Lodging management success: Personal antecedents, achievements, KSAs and situational influencers

Competency analysis of top managers in the Taiwanese hotel industry

“…Furthermore, directors of different levels within an organization require different managerial competencies. Kay and Moncarz (2007) find a manager's career success to depend upon knowledge of financial management, personal relationships, communication, leadership, human resource management and other situational aspects. For instance, several studies investigated management competencies, such as leadership, field management and demonstrating a professional appearance (Brownell, 2008;Brophy and Kiely, 2002;ChungHerrera et al, 2003;Ç izel et al, 2007;Kay and Russette, 2000;Kriegl, 2000).…”

“…Included among the responses to this question were foreign language abilities as well as problem-solving and decision-making skills. Research by Kay and Moncarz (2007) investigated the professional competencies of successful hotel managers, and listed four items in decreasing order of importance: human resource management, financial management, marketing, and information technology. Recent studies have emphasized the training of economic and financial competencies (Agut et al, 2003;Kay and Moncarz, 2007).…”

“…Research by Kay and Moncarz (2007) investigated the professional competencies of successful hotel managers, and listed four items in decreasing order of importance: human resource management, financial management, marketing, and information technology. Recent studies have emphasized the training of economic and financial competencies (Agut et al, 2003;Kay and Moncarz, 2007). Brownell (2008) divided higher level hospitality management competencies into two dimensions: skills and attributes/abilities.…”

“…Many operators agree that, compared with professional competencies, generic competencies (communication, problem-solving, leadership, personal relationship, and self-management) are more important because generic competencies help individuals to change in unpredictable environments and facilitate life-long learning (Raybould and Wilkins, 2005). Furthermore, generic competencies contribute to managerial success (Kay and Moncarz, 2007). Therefore, because the hospitality industry is skills-oriented, generic competencies of top managers should be the primary focus.…”

“…Numerous works have examined the importance of western hotel managers' professional competencies (e.g., Agut et al, 2003;Brophy and Kiely, 2002;Brownell, 2008;Chung-Herrera et al, 2003;Kay and Russette, 2000;Kriegl, 2000;Kay and Moncarz, 2007); however, large cultural differences between East and West result in different management styles (Hoskisson et al, 2000). Soulsby and Clark (1996) also showed that cultural differences have led to the re-institutionalization of management in terms of the acquisition of managerial knowledge that is more appropriate for environmental change, with consequences for strategic decisionmaking.…”