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.

Advances in Hospitality Education: Courseware, Audiographics, and Cyberspace

Technology will play an increasingly larger role in the education of students within the hospitality curriculum. There are a significant number of emerging educational technologies aimed at changing the delivery of the entire curriculum. The development of technological platforms for multimedia instructional courseware, distance learning through audiographics, and virtual reality simulation are expected to alter and enhance the learning process while extending the boundaries of the traditional hospitality classroom.

Accreditation: Implications For Hospitality Management Education

Accreditation was previously defined as a voluntary process in which recognition is granted to educational programs which meet or exceed established standards of educational quality. One of the inherent problems in the application of the accreditation process lies in the identification of educational quality, an elusive and subjective concept which creates the fear of the accreditation process becoming equally subjective. The author discusses this fear, along with other misconceptions regarding the implementation of accreditation in hospitality management programs at the baccalaureate level, concluding a two-part series begun in the Spring 1985 issue.

Theoretical Analysis of "Academic Credibility and the Hospitality Curriculum" : The Image Problem

Social issues are assessed from different perspectives. The purpose here is to evaluate one short article in terms of interpretive social theory and then briefly assess it in terms of functionalism, conflic theory and critical theory.

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

Hospitality Research: How to Plan, Fund, Execute, and Publish

Researchers interested in exploring topics of concern to the hospitality industry can discover a wide range of areas to be explored and a variety of sources to fund the research. The authors discuss a four-step plan for conducting and publishing quality research, including tips for the writing process.

Attracting and Retaining Hospitality Employees

Management, recruiting, and retention techniques are critical to the hospitality industry. In surveys and interviews of both employees and employers, employees responded that job referrals by friends, family and current employees were a primary way of obtaining their jobs, while employers indicated help want ads as a primary means to recruit. The study found that many employees enjoyed their work, respected their managers, and were generally satisfied with the benefits

Diversity in Education: Profiles of Students at FIU's School of Hospitality Management

The authors are conducting a study of career patterns for students enrolled in the Florida International University School of Hospitality Management. A preliminary ethnographic phase of the study was to profile a variety of student participants in order to identify potential factors which might affect career patterns. The result is a fascinating and diverse mosaic of ambitious young people and a wealth of insight for corporate recruiting.

Hospitality Managers as Caretakers and Change Agents: A Reconceptualization of the Position

The unit manager in the hospitality organization is presented as a caretaker and a change agent in the organization, a caretaker in maintaining and nurturing the culture of the organization and a change agent in assisting the employees in the acceptance and demonstration of the desired image of the organization. The author reviews the traditional role of the manager and presents a reconceptualization of the position.

Organizational Commitment and Loyalty Among Part Time Hospitality Employees

Historically, part time employees have played a critical role in the delivery of guest services in the hospitality industry. This study evaluates commitment issues from 169 part time hospitality workers. Discussions focus on effective strategies to boost employee commitment and levels of employee support among part time workers in order to improve behaviors and enhance loyalty.

In Favor of Hospitality-Management Education

Despite the almost one-hundred-year history of hospitality-management education; the hundreds of well-established two-year, four-year, and graduate programs worldwide; and the hundreds of thousands of graduates those programs have prepared for careers in the industry, hospitality-management education’s merit and place in higher education are still questioned at times, to the dismay of hospitality educators the world over. This article delineates several features of hospitality management that make these programs valuable and unique and provides compelling arguments in its favor. The arguments include: 1) courses tailored to the hospitality industry, the world’s largest industry; 2) focus on small-business management as well as corporate enterprises; 3) emphasis on services and service management, not manufacturing; 4) programs and coursework focused on people management, which it at the core of the hospitality businesses; 5) unique focus on the specific issues of food and beverage management, the largest component of the hospitality industry; and 6) transferability of graduates’ knowledge and skill sets, which are in high demand among other service industries. While business programs focus on the fundamentals of management and production, hospitality- management programs prepare graduates who are aware of general management principles and are particularly well-versed in managing the guest experience and employees in a service environment.

Biometrics for Hospitality and Tourism: A New Wave of Information Technology

The technologies that empower biometrics have been around for a number of years, but until recently these technologies have been viewed as exotic. In the not too distant future biometrics will be used to regulate internal processes and to improve services in the hospitality and tourism industries. This paper provides an understanding of the current use of biometrics in general and its practical value for the future in hospitality and tourism. The study presents a review of current practices of biometrics with special reference to the hospitality and tourism businesses, addresses key issues imposed by this technology, and identifies business and marketing implications for these industries.

Exploratory Study of the Download Speed of Leading University Hospitality and Tourism Department Websites Worldwide

Increased broadband penetration (BP) rates around the world have encouraged web designers to include more web content and additional functions on their web sites, thereby enhancing the richness and playfulness of the information. However, it is often very difficult for web surfers who are still using narrowband connections to access such web sites. Many university web sites target international audiences; therefore their download performance should be considered, as it may directly influence the user experience. This exploratory study examined 331 university hospitality and tourism department web sites in 37 countries. The empirical results showed that entry web pages of universities in Asia, with a medium BP rate (mid-BP), have the slowest download speeds, and those in Australia and New Zealand perform the best. The adoption rate of the Cascade Style Sheet (CSS) in Asia is relatively lower than that of other regions.

Creating an International Hospitality Management Major

In times of growing international tension and diminishing job opportunities for students enrolled in hospitality management programs, a major with an international emphasis can serve an important role in the global hospitality environment. The author discusses the creation of a new and relatively unique major among hospitality management programs in the United States, international hospitality management, its first year of existence, and its appeal to students.

Current State of Management/Union Relations in Hospitality Sector

Labor management relations in the hospitality sector is an important aspect of effective management. Increasingly, unions are becoming proactive in organizing hospitality workers. This manifests itself in strikes, boycotts, picketing, sexual harassment complaints, and complaints to OSHA regarding safety and health workplace violations. This research monitors the current scene with respect to labor management relations and analyzes work issues that have been brought up for third-party resolution by NLRB staff or arbitrators. The study reports on 66 NLRB cases and 104 arbitration cases. Issues brought before the NLRB include mostly contract interpretations. In arbitration, there were mostly discipline issues, including work rule violations, disorderly conduct, poor performance and employee theft. Quite often, the proposed job action on the part of the employer was discharge. In NLRB cases, the employee usually prevailed, while in arbitration the employer usually prevailed.