Critical Analysis of Hospitality Indudstry in the UK

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Chapter 5

Discussion and conclusion

This chapter will conclude this research and make recommendations for the organization, the future and for future study in this area, alongside the conclusions of the methods used. This final chapter of the dissertation will discuss the key findings generated from the results in previous chapter as well as the information gathered within the literature review in chapter 2. This chapter will look back at the aim and objectives to ensure that the research has achieved this. To obtain an overview of the analysis will be provided; the recommendations and implication for the hotel industry will then follow this.

From the results obtained from the survey and subsequent semi-structured interviews, the need for control appear to be the main drive behind the organizational structures of the four-star plus hotels in the UK. The managements of most of these hotels appear to be in a dilemma between the need for stringent internal controls to safeguard the assets of the hotels and to ensure the hotel staff are all acting in the best interest of the hotel and need for reasonable empowerment of the staff to ensure timely making and execution of decisions. However, there appears to be a general shift in approach regarding attainment of organizational controls from the traditional controls bases on organizational structures, to control driven by positive behaviour of the employees and management. The aim is to ensure the employees and management both share the mission and objectives of the hotel, with all striving to attain such mission and objectives.

The Hilton hotel chain has purposefully embarked on training and development programs aimed at attaining this ideal state. The organizational structures in t...

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...rtain which of the two variables exert more influence on the other and the extent to which the management of an organization may use its structures to influence the management style adopted by its managers. Also important would be the behaviour or response of managers and employees alike, when faced with a sudden change in organizational structures. Their adaptability to new dispensation would be assessed based on their involvement in the design of the new structures and the extent to which the new structures affect their work. All organizations have established ways of doing things, which constitute their culture and any changes to this established order may have different consequences for the organization, it may important to isolate and study the impact of changes in organizational structure to employee motivation under certain predetermined circumstances.

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