Middle-Level Hotel Managers' Corporate Entrepreneurial Behavior and Risk-Taking Propensities: A Case of Didim, Turkey

Multiple stakeholders and middle managers: the role of the hotel financial controller

“…However, in hotels there have been criticisms that those in operational middle management roles lack financial and business skills (Burgess, 2007), partly due to a lack of support for the development of these from senior management. Other authors such as Keating and Harrington (2003), Kilic and Okumus (2005) and Hancer et al (2009) have also emphasised the importance (to organizational success) of senior management in providing the resources and support that middle managers need in the hotel, supporting generic findings as above. Hence, says Burgess (2007) the controller is relied upon as a business advisor, particularly if the general manager also has limited financial expertise.…”

“…However, Indjejikian and Matejka (2006), as an example, comment on how corporate control can `undermine' local decision-making to the detriment of the overall organization, supported by Altinay and Altinay (2004) who commented on the frustrations of managers at the slow decision-making that could result from centralized controls. If the organization wishes for managers to take a more entrepreneurial approach they must create the structure (Hancer, Bulent Ozturk and Ayyildiz, 2009) and approach to decision-making (Altinay and Altinay, 2004) to facilitate this. The financial controller needs to act as an interpreter and link between head office and local management and the potential tension between these, as found in the generic literature (Hales, 2001) can be channelled into a more productive approach, say Mongiello and Harris (2006), with opportunities for middle managers to identify opportunities for improvement that benefit the organization as a whole.…”

The Role and Perceptions of Middle Managers and Their Influence on Business Performance: The Case of Sri Lanka

“…Yang et al (2010) investigate the relationship between middle managers' transformational leaders and the performance of front line employees and confirm the existence of influence of middle managers on front line employees, bypassing their immediate supervisors, and also the existence of the moderating effect of the supervisors' power distance value. Hancer et al (2009) analyze the relationship between middle-level managers' personal risk-taking propensities and corporate entrepreneurship among 106 middle-level hotel managers in Turkey. Since none of the risk factors which included profit risk, emotion risk, managerial risk, or venue risk influenced corporate entrepreneurship, they suggest that middle managers must have the support of top management for risk taking along with a reasonable tolerance for failure.…”

Managerial Competencies for U.K. Hotel Financial Controllers: Are They Hospitality Managers or Accountants?

“…In hotels, the major role of managers is to deliver customer service to optimize customer satisfaction and hence profitability (Jauhari, 2006;Jeffrey et al, 2002) for stakeholders. They work as part of a team to manage all aspects of the day-today operations, including customer care, quality and standards, managing staff and growing the business (Hancer et al, 2009;Jeffrey et al, 2002;Qiao & Wang, 2009). This includes the HFC who manage their own reporting teams, as identified by Field (2006, p. 454).…”

“…This includes aiding in the analysis of past data to identify issues, and using this in the planning processes, both short and long term (Jones, 2008). They also need to be able to help other managers identify new ways of doing business, by thinking innovatively and creatively, all to optimize profitability (Burgess, 2013b;Hancer et al, 2009).…”