Delivery in day(s): 5
Diploma in Travel and Tourism
Unit Number and Title
Unit 11 Travel and Tourism Management
The term management indicates reaching objectives of an organization through working with and through people and several other resources of the organization. The main purpose of unit 11 travel and tourism management assignment is to create a self-analysis process, personal reflection and fair appraisal of one’s strengths and weaknesses. This is what will help in evaluation of leadership value and management training.
Every organization has managers who are known for managing processes within an organization, whether corporations or hospitality sector. The roles performed by the managers in handling different situations reflect the style of management. Being an ex-employee of Hilton Hotels and present employee of Hotel Marriott, the management styles in each case can be easily assessed. In Hilton Hotels the managers follow a strict regime and the employees are required to follow the same. However, none of the managers force subordinates on any perspect. In case of Hotel Marriott it is experienced that the management is very calm and the subordinates are given a friendly environment to work. The subordinates are given chance to place their views and each of them have right of expression.
There are different management styles such as Autocratic, Consultative, Persuasive, Democratic, Chaotic, Laissez-faire and Management by Walking Around (MBWA). On the basis of these styles the management style of Hilton Hotels can be placed under the category of Autocratic and Consultative Styles of Management. Under Autocratic style the management makes decisions them and the subordinates are expected to perform accordingly. But the Autocratic style is of permissive type as the subordinates are never forced rather given latitudes in performing their work. Again it can it referred to that of Consultative style as the decision is undertaken by the managers on the basis of interest of the subordinates. In case of Hotel Marriott the management style can be referred to as Persuasive, Democratic and MBWA(Agenda 21 for the travel & tourism industry, 1995). Being Persuasive the managers maintain control over the process of decision making, being Democratic enables the managers give chance to the employees to present their point of view and decision is finalized by considering majority confirmation and the reason for categorizing it under MBWA is that the managers here are active listeners and any decision arrived is done with full support and consent of the subordinates.
By the term leader it is understood that an individual who will be followed by a group of people because his way of handling situations is extraordinary and who directs the group towards certain goal. Every organization has a leader who leads a group or team. The basis for distinction here becomes the how leader successfully handles his position and faith of his assistants and what distinctive characteristics does one leader has which differentiates him with that of the other(Boniface and Cooper, 2001). The following are the leadership characteristics that have been experienced while working under the management of Hilton Hotels and Hotel Marriott:
Hilton follows more of a transformational leadership. The communication process is not very transparent and the subordinates cannot directly reach the senior managers. Each of the departments has their own point of contacts that will carry their message to the senior level.it follows more of autocratic and consultative styles of management.
Marriott creates an open communication procedure for its employees where there is no preference given on the basis hierarchy. The subordinates are free to meet and address their issues to the senior managers. The subordinates are given equal importance in the organization. Their point of views is also weighed. As Marriott follows a Persuasive, Democratic and MBWA style of management the subordinates are always given chance to express themselves and their point of view is also considered. If it is seen that their viewpoints will add value to the organization they are considered.
Every organization has a set of rules to be abided by its employees starting from the highest position to the lowest. The organizational culture varies from business to business. In hospitality industry although each one is directed towards a common goal still there are differences in their culture. The culture of Hilton hotels can never be similar to that of Marriott, due to difference in management style. Hilton hotel, although an independent entity, has to abide by the corporate standards of Hilton Corporate. The employees are expected to be in their professional uniforms for front-line staff (also known as Front desk). They are ones who are the first point of contact for the customers; hence they have to maintain a minimum standard of attire. The supervisors and the mangers need to look highly professionals with good ethical behaviour. The dressing and activities of the back office staffs is decided by the management. The staff members are always expected to behave cordially with the customers and take care of every issue they face. The organization has a rule of assessing the performance of every employee at regular intervals. The senior managers always make sure that their subordinates are properly guided on every matter and keep updated about every new decision.
The core values of Hotel Marriott are considered as the key to success for their employees. The belief of the organization is to place the people first, pursue excellence, and act with due diligence and embracing change is what makes up their organization culture. The culture of placing people first has placed the organization to a good position and earned recognition throughout the world. The subordinates are always given scope to grow and express their views and create a family like work environment. The organization seeks to offer best services to their customers and maintain fair pricing policies. The organization arranges for advanced training facilities for the junior staff to keep them updated with every new challenge(Reisinger, 2005). Apart from internal activities the organization seeks to help the society by eradicating poverty, illiteracy, development of workforce and wellbeing of children.
Being the General Manager of Dorchester Luxury Hotel , London I have huge responsibilities to be performed in order to ensure the set goals and objectives of the business is met and need to ensure a clear vision of analyzing the environment and outcomes of the set procedures.
The following is a self assessment of my skills being the General Manager:
I hold professional degree on Management of Human Resources;
I generally avoid trying for big offers as I don't feel confident with those;
I believe in team involvement in every matter;
My management team feels I take time in decision making;
Customers and employees are the main concern for me;
I have a habit of making several assessments before arriving to final decision;
I have good motivating and influencing power which helps me build up a team of efficient workforce;
Cannot make decisions with only profit making motive.
I do not believe in hierarchical process for interacting with the employees;
Our finance team has recorded a 38% hike in customers this year compared to that of the last year. This has been possible because of my team effort(Sharpley, 2006);
We arrange several advertisement campaigns which involves participation of general public;
I have full support of my team and the board who has re-appointed me for the post.
The business has recorded a hike of 38% in terms of customer turnover and 35% in terms of profit;
Completion from leading hotel industries in UK;
I am formulating plans for opening branches in cities like Birmingham, Bristol and Liverpool;
Limited resources compared to the big hotels hence time is taken for making investment related decisions;
Plans are being formulated for opening Institutes for Career Development Plans with an intention of boosting workforce;
Pressure from suppliers and creditors
Initiating a server which will help the customers directly come in contact with the hotel and where they can check the status of availability and book rooms online as per their convenience throughout the world.
This can be done with the help of SMART objectives and targets.
SMART objectives and targets:
The goal of Jamie Oliver is to increase their customer base by 50% by the end of 2016. This Christmas they are planning for increasing the revenue by almost double for which I have been appointed as the manager responsible for leading a team in their new chain in Covent Garden, London.
The following are the ways in which the team needs to be lead and motivated in achieving the goals at Jamie Oliver:
The aim of the business strategy is to increase its customer base along with doubling its revenue by end of 2016. This seems quite tough but achievable by the decision taken by the mangers which involves setting of a new restaurant chain and train and motivate a team for this purpose. Setting up of a new restaurant will definitely increase the number of customers and which on the other hand will boost the revenue. Training is definitely the best option for the team members as they will come to know how to handle situations. Improvement in quality of service is what can be possible only through proper training and motivating the team members.
Recommendations for improvement:
I am presently employed as senior marketing executive in a leading hotel based in UK. I lead my team in implementing campaigns, arranging for new launches and offers, contact the journalists, bloggers for raising brand profile. I started my career as a junior marketing executive two years hence. I find myself to be ambitious and expect to start my own hotel in the coming years. I got the promotion this year. However due to lack of resources and enough expertise and contactsit will take time for me to start a new hotel business. My career plan is therefore to gain more and more expertise and experience in this field and create a network of contacts in this particular industry in the coming years. For me the next step will be gaining experience as a marketing manager so that I gain more experience in handling clients or customers and get myself deeply involved with management of relationship with client and leading in pitches for the business(Tourism, globalization and development: responsible toursim planning, 2004). These skills will help me in setting up of restaurant business. Hence, this became a growing interest for me at present. Therefore, it is evident that career plans get adjusted on the basis of available opportunities and one’s own interest. The basis of career development planning are, identification of one’s objectives, assessing the skill set at present, identification of the options and creation of an action plan and follow the same.
Personal development is essential as this helps in improving awareness and identity, develops talents and strength, helps in identifying personal capabilities, self assessment and helps in realizing dreams and aspirations. The current performance is an assessment of what one is doing at present. Is the job preferable or not, what are the expectations of the assessors and are their expectations met(Tourism, globalization and development: responsible toursim planning, 2004). The future need to produce a development plan is to see whether the expected and set goals have been met or not, whether the skills have developed or not and what are the backlogs which need to be addressed and handled through training or guidance.
The report creates an understanding about the practices and principles of Management theories and styles of Management. It creates a clear understanding about the key skills of managers and assessment of personal strength, weakness, opportunities and threats through SWOT analysis and SMART objectives and targets for development of one’s potential. The report highlights on the personal skills of a manager how they will lead a team and develop them for accomplishment of business objectives at the same time the need for career development.
Agenda 21 for the travel & tourism industry. (1995). London: World Travel & Tourism Council.
Boniface, B. and Cooper, C. (2001). Worldwide destinations. Oxford: Butterworth-Heinemann.
Reisinger, Y. (2005). Travel Anxiety and Intentions to Travel Internationally: Implications of Travel Risk Perception. Journal of Travel Research, 43(3), pp.212-225.
Sharpley, R. (2006). Travel and tourism. Thousand Oaks, CA: Sage Publications.
Tourism, globalization and development: responsible toursim planning. (2004). Choice Reviews Online, 41(05), pp.41-2927-41-2927.
Travel & tourism. (1993). Brussels, Belgium: World Travel & Tourism Council.
United Kingdom travel & tourism. (1996). London: World Travel & Tourism Council.