Measuring Cultural Diversity Impact in Hospitality Industry Leadership: Managerial Communication Perspective from Five Star Hotels in Kathmandu Valley, Nepal

This study aims to measure the cultural diversity impacts in hospitality industry leadership from the perspective of managerial communication. Data were obtained from all the 10 five star hotels in Kathmandu valley. 167 respondents were sampled from the managers of five star hotels in Kathmandu valley, Nepal using structured questionnaire. Data analysis is made using descriptive analysis and Leadership Practices Index measured through dimension suggested by GLOBE Model. The study found out that maximum majority (48.48%) employees were the residents of Bagmati Province itself. For effective functioning of any organization workplace communication plays crucial role. Though numerous challenges are faced by employees working in hospitality industries in terms of communication 96% of respondents believed that managerial communication problem could be overcome if better tactics were used. Upon responding the importance of communication in workplace 54.76% employees stated that effective communication would help managers to set goals and targets for attaining objective of the hotel or their department followed by its importance at the time of serving guests and working in team while coordinating. Likewise, 41.07% feels that effective communication makes employees feel secure and helps to achieve targets. Also, 40.48% feel easy to work in team with the help of effective communication. 19.05% thinks through effective communication exchanging necessary ideas become easier. Communication leadership scale suggested by GLOBE model shows the maximum number of leaders are performance oriented i.e., 83.03% whereas assertiveness, Power Distance and in-group collectivism are the least but still above the 50%, which shows the leader still maintain power distance, least in-group collectivism. Hence, based on the findings of the study, the study concluded that managerial communication skills impact in hospitality business for its growth and maximization. This original study is crucial for hotels, government agencies and prospective employees of hospitality sector of Nepal and worldwide at large.

What generic strategies do private fitness centres implement and what are their impacts on financial performance?

PurposeThe purpose of this paper is to identify the strategies that private fitness centres implement and to evaluate their impact on financial performance.Design/methodology/approachBased upon a sample of 151 private fitness centres in Portugal, multivariate statistics report the implemented strategies and their effect on financial performance. We applied exploratory factorial analysis as our methodology to identify the types of strategy and the ANOVA in order to verify if there are differences of financial performance in the strategies.FindingsThe results obtained demonstrate how private fitness centres implement different strategies, including: cost leadership, differentiation, focus, quality of service, combined and stuck in the middle approaches. The relationship between strategies and financial performance, private fitness centres adopting a cost leadership strategy obtain the best financial performance levels in terms of the sales variable relative to any other strategy but with the combined strategy returning a better performance in terms of the return on assets when compared with the cost leadership strategy.Originality/valueThe originality of this paper stems from its identification of the strategies implemented by private fitness centres, thus, just what type of strategies are in effect across the fitness industry: leadership through cost, differentiation or a focused strategy. However, in addition to ascertaining just which strategies undergo implementation, it is also pertinent in determining just which strategy drives the best financial performance for private fitness centres given that private centres may only remain in the market when achieving financial sustainability. Therefore, this paper seeks to provide information for managers as regards the strategies implemented and their impacts on the financial performance of private fitness centres.

LEADERSHIP BALANCE: IKLIM KOMUNIKASI ORGANISASI PEKERJA MILENIAL DAN CUSTOMER DALAM HOSPITALITY INDUSTRY

<br /><table class="data" width="100%"><tbody><tr valign="top"><td class="value"><p>Hospitality Industry is one of the influential industries to support economic<br />growth in Indonesia, the culinary industry is one of it. The incraseing number of<br />culinary industries certainly requires considerable human resources, along with that<br />situation, young workers or millenial generation is currently in a productive age.<br />However, in fact, amid the development of this culinary industry, the leader experienced<br />some difficulties, one of them is to balance the demands of customers in this era of<br />globalization that critical enough for a product or service that they will use, along with<br />millenials workers who tend to be difficult to regulate. The discussion of this research is<br />how leaders in the culinary industry address this phenomenon, as well as the<br />appropriate leadership style for this situation.<br /><strong>Keywords : Hospitality Industry, Leadership, Millenials, Culture Organization, </strong><strong>Climate Organization</strong></p></td></tr></tbody></table>

Collaborative approaches to government travel advisories in Australia between Australia’s travel industry leadership and the Australian Department of Foreign Affairs and Trade, 2003–2017

The October 2002 Bali bombing was a catalyst for the Australian Department of Foreign Affairs and Trade (DFAT) to radically alter its approach to the content and dissemination of Australian government travel advisories. Integral to DFAT’s post-Bali strategy was its decision to seek the collaborative support of the Australian outbound travel industry leadership to broaden dissemination of travel advisories to outbound Australian travellers. Although initial contacts between DFAT and the Australian travel industry leaders in early 2003 were contentious, subsequent negotiations resulted in the world’s first signed agreement between a foreign ministry and a national travel industry leadership in June 2003. The initial agreement, the Charter for Safe Travel involved the Australian travel industry’s commitment to disseminate DFAT travel advisories in exchange for a viable consultative role in their content. Australia’s collaborative model was adopted in the UK from 2004, in Canada from 2005 and New Zealand since 2016. Globally, consultation between national travel industry leaders and national foreign ministries is rare, despite the support of the United Nations World Tourism Organization, the World Travel and Tourism Council and the Pacific Asia Travel Association. Through participant observation research, in the context of collaboration and stakeholder theories, this article discusses the evolution of a consultative relationship between DFAT and the Australian outbound travel industry leadership and other relevant stakeholders between 2003 and 2017. The observations made in this study reveal that collaborative consultation has achieved positive changes to travel advisories which feature regionally specific, timely and comprehensible content. These qualitative enhancements have been complemented by enhanced dissemination of Australian government travel advisories. Australia’s Consular Consultative Group serves as a working model for similar collaboration, in the interests of global tourism safety.

Quality management and post harvest processing in citrus-A review

So far little and most likely no previous study had tried to investigate the relationship between Total Quality Management (TQM) practices and organizational performance particularly in post harvest processing of Indian citrus industry. Implementation of quality management in post harvest processing of citrus may take longer time to implement, and requires major changes in cultural aspects as well as stake holder mindset in citrus industry. Leadership, management, finance, organizational culture, skills and expertise are considered as the generic factors critical for the successful implementation within SMEs environment like citrus industry. Judgmental process of grouping similar requirements led to the classification of all these requirements into ten separate categories. Items identified for the purpose of measuring the performance of post harvest processing aspect and the items were clubbed in four categories. In this review paper several new critical factors pertinent to citrus industry have been identified and basic explanation has been provided, which may help in successful implementation of Quality management and contribute to the success of the citrus processing entity.