There is an increased emphasis in management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. For firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment, and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on whether a firm's strategy is congruent and complementary with its structure, and this match is expected to have a positive impact on financial performance. With that in mind, a study was carried out in 1987. The objectives of the study were: 1) to examine restaurant firms based on the context of Porter's strategic typologies at the business unit level to see if they espouse one of his three generic strategies: overall cost leadership, differentiation, and focus; 2) to examine the relationship between structural attributes and generic strategy in restaurant firms, these attributes were specialization, formalization, and centralization; 3) to examine the relationship between strategy, structure, and financial performance of restaurant firms. Three performance measures were used: return on assets, return on sales, and growth in unit sales. Following a pilot-test phase, the top management team in 296 American multi-unit restaurant firms were surveyed, using a structured questionnaire. Ninety-one firms participated in the survey, giving a 30.7% response rate. The sample was well represented by all major segments in the restaurant industry. Based on the purposes and research questions, three sets of hypotheses were derived to determine the relationship of strategy and structure in restaurant firms, the relationship of strategy and performance, and the differences in structure among the high performers and low performers in each of the strategy groups. T-tests and analysis of variance (ANOVA) statistical analyses were conducted to examine these relationships. The level of significance, alpha value, was set at 0.05. Results indicated that strategy was not related to structure in restaurant firms, and that it only affected one of the performance measures, return on sales. It was found that certain performance measures were related to structure for companies espoused in low cost and focus strategy, but not to differentiation strategy. These findings were inconclusive in validating Porter's model. Some of the probable reasons are: 1) Porter's generic strategies may not be applicable for the service industry due to the existence of the fundamental differences in manufacturing and service, 2) the unique characteristics of the restaurant business and the relatively short life cycle of an innovative product or service. / Ph. D.

The purpose of this study was to describe senior-level hospitality programs and assess hospitality administrators' opinions concerning specialized accreditation during the 1990-91 academic year. Overall, administrators characterized the typical full-time faculty member as: being in a small program (1-3 members); being a non-ethnic minority; having a minimum four years industry work experience; having attained a doctoral degree; and holding the rank of associate professor. Part-time faculty members were described as: being in a small program (1-3 members); being a non-ethnic minority; having at leas one to three years industry work experience; having attained a master's degree; and holding the rank of instructor. Administrators characterized their programs as: located at public institutions; beginning after 1970; requiring graduates to acquire work experience; expecting increased enrollments; having placement services available; and not offering continuing education courses. Administrators indicated they were seeking accreditation or were accredited currently. They agreed slightly that accreditation would improve program image, help them meet their programs' missions and objectives, and provide assistance in planning.

The purpose of this study is to determine the personal values systems of senior restaurant managers and what differences there are among the following values; gender, marital status, level of education, country awarding the highest degree, major field of study, income and size of organization.

The history and use of tests of intellectual ability, personality, and vocational interest is briefly discussed as background for an exploratory study in the use of these instruments in predicting successful restaurant manager performance. Most previous research regarding managerial potential has focused on perceptions of managerial ability rather than on performance issues. Sixty-eight restaurant managers were tested in order to assess general intellectual ability, personality traits, and vocational interests as predictors of performance criteria. Based on previous research, it was hypothesized that general intellectual ability, vocational match, masculinity, ascendance, and sociability would be positively correlated with effective job performance ratings. Results of the study did not confirm these predictions.

by Cheung Fung-yan, Grace, Chui Lai-ming, Dawn. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 102-104). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.v / PREFACE --- p.vii / ACKNOWLEDGEMENTS --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.2 / Report Organization --- p.3 / Chapter II. --- MARKET PROFILE: OPPORTUNITIES AND THREATS --- p.5 / Macro-environment Analysis --- p.6 / Micro-environment Analysis --- p.20 / A General Overview of the Opportunities and Threats for the Restaurant Business --- p.28 / Chapter III. --- CUSTOMER PROFILE --- p.31 / Needs --- p.31 / Market Segmentation --- p.34 / Summary --- p.38 / Chapter IV. --- METHODOLOGY --- p.40 / Secondary Data Collection --- p.40 / Primary Data Collection --- p.41 / Chapter V. --- FINDINGS AND ANALYSIS --- p.43 / Focus Groups Interviews --- p.43 / In-depth Interviews --- p.44 / Consumers' Attitudes About the Setting up of a Health Food Restaurant --- p.51 / Marketing Strategies for the Existing Restaurants --- p.52 / Chapter VI. --- MARKETING PLAN AND STRATEGY --- p.57 / Key Elements to Construct a Restaurant Marketing Plan --- p.57 / Product --- p.59 / Price --- p.65 / Promotion --- p.67 / Sales Force --- p.70 / Distribution --- p.72 / Summary --- p.74 / Chapter VII. --- BUSINESS PLAN --- p.75 / Initial Capital Requirement --- p.75 / Financing --- p.81 / Control --- p.82 / Summary --- p.88 / Chapter VIII. --- CONCLUSION --- p.89 / APPENDIX --- p.92 / BIBLIOGRAPHY --- p.102

This creative project involved the plan and design of a historical theme concept tableservice restaurant influenced by nineteenth-century Hoosier farm, home-life, and tavern-keeping traditions. Many areas of subject matter were examined in the background study preliminary to the creative plan and design. These were: early Indiana and Colonial history--traditions relating to food preparation and service, farm and home life, travel and tavern-keeping, furniture styles and home interiors; the restaurant industry--economic indicators, customer and service trends, market analysis, and menu planning; restaurant business procedures--ownership, finance, leasing, accounting, and insurance; regulatory (law) considerations--wage and hour, tips, employee meal credit, uniforms, sanitation, alcoholic beverage, copyright, and zoning; principles of restaurant layout, space requirements, atmosphere, service, work area analysis and equipment selection.The completed project consisted of a scaled schematic drawing of the restaurant interior with individual room enlargements and corresponding, sequentially-numbered furnishings guide. In addition, an artist's sketch of the exterior was provided. / Department of Home Economics

The purpose of this study was to investigate the opinions of leaders in the hospitality industry about the contributions which had been made by the hospitality schools. These contributions were specified in the topics of accounting, finance, merketing, merchandising, planning, supervising, system analysis, architecture, engineering, and interior design. Fifty-six questionnaires were sent to the personnel of hotel and food service companies. A high percentage of respondents believed that the schools had made no contribution in accounting, finance, marketing, merchandising, planning, and supervising. The major problems were that the schools did not provide enough emphasis on the subjects and students' practical experience. In addition, there were a low percentage of responses to the topics of architecture, engineering, and interior design. Consequently, those contributions could not be difined because of lack of information.

The purpose of this study was to find out the impact of field experience in hospitality education and whether such field experience and others such as semi-practicum, the cooperative, and the work study programs will not play an important role of a closer alliance between the academic and the hospitality industry. II. If it is justifiable to say that it is possible to provide field experience which will enhance the professionally oriented course work, while educators and employers strive to design curriculum that is needed to meet the educational and the industry demands and goals.

The objectives of this study is two-fold: First, is to explore the nature of human resource management (HRM) functional activities in the multiunit restaurant firms, focusing at the unit restaurant managers level. The second objective is to investigate the relationship between the firm's business strategy and its HRM practices. This study addresses the critical need for empirical research that examines HRM practices in restaurant firms, and presents a possible solution to the acute management shortage problem in the industry. Data are collected from 14 publicly-traded multiunit restaurant firms. A case study approach is taken to provide an in-depth examination of each firm. Primary data are derived via interviews and structured mailed questionnaires. Information is also collected through published sources. The results indicate that restaurant firms do have similar HRM functional activities' emphasis. Some of those activities were found to support the firm's business strategy. An analysis of the qualitative data indicate that although the HRM executives are involved in the firms' strategic planning process, the current acute labor shortage and high turnover problems demand them to focus on administrative issues instead. The study provides exploratory evidence for the effectiveness of a positive link between HRM practices and business strategy. It has contributed to a deeper understanding of the issues and functions of the HRM divisions in the multiunit restaurant firms. / Ph. D.

This study was conducted to determine which incentive programs best influence young workers in corporate casual restaurants. The server and bar staff of the Chili's division of Brinker International, Inc. were surveyed in 18 stores in the Dallas area. From the sample. 356 usable surveys were received. The study was designed to obtain feedback about existing and future incentive programs that will enhance development of a positive working environment, along with higher productivity and a lower turnover rate.