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Managing disciplinary application in the hotel industry
Author(s)
Collier, Eric
Date Issued
2004
Type
Thesis
Publisher
Cape Technikon
Abstract
The problem of managing discipline in the hotel industry ranges from senior
managers failing to manage discipline correctly, to junior/middle managers having
insufficient practical experience and confidence to discipline effectively and justify
the decisions they have made. Senior managers therefore lack confidence in
junior/middle management's ability to manage discipline.
The objective of this study is to provide senior management with simple, workable
solutions to manage discipline correctly. This will enable senior management to
delegate the management of discipline to junior/middle management correctly; to
improve the confidence of junior/middle management in the management of
practical discipline; to improve the confidence level of senior management in the
ability of junior/middle management to manage discipline; and to .improve the
ability of junior/middle management to correctly and confidently justify disciplinary
decisions they have made.
The study recommends that: senior management should take the lead and
initiative to allocate time with junior/middle management to plan how to manage
discipline effectively; the success of senior management's performance should be
measured by how well junior/middle management achieve the performance
competence to formally and practically manage discipline; senior management
should provide structured feedback, coaching and counselling to junior/middle
management on their performance; and senior management should coach
junior/middle management on how to justify disciplinary decisions.
The cost of this change, namely, coaching and influencing people, is not monetary,
but one of commitment. It is the choice senior management should make. The
choice is to want control or to coach, namely, to use power to change or influence
change, to compel or develop people to take responsibility and ownership for what
they were employed to do.
managers failing to manage discipline correctly, to junior/middle managers having
insufficient practical experience and confidence to discipline effectively and justify
the decisions they have made. Senior managers therefore lack confidence in
junior/middle management's ability to manage discipline.
The objective of this study is to provide senior management with simple, workable
solutions to manage discipline correctly. This will enable senior management to
delegate the management of discipline to junior/middle management correctly; to
improve the confidence of junior/middle management in the management of
practical discipline; to improve the confidence level of senior management in the
ability of junior/middle management to manage discipline; and to .improve the
ability of junior/middle management to correctly and confidently justify disciplinary
decisions they have made.
The study recommends that: senior management should take the lead and
initiative to allocate time with junior/middle management to plan how to manage
discipline effectively; the success of senior management's performance should be
measured by how well junior/middle management achieve the performance
competence to formally and practically manage discipline; senior management
should provide structured feedback, coaching and counselling to junior/middle
management on their performance; and senior management should coach
junior/middle management on how to justify disciplinary decisions.
The cost of this change, namely, coaching and influencing people, is not monetary,
but one of commitment. It is the choice senior management should make. The
choice is to want control or to coach, namely, to use power to change or influence
change, to compel or develop people to take responsibility and ownership for what
they were employed to do.
Additional information
Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004
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199063583_Collier_e_MTech_thm_bus _2004
Description
Thesis
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