Reengineering the Hotel Organization

Nebel, Eddystone C.; Rutherford, Denney G.; Schaffer, Jeffrey D.

doi:10.1177/001088049403500520

Cited by 14 publications

(11 citation statements)

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“…Such changes in the organization of activities that large, international hotels have adopted to cope with their unique operational characteristics have left them as traditionally hierarchical places. The command and control structures identi®ed by Shamir (1978) are still evident nearly twenty years later (Nebel et al, 1994).…”

Section: Hierarchy and Role Conflict In The Hotel Industrymentioning

confidence: 98%

Executive Values and Decision Making: The Relationship of Culture and Information Flows

Gamble¹,

Gibson

1999

J Management Studies

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The eect of culture on work values has been studied in a number of ways, largely from a western perspective. Studies have predominantly employed questionnaires as the principal agent of data collection. Yet the Confucian work ethic attributes greater emphasis to collectivist values which bear more centrally on personal relationships. This research used discourse analysis in order to try to identify the implicit features of cultural values as they aected the transmission of ®nancial information, a problem highlighted by the Asian currency crisis in 1997/98.The international hotel industry operates in a multicultural environment where very often foreign operators manage locally owned premises. In these circumstances, budgetary planning and control is an important mechanism. A sample of the interactions between 18 hotel general managers and their ®nancial controllers were studied in Hong Kong. Financial controllers are already subject to a number of role con¯icts and it was found that these may be exaggerated by culture.Chinese ®nancial controllers seem to distort the outputs of budgetary planning and control processes in recognition of important organizational relationships. It is suggested that recognizing the direction and eect of these relationships has implications for leadership and performance judgements generally.

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Section: Hierarchy and Role Conflict In The Hotel Industrymentioning

confidence: 98%

Executive Values and Decision Making: The Relationship of Culture and Information Flows

Gamble¹,

Gibson

1999

J Management Studies

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“…Firstly, the tourism literature mainly refers to Business Process Reengineering (BPR) as the proposed method for the analysis and improvement of business processes (Nebel et al 1994;Buhalis, 1999;Anckar and Walden, 2001;Buhalis and Licata, 2002). For example, Sheldon introduces Caro, Guevara, Aguayo and Galvez's paper on workflow management as 'an example of how information technology can assist a company in executing, controlling, and reengineering their business processes ' (2000: 135).…”

Section: Theory/issuesmentioning

confidence: 99%

A Framework for Mapping and Evaluating Business Process Costs in the Tourism Industry Supply Chain

Alford

Information and Communication Technologies in Tourism 2005

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Business processes are an essential value-creation element for any organisation. However, aside from the rhetoric that accompanies references to Business Process Reengineering, little knowledge exists about them. This is a considerable weakness, given that ICT is frequently advocated as a business process-enabler. This study addresses this gap by presenting a framework for defining, mapping and quantifying business process costs in the supply chain. A Co-operative Inquiry was undertaken involving cycles of action and reflection, leading to results that have been tested and validated in "live" organisational settings. The findings have useful implications for the ways in which organisations implement ICT in the tourism supply chain.

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“…Process redesign (re-engineering) presented in the previous study was as well used to increase the efficiency of hotel operations. [14] During the reengineering procedure, core (client focused) processes were identified and evaluated to improve the service quality and customer orientation. Thanks to re-engineering, the hotel manager was able to measure the performance based on the customeroriented criteria and improve overall customer satisfaction.…”

Section: Literature Reviewmentioning

confidence: 99%

The Use of Business Process Management in Hotel Direct Sales Improvement

Chalupa¹,

Petříček²,

Ulrych³

2021

TEM Journal

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This article deals with Business Process Modelling and Reengineering use in the hospitality industry, focusing on the improvement of direct telephone sales by application of the CRM system. After modelling the current state of the selected process using ARIS methodology, the same process was remodelled for the application of the CRM system. This application shortened the whole process (mainly the number of activities needed to prosecute) and allowed the front-office employee to be more clients oriented. The automation of labour-intensive processes can reduce the number of human-caused errors and improve the convertibility and reservation request and their overall value.

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Reengineering the Hotel Organization

Cited by 14 publications

References 0 publications

Executive Values and Decision Making: The Relationship of Culture and Information Flows

Executive Values and Decision Making: The Relationship of Culture and Information Flows

A Framework for Mapping and Evaluating Business Process Costs in the Tourism Industry Supply Chain

The Use of Business Process Management in Hotel Direct Sales Improvement

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