Organization Behavior in the UK Tourism Industry Assignment Sample

Introduction - Impact of Leadership and Teamwork on Tourism Services

Organizational Behaviour (OB) is the study of the ways people and groups communicate inside a business. Also how that interaction affects the way the organization performs in achieving its goals. This subject explores how many factors affect behaviour in an organizational setting. Success in the vibrant and diverse UK tourist industry is largely dependent on OB. It includes a wide range of ideas, concepts, and structures that influence how businesses operate in this sector and how they behave. This article explores the complexities of OB, and uses both contemporary theories. Historical management practices to support points with real-world examples from various organizations. The development of management techniques from the early 20th century, theories offers a historical framework for comprehending the shifts in organizational management. These modifications are in line with the way the tourist industry is developing, which has seen a shift from solid, traditional structures to flexible, customer-focused methods. Along with real-world examples from the travel and tourism industry, it also examines contemporary OB theories as well as concepts, like as motivational theory, organizational culture models, and collaboration frameworks. These ideas help companies optimize team interactions, develop their cultures, and comprehend and impact employee behaviour. It explores the idea of learning organizations, which is important in a field where flexibility and ongoing development are critical. It will examine the many factors that influence employee behaviour as well as the role that leadership plays in shaping organisational culture, with a focus on the importance of effective teamwork. It will examine how customer satisfaction and the overall level of service provided by the organisation are impacted by organisational behaviour.

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Examine changing management practices from the early 20th century

The study of how people act in the setting of organizations is the focus of the interdisciplinary area of organizational behaviour. To comprehend the development of organizational behaviour, it is necessary to look at how management practices changed starting at the beginning of the 20th century. Bureaucratic management, scientific management, and administrative management are the three main management concepts that arose throughout this time. The influence of these management techniques on organizational behaviour will be discussed in this article.

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Bureaucratic management

Max Weber popularised bureaucratic administration at the beginning of the twentieth century, emphasizing an official, hierarchical structure inside organizations. It is distinguished by an unbending chain of command, a set of regulations and processes, and a well-defined division of labour. The main goal was to establish a logical, effective organization that runs precisely and consistently. OB was greatly impacted by bureaucratic management since it codified roles and duties (Alagarsamy, 2023). This made employee interactions inside the company predictable and consistent. An ordered and well-structured work environment resulted from the expectation that workers would adhere to set norms and processes. The drawback of bureaucratic administration, meanwhile, was that it might inhibit originality and creativity. The tight hierarchy and overbearing bureaucracy may restrict workers' freedom and make it more difficult for them to adjust to changing conditions. This inflexibility may negatively affect workers' happiness with their work, which may affect how they behave inside the company.

Scientific management

Frederick Winslow Taylor developed scientific management, which looks at work procedures methodically to maximize output and effectiveness. To enhance employee efficiency and cut out waste, Taylor's time as well as motion research aimed to reduce jobs to their most basic elements (Tussyadiah, 2020). OB underwent a significant alteration as a result of scientific management. It popularised the idea of piece-rate pay, which encourages workers to boost output. Nevertheless, this frequently resulted in an emphasis on job completion at the price of workers' general health. The want to make more money was a major motivator for workers' actions, which may have resulted in stress as well as a feeling of dehumanization.

Administrative Management

Henri Fayol’s theory of administrative management placed a strong emphasis on the management tasks of organizing, planning, leading, coordinating, as well as controlling. Administrative Management sought to increase the efficacy of the company as a whole, in contrast to scientific management, which concentrated on optimizing the manufacturing facility. The concept of universal managerial principles, which may be used in a variety of businesses and organizations, was first presented by administrative management. This method produced a broader comprehension of OB that placed a strong emphasis on managers' roles in supervising and organizing workers' activities (Bhutto, et.al, 2021). Administrative Management significantly influenced managers' roles in the context of OB. It underlined how crucial interaction, interpersonal ability, as well as making choices are. Supervisors were supposed to be motivators as well as leaders who shaped workers' behaviour via their interpersonal interactions as well as leadership styles.

The beginning of the twentieth century saw a dramatic shift in management theories, with three major contributions to OB. While bureaucracy provided structure, it also carried the potential of limiting innovation and work happiness. While efficiency was the goal of scientific, employee wellness was occasionally overlooked. Administrative changed the position of managers and had an impact on OB by introducing universal values and communication abilities. These historical changes highlight how OB has dynamically evolved. Modern organizations combine these early 20th-century concepts with new techniques to produce more flexible structures that promote productive staff behaviour and overall efficacy.

Discuss current theories, concepts and evidence in organisational behaviour.

Organizational performance as well as culture is greatly impacted by OB, especially in the tourism sector. This essay will examine the applications of two key OB theories in boosting worker engagement.

Theories of OB

Human Relations Theory emphasizes the social as well as psychological facets of work and relies on the writings of Elton Mayo. This theory highlights how crucial it is to comprehend and enhance the interactions between management and staff. Some examples from the tourist sector serve to exemplify this theory: human relation theory is crucial in influencing OB and, in turn, the calibre of services offered in the ever-changing tourist sector. Initially, in this sector, employee happiness is crucial. Organizations that prioritize human relation theory tend to cultivate a satisfied and inspired staff. This is not surprising given the industry's substantial dependence on service quality as well as client fulfilment (Cop, 2020). Companies that invest in staff wellness programs, open communication channels, and recognition programs. For example, not only fosters a happy work atmosphere but also improves client encounters. For tour companies and travel firms to guarantee client happiness, teamwork is crucial. Principles of human relation promote harmonious working relationships among employees, which improves teamwork and elevates client experiences in the tourist industry, where hospitality as well as the traveller’s trip comes together.

The X and Y theory by Douglas McGregor present two opposing theories of employee behaviour and motivation. According to this viewpoint, workers are naturally sluggish, require continual supervision, and would rather be in charge. A Theory X strategy in the tourism sector can take the form of micromanagement, stringent regulations, and constrained autonomy. Disengagement among workers may result from this, which may affect customer service. As opposed to this, Theory Y assumes that workers are innovators who solve problems, like to take on duty, and are self-driven (Stylos, 2021). Employers in the tourist sector that embrace Theory Y values typically provide their staff members greater freedom and support for self-expression. For example, a restaurant that has faith in its employees to suggest menu items and customize eating experiences for patrons can produce memorable as well as fulfilling dining experiences.

Concepts of OB

In OB, staff engagement is crucial, particularly in the tourism sector where contacts with customers are essential. Outstanding customer service is more likely to be delivered by engaged staff. Workers who are passionate about making visitors' stays unforgettable are likely to work at a resort that prioritizes employee engagement through frequent training, chances for personal growth, and recognition programs (Hoang, et.al, 2021). The common values, practices, and beliefs that govern conduct inside an organization are referred to as its organizational culture. An effective organizational culture may provide an important edge in this sector. The capacity to comprehend and control one's feelings as well as those of others is known as emotional intelligence. It is essential in the tourist sector since staff frequently handle a wide variety of consumer emotions. For example, a worker at the front desk with strong emotional intelligence may successfully manage an unhappy customer and transform a bad experience into a good one, protecting the company's brand. One of the core values of the firm was respect for human rights. The company's major focus was treating employees with fairness, decency, and compassion (Valeri, 2021). It encouraged a cooperative, amicable workplace environment that strongly emphasized the value and well-being of every worker. The invitation from organizations to get involved was also welcomed. The organization encouraged employee participation in the decision-making process and asked for feedback on matters that would affect employees' ability to do their jobs. By involving people in decision-making, a sense of accountability and commitment to the organization's goals has been fostered, as well as the empowerment of workers.

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Describe personality, individual differences and the relevance of different motivation theories and their application.

Motivation theories, personality traits, and worker individual characteristics all have a big impact on OB. These components are essential in moulding a person's performance and conduct inside an organization. This essay will examine the ideas of personality as well as individual differences, analyze two well-known theories of motivation, and then apply those theories to an actual scenario involving the tourism sector in the United Kingdom.

A person's distinct collection of qualities, attributes, and actions that characterize them is referred to as their personality. In the framework of OB, harmonious teams and efficient management depend on an awareness of worker personalities. Conversely, individual differences include the different personalities, values, and interest’s workers have. An actual illustration of the way personality as well as individual variances affect OB comes from a travel agency in United Kingdom. A varied workforce is employed by this organization, involving tour guides, support agents, and administrative personnel (Jiang, 2019). To interact and amuse guests, tour guides can have gregarious, extroverted personalities, whereas administrative employees can be more reserved and concentrate on monotonous tasks including scheduling as well as logistics. Comprehending these variances in personality enables the organization to allocate tasks and positions that complement individual abilities. Additionally, it enables the formation of teams with equilibrium of qualities required for various work roles. For example, extraverted tour guides could be great at interacting with customers, whereas introverted administrative staff members might be great in jobs requiring a lot of organization and preparation.

Maslow's hierarchy of needs postulates that people are driven by a hierarchy of 5 fundamental wants, ranging from requirements for physiology (food, shelter) to requirements for self-actualization (personal development and potential realization). According to the hypothesis, before moving on to higher-level demands, humans need to satisfy their basic requirements. This notion may be used in the UK tourist industry to comprehend and inspire staff members (Maslow's Hierarchy of Needs, 2023). For instance, the business may guarantee that workers' physiological demands are satisfied by offering appropriate wages and perks. Safety demands are met by job safety as well as a safe place to work. To satisfy social as well as esteem demands, the organization might also provide chances for skill acquisition, recognition, as well as advancement. The business might teach tour guides to become better storytellers or give employees the chance to get involved in environmental projects to promote self-actualization. Through the alignment of work responsibilities and organizational efforts with Maslow's hierarchy, the business may enhance staff motivation and job satisfaction, which in turn improves the experience of clients.

In Herzberg's two-factor theory, “motivators” (e.g., responsibility, personal growth, recognition) as well as “hygiene” factors (e.g., variables that prevent unhappiness, including workplace atmosphere and income) are distinguished. Regarding the UK tourist firm, it is vital to attend to cleanliness concerns to avert employee discontent. Job satisfaction may be increased by providing pleasant and secure working environments, attractive compensation, and open lines of communication (Herzberg’s Two-Factor Theory of Motivation-Hygiene, 2023). Nonetheless, the business might concentrate on the motivators to keep motivating workers. For instance, rewarding and recognizing exceptional tour guides regularly might increase their drive and job happiness. Providing chances for staff members to assume greater responsibility or engage in creative tourism-related projects may also serve as a potent source of motivation. Enhancing employee engagement and satisfaction may lead to improved client service and commitment to the firm. This can be achieved by tackling both hygienic factors as well as motivators.

Examine the influences of organisational culture and structure

Organisational culture and structure play a major role in how a firm runs and how its workers behave. This article will analyze organizational culture inside the framework of TUI, a well-known travel and tourist firm, utilizing Charles Handy theory as well as organizational structure. It will highlight TUI's application of a divisional organizational structure and commitment to the “role culture.”

Four categories of organizational culture are identified by Handy's theory: power, role, task, and person culture. Every culture type embodies unique behaviours and ideals inside the organization (Kloutsiniotis, 2020). The focus in this examination will be on “Role Culture”. An organization with a strong formalization and structure, well-defined roles, and an expectation that staff members follow set guidelines and rules is known as having a role culture. Because there are several levels of hierarchy involved in making choices, it is frequently delayed; yet, this culture values consistency and dependability. The role culture is mostly reflected in TUI's organizational culture. The organization is very focused on following specified duties, following systematic processes, and having a clear hierarchy. The organizational structure is one of the many characteristics of the organization that are influenced by this culture.

TUI has adopted a divisional organizational structure, which is typical of businesses that have a role culture. An organization with a divisional structure is split up into distinct divisions or company units, each in charge of a particular good, service, or area of the country. These divisions act as somewhat independent organizations, frequently with their own set of duties, resources, and power to make decisions.

Role culture helps to make duties and responsibilities clear so that workers understand what is required of them. This shapes the attitude of workers by fostering a dependable, orderly workplace where following set rules is highly regarded. Formal processes as well as guidelines are crucial in a role culture. TUI’s servicing strategy is a clear example of its role culture since it follows set norms and processes to guarantee reliability and uniformity in interactions with clients. Because the role culture involves several tiers of hierarchy, its formal and organized character might cause procedures for making decisions to move more slowly. This can encourage prudence and accuracy in making choices, which might affect employee behaviour.

The divisional strategy of TUI’s organizational structure, which relies on lines of products and geographical areas, has a big impact on how its employees behave. This organizational structure offers a feeling of duty and ownership for every division's workers, which in turn improves their conduct (Luu, 2021). TUI’s organizational structure affords these divisions’ independence as well as versatility, which fosters innovation and adaptation by enabling staff to address the distinct possibilities and problems that are exclusive to their division. Nevertheless, because employee behaviour may be influenced by the requirement for cooperation and consistency among several divisions, the divisional structure may offer problems with coordination. To maintain an equilibrium between divisional independence and inter-divisional collaboration, they need to work together effectively to maintain consistency and support the business as a whole. The organizational structure of TUI influences worker behaviour using a blend of creativity, empowerment, and the necessity of efficient teamwork.

Analyse the concept of managing groups and teams; workforce diversity and globalisation.

Succeeding in the tourist sector requires accepting worker diversity, managing groups as well as teams effectively, and adapting to globalisation. It will examine these ideas and their importance in this article, using Golden Tours, a well-known travel agency, as an illustration of a firm that successfully applies these ideas to succeed in the cutthroat travel industry.

A useful paradigm for maximizing team efficiency is Belbin's Team Role theory, which identifies and capitalizes on the unique skills of team members. The idea defines nine positions for teams: Co-ordinator, Implementer, Shaper, Monitor Evaluator, Team worker, initiator, Completer Finisher, Resource Investigator, and Expert. Each function has distinct qualities and contributions (The Nine Belbin Team Roles, 2023). Every job stands for distinct behavioural attributes and skills that support the team's performance as a whole. Golden Tours may use Belbin's methodology to create complete teams that successfully handle a range of tourism-related issues.

Every team member at Golden Tours has a unique role to fulfil in the business's achievement in the ever-changing travel industry. To provide a more thorough and structured strategy for tour packages, coordinators help numerous departments, such as marketing, client service, as well as tour planning, coordinate seamlessly with one another. Implementers play a critical role in the proper execution of marketing approaches, tour package delivery, and the successful completion of planned projects. Shapers are crucial to Golden Tours' creativity and flexibility because they come up with innovative tour concepts and marketing plans that keep the firm competing in a market that is changing quickly. Alternatively, Team Workers promote teamwork, collaboration, and a positive work environment all essential in the tourist industry, which is recognized for its customer-focused culture (Rydén, et.al, 2020). The company may build teams that maximize each member's special talents as well as abilities by recognizing and utilizing these team responsibilities. This will improve problem-solving creativity, innovative thinking, as well as teamwork in the whole organization. The main factor contributing to the company’s constant achievement in the very competitive travel sector is this strategic strategy.

A key element of Golden Tours' approach that has contributed to its achievement is workforce diversity. Diversity is not limited to colour or gender; it also includes differences in skill sets, cultures, and generations. There are many benefits to accepting diversity within the workplace. Widely differing client backgrounds and interests might be enhanced by a varied workforce (Pereira, 2023). For instance, having bilingual employees and guides will enable the company to provide better service to foreign visitors. Teams with a diversity of backgrounds and experiences are more likely to innovate in their marketing strategies, tour options, and client experiences. To stay competitive the firm promotes a variety of viewpoints. Workers with a variety of backgrounds offer a stronger awareness of foreign markets in the globalized tourist sector, which enables the firm to customize its services as well as marketing tactics to suit the specific requirements of a worldwide clientele.

Globalization has a big impact on how Golden Tours approaches client service, employee management, as well as business expansion. The business is aware of how critical it is to value diversity and use globalisation to improve operations. The team investigates new markets and looks for chances for growth, making use of developing economies' potential to increase its clientele. Golden Tours is a worldwide travel agency, thus it has to be sensitive to and respectful of other cultures. Developing trust as well as offering foreign travellers with individualized experiences needs good management across cultures. Technology utilizes in the tourism sector has increased due to globalisation. Golden Tours utilizes technology to cater to the changing needs of international tourists by offering digitized tour guides, Smartphone registration, and internet-based reservations. Golden Tours positions itself as a forward-thinking, customer-driven business that can accommodate the shifting needs and preferences of its diverse clients by encouraging workforce diversity and globalisation.

Discuss concept of learning organisations

An organization that promotes a culture of ongoing education and knowledge generation at every level is known as a learning organization. This organizational paradigm acknowledges that to increase performance and accomplish strategic goals, it is critical to learn new things, adjust to shifts, and use insights. Firms such as TUI as well as Golden Tours are prime examples of learning organizations within the tourist industry.

One of the biggest travel agencies in the UK, TUI, is committed to lifelong education and information generation. They understand that they must change to meet the evolving tastes and demands of tourists (Purwanto, 2022). TUI makes investments in staff education initiatives to make sure that its personnel have the abilities and know-how to deliver top-notch customer care. TUI continues to lead the sector by fostering staff learning and adaptability. For example, TUI quickly adjusted its operations in response to the Covid19 epidemic to guarantee traveller security and preserve its market dominance. Another recognized tour operator in the UK that offers guided trips is Golden Tours, which is a learning organization in the travel and tourism industry. They have created an environment where staff is encouraged to share their skills and learn new things regularly. Tour guides at Golden Tours get frequent education classes to stay current on historical information, local perspectives, and client service methods. This dedication to education guarantees visitors a first-rate experience, which encourages client happiness and return business.

Peter Senge’s five disciplines is one of the basic structures that support the idea of learning organizations. Personal mastery, mental models, shared vision, team learning, and systems thinking are some of these disciplines. Successful demonstration of these disciplines is exemplified by TUI as well as Golden Tours within the UK tourist industry. The term ‘personal mastery’ describes a person's dedication to continuous growth and education. TUI as well as Golden Tours supports its workers' mastery by offering them chances for skill growth and career progression (So, 2020). For instance, both businesses support staff members in setting and achieving personal objectives and provide leadership growth programs, both of which eventually aid in the expansion of the company as a whole. The deeply embedded presumptions, generalizations, and mental representations that shape people's perceptions and reactions to their surroundings are known as ‘mental models’. Within the tourist industry, mental models may impact how businesses create their offerings. Both companies make a concerted effort to alter and challenge preconceived notions. For example, they modify tour packages as well as schedules to accommodate travellers’ evolving tastes, which go against the traditional notion of what an organised trip ought to be.

A further building ‘shared vision’ highlights how crucial it is to match workers' aspirations with the goals of the company. Employee behaviour at TUI as well as Golden Tours is directed by both companies' strong and unambiguous visions. By fostering a feeling of purpose and dedication, this shared vision makes sure that everybody is working against the same objectives of client fulfilment and company achievement. The discipline ‘team learning’ emphasizes the knowledge and cooperation of teams (Putra, 2022). For businesses to deliver flawless services in the tourist industry, great collaboration is essential. To provide the greatest travel experience possible, both companies make investments in building teams that foster efficient interaction and cooperation among staff members. Finally, ‘systems thinking’ push organizations to see the wider picture and recognize how different parts are interdependent. By examining every step of their value chain as well as pinpointing areas for development, both organizations demonstrate their use of systems thinking. For instance, they take into account not just the trip itself but also the reservation procedure, client comments, and the effect on nearby towns.

Conclusion

The essay concludes that there have been notable changes in management practice in the Organizational behaviour. Also, it highlighted the implementation of OB ideas and concepts throughout the history of OB from the early 20th century to the present. In the UK travel industry use scientific, bureaucratic and administrative management techniques that have an impact on employee conduct. OB and motivation theories were crucial in influencing employee involvement as well as behaviour in the modern workplace. These ideas serve as a roadmap for businesses helping them to maximise employee performance, guarantee work happiness, and eventually enhance their client experience. Organisational culture and structure have a big influence on businesses like Golden Tours as well as TUI. To direct staff, they make use of divisional structures as well as role culture. Tackling globalisation and diversity, these businesses prosper in the travel and tourist industry. Belbin's allocated responsibilities are used by Golden Tours to demonstrate their commitment to effective team management. The company creates well-rounded teams that value cooperation, creativity, and problem-solving by appreciating and leveraging the unique skills of each member. Furthermore, these companies serve as excellent examples of learning organizations by implementing Senge’s five disciplines, which place a strong emphasis on adaptation and ongoing learning to succeed in the fast-paced travel sector.

References

Books and Journals

• Alagarsamy, S., Mehrolia, S. and Aranha, R.H., 2023. The mediating effect of employee engagement: how employee psychological empowerment impacts the employee satisfaction? A study of Maldivian tourism sector. Global business review, 24(4), pp.768-786.
• Bhutto, T.A., Farooq, R., Talwar, S., Awan, U. and Dhir, A., 2021. Green inclusive leadership and green creativity in the tourism and hospitality sector: Serial mediation of green psychological climate and work engagement. Journal of Sustainable Tourism, 29(10), pp.1716-1737.
• Cop, S., Alola, U.V. and Alola, A.A., 2020. Perceived behavioral control as a mediator of hotels' green training, environmental commitment, and organizational citizenship behavior: A sustainable environmental practice. Business Strategy and the Environment, 29(8), pp.3495-3508.
• Hoang, G., Wilson-Evered, E., Lockstone-Binney, L. and Luu, T.T., 2021. Empowering leadership in hospitality and tourism management: a systematic literature review. International Journal of Contemporary Hospitality Management, 33(12), pp.4182-4214.
• Jiang, Y., Ritchie, B.W. and Verreynne, M.L., 2019. Building tourism organizational resilience to crises and disasters: A dynamic capabilities view. International Journal of Tourism Research, 21(6), pp.882-900.
• Kloutsiniotis, P.V. and Mihail, D.M., 2020. High performance work systems in the tourism and hospitality industry: a critical review. International Journal of Contemporary Hospitality Management, 32(7), pp.2365-2395.
• Luu, T.T., 2021. Green creative behavior in the tourism industry: the role of green entrepreneurial orientation and a dual-mediation mechanism. Journal of Sustainable Tourism, 29(8), pp.1290-1318.
• Pereira, T. and Dos Anjos, S.J.G., 2023. Corporate social responsibility as resource for tourism development support. Tourism Planning & Development, 20(5), pp.769-789.
• Purwanto, A., 2022. Tourist satisfaction and performance of tourism industries: how the role of innovative work behaviour, organizational citizenship behaviour?. Journal of Industrial Engineering & Management Research.
• Putra, R. and Ali, H., 2022. Organizational behavior determination and decision making: analysis of skills, motivation and communication (literature review of human resource management). Dinasti International Journal of Digital Business Management, 3(3), pp.420-431.
• Rydén, P., Kottika, E., Hossain, M., Skare, V. and Morrison, A.M., 2020. Threat or treat for tourism organizations? The Copenhagen Zoo social media storm. international journal of Tourism Research, 22(1), pp.108-119.\
• So, K.K.F., Li, X. and Kim, H., 2020. A decade of customer engagement research in hospitality and tourism: A systematic review and research agenda. Journal of Hospitality & Tourism Research, 44(2), pp.178-200.
• Stylos, N., Zwiegelaar, J. and Buhalis, D., 2021. Big data empowered agility for dynamic, volatile, and time-sensitive service industries: the case of tourism sector. International Journal of Contemporary Hospitality Management, 33(3), pp.1015-1036.
• Tussyadiah, I., 2020. A review of research into automation in tourism: Launching the Annals of Tourism Research Curated Collection on Artificial Intelligence and Robotics in Tourism. Annals of Tourism Research, 81, p.102883.
• Valeri, M. and Baggio, R., 2021. Social network analysis: Organizational implications in tourism management. International Journal of Organizational Analysis, 29(2), pp.342-353.

Online

• Herzberg’s Two-Factor Theory Of Motivation-Hygiene. 2023. [Online]. Available through: < https://www.simplypsychology.org/herzbergs-two-factor-theory.html >
• Maslow's Hierarchy of Needs. 2023. [Online]. Available through: < https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-4136760 >
• The Nine Belbin Team Roles. 2023. [online]. Available through.< https://www.belbin.com/about/belbin-team-roles>