Bob Brotherton

Towards a definitive view of the nature of hospitality and hospitality management

Explores the issues lying at the very heart of the endeavour academic researchers and industrial practitioners working in the hospitality field are engaged in; the essence of what is referred to as hospitality and its management. It critically reviews the definitions and perspectives on these fundamental issues proffered in the contemporary literature in an attempt to create a clearer view of what “hospitality” and “hospitality management” are. In seeking to achieve this goal the paper questions the fundamental validity of these definitions and perspectives, many of which are frequently accepted as incontestable truths by both academics and practitioners. Finally, the paper presents new definitions for “hospitality” and “hospitality management” which, it argues, should be those adopted to inform and direct the agendas of both academic researchers and industrial practitioners in the new millennium.

Critical success factors in UK budget hotel operations

This study explores the nature of critical success factors (CSFs) in UK budget hotel operations through a questionnaire survey designed to ascertain the relevance and importance of a range of factors referred to as critical in the extant academic and trade literature. From a usable sample of 239 questionnaires the results show that budget hotel unit managers from the leading brands largely agree with the criticality of the factors stated in the literature, this being verified via the independent t‐test and reliability analysis results that show most of the CSFs to be highly statistically significant (p<0.001) and the set of CSF items to be consistent (α=0.9360). The data analysis, via principal components analysis, also facilitates the creation of a parsimonious model that identifies two dimensions and five CSFs as being the “most critical”.

Hospitality and hospitality management

Questions concerning the definition of terms such as ‘hospitality’ and ‘hospitality management’ are at the core of this book. On the one hand, a diversity of approaches to such definitions can reflect a healthy pluralism. Contra this point of view, diversity can reflect conflict and confusion, a lack of clarity. In an intellectual era dominated by relativist theories such as postmodernism, the latter position can appear as a virtue. This is not the view taken here. The discussion in this chapter seeks to circumscribe debate on the nature and relationships between ‘hospitality’ and ‘hospitality management’, and in so doing to distil a realist account of these concepts as a basis for future research. At the core of this discussion is the nature of hospitality itself, which we view as imperative to any meaningful discourse about what has come to be termed the ‘hospitality industry’ and ‘hospitality management’.

Critical success factors in UK corporate hotels.

This article focuses on a project designed to investigate the validity of the results obtained from a prior exploratory study undertaken to identify the critical success factors (CSFs) in ‘UK Corporate Hotels’. The CSF approach and its application to hospitality and other types of business environment are briefly reviewed prior to an explanation of the survey methodology adopted in the study. The empirical results reveal that only three of the original 59 CSFs derived from the 1996 study were found not to be statistically significant and that nine of the ten CSF item sets possess reasonable Cronbachs alpha coefficients. Finally, the significance and implications of the results are discussed.

Developing human resources for Turkey's tourism industry in the 1990s

Abstract One of the most important issues facing the further development of the Turkish tourism industry is the quality of its supply of indigenous trained personnel. Despite a spectacular increase in the size of the Turkish tourism industry over the last decade there is a danger that this growth will not be sustainable owing to the increasing shortage of skilled staff. In recognition of this the Turkish government has initiated a strategy to strengthen the provision of hospitality/tourism education and training through the development of a National Hospitality Management Curriculum and National Training Awards. It is these initiatives which are discussed in this article.

Developing a culture and infrastructure to support research-related activity in further education institutions: a knowledge-based organisation perspective

Abstract This article explores a range of issues associated with the nature and role of research-related activities (RRAs) within a further education (FE) environment. The key perspective used to discuss these issues is that of the ‘knowledge-based organisation’ (KBO) as this holds some interesting and highly pertinent implications for FE organisations and their senior managers More specifically the article initially seeks to clarify the nature of knowledge, intellect and intelligence and the potential value of each in relation to the conduct of RRAs in FE organisations. Following this the discussion proceeds to explore a range of important issues raised by the KBO perspective relating to organisational strategy, design and leadership, within which the theme of developing a supportive and facultative culture features strongly. Finally, the article concludes by highlighting a number of key, and perhaps uncomfortable issues which senior FE managers need to consider in this context.

Hospitality management development: minimizing conflict ‐ maximizing potential

Focuses on the individual and management development process (MDP) and the importance of training and education as complementary inputs towards the goal of maximizing individual and organizational potential. Develops a two‐dimensional framework, consisting of a skill continuum and a contextual continuum, to identify the key issues which need to be addressed by education and industry. Advances the MDP three Cs model of competence, confidence and capability, presenting a skill hierarchy and map and discussing transitional frictions. Emphasizes that management development should be viewed in the context of an organization’s strategic direction, highlighting an important link with operational and competitive success.

Shared Priorities and the Management Development Process: A Case Study of Bass Taverns

This paper explores the extent to which the management development process (MDP) within Bass Taverns is focused on shared priorities. The research focuses on the existence, or otherwise, of a ‘shared managerial understanding’ of those factors, skills/competences and performance measures deemed to be critical for successful licensed house operations and licensed house management. It presents the findings of surveys conducted at senior and licensed house manager levels within the company, which were designed to establish the extent to which inter-hierarchical consistency exists concerning the criticality of the identified success factors, skills/competences and performance measures.

Managing Instability in the Hospitality Operations Environment. Part One: Variability

As the second in a series of three articles, exploring the problems arising from instability in the Hospitality Operations Environment (HOE), this article develops an analysis of the sources, incidence and problems arising from undesirable variety. The discussion focuses on the need to manage variety across the whole hospitality operation, as opposed to a concentration on product variety. The potential sources of variety are identified in the HOE′s products, processes and structures and proposals are advanced to assist the operational manager in managing variety. In particular the control/flexibility dilemma is explored and the desirability of variety in the production and delivery aspects of the HOE is given special attention.

Assessing Human Resource Needs and Priorities

Some of the strategic developments in hospitality and tourism markets are reviewed, including a growing interdependency between these two service industries. In the context of contraction in the labour market, the implications for sustained business expansion are considered with reference to the formulation of strategies to recruit, retain and develop employees in the decade ahead.