Tourism in Transition the Evolving Role of Organisational Behaviour and Management Assignment Sample

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Introduction - Tourism in Transition the Evolving Role of Organisational Behaviour and Management Assignment Sample

Organisational behaviour refers to the study about how individuals interact within a group. This concept is largely utilised within the organisations in order to enhance the performance of people and team as a whole. Organisational management may be defined as a procedure of managing, planning, directing and controlling resources in an organisation with the aim of accomplishing its goals and objectives (Knights and Willmott, 2022). Tourism industry is considered as the world’s largest sectors and major economy driver. Organisational behaviour plays the most crucial role in achieving success within the tourism industry. Through understanding the behaviours and attitudes of the employees, tourism and hospitality organisations comprehend how and why people perform in a certain way. It helps the organisations to hire, retain and deploy employees in an effectual way to accomplish its mission. Over the time there are huge changes in the employee behaviours. Understanding of the organisational behaviour is useful for contemporary tourism organisations to make strategies that help in reducing the issues and managing workers.

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The main aim of this essay is to evaluate how efficient management and people-oriented strategies contribute to the operational success, worker engagement and innovation within the international tourism industry. The essay will explain about the evolution of management practices, current theories and concepts related to the organisational behaviour. Further, the essay will shed light on personality, individual differences, motivation and concept of learning organisations along with its influence on overall performance.

The Evolution Of Management Practices

Management theories have changed or evolved considerably from the late 19^th and early 20^th centuries to today. Earlier management theories such as; scientific management, bureaucratic management and administrative management focuses on the enhancing effectiveness of the organisation through structural, formal and hierarchical methods. Scientific Management implements the scientific techniques to enhance the efficiency and productivity of the employees. Bureaucratic management theory emphasises on bureaucracy and hierarchy (Weatherbee and Durepos, 2023). Administrative management theory pays attention on how managers can manage a firm in order to attain its goals and objectives. Modern management theories such as; contingency, human relations and system approach focuses on people management instead of only concentrating on operational efficiency and productivity. Hilton which is one of the largest hotel chain focuses on undertaking traditional management approach and offering high quality services to the customers. But now the organisation embraces the modern approach concentrates equally on people management. Similarly, Emirates adopted the hierarchical approach but now the organisation also shifts their approaches. The airline offers the personalised customer experience through using data analytics and feedback.

Tourism in Transition the Evolving Role of Organisational Behaviour and Management Assignment Sample

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Technologies have transformed the working ways of working of tourism organisation. Technologies like customer relationship management, artificial intelligence and data analytics help in offering the tailored travel services. Most of the companies are using remote or hybrid working method that allows the employees with greater flexibility in working. Nowadays people are become more conscious regarding the environment and prefer eco-friendly products & services. In order to cater this need, the tourism company like Marriott, British challenges like high staff turnover, managing diverse workforce and handles economic Airways etc are embracing the sustainable approaches (Mullins, 2019). Overtime, tourism firms have improved their services and technologies also make it possible for the tourism organisations to provide the fastest, reliable and customised services to the customers. Organisations are using the data analytics and AI-powered tools to improve efficiency. However, the tourism organisations are also facing the downturn issues. These challenges have forced the organisations to focus more on their strategies and tactics.

Current Theories And Concepts In Organisational Behaviour

Contemporary leadership theories highlight the dynamic procedures, interpersonal aspects and the role of values in encouraging and directing the people as well as teams. Modern leadership theory such as; Blanchard & Hersey’s Situational Leadership is highly beneficial theory in the today’s dynamic and fast-paced tourism environment. The situational leadership theory states that an effective and strong leadership needs adaptation of the leadership approach that matches the willingness of the employees. As per the model, a leader must not utilise the one-size-fits-all method (Manyuchi and Sukdeo, 2021). Rather than paying attention on workplace factors, the theory advises that leaders must adjust their methods and ways according to their worker’s capabilities. For example: Tourism organisations like Emirates do changes its approaches according to the situation and uses the democratic or participative leadership style for managing the staff. Situational leadership enables the leaders or managers to immediately change their method on the basis of current situations. For instance: Airline companies like Emirates uses the coaching leadership style to manage their airport teams, including delegation of the complex activities, luggage handling etc. The airline allocates the more complex tasks to the experienced team members instead of the new workers. This leadership theory also improves the problem-solving and decision-making abilities. For instance: Hilton, a leading hotel chain, utilises the situational leadership to identify the individual requirements as well as readiness levels and thereby allocate tasks accordingly.

Blanchard & Hersey’s emphasizes on the principle such as; follower readiness. Employees are different in terms of eagerness or maturity level of the particular tasks. This eagerness is decided by the ability of the employees to take responsibility of the tasks. Further, the theory is grounded on the principle that a leader must change their approaches and style according to the willingness level of the employees. The situational theory outlines four different leadership approaches such as; directing, coaching, participative and delegating (Bratton and Bratton, 2017). Directing leadership style concentrates majorly on offering direction to the staff members. On the other side, a leader who adopts the coaching leadership approach provides workers with the guidance and personal support. Supportive leadership approach heavily pays attention on supporting employees and less stress on giving direction. Delegating is also a leadership approach that includes minimal direction and support because the workers are already capable enough to perform their tasks and activities independently. According to the situations, leaders can adopt and applies the leadership style and complete their work and get the desired results.

Situational leadership theory is extremely beneficial in diverse and fast-paced tourism environment. The theory helps the managers and leaders of the tourism organisations to manage the complex or unforeseen situations in a better way. Nowadays, most of the tourism organisations are utilising the advanced technologies to carry out the everyday business activities and tasks. Some employees, especially those who use the traditional approaches to perform their work often face difficulties to do work by using the tools and software (Aliedan et al, 2022). In this case, managers can use the situational leadership style to provide right support to the team members. For example: Hilton’s manager adopts the coaching leadership style to provide support and direction to the employees so that they can learn about the advanced technologies and their significance in the contemporary business environment. The model helps managers in establishing the stronger and more engaged teams that ultimately helps in increasing the efficiency as well as productivity of the staff members. The model facilitates the leaders to enhance communication and co-operation in the workplace which is highly essential in the fast-paced business environment (Orea-Rocha and Appiah, 2025). When employees work collaboratively then they can achieve positive outcomes and complete work on time with high level of accuracy. It helps the organisations in accomplishing its short-term and long-term business goals like increase revenue, profitability, customer base, success rate etc.

Personality, Individual Differences & Motivation

Employees come from different backgrounds and have different skills, attributes and traits. Not all the workers are same and each employee has their own mind-set and perceptions and sees the things or problems in different way. Different personality traits influence the teamwork and communication in the different tourism roles. For example: Tour guides interact with the tourists in a way that attract tourists and increases their interest for the particular destination or cuisine (Pérez-González et al, 2022). Tour guides often use the communication skills to communicate with the travellers and builds a good relationship with them. Personality traits of the tour guides like knowledge, flexibility and friendliness impact how well they connect with the travellers and manage the diverse people. Hotel staff also has several trait such as; emotional intelligence, empathy, teamwork, communication and openness helps them in completing the tasks on time and provides great experiences to the guests. Cabin crew possess strong communication, problem-solving, customer service and adaptability skills to perform the complex tasks through identifying the alternative solutions of the problems.

Maslow’s hierarchy of needs is one of the best motivation theories that widely utilised by the tourism organisations. It involves five types of needs from basic to advanced level such as; physiological needs, safety, love & belongingness, esteem, and self-actualization (McLeod, 2025). For example: Emirates uses the Maslow’s motivation theory to meet the self-actualization needs by offering the skill development opportunities to the employees. Tourism organisations usually pay fair wages to the workers that help in meeting the safety needs. For instance: Hilton involves the staff members in decision-making process and encourages the team members to give ideas that meet the love and belongingness.

Herzberg’s two factor motivation theory includes both motivators and hygiene factors which represents employee motivation & demotivation within the tourism industry. By applying the hygiene factors such as; offering fair wages and safe working conditions, the tourism organisations can prevent the dissatisfaction (Kurt, 2022). While, through using the motivators like appreciation, recognition & growth opportunities, the tourism companies drive the satisfaction and motivation at the workplace. For example: EasyJet uses the Herzberg’s motivation theory to boost the motivation of employees through providing them safe and secure workplace and fair salary. The organisation also organises the training programmes at workplace to improve the employee’s knowledge and skills.

McClelland’s acquired needs theory asserts that each person possesses one of the three major driving motivators such as; need for achievement, affiliation and power. The theory can be implemented in the tourism jobs by paying attention on requirements for the accomplishment, affiliation and power. The tourism organisations can apply this theory to understand the individual characteristics of employees and then allot the tasks accordingly (Abiola et al, 2023). For example: If an employee is good in leading then team members take responsibilities to manage the project, then they are most probably driven by the need for power. In this case, the tourism company can provide chance to lead the team of this kind of employees. Similarly, the tourism organisation can organise the team building activities where staff members interact with each other that helps in establishing strong relationship with others.

The Concept Of Learning Organisations

Learning organisation refers to the firm that constantly learns and grows itself by the procedure of developing new knowledge. The goal behind this approach is to make a culture in which workers get motivated to learn new skills, gain knowledge and grow with time that leads to sustainable competitive advantage. In tourism, a learning organisation sees learning as a continuous procedure instead of just one-time event. For example: Tourism company like Booking.com organises the on-the-job training programs where employees gain the new knowledge and enhances the existing skills (Alerasoul et al, 2022). Booking.com stresses on digital transformation and focuses on data-driven improvements to stay relevant in this tech-world. On the other hand, tourism brand like Carnival Cruises invests in improving experiences of the guests and employees skills through various workshop and training initiatives. Both the organisations provide workers with the career growth opportunities that not only help businesses in gaining success but also assist employees in improving their professional life.

Tourism companies can promote the culture of learning by giving priority to the employee growth, developing mind-set and establishing a supportive environment for knowledge sharing. For example: Premier Inn conducts a gap analysis to find out the learning gaps and then uses this information to set goals. The company aligns the training programmes with business goals so that it does not only benefit employees but also enhances the organisational performance. Tourism organisations can offer different training programs such as; online learning, informal training and personalised learning (Martínez-Martínez, Cegarra-Navarro and Garcia-Perez, 2023). Learning culture offers opportunities to the employees for improving their knowledge which in turn increases their performance. It empowers the employees to handle challenges and offer great customer services that enhance the customer satisfaction. When employees do best in their field and puts full efforts to meet the customer expectations then it directly increases the overall operations efficiency.

Organisational Culture & Structure

Organisational culture refers to the underlying beliefs, values, ways of interacting and assumptions which contribute to social as well as psychological environment of a firm. Whereas; organisational structure implies for the system which determines how activities and tasks are managed to accomplish the organisation’s objectives. Each organisation has own culture and structure that shape the leadership and staff member’s behaviour in the tourism organisation. Organisation culture impacts how workers think, act and communicate at the workplace, while organisation structure explains about the professional relationships and decision-making procedure (Gorzelany et al, 2021). For example: Marriott has adopted and applied the hierarchy culture and stresses on the guest experience & quality service. The organisation emphasizes on setting clear roles and responsibilities but they also utilise the flexible approach to adapt the individual needs. EasyJet has embraced the clan culture where they concentrate on teamwork, collaboration and well-being of the workers.

Schein's concept of the leadership continuum highlights that leadership is not only about the individual trait but also about the development, management and preservation of organization culture. He explained the three levels of organisational culture such as; artefacts, espoused values and underlying assumptions (Freedman, 2025). For example: TUI presents itself as a leading firm which offers luxury accommodations, cruise holidays packages & personalised services which considered as artefacts. The company offers exceptional customer services which are also known as espoused values. Further, the company contributes in preserving the planet through adopting sustainable approaches. McGregor’s Theory X/Y is grounded on contrasting assumptions regarding the workers and their motivation (Sutton, 2024). Theory X states that main source of staff motivation is monetary and focuses on the culture of control. On the other side, Theory Y assumes that employees enjoy the work and are self-motivated. For example: Tourism organisation can apply the autocratic approach while they need to make quick decisions and utilise democratic leadership approach to increase innovation within the organisation.

Organisational culture vastly impacts the leadership approaches and motivation of workers within the organisation. Leaders change their communication way to align with the cultural rules of the organisation. Effective leaders adjust their decision-making process and use the approaches that meet the needs of diverse workforce. It also facilitates to avoid the misunderstandings among the staff members (Pradana et al, 2022). An organisational culture that prioritises staff wellbeing and acknowledges accomplishments can increase motivation and engagement in work. On the other hand, negative culture hinders the motivation and adversely influence morale and interest of employees in their work.

Globalisation And A Diverse Workforce

Globalisation refers to the procedure of growing interdependence and incorporation amid economies, market and societies of different countries in all over the world. Globalisation considerably affects the global tourism firms like Emirates, Airbnb etc. in terms of communication, motivation and leadership. As Emirates operates globally, they deal with the people who have different culture and communication style. Emirates provide the training to employees on different culture and values so that they can communicate with the customers efficiently and meet their needs. For example: Airbnb leaders have adopted the flexible approach to positively respond to changing market conditions. Through offering sufficient training, Airbnb equips the staff members with essential skills and knowledge to navigate the global markets and adjust to different culture (Airbnb, 2020). Labour mobility is defined as movement of the people from one place to another place for the employment purpose within the country or foreign countries. Labour mobility is useful in reduce the issues of labour shortage and inadequacies in the labour market. It positively impacts the tourism industry through reducing the staff shortage issues that eventually help the organisations to complete work on time (Gross-Gołacka and Martyniuk, 2024). But it also has a negative impact that means when workers move from own country to another country, then they face many language and culture related issues. Initially, they face problems to adjust to diverse culture and could not be able to talk in different language. However, gradually they learn about the different culture and language that help them to carry out their work.

Tourism organisations can considerably leverage the diverse workforce through building positive workplace environment and taking benefits of varied perspectives. For example: Marriott highly establish their work culture in a way where all staff members can share their ideas freely and feel valued. Different people have different mind-set and see the problems in different ways. The tourism organisations can use the expertise of diverse team to solve the complex work related problems and complete projects on time. The organisations require to make sure that all employees, regardless of their culture, language and background have equal access to growth opportunities (Mishra, 2021). This approach helps the companies to manage its diverse teams. Wider market reach can be increased by the tourism organisations, especially which operate globally like Airbnb, Hilton, Marriott etc. through conducting the market research. It helps to identify and meet the individual needs and preferences of the guests. The tourism organisations can build global workforce as it helps to increase innovation and enhanced the cultural competence. For example: Marriott has established the global teams that allow the company to leverage the specialised skills to offer exceptional customer services.

Conclusion

As per above analysis, it is concluded that organisational behaviour is a valuable aspect to human resources. Through better understanding the behaviour and attitudes of the people, organisation can better manage the employees at the workplace. It has identified that management theories has undergone significant transformation from 19^th and 20^th century to today, driven through technological developments, changes in working way as well as societal needs. These changes have highly impacted the tourism organisations like Hilton, Emirates etc. Blanchard & Hersey’s Situational Leadership theory is a modern organisational behaviour theory that allows tourism organisations to adopt the leadership style according to situations and needs of the employees.

From essay, it has acknowledged that understanding the management and organisational behaviour in tourism is highly significant as it directly impacts the motivation and job satisfaction of the employees and efficiency of the business operations that ultimately helps in offering great customer services and generate higher levels of revenue. Contemporary management practices used by the managers and leaders in tourism organisations drive growth and improve services through investing in technologies, motivating employees, focusing on innovation and sustainability. These new management practices facilitate the business organisation adapt to ever changing market and consumer needs. Moreover, future tourism professionals can use these insights to manage the diverse workforce and individual needs of the guests. The future tourism leaders can apply the situational leadership theory to solve the different problems and complex projects and gain success.

References

Books and Journals

• Abiola, O.D.B., David, O.M., Okutu, N., Hammed, A.B. and Ozioma, A.V., 2023. McClelland acquired need and Skinner’s reinforcement management theories: their relevance in Today’s organization. South Asian Res J Bus Manag, 5(1), pp.35-45.
• Alerasoul, S.A., Afeltra, G., Hakala, H., Minelli, E. and Strozzi, F., 2022. Organisational learning, learning organisation, and learning orientation: An integrative review and framework. Human Resource Management Review, 32(3), p.100854.
• Aliedan, M.M., Sobaih, A.E.E., Alyahya, M.A. and Elshaer, I.A., 2022. Influences of distributive injustice and job insecurity amid COVID-19 on unethical pro-organisational behaviour: Mediating role of employee turnover intention. International Journal of Environmental Research and Public Health, 19(12), p.7040.
• Bratton, J. and Bratton, J., 2017. Introduction to Work and Organizational Behaviour. 3rd ed. London: Palgrave Macmillan.
• Gorzelany, J., Gorzelany–Dziadkowiec, M., Luty, L., Firlej, K., Gaisch, M., Dudziak, O. and Scott, C., 2021. Finding links between organisation’s culture and innovation. The impact of organisational culture on university innovativeness. Plos one, 16(10), p.e0257962.
• Gross-Gołacka, E. and Martyniuk, A., 2024. Globalisation and the Challenges of Managing Cultural Diversity: From Multiculturalism to Interculturalism. Journal of Intercultural Management, 16(3), pp.37-57.
• Knights, D. and Willmott, H., 2022. Introducing Organizational Behaviour and Management. 4th ed. Andover: Cengage Learning.
• Manyuchi, M. and Sukdeo, N., 2021. Application of the situational leadership model to achieve effective performance in mining organizations teams. In Proceedings of the International Conference on Industrial Engineering and Operations Management (Vol. 5, No. 8, pp. 412-416).
• Martínez-Martínez, A., Cegarra-Navarro, J.G. and Garcia-Perez, A., 2023. Sustainability knowledge management and organisational learning in tourism: Current approaches and areas for future development. Knowledge Management, Organisational Learning and Sustainability in Tourism, pp.1-13.
• Mishra, A., 2021. Diversity, Tourism and Employment Generation: A Strategic Perspective on India. Pragati: Journal of Indian Economy, 8(2).
• Mullins, L., 2019. Organisational Behaviour in the Workplace. 12th ed. Harlow: Pearson
• Orea-Rocha, A. and Appiah, G., 2025. 42. Hersey-Blanchard Situational Leadership Model. Elgar Encyclopedia of Leadership, p.97.
• Pérez-González, J.C., Filella, G., Soldevila, A., Faiad, Y. and Sanchez-Ruiz, M.J., 2022. Integrating self-regulated learning and individual differences in the prediction of university academic achievement across a three-year-long degree. Metacognition and Learning, 17(3), pp.1141-1165.
• Pradana, M., Silvianita, A., Syarifuddin, S. and Renaldi, R., 2022. The implication of digital organisational culture on firm performance. Frontiers in Psychology, 13, p.840699.
• Weatherbee, T. and Durepos, G., 2023. The evolution of management thought: reflections on narrative structure. Journal of Management History, 29(1), pp.29-45.