1.1 Critically analyse the management structure of a tourism or hospitality organisation using models of organisational behaviour.
Organisational Behaviour in International Contexts
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Unit Reference Number |
H/616/2698 |
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Unit Title |
Organisational Behaviour in International Contexts |
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Unit Level |
7 |
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Number of Credits |
20 |
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Total Qualification Time (TQT) |
200 Hours |
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Guided Learning Hours (GLH) |
100 Hours |
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Mandatory / Optional |
Mandatory |
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Unit Grading Structure |
Pass / Fail |
Unit Aims
The aim of this unit is to develop learners’ understanding of a range of theoretical and empirical approaches to organisational behaviour in the tourism and hospitality industry. Learners will examine concepts of culture and its multifaceted impacts on managerial behaviour. Learners will review and analyse issues that managers have to meet and resolve. Learners will gain a detailed grounding in managing in different cultural contexts and in the management of diverse individuals, groups and teams.
Learning Outcomes and Assessment Criteria
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Learning Outcome – The learner will: |
Assessment Criterion – The learner can: |
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1. |
Be able to apply organisational behaviour theories to the tourism and hospitality industry. |
1.1 |
Critically analyse the management structure of a tourism or hospitality organisation using models of organisational behaviour. |
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1.2 |
Critically evaluate the objectives of a tourism or hospitality organisation. |
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1.3 |
Critically evaluate how well the structure of an organisation helps it to achieve its objectives. |
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2. |
Be able to critically assess the performance of an international organisation in relation to its external environment and internal structures. |
2.1 |
Critically evaluate the performance of an international tourism or hospitality organisation using company and market data. |
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2.2 |
Recommend ways for an international tourism or hospitality organisation to modify its structure or objectives to increase its profitability. |
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3. |
Be able to critically evaluate cross-cultural management trends and developments and their implications for the tourism and hospitality industry. |
3.1 |
Critically review theories of cross-cultural management. |
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3.2 |
Review the emergence of the cultural diversity concept and its implications for the tourism and hospitality workforce. |
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3.3 |
Critically evaluate how tourism and hospitality organisations can implement models of cross- cultural human resource management. |
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4. |
Be able to critically evaluate developments in international human resources management and their implications for organisations in the tousim and hospitality industry. |
4.1 |
Critically review the emergence of the international human resources function in tourism and hospitality organisations. |
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4.2
4.3 |
Critically evaluate the importance of leadership and management skills in the international tourism and hospitality industry. Critically analyse models of motivation and teamwork that are important to the tourism and hospitality industry. |
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Assessment
To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria.
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Learning Outcomes to be met |
Assessment Criteria to be covered |
Assessment type |
Word count (approx. length) |
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All 1 to 4 |
All ACs under LO 1 to 4 |
Coursework |
4500 words |
Indicative contents
- The structure of the Tourism and Hospitality Industry
- The evolution of management theory
- Significant management theories in the contemporary tourism and hospitality industry
- The evolution of service industries
- Organisational goals and strategy
- Corporate Social Responisbility
- Cultural approaches to management
- Cultural diversity and the workforce
- Human Resources Management
- Recruitment and Selection
- Managerial work in the tourism and hospitality industry
- Management syles
- Leadership in the tourism and hospitality industry
- Leadership styles
- Organisational structure
- Motivation
- Job satisfaction
- Employee performance
- Group behaviour and performance
- Conflict management
Indicative Reading list
Core Text:
Mullins, L. and Dossor, P. (2013) Hospitality Management and Organisational Behviour. 5th Edition. Harlow: Prentice Hall.
Additional reading:
Baum, T. (2006) Human Resource Management for Tourism, Hospitality and Leisure: An International Perspective. London: Cengage
Beech, J. and Chadwick, S. (2005) The Business of Tourism Management. London: FT Prentice Hall
Boella, M. and Turner, S. (2013) Human Resources in the Hospitality Industry: A guide to best practice, Abingdon: Routledge
Nickson, D. (2012) Human Resource Management for the Hospitality and Tourism Industries. Abingdon: Routledge
Sample Answer
1.1 Critically analyse the management structure of a tourism or hospitality organisation using models of organisational behaviour.
Introduction
Organisational structure in tourism and hospitality organisations plays a crucial role in the way an organisation operates, communicates, and delivers services. The effectiveness of the structure can influence both employee performance and customer satisfaction. Management structures within these sectors often rely on hierarchical models, though newer, more flexible structures may be adopted to enhance responsiveness and collaboration. By applying models of organisational behaviour, we can gain insights into the internal mechanisms that drive the success or failure of management strategies.
1. The Impact of Organisational Structure on Behaviour
Organisational behaviour is fundamentally about how individuals and groups act within an organisation. In tourism and hospitality, management structures typically vary between more traditional hierarchical systems and more modern, team-based, or matrix organisations.
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Hierarchical Structure: Traditional hierarchical structures feature clear lines of authority and a top-down approach to decision-making. Employees at lower levels are expected to follow orders, and communication tends to flow vertically. This structure may work well in large hospitality organisations where consistency and control are essential (e.g., hotel chains), but it can also lead to rigid communication channels and a lack of empowerment for employees.
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Flat or Decentralised Structure: In contrast, some tourism and hospitality organisations, particularly smaller businesses or innovative firms, opt for a flatter structure. This allows for more flexibility, a greater emphasis on teamwork, and quicker decision-making. In a flat structure, employees are often empowered to make decisions that affect their roles, which can improve motivation and customer service. However, this structure can lead to role confusion and difficulties in maintaining authority in larger, more complex organisations.
2. Organisational Behaviour Models Applied
Several models of organisational behaviour can help to critically analyse the management structure of tourism or hospitality organisations:
a) McGregor’s Theory X and Theory Y
McGregor`s Theory X and Theory Y provide a framework to understand different managerial approaches based on assumptions about employee motivation.
- Theory X assumes that employees inherently dislike work and must be controlled or coerced into performing tasks. In a tourism or hospitality organisation with a Theory X approach, the management structure would likely be highly hierarchical.
