Tim R.V. Davis

Integrating internal marketing with participative management

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to differences in management styles which affect internal marketing. This article examines the impact of consultative and participative styles of management on internal marketing. It shows how general managers, department managers and individuals can use internal marketing to increase employee involvement in reaching decisions, making commitments and taking action.

Information technology and white-collar productivity

Executive Overview Despite the hype and fanfare that has accompanied the introduction of the latest information technology, white-collar productivity has not shown appreciable improvement. This article addresses some of the main reasons for this and offers suggestions on how information technology may be used to improve organizational performance. Particular attention is paid to the differences between white-collar and blue-collar work and the problems inherent in the current definition of white-collar productivity. Improved effectiveness in serving internal and external customers is a better basis for judging most white-collar work and that too much emphasis on lowering costs and increasing output may prove counterproductive. A method called process management is described which can enhance internal customer relationships and improve the administrative systems on which an organization depends.

Developing an employee balanced scorecard: linking frontline performance to corporate objectives

Increasing emphasis is being given to corporate measurement systems which integrate customer satisfaction, process quality, innovation and financial performance. Managers are realizing that non‐financial criteria (customer service, process quality, new product development) are as important as financial criteria in corporate measurement systems. These factors need to be monitored closely and their relationship studied. Many executives have difficulty balancing the various types of measures at different levels of the company. Provides a detailed account of how a balanced set of measures was translated in a large company through corporate, group, divisional and plant levels. Concludes that the translation of a corporate scorecard into a frontline employee scorecard is essential for the implementation of strategy in most firms. Provides recommendations on how this can be done.

Partnering on Extranets for Strategic Advantage

Abstract Companies that started by improving internal communication with intranet systems are now developing extranet systems to improve communication with their external business partners. This article describes how leading firms are using extranets to achieve competitive advantages. Extranets are less expensive and offer more functionality than EDI systems.

Whose Job is Management Development? Comparing the Choices

Managers and human resource specialists often prefer a particular approach to the delivery of training and development above all others. Frequently, this approach is advocated as a blanket solution to a firm′s managerial problems with little consideration of other approaches. The strengths and weaknesses of the various approaches to management development are evaluated and their application for developing different levels of management in small and large companies is discussed.

Guest Feedback and Complaint Handling in the Hospitality Industry

A continuous flow of guest feedback is essential for improving the quality of service provided by hospitality firms. Research and writing dealing with different sources and uses of guest feedback is reviewed along with alternative methods of processing feedback and ways of integrating it with other management systems. The paper concludes with a description of the approach to managing guest feedback used by Stouffer Hotels and Resorts.