Wykorzystanie wybranych koncepcji, metod oraz technik organizacji i zarządzania przedsiębiorstwami hotelarskimi

Abstract

The main aim of this paper is to present results of the survey conducted among 69 hotels about their knowledge and their usage of modern conceptions, methods and techniques of organisation and management. The survey among managerial hotel staff was conducted in November 2002. The hotels, chosen at random, are located in Cracow (50%) and in the south-east of Poland. The conceptions and methods were chosen rather arbitrarily and it was attempted to compare them to some older, more popular ones. As a result, the usage of the following methods and conceptions were tested: Aim Management, strategic management, marketing management, logistics, Total Quality Management, management system according to ISO 9000 principles, controlling, reengine-ering, knowledge management, benchmarking, methods of chain planning (CMP, PERT), outsourcing, insourcing, SWOT analysis, ‘brainstorming’, work evaluation, Pareto 20–80 rule, delegation of authorization and empowerment. The by-product of these studies was to test methodology, i.e. how to check the real use of these methods by asking a few control questions. Firstly, the article has presented less known conceptions and methods and then the results have been discussed. The main question in the survey was, which of methods managerial staff are familiar with, which ones are used or will be applied in the near future. The results state it clearly that particular methods and techniques are hardly known to the managers. Almost 1/3 is not familiar with marketing management, however, this method is known to the largest number of hotels (28%), and is the most commonly used (39%) in hotels. The following methods are unknown at the same level (39%): strategic management, ‘brainstorming’ and work valuation. Below 50% of hotels are ignorant of logistics. The remaining methods, even such as management by objectives (ZPC) and SWOT analysis, are unknown to more than 50% of hotels. One may risk a statement that the more modern method the less popular it is (although some older methods are also not known e.g. delegation of authorization, methods of chain planning and Pareto 20–80 rule). The least popular (77–80%) are: methods of chain planning, reengineering, knowledge management and insourcing. The fact that 10 hotels (14%) claim a total ignorance of all presented methods is not consoling. Few of hotels know and apply a wide range of methods mentioned above – the most commonly given answers ranged between 1 and 3 methods. Among the most known methods are: management systems according to ISO 9000 norms (35%), work valuation (29%), marketing management (28%), ‘brainstorming’ (26%), TQM (26%), controlling (26%) and strategic management (25%). Marketing management is the most commonly used method (39%) followed by, consecutively, ‘brainstorming’ (32%), strategic management (30%), work valuation (29%) and SWOT analysis (29%), logistics and delegation of authorization (26%), ZPC is used by 22% and controlling by 19% of hotels. TQM, outsourcing and empowerment are applied by 12% of hotels. The least used methods are: insourcing (1%), management system according to ISO 9000 standards and Pareto 20–80 rule (3%), reengineering (4%), km (6%), chain planning methods (6%) and benchmarking (9%). Checking the real and consequent use of particular methods by asking control questions have worsened the results; the more questions the worse results, however, not in all cases e.g. outsourcing is used in reality by 35 (ap. 50%) hotels without knowing its name. The attempt to establish what the usage and knowledge of methods are dependent on, has failed to give a clear answer and has led to the conclusion that it does not depend on anything particular (we considered the number of employees, rooms belonging to the chain, the use of franchising). However, the usage of methods is more likely related to the fact of working in franchising system and less likely related to the fact of belonging to a hotel (net) chain. General conclusions can be drawn easily – the level of the usage and the knowledge of organizational and managerial methods in hotels are very low and this problem requires further and profound investigations.