technology, and degree of environmental uncertainty. Structure should follow strategy and be closely linked.

An organization’s size generally affects its structure. Larger organizations tend to have more specialization, departmentalization, centralization, and rules and regulations than do small organizations. If there are 30 associates at one hospitality company and 300 at another, then the one with 300 will have more departments and be more mechanistic.

Every organization has some form of technology that relates to structure. Consider a hotel company that has a central reservations center. It can hold the inventory of all the hotels in the chain and be far more efficient in offering available rates and rooms to callers and also make the inventory available to travel agents and Internet travel organizations. A central reservations center can also do a better job of controlling and maximizing revenue for the available rooms than many decentralized centers.

Technology has enabled restaurant chains to transfer data and store menus and operations and training manuals via the Internet. In some cases this has led to a change in organizational structure. In the hospitality industry, technology has tended to help the existing structure perform better—sometimes with fewer associates. A convention center may have the latest software program for reserving and allocating space, but it will not significantly change the organization’s structure; someone must take the guest requests and enter them into the program.

Contingency factors deal with what hospitality organizations refer to as the wbat-ifs. What if such-and-such happens? The company plans and organizes for several possible outcomes. After the terrorist attacks on September 11, 2001, many hospitality companies immediately planned and organized for a drastic drop in business. Departments were greatly reduced, reorganized, or even closed in an effort to reduce the losses.

Contemporary Organizational Designs

Team-Based Structures

[Order Now]

In response to competitive market demands for organizations that are lean, flexible, and innovative, managers are finding creative ways to structure and organize work and to make their organizations more responsive to guest needs. The first of the contemporary designs is a work team structure; either the complete organization or a part of it is made up of teams that perform the duties necessary to delight

Centralization

Decentralization

530 Part VI Managerial Areas of the Hospitality Industry

Matrix Structure

Chapter 16 Organizing 531

Team-Based Structure

^M^m ^mo^r

Managerial Areas of the Hospitality Industry

RUBRIC

Excellent Quality

95-100%

Introduction

45-41 points

The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed.

Literature Support

91-84 points

The context and relevance of the issue, as well as a clear description of the study aim, are presented. The history of searches is discussed.

Methodology

58-53 points

With titles for each slide as well as bulleted sections to group relevant information as required, the content is well-organized. Excellent use of typeface, color, images, effects, and so on to improve readability and presenting content. The minimum length criterion of 10 slides/pages is reached.

Average Score

50-85%

40-38 points

More depth/information is required for the context and importance, otherwise the study detail will be unclear. There is no search history information supplied.

83-76 points

There is a review of important theoretical literature, however there is limited integration of research into problem-related ideas. The review is just partly focused and arranged. There is research that both supports and opposes. A summary of the material given is provided. The conclusion may or may not include a biblical integration.

52-49 points

The content is somewhat ordered, but there is no discernible organization. The use of typeface, color, graphics, effects, and so on may sometimes distract from the presenting substance. It is possible that the length criteria will not be reached.

Poor Quality

0-45%

37-1 points

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75-1 points

There has been an examination of relevant theoretical literature, but still no research concerning problem-related concepts has been synthesized. The review is just somewhat focused and organized. The provided overview of content does not include any supporting or opposing research. The conclusion has no scriptural references.

48-1 points

There is no logical or apparent organizational structure. There is no discernible logical sequence. The use of typeface, color, graphics, effects, and so on often detracts from the presenting substance. It is possible that the length criteria will not be reached.