Net Bet Debt

The prospective high returns from gaming operations have introduced the Internet as a new competitor to the hotel and travel industry. With the dawn of the new millennium, am epidemic of gamblers has infected the virtual world and raised leagal problems yet to be solved.

Effects of Management-Development Practices on Hospitality Management Graduates' Job Satisfaction and Intention to Stay

Companies have long recognized the importance of training and developing their managers to prepare them for their short- and long-term careers. Formal management-development programs and other less formal means of management development abound in the hospitality industry. Therefore, one may ask whether the entry-level managers for whom these programs are designed perceive them to be effective. The present study explores management-development practices, procedures, and techniques, and their effects on job satisfaction and organizational commitment

File Control: The Heart Of Business Computer Management

In his study - File Control: The Heart Of Business Computer Management - William G. O'Brien, Assistant Professor, The School of Hospitality Management at Florida International University, initially informs you: “Even though computers are an everyday part of the hospitality industry, many managers lack the knowledge and experience to control and protect the files in these systems. The author offers guidelines which can minimize or prevent damage to the business as a whole.” Our author initially opens this study with some anecdotal instances illustrating the failure of hospitality managers to exercise due caution with regard to computer supported information systems inside their restaurants and hotels. “Of the three components that make up any business computer system (data files, programs, and hard-ware), it is files that are most important, perhaps irreplaceable, to the business,” O’Brien informs you. O’Brien breaks down the noun, files, into two distinct categories. They are, the files of extrinsic value, and its counterpart the files of intrinsic value. An example of extrinsic value files would be a restaurant’s wine inventory. “As sales are made and new shipments are received, the computer updates the file,” says O’Brien. “This information might come directly from a point-of-sale terminal or might be entered manually by an employee,” he further explains. On the intrinsic side of the equation, O’Brien wants you to know that the information itself is the valuable part of this type of file. Its value is over and above the file’s informational purpose as a pragmatic business tool, as it is in inventory control. “The information is money in the legal sense For instance, figures moved about in banking system computers do not represent dollars; they are dollars,” O’Brien explains. “If the record of a dollar amount is erased from all computer files, then that money ceases to exist,” he warns. This type of information can also be bought and sold, such as it is in customer lists to advertisers. Files must be protected O’Brien stresses. “File security requires a systematic approach,” he discloses. O’Brien goes on to explain important elements to consider when evaluating file information. File back-up is also an important factor to think about, along with file storage/safety concerns. “Sooner or later, every property will have its fire, flood, careless mistake, or disgruntled employee,” O’Brien closes. “…good file control can minimize or prevent damage to the business as a whole.”

The Development of an Ethical Strategy for Managers of International Hotels in Third World Countries

This article discusses some of the dilemmas of conscience that greet the international hotel manager in the Third World. It offers realistic and ethical guidelines for decision-making and problem-solving. Some of these guidelines require only common sense and good will to implement; others require a great deal of creativity, sensitivity, effort, and care; and a few will demand the courage to stand up for what is right in the face of competitive pressure.

Strategic Human Resources Management Performance Metrics for Unit-Level Managers: An Exploratory Study of U.S Casual Restaurants

Many restaurant organizations have committed a substantial amount of effort to studying the relationship between a firm’s performance and its effort to develop an effective human resources management reward-and-retention system. These studies have produced various metrics for determining the efficacy of restaurant management and human resources management systems. This paper explores the best metrics to use when calculating the overall unit performance of casual restaurant managers. These metrics were identified through an exploratory qualitative case study method that included interviews with executives and a Delphi study. Experts proposed several diverse metrics for measuring management value and performance. These factors seem to represent all stakeholders’interest.

Service Management Concepts: Implications for Hospitality Management

In - Service Management Concepts: Implications for Hospitality Management – a study by K. Michael Haywood, Associate Professor, School of Hotel and Food Administration, University of Guelph, Ontario, Canada, Associate Professor Haywood initially proffers: “The study and application of hospitality management has progressed on its own for many years; however, managers are not immune to the knowledge gained from study of other service industries. The author synthesizes what is happening in the area of service management, looks at its relevance to hospitality management, and identifies a few important implications of service management for hospitality managers.” The author draws a distinction between non-denominated service management, and service management as it applies to the hospitality industry. This is done to make an apparent comparison, as many people would assume the two are one in the same. They are not, and the contrast works well here. “While much of what we already know about effective management applies to service industries, some of the traditional concepts of management are inadequate in solving the problems faced by service businesses,” Haywood points out. “If a body of knowledge to be known as service management already exists, or is being developed, where does it fit relative to hospitality management,” Haywood asks. According to John Bateson, Testing a Conceptual Framework for Consumer Service Marketing, there are four criteria used to judge service management. Haywood details these for you, the reader, by way of citation. Haywood points to the difficulty in pin-pointing the intangibles that underpin the service industry. Since service is a concept rather than a touchable good, such as inventory, problems arise for both the organization and the client. Haywood points to a classic study of four service industries in France to illustrate the problems, although no realistic suggestions address the issues. “Over the past few years a variety of system models have been developed to explain the service process, that is, how the service is designed, produced, delivered, and consumed,” Haywood offers. These models are depicted in Appendices A-E. In offering perspectives on how the hospitality industry can gain from the experiences of service management, Haywood observes: “Service management places particular emphasis on a strategic outlook. Hospitality firms would be wise to carefully examine how they are perceived in the marketplace vis-a-vis their service concept, position, competitive situation, and management’s leadership abilities.” “Learning from the experiences of other service firms can help keep a company on track, that is, providing needed and valued services,” he closes the thought.

Mentors: Helping Younger Managers up the Hospitality Ladder

Mentoring is a centuries-old concept. However, in the hospitality industry, with its fast pace and high pressures, mentors can be of benefit in the training of younger managers before burnout The author discusses both the problems and benefits of mentoring, and how the system can work in the industry.

Perceptions of Discrimination Among Women as Managers In Hospitality Organizations

Women in hospitality organizations are moving up the corporate ladder at a pace significantly outdistancing their colleagues of a few decades ago, but women managers selectively perceive overt and covert discriminatory resistance, from chauvinism to carefully-contrived covert prejudicial treatment constructed to insure a no-win situation. The authors attempted to determine if these discriminatory practices against equally well-trained, qualified, and experienced hospitality women middle managers do affect their perception of their career growth as compared to male counterparts

Shopping for Computer Restaurant Management Systems

A myriad of computer management systems are available for the restaurant business. The author discusses all aspects of evaluating, purchasing, and using such systems for a restaurant operation.

Automating Hospitality Information: Network Technology and Systems Management

The local area network (LAN) interconnecting computer systems and soft- ware can make a significant contribution to the hospitality industry. The author discusses the advantages and disadvantages of such systems.

Front-of-the-House Computer Systems: A User's Guide

In a previous issue, DL Alan J. Parker presented a case for the smart utilization of microcomputers in the hospitality industry. But what should hotel managers of today look for when utilizing a full scale hotel computer system? This article attempts to aid the hotelier in compiling a series of functions which management should expect from any system chosen

Database As A Tool For Hospitality Management

In his discussion - Database As A Tool For Hospitality Management - William O'Brien, Assistant Professor, School of Hospitality Management at Florida International University, O’Brien offers at the outset, “Database systems offer sweeping possibilities for better management of information in the hospitality industry. The author discusses what such systems are capable of accomplishing.” The author opens with a bit of background on database system development, which also lends an impression as to the complexion of the rest of the article; uh, it’s a shade technical. “In early 1981, Ashton-Tate introduced dBase 11. It was the first microcomputer database management processor to offer relational capabilities and a user-friendly query system combined with a fast, convenient report writer,” O’Brien informs. “When 16-bit microcomputers such as the IBM PC series were introduced late the following year, more powerful database products followed: dBase 111, Friday!, and Framework. The effect on the entire business community, and the hospitality industry in particular, has been remarkable”, he further offers with his informed outlook. Professor O’Brien offers a few anecdotal situations to illustrate how much a comprehensive data-base system means to a hospitality operation, especially when billing is involved. Although attitudes about computer systems, as well as the systems themselves have changed since this article was written, there is pertinent, fundamental information to be gleaned. In regards to the digression of the personal touch when a customer is engaged with a computer system, O’Brien says, “A modern data processing system should not force an employee to treat valued customers as numbers…” He also cautions, “Any computer system that decreases the availability of the personal touch is simply unacceptable.” In a system’s ability to process information, O’Brien suggests that in the past businesses were so enamored with just having an automated system that they failed to take full advantage of its capabilities. O’Brien says that a lot of savings, in time and money, went un-noticed and/or under-appreciated. Today, everyone has an integrated system, and the wise business manager is the business manager who takes full advantage of all his resources. O’Brien invokes the 80/20 rule, and offers, “…the last 20 percent of results costs 80 percent of the effort. But times have changed. Everyone is automating data management, so that last 20 percent that could be ignored a short time ago represents a significant competitive differential.” The evolution of data systems takes center stage for much of the article; pitfalls also emerge.

Ethics In The Hospitality Industry: A Management Control System Perspective

Hospitality managers may assume that unless under control, ethics in their operations are out of control. This article proposes a management control system for ethics.

Ideologies about Work: Comparing Hospitality and Business Students and Managers

A little explored factor posited as underlying most managerial and organizational variables is work ideology. Work ideologies are surveyed to begin to show their ability to be studied and that patterned differences may be discovered. The author surveys several samples of students and managers pursuing careers in either the hospitality industry or business to show patterned differences in work ideologies and to note these implications

Standards for Tourism Management Success: U.S. National Park Managers

National park managers are the subjects in the fifth segment of a study examining the skills and abilities needed to be successful tourism managers. The authors discuss these skills and their impact on successful tourism management.