UNIT 1: MANAGERS AND MANAGEMENT

Topic (a): Manager

Objective: To define what a manager is, understand their significance in an organization, and identify the various
levels and types of managers, particularly within the hospitality context.

Introduction to the Manager:

 Beyond Authority: A manager is not just someone with a fancy title or who tells others what to do. They are crucial
facilitators and decision-makers in an organization.
 Core Definition: A manager is an individual who achieves goals through other people. They plan, organize, lead, and
control resources (human, financial, physical, informational) to achieve organizational objectives.
 Why are Managers Important?
o Achieve Goals: They translate strategic visions into actionable plans.
o Efficiency & Effectiveness: They optimize resource utilization.
o Coordination: They align diverse efforts towards common objectives.
o Problem Solving: They address challenges and make crucial decisions.
o Employee Development: They often guide and mentor their teams.
o Adaptation: They help organizations respond to change.

Who is a Manager in Hospitality?

 In a hotel or restaurant, almost everyone with supervisory responsibilities is a manager.

 Examples:
o Front Office Manager: Manages reception, reservations, guest services.
o Executive Chef: Manages kitchen staff, menu development, food quality.
o Housekeeping Manager: Manages cleaning staff, inventory, room readiness.
o F&B Manager: Oversees restaurant, bar, banqueting operations.
o General Manager: Oversees the entire hotel operation.
o Even a Head Waiter/Supervisor: Manages a team of servers, though typically considered supervisory rather than full
management.

Levels of Management:

Organizations typically have three broad levels of management, each with distinct responsibilities and requiring
different skill sets.

1. Top-Level Managers (Strategic Managers):

o Examples in Hospitality: General Manager (GM), Regional Directors, CEOs of hotel chains, Owners/Proprietors (for
independent hotels).
o Responsibilities:
 Setting long-term goals and overall strategic direction for the entire organization (e.g., deciding to expand into a new
market, rebranding a hotel).
 Making major policy decisions.
 Representing the organization to external stakeholders.
 Providing vision and overall leadership.
o Skills Required: Conceptual skills (ability to think abstractly and strategically), strong decision-making, leadership,
communication.
2. Middle-Level Managers (Tactical Managers):
o Examples in Hospitality: Front Office Manager, Executive Chef, HR Manager, Marketing Manager, F&B Manager,
Housekeeping Manager.
o Responsibilities:
 Implementing the strategies and policies set by top management.
 Translating broad strategic goals into specific departmental objectives.

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 Supervising and coordinating the activities of lower-level managers and operative employees.
 Facilitating communication between top and lower levels.
 Problem-solving within their departments.
o Skills Required: Human skills (interpersonal, communication, motivation), some conceptual, and strong technical
skills related to their department.
3. First-Level Managers / Front-line Managers (Operational/Supervisory Managers):
o Examples in Hospitality: Restaurant Supervisor, Head Waiter, Front Desk Supervisor, Executive Housekeeper (for a
smaller team), Line Cook Supervisor.
o Responsibilities:
 Directly supervising non-managerial employees (e.g., individual servers, housekeepers, receptionists).
 Ensuring day-to-day operations run smoothly.
 Assigning tasks, providing direct instruction, and monitoring performance.
 Handling immediate employee issues and customer complaints.
 Implementing plans developed by middle management.
o Skills Required: Strong technical skills (understanding the specific job they oversee), and human skills (motivating,
coaching).

Skills Required by Managers (Robert Katz's Three Skill Categories):

While all managers need all three skills, their relative importance varies at different management levels.

1. Technical Skills:
o Definition: The ability to apply specialized knowledge or expertise. This refers to understanding and proficiency in a
specific type of work or activity.
o Examples in Hospitality: A chef's culinary skills, a front desk manager's knowledge of property management systems
(PMS), a housekeeping manager's understanding of cleaning protocols and chemicals.
o Importance: Most crucial for first-level managers who directly supervise operations. Less crucial for top managers
who deal more with strategy.
2. Human Skills (Interpersonal Skills):
o Definition: The ability to work with, understand, and motivate other people, both individually and in groups.
o Examples in Hospitality: Effective communication with staff and guests, conflict resolution, team building, empathy,
active listening, delegation.
o Importance: Equally crucial at all levels of management because management inherently involves working through
people.
3. Conceptual Skills:
o Definition: The mental ability to analyze and diagnose complex situations. It involves seeing the organization as a
whole, understanding how its parts fit together, and envisioning how the organization fits into its broader environment.
o Examples in Hospitality: A GM analyzing market trends to decide on a new hotel service, a department head
understanding how their budget impacts other departments, foreseeing future challenges or opportunities.
o Importance: Most crucial for top-level managers who deal with abstract ideas and long-term strategy. Less crucial for
first-line managers whose focus is daily operations.

Topic (b): Roles of Management

Objective: To understand the various roles managers play within an organization, as identified by Henry Mintzberg,
and how these roles manifest in the hospitality industry.

Introduction to Managerial Roles (Henry Mintzberg):

 Beyond Functions: While planning, organizing, leading, and controlling (POLC) describe what managers do,
Mintzberg's roles describe how managers actually behave and what activities they engage in.
 Mintzberg's Study: He observed various managers and concluded that their activities could be categorized into ten
specific roles, grouped into three primary categories: Interpersonal, Informational, and Decisional.
 Reality of Managerial Work: Managerial work is often characterized by brevity, variety, and fragmentation.
Managers frequently switch between roles throughout the day.

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 The Ten Managerial Roles:

A. Interpersonal Roles (Dealing with People and Performing Ceremonial Duties)

1. Figurehead:
o Description: Performing symbolic, ceremonial duties required by the position. Representing the organization.
o Hospitality Example: A General Manager attending a grand opening, hosting a VIP guest, signing legal documents,
giving a speech at an industry event, welcoming a corporate client.
o Importance: Builds goodwill, represents the brand, fulfills social obligations.
2. Leader:
o Description: Motivating, guiding, and directing employees. Influencing and inspiring subordinates.
o Hospitality Example: A Front Office Manager coaching a new receptionist, an Executive Chef inspiring the kitchen
brigade during a busy service, a Housekeeping Manager setting performance standards and providing feedback.
o Importance: Drives employee performance, fosters a positive work environment, achieves team goals. This is central
to all management.
3. Liaison:
o Description: Maintaining a network of outside contacts and internal contacts who provide favors and information.
Connecting with individuals outside their immediate team.
o Hospitality Example: A Sales Manager networking with corporate clients or travel agents, a General Manager meeting
with local tourism board members, a Kitchen Manager coordinating with suppliers, an F&B Manager working with
event planners.
o Importance: Gathers external information, builds alliances, secures resources.

B. Informational Roles (Receiving and Disseminating Information)

4. Monitor:
o Description: Seeking out, receiving, and collecting a wide range of internal and external information (e.g., scanning the
environment).
o Hospitality Example: Reading customer reviews online (TripAdvisor, Google), analyzing competitor pricing, studying
industry trends reports, monitoring daily occupancy rates, checking guest satisfaction scores.
o Importance: Stays informed, identifies opportunities and threats, understands the market.
5. Disseminator:
o Description: Transmitting information received from outsiders or from other employees to members of the
organization.
o Hospitality Example: Sharing new company policies with the team, communicating guest feedback to relevant
departments (e.g., a front desk manager sharing a guest's preference for a specific type of pillow with housekeeping), an
Executive Chef informing staff about a new menu item.
o Importance: Ensures employees have the necessary information to perform their jobs effectively.
6. Spokesperson:
o Description: Transmitting information about the organization to outsiders. Representing the organization to the public.
o Hospitality Example: A PR Manager issuing a press release about a hotel renovation, a GM giving an interview to a
local newspaper, a Sales Manager giving a presentation to a prospective client, responding to online reviews.
o Importance: Shapes public perception, manages reputation, communicates brand message.

C. Decisional Roles (Making Decisions and Allocating Resources)

7. Entrepreneur:
o Description: Initiating and overseeing new projects or changes to improve the organization's performance. Identifying
opportunities.
o Hospitality Example: Proposing a new restaurant concept, introducing a new loyalty program, implementing a
sustainable tourism initiative, finding ways to improve efficiency (e.g., new reservation system).
o Importance: Drives innovation, ensures the organization remains competitive and adapts to change.
8. Disturbance Handler:
o Description: Taking corrective action when the organization faces significant, unexpected problems or crises.
o Hospitality Example: Dealing with a major guest complaint, handling an equipment breakdown in the kitchen,
resolving a staff conflict, managing an emergency situation (e.g., fire alarm, medical emergency), responding to a
negative viral social media post.
o Importance: Resolves conflicts, manages crises, minimizes negative impact.
9. Resource Allocator:
o Description: Making decisions about how organizational resources (money, time, equipment, staff, facilities) will be
allocated.

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o Hospitality Example: Approving departmental budgets, scheduling staff shifts, deciding which equipment to purchase
for the kitchen or laundry, allocating rooms for special events, deciding on renovation priorities.
o Importance: Ensures efficient and effective use of limited resources.
10. Negotiator:
o Description: Representing the organization in major negotiations with external parties or internal groups.
o Hospitality Example: Negotiating rates with corporate clients or tour operators, bargaining with suppliers for food or
linen contracts, discussing terms with union representatives, resolving a dispute with a difficult guest.
o Importance: Secures favorable agreements for the organization, resolves disputes.

The Dynamic Nature of Roles:

 Interconnected: These roles are not mutually exclusive; managers often play multiple roles simultaneously or switch
between them rapidly.
 Contextual: The prominence of certain roles can vary based on the manager's level, the department, and the current
organizational situation (e.g., a crisis will emphasize disturbance handler).
 All managers play these roles to some degree, but the emphasis shifts. A GM might spend more time as a
Spokesperson or Entrepreneur, while a Front Desk Supervisor might focus more on Leader, Disseminator, and
Disturbance Handler.

Why is Understanding These Roles Important for IHM Students?

 Realistic Expectations: Helps them understand the diverse and often demanding nature of managerial work.
 Skill Development: Identifies specific areas they need to develop (e.g., negotiation, public speaking, conflict
resolution).
 Career Progression: Helps them anticipate the different roles they will play as they move up the management
hierarchy.
 Effective Delegation: Understanding roles helps managers delegate tasks appropriately.
 Problem-Solving: Recognizes the different lenses through which managers approach problems.

Topic (c): The Importance of Studying Management

Introduction: Management is the process of planning, organizing, leading, and controlling organizational resources to
achieve specific goals effectively and efficiently. For hotel management students, understanding the fundamentals of
management is crucial as the hospitality industry demands skilled professionals who can lead teams, ensure guest
satisfaction, and run operations smoothly.

1. Enhances Organizational Efficiency

 Management teaches how to use resources wisely—whether it's staff, time, money, or materials.
 Hotel operations involve coordination between multiple departments (e.g., front office, housekeeping,
kitchen). Good management ensures all work in harmony.
 Leads to cost-saving, quality improvement, and enhanced guest experience.

2. Improves Decision-Making Skills

 Management involves problem-solving and making decisions under pressure.

 Helps future hotel managers assess situations, analyze alternatives, and choose the best action.
 Case studies and examples in management teach students how to respond to real-world challenges.

3. Develops Leadership Abilities

 Managers are leaders. They motivate, guide, and influence their teams.
 Studying management equips students with leadership styles, communication techniques, and conflict
resolution methods.
 Essential for supervisory and executive roles in hotels.

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4. Prepares for Managerial Roles

 The hotel industry offers a variety of positions in operations, sales, human resources, and finance.
 A solid management foundation helps graduates transition smoothly into entry-level managerial roles.
 They learn to handle staff, maintain service standards, and ensure profitability.

5. Facilitates Strategic Thinking

 Managers must think long-term, anticipate trends, and set goals.

 Students learn how to formulate strategies and measure their effectiveness.
 Important for hotel businesses in a competitive and dynamic environment.

6. Encourages Innovation and Adaptability

 The hospitality sector is continuously evolving due to customer expectations, technology, and global trends.
 Management principles encourage creativity, innovation, and adaptability.
 Managers must embrace change and lead their teams through transitions.

7. Enhances Communication and Interpersonal Skills

 Effective management depends on clear communication, both verbal and non-verbal.

 Management courses help students learn how to communicate with guests, staff, and vendors professionally.
 Promotes teamwork, empathy, and cultural sensitivity, all vital in hospitality.

8. Provides Understanding of Ethical and Legal Responsibilities

 Managers must follow ethical business practices and comply with laws (e.g., labor laws, hygiene standards).
 Studying management includes discussions on ethics, corporate social responsibility (CSR), and legal
frameworks.
 Prepares students to handle ethical dilemmas and make fair decisions.

9. Improves Time and Stress Management

 Hotels operate under pressure—busy seasons, guest demands, staffing issues.

 Management skills help students manage stress, prioritize tasks, and meet deadlines.
 Leads to personal growth and resilience in professional life.

10. Supports Career Growth and Opportunities

 Management knowledge opens doors to higher positions like Assistant Manager, Operations Manager,
General Manager, etc.
 Also helps in entrepreneurship for those who want to open their own hotel, restaurant, or travel business.

Real-World Application in Hotel Management

Area of Hotel Application of Management

Front Office Staff scheduling, guest satisfaction tracking
Housekeeping Resource planning, quality control
Food & Beverage Inventory management, cost control
HR Department Recruitment, training, conflict resolution
Sales & Marketing Goal setting, team management, customer relations

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Topic (d): The Systems Approach in Management

1. Introduction to Systems Approach

 The Systems Approach is a modern management concept that views an organization as a system of
interrelated parts working together to achieve common goals.
 It emphasizes that every department, person, and process is connected and that changes in one part affect
others.
 The approach was developed in response to the growing complexity of organizations and the need for
integration and coordination.

2. What is a System?

A system is a set of interrelated and interdependent components that function as a whole to achieve a common
purpose.

Characteristics of a System:

1. Input – Resources such as human labor, raw materials, money, and information.
2. Process/Throughput – Activities and operations that transform inputs into outputs.
3. Output – The final product or service delivered to the customer.
4. Feedback – Information used to evaluate and improve future performance.
5. Environment – External factors (customers, government, competitors) that affect the system.

3. Application of Systems Approach in Hotel Management

In a hotel, departments such as front office, housekeeping, F&B service, food production, and maintenance must
operate in coordination, not in isolation.

Hotel Department Input Process Output Feedback

Front Office Guest details, reservation Check-in/check-out, billing Satisfied guest Reviews, complaints
Housekeeping Linen, room status info Cleaning, restocking rooms Clean, ready room Guest satisfaction
F&B Production Raw ingredients, recipe Cooking, presentation Meals Guest feedback
Sales & Marketing Market data, budget Promotions, bookings Increased revenue Sales reports

The systems approach teaches students that success in hospitality depends on the cooperation and synchronization
of all departments.

4. Advantages of Systems Approach

1. Holistic View: Encourages managers to look at the organization as a whole.

2. Better Coordination: Helps in aligning the efforts of different departments.
3. Effective Decision-Making: With feedback and interdependency in focus.
4. Adaptability: System thinking helps in adjusting to external changes (e.g., guest expectations, technology).
5. Improved Efficiency: Resources are used optimally across departments.

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5. Limitations of Systems Approach

1. Complexity: Can be difficult to analyze all interrelationships.

2. Requires Strong Communication: Between all units for effective functioning.
3. Over-dependence on Feedback: Delayed or inaccurate feedback can hamper operations.

6. Examples in Hotel Operations

 Guest Complaint Handling: A complaint about a room may involve front office, housekeeping, and
maintenance. Each must act quickly and in coordination.
 Banquet Management: Requires F&B, kitchen, housekeeping, and sales departments to work as a single
system.
 Sustainable Practices: Waste management or energy conservation systems include purchasing, kitchen, and
housekeeping working together.

7. Systems Approach vs Traditional Approach

Aspect Traditional Approach Systems Approach

Focus Individual departments Entire organization
Goal Departmental success Organizational success
Communication Vertical (top-down) Horizontal & vertical
Feedback Limited Continuous

8. Relevance to Future Hotel Managers

 As future managers, students must understand how their actions affect the entire hotel system.
 They must promote inter-departmental collaboration, align team goals with organizational goals, and ensure
smooth operations.

Topic (e): The Contingency Approach in Management

1. Introduction to the Contingency Approach

 The Contingency Approach to management suggests that there is no one best way to manage an
organization.
 Instead, the best management style or action depends on the situation (or “contingency”) at hand.
 It emphasizes flexibility, adaptability, and situational awareness.

Key Principle: “It depends.”

The most effective managerial action is contingent upon internal and external factors.

2. Definition

The Contingency Approach is a management theory that states organizational success results from fitting
characteristics of the organization, such as structure and management style, to contingencies that reflect the
situation, such as environment, technology, and personnel.

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3. Features of the Contingency Approach

1. Situational Analysis – Decisions should be based on analysis of current circumstances.

2. No Universal Rule – Rejects “one-size-fits-all” approach to management.
3. Dynamic Approach – Encourages flexible and adaptive thinking.
4. Focus on Fit – Seeks best alignment between people, tasks, environment, and structure.

4. Major Contributors

 Fred Fiedler – Developed the Contingency Theory of Leadership (effectiveness depends on leader’s style and
the situation).
 Paul Lawrence and Jay Lorsch – Studied how different departments in organizations adapt to varying
external environments.

5. Examples in Hotel Management

Situation Contingency Factor Management Response

Sudden staff shortage in Internal operational
Front office adjusts check-in timing; HR arranges quick hires
housekeeping issue
Negative online guest External customer Marketing and front office coordinate with F&B and
reviews feedback housekeeping for service improvements
High guest inflow during Seasonal demand Flexible staff rosters, temporary hiring, and revised menu/service
festivals spike plans
Managers must act according to standard emergency protocol
Fire drill or emergency Safety situation
and adapt to real-time changes

6. Application in Hotel Departments

Department Situation Contingent Action

Front Office Overbooking Shift guest to partner property / offer upgrade
F&B Production Shortage of ingredients Change menu items / communicate with service team
Housekeeping VIP guest early arrival Prioritize room readiness / coordinate with maintenance
HR High attrition Change recruitment strategy / improve staff welfare

7. Advantages of the Contingency Approach

1. Practical and Realistic – Adapts to real-world complexities.

2. Flexible – Encourages dynamic leadership and tailored solutions.
3. Improves Decision-Making – Based on situational needs, not fixed rules.
4. Encourages Innovation – Promotes creative and context-specific problem-solving.

8. Limitations of the Contingency Approach

1. Difficult to Analyze All Factors – May not always be clear which factors to consider.
2. Requires Experienced Managers – Needs people who can quickly assess and adapt.

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 3. Time-Consuming – Customizing every decision for a unique situation may take time.
4. May Lead to Inconsistency – Frequent changes can confuse staff if not communicated well.

9. Difference between Classical, Systems, and Contingency Approach

Basis Classical Approach Systems Approach Contingency Approach

Philosophy One best way to manage Organization is a system Depends on situation
Flexibility Rigid Moderately flexible Highly flexible
Focus Efficiency and structure Interrelation of departments Context-specific response
Relevance Suitable for stable environments Suitable for complex organizations Suitable for dynamic environments

Topic (f): Foundation of Planning

1. Introduction

Planning is the first and fundamental function of management. It is the process of setting objectives and determining
the best course of action to achieve those objectives.

Key Quote: “Failing to plan is planning to fail.” – Alan Lakein

2. Defining Planning

Planning is the process of thinking in advance about what to do, how to do it, when to do it, and who is to do it.

Characteristics of Planning:

 Goal-Oriented: Focused on achieving specific objectives.

 Future-Oriented: Anticipates future events and prepares accordingly.
 Continuous Process: Not a one-time activity.
 Pervasive: Applicable at all levels (top, middle, operational).
 Decision-Making Tool: Involves choosing from alternatives.

3. Importance of Planning in Hotel Management

 Ensures Smooth Guest Experience: Prepares for peak times, events, and bookings.
 Improves Resource Utilization: Reduces waste in food, labor, and time.
 Facilitates Coordination: Aligns departments like housekeeping, F&B, and front office.
 Supports Decision Making: Provides direction during uncertainty.
 Prepares for Contingencies: Helps during emergencies or special events.

4. Planning in Uncertain Environments

In hospitality, uncertainty arises due to:

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  Changing guest preferences
 Weather and seasonal variations
 Economic conditions (inflation, recession)
 Public health issues (e.g., pandemics)
 Competitor strategies

Strategies to Plan in Uncertainty:

 Scenario Planning: Prepare for multiple possible futures.

 Flexible Plans: Include buffers for unexpected changes.
 Data-Driven Decisions: Use market data and trends.
 Contingency Plans: Have backup procedures in place (e.g., emergency response).

Example: During a sudden cancellation of a wedding banquet, contingency planning helps in reallocating food, labor,
and venue space effectively.

5. Types of Plans

A. Specific Plans

 Clearly defined objectives and the means to achieve them.

 Used when situations are predictable.
 Examples in hotels:
o Daily housekeeping schedules
o Monthly sales targets
o SOPs for guest check-in

Example: “Achieve 80% occupancy rate by the end of the month through online marketing.”

B. Standing Plans

 Ongoing plans that provide guidance for repeatedly occurring activities.

 Include policies, procedures, and rules.

Type Description Hotel Example

Policy General guideline “All guests must be treated equally regardless of nationality.”
Procedure Step-by-step method “Steps to handle guest complaints.”
Rule Specific regulation “No smoking in hotel rooms.”

These help ensure consistency in guest service and internal operations.

6. Difference between Specific and Standing Plans

Basis Specific Plans Standing Plans

Duration Short-term or one-time Long-term, ongoing
Flexibility Less flexible Flexible within framework
Example Festival buffet plan Kitchen hygiene policy

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7. Steps in the Planning Process

1. Set Objectives – Define what needs to be achieved.

2. Develop Premises – Assumptions about future environment.
3. Identify Alternatives – Explore different ways to reach goals.
4. Evaluate Alternatives – Assess pros and cons.
5. Select the Best Option – Choose the most suitable plan.
6. Implement the Plan – Put the plan into action.
7. Follow-up – Monitor and make adjustments.

Topic (g): Organizational Strategy

1. Introduction

In the dynamic world of hospitality, Organizational Strategy is the roadmap that guides a hotel or hospitality business
towards achieving its long-term objectives. It involves planning and executing actions to gain a competitive
advantage, satisfy customer needs, and ensure sustainable growth.

Definition: Organizational Strategy is a comprehensive plan that outlines how an organization will achieve its goals
and objectives in alignment with its mission and vision.

2. Importance of Organizational Strategy in Hotel Management

 Sets clear direction for all departments

 Helps in resource allocation (staff, finance, materials)
 Aligns short-term operations with long-term goals
 Enhances competitive advantage
 Ensures better guest satisfaction through planned service delivery
 Allows adaptation to market trends, such as sustainability or tech adoption

Example: A boutique hotel might pursue a differentiation strategy by offering heritage-themed rooms and local
cuisine.

3. Levels of Strategy

Level Description Hotel Industry Example

Corporate Strategy Overall purpose and scope Expansion into new cities
Business Strategy How to compete in the market Offering luxury vs. budget services
Functional Strategy Operational strategies of departments Marketing campaigns, housekeeping SOPs

4. Components of a Strategic Plan

1. Mission Statement: Why the hotel exists

E.g., “To deliver exceptional hospitality experiences with local warmth.”
2. Vision Statement: What the hotel aspires to become
E.g., “To be the most trusted eco-resort brand in India.”
3. Core Values: Principles guiding decisions
E.g., Integrity, Sustainability, Guest-first, Innovation

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 4. SWOT Analysis:
o Strengths: Location, skilled staff
o Weaknesses: Limited parking space
o Opportunities: Rise in domestic travel
o Threats: Online reviews, rising costs
5. Strategic Objectives:
o Increase occupancy by 15% in the next year
o Achieve 90% guest satisfaction rating
o Launch a loyalty program

5. Types of Organizational Strategies

Type Description Example in Hotels

Cost Leadership Offering services at lower prices than competitors Budget hotels like OYO
Differentiation Offering unique value-added services Theme-based luxury hotels
Focus Strategy Targeting a specific market segment Wellness resorts for senior citizens
Growth Strategy Expanding size, location, or offerings Opening new branches or franchises
Stability Strategy Maintaining current position Continuing successful operations
Retrenchment Strategy Cutting costs or reducing operations Shutting down underperforming outlets

6. Strategic Planning Process

1. Define mission and vision

2. Analyze internal and external environment (SWOT, market trends)
3. Set strategic goals and KPIs
4. Formulate strategies
5. Implement strategies (assign responsibilities, allocate resources)
6. Monitor and evaluate performance
7. Revise plans as needed

7. Strategy Implementation in Hotel Departments

Department Strategy Example

Front Office Improve check-in experience through mobile apps
F&B Introduce regional and organic food items
Housekeeping Eco-friendly cleaning practices to align with green branding
Marketing Target international tourists with online campaigns

8. Challenges in Strategic Management in Hotels

 Rapidly changing guest preferences

 Rising operational costs
 Dependence on seasonal demand
 Difficulty in staff retention
 Technological disruption and innovation pressure

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