Tourism and Hospitality Management

This document contains academic and non-academic articles on tourism and hospitality management. The academic article discusses management thinking and the impact of organizational structure on product development. The non-academic article highlights the importance of a master manager in securing major contracts and supporting growth.

Running head: TOURISM AND HOSPITALITY MANAGEMENT
TOURISM and HOSPITALITY MANAGEMENT
Name of the University
Name of the Student
Author Note

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Academic article
Article: "Becoming a Master Manager: A Competing Values Approach"
The academic article as stated by Quinn talks about management thinking has observed
organizations product development activities in a certain number of ways to improve the
performance (Quinn et al. 2014). The success of the development of the product depends on
the ability of the organization to conquer boundaries of managerial grouping rather than the
kind of organization formation adopted. There are many organizations that follow both
formal and informal structure. The organizations in which the top managers decide to have a
well structured organization will be able to achieve success and gain competitive advantage.
The article states that system organisations are created so that individuals can converse and
bring out employment mutually without being actually there in one middle location. The
surroundings need consensus structure, mutual decision making and side thoughts for
modernism, therefore a more supple outlook is desirable to make precious ending, both inside
and outside. I tend to contribute in informal organizational panel regularly (Miller & Rice,
2013). The greatest advantage is to have a liquid design of employment that can with no
trouble adjust to alter and challenges and disadvantage is there can be disagreement when it
comes to conveying of tasks and universal clash of personalities.
Non-Academic article
Article: Securing Major Contracts and Supporting Growth
The industrial article as stated by Quinn on states that highlights the importance of a master
manager and behaviour in organizations that critically examine the skills to deliver
organizational results (Thompson, 2017). Managerial leadership is a key competency in
engagement of the employees, efficient communication and sustainable success of the
organization. This can be noticed in the article which talks about John Vollmer. John Vollmer

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is a successful leader and promoted growth and secured major contracts. He responded to the
future threats of the company and involved employees to resolve the issue though efficient
communication and interaction and sustainability of the organization (John Vollmer et al.
2019). He laid a foundation for analysing, examining and understanding the behaviour of the
employees that resulted in positive performance, productivity and profitability. He generated
ideas and positive thoughts in the workplace so that organizational goals and objectives are
met with self development and learning during the assessment. I personally analyse
behaviour and develop positive habits around me so that others are also influenced by me and
follow my thoughts to generate ideas.

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Reference
John Vollmer, I., Edwards, J., Development, H., Peraton, A. and Dan Jablonsky on Maxar’s
Unified Operating Model, W. (2019). John Vollmer, AECOM Management Services Group
President, Inducted Into 2019 Wash100 for Securing Major Contracts and Supporting
Growth. [online] ExecutiveBiz. Available at: https://blog.executivebiz.com/2019/04/john-
vollmer-aecom-management-services-group-president-inducted-into-2019-wash100-for-
securing-major-contracts-and-supporting-growth/ [Accessed 11 Apr. 2019].
Miller, E. J., & Rice, A. K. (2013). Systems of organization: The control of task and sentient
boundaries. Routledge.
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R.,
2014. Becoming a master manager: A competing values approach. John Wiley & Sons.
Thompson, J. D. (2017). Organizations in action: Social science bases of administrative
theory. Routledge.

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