Pregledni rad
https://doi.org/10.20867/thm.5.1-2.12
AN ANALYSIS OF DECISION-MAKING PERFORMANCES IN CROATIAN HOTEL ENTERPRISES FROM 1994 TO 1998
Igor Brajdić
; Faculty of tourism and hospitality management, University of Rijeka, Opatija, Croatia
Sažetak
Initial research on some of the decision-making features in Croatian hotel enterprises in the period from the end of 1994 until 1998 was carried out with the primary aim of determining possible discrepancies and forwarding likely hypotheses for the causes of these discrepancies.
Our analysis into the characteristics of decision-making is focused on certain key factors which influence the quality of decision-making. These are: decision categories with regard to their effect on the system and with regard to type of problem-oriented situation at hand; the competence of the manager; knowledge and experience; personal characteristics: the age factor. Possible measures for improving and enhancing these factors are also proposed. This paper covers the large hotel enterprises in the Istria region and the Primorsko-goranska County and deals with both high-level and middle-level management.
The following results can be singled out from our research:
- Providing youth is one of the suppositions for entering the third millennium, we can say that high-level management in the Croatian hotel industry of 1998 has greater potential for achieving this goal than did the high-level management of 1994.
- Data obtained show that high-level management is very well qualified with regard to educational background. However, the majority of high-level managers and a considerable number o f middle-level managers do not possess the necessary knowledge in the field of hotel management. This applies to the entire period observed.
- The years of employment at current positions do not exceed 10 years meaning that high-level managers are more open to challenges which they can face confidently based on prior experience.
- High-level managers devote too much time to operational and tactical decisions at the expense of their main task within the enterprise which is developing a strategy, a vision of the future and making it into a reality.
-There is an obvious drop in the quality of high-level decision-making towards the end of the period observed. Although high-level management should be committed to non-programmed decisions, this is hardly the case in reality.
These results clearly indicate the necessity to undertake immediate measures in the field of hotel management in order to:
1. Increase the level of hotel management knowledge in both high-level and middle-level managers.
2. Create a setting in which high-level management, throughout the country, will be motivated to take strategic decisions.
3. Develop the support apparatus to decision-making as an indispensable prerequisite to the successful development of the Croatian hotel industry.
Ključne riječi
management; decision-making; decision categories; manager competence; measures
Hrčak ID:
181996
URI
Datum izdavanja:
30.12.1999.
Posjeta: 753 *