The Impact of Yield Management on the Role of the Hotel General Manager

Research output: Contribution to journalArticle

Abstract

Currently, there is a growing body ofevidence that demonstrates an increase ininterest in the use and application of yieldmanagement (YM) within the tourismindustry. Speci®cally within the UK hotelsector, the extensive application of YM can befound in organisations that bene®t fromeconomies of scale and resources, namely thecorporate sector. It can be expected that as theinterest in and application of YM continuesto increase some of the traditionalcomponents of the role of the hotel generalmanager may change. Indeed, the shift infocus from traditional capacity managementtechniques to those of revenue optimisationintroduces some new managerial approaches,which may be enhanced with the traditional`hospitality' nature of the industry.This paper reports the ®ndings of a studythat focused on the accommodationmanagement techniques of the generalmanagers in 300 UK corporate hotels. Theresearch examined the impact that YM has onthe role of the general manager based onMintzberg's classi®cation of roles andArnaldo's sector-speci®c study. It presentsevidence that the application of yieldtechniques are found to in¯uence the timeand importance that managers attach to keymanagerial roles. In addition, the studyhighlights that ®ve key job components areranked differently by hotel managers whopractice extensive yield techniques, as
LanguageEnglish
Pages217-228
JournalProgress in Tourism and Hospitality Research
Volume4
Issue number3
DOIs
Publication statusPublished - 1998

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Hotels
Managers
Yield management
Revenue
Hotel managers
Hospitality
Industry
Resources

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@article{1c4d3f76497b4fff8d41b58c6ba0fd8b,
title = "The Impact of Yield Management on the Role of the Hotel General Manager",
abstract = "Currently, there is a growing body ofevidence that demonstrates an increase ininterest in the use and application of yieldmanagement (YM) within the tourismindustry. Speci{\circledR}cally within the UK hotelsector, the extensive application of YM can befound in organisations that bene{\circledR}t fromeconomies of scale and resources, namely thecorporate sector. It can be expected that as theinterest in and application of YM continuesto increase some of the traditionalcomponents of the role of the hotel generalmanager may change. Indeed, the shift infocus from traditional capacity managementtechniques to those of revenue optimisationintroduces some new managerial approaches,which may be enhanced with the traditional`hospitality' nature of the industry.This paper reports the {\circledR}ndings of a studythat focused on the accommodationmanagement techniques of the generalmanagers in 300 UK corporate hotels. Theresearch examined the impact that YM has onthe role of the general manager based onMintzberg's classi{\circledR}cation of roles andArnaldo's sector-speci{\circledR}c study. It presentsevidence that the application of yieldtechniques are found to in¯uence the timeand importance that managers attach to keymanagerial roles. In addition, the studyhighlights that {\circledR}ve key job components areranked differently by hotel managers whopractice extensive yield techniques, as",
author = "K Donaghy and U McMahon-Beattie",
note = "Reference text: Arnaldo, M. J. (1981), Hotel general managers: a pro{\circledR}le, Cornell Hotel and Restuarant Administration Quarterly, 23, 2, 53±56. Baum, T. (1989), Managing hotels in Ireland: research and development for change, Interna- # 1998 John Wiley & Sons, Ltd. Prog. Tourism Hospit. Res. 4, 217±228 (1998) Hotel General Managers and Yield Management 227 tional Journal of Hospitality Management, 8, 2, 131± 144. Burns, T. (1954), The directors of activity and communication in a departmental executive, Group Human Relations, 7, 1, 73±97. Burns, T. (1957), Management in action, Operation Research Quarterly, 8, 2, 45±60. Carlson, S. (1951), Executive Behaviour, Stockholm: Stockholm Press. Dann, D. T. (1990), The nature of managerial work in the hospitality industry, International Journal of Hospitality Management, 9, 4, 319±334. Dalton, M. (1959), Men Who Manage, New York: John Wiley. Donaghy, K., McMahon, U., and McDowell, D. (1995), Yield management{\DH}An Overview, Inter- national Journal of Hospitality Management, 14, 2, 139±150. Donaghy, K., McMahon-Beattie, U., and McDowell, D. (1997), Implementing yield management: lessons from the hotel sector, International Journal of Contemporary Hospitality Management, 9, 2, 50± 54. Fayol, H. (1949), General and Industrial Administra- tion, London: Pitman. Ferguson, D. H., and Berger, F. (1984), Restaurant managers: what do they really do?, Cornell Hotel and Restuarant Administration Quarterly, 28, 2, 27± 34. Goymoar, D. (1994), The Top 50 UK Hotel Groups, Caterer Hotelkeeper, 3264, 45±46. Guest, R. H. (1956), Of time and the foreman, Personnel, 32, 478±486. Hales, C. P., and Nightingale, M. (1986), What are unit managers supposed to do? A contingent methodology for investigating managerial role requirements, Internal Journal of Hospitality Man- agement, 5, 1, 3±11. Hales, C., and Tamangani, Z. (1996), An investiga- tion of the relationship between organisational structure, managerial role expectations and man- agers' work activities, Journal of Management Studies, 33, 6, 731±756. Hales, C. P. (1987), The managers working context: A pilot investigation of the relationships between managerial role demands and role performance, Personnel Review, 16, 5, 26±33. Hemphill, J. (1959), Job descriptions for executives, Harvard Business Review, 37, 5, 55±67. Horne, J. H., and Lupton, T. (1965), The work activities of middle managers {\DH} an exploratory study. Journal of Management Studies, 2, 1, 14±33. Keiser, J. R. (1989), Principle and Practices of Manage- ment in the Hospitality Industry, 2nd edn, New York: Van Nostrand Reinhold. Koureas, G. (1985), The Effect of Type, Category and Geographical Location on the Work Activities of Hotel Managers, Guildford: University of Surrey MSC Thesis. Ley, D. A. (1978), An Empirical Examination of Selected Work Activities Correlates of Managerial Effectiveness in the Hotel Industry using Structured Observational Approach, University of Michigan PhD Thesis. Martinko, M. J., and Gardner, W. L. (1985), The observations of high performing educational managers, methodological issues and managerial implications, in Hunt, J. G., et al. (Editors), Leaders and Managers: International Perspectives on Manage- rial Behaviour and Leadership. New York:Pergamon Press Mintzberg, H. (1973a), The Nature of Managerial Work, New York: Harper and Row Mintzberg, H. (1973b), The manager's job: folklore and fact, Harvard Business Review, 53, 4, 49±61. Nailon, P. (1968), A Study of Managerial Activity in Units of a Hotel Group, Guildford: University of Surrey Unpublished Thesis. Nebel, E., and Ghei, A. (1993). A conceptual framework of the hotel managers job, Hospitality Research Journal, 16, 3, 27±38. Pheysey, D. C. (1972), Activities of middle man- agers{\DH}a training guide, Journal of Management Studies, 9, 1, 158±171. Shortt, G. (1989), Work activities of hotel managers in Northern Ireland: a Mintzbergian analysis, International Journal of Hospitality Management, 8, 2, 121±130. Silverman, D., and Jones, J. (1976), Organisational Work: The Language of Grading {\DH} The Grading of Language, London: Collier-Macmillan. Stewart, R. (1976), Contrasts in Management, Maiden- head: McGraw-Hill. Thomason, G. F. (1966), Managerial work roles and relationships (Part 1), Journal of Management Studies, 3, 270±284. Thomason, G. F. (1967), Managerial work roles and relationships (Part 2), Journal of Management Studies, 4, 2, 17±30. Wilmott, H. C. (1984), Images and ideals of managerial work: a critical examination of con- ceptual and empirical accounts, Journal of Manage- ment Studies, 21, 3, 349±368. #",
year = "1998",
doi = "10.1002/(SICI)1099-1603(199809)",
language = "English",
volume = "4",
pages = "217--228",
journal = "Progress in Tourism and Hospitality Research",
issn = "1077-3509",
number = "3",

}

The Impact of Yield Management on the Role of the Hotel General Manager. / Donaghy, K; McMahon-Beattie, U.

In: Progress in Tourism and Hospitality Research, Vol. 4, No. 3, 1998, p. 217-228.

Research output: Contribution to journalArticle

TY - JOUR

T1 - The Impact of Yield Management on the Role of the Hotel General Manager

AU - Donaghy, K

AU - McMahon-Beattie, U

N1 - Reference text: Arnaldo, M. J. (1981), Hotel general managers: a pro®le, Cornell Hotel and Restuarant Administration Quarterly, 23, 2, 53±56. Baum, T. (1989), Managing hotels in Ireland: research and development for change, Interna- # 1998 John Wiley & Sons, Ltd. Prog. Tourism Hospit. Res. 4, 217±228 (1998) Hotel General Managers and Yield Management 227 tional Journal of Hospitality Management, 8, 2, 131± 144. Burns, T. (1954), The directors of activity and communication in a departmental executive, Group Human Relations, 7, 1, 73±97. Burns, T. (1957), Management in action, Operation Research Quarterly, 8, 2, 45±60. Carlson, S. (1951), Executive Behaviour, Stockholm: Stockholm Press. Dann, D. T. (1990), The nature of managerial work in the hospitality industry, International Journal of Hospitality Management, 9, 4, 319±334. Dalton, M. (1959), Men Who Manage, New York: John Wiley. Donaghy, K., McMahon, U., and McDowell, D. (1995), Yield managementÐAn Overview, Inter- national Journal of Hospitality Management, 14, 2, 139±150. Donaghy, K., McMahon-Beattie, U., and McDowell, D. (1997), Implementing yield management: lessons from the hotel sector, International Journal of Contemporary Hospitality Management, 9, 2, 50± 54. Fayol, H. (1949), General and Industrial Administra- tion, London: Pitman. Ferguson, D. H., and Berger, F. (1984), Restaurant managers: what do they really do?, Cornell Hotel and Restuarant Administration Quarterly, 28, 2, 27± 34. Goymoar, D. (1994), The Top 50 UK Hotel Groups, Caterer Hotelkeeper, 3264, 45±46. Guest, R. H. (1956), Of time and the foreman, Personnel, 32, 478±486. Hales, C. P., and Nightingale, M. (1986), What are unit managers supposed to do? A contingent methodology for investigating managerial role requirements, Internal Journal of Hospitality Man- agement, 5, 1, 3±11. Hales, C., and Tamangani, Z. (1996), An investiga- tion of the relationship between organisational structure, managerial role expectations and man- agers' work activities, Journal of Management Studies, 33, 6, 731±756. Hales, C. P. (1987), The managers working context: A pilot investigation of the relationships between managerial role demands and role performance, Personnel Review, 16, 5, 26±33. Hemphill, J. (1959), Job descriptions for executives, Harvard Business Review, 37, 5, 55±67. Horne, J. H., and Lupton, T. (1965), The work activities of middle managers Ð an exploratory study. Journal of Management Studies, 2, 1, 14±33. Keiser, J. R. (1989), Principle and Practices of Manage- ment in the Hospitality Industry, 2nd edn, New York: Van Nostrand Reinhold. Koureas, G. (1985), The Effect of Type, Category and Geographical Location on the Work Activities of Hotel Managers, Guildford: University of Surrey MSC Thesis. Ley, D. A. (1978), An Empirical Examination of Selected Work Activities Correlates of Managerial Effectiveness in the Hotel Industry using Structured Observational Approach, University of Michigan PhD Thesis. Martinko, M. J., and Gardner, W. L. (1985), The observations of high performing educational managers, methodological issues and managerial implications, in Hunt, J. G., et al. (Editors), Leaders and Managers: International Perspectives on Manage- rial Behaviour and Leadership. New York:Pergamon Press Mintzberg, H. (1973a), The Nature of Managerial Work, New York: Harper and Row Mintzberg, H. (1973b), The manager's job: folklore and fact, Harvard Business Review, 53, 4, 49±61. Nailon, P. (1968), A Study of Managerial Activity in Units of a Hotel Group, Guildford: University of Surrey Unpublished Thesis. Nebel, E., and Ghei, A. (1993). A conceptual framework of the hotel managers job, Hospitality Research Journal, 16, 3, 27±38. Pheysey, D. C. (1972), Activities of middle man- agersÐa training guide, Journal of Management Studies, 9, 1, 158±171. Shortt, G. (1989), Work activities of hotel managers in Northern Ireland: a Mintzbergian analysis, International Journal of Hospitality Management, 8, 2, 121±130. Silverman, D., and Jones, J. (1976), Organisational Work: The Language of Grading Ð The Grading of Language, London: Collier-Macmillan. Stewart, R. (1976), Contrasts in Management, Maiden- head: McGraw-Hill. Thomason, G. F. (1966), Managerial work roles and relationships (Part 1), Journal of Management Studies, 3, 270±284. Thomason, G. F. (1967), Managerial work roles and relationships (Part 2), Journal of Management Studies, 4, 2, 17±30. Wilmott, H. C. (1984), Images and ideals of managerial work: a critical examination of con- ceptual and empirical accounts, Journal of Manage- ment Studies, 21, 3, 349±368. #

PY - 1998

Y1 - 1998

N2 - Currently, there is a growing body ofevidence that demonstrates an increase ininterest in the use and application of yieldmanagement (YM) within the tourismindustry. Speci®cally within the UK hotelsector, the extensive application of YM can befound in organisations that bene®t fromeconomies of scale and resources, namely thecorporate sector. It can be expected that as theinterest in and application of YM continuesto increase some of the traditionalcomponents of the role of the hotel generalmanager may change. Indeed, the shift infocus from traditional capacity managementtechniques to those of revenue optimisationintroduces some new managerial approaches,which may be enhanced with the traditional`hospitality' nature of the industry.This paper reports the ®ndings of a studythat focused on the accommodationmanagement techniques of the generalmanagers in 300 UK corporate hotels. Theresearch examined the impact that YM has onthe role of the general manager based onMintzberg's classi®cation of roles andArnaldo's sector-speci®c study. It presentsevidence that the application of yieldtechniques are found to in¯uence the timeand importance that managers attach to keymanagerial roles. In addition, the studyhighlights that ®ve key job components areranked differently by hotel managers whopractice extensive yield techniques, as

AB - Currently, there is a growing body ofevidence that demonstrates an increase ininterest in the use and application of yieldmanagement (YM) within the tourismindustry. Speci®cally within the UK hotelsector, the extensive application of YM can befound in organisations that bene®t fromeconomies of scale and resources, namely thecorporate sector. It can be expected that as theinterest in and application of YM continuesto increase some of the traditionalcomponents of the role of the hotel generalmanager may change. Indeed, the shift infocus from traditional capacity managementtechniques to those of revenue optimisationintroduces some new managerial approaches,which may be enhanced with the traditional`hospitality' nature of the industry.This paper reports the ®ndings of a studythat focused on the accommodationmanagement techniques of the generalmanagers in 300 UK corporate hotels. Theresearch examined the impact that YM has onthe role of the general manager based onMintzberg's classi®cation of roles andArnaldo's sector-speci®c study. It presentsevidence that the application of yieldtechniques are found to in¯uence the timeand importance that managers attach to keymanagerial roles. In addition, the studyhighlights that ®ve key job components areranked differently by hotel managers whopractice extensive yield techniques, as

U2 - 10.1002/(SICI)1099-1603(199809)

DO - 10.1002/(SICI)1099-1603(199809)

M3 - Article

VL - 4

SP - 217

EP - 228

JO - Progress in Tourism and Hospitality Research

T2 - Progress in Tourism and Hospitality Research

JF - Progress in Tourism and Hospitality Research

SN - 1077-3509

IS - 3

ER -