Assessment of changes in the decision making environment in a Rochester, NY hotel: A 1996 Case study

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dc.contributor.advisor Stockham, Edward en_US Chermsirivattana, Salaya 2011-08-04T20:27:54Z 2011-08-04T20:27:54Z 1996
dc.description.abstract This was a third year case study on the detection of changes in the structures and processes that support effective decision making within a hotel in Rochester, NY The case study is considered to be a developmental research using a longitudinal approach in a present perspective. The purpose for this case study was to look at changes that occurred in these two sets of years: (1) 1994 and 1996; and (2) 1995 and 1996. The results found in 1996' s study were compared to those found by Koo in 1994 and Stubblebine in 1995 with the use of the "Organizational Team Survey"-- a psychometric, critical incident questionnaire developed by Boone and Kilmann in 1988 and was adapted later in 1992 by Janet Bernard in her research of "Decision Environments of Small Firms". The survey was conducted in April 1996 at a local 210 room hotel. The questionnaire were administered to all employees who were currently working at the hotel. Participation was done on a volunteer basis and individual confidentiality was maintained. In 1996, there was 83 (39%) participants compared to 87 (41%) in 1994 and 111 (52%) in 1995. The Organizational Team Survey is composed of four parts. Part I asked the respondent to briefly describe a work related decision in which he/she was recently involved in. These decisions were classified as operational short-term decisions or strategic long-term decisions. Part II of the questionnaire displayed 32 questions randomly arranged. The 32 questions could be grouped into the following 6 factors that make up the structure and processes of effective decision making: 1. Multiple Inputs and Alternatives, 2. Problem Identification and Organization, 3. Rewards for Good Decisions, 4. Use of Group Efforts, 5. Bureaucratic Blocks, 6. Resource Adequacy. The significant changes that occurred between the six factors between 1994 and 1996, and 1995 and 1996 were looked at with the demographic information from Part V of the survey. The demographics that were used to analyzing the differences are: 1. type of position, 2. sex of employee, 3. type of employment, 4. age of employee, 5. number of years working in hotel industry, 6. number of years working at the surveyed hotel, 7. number of years working in current position, 8. and department in hotel. t-Tests and P-values between 0.10 and 0.01 were used to detect any significant changes. As a result, twenty-six comparisons from 1994 and 1996 and eighteen comparisons from 1995 and 1996 were found to have statistically significant differences . Part III of the questionnaire asked the respondent to rate the top five probable problem areas. Staff turnover was considered the most problem area in 1996. It is recommended that the instrument be adapted and used in further research on the hotel industry' s decision making environment. The future study and its outcome would help gain more knowledge in this topic. en_US
dc.language.iso en_US en_US
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dc.subject Hotel management en_US
dc.subject.lcc TX911.3.M27 C49 1996
dc.subject.lcsh Hotel management--Decision making
dc.subject.lcsh Decision making
dc.title Assessment of changes in the decision making environment in a Rochester, NY hotel: A 1996 Case study en_US
dc.type Thesis en_US College of Applied Science and Technology en_US
dc.description.department School of International Hospitality and Service Innovation en_US
dc.contributor.advisorChair Stockham, Edward

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