관광호텔 총지배인 ( GM ) 의 직능적 특성에 관한 연구 = A Study on the Relations Between Tourism Marketing Mix and Travel agency Image

다국어 초록 (Multilingual Abstract)

Korea expect a total of 6,100,000 tourist arrivals with $8,500 million tourist receipt in the year 2000. in order to accomodate the anticipated tourists more effectively, additional 400 tourist hotels with 40,000 rooms must be constructed within 10 years. It is obvious that the industry will require more effective general managers(GMs) who can perform the managerial activities efficiently. Hotel GMs occupy a crucial role in the midst of hotel operation, where they are in close contact with employees and guests, asl well as top management. The decision they make in this strategic position play a large part in determining Whether the properties they manage provide superior service and realize their profit potential is largely a function of the GMs` expertise. The purpose of this study is to identify the function and managerial responsibility of the tourist hotel GMs in Korea. And also the aims of research is to ezplore the statistical profile of the GMa in Korea that would identify (1) the demographic characteristice of the GMs, (2) the aspects of GMs` job satisfaction, and (3) the GMs` allocation of time and importance of ten managerial roles. Written questionnaires were distributed to the tourist hotel GMs who participated in $quot;Korean Tourist Hotel GMs Seminar$quot; conducted by Korea Tourist Association at Dragon Valley During the period, 26-28 March 1992. A total of 150 participating GMs from all over the country were the subject of the research. Of these, 102 GMs returned usable responses on self-completion basis, ofr a response rate of 68.0 percent. The raw data collected from the 102 respondents were processed through a computer, and the Statistical Analysis System(SAS) package was utilized to produce the necessary frequency Anal distributions and cross-tabulations. The analysis will not only provide a better understanding of the type of person who occupies the position of GM and what this position entails, but also enable us to compare the characteristics and uniqueness of the GMs in Korean and American hotels. Such information would give a more precise understanding of this critical management function to decision-makers, particularly who has different cultural background in the hospitality industry, and allow them to develop and evaluate GMs more effectively. In order to develop more sophisticated and effective methods of training and evaluating GMs and of understanding their managerial activities, the following recommendations should be considered. (1) To train the novice GMs effectively, the topics of personnel, Marketing and management should be considered in first place, as indicated in the Table 12. (2) To evaluate the GMs effectively, the GM`s ability to the job components, such as guest relations, employee relations and marketing and sales should be assessed, as analyzed in the Table 8. (3) To develop the training programs effectively, the crucial functions of managerial roles, such as leader, entrepreneur, figurehead, resource allocator and monitor should be emphasized, as seen in the Table 9. (4) To create the higher degree fo job satisfaction, the employers should encourage and support GMs level of education and job title, as seen in the Table 7. (5) To induce the motivation and raise the GMs` morale, the level of empowerment, such as policy type decision-making and personnel and human resource decision-making should be improved. The detailed analysis on the correlation and interaction between the GMs profile and job satisfaction, thn managerial roles and important topics of study is described in the Tables 7, 11 and 13, which would be effectively utilized by the decision-makers in the hospitality industry and authorities concerned for developing and evaluating GMs more effectively.