www.ignou-ac.

in

www.ignou-ac.in

www.ignou-ac.in

N
1
www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in1

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

ASSIGNMENT SOLUTIONS GUIDE (2014-2015)

T.S.-3
Management In Tourism
Disclaimer/Special Note: These are just the sample of the Answers/Solutions to some of the Questions given in the
Assignments. These Sample Answers/Solutions are prepared by Private Teacher/Tutors/Auhtors for the help and Guidance
of the student to get an idea of how he/she can answer the Questions of the Assignments. We do not claim 100% Accuracy
of these sample Answers as these are based on the knowledge and cabability of Private Teacher/Tutor. Sample answers
may be seen as the Guide/Help Book for the reference to prepare the answers of the Question given in the assignment. As
these solutions and answers are prepared by the private teacher/tutor so the chances of error or mistake cannot be denied.
Any Omission or Error is highly regretted though every care has been taken while preparing these Sample Answers/
Solutions. Please consult your own Teacher/Tutor before you prepare a Particular Answer & for uptodate and exact
information, data and solution. Student should must read and refer the official study material provided by the university.
PART - I
Q. 1. Define Management. Explain the roles and responsibilities of a manager.
Ans. Management is the process of reaching organizational goals by working with and through people and other
organizational resources.
Management has the following 3 characteristics:
1. It is a process or series of continuing and related activities.
2. It involves and concentrates on reaching organizational goals.
3. It reaches these goals by working with and through people and other organizational resources.
Management is the process of ensuring that an organization or company is able to operate in both the immediate and
near future. Management is an individual or a group of individuals that accept responsibilities to run an organisation.
They Plan Organise, Direct and Control all the essential activities of the organisation. Management does not do the work
themselves. They motivate others to do the work and co-ordinate (i.e. bring together) all the work for achieving the
objectives of the organisation.
Management involves the manipulation of the human capital of an enterprise to contribute to the success of the
enterprise. This implies effective communication: an enterprise environment (as opposed to a physical or mechanical
mechanism), implies human motivation and implies some sort of successful progress or system outcome. As such,
management is not the manipulation of a mechanism (machine or automated program), not the herding of animals, and
can occur in both a legal as well as illegal enterprise or environment. Based on this, management must have humans,
communication, and a positive enterprise endeavor. Plans, measurements, motivational psychological tools, goals, and
economic measures (profit, etc.) may or may not be necessary components for there to be management. At first, one views
management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations
where planning does not take place. From this perspective, Henri Fayol considers management to consist of six functions:
Forecasting
Planning
Organizing
Commanding
Coordinating
Controlling
Management is both art and science. It is the art of making people more effective than they would have been without
you. The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor.
Managers are charged with making decisions that will impact an organization on every level. These decisions range
from hiring a new employee to taking a company public. Management is not an easy field, and good managers are highly
sought after. The Management program at Saunders College of Business educates students on the many facets of
management; while also improving their ability to motivate their peers, communicate with others, and lead a team; all of
which are essential skills for good managers.

N
2

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in2

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

Effective managers are catalysts, brokers, facilitators, coaches and people developers. Because thinking is the most
important work we do today, managers need to ask stimulating questions to draw new solutions out of people, to get
mental work done through them. This makes managers faciltators more than decision makers as they were thought of in
the old days. Certainly they still make decisions, but ineffective managers do too much of their own thinking, hence not
reaping the fullest possible return of all resources at their disposal. They are poor investors as a result. Effective managers
know that delegation is not enough in todays knowledge driven world to get work done through people. This is because
most of the critical work we do today is to make decisions, solve problems and think creatively. This is mental work.
Smart managers get this kind of work done through people by asking them the sorts of questions that stimulate people to
think, to draw solutions out of people. Ineffective managers may delegate a lot but this is so they can be free to do most of
their own thinking and problem solving. They fail to work with and through people when it comes to this mental work.
Skilled managers know how to get the best out of people by asking them the right questions - those that make them think
differently, not simply fact-gathering questions. Management needs to be upgraded for the 21st century. It needs to cast
off its negative image as mechanistic, controlling and task oriented. We need a concept of management that makes it
nurturing, supportive, coaching and developmental. This is essential to divide the load between leadership and management
more equally.
A manager, who is generally the head of a department or functional area within an organization, has specific
responsibilities depending on the needs of his or her organization. The job description of a manager varies from organization
to organization. Here is more about what a manager does, the managers job description.
The managers role and job description is at a pay grade or job classification level of the organization that integrates
functions and departments for implementation success. The manager who is responsible for a department normally has
directly reporting employees for whom he or she is responsible to provide leadership. Because the role of the manager
bears significant responsibility, accountability, and authority within an organization, the manager has these responsibilities.
Responsibilities in the Job Description of a Manager: Traditionally, the managers job description and responsibilities
include:
Plan: planning the operation and function of the area over which the manager is assigned responsibility in a way
that accomplishes the goals for which he or she is responsible.
Monitor: following up to ensure that the plan to achieve the goals is being carried out in such a way that its
accomplishment is assured.
Evaluate: reviewing and assessing the success of the goal, the plan, and the allocation of the employees and their
resources.
Organize and Implement: organizing the production of the work, and the workforce, training, and resources
necessary, in a way that accomplishes the desired and required outcomes to meet the goals.
Direct: providing the employees and their resources with enough guidance, direction, leadership, and support
necessary to ensure that they are able to acomplish their goals.
PART - II
Q. 1. Define the concept of entrepreneurship. Discuss the qualities required to be an entrepreneur.
Ans. An entrepreneur is someone who organizes, manages, and assumes the risks of a business or enterprise. An
entrepreneur is an agent of change. Entrepreneurship is the process of discovering new ways of combining resources.
When the market value generated by this new combination of resources is greater than the market value these resources
can generate elsewhere individually or in some other combination, the entrepreneur makes a profit. An entrepreneur who
takes the resources necessary to produce a pair of jeans that can be sold for thirty dollars and instead turns them into a
denim backpack that sells for fifty dollars will earn a profit by increasing the value those resources create. This comparison
is possible because in competitive resource markets, an entrepreneurs costs of production are determined by the prices
required to bid the necessary resources away from alternative uses. Entrepreneurship is the process of starting a business
or other organization. The entrepreneur chooses/develops a business model, acquires the human and other required resources
and is fully responsible for its success or failure. Entrepreneurship operates within an entrepreneurship ecosystem.
Entrepreneurship is vibrant assertion of the facts that individual can be developed, then outlook can be changed and their
ideas can be converted into action though on organized and systematic program for entrepreneurs. It was also felt that
systematic training can be given a better output and attracting people for taking up business venture can change economic
scenario. Basic objective in developing entrepreneurship and multiplying them in the society has been to enable the
society to generate productive human resource, mobilize and sustain the same in subsequent process of development. The
spontaneity and continuity of the process would depend on the kind of people that can be prompted and groomed in the

N
3

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in3

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

entrepreneurial career.
Successful businesspeople have many traits in common with one another. They are confident and optimistic. They
are disciplined self starters. They are open to any new ideas which cross their path. Here are traits of the successful
entrepreneur.
Disciplined: These individuals are focused on making their businesses work, and eliminate any hindrances or
distractions to their goals. They have overarching strategies and outline the tactics to accomplish them. Successful
entrepreneurs are disciplined enough to take steps every day toward the achievement of their objectives.
Confidence: The entrepreneur does not ask questions about whether they can succeed or whether they are
worthy of success. They are confident with the knowledge that they will make their businesses succeed. They exude that
confidence in everything they do.
Open Minded: Entrepreneurs realize that every event and situation is a business opportunity. Ideas are constantly
being generated about workflows and efficiency, people skills and potential new businesses. They have the ability to look
at everything around them and focus it toward their goals.
Strong people skills: The entrepreneur has strong communication skills to sell the product and motivate employees.
Most successful entrepreneurs know how to motivate their employees so the business grows overall. They are very good
at highlighting the benefits of any situation and coaching others to their success.
Strong work ethic: The successful entrepreneur will often be the first person to arrive at the office and the last
one to leave. They will come in on their days off to make sure that an outcome meets their expectations. Their mind is
constantly on their work, whether they are in or out of the workplace.
Passion: Passion is the most important trait of the successful entrepreneur. They genuinely love their work. They
are willing to put in those extra hours to make the business succeed because there is a joy their business gives which goes
beyond the money. The successful entrepreneur will always be reading and researching ways to make the business better.
Self Starter: Entrepreneurs know that if something needs to be done, they should start it themselves. They set the
parameters and make sure that projects follow that path. They are proactive, not waiting for someone to give them
permission.
Competitive: Many companies are formed because an entrepreneur knows that they can do a job better than
another. They need to win at the sports they play and need to win at the businesses that they create. An entrepreneur will
highlight their own companys track record of success.
Creativity: One facet of creativity is being able to make connections between seemingly unrelated events or
situations. Entrepreneurs often come up with solutions which are the synthesis of other items. They will repurpose products
to market them to new industries.
Determination: Entrepreneurs are not thwarted by their defeats. They look at defeat as an opportunity for success.
They are determined to make all of their endeavors succeed, so will try and try again until it does. Successful entrepreneurs
do not believe that something cannot be done.
Q. 2. Discuss the management issues in tourism.
Ans. Nothing in todays chaotic tourism, travel and hospitality environment stays the same for long - achieving and
sustaining success, either in the private or the public sector, is a major challenge for all relevant stakeholders. At the same
time, the tourism, travel and hospitality industries have been fully globalised and are interdependent with any major and
minor development on economics and management around the world.
The search for success through planning for the competitive and globalised future and learning from the past is
always with us, and its impacts of are critical importance for tourism, travel and hospitality management. Any stakeholder
in tourism, travel and hospitality, and any industry practitioner, educator or researcher, is facing vital questions such as:
How to prepare for the future?
How to manage change?
How to survive in the future?
How to sustain development and growth?
How to research for the future?
Tourism is the worlds largest industry and makes a major contribution to the economies of most developed and
developing countries (Claire and Haven-Tang, 2005, p.1). At the same time, tourism organisations are facing a set of
significant challenges they have to deal with in order to ensure their long-term growth. Specifically, quality management
can be highlighted as one of the most important challenges for tourism organisations, and the importance of this challenge
is increasing with ever-increasing customer expectations.

N
4

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in4

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

Although the importance of quality in terms of long-term business growth in tourism organisations is widely understood
by industry researchers and practitioners, yet no clear and universal recommendations exist regarding how the quality
management aspect of the business can be improved in efficient ways.
The tourism industry can become one of the main sources of income for several countries, especially developing
nations, which have a huge potential for tourism. Ironically, it is also one of the prominent service sector which sees a
gross violation of corporate ethical conduct. Simply because a foreigner to a country is not aware of the system of
operations, as well prevalent cultures, the local population tends to exploit that ignorance to their benefit. They without a
conscience act upon ways to manipulate the trust which the ignorant tourist places upon them. One of the several issues
in the ethical issues of the tourism industry is the non-disclosure of information to the tourist.
Q. 3. What do you understand by planning? Discuss the different types of plans.
Ans. Planning is about setting and meeting objectives. Although various approaches have been developed in general
planning, e.g. boosterism, integrated, interactive, collaborative, bottom-up etc, a literature review of tourism shows that
not many authors have been concerned with tourism planning. Akehurst (1998) explains this by the fact that plans are
developed by consultancy firms that rarely publish or divulge their secrets. Only over the last decade some authors have
been concerned with aspects of tourism planning (e.g. Inskeep, 1991; Gunn, 1994; WTO, 1994; Wilkinson, 1997b;
Timothy, 1998; 1999; Tosun and Jenkins, 1998). Similarly, for the implementation of tourism planning, few approaches
have been proposed, mainly various product/market options and systematic approaches. Planning means looking ahead
and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines
when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of
action. It is rightly said Well plan is half done. Therefore planning takes into consideration available & prospective
human and physical resources of the organization so as to get effective co-ordination, contribution & perfect adjustment.
It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance
of needs or demands with the available resources.
According to Urwick, Planning is a mental predisposition to do things in orderly way, to think before acting and to
act in the light of facts rather than guesses. Planning is deciding best alternative among others to perform different
managerial functions in order to achieve predetermined goals.
According to Koontz & ODonell, Planning is deciding in advance what to do, how to do and who is to do it.
Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would
not otherwise occur.
Different situations call for different types of business plans. An effective business plan will be customized for its
intended use. Knowing these differences will help you plan successfully for the future of your business.
Feasibility Plan: A feasibility plan should be the first thing you complete. This outlines the chances that a start-up
venture will be successful. It should detail the money needed for the start-up, regular expenses and the price of offered
goods and services. Essentially, it examines whether the venture is worth pursuing.
Growth Plan: A growth plan is necessary for those who own businesses that are moderately successful, and who are
ready for the next level: growth. A growth plan details how the business will grow. It gives a target date or a basic itinerary
for the projected growth period, and details how that growth will take place: perhaps through aggressive marketing, more
investors or better production.
Operations Plan: An operations plan is an internal plan that is usually not meant for investors or clients, but for the
owner and employees only. This should detail how the business is meant to run. It can include upcoming projects, events
and milestones for the business. It can also detail different employees responsibilities.
Start-Up Plan: This is the most common type of business plan. A start-up plan details all of the things you need to
do to begin the business. It should cover many details, including the products or services that youll be providing, the
marketing strategies you plan to employ, the team or employees that you will be using and a financial analysis--how you
plan to pay for all of it. Answering these questions can help you think more in-depth about your business venture and put
a plan in action.
Strategic Plan: A strategic plan deals with the strategy you plan to employ for a certain project. Perhaps you plan
to launch a new product or offer a new service. Perhaps you want to lower your marketing budget, or restructure the
company. This can all be done with a strategy plan, where you brainstorm how a project can be done.
Q. 5. Discuss the importance of Human Resource Management in tourism.
Ans. Managing human resources in the hospitality industry presents special challenges, including highly diverse
employee backgrounds and roles, an ever-present focus on guest services, and organizational structures that often diverge

N
5

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in5

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

from generic corporate models. By making such industry-specific concerns the cornerstone of its approach, Human
Resources Management in the Hospitality Industry provides the definitive guide to successfully employing people in a
hospitality organization. Tourism industry is a labor-intensive industry, and labor costs of goods and services produced
are very high. It means that labor expenses have an important share on total expenses (almost 40%). In order to provide
quality goods and services with a reasonable price, and compete with their competitors, tourism administrations must
control the labor expenses and satisfy their employees. According to Swarbrooke (1995:231), manpower planning is
concerned with optimizing the use of the organizations human resources, now and in the future. Manpower planning has
a number of components which include: an analysis of existing staff and their strengths and weaknesses; forecasts of the
future numbers and types of staff that will be required, and when they will be required; training and staff development
needs; career paths for key staff.
Every industry requires certain prerequisites for its functioning namely; raw materials, finance and funding, machinery,
etc. similarly, it requires manpower. And this manpower is the Human Resources and in order to manage the manpower,
Human Resource Management is necessary. HRM involves managing manpower in order to improve individual, group
and organizational effectiveness.
It is important to manage human resources as they help in the prosperity and progress through the committed and
creative efforts and competencies of their human resources. Edwin Flippo defines the term, HR management as planning,
organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and
separation of human resources to the end that individual, organizational, and social objectives are accomplished. HRM
emphasizes mainly on the accomplishment of individual or personal objectives of the employees (eg: promotions),
encouraging team work, attaining higher profits, social development, etc.
Unlike many business sectors, tourism is a blend of various industries and sectors offering products and services
which range from airline and cruise ship travel and accommodation, to restaurant meals, entertainment, souvenirs and
gifts, park services, recreational vehicles, resort development, safaris, leisure and recreational opportunities. Consequently
it should be understood that small and medium-sized enterprises (SMEs) are a major part of the travel and tourism sector.
Although the human resource management needs of small business are not of the same size or complexity as those of a
large organisation, they face equally important human resource management issues. As Wager (1998) suggests, small
firms are best advised to emulate successful large firms in managing their human resources. Tourism is a growth industry
and a major creator of value added, the industry isvulnerable to a variety of economic, ecological, geopolitical and
meteorological factors, which shape the nature of its labour force. The fact that it is difficult to maintain high permanent
staffing levels has led to a generic tendency to operate on the basis of a limited core staff and to employ the labour needed
for day-to-day operations under atypical contractual arrangements, because of which the economicrents from continuous
learning and experience of the staff are lost to a great extent. Added to this are other constraints like long, anti-social
working hours, low pay, low job status, etc, which collectively make employment within the industry appear unattractive
to many. There is a pressing need to develop a common minimum standard to upgrade skills to acceptable level and
facilitate cross national tourism. Capacity building to increase awareness value and skills for the creation, development
and implementation of sustainable tourism projects has become very important today. The importance of Human Resource
Development for Tourism Industry is increasingly being realized. There is a need to mobilize the human resource with the
purpose to enable them to participate in the task of organizational development and nation building.
Q. 7. Discuss the characteristics of the hotel business.
Ans. More and more people these days are leaving their city jobs, often changing countries and opening small tourist
businesses such as a hotel. If you are currently sitting in an office and opening your hotel is a dream for you then be wary
of any romantic ideas, running a small touristic hotel is fun, it is great but it is also hard work. During your stay in the
hotel, its usual that you need to be in connection with businesses outside, so its not surprising that you would take
advantage of hotels facilities or amenities and services. Its not only relaxing, spacious and well-equipped rooms you
look for, but its all about the things like computers, in- room high speed internet (we know you love it!), cell phone, cell
phone charger, notebook computer batteries, notebook computer batteries, cable TV, good lighting to perform work, and
other various business services available that can support and take care of your business work, until you complete the
business trip. Moreover, your business- free time should also be considered. In late afternoon, evening, or nighttime (if
you prefer to stay in your hotel), you will definitely want to kick back in the hotels 24-hour restaurant or enjoy a beer or
cocktail in cafe or bar (or coffee lounge). In- house restaurant could be the most favorite dining option. Moreover, for
business travelers, shuttle service to and from the airport is supposed to be the most important amenity, followed by
childcare facilities, swimming pool and fitness center. Well, all above seem not enough! Why dont we go together to see

N
6

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in6

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in

more what to consider when to choose the best hotels for business travel. Key Features of Best Business Hotels and
Business Travel First of all, its about what hotel you look for your business trip. Hotel Features: The question is whether
the hotel has the types of features you need. What kind of hotel you look for: the hotel that suits well your need for the
quick overnight stay or the hotel for week- long business trip? Check if the hotel has business suites or meeting rooms
available if you need them? Location: Hotels that are situated near an airport or located in a citys business district usually
cater to business travelers because they can perfectly respond business travelers travel style. Airport hotels rarely offer
much on scenery, but they make up for it with convenient location. This feature of airport hotels makes it easier to travel
to central district to meet contacted business people or to catch up on business work, or to fly out for short break getaway,
and fly back in. But you should check if the airport hotel is really close to the airport. Furthermore, check if the particular
hotel you want to stay is located in a safe part of town.
Hotels that will meet these expectations and create the desired guest experience need to demonstrate the following
top five characteristics:
Deep understanding of an increasingly geographically, financially, generationally and attitudinally diverse and
evolving customer base: Customer groups that will present new requirements and new challenges include emerging
middle classes in developing markets, a broader spectrum of guests from established markets and the population of older
and wealthier travelers.
Open, listening, collaborative and experimental approach to innovation: Hotels will need to place an increasing
emphasis on transformational strategies and on approaches to innovation that place the voice of the customer at the heart
of the change agenda using approaches such as open innovation and crowd sourcing.
An organisation capable of surviving and thriving in turbulence and uncertainty: The exact path the industry and
the global economy will take over the next decade is unpredictable. Hotels must prepare for a range of possible future
scenarios, developing a tolerance of uncertainty as a core competence for leaders, managers and staff.
Immersive, tactile and multi-dimensional technology interfaces: Hotels must master and accommodate technologies
such as augmented reality, which blurs the boundaries between the physical and digital world, and 3-D projection and
gesture interfaces, which change how we view and interact with information.
Continuous search for ancillary revenues: Investing more in the quest for ancillary revenues will help hotels
offset increased competition and uncertain customer spending power. Services such as insurance and ground transportation
offer the chance to capture more of the total trip spending.

N
7

www.ignou-ac.in

www.ignou-ac.in

www.ignou-ac.in7