A Conceptual Framework of the Hotel General Manager's Job

Nebel, Eddystone C.; Ghei, Ajay

doi:10.1177/109634809301600304

Cited by 21 publications

(35 citation statements)

References 8 publications

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“…Hayes and Ninemeier (2007) corroborating Nebel and Ghei's (2002) opined that regardless of size, every hotel and lodging facility must have a leader that makes the final day-to-day decisions about how the facility operates. From the mega hotels to the smallest bed-and-breakfast (B and B), the individual is critical to the hotel's image, its reputation for guest service, and most importantly, its ultimate profitability.…”

Section: Literature Reviewmentioning

confidence: 99%

“…This paradigm according to Covey (2004) is timeless and the greater the change in the society and the more difficult are the challenges which society faces, the more relevant the habits become. (2004) Conklin (2002)'s radical view of hotel organization process and Nebel and Ghei's (2002) thoughts on the Hotel General Manager (GM) brought into the fore the importance of the contribution which the GM, the Line Managers, Facilities Manager, the Management and the Customers have to make to efficacious performance of facilities management in hotel organizations. The GM is the arrowhead of the establishment.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Arditi and Nawakorawit (1999), Nebel, et al (2002), Hayes and Ninemeier (2007) and variously identified maintenance management, property management, and facilities management as asset management styles prevalent in the hospitality industry, although at varying degrees. In addition, Durodola, Ajayi and Oloyede (2011) averred that hotels that adopt facilities management as asset management tool as against maintenance management or property management are more effective in service delivery.…”

Section: Introductionmentioning

confidence: 99%

“…This has introduced the human dimension into the research activities involving facilities management and hotel organizations. Nebel and Ghei (2002) argued that hotel GM is the central management figure in the hotel business and attempted to develop a conceptual framework of the hotel General Manager's job based on job demands and relationship issues in the short-, intermediate-and long run. The aim of the study was to determine the nature of the GM's job, and consequently develop a conceptual framework.…”

Section: Introductionmentioning

confidence: 99%

“…It adopted a combination of participant observation of GMs activities, extensive personal interviews of GMs and fifty-three key divisional heads, background surveys, and analysis of organizational and operational information from each hotel; and developed a model of the influences that shape the GM's job giving prominence to the GM of hotel organizations at the expense of the line managers, staff and customers as shown in Figure 3. Nebel and Ghei (2002) Torkildsen (1992) asserted that quality management calls for quality managers; although good management counts, it may not necessarily and at all the times be the result of good general managers. However, it is obvious that hotels cannot function without the facilities working efficiently through the active participation of line managers in particular facilities manager or the engineer or maintenance manager whatever be the nomenclature that is assigned to him.…”

Section: Introductionmentioning

confidence: 99%

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Assessment of the Traits of Facilities Management Key Drivers in South-Western Nigerian Hotels

Durodola¹,

Ayedun²,

Onipede³

2012

JMS

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A survey was conducted of probabilistically determined fifty-seven hotels of various 'stars' in South-Western geo-political zone of Nigeria to assess the traits of the General Managers (GMs) and Facilities' Managers (FMs) who are regarded as key facilities management drivers in hotel organizations. Data were collected from hotel organizations through their general managers and facilities/engineers/maintenance managers with the aid of questionnaires. A combination of stratified and cluster sampling techniques were used. Kothari's formula was adopted to determine the appropriate sample size while descriptive statistics, ranking and spearman correlation were used for data analysis. Covey's generated traits for effective people were used as baseline parameters for the assessment. It was found that the GMs and the FMs background, training and features in South-Western Nigerian hotels cannot be said to be poor or low in that they compared favorably with what obtains in advanced countries particularly United State of America. However, they lack international exposure. In terms of traits, using Covey's model as benchmark, the duo are below average managerially, lacking the dynamism and the pizzazz that are required to propel them along; and since they are responsible for facilities management implementation, it then implies that the objectives of the facilities management may be extremely hampered from being achieved. In essence, the exposure of the GMs and the FMs must be deliberately improved upon while the duo must as a matter of urgency cultivate the habit of learning how to be effective.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Assessment of the Traits of Facilities Management Key Drivers in South-Western Nigerian Hotels

Durodola¹,

Ayedun²,

Onipede³

2012

JMS

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The impact of yield management on the role of the hotel general Manager

Donaghy¹,

McMahon‐Beattie

1998

Progr. Tourism Hospit. Res.

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Currently, there is a growing body of evidence that demonstrates an increase in interest in the use and application of yield management (YM) within the tourism industry. Specifically within the UK hotel sector, the extensive application of YM can be found in organisations that benefit from economies of scale and resources, namely the corporate sector. It can be expected that as the interest in and application of YM continues to increase some of the traditional components of the role of the hotel general manager may change. Indeed, the shift in focus from traditional capacity management techniques to those of revenue optimisation introduces some new managerial approaches, which may be enhanced with the traditional ‘hospitality’ nature of the industry. This paper reports the findings of a study that focused on the accommodation management techniques of the general managers in 300 UK corporate hotels. The research examined the impact that YM has on the role of the general manager based on Mintzberg’s classification of roles and Arnaldo’s sector‐specific study. It presents evidence that the application of yield techniques are found to influence the time and importance that managers attach to key managerial roles. In addition, the study highlights that five key job components are ranked differently by hotel managers who practice extensive yield techniques, as opposed to those who operate minimal techniques. © 1998 John Wiley & Sons, Ltd.

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Hotel general managers: A review of prominent research themes

Ladkin

1999

Int. J. Tourism Res.

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A Conceptual Framework of the Hotel General Manager's Job

Cited by 21 publications

References 8 publications

Assessment of the Traits of Facilities Management Key Drivers in South-Western Nigerian Hotels

Assessment of the Traits of Facilities Management Key Drivers in South-Western Nigerian Hotels

The impact of yield management on the role of the hotel general Manager

Hotel general managers: A review of prominent research themes

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