chapter  23
Ethics in the Hospitality Industry: An Applied Model
Pages 14

According to Longenecker (1985), management affects an organization’s ethical performance by the establishment of priorities that direct the ethical conduct of the organization. He also asserts that the “management process,” and particularly the setting of organizational priorities, affects the attainment of ethical performance by identifying those values that seem important to management. Longenecker’s points are very critical to organizational vitality given that management is often empowered to maintain the following:

• The highest level of services as possible • The highest guest satisfaction ratings • An optimal degree of financial return on investment to the orga-

nization as a whole

In order to satisfy these duties, lodging management must deliver services that meet the needs and wants of its guests. However, during the provision of daily services, management is often confronted with a variety of ethical situations that can leave a lasting either positive or

negative impression with the guest, staff, and other members of management. Undoubtedly the image that these constituent bodies collectively hold is directly related to organizational success as directed by management.