WOMEN MANAGERS IN THE CROATIAN HOSPITALITY INDUSTRY

被引:0
|
作者
Galicic, Vlado [1 ]
Ivanovic, Zoran [1 ]
机构
[1] Univ Rijeka, Fac Tourism & Hospitality Management Opatija, Rijeka, Croatia
来源
关键词
hospitality industry; female; management;
D O I
暂无
中图分类号
F [经济];
学科分类号
02 ;
摘要
Although the managements within the hospitality industry are absolutely dominated by men, women have made significant progress in obtaining some of the leading positions in hotel enterprises over the past decade. The style of leadership of female managers differs from that of male managers. Women regard leadership as a means of transforming the personal interests of the followers into the care and concern for the entire enterprise by using their communication skills, as well as their personal characteristics for motivating employees. This style of interactive leadership involves distributing information and power, inspiring participation and letting people know they are important. Contrary to this, men tend to view leadership as a series of transactions with subordinates. Men are more prone to apply resource controls and the authority of their position in motivating employees. In analyzing the advantages of the female approach to management, modern science has discovered that women as leaders are less autocratic, more aware of / susceptive to the importance and utilization of human potential, and better inclined to team work. The female manager is increasingly becoming more aware of her position in society, her potentials and her skills, and is demanding the appropriate recognition. However, she has not yet achieved an equal status, partly due to prejudice, and partly due to objective obstacles. Recent studies into styles of management place special emphasis on characteristics that are mainly female characteristics and that are considered essential to the new form of 21st century management called "female management". This type of management is opposed to the so-called "male management" which features domination, agression, the neglection of emotions and the proposition that the end justifies the means.
引用
收藏
页码:79 / 88
页数:10
相关论文
共 50 条
  • [1] Differences between domestic and expatriate managers in the Croatian hospitality industry
    Matic, Matea
    Vojinic, Perica
    Becic, Marija
    ECONOMIC RESEARCH-EKONOMSKA ISTRAZIVANJA, 2016, 29 (01): : 131 - 139
  • [3] Privatization of the Croatian hospitality industry: Reform and anomy
    Poljanec-Boric, S
    DRUSTVENA ISTRAZIVANJA, 2004, 13 (1-2): : 27 - 48
  • [4] Managers from "Hell" in the hospitality industry: How do hospitality employees profile bad managers?
    Hight, S. Kyle
    Gajjar, Trishna
    Okumus, Fevzi
    INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT, 2019, 77 : 97 - 107
  • [5] Important competency requirements for managers in the hospitality industry
    Suh, Eunju
    West, Joseph J.
    Shin, Jaeuk
    JOURNAL OF HOSPITALITY LEISURE SPORT & TOURISM EDUCATION, 2012, 11 (02) : 101 - 112
  • [6] Managers' Perceptions of Delivered Value in the Hospitality Industry
    Gallarza, Martina G.
    Arteaga, Francisco
    Gil-Saura, Irene
    JOURNAL OF HOSPITALITY MARKETING & MANAGEMENT, 2015, 24 (08) : 857 - 893
  • [7] MACROECONOMIC IMPACT ON STOCK RETURNS IN THE CROATIAN HOSPITALITY INDUSTRY
    Bogdan, Sinisa
    ZBORNIK VELEUCILISTA U RIJECI-JOURNAL OF THE POLYTECHNICS OF RIJEKA, 2019, 7 (01): : 53 - 68
  • [8] How Hospitality Industry Managers' Characteristics Could Influence Hospitality Management Curricula
    Gehrels, Sjoerd
    ECRM 2007: 6TH EUROPEAN CONFERENCE ON RESEARCH METHODOLOGY FOR BUSINESS AND MANAGEMENT STUDIES, 2007, : 103 - 114
  • [9] Measuring Managers' Perception of Innovation in the Romanian Hospitality Industry
    Iorgulescu, Maria-Cristina
    Ravara, Anamaria Sidonia
    INTERNATIONAL ECONOMIC CONFERENCE OF SIBIU 2013 POST CRISIS ECONOMY: CHALLENGES AND OPPORTUNITIES, IECS 2013, 2013, 6 : 512 - 522
  • [10] The Nature of the Hospitality Industry: Present and Future Managers' Perspectives
    Pizam, Abraham
    Shani, Amir
    ANATOLIA-INTERNATIONAL JOURNAL OF TOURISM AND HOSPITALITY RESEARCH, 2009, 20 (01): : 134 - 150