in the 1990s*. Increasingly, the heads of international
hospitality firms have come from other industries and have
utilised basic financial and marketing concepts to put the
firms on course for the future. These concepts have not
often been employed, however, until a firm has
considerably scaled down the number of its employees,
often starting with corporate staff. Consequently,
personnel at head office level are no longer there to
support managers in the field. This has changed
dramatically the nature and scope of the unit manager.
The old fraternity and culture of the hotelier is giving way
to the need for aggressive strategically thinking managers.