Evaluation of Hospitality Managerial Behaviour

INTRODUCTION

1.0 INTRODUCTION
1.1 OBJECTIVE OF THE STUDY

As hospitality organisations are dependent on their environments for resources, they will attempt to manage their dependency by developing and maintaining the behaviour of their managers. This whole study considers the need for the evolution in managerial skills in the twenty-first century and considers the required change in the nature of hospitality management in Mauritius. The objective is to assess the effectiveness of managers while studying their behaviours in relation to their job. The result managers are expected to achieve, the successful management of people to eventually meet the expectations of their departments or the whole organisation and also to enhance their own performance are investigated. Taking prestigious hotel managers in Mauritius as a case, we highlight the problem which managers are facing in line with their philosophy of functioning in such environment and find ways and means to enable them to increase their future level of performance by demonstrating certain kind of behaviours.

1.2

RATIONALE OF THE STUDY

After the great efforts which have been made in the 1990s, the tourism sector in Mauritius has had a re-birth. This industry has become the second most important foreign exchange earner after the manufacturing sector. It has been noticed that since then, the number of resorts, hotels and restaurants have not stopped expanding till now. However, with time diversity, globalisation, quality, ethics, entrepreneurship and organisational learning are becoming the new management paradigms. Whether we agree or not, the hospitality industry is moving towards a very competitive world where its success is dependent to a great extend on the conduct, efficiency, effectiveness and competencies and philosophy of management.

Tourism and Hospitality Management

Evaluation of Hospitality Managerial Behaviour

INTRODUCTION

Measuring behaviours is becoming so important in the hospitality industry because they reveal what managers do to contribute to job success and failure. What is really needed for a hotel firm to remain competitive in todays environment is a reliable behavioural criterion to evaluate the job performance of the hospitality managers. These criterions would enable the hotel organisation to make decision upon creating self-managed team, shared visions, hiring/recruitment, training and eventually evaluating the hotel managers. The hotel managers will operate in a more effective way only if they understand the behaviours that are considered desirable by the organisation at large.

1.3

SCOPE OF THE STUDY

Hotel organizations in Mauritius have been confronted with new challenges since the nineteenth century which have been brought about by the construction and growth in new lodging facilities, new competitive marketing strategies and rapid advances in technology. In light of all these development, the job of hotel managers has become more complex and fundamental to the success of the organization. Therefore, the appraisal of managerial performance grows in importance as far as establishments attempts to maintain their competitive advantages in that industry. The research will be centred on the different managerial behaviours found within the hospitality industry in Mauritius. The different scope of the study includes: Conducting a literature search to study the major challenges of management of the hospitality industry and what researchers propose as a means of evaluation. Providing an imminent study of the different behaviour managers make use of and to what extent these behaviour correlate with their level of performance. Undertaking a survey to collect information and data on the behaviours of hospitality managers and examine the current situation.

Tourism and Hospitality Management

Evaluation of Hospitality Managerial Behaviour

INTRODUCTION

Analyse all these data and information to assess the worthiness of their behaviour in relation to the task managers are assigned to execute.

Identification of recommendations which will aid management to better accept these new philosophies and which will in turn increase the level of performance.

1.4

LAYOUT OF THE STUDY

As it can be observed, the first chapter lays down the objective and rationale of the study. Chapter two provide an analysis of the different behaviours of the hospitality managers and the different grounds on which they are evaluated. Moreover, it focuses on how the hospitality managers evolved in the global changing business environment. Chapter three describes the literature concerning the hospitality managers; detail about the managerial attitudes towards work activities in the hospitality industries is indicated. This chapter also elaborates on the different research that has been done by other writers investigating on the behaviours of hospitality managers and their findings. A complete description of the approach adopted for conducting the survey of the research is provided in chapter four. Hence, chapter five elaborates on the finding of this research. The study will demonstrate how managers are being evaluated; what is the most common behaviour of hospitality managers and what are the different problem areas they face. Finally, the last chapter provides a set of recommendation to enhance on how to improve future performance in relation to managerial philosophy to face the coming challenges of the twenty-first century and ultimately concludes the dissertation.

Tourism and Hospitality Management