The significance of small firms in delivering a
substantial part of the total output of hospi
tality goods and services is a long-established
feature of the hospitality industry. Indeed the very origins of the industry in domestic settings — providing accommodation, food and drink — suggests that hospitality is a small scale,
interpersonal activity. That said, the growth of
a small number of hunge national and inter
national organisations which control dispro
portionately large sections of lodging,
restaurant and public house markets, is a
remarkable feature of the current hospitality
industry.
In theory, the small hospitality enterprise,
located close to its market and in personal
contact with its customers, has considerable
advantage in being able to respond quickly to
customer needs and demands. These firms,
owned and managed by individuals intimately
ittvolved in creating the hospitality experience
with customers, should enjoy considerable
competitive advantage over larger organisa
tions, that perhaps as a consequence of their
organisational formality, have more remote
and less personal relationships with customers.
There are many small hospitality firms which
do successfully compete in their local market,
yet small firms in general are losing market
share to the bigger operators. Some commenta
tors go so far as dismiss the future existence of
the small firm in hospitality provision! While
the economic might of large firms to establish
brands and operate at lower costs because of
scale advantages goes some way to explain the
loss of market share to small firms, the level of
skills and talents together with the limited
aims and objectives of those who own and
manage small hospitality firms are also signifi
cant factors.
Faulkner, D. and Johnson, G. (1992) 'The Challenge of Strategic Management', Kogan Page, London .
2.
Mitroff, I. (1983) 'Stakeholders of the Organisational Mind', Jossey Bass, San Francisco.
3.
Ibid.
4.
Mintzenberg, H. (1973) 'The Nature of Managerial Work', Harper and Row, New York .
5.
Osborne, R.L. (1991) 'The Dark Side of the Entrepreneur ', Long Range Planning, Vol. 24, No. 3, pp. 26-31.
6.
Greiner, L. (1972) 'Evolution and Revolution as Organisations Grow', Harvard Business Review, July/August.
7.
Jennings, P.L. and Beaver, G. (1995) `The Managerial Dimension of Small Business Failure', Journal of Strategic Change, Vol. 4, No. 4, pp. 185-200.
8.
Grieve-Smith, A. and 'Fleck, V. (1987) 'Business Strategies in Small High Technology Companies', Long Range Planning, Vol. 20, No. 2, pp. 61-68.
9.
Beaver, G. and Harrison, Y. (1994) 'TEC Support for Women Entrepreneurs: Help or Hindrance? ', 17th National ISBA Small Firms Policy and Research Conference, Sheffield, November.
10.
Nicholson, N. and West, M. (1988) 'Managerial Job Change ', CUP, Cambridge.
11.
Handy, C. (1988) 'Making Managers', Pitman, London.
12.
Jennings, P.L. and Beaver, G. (1997) 'The Performance and Competitive Advantage of Small Firms: A Management Perspective', International Small Business Journal, Vol. 15, No. 2, pp. 63-75.
13.
Nedo (1992) 'UK Tourism: Competing for Growth', HMSO, London.
14.
Htf (1996) 'Training Who Needs It?', Hospitality Training Foundation , London.
15.
Ibid.
16.
Ibid.
17.
Lashley, C. (1996) 'Management Development Needs of Small Hotel and Catering Firms', Discussion Papers in Hospitality Managment, Leeds Metropolitan University, March.
18.
Ibid.
19.
HTF, ref. 14 above, p. 64.
20.
Hctc (1992) 'Meeting Competency Needs Now and in the Future', Hotel and Catering Training Company, London.
21.
Ibid.
22.
HTF, ref 14 above.
23.
Lashley, ref 17 above.
24.
HTF, ref. 14 above.
25.
Bolton Report (1971) 'Report on the Commission of Enquiry on Small Firms', HMSO, Cmnd 4811.
26.
Jennings and Beaver, ref 12 above.
27.
Goffee, R. and Scase, R. (1995) 'Corporate Realities: in Large and Small Organisations ', Routledge, London.
28.
Westhead, P. and Storey, D. (1996) 'Management Training and Small Firm Performance: Why is the Link So Weak ?', International Small Business, Vol. 14, No. 4, pp. 13-24.
29.
FURTHER READING
30.
Beaver, G. and Jennings, P.L. (1995) 'Picking Winners: The Art of Identifying Successful Small Firms', in 'Rethinking Strategic Management — Ways to Improve Competitive Performance', Chichester, ch. 4, pp. 91-106.
31.
Beaver, G. and Jennings, P.L. (1996) 'The Abuse of Entrepreneurial Power. An Explanation of Management Failure?', Journal of Strategic Change, Vol. 5, No. 3, pp. 151-164.
32.
Harrison, R. (1992) 'Employee Development', IPD, London.
33.
Jennings, P.L., Beaver, G. and Banfield, P. (1996) 'Competence-Based Training for Small Firms — An Expensive Failure', Long Range Planning, Vol. 289, No. 1, pp. 94-102.
34.
Jones, J.E. and Woodcock, M. (1985) 'Manual of Management Development', Gower, Aldershtot.
35.
Kotter, J.P. (1982) 'The General Manager', Macmillan, London.
36.
Lees, S. (1992) 'Ten Faces of Management Development', Management Education and Development, Vol. 23, No. 2.
37.
Mabey, C. and Salaman, G. (1985) 'StrategicHuman Resource Management ', Blackwell Business, Oxford.
38.
Mumford, A. (1993) 'Management Development Strategies for Action' , 2nd edn, IPD, London.
39.
Pedler, M. et al. (1986) 'A Manager's Guide to Self Development', 2nd edn, McGraw-Hill, Maidenhead.
40.
Reid, M.A. and Barrington, H. (1994) 'Training Interventions', 4th edn, IPD, London.
41.
Stewart, J. (1996) 'Managing Change Through Training and Development ', 2nd edn, Kogan Page, London.
42.
Stewart, R. (1982) 'Choices for the Manager', McGraw-Hill, Maidenhead.
43.
Story, J. (1989) 'Management Development: A Literature Review', Personnel Review, Vol. 18, No. 6.
44.
Watson, T.J. (1994) 'In Search of Management', Routledge, London.
