This overview of the restaurant industry explains the attributes of each restaurant type from the point of view of management and customers. The traditional three-part typology of quick service, midscale, and upscale has been augmented to include moderate upscale and business dining. An examination of different segments' attributes shows why quick-service restaurants have put such pressure on midscale operations (they have many attributes in common), and why even fine-dining restaurants are susceptible to competition from chains (certain attributes that can be standardized substitute for other attributes that cannot).

Purpose -Technology is a combination of tools and crafts, a balance of hardware and software. Hospitality technology has advanced through innovation in the application of both machines and tools, and systems and organizations. The purpose of this paper is to offer perspective on past technological advancements and some predictions for those just on the horizon in the hospitality field. Design/methodology/approach -The paper reviews the definition of technology and the changes that have occurred in the hospitality industry in relation to the technology used. It then goes on to make some forecasts about the use of technology for the future through past studies and an insight into the technology of today. Findings -Technology is heading in a direction that will produce more dramatic change than at any time over the past 100 years. Expected changes are to turn the hospitality industry from the age of labor to the age of wireless -as equipment becomes more efficient, less labor will be required. As the consumers and employees become more wireless in their orientation, restaurants, and hotels must be accommodating to these changes. Practical implications -Restaurants and hotels are adapting to technology at a slower pace than other organizations and that could mean problems as the technology continues to change at an extremely rapid rate over the next decade. The changes that are occurring will help with human resource practices in screening applications, bringing more knowledge of the brand to consumers and employees, processing of orders in a more efficient way, and eliminating some of the inefficiencies of old. Originality/value -The paper takes a look at the past and projects the current scenario related to technology and hospitality into the future. Human resource practices will change as the technology for training and recruiting gets more cost-effective, and guest services will improve as marketing can be done to the guests where they live -online and wireless.

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The authors report the results of a large empirical study which identified the attitudes and perceptions of three levels of chain restaurant managers from a single, national quick-service restaurant company. The study specifically investigated the degree to which the views of each discrete level of management differed in regard to the skills required of a competent multiunit manager (area supervisor). In earlier studies by Umbreit and Tomlin (1986) and Umbreit and Smith (1991) have proposed a model based on groups of activities and five managerial dimensions (financial management, restaurant operations, marketing and promotions management, facilities and safety management, and human resource management). Their model is tested by this investigation. Significant differences among the three levels of management regarding the role of the area supervisor were found. The results lead to suggestions for future training and multiunit management development, and a call for follow-up research.