Linking hotel manager behavior with outcome measures of effectiveness

Umbreit, W. Terry; Eder, Robert W.

doi:10.1016/0278-4319(87)90048-x

Cited by 15 publications

(10 citation statements)

References 9 publications

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“…The only non‐accounting information on which the general manager would appear to be judged by his head office is customer complaints. In another study of hotel managers, Umbreit and Eder[18] looked at the link between behaviour and outcome measurement. They found that there was “...a general lack of consensus across hotel firms in defining managerial effectiveness”[18].…”

Section: Control Systemmentioning

confidence: 99%

Environmental policy in the hotel sector: “green” strategy or stratagem?

Brown

1996

International Journal of Contemporary Hospitality Management

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Illustrates alternative “green” strategies to indicate possible reactions of the hotel sector to the environmental issue and the extent of the “greening” process on the control system. Discusses the results of a questionnaire survey into the environmental standing of an hotel and the control system used to appraise the hotel manager. Analysis is based on comparison of hotel managers operating with an environmental policy and those managers operating without. Tentative conclusions drawn would indicate that although a number of companies have adopted an environmental policy, in general, the hotel sector is not taking a proactive approach to environmental concerns.

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Section: Control Systemmentioning

confidence: 99%

Environmental policy in the hotel sector: “green” strategy or stratagem?

Brown

1996

International Journal of Contemporary Hospitality Management

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“…In his 1986 review of the research to date, Hales Parallel to this research, there is a smaller but growing number of studies that have explored the characteristics (Arnaldo, 1981;Mullins and Davies, 1991;Seymour. 1985;Swanljung, 1981;Worsfold, 1989) and tasks (Ferguson and Berger, 1984;Ley, 1978;Hales and Nightingale, 1986;Dann, 1990;Umbreit and Eder, 1987) of hospitality managers. This research has also emphasized the importance of effective human relations skills to successful management practice.…”

Section: Introductionmentioning

confidence: 99%

Hospitality managers' communication practices

Brownell

1992

International Journal of Hospitality Management

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Recent research confirms that skill in oral and written communication is essential to effective management practice. Little is known, however, about the specific communication activities hospitality managers perform on the job. This study explores managers' perceptions of the frequency and difficulty of various organizational communication relationships and specific communication activities. Comparisons are made between the perceptions of middle and general managers in the hospitality industry with regard to individual and organizational communication practices. The results of this research have implications for practitioners, educators, and consultants as they work to improve the communication competence of hospitality managers.

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“…The only non-accounting information on which the general manager would appear to be judged by his head office is customer complaints. In another study of hotel managers, Umbreit and Eder [17] looked at the link between behavior and outcome measurement. They found that there was "...a general lack of consensus across hotel firms in defining managerial effectiveness" [17].…”

Section: Control Systemmentioning

confidence: 99%

“…In another study of hotel managers, Umbreit and Eder [17] looked at the link between behavior and outcome measurement. They found that there was "...a general lack of consensus across hotel firms in defining managerial effectiveness" [17]. The reasons identified for the difference in outcome measurement may relate to the market position of the company, strategy, financial position, management style and age of the company [18].…”

Section: Control Systemmentioning

confidence: 99%

Exploring Environmental Policy in the Hotel Sector

Ko¹,

Yuan²

2019

OALib

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This study illustrates alternative "green" strategies to indicate possible reactions of the hotel sector to the environmental issue and the extent of the "greening" process on the control system. Questionnaire survey was used to discuss the environmental standing of hotel and the control system. Analysis is based on comparison of hotel managers operating with an environmental policy and those managers operating without. Tentative conclusions indicated that although a number of companies have adopted an environmental policy, in general, the hotel sector is not taking a proactive approach to environmental concerns.

show abstract

Linking hotel manager behavior with outcome measures of effectiveness

Cited by 15 publications

References 9 publications

Environmental policy in the hotel sector: “green” strategy or stratagem?

Environmental policy in the hotel sector: “green” strategy or stratagem?

Hospitality managers' communication practices

Exploring Environmental Policy in the Hotel Sector

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