Travel Reference
In-Depth Information
Perks
Management style
Many employees in travel and tourism are attracted by
the perks that are commonly found in the sector, for
example a company car, free meals and uniforms, free
use of the health facilities in a hotel, free or discounted
entrance to attractions for staff and their guests, free
rail travel for staff and family members, cheap holidays
and fl ights. There may be certain restrictions on when
staff can take advantage of perks, for example they
may only be available in off-peak periods.
Different management styles not only affect the day-
to-day operation of an organisation, but also have
an important role to play in encouraging effective
teamwork. In travel and tourism organisations,
management styles vary enormously. Some managers
are passive and will do the bare minimum in any given
situation. Others tend to steer a middle course on most
matters and will try to remain popular with all members
of staff. Administrative managers like to 'do everything
by the topic', are conscientious rather than innovative
and will develop systems within an organisation to
handle most procedures and operations. The aggressive
manager is generally not a good listener, but requests
that everything is done his or her way, often without
recourse to staff discussion. At the other end of the
extreme the motivational manager agrees goals with
members of staff and will expect them to perform well
and achieve their aims. He or she will be supportive
if staff are experiencing diffi culties in their work. The
motivational manager consults widely with members of
staff and makes it clear who is responsible for what.
Opportunities for promotion and
progression
Knowing that an organisation can offer staff the
prospect of promotion or progression is an important
incentive for those who are keen to develop their
careers. Naturally, promotion prospects tend to be
more plentiful in bigger organisations, which have the
ability to move staff between departments.
Activity 6.13
Teamwork
Working in teams is an accepted part of many jobs in
the travel and tourism sector. Effective teamwork brings
benefi ts to organisations, such as increased effi ciency,
increased sales, less staff confl ict, reduced absenteeism,
increased loyalty, a more creative workforce and
happier staff. When assembling a team it is important
to remember that people have very different
personalities. Team leaders use individual's strengths
and weaknesses to allocate roles to team members to
make the team work as effectively as possible.
Carry out some research into how two different
travel and tourism organisations motivate their staff
in the workplace. Explain and analyse the factors that
contribute to an effective workplace, highlighting
good practice from different travel and tourism
organisations.
This activity is designed to provide evidence for P6, M3
and D2.
During a period of more than nine years, Dr Meredith
Belbin and his team of researchers based at the
Henley Management College studied the behaviour
of managers from all over the world. Different
types of behaviour were identifi ed, which led to the
development of his famous nine team roles:
Working relationships
It goes without saying that staff who are happy in
their work are an asset to a company, since they are
likely to be more effective in their duties. Developing
good working relationships between colleagues is an
important part of making staff content in the workplace.
Managers and supervisors should try to encourage
open yet professional working relationships between
all members of staff.
•
Action-orientated roles - Shaper, Implementer and
Complete Finisher;
•
People-orientated roles - Co-ordinator, Teamworker
and Resource Investigator;
