Tourism Chapter 15 – Tourism Management

NIOS Class 12 Tourism Chapter 15 Solutions

INTEXT QUESTIONS 15.1

1. What do you understand by management?

Ans: Management is getting things done by others. To manage is to forecast and plan, to organise, to command, to coordinate, and to control.

2. Enlist the core management functions performed by a tourism manager.

Ans: Core management functions performed by a tourism manager consist of planning, organising, directing, staffing, coordinating, motivating, and controlling human and physical resources.

3. What are the steps involved in the planning process?

Ans: The planning function involves the process of defining goals, establishing a strategy for achieving those goals, and integrating and coordinating activities.

4. What does control process mean?

Ans: Controlling is a process of examining and evaluating the work of subordinates and ensuring that all the activities of an organisation are being carried out as originally planned. It involves correcting the activities of subordinates to ensure that events conform to plans. It measures performance against goals and plans, identifies whether deviations exist and by putting in motion actions to correct deviations, helps ensure the accomplishment of plans.

INTEXT QUESTIONS 15.2

1. Enlist various managerial roles.

Ans: Roles a typical manager performs are grouped into: Interpersonal Roles(figurehead role, personnel leader Role, liaison role); Informational Roles(monitor, disseminator, spokesman); Decisional Roles(entrepreneur, disturbance handler, resources allocator, negotiator)

2. Name the three types of managerial skills.

Ans: Skills required by managers to perform their duties are grouped as technical skills, human relations skills and conceptual skills. These types of skills are interrelated, and their relative importance varies with the level of managerial responsibility.

3. Which tasks are mainly performed by a professional Manager?

Ans: The main tasks performed by a professional manager include providing purposeful direction to the organization, maintaining the firm’s efficiency for profit generation, meeting the challenges of increasing competition, creating a team spirit and teamwork, managing for innovation, protecting the interests and welfare of employees, retaining talent, upgrading skills, keeping oneself informed and maintaining cordial relations with various segments of society.

INTEXT QUESTIONS 15.3

1. What motivates a worker to work?

Ans: Employees are motivated to work by various monetary and non-monetary incentives. Monetary incentives, including wage or salary, bonuses, overtime, monetary rewards, etc have a direct bearing on the employees as these help them to satisfy their basic needs. Non-monetary incentives include an urge for respect, ego, gratification, promotion, rewards, honour, leave, delegation of authority, etc., and work equally well for boosting their morale towards their Work.

2. List the main theories of Motivation

Ans: Main theories of motivation include Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, McGregor’s Theory X and Theory Y, Alderfer’s ERG Theory, McClelland’s Theory, Equity Theory, Vroom’s Expectancy Theory and Porter and Lawler Model.

3. Outline the major assumptions of Theory Y.

Ans: Theory Y is based on the assumption that the expenditure of physical and mental effort is natural, people exercise self-direction and self-control,  commitment to objectives is a function of rewards associated with their achievement, average human beings learn, under proper conditions, capacity to exercise imagination, ingenuity, and creativity is widely distributed in the population and the intellectual potentialities of the average human being are only partially utilized.

4. How does McClelland classify needs?

Ans: McClelland’s Theory of motivation proposed three types of needs common in work life: Need for Achievement, Need for Power and Need for Affiliation. Udai Pareek added the need for an extension to the list.

5. What is the modification proposed by Clayton Alderfer to Maslow’s need hierarchy?

Ans: Clayton Alderfer proposed a modified version of Maslow’s need hierarchy and re-classified human needs into existence or survival needs, relatedness or social needs, and personal growth needs.

INTEXT QUESTIONS 15.4

1. What are the common characteristics of leadership?

Ans: Leadership is a process that involves influence, occurs in a group context, involves goal attainment, and is different from management.

2. Enlist the main qualities of a successful leader in an organisation.

Ans: Qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, and compassion make a leader successful in an organisation.

3. Name the main leadership theories.

Ans: Various theories of leadership, such as Trait theory, Group and Exchange theory, Social Learning theory, Managerial Grid theory, Contingency Theory and Path-Goal Theory, Human Relations Approach, Theories X and Y, Scientific Management Theory, etc provide for various leadership styles and approaches.

4. Why should a tourism professional study leadership styles?

Ans: Whatever your professional level, in tourism services, you have to provide leadership. As such, you must be aware of various leadership styles to use them as per the situational requirements.

INTEXT QUESTIONS 15.5

1. John is a senior manager in his company. His company has approached him to resolve a conflict situation between two line managers. What form of John’s behaviour is more likely to resolve the conflict?

A. Assertive

B. Aggressive

C. Passive

Ans: 

A – Assertive behaviour is more likely to resolve a conflict situation than aggressive or passive

2. What are different types of groups?

Ans: Groups are either formal or informal. Groups are sub-classified as command, task, interest, or friendship groups.

3. Which factors affect the Individual Behaviour?

Ans: The main factors influencing individual behaviour include abilities, gender, race,  perception, stereotyping, selective perception, attribution, attitude, and personality.

4. List the main reasons for joining groups.

Ans: The main reasons for joining a group are related to individuals’ needs for security, identity, affiliation, power, and engaging in common tasks.

5. Name five stages of group development.

Ans: The five stages of group development as per the Product Life Cycle Model are forming, storming, norming, performing, and adjourning.

Terminal Exercises

1. Describe major managerial functions with suitable examples.

Ans: The main functions of management are as follows:

• Planning: The planning function involves defining goals, establishing a strategy for achieving those goals, and developing plans to integrate and coordinate activities. It leads to ensuring proper utilisation of human and material resources to earn profits. 
• Organising: Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and at what level decisions are made. It refers to the way in which work is arranged and allocated among members of the organisation so that the goals of the organisation can be efficiently achieved.
• Staffing: Staffing involves the recruitment, selection, training, placement and promotion of the employees. It needs manpower planning, job analysis and other staff functions. It is a continuous process due to the employee turnover, retirements and new requisitions on account of expansion, etc.
• Directing: Directing means telling people what to do and seeing that they do it to the best of their ability. It aims at guiding, directing,g and inspiring people to perform the job in the best possible way. Direction is concerned with the execution of planning and initiates organised action, and breathes life into the organisation.
• Coordination: Coordination is the art of achieving harmony among individuals and group efforts for the achievement of common goals. It is a process of integrating the group activities of people in an organisation and is regarded as the culmination of all the managerial processes. It is the harmonious adjustment of all the factors of production.
• Motivation: Motivation is an activity by which the Management motivates the workers of an enterprise to do more and better work. It is a stimulating force which inspires all the employees of an organisation to work for the organisation wholeheartedly so that the pre-determined objectives of an organisation can be achieved.
• Controlling: It is a process of examining and evaluating the work turned out by subordinates in different departments of the Organisation. It is the measuring and correcting of activities of subordinates to ensure that events conform to plans.

2. Explain various managerial roles and their relevance in tourism organisations.

Ans: Roles a typical manager has to perform in discharging his day-to-day activities

can be grouped as interpersonal, informational and decisional roles. 

• Interpersonal Roles: This refers to those types of managerial roles that involve people and other duties that are ceremonial and symbolic in nature. There are three types of interpersonal roles:
  • Figure head Role: Manager performs a role as symbolic head, and accordingly, he is obliged to perform several routine duties of legal or social nature. The typical activities include greeting visitors, signing legal documents, etc.
  • Leader Role: As a leader of the department, the manager gives direction to his subordinates to fulfil the assigned goals and objectives. He is responsible for their motivation and activation, staffing and training, goal setting, guidance, reviewing the progress of work, etc.
  • Liaison Role: The manager is required to maintain contact with sources that provide valuable information,n which include individuals or groups outside the manager’s unit and may be inside or outside the organisation. For this, he has to maintaina self-developed network of outside contacts and informers. 
• Informational Roles: This includes the following types of managerial roles that involve receiving, collecting and disseminating information:
  • Monitor: A manager is spanning the boundaries of the organisation and trying to get information from outside through various sources. He seeks and receives a variety of special information through understanding of the organisation and environment. 
  • Disseminator: A manager is expected to transmit information received from outside or from subordinates to the members of the organisation by holding informational meetings, making phone calls, etc. 
  • Spokesman: He transmits information to outsiders about the organisation’s plans, policies, results, achievements and serves as an expert on the chosen field by giving value suggestion to the community.
• Decisional Roles: Four types of decisional roles, which include those managerial roles that revolve around decision-making,g are:
  • Entrepreneur: As an entrepreneur, a manager initiates and oversees new projects that will improve the organisation’s performance through analysis of the strengths of the organisation, opportunities available in the environment and takes initiative to implement improvement projects. 
  • Disturbance Handler: As a disturbance handler, a manager takes corrective action in response to unforeseen problems within as well as outside the organisation. 
  • Resources Allocator: The manager is responsible for the allocation of organisational resources and scheduling meetings, requesting authorisation, budgeting and programming subordinates’ work.
  • Negotiator: They negotiate with business partners in case the organisation is seeking alliances to venture into projects or extend their operation into a new marketing area.

3. Discuss the types of managerial skills and their importance for enhancing individual and organisational effectiveness.

Ans: Managers need certain skills to perform the duties and activities associated with various functions. These skills are generally grouped as technical skills, human relations skills and conceptual skills. These three types of skills are interrelated as technical skill deals with jobs, human skill with the person and conceptual skill with ideas.

• Technical skills include knowledge of and proficiency in certain specialised fields such as engineering, computers, finance, manufacturing, etc. Vocational and on-the-job training programmes largely do a good job in developing this skill.
• Human or interpersonal skills refer to the ability to work with, understand and motivate other people; the way the individual perceives his superiors, equals, and subordinates, and the way he behaves with them. Some of these human relations skills include communicating, motivating, delegating and negotiating skills.
• Conceptual skill involves the ability of seeing the organization as whole with a holistic approach , recognising how the various functions of the organisation depend on one another, visualising the relationship of the individual business to the industry, the community, and the political, social and economic forces of the nation as a whole. Such skills help the managers to conceptualize the environment, to analyze the forces working in a situation and to take a broad and foresighted view of the organisation.

4. Compare and contrast Maslow’s Need Hierarchy with Herzberg’s two-factor theory of motivation.

Ans: 

Maslow’s Hierarchy of Needs	Herzberg Two-Factor Theory of Motivation
He classified all human needs into fivecategories and arranged them in a hierarchy: i) Basic or physiological needs, ii) Safety and security needs, iii) Love or belongingness needs, iv) Esteem needs, and v) Self-actualisation needs.	Herzberg’s two-factor theory of motivation suggests that there are two sets of factors which either lead to job satisfaction or dissatisfaction. They are motivating factors and hygiene factors.
Maslow’s theory offers managers a good technique of understanding the motives or needs of individuals and how to motivate organisational members.	Hygiene factors such as salary, job security, company policy, supervision, status, security, interpersonal supervision, fringe benefits and working conditions.
Self-esteem, self actualization needswere described as higher-order needs.	The basic needs, such as physiological needs, safety needs and love and belonging needs, were classified as lower-order needs.
Maslow’s theory offers managers a good technique of understanding the motives or needs of individuals and how to motivate organizational members.	According to Herzberg, the work given to employees should be challenging and exciting and offer them a sense of achievement, recognition, and growth to be motivated.

5. Explain the major contributions of McGregor in motivating employees. Outline the major assumptions of Theory Y and its implications for managers.

Ans: McGregor proposed two sets of theories, Theory X (negative assumptions) and Theory Y (positive assumptions). Theory X represents the traditional approach to managing. The implication for a manager working in an organization with the Theory X assumption is that the group will be strictly controlled and supervised; decisions will be made largely by the manager and communicated in a formal situation, and the members of the group will rarely be involved in determining their own tasks.

Theory Y, on the other hand, is more people-oriented. It is based on the following assumptions:

• The expenditure of physical and mental effort is as natural as play or rest.
• People exercise self-direction and self-control in the service of objectives to which they are committed.
• Commitment to objectives is a function of rewards associated with their achievement.
• The average human beings learn, under proper conditions, not only to accept but to seek responsibility.
• The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organisational problems is widely distributed in the population.
• Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilised.

Theory Y helps managers in delegating authority for decision making, enlarging and enriching the jobs of workers by making them less repetitive, increasing the variety of activities and responsibilities and improving the free flow of communication within the organization.

6. To what extent are various theories of leadership likely to influence your leadership styles?

Ans: Managers often use more than one style depending on the issues involved and the circumstances surrounding them. Various studies reflecting different styles of functioning of a leader highlight how the leader simultaneously pays attention to the task to be accomplished by the group and needs and expectations of the group and its individual members. 

Various studies reflecting different styles of functioning of a leader highlight how the leader simultaneously pays attention to the task to be accomplished by the group and the needs and expectations of the group and its individual members. Exactly how the leader goes about attending to these two functions is a matter of his leadership style.

7. Explain the five-stage life cycle model and its implications in developing groups.

Ans: 

• Forming: Characterized by a great deal of uncertainty about the group’s purpose, structure, and leadership, members are trying to determine what types of behavior are acceptable. The stage is complete when members have begun to think of themselves as part of a group.
• Storming: Here, members accept the existence of the group, but there is resistance to constraints on individuality. There is conflict over who will control the group. When the storming is complete, there will be a relatively clear hierarchy of leadership within the group.
• Norming: At this stage, close relationships develop, and the group demonstrates cohesiveness. There is a strong sense of group identity. This stage is complete when the group structure solidifies, and the group has assimilated a common set of expectations of what defines correct member behavior.
• Performing: The group at this point is fully functional and accepted. Group energy moves from getting to know to performing. For permanent work groups, performing is the last stage in their development.
• Adjourning: For temporary committees, teams, task forces, and similar groups that have a limited task to perform, there is an adjourning stage. At this stage, the group prepares for its adjournment. Attention is directed toward wrapping up activities.

8. Describe the trait theories and behavioural theories of leadership with suitable examples from tourism operations.

Ans: Trait theories highlight that there exists a finite set of individual traits or characteristics that distinguish successful from unsuccessful leaders. One of the main Trait Theories developed by Kelly (1974) relies on the research that relates to various traits that lead to the success of a leader.

Behavioural Theories identified behaviours that differentiated effective leaders from ineffective leaders. Based on these people could be trained to be leaders. Behavioural theories highlight that the most important aspect of leadership is not the traits of the leader, but what the leader does in various situations. Unlike trait theories, the behavioural approach focuses on leader effectiveness, not the emergence of an individual as a leader.

9. Outline Fiedler’s contingency model of leadership and its relevance in today’s business environment.

Ans: Fiedler developed a model to predict group work effectiveness by taking into consideration the best fit between the leadership style and the degree of favourableness of the situation. The major findings of Fielder are that the task-oriented leaders perform better than relationship-oriented leaders in both extreme situations that are very favourable and those that are unfavourable. Relationship-oriented leaders tend to perform better than task-oriented leaders in situations that are intermediate in favourableness. These findings suggest that each of the leadership styles can be effective in certain situations and that the organization can change the effectiveness of the group’s performance by changing the favorability of the situations or by changing the leader’s preferred style through education and training.

10. Trace the different types of leadership styles and their significance to tourism operations.

Ans: 

• As per the Hawthorne Studies, a leader has to consider the human element and workers’ social needs of being together and being recognized for the work, interaction of the group members with each other and their well-being.
• Iowa studies identify three styles of leadership.
  • Autocratic Style: A leader who tends to centralize authority, dictate work methods, make unilateral decision and limit employee participation
  • Democratic Style: A leader who tends to involve employees in decision making, to delegate authority, to encourage participation in deciding work methods and goals, and to use feedback as an opportunity for coaching employees
  • Laissez-faire style: A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way they saw fit.
• Michigan Studies developed two distinct styles of leadership:
  • Job-centred leadership style, which focused on the use of close supervision, legitimate and coercive power, meeting schedules and evaluating work performance.
  • Employee-centred style, which is people-oriented and emphasises delegation of responsibility and a concern for employee welfare, needs, advancement and personal growth.
• Ohio State Studies identified two independent leadership dimensions:
  • Initiating Structure concerns the degree to which the leader organized and defined the task, assigned the work to be done, established communication networks and evaluated work-group performance.
  • Consideration involves friendship, mutual trust, respect, concern for the welfare of the employee and warmth in the relationship between the leader and his group members. 

11. Critically review the types of groups and their application in an organisation.

Ans: Groups can be either formal or informal. 

• Formal groups are those defined by the organization’s structure, with designated work assignments establishing tasks. Their primary purpose is to facilitate, through member interactions, the attainment of the goals of the organization. An airline flight crew is an example of a formal group. 
• Informal groups are alliances that are neither formally structured nor organizationally determined. These groups emerge or are randomly formed due to the formal group members’ interaction with each other. Three employees from different departments who regularly eat lunch together is an informal group. Informal groups satisfy their members’ social needs. The types of interactions among individuals, even though informal, deeply affect their behavior and performance.

In addition to these, there alos are also subgroups.

• Command groups are dictated by the formal organization. 
• When several employees are formally brought together for the purpose of accomplishing a specific task forms a task or project group. 
• In an interest group, people affiliate to attain a specific objective with which each is concerned. 
• Friendship groups often develop because the individual members have one or more common characteristics such as age, political beliefs, or interests.

12. What are the reasons for joining groups?

Ans: The most popular reasons for joining a group are related to our needs for security, identity, affiliation, power and engaging in common tasks. Inclusion in a group that is viewed as important by others provides recognition and status to its members.

Additional Study Materials

• NIOS Class 12 Tourism Syllabus Bifurcation
• NIOS Class 12 Tourism Sample Question Paper
• Chapter 11. Cultural Attractions of India
• Chapter 12. Natural Tourist Attractions in India
• Chapter 13. Growth and Patterns of Tourism in India
• Chapter 14. Growth and Patterns of Tourism in World