Practice of Managing People in Tourism: A Case Study Report

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This report delves into the practice of managing people within the tourism sector, using Borneo Eco Tours as a case study. It analyzes the roles and responsibilities of branch managers, focusing on their involvement in tour planning, hospitality training, and ensuring tourist satisfaction. The report examines the competitive landscape of the Malaysian tourism industry, highlighting challenges such as price transparency and changing tourist demands. It explores how managers address these challenges through service differentiation, market analysis, and building relationships with travel partners. Furthermore, the report offers recommendations for managers to enhance their strategies, including the importance of market research, online brand development, and continuous training. The conclusion emphasizes the significance of effective people management in maintaining a competitive edge and adapting to the evolving needs of tourists.
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Running head: PRACTICE OF MANAGING PEOPLE
Practice of Managing People
Name of the Student:
Name of the University:
Author Note:
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Table of Contents
Introduction......................................................................................................................................2
Analysis of the Roles and Responsibility of the Manager...............................................................2
Recommendation.............................................................................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................8
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Introduction
The great managers defy the common practices that are necessary to deal with the chain
of dynamic events. These events are the primary drivers for the strong and sustainable business
environment (Baum 2016). The study is widely concentrating on the tourism sector and the
mangers are leading the employees to develop the world class tourism experience. Borneo Eco
Tours, Malaysia offers the tourists a commendable experience of wildlife safaris and rainforest
tours (Borneoecotours.com 2018). The company has achieved the remarkable position in the
tourism market and participating in the competitive ground with the superior excellence and
higher rate of the traveler review. The Branch Manager is the in-charge of every tour-planning
and the manager takes care of the hospitality training and monitoring of the tourist guides. The
key responsibility of the manager is to develop the complete understanding of the tourists’
demands and providing them the commendable experience (Mostaghel et al. 2015). In the further
section of the study, the roles and responsibility of the managers in leading people would be
discussed. It would also focus on the primary activities undertaken for dealing with the
competitive scenario. Based on the analysis, the study would further develop the preferable
recommendations for the future betterment of the managers’ roles.
Analysis of the Roles and Responsibility of the Manager
The branch manager of Borneo Eco Tours performs various roles and responsibility.
Especially, while dealing with the competitive scenario, the managers take the hands on
approach to maintain the strengthened position of the company. The primary roles and
responsibilities performed by the manager of Borneo Eco Tours are explained further.
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The branch manager promotes and introduces the new tourism packages for the tourists.
The managers provide the hospitality training to the associated guides for the better
tourism services offered to the tourists (Zailani, Aminudin and Wee 2016).
The manager is often associated with the destination sourcing process for developing the
better tourism experiences for the tourists.
Most importantly, the manager manages the security aids for the tourists and guides
during the wildlife safaris (Borneoecotours.com 2018).
These primary responsibilities of the managers drive the company towards strengthening the
sustainable position. However, it has been observed that the tourism industry in Malaysia is quite
competitive due to which the mangers require undertaking the unique approach to strengthening
the competitive ground (Chen et al. 2017). The branch manager of Borneo Eco Tours is much
concerned about such competitive scenario. It is thus essential to understand the needs and
preferences of the tourists and improve the performance for the better experience. The manager
concentrates on market potentiality and service differentiation that can draw the attention of the
tourists (Borneoecotours.com 2018). It is noticed that the demands of the tourists are rapidly
changing as they tend to compare the services with the other company (Law et al., 2015). Hence,
the manager realizes the need for introducing innovative and unique services, which can help the
tourists to differentiate and attract at the same time.
The manager is often involved with the product or service sourcing for meeting the needs
of the travelers and establishing a sustainable tourism. It is also notified that the manager takes
part in familiarization visits to a new destination for gathering the relevant information on the
amenities of consumer interests (Kamal, Zawawi and Abdullah 2016). It helps in arranging the
tourism activities according to the needs and preferences. Moreover, in a competitive scenario,
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this technique helps in gathering the response and better reviews. In fact, the manager liaises
with the other travel partners that include the hotels and airlines, for managing the schedules and
bookings. The manager pays attention to the customer enquiries and provides them the solutions.
It aims to meet the expectation of the tourists associated with this travel agency.
It is essential for the manager to concentrate on the performance of the travel agents and
tourist guides. Therefore, the branch manager monitors the performance and makes improvement
as per the necessity. Paying the continuous attention to the sales team and motivating them for
the further improvements are the primary roles for a manager (Chang 2015). The travel agency
manager usually faces the following problems:
The potential travelers always receive more options when they seek information about
trip arrangements. Every travel agency tries to provide the best offers to these tourists to
gather their attention. The manager thus pays attention to the customize service selection
process that would provide the tourists better options to select the service as per their
expectations. Accordingly, providing the extensive knowledge to the travel agents would
also help in leading the team much efficiently (Chow, Lai and Loi 2015).
Increasing rate of the price transparency is another challenge for the tourism industry.
Travelers are sensible enough to find the best deal by shopping around. The competitive
scenario in the tourism sector provides the best deal to the customers. Hence, it is
necessary for the manager to manage the price of the tourism package to remain more
competitive.
Tourists are more likely exploring the adventurous part of the world with the help of
better tourist guides. The branch manager of Borneo Eco Tours ensures that the tourists
and guides are receiving proper security during the wild safari (Abou-Shouk, Lim and
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Megicks 2016). Moreover, the precautions are monitored prior to start off the journey.
Therefore, the tourists can become much satisfied with such safety journey during their
adventurous journey.
The above challenges are quite common in the tourism industry. However, the effective
participation of the manager in this competitive scenario is much commendable. Some of the
implications would also be beneficial for the manager for the betterment of the tourism services.
In the further section of the study, the future recommendations would be discussed.
Recommendation
It is quite challenging for the managers to stand out amongst the competitors. It is thus
essential for the managers to know the challenging competitors at the first place. Noticing the
movement of the competitors, the managers need to strategize the business functionalities in a
coherent way. The following implications would be much beneficial for the managers to make
further improvements in this industry and overcome the competition more significantly.
The managers need to analyze and make extensive research on this industry. It is
essential for the manager to upgrade the trends as per the moving culture and current
environment. For example, the online competition is different to the offline competitions.
If the travel agency has the poor website and customer services, it would affect in
gathering the customer responses. Hence, it is required designing the websites and being
spontaneous to the customer queries to match the latest trends.
The unique value proposition of the services attracts a larger consumer group. The
positive experience creates the impressive ‘word of mouth’ that would generate more
responses from the other tourists. It is essential to evaluate the services that are to be
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provided to the potential consumers. The values of the services to the consumers that they
can differentiate it with other competitors.
Development of the online brand image and booking facilities is another most strategic
view for the future improvement of the travel agency. If the company can invest more in
content marketing and the SEO services, it would help in reaching out a larger number of
tourists who are searching for better for the world class tourism experiences. Promoting
the company and building the effective corporate culture through social sites is also much
helpful to improve the brand image.
Application of the above implications is much beneficial for the travel agency to strengthen
the position in a competitive landscape. In addition to this motivating people with adequate
training process is also necessary for a manager to create a strong people group for the better
services in the tourism sector. Moreover, the continuous monitoring and development of the
effective hospitality services would also lead the company towards successive position.
Conclusion
The study explores the competitive landscape in the tourism sectors and the responsibility
of the manager in overcoming these challenges by managing people much efficiently. It has been
observed that the branch manager of Borneo Eco Tours has been paying attention towards the
continuous performance improvement of the associated tourist guides and travel agents. The
manager concentrates on market potentiality and service differentiation that can attract more
amounts of tourists. The comparative scenario poses the challenges for a long term. It is thus
necessary for the manager to keep the track of the performance attributes and make the necessary
amendments to develop more competitive practices. It is noticed that the demands of the tourists
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are rapidly changing as they tend to focus on the available options in various websites.
Understanding the needs and preferences and modifying the services would thus help in building
a unique perspective and gather more responses from the tourists. On the other hand, updating
the services in keeping pace with the current trends would help the company to overcome the
challenges and remain competitive for a long run.
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References
Abou-Shouk, M.A., Lim, W.M. and Megicks, P., 2016. Using competing models to evaluate the
role of environmental pressures in ecommerce adoption by small and medium sized travel agents
in a developing country. Tourism Management, 52, pp.327-339.
Baum, T., 2016. tourism: an introduction. Human Resource Issues in International Tourism, p.3.
Borneoecotours.com, 2018. Borneo Eco Tours | Meet the Team. [online] Borneoecotours.com.
Available at: <http://www.borneoecotours.com/about-us/team-players.php> [Accessed 25 Mar.
2018].
Borneoecotours.com, 2018. Borneo Eco Tours. [online] Borneoecotours.com. Available at:
<https://www.borneoecotours.com/> [Accessed 25 Mar. 2018].
Chang, K.C., 2015. How travel agency reputation creates recommendation behavior. Industrial
Management & Data Systems, 115(2), pp.332-352.
Chen, J.S., Kerr, D., Chou, C.Y. and Ang, C., 2017. Business co-creation for service innovation
in the hospitality and tourism industry. International Journal of Contemporary Hospitality
Management, 29(6), pp.1522-1540.
Chow, C.W., Lai, J.Y. and Loi, R., 2015. Motivation of travel agents' customer service behavior
and organizational citizenship behavior: The role of leader-member exchange and internal
marketing orientation. Tourism Management, 48, pp.362-369.
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Dedeoğlu, B.B. and Demirer, H., 2015. Differences in service quality perceptions of stakeholders
in the hotel industry. International Journal of Contemporary Hospitality Management, 27(1),
pp.130-146.
Hong, T., Ma, T. and Huan, T.C.T., 2015. Network behavior as driving forces for tourism
flows. Journal of Business Research, 68(1), pp.146-156.
Ivanov, S., Stoilova, E. and Illum, S.F., 2015. Conflicts between accommodation establishments
and travel agencies. Tourism and Hospitality Research, 15(1), pp.54-70.
Kamal, S.B.M., Zawawi, D. and Abdullah, D., 2016. Entrepreneurial orientation for small and
medium travel agencies in Malaysia. Procedia Economics and Finance, 37, pp.115-120.
Law, R., Leung, R., Lo, A., Leung, D. and Fong, L.H.N., 2015. Distribution channel in
hospitality and tourism: Revisiting disintermediation from the perspectives of hotels and travel
agencies. International Journal of Contemporary Hospitality Management, 27(3), pp.431-452.
Molina-Azorín, J.F., Tarí, J.J., Pereira-Moliner, J., López-Gamero, M.D. and Pertusa-Ortega,
E.M., 2015. The effects of quality and environmental management on competitive advantage: A
mixed methods study in the hotel industry. Tourism Management, 50, pp.41-54.
Mostaghel, R., Oghazi, P., Beheshti, H.M. and Hultman, M., 2015. Strategic use of enterprise
systems among service firms: Antecedents and consequences. Journal of Business
Research, 68(7), pp.1544-1549.
Zailani, N.F.I., Aminudin, N. and Wee, H., 2016. Human Resource Management (HRM)
practices and employees’ retention in travel agencies. Heritage, Culture and Society: Research
agenda and best practices in the hospitality and tourism industry, p.137.
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Zeng, B. and Gerritsen, R., 2014. What do we know about social media in tourism? A
review. Tourism Management Perspectives, 10, pp.27-36.
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