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SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS' MANAGERS

Year 2014, Volume: 9 Issue: 33, 0 - , 01.06.2014
https://doi.org/10.19168/jyu.08588

Abstract

Hospitality industry is one of the most profitable industries with a high potential for increase, thus being a hospitality manager is one of the most trendy and prestigıous jobs of today. It is also a challenging job since, being an effective one is quite complex due to recorded industrial higher heart burn effects, rapid industrial changes in demand, constant trends and severe industrial competition. Due to its’ specific, yet, challenging and ever changing characteristics of this job title, it is important to realize and accomplish the necessities of being an effective and successful hotel manager. Due to this fact, the study emphasizes on necessities of effective hotel management from the perspective of strategic hotel managers applications and point of views on the topic, trying to further improve the topic with their suggestions. The study consists of two parts; a theoretical background to support the practical research conducted by a qualitative research method with the scope consisting of 4 and 5 star hotel managers of Izmir destination.

References

  • Akrivos, C., Ladkin, A., & Reklitis, P. (2007). Hotel managers' career strategies for success. International Journal of Contemporary Hospitality Management, 19(2), 107-119.
  • Axelrod, R. H. (2004). You don't have to do it alone: How to involve others to get things done. Berrett-Koehler Store.
  • Bossidy, L., & Charan, R. (2011). Execution: The discipline of getting things done. Random House.
  • Brownell J., (2008). Leading on land and sea: Competencies and context, International Journal of Hospitality Management 27:137–150
  • Chong D., (1997). Hans Haacke on Museum Management, Museum Management and Curatorship, 16(3):273-285, GB.
  • Clarke A and Chen W., (2007). International Hospitality Management, Butterworth-Heinemann, pp.32
  • CSIL, (2013). World Hospitality Market, Milano.
  • Davis, D.J., (1990. Demographic Change: The Role of the Hospitality Manager", International Journal of Contemporary Hospitality Management, 2 (2):33-35.
  • Dixit S. K. (2013). A Study Of Guest’s Expectation And Perception Of Hotel Service Quality: Case Of
  • Khajuraho, India, Enlightening Tourism. A Pathmaking Journal, 3(2):125-141. Ernst & Young, (2013). Global Hospitality Insights; Top thoughts for 2013, available at: http://www.ey.com/Publication/vwLUAssets/Top_thoughts_for_2013/$FILE/Top_thoughts_for_201 pdf , (accessed November, 20, 2013).
  • Euromonitor International, (2013). World Travel Market ( WTM) Global Trends Report, 4-7 November 2013, ExCeL London.
  • Evans N., Campbell D. and Stonehouse G., (2002). Strategic Management for Travel and Tourism, Butterworth Heınemann.
  • Feng F. and Pearson, T. E., (1995). Hotel Expatriate Managers in China: Selection Criteria, Important
  • Skills and Knowledge, Repatriation Concerns and Causes of Failure, International Journal of Hospitality Management, 7 (1): 3–6. Forrester M., (2008). Online hotel marketing tips for a recession, December 18, 2008, Hotelmarketing.com, available in: http://www.hotelmarketing.com/index.php/content/article/online_hotel_marketing_tips_for_a_rec ession/, accessed at: 20 December 2012.
  • Gamble P. R., and Messenger S., (1990). Preparing Managers for Industry: The Role of Hospitality
  • Management Education, Journal of Management Development in Hospitality and Tourism, 2(2):13 Garvin, D. A. (2012). The processes of organization and management. Sloan management review, 39.
  • Gee C. (1994), International Hotel management, Educational ınstitute of AHMA, Michigan, USA.
  • Goodall B. and Assworht G.J. (1988). Marketing in the Tourism Industry.
  • Haywood, K.M., (1990). Managing Technology, Cornell HRA Quarterly, May 1990:40
  • Hsu, J. F., & Gregory, S. R. (1995). Developing future hotel managers in Taiwan: From an industry viewpoint. International Journal of Hospitality Management, 14(3), 261-269.
  • ITB, (2010). World Travel Trends Report 2010/2011, ITB Berlin Convention 2011, IPK International, Munich, Germany.
  • Kapiki S. T. (2012). Current and Future Trends in Tourism and Hospitality. The Case of Greece, International Journal of Economic Practices and Theories, 2(1) 2012 (January), e-ISSN 2247 – 7225, www.ijept.org
  • Kay, C., & Russette, J. (2000). Hospitality-management Competencies Identifying Managers' Essential
  • Skills. Cornell Hotel and Restaurant Administration Quarterly, 41(2):52-63. Koontz, H. (1961). The management theory jungle. Academy of Management Journal, 4(3):174-188.
  • Kotler P. and G. Armstrong (2001). Principles of Marketing, 9th edition, Prentice-Hall, New Jersey.
  • Kotler P., John B. and James M., (2006), Marketing for Hospitality and Tourism, 4th Edition, Prentice, Hall, New Jersey
  • Min, H., and Min H., (1997). Benchmarking the quality of hotel services: managerial perspectives, International Journal of Quality & Reliability Management, 14(6): 582-597.
  • Mullins and Davies (1991), What Makes for an Effective Hotel Manager?, International Journal of
  • Contemporary Hospitality Management, 3(1):22-25. Mullins J. L. (2001). Hospitality Management and Organisational Behaviour, 4th edition, Longman.
  • Nelsen, B. J,. and Horne. J., (2010). “The New Service Science: Opportunities for Hospitality
  • Management Education.” 2010 Eurochrie Annual Conference. Amsterdam, The Netherlands. 25-28 Oct. 2010.
  • Onwuegbuzie, A. J., Dickinson, W. B., Leech, N. L., & Zoran, A. G. (2009). A Qualitative Framework for
  • Collecting and Analyzing Data in Focus Group Research. International Journal of Qualitative Methods, 8(3). Pascale, R. T. (1984). The paradox of “corporate culture": Reconciling ourselves to socialization.
  • Graduate School of Business, Stanford University. Pırnar İ., (2005). Turizm İşletmelerinde Etkin Yönetim ve Çağdaş Pazarlama, İşletme ve Finans Dergisi, Ekim 2005, 235: 62-76, Ankara, www.isletme-finans.com .
  • Pırnar İ. & Genç R., (2009). Hospitality Management from a Strategic Perspective, 5th International
  • Strategic Management Conference: Striking the Balance between Existing Strategy and New Opportunities with Special Emphasis on Turbulent Markets, 2-4 July 2009, Stellenbosch, South Africa, Conference Proceedings:385-396.
  • Rees W D.. and Porter C. (2008). The re-branding of management development as leadership development and its dangers, Industrial and Commercial Training, 40(5): 242 – 247.
  • Robson, C. (2002). Real world research: A resource for social scientists and practitioner-researchers
  • (Vol. 2). Oxford: Blackwell. UNWTO, (2013). Tourism Highlights, 2013 Edition, Spain
  • Valachis, I. (2003). “Essential competencies for a hospitality management career: the role of hospitality management education”. meeting of the Tempus-Phare No CD-JEP 15007/2000
  • Conference on Educating for Tomorrow’s Tourism, Ohrid, Macedonia. Walker, J. R., (2004). Introduction to Hospitality Management, New Jersey: Pearson Education Inc., Upper Saddle River.
  • WEF (2013), The Travel & Tourism Competitiveness Report 2013: Reducing Barriers to Economic Growth and Job Creation, Eds: Jennifer Blanke & Thea Chiesa, World Economic Forum, Geneva.
  • Van A., and J. Ernst. Management research as a design science: articulating the research products of mode 2 knowledge production in management, British journal of management 16.1 (2005): 19-36.
  • Worsfold, P., (1989). A Personality Profile of the Hotel Manager, International Journal of Hospitality Management, 8(1).51-62.
  • Yesawich P., Yesawich, P., (2007). Trends to Watch in 2007, Brown & Russell Company, 19th January 2007, available at: www.hotelmarketing.com/index.php/content/article/070118_ten_travel_trends_to_watch_in_2007, accessed at: 19 December 2012.

SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS' MANAGERS

Year 2014, Volume: 9 Issue: 33, 0 - , 01.06.2014
https://doi.org/10.19168/jyu.08588

Abstract

Hospitality industry is one of the most profitable industries with a high potential for increase, thus being a hospitality manager is one of the most trendy and prestigıous jobs of today. It is also a challenging job since, being an effective one is quite complex due to recorded industrial higher heart burn effects, rapid industrial changes in demand, constant trends and severe industrial competition. Due to its’ specific, yet, challenging and ever changing characteristics of this job title, it is important to realize and accomplish the necessities of being an effective and successful hotel manager. Due to this fact, the study emphasizes on necessities of effective hotel management from the perspective of strategic hotel managers applications and point of views on the topic, trying to further improve the topic with their suggestions. The study consists of two parts; a theoretical background to support the practical research conducted by a qualitative research method with the scope consisting of 4 and 5 star hotel managers of Izmir destination.

References

  • Akrivos, C., Ladkin, A., & Reklitis, P. (2007). Hotel managers' career strategies for success. International Journal of Contemporary Hospitality Management, 19(2), 107-119.
  • Axelrod, R. H. (2004). You don't have to do it alone: How to involve others to get things done. Berrett-Koehler Store.
  • Bossidy, L., & Charan, R. (2011). Execution: The discipline of getting things done. Random House.
  • Brownell J., (2008). Leading on land and sea: Competencies and context, International Journal of Hospitality Management 27:137–150
  • Chong D., (1997). Hans Haacke on Museum Management, Museum Management and Curatorship, 16(3):273-285, GB.
  • Clarke A and Chen W., (2007). International Hospitality Management, Butterworth-Heinemann, pp.32
  • CSIL, (2013). World Hospitality Market, Milano.
  • Davis, D.J., (1990. Demographic Change: The Role of the Hospitality Manager", International Journal of Contemporary Hospitality Management, 2 (2):33-35.
  • Dixit S. K. (2013). A Study Of Guest’s Expectation And Perception Of Hotel Service Quality: Case Of
  • Khajuraho, India, Enlightening Tourism. A Pathmaking Journal, 3(2):125-141. Ernst & Young, (2013). Global Hospitality Insights; Top thoughts for 2013, available at: http://www.ey.com/Publication/vwLUAssets/Top_thoughts_for_2013/$FILE/Top_thoughts_for_201 pdf , (accessed November, 20, 2013).
  • Euromonitor International, (2013). World Travel Market ( WTM) Global Trends Report, 4-7 November 2013, ExCeL London.
  • Evans N., Campbell D. and Stonehouse G., (2002). Strategic Management for Travel and Tourism, Butterworth Heınemann.
  • Feng F. and Pearson, T. E., (1995). Hotel Expatriate Managers in China: Selection Criteria, Important
  • Skills and Knowledge, Repatriation Concerns and Causes of Failure, International Journal of Hospitality Management, 7 (1): 3–6. Forrester M., (2008). Online hotel marketing tips for a recession, December 18, 2008, Hotelmarketing.com, available in: http://www.hotelmarketing.com/index.php/content/article/online_hotel_marketing_tips_for_a_rec ession/, accessed at: 20 December 2012.
  • Gamble P. R., and Messenger S., (1990). Preparing Managers for Industry: The Role of Hospitality
  • Management Education, Journal of Management Development in Hospitality and Tourism, 2(2):13 Garvin, D. A. (2012). The processes of organization and management. Sloan management review, 39.
  • Gee C. (1994), International Hotel management, Educational ınstitute of AHMA, Michigan, USA.
  • Goodall B. and Assworht G.J. (1988). Marketing in the Tourism Industry.
  • Haywood, K.M., (1990). Managing Technology, Cornell HRA Quarterly, May 1990:40
  • Hsu, J. F., & Gregory, S. R. (1995). Developing future hotel managers in Taiwan: From an industry viewpoint. International Journal of Hospitality Management, 14(3), 261-269.
  • ITB, (2010). World Travel Trends Report 2010/2011, ITB Berlin Convention 2011, IPK International, Munich, Germany.
  • Kapiki S. T. (2012). Current and Future Trends in Tourism and Hospitality. The Case of Greece, International Journal of Economic Practices and Theories, 2(1) 2012 (January), e-ISSN 2247 – 7225, www.ijept.org
  • Kay, C., & Russette, J. (2000). Hospitality-management Competencies Identifying Managers' Essential
  • Skills. Cornell Hotel and Restaurant Administration Quarterly, 41(2):52-63. Koontz, H. (1961). The management theory jungle. Academy of Management Journal, 4(3):174-188.
  • Kotler P. and G. Armstrong (2001). Principles of Marketing, 9th edition, Prentice-Hall, New Jersey.
  • Kotler P., John B. and James M., (2006), Marketing for Hospitality and Tourism, 4th Edition, Prentice, Hall, New Jersey
  • Min, H., and Min H., (1997). Benchmarking the quality of hotel services: managerial perspectives, International Journal of Quality & Reliability Management, 14(6): 582-597.
  • Mullins and Davies (1991), What Makes for an Effective Hotel Manager?, International Journal of
  • Contemporary Hospitality Management, 3(1):22-25. Mullins J. L. (2001). Hospitality Management and Organisational Behaviour, 4th edition, Longman.
  • Nelsen, B. J,. and Horne. J., (2010). “The New Service Science: Opportunities for Hospitality
  • Management Education.” 2010 Eurochrie Annual Conference. Amsterdam, The Netherlands. 25-28 Oct. 2010.
  • Onwuegbuzie, A. J., Dickinson, W. B., Leech, N. L., & Zoran, A. G. (2009). A Qualitative Framework for
  • Collecting and Analyzing Data in Focus Group Research. International Journal of Qualitative Methods, 8(3). Pascale, R. T. (1984). The paradox of “corporate culture": Reconciling ourselves to socialization.
  • Graduate School of Business, Stanford University. Pırnar İ., (2005). Turizm İşletmelerinde Etkin Yönetim ve Çağdaş Pazarlama, İşletme ve Finans Dergisi, Ekim 2005, 235: 62-76, Ankara, www.isletme-finans.com .
  • Pırnar İ. & Genç R., (2009). Hospitality Management from a Strategic Perspective, 5th International
  • Strategic Management Conference: Striking the Balance between Existing Strategy and New Opportunities with Special Emphasis on Turbulent Markets, 2-4 July 2009, Stellenbosch, South Africa, Conference Proceedings:385-396.
  • Rees W D.. and Porter C. (2008). The re-branding of management development as leadership development and its dangers, Industrial and Commercial Training, 40(5): 242 – 247.
  • Robson, C. (2002). Real world research: A resource for social scientists and practitioner-researchers
  • (Vol. 2). Oxford: Blackwell. UNWTO, (2013). Tourism Highlights, 2013 Edition, Spain
  • Valachis, I. (2003). “Essential competencies for a hospitality management career: the role of hospitality management education”. meeting of the Tempus-Phare No CD-JEP 15007/2000
  • Conference on Educating for Tomorrow’s Tourism, Ohrid, Macedonia. Walker, J. R., (2004). Introduction to Hospitality Management, New Jersey: Pearson Education Inc., Upper Saddle River.
  • WEF (2013), The Travel & Tourism Competitiveness Report 2013: Reducing Barriers to Economic Growth and Job Creation, Eds: Jennifer Blanke & Thea Chiesa, World Economic Forum, Geneva.
  • Van A., and J. Ernst. Management research as a design science: articulating the research products of mode 2 knowledge production in management, British journal of management 16.1 (2005): 19-36.
  • Worsfold, P., (1989). A Personality Profile of the Hotel Manager, International Journal of Hospitality Management, 8(1).51-62.
  • Yesawich P., Yesawich, P., (2007). Trends to Watch in 2007, Brown & Russell Company, 19th January 2007, available at: www.hotelmarketing.com/index.php/content/article/070118_ten_travel_trends_to_watch_in_2007, accessed at: 19 December 2012.
There are 45 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

İge Pırnar

Publication Date June 1, 2014
Published in Issue Year 2014 Volume: 9 Issue: 33

Cite

APA Pırnar, İ. (2014). SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS. Yaşar Üniversitesi E-Dergisi, 9(33). https://doi.org/10.19168/jyu.08588
AMA Pırnar İ. SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS. Yaşar Üniversitesi E-Dergisi. June 2014;9(33). doi:10.19168/jyu.08588
Chicago Pırnar, İge. “SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS”. Yaşar Üniversitesi E-Dergisi 9, no. 33 (June 2014). https://doi.org/10.19168/jyu.08588.
EndNote Pırnar İ (June 1, 2014) SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS. Yaşar Üniversitesi E-Dergisi 9 33
IEEE İ. Pırnar, “SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS”, Yaşar Üniversitesi E-Dergisi, vol. 9, no. 33, 2014, doi: 10.19168/jyu.08588.
ISNAD Pırnar, İge. “SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS”. Yaşar Üniversitesi E-Dergisi 9/33 (June 2014). https://doi.org/10.19168/jyu.08588.
JAMA Pırnar İ. SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS. Yaşar Üniversitesi E-Dergisi. 2014;9. doi:10.19168/jyu.08588.
MLA Pırnar, İge. “SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS”. Yaşar Üniversitesi E-Dergisi, vol. 9, no. 33, 2014, doi:10.19168/jyu.08588.
Vancouver Pırnar İ. SPECIFICATIONS FOR EFFECTIVE HOTEL MANAGERS : VIEW OF IZMIR HOTELS’ MANAGERS. Yaşar Üniversitesi E-Dergisi. 2014;9(33).