{"id":6406,"date":"2022-05-27T08:13:44","date_gmt":"2022-05-27T08:13:44","guid":{"rendered":"https:\/\/www.booksofall.com\/?post_type=product&p=6406"},"modified":"2022-05-27T08:15:10","modified_gmt":"2022-05-27T08:15:10","slug":"managing-for-productivity-in-the-hospitality-industry","status":"publish","type":"product","link":"https:\/\/www.booksofall.com\/pt\/managing-for-productivity-in-the-hospitality-industry\/","title":{"rendered":"Managing for Productivity in the Hospitality Industry"},"content":{"rendered":"

The subject of productivity<\/a>, which has immediate bottom-line impact for both individual and corporate businesses, has gained nationwide attention in recent years, with good reason. Productivity in the United States has dropped steadily since World War II from an annual growth rate of 3.6 per cent to a recent and continued actual decline, according to the Houston-based American Productivity Center in Texas. This general decline is mirrored in the hospitality industry, which for many years has been able to hide its poor productivity behind the dramatic increase in the size of the market. As the industry moves into the mature stage of its life cycle, however, deficiencies in productivity are showing up on the bottom line.<\/p>\n

Future increases in profits will have to come from gains in productivity. There is much room for improvement: America’s National Restaurant Association<\/a> estimates that the restaurant industry is only half as efficient as manufacturing industries; an earlier US Department of Agriculture study of 13 restaurants found that they were operating at between 74 per cent and 78 per cent efficiency.<\/p>\n

Business school graduates are ill prepared concerning productivity, ongoing research by the accrediting agency for business colleges, the American Assembly of Collegiate Schools of Business indicates. Responses from 160 randomly selected corporate personnel offices reveal the following:<\/p>\n