III Conclusion
To conclude it can be suggested that scientific management, in its extreme form, applied in a hospitality context would result in something of a 'MacDonalds' experience. For example receptionists dealing with guests' enquiries would be unable to treat them on a personal level as they would almost be reading some script pre-written by central office. My own belief is that this could not be applied in the luxury end of the market as this undermines the actual product that is expected. This therefore opposes the ideology that scientific management is inevitable to the whole service industry.
There is also a growing awareness of the dehumanising experience of a fast-food restaurant or budget hotel. This has resulted in an increased desire for a more personalised service and therefore an indication that some industries could decentralise.
Furthermore the service sector, most notably hospitality, thrives on the multi-faceted individuals that are attracted to the industry. But the deskilling due to rationalisation means that such people are 'strait-jacketed into one dimensional jobs' (Hales 1994) stifling variety and creativity. Therefore such a sentiment tends to argue against the notion that scientific management principles are inevitable.
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