Modern Tourism and Hospitality Manager Free-Samples for Students

Question: Discuss about the understanding the External Environment is a necessary attribute of a Modern Tourism and Hospitality Manager. Answer: Blog 1 management team learners To be successful manager in the modern tourism and hospitality organization the key attributes is to understand the external environment. The external environment will focus on the quality in the tourism and hospitality industry, which will involve consistent delivery of the products as well as the guest services based on the expected standards (Tsang and Hsu, 2011). This is among the challenge the hospitality manager will be the facing as a result of the emerging competitive, global hospitality market. I think the manager should be able to identify record as well as weigh on the effects of the cost profit and they should be in a position to be able to prioritise towards the improvement of the quality improvement process (Goodman, Zammuto and Gifford, 2001). I think the manager should understand that the most important factors for the hotel future are essentially the satisfaction of the guest, their retention and the word of mouth advertising. The managers should adapt to the new env ironment as well as control the time in their business. Blog 2 The competing Values Framework (CVF) has been a significant element of assessing organizational effectiveness especially in the modern hospitality industry. Based on Quinn et al (2014), the CVF is the management as well as the leadership competencies structure, that are founded into the paradoxical thinking, that forces the managers considering the competing tensions as well as the demands in their organization on daily basis (Quinn, Bright, Faerman, Thompson and McGrath, 2014). The CVF that is shown below highlights eight roles, which are usually split up into the four quadrants, and they are related to the four models. Additionally, the horizontal axis they concentrate on the internal and external environment within the business whilst the vertical axis focus on the flexibility and the control. Comparison to my first CVF spider web the second CVC spider web seems to balance on the competencies within the eight roles (Williams, 2006). As a manager in the modern tourism industry, it is important to boost on the adaptation as well as responsive to a sustainable change of the external environment, which has been reflected in the open system, create model. In contrast, I have come to recognize that I need to improve as well as foster on the innovation that is the basic tasks for the managers especially in their organizations (Williams, 2006). As a manager in the modern tourism, it is important to focus on the external environment elements. At the second CVF spider web, the function of the monitor has enhanced, but the role of the coordinator fell. Blog 3 Being a master manager, I have experienced that to be able to maintain stability particularly in the internal process control model, I have to continuously discover on how exactly to handle overall functions, along with remember every detail of the business. Throughout the MTLs community interaction, I have realized that motivation is significance given it enhances on the profitability in the enterprise. Consequently, the results influence on the second survey with the rational objective compete model (Leiper, 2004). The Information obtaining particularly from the external environment is extremely relevance for a manager in the contemporary hospitality and tourism industry to be able to create competitive advantage for the hotels. I believe since the hotels are extremely sensitive to the external information along with sustain the gathering systems, and the transforming it to the reaction (Ruhanen, 2006). As a manager, I have acknowledged that i will stand out at the encouraging empl oyees to be able to improve the productions as well regarding achieve the organizational objectives. Nevertheless, comparing to the preliminary survey, I have felt that I was weak in handling of the confrontation along with open the communication with the workers particularly in the Human Relations Collaborate model. To be the master manager , there is certainly need to have skills which concentrate to the development along with remaining dedicated along with the cohesion of the enterprise (Ruhanen, 2006). to my view as the master manager , depart from some of the significant competencies , the paradoxical thinking should be put into the perspective, which requires the manager to have the balance of both external elements as well as adapting but in control. Blog 4 To be successful manager in the modern tourism along with the hospitality organization, the vital facets of the management competencies have to be necessary for these people. The function for the report would be to display the outcomes as well as the views of the MTLs Community Blogs two and the recognition of some examples of the competing values, the paradoxical views as well as the supplementary models, which are found via the community of the MTLs (Kozak and Kozak, 2016). Depending on the community, Blog two interaction, the MTLs have mentioned on the subject of the external environment is an attribute of the modern tourism and the hospitality manager. It is obvious that external environment is significant element especially for the rational goal on the leadership competency. The managers should allow themselves to know the external environment, which affect the business for the decision making of the strategic planning as well as the ongoing operations. The managers should coord inate the competencies in order to adapt to the various different situations, because of the external changes. Nonetheless, the paradoxical views they also require the manager in order to act to the uncommon way, such as the creation of the conflict to reduce the conflict. There are two quadrants for the CVF, which reflect on the external factors. One of the human relations collaborate model usually depends with the creation as well as sustaining on the commitment and the cohesion that is within the external environment and the open system create model claims that the managers needs to be adjustable along with responsive to the normal alterations to the external environment . In the course of the community Blog two interaction depending on Sandhu (2015) emphasizes that the external environment might be significance for the managers to be able to modify, due to the performance focused. The contending values generally influence the adhocracy, creativity, culture as well as the perfor mance of the business. A manager who has knowledge on the external environment could develop on the corporate strategies as well as create on the large markets. Understanding of the external environment could help the manager in the balancing between the workers morale as well as the common goals (Dwyer, Cvelbar, Edwards and Mihali?, 2014). Based on the collaborate model, the paradoxical thinking can happen if the workers can participate in the decision making so as to reduce the productivity but much effective. The open system create model focus on the long-term development. To be able to achieve on a sustainable competitive benefits or perhaps the target of the organization, the managers should be in a position to use the strategic flexibility. Based on Kozak, (2016) understanding of the external environment is one of the competencies in order to adapt on the new market for the organization (Kozak and Kozak, 2016). For the managers to be successful in the modern market, they shoul d understand on the goals as well as the objectives in order to adjust to the external environment for example the economy, security or perhaps the policy. For example for the manager to be in a position to improve on the profits especially in the long run, they should have a balance of both the internal and the external environment. Further, they should adapt on the new environment as well as control the time for the organizations. Based on the rational Goal compete model such as the complementary model it highlights that for one to improve on the productivity as well as profitability, the managers should motivate themselves and the workers in the place of work. Based on the Dwyer, Cvelbar, Edwards and Mihali? (2014), for one to become a master manager, they should be expected to develop an in house incentive program with the monetary as well as other bonuses for the workers in order to increase on the volume sales. Other manager who have spent a lot of time in the motivation could cause the workers to lack the effectiveness especially when they achieve the goals of organization. Motivation cold be significant to the competitiveness as well as achieving the success of organization especially during the period of depression. Conclusion In conclusion, despite the outcomes of the MTLs Blog two showing understanding which is the key aspect of the organization in order to adapt both internal as well as the external environment. The paradoxical thinking about the CVF additionally important to be able to assist the managers in coping with the apparent contradictions, which the two look opposite problems, might simultaneously to be achievable. References Dwyer, L.M., Cvelbar, L.K., Edwards, D.J. and Mihali?, T.A., 2014. Tourism firms' strategic flexibility: the case of Slovenia. International Journal of Tourism Research, 16(4), pp.377-387. Kozak, M. and Kozak, N. eds., 2016. Tourism and Hospitality Management. Emerald Group Publishing. Goodman, E.A., Zammuto, R.F. and Gifford, B.D., 2001. The competing values framework: Understanding the impact of organizational culture on the quality of work life. Organization Development Journal, 19(3), p.58. Tsang, N.K. and Hsu, C.H., 2011. Thirty years of research on tourism and hospitality management in China: A review and analysis of journal publications. International Journal of Hospitality Management, 30(4), pp.886-896. Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a master manager: A competing values approach. John Wiley Sons. Williams, A., 2006. Tourism and hospitality marketing: fantasy, feeling and fun. International Journal of Contemporary Hospitality Management, 18(6), pp.482-495. Leiper, N., 2004. Tourism management (Vol. 455). Frenchs Forest: Pearson Education Australia. Ruhanen, L., 2006. Bridging the divide between theory and practice: Experiential learning approaches for tourism and hospitality management education. Journal of Teaching in Travel Tourism, 5(4), pp.33-51.