Relevant bibliographies by topics / Organizational structure of hotel management

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Academic literature on the topic 'Organizational structure of hotel management'

Author: Grafiati
Published: 30 May 2022
Last updated: 31 May 2022

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Journal articles on the topic "Organizational structure of hotel management"

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Chalise, Dhan Raj. "Barriers to Organizational Change Management in Hotel Industry of Nepal." Nepal Journal of Multidisciplinary Research 4, no. 2 (August 29, 2021): 10–17. http://dx.doi.org/10.3126/njmr.v4i2.38886.

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In initial period, organizational changes are asks for entire hospitality industry. Thus, this research paper reveals what are the barriers for organizational change management in hotel sectors of Nepal which can help them for gaining spark on Nepalese market once again.: Hotels sectors of Nepal are affected by array of factors which can influence organizational performance. This is the component of success for enhancement of performance of hotel sector. Therefore, the purpose of this research is to examine the factors influencing organizational performance in hotel sector of Nepal. This research is based on hotel sector’s organizational changes and the barriers for adaptation of such changes. The study of hotel sector is done with self-structured questionnaire and mostly data are collected from primary sources. To justify the results, researcher has adopted quantitative research design and SPSS software is used for data analysis. The research has identified the essence of organizational changes in hotel sector. In the time of financial plummeted of Nepalese economy, hospitality sector are hardly hit by global pandemic. Thus, hotel sector need new plan and strategies for achieving success. Through organizational changes, hotel sector can slowly and steadily moves business in path of positives. So, hotel sector has to identify barriers of organizational change management and has to act accordingly to achieve success in this critical hour. Nepalese economy after hard hit by global pandemic has slowly started to move in towards path of recovery. To step up Nepalese economy in decent path every sector need to contribute. Hotel sector being the important hub of national GDP has to recover from crises for development of country. Therefore, hotel sector with organizational change management can enhance their profitability. This research in this regard is helpful for Nepalese hotel sector to identify and adopt such changes. This research paper is the summarization of results carried on primary data collected from questionnaire. The research is done on data collected from field so is highly reliable.
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Pavlatos, Odysseas. "An empirical investigation of strategic management accounting in hotels." International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 756–67. http://dx.doi.org/10.1108/ijchm-12-2013-0582.

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Purpose – The purpose of this paper is to investigate the relationship between contextual factors, strategic management accounting (SMA) and historical performance in hotels. Design/methodology/approach – An empirical survey was conducted on a sample of 106 leading hotels in Greece. Findings – The analysis of the survey data indicates that seven contingent factors affect SMA usage in hotels: The seven factors are perceived environmental uncertainty, structure, quality of information system (IS) information, organizational life cycle stage, historical performance, strategy and size. The findings also indicate that lagging performance affects SMA and that this effect is moderated by the perceived environmental uncertainty. Research limitations/implications – Some of the limitations are inherent to the survey method used, such as the use of perceptual measures and the potential of common method bias. Data were collected from the Greek hospitality industry, and consequently, the results may be generalizable only to that population. Practical implications – The accounting professionals and hotel managers will also be benefited, as the study aims to identify the most relevant SMA tools adopted in the hotel industry, as well as the relationship between these tools and other external and organizational factors. Originality/value – This research adds to the current knowledge in management accounting system design in hotels. This paper increases the understanding as to why hotels are more likely to implement SMA. The results provide the first empirical evidence of the relation between SMA usage, organizational factors, external factors and historical performance in hotels.
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Dogru, Tarik. "Under- vs over-investment: hotel firms’ value around acquisitions." International Journal of Contemporary Hospitality Management 29, no. 8 (August 14, 2017): 2050–69. http://dx.doi.org/10.1108/ijchm-04-2016-0219.

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Purpose The purpose of this study is to analyze the extent to which under- and over-investment problems affect hotel firms’ value around the time when acquisitions are announced. Design/methodology/approach Hotel firms are classified based on their financial constraints (under-investment), corporate governance mechanisms (over-investment) and organizational structures. Multivariate analyses are conducted utilizing the panel ordinary least squares regression to examine the effects of financial constraints, corporate governance mechanisms and organizational structures on acquisition returns. Findings The results show that financial constraints have a larger effect on the firm value compared to the effect of corporate governance. Also, acquisitions are viewed as over-investments in poorly governed, franchising and hotel-real estate investment trust (REIT) firms. Research limitations/implications The analyses are limited to gains from acquisitions in the hotel industry. Therefore, future studies may examine the effects of capital expenditures and cash holdings on hotel firm value. Practical implications Acquisitions could help financially constrained firms reduce informational asymmetries. Firms could expand through franchising when they are financially constrained. However, franchising firms should take restrictive actions to control managers from making acquisitions. The hotel-REIT organizational form does not seem to cause under-investment problems, and it functions as an additional corporate governance mechanism. Originality/value In addition to the C-corporation organizational structure, hotel firms extensively adopt REIT and expand through franchising, which might affect under- and over-investment problems. Nonetheless, little is known about whether capital investments create or reduce value for hotel firms. This study helps to explain how financial constraints, corporate governance mechanisms and organizational structures affect hotel firms’ value.
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Kessler, Alexander, Christoph Pachucki, Katharina Stummer, Michael Mair, and Petra Binder. "Types of organizational innovativeness and success in Austrian hotels." International Journal of Contemporary Hospitality Management 27, no. 7 (October 12, 2015): 1707–27. http://dx.doi.org/10.1108/ijchm-03-2014-0150.

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Purpose – The purpose of this paper is to identify different types of organizational innovativeness in Austrian hotels and analyze their connection to (innovation) success. In the face of growing international competition, innovation is becoming increasingly important for Austria’s hotel industry. A prerequisite for innovation is organizational innovativeness. Design/methodology/approach – This paper is based on a quantitative survey of 255 Austrian hotel businesses with a minimum of five employees. Innovativeness was measured by three dimensions (willingness, ability and possibility to innovate) and success by five dimensions (overall performance: financial, market and employee-related success; innovation success: product and process innovations). Findings were obtained by combining an exploratory factor analysis with a cluster analysis. Findings – Factor analysis reveals five factors determining organizational innovativeness: “cooperation as trigger for change”; “acceptance of change”; “resource based scope for change”; “pluralism as trigger for change”; and “loose coupling and error-tolerance”. The cluster analysis identifies four types of hotels regarding organizational innovativeness indicating differences regarding the success dimensions: “potential innovators hindered by scarce resources and unsupportive structures”, “well-resourced conservatives”, “potential innovators hindered by a haphazard approach” and “cautious idea hunters”. On the whole, results show that a balanced configuration of organizational innovativeness combined with a cautious approach is connected with greater (innovation) success. Research limitations/implications – Key-informant and survivor biases have to be considered as all items in the questionnaire were evaluated by self-assessment of the hotel management and only successful hotels (in the sense of survival) were analyzed. One important implication is that (innovation) success depends on the system that enables it; therefore, organizational innovativeness is a precondition of successful innovations. Nevertheless, there is little research on organizational innovativeness in the service sector so far. Practical implications – This paper supports tourism businesses in understanding the concept of organizational innovativeness and its relation to (innovation) success. SMEs, which dominate the Austrian hotel industry, tend to focus on the financial aspect of innovativeness and, in general, do not consider the range of factors that constitute an organization’s innovativeness (willingness, ability and possibility to innovate) and the various outcomes. Originality/value – By combining organizational innovativeness and (innovation) success, the paper applies an important element of innovation theory to the Austrian hotel industry. The characterization of different types of hotels regarding organizational innovativeness and success enables a (self-) assessment for hotel businesses and the deduction of customized implications.
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Gunarathne, Nuwan, and Ki-Hoon Lee. "Environmental Management Accounting (EMA) for environmental management and organizational change." Journal of Accounting & Organizational Change 11, no. 3 (September 7, 2015): 362–83. http://dx.doi.org/10.1108/jaoc-10-2013-0078.

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Purpose – The purpose of this paper is to identify the development and implementation of Environmental Management Accounting (EMA) and environmental management at the level of a firm in the hotel sector in Sri Lanka. Design/methodology/approach – Case study method was used in the study. The primary data were collected through semi-structured interviews supported by observations of various facility centers (on-site assessment). Accounting records such as the Green Book, daily and monthly material and energy records, online resources and various other documents were content analyzed as sources of secondary data. Findings – The study observed that the hotel had reinvigorated some of its environmental management and EMA practices in an urgent, cost-saving bid when faced with a financial crisis. Having realized their cost-saving potential and strategic benefits, the management developed these selective practices over time into comprehensive practices that are integrated into the daily management process supported by all stakeholders. The development stages of EMA reflect how the hotel moved from a survival phase to an integration phase. Originality/value – The paper attempts to apply an integrated eco-control approach in an emerging South Asian country, Sri Lanka. Because eco-control of EMA is a new approach in developing countries, this paper provides important insights into the development of eco-control and EMA.
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Pavia, Nadia. "THE PROCUREMENT FUNCTION IN THE HOTEL INDUSTRY." Tourism and hospitality management 8, no. 1-2 (May 23, 2017): 87–92. http://dx.doi.org/10.20867/thm.8.1-2.8.

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The procurement function plays an important role in the hotel industry. This role consists of continuously supplying the hotel and its various departments with the materials and equipment required for hotel operations, for the regular functioning of the storage and transport departments, as well as for the sales of services prepared. The organizational structure of the hotel and the hotel's procurement department should be aimed at achieving the objectives and tasks of the hotel in providing a top-quality hotel offer.
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Patiar, Anoop, and Ying Wang. "The effects of transformational leadership and organizational commitment on hotel departmental performance." International Journal of Contemporary Hospitality Management 28, no. 3 (March 21, 2016): 586–608. http://dx.doi.org/10.1108/ijchm-01-2014-0050.

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Purpose This paper aims to examine the effects of hotel general managers’ transformational leadership (TLS) and department managers (DMs)’ organizational commitment (OC) on their department’s performance in upscale hotels in Australia. Design/methodology/approach Data were collected by surveying DMs in four- and five-star hotels. The survey instrument included measures of comprehensive sustainable performance, TLS and OC adapted from the literature. The data were analyzed through factor analysis and regression with a resampling method of bootstrapping. Findings The findings indicated that TLS influenced hotel departments’ non-financial as well as social and environmental performance dimensions directly and indirectly through OC. However, the mediation effect of OC did not exist for financial performance. Research limitations/implications The key theoretical contribution is the use of performance assessment based on critical success factors of hotel businesses and the bootstrapping regression model. Practical implications Senior managers should pay attention to TLS qualities when appointing core managers, provide on-going structured TLS training and concentrate on leading performance dimensions for performance assessment. Originality/value This study responds to the call for leadership research to move beyond its emphasis on individual performance and to address performance more holistically by considering its multidimensionality and the processes underlying effective performance.
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Datta, Amit. "Measuring the influence of hospitality organizational climate on employee turnover tendency." TQM Journal 32, no. 6 (May 21, 2020): 1307–26. http://dx.doi.org/10.1108/tqm-08-2019-0198.

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PurposeThis study aims to identify the underlying dimensions of hospitality organizational climate and then measure the influence of it on employee turnover tendency.Design/methodology/approachData were obtained from 504 employees across 18 upscale hotels in India. Factor analysis was adopted to identify the organizational climate dimensions and its influence on turnover tendency was measured by SEM. One-way ANOVA tested the hypothesis related to the perceived differences among the employees regarding turnover intention.FindingsResult supports the hypothesized relationship between the constructs that the identified organizational climate structure have strong inverse relationship with employee turnover tendency and its dimension “leaders facilitation and support” was found to influence turnover intention the most, followed by “cohesion, clarity and objectivity of system,” “esprit of profession, organization and workgroup” and “job challenge, variety and feedback.” Results also determined differences among the hotel employees of different job levels and gender regarding turnover tendency.Practical implicationsStudy reveals that employee turnover tendency is predominantly influenced by the identified factors of organizational climate and more among the male frontline employees and attrition reduces with age and position. This knowledge will help the hotel's management in designing strategic HRM to control attrition.Originality/valueThis study is the first to establish an organizational climate measure of hotel industry in India and opens scope for future research. It also draws attention to the relationship of organizational climate with turnover tendency.
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СТРЕБКОВА, Лидия, and Lydia STREBKOVA. "POSSIBILITIES FOR IMPROVING THE SERVICE QUALITY OF SMALL HOTELS IN NOVOSIBIRSK." Services in Russia and abroad 11, no. 4 (July 4, 2017): 168–80. http://dx.doi.org/10.22412/1995-042x-11-4-14.

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The article considers the concept of hotel services quality, and pays special attention to the fact that service level depends on the focusing of staff on customer. An important condition for the successful operation of a small hotel is its orientation towards the consumer, consisting in enhance the perceived value of the service, in meeting its needs and, as a result, in achieving customer loyalty. Focusing of employees on customer is one of major factors of ensuring efficiency of activities and competitiveness of hotel. The author researches the quality assessment of the small hotels services in Novosibirsk. The main problems in rendering hotel services revealed by author are related to technical, functional and social service quality. Virtually all aspects of activities of small hotels have shortcomings showing the lack of system approach to management, despite the size and an organizational structure of enterprises which assume mobility and flexibility of management, fast adaptation to a market situation, requests of consumers, a high susceptibility to innovations. The author offers the recommendations for improving activities of small hotels, implementation of which will allow to increase hotel services quality. The management of small hotels of the Novosibirsk should pay attention to the following parameters: material and technical resources, quality standards, corporate culture, corporate style, staff policy, technologies of servicing, organization of business processes, range of services, price policy, and marketing communications. The service quality improvement should be complex and cover all activities of hotel. To hold the client, the enterprises of the industry of hospitality need to motivate the employees, to improve quality of the provided services, raising degree of a customer satisfaction and creating its loyalty of the organization.
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Шевчук, Юлія Андріївна. "МОДЕЛЬ ФОРМУВАННЯ ОПТИМАЛЬНОЇ ІЄРАРХІЇ ЦІЛЕЙ ФУНКЦІОНУВАННЯ ПІДПРИЄМСТВ ГОТЕЛЬНО-РЕСТОРАННОЇ ІНДУСТРІЇ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 133, no. 2 (August 19, 2019): 89–99. http://dx.doi.org/10.30857/2413-0117.2019.2.8.

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The article presents the research findings on building an optimal goal hierarchy for businesses in the sector of hotel and restaurant industry. A mathematical rationale has been provided for setting objectives in the context of ensuring effective hospitality management by hotel and restaurant businesses based on a set of key performance indicators. It is argued that every managerial action must be focused on problem solving. According to the research results, a solution is a management decision aimed at gaining the maximum to achieve certain goals. Failure to set optimal goals makes impossible to shape a management problem which, in turn, translates into absence of the need for making management decisions. Goals contribute to shaping the criteria for evaluating the feasibility of proposed management decisions as well as mapping the criteria for assessing the ultimate predicted outcomes. However, most often, objectives sought to be achieved by top management of hospitality industry companies are perceived quite differently by the staff. In this context, the system of goals is a critical instrument for management decision making and problem solving related to organizational issues in managing businesses of hotel and restaurant industry. Thus, the flexibility of organizational structures in a management paradigm within the hospitality industry is associated with the dynamic process of designing the optimal goal hierarchy to achieve good performance in the sector of hotel and restaurant industry. The author assumes that the estimation of the relevant flexibility of organizational structure management by hospitality industry businesses can be attained through the suggested classification of management goals.
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Dissertations / Theses on the topic "Organizational structure of hotel management"

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О, Сироткіна В. "Напрями організації обслуговування груп туристів (на прикладі готелю «Premier Geneva Hotel»)." Thesis, Одеський національний економічний університет, 2021. http://local.lib/diploma/Syrotkina.pdf.

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Доступ до роботи тільки на території бібліотеки ОНЕУ, для переходу натисніть на посилання нижче
У роботі розглядаються теоретичні засади організації обслуговування груп туристів на підприємствах готельного господарства. Розкрито зміст основи організації прийому та розміщення туристів в готелі, поняття і функції служб прийому і розміщення. Також досліджено світовий досвід ефективного розміщення туристичних груп в готельному бізнесі. Досліджено стан розвитку видів туризму та потенціалу міста як туристичного центру. Надано характеристику готелю «Premier Geneva Hotel», проаналізовано його основні показники господарсько–економічної діяльності в динаміці, охарактеризовано продукт готелю. Детально вивчено та оцінено технологію обслуговування груп туристів в готелі «Premier Geneva Hotel».
The theoretical bases of the organization of service of groups of tourists at the enterprises of hotel economy are considered in the work. The content of the basis of the organization of reception and accommodation of tourists in the hotel, the concept and functions of reception and accommodation services are revealed. The world experience of effective accommodation of tourist groups in the hotel business is also studied. The state of development of types of tourism and the potential of the city as a tourist center is studied. The characteristics of the hotel "Premier Geneva Hotel" are given, its main indicators of economic activity in dynamics are analyzed, the product of the hotel is characterized. The technology of servicing groups of tourists in the Premier Geneva Hotel has been studied and evaluated in detail.
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Gujar, Purva (Purva Prakash). "Organizational structure in the hospitality industry : a comparative analysis of hotel real estate investment trusts (REITs) and hotel C-Corporations." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/77122.

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Thesis (S.M. in Real Estate Development)--Massachusetts Institute of Technology, Program in Real Estate Development in Conjunction with the Center for Real Estate, 2012.
Cataloged from department-submitted PDF version of thesis. This electronic version was submitted and approved by the author's academic department as part of an electronic thesis pilot project. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (p. 102-108).
Current legislation has made it possible for real estate investment trusts (REITs) to earn income beyond purely passive sources such as rents from real property or interest from mortgages on real property. As a result, both the number and market capitalization of hotel REITs have substantially increased, and the difference between hotel REITs and hotel C-corporations has narrowed. However, companies such as Starwood Hotels have reverted back to the C-corporation structure. Given these organizational changes and the increasing dominance of hotel REITs, there is a need to analyze hotel REITs and hotel C-corporations in a comparative framework. Equity REITs and C-corporations have been studied extensively. However, research on various organizational forms in the hospitality industry is somewhat limited. This study attempts to fill this gap by comparing the stock market performance of publicly traded hotel REITs with hotel C-Corporations from 1993 to 2011. Furthermore, the impact of significant events such as mergers and acquisitions and legislative amendments on firms' stock price are also observed. Finally, detailed case studies of companies that underwent corporate restructuring are conducted. The research objective of this thesis is to examine (a) whether REITs are an efficient organizational structure for the lodging industry; and (b) whether the tax benefits of REITs offset the regulatory constraints they face. The study infers that REIT acquirers have an advantage in mergers and acquisitions, but in all other situations, the net benefits of REITs are not as clear. On market cap basis, the performance of hotel REITs and hotel C-Corporations was almost identical, however when equally weighted, hotel REITs outperformed their C-Corporation counterparts. In addition, the results show that the REIT returns are highly volatile. On a broad level the hospitality business has two distinct segments -- ownership of hotels and management of hotels and the degree of operating flexibility offered is one of the main factors that differentiate REITs from the C-Corporation counterparts. Therefore, this study concludes that the choice of corporate structure depends greatly on a firm's business strategy.
by Purva Gujar.
S.M.in Real Estate Development
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LaFleur, Tobias C. (Tobias Christopher). "Improving the Quality of Hotel Banquet Staff Performance: a Case Study in Organizational Behavior Management." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500375/.

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The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.
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Burton-Jones, John Alan, and n/a. "A COMPARATIVE CASE STUDY OF KNOWLEDGE SUPPLY AND ORGANIZATIONAL EFFECTIVENESS." University of Canberra. School of Professional Communication, 2007. http://erl.canberra.edu.au./public/adt-AUC20070814.114351.

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It has been widely observed that economic activities are increasingly dependent on intangible, knowledge-based resources (Hayek, 1945; Drucker, 1966; Bell, 1973; Brinkley, 2006). One result of the move to a knowledge economy is that traditional notions of work and human resources have broken down and organizations have adopted new methods of sourcing knowledge. This thesis addresses the question of how organizations can optimally determine their requirements for knowledge from within and outside their boundaries. The objective of the thesis is to develop a theory of organizational knowledge supply and to test the theory in explaining and predicting the effectiveness of an organization's knowledge sourcing strategies. The research question driving this thesis therefore is: "eCan knowledge-based theory of the firm explain the relationship between organizations' mix of internal and external human resources and organizational effectiveness?"e The aim of this thesis is to contribute to human resources and organizational theory through its theoretical model and empirical evidence of the relationship between knowledge sourcing and organizational effectiveness. The thesis also aims to contribute to practice by informing organizations about the effectiveness of different human sourcing practices. Knowledge-based theory of the firm and contingency theory were used to develop an initial theoretical model of fit and effectiveness. To extend existing theoretical models, and to support the case study, the initial theoretical model was refined so that it not only included fit and effectiveness (as in past research), but it also posited a model of the intervening process by which fit leads to effectiveness. To test the posited theoretical model, a comparative case study was commenced in mid- 2004, in two 4.5 star inner city hotels in Australia, each a member of a different hotel group. Qualitative and quantitative research methods were used, with semi-structured interviews and questionnaires as the key data collection methods. The main data collection process was completed in April 2005. The findings from the study generally support the theoretical model. The case study however also revealed that much of the effect of the fit of human capital on organizational effectiveness was constrained and enabled by two other organizational resources (hotel systems and processes, and the hotel brand standard). This finding suggests that existing theoretical models that suggest an independent effect of human capital fit on performance may be incomplete. In summary the thesis research question was answered with a conditional affirmative. In other words, knowledge-based theory can explain the relationship between organizations' mix of internal and external human resources and organizational effectiveness, but existing knowledgehuman capital-based models of this relationship can be extended and thus improved in two ways: 1) By positing a model of the intervening process by which human capital fit leads to organizational effectiveness. 2) By positing a model of the degree to which the effect of human capital fit on organizational effectiveness depends on other organizational resources.
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Huo, Yang Hwae. "Internal environment, organizational form and their impact on financial performance of hotel chains." Diss., Virginia Tech, 1994. http://hdl.handle.net/10919/40202.

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The primary objective of this study was to investigate the relationship between internal environment, organizational form, and financial performance in hotel chains. Using a contingency framework, this study investigated the match between internal environmental factors--such as capital scarcity, monitoring cost, and asset specificity--and organizational form--such as company owned, franchised, or combination of both--in an attempt to distinguish between high and low performing hotel chains. The key findings of this study indicate that hotel chains which showed a "match" between the monitoring cost of their internal environmental factors and organizational form performed better than if those elements did not match. The other finding of this study indicates that hotel chains operating under different organizational forms, such as company-owned, franchised, and combination of both, did not differ in their financial performance levels which were measured in terms of return on investment and growth in unit sales. This study contributes to the body of knowledge in the lodging industry by introducing the contingency theory in investigating the interrelationship between internal environment, organizational form, and financial performance. In other words, this study utilized internal environmental factors such as capital scarcity, monitoring costs, and asset specificity as moderators in order to measure their impact on organizational forms and financial performance relationship. Specifically, this study provides unique ways to measure the internal environmental factors, organizational form, and financial performance: (1) capital scarcity was measured using financing activities data included in the statement cash flows, (2) organizational form of the firm was categorized into company-owned, franchised, and combination of both, and (3) financial performance was measured using return on investment (ROI) and growth in unit sales. From the industry point of view, the findings of this study will aid in recognizing organizational form in conjunction with internal environment and financial performance. This study provides empirical support with regard to the relative models in predicting appropriate organizational form that will show better financial performance. In other words, the firm that evaluates and analyzes its internal environmental factors could have the adequate organizational form that generates high profitability. From the theoretical point of view, this study provides a body of knowledge in franchising by providing empirical findings with regard to internal environmental factors in explaining the relationship between organizational form and financial performance. Furthermore, this study contributes to the existing agency theory literature in franchising by providing empirical research to the evaluative contingency theory.
Ph. D.
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Martinez, Delgado Juan Carlos. "Designing the organizational structure for an entrepreneurial venture." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59139.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010.
"June 2010." Cataloged from PDF version of thesis.
Includes bibliographical references.
BS Grupo is a Peruvian entrepreneurial venture begun in 2000. The company has grown relatively fast, becoming a leading training provider in Peru. The venture delivers high level and specialized training services in the the areas of mining and information technologies, and on specific topics, such as project, maintenance, and quality management. Although it has experienced relatively fast growth, BS Grupo has missed market opportunities and has delayed the deployment of strategic projects needed for its long term sustainability. The company has developed strong capabilities to identify market opportunities and to configure products to address them; however, BS Grupo has experienced major problems in the areas of people management and organizational structure. This thesis analyzes the current organizational design of BS Grupo using three lenses: strategic, political and cultural. Recommendations are made to develop a new organizational design that supports the growth plans of the venture.
by Juan Carlos Martinez Delgado.
S.M.
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Bertilsson, Maria, and Björn Persson. "How to create loyal visitors in hotel businesses." Thesis, Högskolan Kristianstad, Sektionen för Hälsa och Samhälle, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-8373.

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The purpose of this research paper is to provide an understanding for organizational factors effect on Customer Relationship Management (CRM) in the hotel business and then investigate CRM activities effect on loyalty among business travelers. An analysis of 163 questionnaires gathered from hotels in Sweden resulted in two main findings. (1) Organizational factors such as: size, strategy, and maturity of information system affect CRM activities where the development of a customer loyalty strategy affects CRM activities the most. (2) CRM activities as: bonus cards, service customization, free-gifts, and convenient check in/check outs affect loyalty where service customization affects loyalty the most. Hence, different organizational preferences and certain CRM activities are preferable as hotels strive to create loyalty among business travelers.
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Hawela, Mohamed Fetouh. "E-learning as a tool for organizational learning and knowledge management in international hotel companies." Thesis, University of Ulster, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.550277.

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E-learning is still an emerging phenomenon in international hotel companies about which very few previous academic studies have been carried out. This had created a need for this research. This study is an endeavor to bridge the gap in knowledge regarding the use of e-learning in international hotel companies. More specifically it focuses on exploring how international hotel companies can optimize the benefits that they get from using the e-learning tools (e-learning portal). This research is novel in the area of hospitality management and more specifically in the literature focusing on international hotel companies. This is the first study, to the author's knowledge, that has examined e-learning in international hotel companies from the perspectives of organizational learning and knowledge management. This study uncovered the practices in using e-learning of the three studied international hotel companies. This thesis highlights the importance of building a close (integral) relationship between e-learning, organizational learning and knowledge management. E-learning is viewed as a complex adaptive system. This study is organized into eleven chapters. The first six chapters focus on the literature review that supported the achievement of the main aims of this research. Chapter seven is the methodology. In order to attain the aims of this research, data were collected from multiple sources, for example interviews, data published in the public domain (internet sources) and documents collected from the three studied companies. Chapters eight, nine and ten are the case studies of the three studied companies. Each of these chapters in divided into two phases of analysis. Chapter eleven is the conclusion, recommendations and contributions of this research.
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Morais, João Marcelo. "Organizational structure in family business management styles and employees satisfaction." Universidade de Taubaté, 2004. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=24.

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Nowadays, world ambient discussion constitutes an important subject, which also includes Brazil, an organizations importance, especially the company that aims at profit, for economic, social and individual development. At the same time the form of expectations, the companies find themselves in competitive scenery, that is, a combined economic evolution in an open market, that resulted in new companies, international competitors entering the local market and improving products and services that already exist for focalizing quality and low cost. This scenery determines that the organizations should be alert in its organizational structure, especially in its reference an existing relation a between high administrative conception and its perspectives of managerial and other employees, because this can reflect in their market and clients. The aim of this thesis is to identify the organizational structure in a family business, or that is, managed and run by its owners. It also scopes on knowing the relevant structural factors facing the scenery mentioned before, as we realize de main characteristics of managers in a family organizations and influenced by a structural model used and management style in relation to the employees satisfaction. For this reason a typical family company was selected, managed and run by its owners, in the case, husband and wife, that work in services sector of international commerce which has its influence and administration, even though its head-office is situate in the city of São José dos Campos São Paulo Brazil -, and represents in the Brazilian and world economy, through its branches, risk partners and representatives. Such aspect meant using a research method collecting information from its owners, managers and employees co-localized in all its branches.
Atualmente constitui-se tema de significante discussão em âmbito mundial, e não menos diferente no Brasil, a importância das organizações, especialmente as empresas destinadas a produzir lucratividade, para o desenvolvimento econômico, social e do indivíduo. De forma concomitante às expectativas declinadas anteriormente, as empresas se encontram em meio a um cenário referendado por características muito particulares de competitividade, ou seja, a evolução econômica combinada com a abertura de mercados, culminou com a criação de novas empresas, entrada de concorrentes internacionais no mercado local e aprimoramento dos produtos e serviços já existentes para um enfoque que exige qualidade e baixo custo. Este cenário determina que as organizações estejam atentas à sua estrutura organizacional, especialmente no que tange a relação existente entre as concepções da alta administração e as perspectivas do corpo gerencial e dos demais funcionários, vez que isto poderá produzir reflexos em seu mercado e clientes. Este trabalho tem como objetivo identificar a estrutura de organização de uma empresa familiar, ou seja, uma empresa administrada e gerida por seus proprietários. Também tem como escopo apreender os fatores relevantes da estrutura frente ao cenário anteriormente descrito, assim como perceber as principais características dos gerentes da organização familiar e a influência do modelo estrutural adotado e do perfil gerencial em face da satisfação do corpo operacional, isto é, dos funcionários. Para tanto, foi selecionada uma empresa tipicamente familiar, administrada e gerida por seus proprietários, in casu, marido e mulher, que atua no setor de prestação de serviços de comércio exterior e cuja zona de influência e atendimento, muito embora sua matriz esteja localizada na cidade de São José dos Campos - SP, perfaça localidades mais representativas da economia brasileira e mundial, por intermédio de suas filiais, parceiros de risco e representantes. Tal aspecto significou, para a metodologia de pesquisa empregada, a coleta de dados perante gerentes e funcionários co-localizados em todas as unidades da empresa selecionada.
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Löfgren, Victoria, and Aivi Eklund. "Organizational Structure, Communication, and Performance : Relationship to integrated management system." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-444754.

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The study aims to research factors that impact organizational structure, communication, performance, and if the management system has any significant ability to improve the outcome. The study is a case study of an organization where twenty-five employees were invited to participate in the survey and express how they perceive the management system. Interview with a CEO of the organization and access to the intranet and management system gave another set of data analyzed and researched with the help of theories. The results show that the organizational structure, communication, and performance cannot function without each other. Structure impacts the communication and performance of the organization. Simultaneously, successful communication is a vital ingredient for the structure to function and increase performance. The management system is the center for organizational structure and performance. Successful integration of the management system improves the information flow, increasing efficiency, performance, and profitability in the organization. A functioning and collaborative management system is the key to increased quality in every area of the organization. It fulfills the social demand for sustainability and quality vital for surviving the competitive market and being prepared for unexpected future events such as Covid-19. Available various technological and digital tools for quality improvement and communication have been the savior for many businesses worldwide.
Studien syftar till att undersöka faktorer som påverkar organisationsstruktur, kommunikation, prestanda och om ledningssystemet har någon betydande förmåga att förbättra resultatet. Studien är en fallstudie av en organisation där tjugofem anställda var inbjudna att delta i undersökningen och uttrycka hur de uppfattar ledningssystemet. Intervju med en VD för organisationen och tillgång till intranätet och ledningssystemet gav ytterligare en uppsättning data som analyserades och forskades med hjälp av teorier. Resultaten visar att organisationsstruktur, kommunikation och prestanda inte kan fungera utan varandra. Struktur påverkar organisationens kommunikation och prestanda. Samtidigt är framgångsrik kommunikation en viktig ingrediens för att strukturen ska fungera och öka prestanda. Ledningssystemet är centrum för organisationsstruktur och prestanda. Framgångsrik integration av ledningssystemet förbättrar informationsflödet, ökar effektiviteten, prestanda och lönsamhet i organisationen. Ett fungerande och samverkande ledningssystem är nyckeln till ökad kvalitet inom alla områden i organisationen. Det uppfyller den sociala efterfrågan på hållbarhet och kvalitet som är avgörande för att överleva den konkurrensutsatta marknaden och vara beredd på oväntade framtida händelser som Covid-19. Tillgängliga olika tekniska och digitala verktyg för kvalitetsförbättring och kommunikation har varit en undsättare för många företag världen över.
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Books on the topic "Organizational structure of hotel management"

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Practices, LLC Best. Optimizing manufacturing management structure. Chapel Hill, NC: Best Practices, LLC, 2001.

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Max, Reiboldt J., ed. IPA management: Organizational structure and strategic planning. New York: McGraw-Hill, 1999.

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Organization theory: Integrating structure andbehavior. 2nd ed. London: Prentice-Hall International, 1986.

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Organization theory: Integrating structure and behavior. 2nd ed. Englewood Cliffs: Prentice-Hall, 1986.

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Organizational behaviour in hotels and restaurants: An international perspective. Chichester: Wiley, 1999.

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1918-, Moore David G., and Greenwood Ronald G, eds. Lean but not mean: Studies in organization structure. Urbana: University of Illinois Press, 1994.

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Analoui, Farhad. Organizational structure, environment and the need for management of change. Bradford: University of Bradford,Development and Project Planning Centre, 1989.

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Gallery, Michael E. Outcomes, performance, structure (OPS): Three keys to organizational excellence. Milwaukee, Wisconsin: ASQ Quality Press, 2014.

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Fritz, Robert. Corporate tides: The inescapable laws of organizational structure. San Francisco: Berrett-Koehler Publishers, 1996.

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Robbins, Stephen P. Organization theory: Structure, design and applications. 2nd ed. London: Prentice-Hall, 1987.

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Book chapters on the topic "Organizational structure of hotel management"

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Organizational Structure." In Organizational Behavior in Sport Management, 37–47. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_4.

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Takahara, Yasuhiko, and Mihajlo Mesarovic. "Organizational Level Management." In Organization Structure, 99–116. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4613-0213-1_6.

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Keats, Barbara, and Hugh M. O'Neill. "Organizational Structure." In The Blackwell Handbook of Strategic Management, 519–41. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00019.x.

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Keathley, Jane. "Innovative Organizational Structure." In Total Innovative Management Excellence (TIME), 469–87. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003004554-15.

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Stewart, Rosemary, Jean-Louis Barsoux, Alfred Kieser, Hans-Dieter Ganter, and Peter Walgenbach. "Management and Organizational Structure." In Managing in Britain and Germany, 131–50. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23584-1_6.

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Shaw, Mahauganee, and Shane Fudge. "Organizational Structure and Crisis Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4403–8. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_765.

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Shaw, Mahauganee, and Shane Fudge. "Organizational Structure and Crisis Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–7. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_765-1.

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Huber, Daniel, Heiner Kaufmann, and Martin Steinmann. "The Organizational Structure: The Innovative Enterprise." In Management for Professionals, 53–91. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55498-3_5.

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Kugeler, Martin, and Michael Vieting. "Design of a Process-Oriented Organizational Structure." In Process Management, 187–228. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15190-3_7.

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Kugeler, Martin, and Michael Vieting. "Design of a Process-oriented Organizational Structure." In Process Management, 165–205. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24798-2_7.

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Conference papers on the topic "Organizational structure of hotel management"

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Zhang, Yonggang, and Jianlong Shen. "Staffs' Perceptions Towards Hotel Organizational Career Management in Hangzhou." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998026.

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DE PAULA, ABDON, ADRIANA LEIRAS, and ALESSANDRO LUKOSEVICIUS. "ORGANIZATIONAL STRUCTURE FOR DISASTER MANAGEMENT PROJECTS." In DISASTER MANAGEMENT 2017. Southampton UK: WIT Press, 2017. http://dx.doi.org/10.2495/dman170041.

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Wang, Dan, and Shijun Yang. "Impact of organizational structure and HRM on organizational performance." In 2007 IEEE International Engineering Management Conference - EM 2007 (IEMC). IEEE, 2007. http://dx.doi.org/10.1109/iemc.2007.5235077.

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Yuwei. "The study of relationship among organizational cultural, interaction and hotel service innovation." In 2009 6th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2009. http://dx.doi.org/10.1109/icsssm.2009.5174940.

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Budić, Hrvoje, Drago Pupavac, and Antun Marinac. "ORGANIZATIONAL DIMENSIONS AND THEIR IMAPACT ON THE ORGANIZATIONAL STRUCTURE." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.247.

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Zhiwei Ni, Sha Wang, and Huaiying Li. "Mining organizational structure from workflow logs." In 2011 International Conference on e-Education, Entertainment and e-Management (ICEEE). IEEE, 2011. http://dx.doi.org/10.1109/iceeem.2011.6137791.

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Wasiman. "The Influence of Organizational Culture and Organizational Citizenship Behavior (OCB) on the Performance of Hotel Employees in Batam City with Organizational Commitment as Intervening Variables." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.25.

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Fan, Yuncui, and Zheming Zhong. "Research on Organizational Structure Optimization of Engineering Research Center." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.98.

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Mirković, Vladimir, Jelena Lukić, Snežana Lazarević, and Željko Vojinović. "Key Characteristics of Organizational Structure that Supports Digital Transformation." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_46.

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Watanabe, Y. A. "On the structure of intra-organizational network." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653606.

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Reports on the topic "Organizational structure of hotel management"

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Loskin, M. I., and A. M. Salva. ORGANIZATIONAL STRUCTURE AND MANAGEMENT METHODS OF PUBLIC AGENCY. МЦНС "Наука и просвещение", 2017. http://dx.doi.org/10.18411/loskin3.

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Guadalupe, Maria, Hongyi Li, and Julie Wulf. Who Lives in the C-Suite? Organizational Structure and the Division of Labor in Top Management. Cambridge, MA: National Bureau of Economic Research, February 2012. http://dx.doi.org/10.3386/w17846.

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Kokurina, O. Yu. VIABILITY AND RESILIENCE OF THE MODERN STATE: PATTERNS OF PUBLIC-LEGAL ADMINISTRATION AND REGULATION. Kokurina O.Yu., February 2022. http://dx.doi.org/10.12731/kokurina-21-011-31155.

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The modern understanding of the state as a complex social system allows us to assert that its resilience is based on ensuring systemic homeostasis as a stabilizing dynamic mechanism for resolving contradictions arising in society associated with the threat of losing control over the processes of public administration and legal regulation. Public administration is a kind of social management that ensures the organization of social relations and processes, giving the social system the proper coordination of actions, the necessary orderliness, sustainability and stability. The problem of state resilience is directly related to the resilience of state (public) administration requires a «breakthrough in traditional approaches» and recognition of «the state administration system as an organic system, the constituent parts and elements of which are diverse and capable of continuous self-development». Within the framework of the «organizational point of view» on the control methodology, there are important patterns and features that determine the viability and resilience of public administration and regulation processes in the state and society. These include: W. Ashby's cybernetic law of required diversity: for effective control, the degree of diversity of the governing body must be no less than the degree of diversity of the controlled object; E. Sedov’s law of hierarchical compensations: in complex, hierarchically organized and networked systems, the growth of diversity at the top level in the structure of the system is ensured by a certain limitation of diversity at its lower levels; St. Beer’s principle of invariance of the structure of viable social systems. The study was supported by the RFBR and EISI within the framework of the scientific project No. 21-011-31155.
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Modlo, Yevhenii O., Serhiy O. Semerikov, Stanislav L. Bondarevskyi, Stanislav T. Tolmachev, Oksana M. Markova, and Pavlo P. Nechypurenko. Methods of using mobile Internet devices in the formation of the general scientific component of bachelor in electromechanics competency in modeling of technical objects. [б. в.], February 2020. http://dx.doi.org/10.31812/123456789/3677.

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An analysis of the experience of professional training bachelors of electromechanics in Ukraine and abroad made it possible to determine that one of the leading trends in its modernization is the synergistic integration of various engineering branches (mechanical, electrical, electronic engineering and automation) in mechatronics for the purpose of design, manufacture, operation and maintenance electromechanical equipment. Teaching mechatronics provides for the meaningful integration of various disciplines of professional and practical training bachelors of electromechanics based on the concept of modeling and technological integration of various organizational forms and teaching methods based on the concept of mobility. Within this approach, the leading learning tools of bachelors of electromechanics are mobile Internet devices (MID) – a multimedia mobile devices that provide wireless access to information and communication Internet services for collecting, organizing, storing, processing, transmitting, presenting all kinds of messages and data. The authors reveals the main possibilities of using MID in learning to ensure equal access to education, personalized learning, instant feedback and evaluating learning outcomes, mobile learning, productive use of time spent in classrooms, creating mobile learning communities, support situated learning, development of continuous seamless learning, ensuring the gap between formal and informal learning, minimize educational disruption in conflict and disaster areas, assist learners with disabilities, improve the quality of the communication and the management of institution, and maximize the cost-efficiency. Bachelor of electromechanics competency in modeling of technical objects is a personal and vocational ability, which includes a system of knowledge, skills, experience in learning and research activities on modeling mechatronic systems and a positive value attitude towards it; bachelor of electromechanics should be ready and able to use methods and software/hardware modeling tools for processes analyzes, systems synthesis, evaluating their reliability and effectiveness for solving practical problems in professional field. The competency structure of the bachelor of electromechanics in the modeling of technical objects is reflected in three groups of competencies: general scientific, general professional and specialized professional. The implementation of the technique of using MID in learning bachelors of electromechanics in modeling of technical objects is the appropriate methodic of using, the component of which is partial methods for using MID in the formation of the general scientific component of the bachelor of electromechanics competency in modeling of technical objects, are disclosed by example academic disciplines “Higher mathematics”, “Computers and programming”, “Engineering mechanics”, “Electrical machines”. The leading tools of formation of the general scientific component of bachelor in electromechanics competency in modeling of technical objects are augmented reality mobile tools (to visualize the objects’ structure and modeling results), mobile computer mathematical systems (universal tools used at all stages of modeling learning), cloud based spreadsheets (as modeling tools) and text editors (to make the program description of model), mobile computer-aided design systems (to create and view the physical properties of models of technical objects) and mobile communication tools (to organize a joint activity in modeling).
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