Organizational Behavior in International Contexts: A Report

This report provides a comprehensive analysis of organizational behavior within the context of the hospitality industry, using the Intercontinental Doha hotel in Qatar as a case study. It explores various models of organizational behavior, including autocratic, custodial, supportive, and collegial approaches, and relates them to the hotel's operations. The report identifies key objectives of hospitality organizations, such as customer service, product quality, and customer volume improvement, and examines how organizational structure contributes to achieving these goals. It delves into performance evaluation, suggesting modifications to organizational structure to enhance profitability, emphasizing trust-building, employee ownership, and lateral thinking. Furthermore, the report discusses cross-cultural management theories, the emergence of cultural diversity, and models of cross-cultural human resource management. It also addresses emerging functions of international human resources, the importance of leadership and management skills, and models for motivation and teamwork within the hospitality sector, including Tuckman's FSNP model, T7 model, and motivation strategies. The report concludes by summarizing the key findings and implications for the hospitality industry.

Organizational Behaviour in
International Contexts

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
LO1..................................................................................................................................................3
AC 1.1 Models of Organization Behaviour.................................................................................3
AC 1.2 Objectives of Hospitality Organization...........................................................................4
AC 1.3 Contribution of organisation structure in achieving objectives.......................................4
LO2..................................................................................................................................................5
AC 2.1 Performance of the Organization....................................................................................5
AC 2.2 Modification of organization structure to improve profitability.....................................5
LO3..................................................................................................................................................5
AC 3.1 Cross cultural Management Theory................................................................................5
AC 3.2 Emergence of cultural diversity concept.........................................................................5
AC 3.3 Models of cross cultural human resource management..................................................6
LO4..................................................................................................................................................6
AC 4.1 Emerging functions of international human resources....................................................6
AC 4.2 Importance of leadership and management skills in hospitality sector...........................7
AC 4.3 Models for motivation and team work in hospitality industry........................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Organisation behaviour can be elaborated as the human behaviour in the organizational
structure of a company. Organization behaviour sets the link between human force and the
organization. In this report Intercontinental Doha in Qatar is taken as an organisation.
Intercontinental Doha is a luxury Five star hotels located in Doha, Qatar. The hotel is owned by
Gulf Hotels Company WLL and the hotel is managed by Intercontinental Hotel group. In this
report all the description related to the organizational behaviour will be elaborated in brief. This
report also analyse about the performance in international context. All the development in human
resource management will also be reported in this report.
MAIN BODY
LO1
AC 1.1 Models of Organization Behaviour
Autocratic Model: Autocratic model is largely functions based on the strength, power and
formal authorities of the senior management in the organization structure (Shamim, Cang and
Yu, 2019). In such an organization structure all the senior management controls the entire work
force in the organization with the support of formal authorities that are sufficient to complete all
the operational tasks of the organization.
Custodial Model: Custodial Model more emphasis on the employee securities and its associated
growth in the organization. The company management provide maximum possible benefits to its
work force to give the proper amenities and also to improve the standard of living of all the
employees.
Supportive Model: Supportive model is more based on the leadership approach in the
organization. The hotel management try to improve the leadership skills in all its employees with
the supportive model structure. This model emphasis more on leadership development rather
than focus on control and authorities related to the daily operations of the hotel.
Collegial Model: Collegial model encourage the team work in the organization structure.
Collegial Model enables all the employees of the hotel to work as the team and conduct all the
operations with the support of all the employees in the hotel (Xu and et.al.,2018). Big hotels
apply this model to improve the work efficiency in the operations of the hotel. Management of
the Intercontinental Doha also follow the practice of Collegial model to improve the working
culture of the organization.

AC 1.2 Objectives of Hospitality Organization
Objectives of the Hospitality organizations can instruct in a following way.
Customer Service: One of the top priority objective of hospitality and tourism organization is to
provide the quality customer service. Hospitality and tourism is a service sector organizations so
all the growth of the organization is largely based on the quality services that uplift the
customer's experience. The management of the Intercontinental Doha focus on the quality
services and consumer experience with all the amenities.
Quality Product: The hotel management of Intercontinental Doha has a strong focus over the
quality of all its products and services (Goh and Lee, 2018). Quality of product has the big
contribution in the growth and development of the hotel and tourism sector organizations.
Quality products improves the consumer's experience while travelling and all the organizations
focus on the quality products and services as the prime objective.
Improve Customer Volume: Improvement in customer volume is also a part of priority agenda
or objective of all the hospitality and tourism organization. This is among the major objective of
the hospitality organization to improve the customer volume with the quality services of the
organization.
AC 1.3 Contribution of organisation structure in achieving objectives
Productive Work Culture: Well suitable organization structure in the hospitality and tourism
sector improves the work culture with the systematic flow of operations. Organization structure
gives the proper shape to the operations of the hotel that shape the work culture of the
organization.
Value Addition: Well structured organization structure smooth the operations of the hotel that
contribute as the value addition in the operational process of the hotel (Kumar and Passah, 2019).
It also improves the quality of all the services associated to the hotel. Value addition improve the
brand image of the hotel and that result into increasing profitability of the hotel.
Cooperative Environment: Organization structure improve the work efficiency in the
operations with an cooperative and supportive working environment. Work efficiency in the
hospitality and tourism sector improve the customer satisfaction and that also result into better
brand image of the hotel in the hospitality industry.

LO2
AC 2.1 Performance of the Organization
Covered in PPT
AC 2.2 Modification of organization structure to improve profitability
Organisation structure play the crucial role in the performance of the organisation
specially in the hospitality sector. Management of the Intercontinental Doha can modify its
organizational structure in a following to improve the profitability of the hotel.
Building Trust: Management of the Intercontinental Doha can improve the work efficiency of
all its man power by building the trust factor in all the employees towards the hotel (Dewnarain,
Ramkissoon and Mavondo, 2019). The hotel management can implement the better
communication channels in the operational structure. Communication channel will create a
suitable base for the management of the hotel to solve all the grievance related to the employees.
Give Ownership: Empowering ownership to the work force of the organization will improve the
work efficiency and it will also impact the authorities in the operation team of the hotel.
Intercontinental Doha management can give more ownership to all the senior and experienced
employees of the hotel to improve the productivity of all the employees. Ownership will also
evolve leadership qualities in all the employees in the hotel.
Think Lateral: The management of the Intercontinental Doha can a lot more power to all the
employees in the organization. This will lead to decision-making approach with more power in
the hands of employees. This approach also improve the bond between senior management and
work force of the hotel that result into better work culture of the organization.
LO3
AC 3.1 Cross cultural Management Theory
Covered in PPT
AC 3.2 Emergence of cultural diversity concept
Cultural diversity can express as the people from multiple cultures and beliefs. With the
emergence of internationalization the concept of cultural diversity has introduced aggressively in
the organizations. Specifically in the hospitality and tourism industry where people from all parts
of the world come together and work as a team (Lu and Kandampully, 2016.). Hotel industry has
the huge involvement of cultural aspects as the hotel don't just employee people form all over the
world but it also serves all its services to customer's from various cultures so the concept of

cultural diversification is highly implemented for the hotels. Cultural diversity concept play a
role of bridge between employees from multiple cultures and the management of the hotel. The
concept of cultural diversity also shape the bonds between employees from different culture and
that also improve the team work in the operational structure of the hotel.
AC 3.3 Models of cross cultural human resource management
Models related to the cultural aspects of the human management in the hospitality and
tourism can be specified in a certain way.
Hofstede Model: This model focus on various aspects of cross culture human resource
management. This model play special attention on distribution of power, individualism,
masculinity and long term orientation in the context of the employees from different cultural
background in the hospitality.
Trompenaars Model: Cross culture is a very sentimental aspect in the organization structure.
Trompenaars model focus on improving the communication between employee from various
culture. This model strongly emphasis on universalism, individualism, neutral, specification,
achievement, multitasking and internal control in the operational structure of the hotel.
Hall Model: Hall model of cross cultural aspect is well diversified model in the organizational
context. This model is based on high context and low context. High context focus on
communication in non-verbal format. Indirect mode of communication is use under this context.
Low context emphasis more on verbal techniques of communication. This model provides the
suitable base to the operational structure of the hotel to run all the operations in the well efficient
manner.
LO4
AC 4.1 Emerging functions of international human resources
Emerging functions related to the human resource management in the international
context can be defined based on the certain factors.
Skilled Labour: Human resource play the key role in the operational functions of the hospitality
industry. Skill employee base is the primary requirement of the hospitality sector as it contribute
majorly in the consumer satisfaction. Human resource management is well sufficient to provide
all kinds of skilled labour for the better operations of the hospitality and tourism organization.
Efficient Work Culture: Human resource management could contribute in the hospitality and
tourism industry by maintaining efficient and effective culture for the operational aspect of the

company (Duman, 2019). Human resource management could sufficiently deal with the cross
cultural aspects of the hospitality sector.
AC 4.2 Importance of leadership and management skills in hospitality sector
Effective cross cultural environment: Human resource management could effectively cope up
with the cross cultural aspects in the hospitality sector. The human resource management of
Intercontinental Doha could make a reasonable environment in the hotel for all the people from
different cultures and society values. This helped into providing suitable base for multi culture
people to work and grow together in the hospitality sector.
Resolving Issues: Human resource management of Intercontinental Doha played the huge role in
solving all the issues associated to its work force. Hotel industry is well diversified industry and
people from multiple culture come together and work in the industry so to solve the cross
cultural issues between the employees create a suitable and friendly working environment and
the human resource management has contributed immensely in such a context.
AC 4.3 Models for motivation and team work in hospitality industry
Tuckman's FSNP Model: This model of team work is well-structured in the context of the
hospitality sector. This model involves forming, storming, norming, performing and adjourning.
This model focus a lot on the cross cultural aspect of the hospitality sector.
T7 Model: The T7 model is an effective model for the team work and its management related
aspects. This model involves multiple actions like thrust, trust, talent, teaming skills and task
skills. This model give all the suitable bases to the management of the hospitality to manage all
its work force effectively.
Model of Motivation: Model of motivation in the hospitality sector can be specified in a
following way.
Need: As per the needs of the employees the management of the Intercontinental Doha should
identify to provide the better working culture to all the employees.
Behaviour: The senior management behaviour of the Intercontinental Doha is friendly in nature
that give the proper confidence and a friendly work culture to all the work force to work
efficiently in the hotel.
Rewards: Based on the satisfactory aspects the management of the Intercontinental Doha give
rewards as per the productivity of all the employees.

CONCLUSION
This report conclude about how organisational theories work in the hospitality and
tourism sector. All the objectives of the hospitality and tourism sector are concluded in this
report. This report also concluded about the performance of the hospitality organization and its
related aspects. All the factors associated with the cross cultural factors and its effects in the
hospitality organization has concluded briefly in this report. All the implications of the human
resource management has also concluded in this report and its emergence in the hospitality
industry.

REFERENCES
Books and Journal
Bakir, A. and et.al.,2017. Cross-cultural issues in tourism and hospitality.
Dewnarain, S., Ramkissoon, H. and Mavondo, F., 2019. Social customer relationship
management in the hospitality industry. Journal of Hospitality.1(1). pp.1-14.
Duman, T., 2019. ATTRIBUTES OF MUSLIM-FRIENDLY HOSPITALITY SERVICE IN A
PROCESS-BASED MODEL. The Routledge Handbook of Halal Hospitality and
Islamic Tourism.
Goh, E. and Lee, C., 2018. A workforce to be reckoned with: The emerging pivotal Generation Z
hospitality workforce. International Journal of Hospitality Management.73. pp.20-28.
Kumar, A. and Passah, D.R.S., 2019. IT Enabled HR Practices in Hospitality Industry in
India.Available at SSRN 3316335.
Lanzarini, R. and Trigo, L.G.G., 2016. Hospitality between the sheets. The Routledge Handbook
of Hospitality Studies. p.362.
Lu, C. and Kandampully, J., 2016. What drives customers to use access-based sharing options in
the hospitality industry?. Research in Hospitality Management.6(2). pp.119-126.
Shamim, S., Cang, S. and Yu, H., 2019. Impact of knowledge oriented leadership on knowledge
management behaviour through employee work attitudes. The International Journal of
Human Resource Management.30(16). pp.2387-2417.
Xu, S. and et.al.,2018. The impact of abusive supervision and co-worker support on hospitality
and tourism student employees’ turnover intentions in Ecuador. Current issues in
Tourism.21(7). pp.775-790.
Online
Organisational Behaviour. 2017. [Online]. Available Through:
<https://iedunote.com/organizational-behavior>.