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Abstract

Modern businesses have greatly depended on technology. The use

of new technologies gives all companies a significant competitive

advantage, while the lack of new technologies can be fatal for a business

and can even end. In order to keep businesses in the spotlight, they invest

in various Information Systems that help not only produce, but the more

generally in the management of the entire business. Integrated Information

Systems Enterprise Resource Management are the scepter of new

technologies since. They can manage every business, entirely and with

great success. Systems relate to administration, production, warehouse

management, marketing, marketing, sales and customer relations.

Key Words

Integrated managment

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List of contains

Abstract ..................................................................................................................1

List of contains ......................................................................................................2

First Part: First Part: Theoretical Overview .......................................................4

Introduction ............................................................................................................4

1.1 Genera Data ...............................................................................................4

1.2 The usefulness of the Integrated Management Systems ........................5

1.3 The Environmental Management as a parameter of an Integrated

Quality Management System, Environment and Safety ..........................................6

1.4 Types of incorporation...........................................................................7

1.5 Advantages .............................................................................................9

1.6 Obstacles In implementation ............................................................. 10

1.7 integrated management and culture ................................................ 11

Second Part: Case Study ................................................................................. 14

1.Hotel segmentation .................................................................................... 14

2. The organizational structure of hotel departments............................... 15

3. Hotel Divisions......................................................................................... 16

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4.Objectives of the hotelier ....................................................................... 19

Comments ......................................................................................................... 22

References ......................................................................................................... 23

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First Part: First Part: Theoretical Overview

Introduction

1.1 Genera Data

Society today is based now, largely on well organized groups and

the existence of management has become essential. It studies, description

and interpretation of the phenomena associated with the whole company,

with the individual functions and with their relationships with the

environment in which they operate.

Management is the process of coordination of work activities so as

to be completed effectively and efficiently through harmonization /

integration of all productive resources (human, material, techniques).

(Robbins & Coulter, 2002).

Management systems appeared mainly aimed at detailed

description of the strategies and policies of small and medium

enterprises,developing operational plans and programs and checks for the

correct operation of businesses. In recent years, companies pay special

attention to the management quality as a key element of competitiveness

(Matias and Coelho, 2002). Quality in business is a complex concept and

both customer satisfaction and continuous improvement enterprise and

employee satisfaction and various partners (suppliers, shareholders, etc.).

The quality management extend in the field of environmental management

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and safety management. The environmental management systems related

to the procedures internal organization of the firm and is similar to the

systems used for quality management (Scipioni et al., 2001). Similarly, the

health and safety system, connected with the quality procedures and

environmental management. The three management systems mentioned

above, have as a common basis of human resources, information,

equipment, infrastructure and financial resources, through interconnected

processes. The integration of the management systems include standards

management and internal systems that describe (Karapetrovic, 2003).

It needs to implement a safety management system or management

environment, combined with a quality management system leads

toadoption of integrated management systems. As Hines mentioned,

integrated management systems are used primarily by large businesses,

SMEs presented the weakest and less risky in entrepreneurship and

innovation issues.

1.2 The usefulness of the Integrated Management Systems

The management approach of an organization through the systems

aimed at optimal yield processes or combinations thereof, when

taken individually, would lead the Organization to sub-optimal

performance because of the way they interact between them.

Systems are often developed in organizations framing /supporting

a specific area of interest (eg Quality, Environment, Human

Resources Management). The concept of Integrated Management

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Systems,Ie systems that frame / support several areas interest is in

recent years increasingly choosing of organizations, especially

when areas of concern are interdependent. The main advantages

arising from the implementation of Integrated Systems

Management in an organization is, briefly, the following:

1.increase flexibility, the simplification of the organizational

structure

2. reduce operating costs of the Integrated System compared to

operating costs of individual systems operating in parallel

3. synergies through integrated planning actions

4. facilitate the decision making process through structured instruments

administration.

1.3 The Environmental Management as a parameter of an Integrated

Quality Management System, Environment and Safety

Between Quality Management, Environment and Safety, as the

parameters of an Integrated Management System there are some

differences which are summarized in the following points:

1. The Quality management is primarily aimed at meeting the

expectations and requirements of customers.

2.The Environmental management mainly aims to demonstrate the

existence and social responsibility in dealing with legal / regulatory

requirements.

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3.The Security management seeks to optimize human resources

management and in dealing with legal / regulatory requirements.

Creating a unified command under these three parameters are

achieved synergies on both the competitiveness of processes and

improving management of human resources. The correlation of the areas

of interest can be documented and result in uniform structures in practice,

using as a consolidation platform eight (8) quality management principles

of ISO standard 9004: 2000 (Fassoula, 1999):

1. Organization focused on customer

2. Leadership

3. Involvement of people approach through

processes

4. Approach Systems approach to management

decision-making based on data

5. Continuous improvement of mutual interest

6. Relations with suppliers

1.4 Types of incorporation

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The ways in which management systems are integrated intoa pre-

existing system of business is both the alignment and the completion.

Integration is a high-level management model, including support standards

to meet the requirements. Alignment is a system of standards operate in

parallel between them, having a high degree of commonality in structure

and content (MacGregor, 1996). Completion is divided into full integration

and partial. in full integration, all individual management systems are

merged into a single management. In partial integration, the individual

systems management cooperate to achieve the objectives.

The alignment is defined as the attainment of harmony between

different standards, the combination of different elements and their

integration into an overall management.

Three distinct, individual, types of integration:

Correspondence

Coordination and coherence

Strategy and cohesion

The integration as matching, described in greater harmony between

parallel systems. Ensures alignment between requirements of different

standards. The correspondence solves problems bureaucracy and

confusion between standards. The integration as coordination based on

the understanding of processes, tactics, the planning and control.

Described responsibilities analytically aligned objectives and business


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strategy. The integration as strategy solves the problems associated with

the improvement and development business, and contributes to achieving

competitive advantage.

1.5 Advantages

The benefits from the implementation of integrated management

systems in SMBs are divided into internal and external. the internal related

to the internal operation of enterprises, while the outer associated with

their outdoor activities.the benefits are divided into:

Internal:

Organizational

Economics

Human

External:

Commercial

Communication

quality-security environment

The most important advantage gained by companies that are

improve both their quality and their internal performance. Internal


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functioning improved through the harmonization of organizational

structures that are similar and homogeneous methodologies management.

Reduced documents used commonly created forms, reduced bureaucracy

and improving communication both internally and externally. Besides the

organizational benefits, as mentioned, collected and economically.

Reduced operating costs as a result of reduction of tests required.

Integrated system easier to control as a single system. At the same time,

decreases the certification costs, and certification performed single control

(Barden and Bannister, 2002). The benefits relative to the human factor,

related obtain incentives on the part of staff and improve competences.

Regarding the external benefits, companies achieve the gain a competitive

advantage through innovative strategies adopt. Meet the requirements of

customers and create the conditions for attracting new, strengthening its

position in the enterprise market. Improve business image and its relations

involved. The environmental impact reduced as well effects of damage to

the equipment.

1.6 Obstacles In implementation

The factors that prevent companies from applying integrated

management systems are divided into internal and outdoors. So barriers

are divided into:

Internal:

Resources
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Perceptions

Implementation

External:

Guidance and support

Economy

Certification

The major obstacle to the implementation of integrated systems

management are limited resources available to SMEs.The operators avoid

spending resources management systems. The limited financial resources

are responsible for the lack of education staff and to avoid the application

of new technologies. As for concepts, business executives consider

useless application management systems and do not find incentives to

make such innovative actions. Maintain a negative attitude as they believe

that others are priorities and how these systems will add to bureaucracy

processes. At the same time, the complexity and differences between

systems to be completed, requiring increased effort to implement a single

system.

1.7 integrated management and culture

The incorporation of integrated management systems by SMEs would

not work if the elements of culture not created fertile ground for

implementing such innovations. Education and training are the main

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components that enhance corporate culture and provide the right tools for

the adoption of such type systems. The culture of enterprise plays a big

role in deciding to use integrated systems, the degree of integration as

well and the type of communication system with interior and

exteriorenvironment (Milliman and Clair, 1995). The culture is seen as a

tool for improving performance business, but also the key to effective

management. Before the a management system implementation is

important to check if it fits corporate culture with the management system

to be implemented. A management system lays down a company's

goals,It describes the strategies and policies, and develop action plan for

its operation. The need for a unified management system has led the

completion of the quality management system with that of environmental

management and health and safety. The similarities and cooperation

developed between these systems led to emergence of integrated

management systems. The use of integrated management systems by

SMEs business brings many benefits to organizations, however, there are

some obstacles that prevent undertakings from adoption of such systems.

For enterprices to continue to survive and compete in the market, it

is necessary to improve ever performance. For this reason, the

development is necessary and implementing effective management

systems that take into account the needs, the existing situation, culture

and new trends observed in space. Integrated management systems help

correct decisions, taking into account the mission, the vision, the policies

and business goals.

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Second Part: Case Study

1.Hotel segmentation

The Taylor division of work is applied to modern large hotels,

resulting in the operation of a number of departments, each with different

expertise, but all contribute to the overall operation of the hotel and to the

satisfaction of its customer needs. The number of departments varies from

hotel to hotel, depending on the size and product offered. The hotel's

departments can be distinguished in revenue-generating (such as the

restaurant, bar etc.) called exploitation segments, and those that support

the operation of the former and are called support departments.

Support departments are distinguished from those that offer services to

customers but do not generate revenue (such as the reception department,

security department, maintenance department, etc.) and those that are

necessary to operate the hotel without problems ( Such as management,

accountancy, etc.). Previously, the hotel's support departments were called

services, which confused the services the hotel offers to its

customers. Service is the work done to satisfy directly or indirectly the

customer-consumer needs associated with the nature of the business. In

some parts of the hotel called front sections the employees come in direct

contact with customers. Front segments are all sections except those of

bedrooms. Instant contact with customers comes from some of the support

departments, such as reception, public relations and entertainment and

sports, while parts of cleaning, maintenance, cooking and management are

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rarely in contact with customers. Customers of the hotel are considered to

be the bedrooms of the bedrooms, which are the main exploitation

part. Other business segments often serve people who are considered to

be external customers since they have not disposed of in the hotel. The

word "section" means a special place where specialized personnel are

employed and is in (relatively) continuous operation according to demand

levels. Some small hotels offer exclusively a room, so the department that

works is that of the bedrooms, supplemented by the reception,

maintenance, administration and accountancy departments. If breakfast is

also available, a breakfast room, a rustic galley and a supply department

are also available. The number of hotel products depends on the number

of products offered.

2. The organizational structure of hotel departments

The organizational structure describes the position of each employee and

the relations of authority, responsibility and hierarchical

communication. The structure, however, being considered dynamically,

also describes the quality of these relationships. As mentioned, the hotel

consists of a set of interdependent segments, each of which is a set of

bundled jobs. Project allocation can be imprinted on a diagram type called

an organizational chart. Initially, we will deal with the establishment of an

organization chart of the hotel departments and then with the setting of the

job positions on it. In general, the operating organization charts, which are

deployed horizontally and vertically at the same time, are used in the hotel

industry. Horizontally structure the departments (functions) of the hotel So


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one section next to another has a different specialty. Vertically, the power

relationship of the segments appears, so that the section underneath one

another is hierarchically dependent on it. The following example shows the

dependence of the cold kitchen segment on the kitchen and the galley in

the food and beverage department and the general department. The

organizational chart consists of boxes and lines. This is a photograph of

the hierarchical relationships and communication lines that the

administration believes to shape the structure of the business. But this

depiction can not capture external influences, atypical behavior, and power

and influence relationships that do not stem from the position held by

one. The concepts of horizontal or vertical imaging are relevant, because

in reality the lines are those that show the relationships of power and

dependence. Thus, an operational organization chart has the same

meaning, either portraying vertically or horizontally the hierarchical

dependence of the segments or jobs. Organizational chart can become an

important tool of the administration, only if the administrative philosophy

has been defined, the climate, the culture and the values of the company

have been shaped.

3. Hotel Divisions

General Divisions are the ones that offer important consulting services to

other parts of the hotel, whether these are operating or support

departments. A hotel department that has a strong staffing role is the staff

department, which seems to be in the picture involved with all departments

of the hotel. Headquarters are involved in some activities of the other


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departments, resulting in confusion for employees. For example, a banker

can not understand the role of the maitre, who is his direct superior, when

the hotel's staff takes the decision on a major labor issue that concerns

him.

Hotel chains use the geographic structure where a grid of functions

is covered by a central staff and hotel units are organized on the basis of

the functional structure and the strategic management of the units is

directed by the central administration.The top of the hotel hierarchy The

hotel leader is the hotel leader and, in the case of large companies, the

board of directors. However, the general manager is the one who pledges

to achieve the business objectives. The Chief Executive appoints the

hotel's short and long-term goals for the future, presents them to the

hotelier and, if he agrees, discusses the business plan and the budget. The

business plan includes the individual action plans of hotel departments and

is of a duration of at least one year. The budget shall analyze the

foreseeable costs and revenues resulting from the action programs

referred to. Beyond that, in general, the Chief Executive Officer manages

the hotel business himself, informing the hotelier and checking it on a

case-by-case basis, about the course of the business or about any

deviations from the business plan. In most of the Greek hotels, however,

hotelier and general manager relationships are different from the

theoretically described. The hotelier participates in the management of the

hotel, but which is typically assigned to the Chief Executive Officer. In this

case, significant complications can arise, as the powers of the two leaders

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are not clear and clear. Sometimes, the management of the hotel, apart

from the hotelier, is also involved with all his family. Then we can meet key

unscientific management phenomena, where a multitude of people give

orders to staff without any conciliation or coordination with chaotic

results. This problem of family management is due to the entrepreneur's

belief that he can manage as he wants his property without reporting to

anyone. It is particularly extensive in our country and this is mainly due to

the huge and enduring debts of the hoteliers.

The hotelier To make any business, one needs to raise funds, find

the right space and recruit the necessary staff. Capital, space and staff are

the productive factors of the enterprise, ie the necessary means by which a

productive unit can be created. Hotelier is the businessman who collects

the hotel's productive factors, combines them appropriately and pays them,

and takes responsibility for their remuneration. The combination of

production factors involves raising capital, selecting the installation sites,

setting up and equipping the unit, recruiting staff, and modifying the

products sold by the hotel. The remuneration of production factors

concerns the payment of all costs and expenses of the enterprise. The

funds used may come from the hotelier's personal property or from

lending. The hotelier undertakes to return capital and interest to its

lenders. The return of foreign capital is made with money, which is the

hotel's income, in scheduled installments at monthly, half-yearly or annual

frequency. The premises used by the hotel may be privately owned,

purchased or rented. In case they are rented, the hotelier undertakes to

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pay the rent. If they are owned, their value is calculated and - as they have

been purchased - this amount of the investment is gradually returned to the

hotelier by the hotel's proceeds with the depreciation process. The hotelier

also takes responsibility for paying the wages of those working in his

hotel. Producer rates are costs incurred by the hotel, which the hotelier

undertakes to pay, along with other expenses incurred during the

operation. The business risk of the hotelier stems from the possibility that

the costs of the business are greater than the costs. If the hotel business is

corporate, there may be more than one hoteliers. Hotels whose legal form

is capital companies, ie SA, Ltd. Or limited partnership, are managed by a

Board of Directors. We will use the word hotelier as the ultimate

component of individual business forces, that is, we regard as the hotel

owner the only owner of a small hotel or the board that decides on the

course of a big hotel.

4.Objectives of the hotelier

Initially, theoreticians of management science influenced by the

economic sciences considered that the sole motivation of the entrepreneur

is the profit. But then it was found that there is a large grid of incentives

that motivate a person to do business. The hotelier can expect many

benefits from his business such as social recognition, power, power,

rehabilitation of children, and so on. But that does not mean that he is

indifferent to the profit, which is ultimately necessary to achieve all the

rest. In some hotel businesses the goals of the business are realized,

recorded, analyzed and guided by action actions. In personal and family


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businesses, however, the phenomenon of confusion is revealed in terms of

goals, resulting in anecdotal behaviors of the hotelier, which serve

personal purposes, usually of social prestige. For example, hotel owners

often recline relatives and friends at the expense of the hotel's

profitability. The profit has two dimensions. The direct, which is expressed

by the amount of money that after consumption is receivable and the

indirect, which is expressed by the growing demand, the reputation and the

provision of clientele in the future. Internationally it has been proven that

hotels are not easily earning profits. In our country and abroad, the majority

of hotels are burdened by debt created by their long-term

inefficiency. Hotels, however, can bring remarkable profits and enjoyable

lifestyles, when scientifically and with interest, by remarkable professionals

with excellent know-how .

Typically, as mentioned, the hotel is operated by the business

owner, whether one or more individuals. Sometimes, however, the owner

rents the unit to another entrepreneur and receives a monthly fee, the rent,

as it does with renting a home. In this case, the tenant is the tenant. When

the hotelier considers that he / she does not have the knowledge

necessary to take advantage of a hotel, he / she may assign his / her

administration to a specialist company with a management contract. In this

case, the owner does not have the right to intervene in hotel management

and is simply limited to controlling his property, while the company that

takes over the management assumes responsibility for the efficiency of the

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business. This company usually has experienced professionals, direct

sales promotion and industry reputation.

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Comments

There are companies that seek to solve the problems through their

business by putting as basic conditions of better operation first, the best

financial management and the right planning, which must be at least 5

years. The high maintenance costs, adequate staffing and general

infrastructure problems are among the major problems faced by

professionals in the field. Supersaturation and low demand coupled with

the economic hardship faced by the consumer create a huge problem

especially for non-tourist periods. In certain areas of the province, the

problem of easy access and the move to the sights surrounding the hotels

of a city is presented, as there is insufficient transport coverage. Several of

the respondents also refer to the current tax situation in our country, since

there are not enough people who manage and cope with their tax

obligations. The low level of cooperation between industry is also a reason

why it does not help business progress. Based on the fact that in Greece

unfortunately tourism is still seasonal, there is a great drop of turnover in

the winter months, especially in summer resorts, which makes it difficult to

maintain the business.

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