Documente Academic
Documente Profesional
Documente Cultură
Rez Ro Marin Anamaria
Rez Ro Marin Anamaria
Rezumat
Conductor tiinific,
Prof.univ.dr. NISTOR Rzvan Liviu
Doctorand,
MARIN Anamaria
Cluj-Napoca
2012
CUPRINS REZUMAT
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Obiectivele specifice, derivate din obiectivul principal au fost definite att la nivel
teoretic, ct i aplicativ.
La nivel teoretic obiectivele stabilite vizeaz:
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existena unei baze conceptuale neclare n cercetarea turismului face ca, mai departe,
cercetarea diversificrii serviciilor turistice prin inovare s fie dificil.
ns, acest lucru nu ne-a mpiedicat deoarece pentru fiecare concept a crui definire
implic opinii contradictorii n literatura de specialitate am conturat o opinie proprie,
argumentat.
Trecnd de aceast etap, am observat c n literatura de specialitate nu exist un
cadru conceptual care s reuneasc toate sursele ce pot determina diversificarea
serviciilor n unitile hoteliere. n acest sens, studiile conduse de ctre: Wang i
Qualls, 2007; Han et al., 1998; Johns i Mattsson, 2003; Ottenbacher i Gnoth, 2005;
Hjalager, 2002; Ottenbacher, 2007; Huse et al., 2005; Moutinho, 2010; Martinez-Ros
i Orfila-Sintes, 2009; Vila et al., 2011; Zhou et al., 2005 sunt doar cteva care ne-au
oferit posibilitatea conturrii unui cadru conceptual propriu al surselor diversificrii
serviciilor i care, totodat, dovedesc interesul vis-a-vis de aria de cercetare abordat.
Aadar, o parte important a studiilor empirice din acest domeniu urmresc s
evidenieze faptul c eforturile managerilor n vederea diversificrii serviciilor
prestate n cadrul unitilor hoteliere determin obinerea unui avantaj competitiv, ns
numrul studiilor care stabilesc o legtur exact ntre toate sursele care stau la baza
diversificrii serviciilor i eficiena economic sunt mai reduse, mai ales n Romnia.
Structura i organizarea lucrrii
Pentru o abordare contextual echilibrat i pentru atingerea obiectivelor mai sus
menionate, teza de doctorat este structurat pe ase capitole. Dup prezentarea
aspectelor introductive din cadrul capitolului unu, capitolele doi, trei i patru sunt
destinate prezentrii stadiului actual al cunoaterii n domeniul nostru de cercetare i
clarificrii conceptelor care stau la baza realizrii studiului empiric, prezentat cu
preponderen n cadrul capitolului cinci.
n capitolul al doilea am realizat o delimitare i o ncadrare conceptual a temei de
cercetare prin realizarea unui studiu asupra evoluiei conceptelor cu care se opereaz
n turism.
Analiznd un sector de activitate att de complex i realiznd o clasificare a factorilor
care l influeneaz, este impetuos necesar s abordm impactul social i economic al
7
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Capitolul 1
Introducere n tematica lucrrii
Capitolul 2
Turismul fenomen
economico-social contemporan
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Capitolul 3
Serviciile component de
baz a activitii unitilor de
turism
Delimitri conceptuale:
diversificare, inovare, eficiena
diversificrii
Capitolul 4
Managementul diversificrii
serviciilor turistice-abordri
conceptuale
Capitolul 5
Cercetare empiric cu privire la
diversificarea serviciilor n
unitile hoteliere
Capitolul 6
Concluzii i contribuii
personale
identificarea
legturilor
dintre
eforturile
manageriale
orientate
spre
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Ipotezele reprezint forme specifice ale gndirii tiinifice care ofer posibilitatea
trecerii de la cunoaterea faptelor la cunoaterea legilor de producere a acestora
(Chelcea, 2007:104). Avnd n vedere demersul nostru tiinific, am recurs la
formularea urmtoarelor ipoteze de cercetare:
H1: Exist diferene ntre hotelurile din judeul Cluj i cele din judeul Braov
raportat la: numrul de angajai, numrul locurilor de cazare, numrul locurilor la
mese n cadrul restaurantului, respectiv numrul locurilor n sala de conferine.
H2: Exist un set restrns de factori care determin diversificarea continu a
serviciilor susinnd deciziile manageriale ale hotelului.
H3: Exist diferene semnificative ntre eforturile manageriale din cadrul
hotelurilor din Cluj i cele din Braov.
H4: Exist legturi ntre practicile manageriale orientate spre resurse umane,
tehnologie, calitate, respectiv pia i concuren, ce susin diversificarea prin inovare
a serviciilor.
H5: Rezultatele obinute ca urmare a practicilor manageriale orientate spre
diversificarea prin inovare a serviciilor, difer n hotelurile din Cluj fa de cele din
Braov.
H6: Exist legturi ntre eforturile manageriale orientate spre diversificarea
prin inovare a serviciilor i rezultatele obinute.
H7: Exist diferene ntre hotelurile cu scoruri diferite de inovare.
H8: Exist diferene ntre grupurile de hoteluri n ceea ce privete factorii
diversificrii.
H9: Hotelurile care sunt interesate de diversificarea prin inovare a serviciilor
de agrement sunt mai eficiente.
Pentru cercetarea de fa, populaia int o reprezint unitile hoteliere. n contextul
n care analiza ntregii populaii este dificil, este necesar utilizarea unui eantion,
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N
N * e2
n cazul nostru:
149
1 149* 0,052
= 5%)
109hoteluri
Acestei valori, i vom aplica un procent de acoperire a posibilelor situaii de nonrspuns, i astfel vom mri volumul eantionului la 112 hoteluri n urma aplicrii unei
rate de non-rspuns de 3%.
Deoarece cele dou judee sunt inegal reprezentate n populaia general studiat
(judeul Braov deine 69% din totalul celor 149 de hoteluri, iar judeul Cluj doar
31%), pentru creterea reprezentativitii eantionului utilizat n studiu, am aplicat o
schem de eantionare stratificat proporional, cota de proporionalitate, pentru
ambele judee, fiind de 75%, conform tabelului de mai jos:
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Cota
proporional
75%
75%
Valoare
Valoare n
calculat
eantionul final
77 hoteluri
77
35 hoteluri
35
Total 112 hoteluri
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cea de-a doua parte a chestionarului cuprinde ntrebri de opinie prin care
respondenii au fost rugai s descrie gradul de importan a practicilor
manageriale privind resursele umane, tehnologia informaiei i comunicaiei,
orientarea spre calitate, respectiv piaa i concurena - surse ale diversificrii
serviciilor prin inovare. Forma ntrebrilor este una nchis, utilizndu-se o
scal de tipul Likert de la 1 (deloc important) la 5 (foarte important). Totodat
au fost introduse ntrebri nchise cu variante de rspuns, vizndu-se aspecte
aflate n strns legtur cu cea anterioar: factorii care determin
diversificarea serviciilor i tipul de inovaii pe care se concentreaz eforturile
managerilor hotelurilor.
cea de-a treia parte a chestionarului este destinat evalurii ctorva aspecte ale
performanei hotelurilor, propunndu-ne s msurm aspecte legate de gradul
de ocupare, satisfacia clienilor i angajailor, fluctuaia de personal, respectiv
volumul vnzrilor i cheltuielilor;
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aceast abordare permite studierea hotelurilor att din prisma practicilor manageriale
orientate spre diversificarea prin inovare a serviciilor (input-uri), ct i din prisma
rezultatelor obinute (output-uri).
Etapa 2: Alegerea variabilelor de input i output
Nu am identificat n literatura de specialitate un cadru conceptual care s reuneasc
toate sursele diversificrii serviciilor n unitile hoteliere, de aceea am dezvoltat noi
unul, care poate fi mbogit i completat, dat fiind caracterul extrem de dinamic la
turismului, sectorul de activitate cercetat de noi. Aadar, considerm c orientarea
spre client reprezint elementul care determin necesitatea i oportunitatea
diversificrii serviciilor prestate n cadrul hotelurilor, n contextul n care cerinele
turitilor sunt tot mai ridicate, iar concurena este acerb. Principala modalitate de
atingere a acestui deziderat este inovarea, ale crei surse, dup prerea noastr, sunt:
angajaii din cadrul hotelului, tehnologia informaiei i comunicaiei, orientarea spre
calitate, respectiv dinamismul pieei i concurena ridicat din sectorul turismului.
Aadar input-urile luate n considerare se refer la practicile manageriale orientate
nspre cele patru direcii, fiecare din acestea cuprinznd un anumit numr de variabile:
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Tot n aceast etap trebuie s se analizeze dac numrul de variabile input i output
luate n considerare este corect. Literatura de specialitate menioneaz c numrul de
variabile trebuie s fie mai mic dect numrul de uniti de decizie luate n studiu
(Sanjeev, 2007:383, Avkiran 2001:58); dup cum se observ aceast condiie este
respectat n cadrul studiului nostru (9 variabile<95 UD). Menionm c trebuie
respectat aceast condiie pentru c, dac numrul de variabile luate n considerare se
apropie de numrul de uniti de decizie analizate, se va obine un numr prea mare de
uniti de decizie considerate a fi eficiente, nereflectnd realitatea.
Etapa 3: Culegerea datelor privind variabilele input i output
Aa cum am anticipat, toate datele necesare (de natur att
calitativ, ct i
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Pentru sintetizare, vom aborda comparativ input-urile din cadrul hotelurilor din
judeul Cluj i cele din judeul Braov. n acest sens am folosit testul Mann-Whitney
pentru a testa ipoteza H4: Exist diferene semnificative ntre eforturile manageriale
din cadrul hotelurilor din Cluj i cele din Braov. Potrivit rezultatelor acestui test cea
de-a treia ipotez (H3) este parial validat, ntruct ntre factorii mai jos menionai
exist diferene, dar pentru factorul practici privind piaa i concurena nu sunt
nregistrate diferene semnificative ntre hotelurile din Cluj i cele din Braov:
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Variabilele din cadrul input-ului practici privind resursele umane s-au grupat n doi
factori ns structura acestora este diferit n hotelurile din Cluj fa de cele din
Braov.
n hotelurile din Cluj factorul 1 numit Selecia, valorizarea i recompensarea
angajailor grupeaz 5 variabile, cea mai mare contribuie la ncrcarea factorului
avnd-o variabila F1-Selecia resurselor umane se realizeaz innd cont de
competenele, aptitudinile i abilitile de specialitate ale candidailor. Cel de-al doilea
factor, numit Creativitatea angajailor i capacitatea de personalizare a serviciilor
grupeaz 3 variabile, cea mai mare contribuie la ncrcarea factorului avnd-o
variabila F4-Angajaii sunt responsabilizai n luarea unor decizii care vizeaz
personalizarea serviciilor.
n hotelurile din Braov factorul 1 numit Selecia, trainingul i implicarea angajailor
grupeaz 6 variabile, cea mai mare contribuie la ncrcarea factorului avnd-o
variabila F1-Selecia resurselor umane se realizeaz innd cont de competenele,
aptitudinile i abilitile de specialitate ale candidailor. Cel de-al doilea factor, numit
Capacitatea de personalizare a serviciilor grupeaz 2 variabile, cea mai mare
contribuie la ncrcarea factorului avnd-o variabila F3-Angajaii rspund operativ i
creativ la solicitrile clienilor.
n cazul input-lui practici privind tehnologia informaiei i comunicaiei, att n
hotelurile din Cluj, ct i n cele din Braov, variabilele s-au grupat ntr-un singur
factor (menionm c iniial au fost 6 variabile, dar n urma analizei factoriale au
rmas 5). Diferena ntre hotelurile din cele dou judee este dat de variabila care
contribuie cel mai mult la ncrcarea factorului: n Cluj este vorba despre G2-Este
utilizat un sistem computerizat de gestiune hotelier ce integreaz toate activitile
hotelului, iar n Braov observm G4-Prezena hotelului n mediul online permite
atragerea de noi clieni i fidelizarea celor existeni. nc o dat se confirm faptul c
abordarea managerilor hotelurilor din Braov are n vedere orientarea ctre client,
care, aa cum susine literatura de specialitate, reprezint elementul principal n
iniierea aciunilor de diversificare a serviciilor prestate.
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Referitor la input-ul practici privind orientarea spre calitate, att n hotelurile din
Cluj, ct i n cele din Braov, variabilele latente s-au grupat ntr-un singur factor.
Diferena ntre hotelurile din cele dou judee este structura fiecrui factor (Cluj-8
variabile, Braov-7 variabile), dar i de contribuia variabilelor la ncrcarea
factorului.
B. Pn n acest moment am realizat o prelucrare, analiz i interpretare a input-urilor
necesare pentru aplicarea modelului Data Envelopment Analysis, urmnd s ne
concentrm atenia asupra output-urilor.
Aadar, efectele tuturor practicilor manageriale orientate spre cele patru direcii de
inovare se reflect n eficiena hotelului, cei patru indicatori analizai n acest moment
fiind: gradul de ocupare, fluctuaia de personal, satisfacia angajailor i satisfacia
clienilor.
Pe baza mediei i deviaiei standard putem afirma c respondenii din judeul Cluj au
acordat scoruri ridicate pentru satisfacia clienilor, nregistrndu-se o medie ce
depete valoarea 4, pentru satisfacia angajailor i gradul de ocupare media
rspunsurilor este sub 3.5, iar fluctuaia de personal are media scorurilor sub valoarea
3.
Scorul de 4.26 obinut pentru satisfacia clienilor este unul favorabil avnd n vedere
c acetia sunt cei care beneficiaz de oferta de servicii, ns media de 3.17 pentru
satisfacia angajailor este nefavorabil, mai ales c, aa cum prezentam mai sus,
practicile manageriale orientate spre resursele umane n vederea diversificrii prin
inovare a serviciilor hoteliere au fost considerate cele mai importante. Tindem s
credem c este vorba de salariile necorespunztoare, mai ales c raportul salariului
obinut de angajaii din hoteluri i restaurante fa de salariul mediu pe economie a
fost n anul 2011 de 0,77%, mult mai mic n comparaie cu alte domenii cum ar fi
industria (1,07%) sau intermedierile financiare (3,08%).
Pe de alt parte, respondenii din judeul Braov au acordat scoruri ridicate pentru
gradul de ocupare, satisfacia clienilor i satisfacia angajailor, avnd o medie ce
depete valoarea 3.70; pentru fluctuaia de personal observm o medie a scorurilor
sub valoarea 2, ceea ce corespunde intervalului 1-20%, aadar hotelurile analizate n
judeul Braov nu se confrunt cu o fluctuaie de personal mare ceea ce creeaz
premisele unei mai bune cunoateri a obiectivelor hotelurilor privind inovarea, a
22
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Analiznd comparativ aceste output-uri doar din perspectiva valorilor mediei, putem
trage concluzia c hotelurile analizate din judeul Braov prezint o situaie mai bun
dect cele din judeul Cluj, mai ales c numrul de nnoptri n cadrul tuturor
hotelurilor din Braov a fost dublu fa de cifra corespunztoare nregistrat n judeul
Cluj2. Totodat aa cum prezentam, nu exist diferene semnificative ntre hotelurile
analizate din judeul Cluj i Braov n ceea ce privete atributele numr locuri cazare,
numr locuri mese n restaurant, numr locuri n
Conform datelor Tempo Online, INS, numrul de nnoptri n cadrul hotelurilor din Braov a fost n
anul 2011 de 806025, iar n Cluj de 403730. Dorim s menionm c n faza de pilotare, chestionarul a
cuprins i o ntrebare legat de numrul de turiti, ns managerii hotelurilor au manifestat reticen n a
furniza aceste date, de aceea ntrebarea a fost eliminat pentru chestionarul final.
23
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Nume hotel
codificat
Hotel 1_CJ
Hotel 3_CJ
Hotel 5_CJ
Hotel 7_CJ
Hotel 13_CJ
Hotel 15_CJ
Hotel 18_CJ
Hotel 23_CJ
Hotel 26_CJ
Hotel 28_CJ
Hotel 3_BV
Hotel 7_BV
Hotel 9_BV
Hotel 10_BV
Hotel 13_BV
Hotel 17_BV
Hotel 19_BV
Hotel 22_BV
Hotel 26_BV
Hotel 28_BV
Hotel 35_BV
Hotel 36_BV
Hotel 39_BV
Hotel 44_BV
Hotel 47_BV
Hotel 27_CJ
Hotel 50_BV
Hotel 54_BV
Hotel 56_BV
Hotel 2_CJ
Hotel 4_CJ
Hotel 9_CJ
Hotel 10_CJ
Hotel 12_CJ
Hotel 16_CJ
CLUSTER
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster1
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Nr.
crt.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80.
81.
82.
83.
24
Nume hotel
codificat
Hotel 20_BV
Hotel 23_BV
Hotel 24_BV
Hotel 25_BV
Hotel 33_BV
Hotel 38_BV
Hotel 51_BV
Hotel 8_CJ
Hotel 14_CJ
Hotel 21_CJ
Hotel 35_CJ
Hotel 2_BV
Hotel 8_BV
Hotel 14_BV
Hotel 15_BV
Hotel 21_BV
Hotel 27_BV
Hotel 31_BV
Hotel 32_BV
Hotel 34_BV
Hotel 40_BV
Hotel 41_BV
Hotel 43_BV
Hotel 46_BV
Hotel 52_BV
Hotel 53_BV
Hotel 55_BV
Hotel 58_BV
Hotel 59_BV
Hotel 60_BV
Hotel 6_CJ
Hotel 11_CJ
Hotel 19_CJ
Hotel 20_CJ
Hotel 30_CJ
CLUSTER
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 3
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
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36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
Hotel 17_CJ
Hotel 22_CJ
Hotel 24_CJ
Hotel 25_CJ
Hotel 49_BV
Hotel 29_CJ
Hotel 31_CJ
Hotel 32_CJ
Hotel 33_CJ
Hotel 34_CJ
Hotel 4_BV
Hotel 11_BV
Hotel 16_BV
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
Cluster 2
84.
85.
86.
87.
88.
89.
90.
91.
92.
93.
94.
95.
Hotel 1_BV
Hotel 5_BV
Hotel 6_BV
Hotel 12_BV
Hotel 18_BV
Hotel 29_BV
Hotel 30_BV
Hotel 37_BV
Hotel 42_BV
Hotel 45_BV
Hotel 48_BV
Hotel 57_BV
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Cluster 4
Pentru o nelegere mai bun a datelor prezentate tabelar, prezentm mai jos analiza
mediilor pe clustere, ilustrarea grafic fiind elocvent.
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
Cazare
Cazare
Alimentatie
Alimentaie
Business
Business
Variabile
Variables
Personal
Personale
Agrement
Agrement
Cluster
Cluster
Cluster
Cluster
1
2
3
4
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http://www.deafrontier.net/frontierfree.html
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n cea de-a doua seciune a capitolelor doi i trei am realizat o sintez a contextului
economic actual pentru a sublinia ce presupune activarea ca i unitate de turism n
interiorul acestuia. Am acordat o importan deosebit complexitii acestui sector de
activitate, subliniind practicile manageriale ce trebuie avute n vedere de ctre
managerii unitilor de turism astfel nct s fac fa competiiei intense i
exigenelor turitilor. Totodat am ajuns la opinia c sectorul turismului este ntr-o
continu evoluie, fiind marcat de schimbri ce se manifest la scar global.
Aceast contribuie poate fi observat prin coninutul capitolului trei, care s-a conturat
n jurul identificrii, expunerii, analizrii i propunerii unor cadre conceptuale proprii
pentru urmtoarele aspecte:
principalele caracteristici ale serviciilor n general i ale serviciilor turistice n
particular, precum i a implicaiilor manageriale ce decurg din acestea:
interdependena serviciilor turistice;
sezonalitatea cererii pentru serviciile turistice;
investiii
semnificative
pentru
punerea
funciune
facilitilor turistice;
rolul nsemnat al intermediarilor n distribuia serviciilor
turistice;
substituibilitatea serviciilor turistice;
evoluia continu a cererii de servicii turistice;
motivaii complexe i eterogene ale turitilor;
ncadrarea serviciilor turistice n economia naional i accentuarea faptului c
acestea aparin economiei tririlor, a experienelor, identificnd astfel
dimensiunile unei experiene turistice memorabile;
trsturile definitorii ale ageniilor economici din turism, dar mai ales a
unitilor hoteliere.
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Toi managerii chestionai au acordat cea mai mare importan factorului legat de
orientarea ctre client; aceasta permite personalizarea serviciilor la standardele cerute
de turiti, astfel nct s poat fi obinute de ctre turiti adevrate experiene turistice,
ci nu s le fie prestate simple servicii turistice. Menionm c literatura de specialitate
menioneaz acest factor ca fiind cel mai important atunci cnd obiectivul unitii
hoteliere este de a dezvolta inovaii care s contribuie la diversificarea serviciilor,
necesitatea unor astfel de aciuni fiind dat de: creterea complexitii motivaiilor
turistice, ateptrile lor viznd obinerea unor experiene turistice memorabile,
intensificarea concurenei, reducerea efectelor negative datorate sezonalitii cererii,
evoluia permanent a tehnologiei care are un rol determinant n competitivitatea
unitilor hoteliere. Locul doi, din perspectiva managerilor din Cluj, este deinut de
Necesitatea mbuntirii serviciilor, iar n Braov Evoluia tehnologiei.
n ceea ce privete hotelurile din judeul Cluj, primele trei segmente de pia vizate
sunt: oamenii de afaceri, turitii care tranziteaz zona i turitii interesai de
obiectivele turistice ale zonei. n cazul judeului Braov principalele trei segmente de
pia vizate sunt reprezentate de: turitii interesai de obiective turistice, oamenii de
afaceri i turitii care tranziteaz zona. Totodat, observm c nu exist diferene
30
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semnificative ntre hotelurile din judeul Cluj i hotelurile din judeul Braov n ceea
ce privete: numrul angajailor, numrul locurilor de cazare, numrul locurilor la
mese n restaurant, precum i numr locuri n sala de conferine. Afirmaia noastr se
bazeaz pe rezultatele testului Kruskal-Wallis, astfel c prima ipotez (H1) nu se
confirm.
Identificarea
principalelor
asemnri
diferene
dintre
abordrile
Dup prerea noastr, cele trei paliere pe care trebuie s se concentreze managerii
unitilor hoteliere atunci cnd doresc s ntreprind aciuni de diversificare prin
inovare a serviciilor prestate n cadrul hotelurilor pe care le conduc, vizeaz: resursele
umane, orientarea spre calitate, tehnologia informaiei i comunicaiei, respectiv
orientarea spre pia i concuren. n ceea ce privete opiniile respondenilor, att
managerii hotelurilor din Cluj, ct i cei din Braov acord cea mai mare importan
practicilor manageriale orientate spre resursele umane, ns perspectivele sunt diferite:
managerii din Cluj pun accent pe selecia unor resurse umane care s dein
numeroase competene, n timp ce n Braov managerii susin creativitatea angajailor.
Ambele abordri au numeroase avantaje, ns pe baza rezultatelor obinute n cadrul
studiului nostru empiric, putem afirma c hotelurile care susin dezvoltarea unei
culturi organizaionale ca mijloc de manifestare a creativitii sunt mai eficiente. La
captul opus, practicile manageriale orientate spre concuren au primit un scor de
31
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din
perspectiva
practicilor
manageriale
ce
determin
32
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