Multi-Unit Management in Service Operations: Alternative Approaches in the UK Hospitality Industry

Abstract

This paper reports on research in eight major UK hospitality companies in relation to the ‘first-line multi-unit management’ level, commonly known as ‘area management’. It is hypothesised that managers in this multi-unit role face a number of issues that arise out of their position within these geographically dispersed organisations. The research design was based on in-depth interviews and analysis of company documentation. The findings demonstrate the concern of multi-unit managers about a range of issues relating to their task and roles, their relationships with superiors and subordinates, and the size and scope of their area. Four key aspects of the role are proposed: job scope; organisational congruence; geographic density; and unit conformity. Despite being drawn from a single industry, these dimensions vary widely. It is speculated that the two key factors influencing this diverse range of approaches are the ‘dynamism’ of the firm and the number of concepts within the firm. Hence four alternative approaches to area management are identified: the archetype; the entrepreneur; the multi-brand manager; and the business manager.