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دانلود مقاله ترجمه شده : سبک های مدیریت تحول، رقابت بازاری، و عملکرد سازمانی: شواهد مربوط به هتل مجللی در استرالیا

عنوان انگلیسی مقاله
Transformational leadership style, market competition and departmental performance
ترجمه فارسی عنوان
سبک های مدیریت تحول، رقابت بازاری، و عملکرد سازمانی: شواهد مربوط به هتل مجللی در استرالیا
فهرست مطالب مقاله

مقدمه

چکیده

توجیه عقلانی

پیشینه های نظری و فرضیه

روش ها

بحث و نتیجه گیری

استنباط

محدودیت ها

 

 

 

ترجمه فارسی چکیده
این مطالعه، به بررسی روابط بین عملکرد بخش های مالی و غیر مالی هتل، رقابت های بازاری و سبک مدیریت تحول می پردازد. بررسی آزاد به شیوه پستی در این زمینه برای گرداوری داده انجام شد. پرسش نامه های کامل و قابل استفاده ای از مدیران 56 هتل و رستوران از بخش های مربوط به مواد غذایی و نوشیدنی، دریافت شد. سبک های مدیریت تحول، رقابت های بازاری، و عملکرد شعب با استفاده از ابزارهای مورد استفاده دربررسی های قبلی، ارزیابی شد. نتایج بررسی، نشان داده است که سبک مدیریت تحول به طور مثبتی در ارتباط با عملکرد غیر مالی بوده که در عوض به طور مثبتی در ارتباط با عملکرد مالی بود است. به هر حال هیچ رابطه ای بین رقابت بازاری و عملکرد های مالی و غیر مالی یافت نشد.
چکیده انگلیسی
This study examined the relationship between hotel departments’ financial and non-financial performance, market competition, and transformational leadership style. A self-administered postal survey was used to collect the data. Completed and usable questionnaires were received from rooms and food and beverage department managers of 56 hotels and resorts. The transformational leadership style, market competition, and departmental performance were measured using instruments adapted from previous studies [Bass, B., Avolio, B., 1994. Improving organisational effectiveness through transformational leadership. Sage Publication, Thousand Oaks, CA; Gupta, A., Govindarajan, V., 1984. Business unit strategy, managerial characteristics and business unit effectiveness at strategy implementation. Academy of Management Journal, 27 (1), 25–41; Khandwalla, P., 1972. The effects of different types of competition on the use of management control. Journal of Accounting Research, Autumn, 275–285]. The results of the study indicated that transformational leadership style was positively associated with the non-financial performance, which, in turn, was positively associated with the financial performance of the departments. However, no such relationship was found between market competition and the nonfinancial, and financial performance
نتیجه گیری انگلیسی
This study was designed to examine the relationship between hotel general managers transformational leadership style, department managers perception of market competition and their department’s non-financial and financial performance. The results provided a partial support for the study’s hypotheses. The results revealed that a hotel’s rooms and food and beverage departments’ financial performance is influenced by the departments’ non-financial performance, which in turn is influenced by the hotel general manager’s practice of transformational leadership style. The results presented in Table 2 (Panel A) indicated that the overall model of the study was significant (F = 13.51; p < .001) and explained a reasonable amount of variance in the financial performance of the hotels and resorts in the study. The findings of this study are consistent with Brewer (2002), Evans (2005) and Kaplan and Norton’s (1992, 1993) findings that non-financial performance drives the financial performance. For instance, the Marriott Hotel and Hilton Hotel Corporations found that the BSC allowed them to assess the performance in more comprehensive manner and assisted in identifying operational deficiencies well before a negative effect on financial performance was felt (Denton and White, 2000). Indeed, the relevant literature (Bass and Avolio, 1994, 1997; Burns, 1978) suggests that general managers’ practice of transformational leadership style creates a work environment conducive to sharing the organisational vision, inspiring and intellectually stimulating and instilling higher order ideals and values among subordinates. Much of the literature reports that empowered employees experience high job satisfaction, greater organisational commitment and increased levels of performance (Arnold et al., 2001; Boerner et al., 2007; Conger and Kanungo, 1987; Xenikou and Simosi, 2006; Zwingman-Bagley, 1999). In particular, transformational leadership style is only effective in terms of improving the performance when subordinates are motivated (Xenikou and Simosi, 2006) by senior manager’s display of fairness, cooperativeness and conscientiousness within the organization (Boerner et al., 2007). In the context of the hotel industry, Davidson (2003), Hinkin and Tracey (1994) and Tracey and Hinkin (1996) highlight that customers in luxury hotels expect highly personalised customer service, because these hotels and resorts are supposed to be thebest. According to Hirst (1992), Martin and Bush (2006), Oh and Parks (1997), Voss et al. (1998) and Xenikou and Simosi (2006), employees who are highly satisfied and motivated, tend to better respond to customers’ needs and avert service quality breakdown. As a result, empowered subordinates are able to achieve higher level of motivation and job commitment. Barsky (1992), Becker and Olsen (1995), Davidson (2003) and Wilkins et al. (2007) support this view, adding that excellent customer service is the key to sustaining customer loyalty, which then translates into improved financial performance. The findings of this study are consistent with those reported in the broader transformational leadership literature as well as in BSC literature. Therefore, we contend that this study supports and extends the body of knowledge in these areas. The lack of a relationship between market competition and the hotel departments’ financial performance through non-financial performance is in line with the relevant literature. Duncan (1972) for instance, pointed out that intense market competition reduces managers’ ability to accurately predict market behaviour and warned that under such conditions, managers often end up making wrong decisions. Particularly in hotels, during intense competition times, competitors offer price reductions for their products and services to maintain and or secure a share of the market (Baum and Haveman, 1997; Buckhiester, 2003; Roginsky, 1995; Wall Street Journal, 1997). This is because, as previously noted in this paper, that the hotel’s products and services are highly perishable in nature; if a hotel room is not sold on a particular night or a restaurant seat is not occupied during a particular meal service, the possibility of selling the same is lost. Hence, managers are under significant pressure to reduce their rates, leading to declined sales revenue. Another plausible explanation for lack of the relation in the current study is that while the managers have little or no control over reducing the fixed costs in the short-term, the literature suggests that it is a common practice among hotel managers to cut back on the level of services (i.e., introducing lower staffing levels) to effectively manage financial resources (Buckhiester, 2003; Kim et al., 2004). We contend that by doing so the managers effectively neutralise the effect of market competition on performance, at least in the short-run.
مشخصات مقاله

نوع فایل : Word 2007

حجم دانلود : 310.0 کیلوبایت

مقاله انگلیسی ترجمه شده

تعداد صفحات : 9 صفحه

تعداد بازدید : 371

کد مقاله : Article264

قیمت : فقط 9000 تومان

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