Communications and Social Skills: Perceptions of Hospitality Managers

Clark, Mona

doi:10.1108/01425459310031822

Cited by 22 publications

(10 citation statements)

References 5 publications

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“…Defi nitions of the terms hard skills and soft skills have been reported by many authors (for example Clark, 1993 ;Rainsbury et al , 2002 ;and Wellington, 2005 ). Hard skills are associated with the technical aspects of performing a job.…”

Section: Original Articlementioning

confidence: 95%

An Exploratory Study Identifying Soft Skill Competencies in Entry-Level Managers

Weber

Finley²,

Crawford³

et al. 2009

Tourism and Hospitality Research

139

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The identification of competencies needed by hospitality managers has been investigated since the 1980s. In all of the competency research related to hospitality management, essential competencies include skills that can be classified as soft skills, yet a comprehensive list of these soft skills has not been identified. The purpose of this project is to have industry professionals rate the importance of soft skill competencies found in literature, and then reduce this list of competencies by completing a factor analysis. This study serves as the beginning for a comprehensive study of soft skills needed in entry-level hospitality management positions.

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Section: Original Articlementioning

confidence: 95%

An Exploratory Study Identifying Soft Skill Competencies in Entry-Level Managers

Weber

Finley²,

Crawford³

et al. 2009

Tourism and Hospitality Research

139

View full text Add to dashboard Cite

show abstract

“…Tarpey (1991) urges hotel managers to improve their language skills and Haywood (1987) outlines the value of critical thinking skills as a means of solving the range and depth of problems that managers face. Brownell (1992) highlights the significance of communication skills and Clark (1993) examines the communication and social skills required for hospitality managers. One current debate in the industry is whether it is more important to develop technical or management skills, and whether or not this is changing over time (Guerrier and Lockwood, 1989a;Ruddy, 1990).…”

Section: The Value Of Skillsmentioning

confidence: 99%

The career paths of hotel general managers in Mauritius

Ladkin

Juwaheer²

2000

International Journal of Contemporary Hospitality Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…The vision of the organization will never be realized if it is not communicated to management or the employees working within the firm. In a study investigating the managerial skills used in the hospitality industry, Clark (1993) also found communication and interpersonal skills to be the most critical. Being able to communicate effectively is especially important as it is an integral part in the three managerial roles identified by Mintzberg (1972).…”

Section: Analysis Of Individual Managerial Competenciesmentioning

confidence: 99%

Revised competencies for private club managers

Koenigsfeld¹,

Youn

Perdue

et al. 2012

International Journal of Contemporary Hospitality Management

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Purpose -This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five-competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA). Design/methodology/approach -A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list. Findings -This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry. Practical implications -This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings. Originality/value -Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual-creative, interpersonal and leadership competency domains for private club managers.

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Communications and Social Skills: Perceptions of Hospitality Managers

Cited by 22 publications

References 5 publications

An Exploratory Study Identifying Soft Skill Competencies in Entry-Level Managers

An Exploratory Study Identifying Soft Skill Competencies in Entry-Level Managers

The career paths of hotel general managers in Mauritius

Revised competencies for private club managers

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